WD40 Company Strategic Talent Development Association for Talent

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WD-40 Company Strategic Talent Development Association for Talent Development January 19, 2016

WD-40 Company Strategic Talent Development Association for Talent Development January 19, 2016

"The earliest and most basic definition of community - of tribe - would be

"The earliest and most basic definition of community - of tribe - would be the group of people that you both help feed and help defend. " - Sebastian Junger's Tribe

Learning & Teaching Succession & Innovation Values Community & Belonging Circle of Safety Warriors

Learning & Teaching Succession & Innovation Values Community