Business-Integrated Talent Management Delivery

Business-Integrated Talent Management Delivery Lion Nathan Limited A marketing strategy applied to HR to improve the relevance and consumability of talent management solutions Lion Nathan Limited Industry: Beverages Revenue: AUS2 Billion Employees: 3,000 Headquarters: Sydney, Australia Situation Many HR functions do not consider the applicability of HR products and processes to leaders work, and therefore leaders fail to consume those processes and products effectively to capture the full value. Action Lion Nathan s HR team adapts a marketing framework to increase the consumability and relevance of HR solutions through easy-toconsume formats, coordination with business operations, and using business leaders to promote and deliver talent management solutions. Key Steps Step #1: Provide Talent Management Solutions in Easy-to-Consume Formats. Step #2: Coordinate Talent Management Processes with Business Operations. Step #3: Leverage Diverse Business Stakeholders to Deliver Talent Management Solutions. Results Twenty-one percent improvement on HR feedback survey Seven percent improvement on employee engagement scores in one year Ranked ninth on Fortune s Top Companies for Leaders in the Asia Pacific Region CLC1ABSPK8 Improve Consumability of Talent Management Programs 77

CLC1ABSPK8 Creating Talent Champions (Volume II) 78 Ensuring Customer-Driven HR Solutions The Three Ps to Increase Consumability Lion Nathan adapts components of the Four Ps marketing framework to HR, developing their own Three Ps to ensure HR develops customer-focused talent management solutions. Lion Nathan s Three Ps of HR include the following: Product Design: Provide talent management solutions in easy-to-consume formats. Product Placement: Coordinate talent management process with business operations. Product Promotion: Leverage diverse business stakeholders to deliver talent management solutions.

Why A key driver of people engagement - effective commitment to people s careers is an effective people investment To ensure a strong talent pipeline for leadership roles at all levels 3 Touchpoints When Via regular 1:1s every 4-6 weeks (informally) March June annually, formal Development and Bench Review & Planning process Why To review progress against accountabilities, behaviours, bonus What Assessment by individual, leader and others on BTAV Development Plan objectives and development goals Coaching and feedback on BTAV, career and personal goals and Opportunity to provide regular feedback to your team member(s) BTAV aspirations No surprises in Development and Achievement reviews Best Imaginables Formal Development Plans and activities for team member(s) Bench talent identified for leadership roles When Every 4-6 weeks How Development s Review Why Establishes purpose where does an BTAV individual Model s role Gather feedback on 10 Behaviours fit and how that does add Value it contribute for your to Team the business Practical DR strategy Guidelines members s Having meaningful goals contributes to My Planet individual s Complete assessment of your well Team being members on the BTAV PeopleDirect Workshops Business Plan/Strategy Hold 1:1 discussion with Team members on BTAV, career and Calibration GuidelinesOrganizational Structure personal goals and aspirations Best Imaginables Prepare Development WhenPlan for Set Team at members the start of each new financial year based on One-on-Ones Bench What Review Regular, & Planning uninterrupted business and plan informal discussion Accountabilities Annual (Achievement and Identify and Focus agree on results on bench (what) talent and for behaviours leadership (how) positions against (with Achievement Goals) Reviewed throughout the year to check currency and Bonus Review Development goals, Plans Development as basis for recommendation) Goals and Bonus Goals 10 Behaviours that add Value Identify gaps Opportunity and develop for progress action Leaders plans and to fill Team gaps Members to understand and Development Plan Development agree Planning What on monthly Breaks key priorities the business plan down into individual roles 90 Day to plan Finalise Development Opportunity Plans for Leaders and establish activities and smart Team goals member(s) and focus to provide for the feedback year Coach and Regular follow up with feedback Team Builds members to in assist the Behaviors in Development That Add Review Value and (BTAV) and Achievement Review Who Leaders and Team membershow they will help individuals to be successful PeopleDirect team How Leader and Team members hold a 1:1 discussion 1:1 template on My Planet Discussion How notes Using to be entered SMART into goal My setting Planet by clear Leader way and to Team communicate LSI SMART members what is expected, by when, and what success 10 will Behaviours Achievement that add Value Principles look like (SMART) My Planet Who Leaders and Team Set members up in My Planet 10 Behaviors That Add Value One-on-Ones Who Opportunity for leaders and individuals to understand PeopleDirect and agree on what/how outcomes for the year Business Partner 2 JAN. FEB. MAR. APR. MAY JUNE JULY AUG. SEPT. OCT. NOV. DEC. Peak Sales Time Peak Sales Time Peak Wine Peak Finance Peak Finance Business Time Time Time Development Reviews (Timing based on function or business) Remuneration Review (Timing based on function or business) Achievement and Bonus Review (Timing based on function or business) Set Accountabilities and Bonus Objectives (Timing based on function or business) Leader one-on-ones with direct reports throughout the year every four to six weeks People and People Customer People Pulse Engagement Pulse Survey Practice in Context Leaders as Talent Management Consumers Lion Nathan s HR team adapts a customer-driven framework from Lion Nathan s marketing team to increase the consumability and relevance of HR solutions to leaders Lion Nathan s Three Ps HR s Adaptation of The Three Ps Product Design Objective Design products that enable customers to capture value and repeat purchase. Step #1: Provide Talent Management Solutions in Easy-to-Consume Formats. Development Review One-on-Ones Achievement Goals Product Placement Objective Place products where propensity to consume is highest. Step #2: Coordinate Talent Management Process with Business Operations. People Processes Calendar: FY 08 Product Promotion Objective Use trusted sources to communicate product value. Step #3: Leverage Diverse Business Stakeholders to Deliver Talent Management Solutions. CLC1ABSPK8 Improve Consumability of Talent Management Programs 79

CLC1ABSPK8 Creating Talent Champions (Volume II) 80 Improve Utilization and Impact of Talent Management Products Consumable Products Enable Better Talent Decisions Lion Nathan provides tools, such as quick reference cards, that help business leaders make better talent decisions and are designed to be easy to consume. Lion Nathan does this by succinctly communicating the value of the activity to senior leaders and the critical information they need to know to do it: why, when, what, how, and who. By making this information available to business leaders on quick reference cards, Lion Nathan ensures business leaders are able to easily access it when they need it. One Stop Shop for Talent Resources Lion Nathan streamlines and standardizes talent management resources for leaders into a one-stop-shop portal to ensure they are easily accessible for leaders emerging needs. Lion Nathan spends additional time on the content on this site to ensure it is on target for business leaders needs and that it lacks HR jargon. Ongoing Customer Feedback Lion Nathan solicits and incorporates feedback from their internal customers business leaders about the consumability and impact of their talent management products and processes. The survey ensures that talent programs remain current and relevant to business leaders needs. The entire survey is available online at www.clc.executiveboard.com.

Step #1: Provide Talent Management Solutions in Easy-to-Consume Formats Why When What How Who Product Design Development Review A key driver of people engagement - effective commitment to people s careers is an effective people investment To ensure a strong talent pipeline for leadership roles at all levels Overcoming Barriers to Consumability Lion Nathan provides HR tools and products to leaders that communicate key information in easily digestible formats Talent Management Reference Cards One-on-Ones 3 Touchpoints Via regular 1:1s every 4-6 weeks (informally) March June annually, formal Development and Bench Review & Planning process Why To review progress against accountabilities, behaviours, bonus Assessment by individual, leader and others on BTAV Development Plan objectives and development goals Coaching and feedback on BTAV, career and personal goals and Opportunity to provide regular Achievement feedback to your team member(s) BTAV Goals aspirations No surprises in Development and Achievement reviews Best Imaginables Formal Development Plans and activities for team member(s) Bench talent identified for leadership roles When Every 4-6 weeks Development s Review Why Establishes purpose where does an BTAV individual Model s role Gather feedback on 10 Behaviours fit and how that does add Value it contribute for your to Team the business Practical DR strategy Guidelines members s Having meaningful goals contributes to My Planet individual s Complete assessment of your well Team being members on the BTAV PeopleDirect Workshops Business Plan/Strategy Hold 1:1 discussion with Team members on BTAV, career and Calibration GuidelinesOrganizational Structure personal goals and aspirations Best Imaginables Prepare Development WhenPlan for Set Team at members the start of each new financial year based on One-on-Ones Bench What Review Regular, & Planning uninterrupted business and plan informal discussion Accountabilities Annual (Achievement and Identify and Focus agree on results on bench (what) talent and for behaviours leadership (how) positions against (with Achievement Goals) Reviewed throughout the year to check currency and Bonus Review Development goals, Plans Development as basis for recommendation) Goals and Bonus Goals 10 Behaviours that add Value Identify gaps Opportunity and develop for progress action Leaders plans and to fill Team gaps Members to understand and Development Plan Development agree Planning What on monthly Breaks key priorities the business plan down into individual roles 90 Day to plan Finalise Development Opportunity Plans for Leaders and establish activities and smart Team goals member(s) and focus to provide for the feedback year Coach and Regular follow up with feedback Team Builds members to in assist the Behaviors in Development That Add Review Value and (BTAV) and Achievement Review Leaders and Team membershow they will help individuals to be successful PeopleDirect team How Leader and Team members hold a 1:1 discussion 1:1 template on My Planet Discussion How notes Using to be entered SMART into goal My setting Planet by clear Leader way and to Team communicate LSI SMART members what is expected, by when, and what success 10 will Behaviours Achievement that add Value Principles look like (SMART) My Planet Who Leaders and Team Set members up in My Planet 10 Behaviors That Add Value One-on-Ones Who Opportunity for leaders and individuals to understand PeopleDirect and agree on what/how outcomes for the year Business Partner Lion Nathan provides guidance and tools for leaders on the key strategic and day-to-day talent management activities to improve the quality of leaders talent management decisions. 2 and incorporates leaders feedback to improve utilization and impact Solicit and incorporate feedback from leaders to assess for ongoing relevance, effectiveness, and ease of use. Consumability Feedback Survey HR Feedback Survey for Leaders As part of our ongoing commitment to simplify and improve the value and outcomes of our practices, we would appreciate if you would take five minutes to provide some feedback. 1. Our People Process System enabled me to deliver quality Achievement and Bonus review outcomes. 1 2 3 4 5 2. Our People Process System is easy to use. 1 2 3 4 5 3. Our Achievement and Bonus Review process encourages me to do my best work. 1 2 3 4 5 4. I received regular and clear communication about what was required for Achievement and Bonus Review. 1 2 3 4 5 5. Achievement and Bonus Review was simple and effective for me this year. 1 2 3 4 5 Streamline processes and ensure that information is accessible to leaders in business language and in easy-to-use formats. Lion Nathan s Online Talent Management One-Stop-Shop Portal Information for Leaders Introduction to New System Achievement Plans Managing Your Goals for the Year Capturing One-on-Ones Managing Your Learning Renumeration Planning for Leaders Getting Around, 360 Review Feedback, Bonus Goals, Web Surveys, and More! CLC1ABSPK8 Improve Consumability of Talent Management Programs 81 1 2 My Planet

CLC1ABSPK8 Creating Talent Champions (Volume II) 82 Consider Business Leaders Schedules Product Placement: Talent Programs Available When Customers Can Use Them To improve ease of workflow integration, Lion Nathan s HR team considers business leaders peak business times when determining the schedule for talent management activities. In addition, Lion Nathan identifies existing events on business leaders calendars where HR can embed relevant talent management messages and activities. Finally, Lion Nathan distributes talent management calendars widely to ensure that business leaders have advance notice of when talent management activities will occur and plan accordingly.

Step #2: Coordinate Talent Management Processes with Business Operations Product Placement Flexible and Timely Lion Nathan aligns the HR calendar with business leaders calendars to ensure flexible and timely delivery of relevant talent management services Lion Nathan s People Process Calendar Lion Nathan s Steps to Embed Talent Management into Leaders Business Processes: Embed Talent Management into Existing Schedules and Business Events Obtain a calendar of events for each business and function to identify events where HR can embed key talent management information and activities. Understand Business Calendar Meet with business leaders prior to each year to understand key business events. Avoid Peak Business Periods Block out peak periods for each business unit and function to ensure talent management processes are not scheduled during busiest times. Provide Advanced Notice Distribute a calendar of people processes to all leaders to provide advanced notice of programs and launches. People Processes Calendar: FY 08 JAN. FEB. MAR. APR. MAY JUNE JULY AUG. SEPT. OCT. NOV. DEC. Peak Sales Time Peak Wine Business Time Development Reviews (Timing based on function or business) Remuneration Review (Timing based on function or business) Achievement and Bonus Review (Timing based on function or business) Set Accountabilities and Bonus Objectives (Timing based on function or business) Leader one-on-ones with direct reports throughout the year every four to six weeks People Pulse Peak Finance Time People and Customer Engagement Survey Peak Finance Time People Pulse Peak Sales Time Building in Flexibility Lion Nathan ensures that people processes do not confl ict with peak business times by building fl exibility into the timing of people processes based on each business or function. Embedding in the Business Calendar You will always get pushback, and there s never a good time, but we ve designed the calendar to be sensitive to the times that our internal customers are busiest. We also get a copy of the business calendar to find already scheduled events in the business where we can integrate our messages and processes. Tracy Keevers Director, Leadership Capability Team Lion Nathan Limited CLC1ABSPK8 Improve Consumability of Talent Management Programs 83

CLC1ABSPK8 Creating Talent Champions (Volume II) 84 Products Promoted by Customers Lion Nathan has developed a unique approach to product promotion: using both ends of the line client spectrum supporters and skeptics when developing and rolling out talent management programs. The supporters talent management ambassadors promote talent management activities, which is a much more powerful method than HR pushing talent programs. Lion Nathan also engages talent resistors, those who have expressed dissatisfaction or rejected talent management practices before. Lion Nathan solicits feedback from the resistors frequently and engages them in designing new programs. By engaging their toughest customers, Lion Nathan s HR team ensures that their product is much better designed and delivered. Engage Ambassadors and Resistors

Step #3: Leverage Diverse Business Stakeholders to Deliver Talent Management Solutions Product Promotion Defining Value Through Key Customers Lion Nathan leverages talent ambassadors to promote key talent management activities to other leaders and engages talent resistors in providing feedback on program design to obtain early buy-in Talent Management Ambassador Profi le Talent Management Resistor Profi le Talent Management Ambassador Profile: Infl uential leaders director level and above who demonstrate high talent mind-set through the following: Deep involvement in key people decisions Personally driving talent review processes throughout the organization Holding direct reports accountable for best practice talent management behaviors Modeling great talent management to instill talent mind-set in others HR s Use of Talent Ambassadors Communicate talent management information to other leaders. Provide feedback to HR programs. Participate in campaigns and other promotional activities for talent management. Talent Management Resistor Profile: Senior leaders who have expressed dissatisfaction or rejected talent management practices evidenced through the following: Complaining about talent management processes to HRBPs Missing or late on deadlines for talent management activities Vocal dissenters in talent-focused leader meetings HR Practices to Combat Resistance Understand and address points of resistance. Obtain frequent feedback on HR processes. Involve in HR program design. Lion Nathan asks talent management ambassadors to promote key talent management activities to other leaders through media campaigns and training. HR Program Design Session Lion Nathan builds early buy-in for HR programs by engaging resistors to help shape program design. CLC1ABSPK8 Improve Consumability of Talent Management Programs 85

CLC1ABSPK8 Creating Talent Champions (Volume II) 86 Improved Line Satisfaction As a result of this practice, Lion Nathan has seen improvements in line satisfaction with the ease and effectiveness of talent management processes and employee engagement scores, which has led to recognition as a top company for leaders in the Asia Pacific region. Better Delivery, Better Results

Results Improved Consumability and Impact Lion Nathan s leaders report improvements in talent management delivery Rating of Simple and Effective Talent Management Processes Lion Nathan s HR Feedback Survey which has in turn engaged leaders in improving their talent management effectiveness Improvement in Employee Engagement Scores Lion Nathan s Employee Engagement Survey 80% 80% Percentage of Leaders Rating Simple and Effective 40% 40% 21% 61% Percentage of Employees in the Highest Engagement Zone 70% 68% 7% 75% 0% 60% 2005 2007 2006 2007 and Lion Nathan has been recognized as one of the top companies for leaders in the Asia Pacific region Top Leadership Companies in Asia Pacifi c Region Fortune Magazine 2007 List, Hewitt Associates and The RBL Group 2007 Top Companies for Leaders in Asia Pacific 9. Lion Nathan Limited Lion Nathan is one of two Australian companies on the list of top 10 leadership companies in the Asia Pacifi c region and ranked number two for leadership in the Australia/New Zealand region. 10. DLA Phillips Fox Source: Hewitt Associates and The RBL Group, The Top Companies for Leaders 2007, Fortune Magazine, 1 October 2007; Lion Nathan Limited; Corporate Leadership Council research. CLC1ABSPK8 Improve Consumability of Talent Management Programs 87

CLC1ABSPK8 Creating Talent Champions (Volume II) 88 Practice Q&A with Tracy Keevers, Director, Leadership Capability Team and Bob Barbour, Chief Human Resources Officer Commentary and Implementation Tips from Lion Nathan Limited 1. What is the key to making this a successful practice? The key is to have the right people on the HR team with the right skills. Over the past four years, we have improved capabilities of our HR team around learning and development, engagement, business acumen, and business partnering, which has enabled us to respond more flexibly to the needs of our leaders and the business. 2. If you could only do one thing, what would it be (that is, what s the most important aspect of this practice)? The most important part of this practice is understanding the business strategy and operationalizing what that means for leaders on a day-to-day basis. In effect, HR must translate all of the business and cultural aspirations into day-to-day hands-on tools. We are continually answering the question of how does this help me, my people, and my customers? 3. What was hardest about implementing this practice, and how did you deal with that obstacle? One of the hardest parts about implementing this practice was to engage our own people on the HR team to think differently about our people processes and their relationship to our business engagement and cultural aspirations. Our HR business partners are a critical conduit to senior leaders in the business, and we needed them to be passionate advocates of the usefulness and importance of our processes to our business and our customers.

Implementation Support Lion Nathan: Implementation Road Map The Council recommends the following steps to begin implementing Lion Nathan s practice First Steps: Business-Integrated Talent Management Delivery Step #1: Refocus the HR Team on Creating Consumable HR Products Focus the HR team on developing and delivering HR products that are easy to understand and written in business language and communicate benefits through simple, streamlined frameworks. Step #2: Solicit Feedback on HR Products Obtain feedback from business leaders on current and redesigned HR products about their ongoing relevance, effectiveness, and ease of use. Step #3: Align HR Activities with Business Leaders Calendars Identify peak business times and build flexibility into the timing of people processes for each business or function. Step #4: Leverage Talent Ambassadors to Promote Talent Activities Identify influential leaders, director level and above, who are committed to people development and will support talent management campaigns and activities. Step #5: Engage Talent Resistors Involve business leaders who have previously expressed dissatisfaction or rejected talent management practices in designing HR programs to gain buy-in. CLC1ABSPK8 Improve Consumability of Talent Management Programs 89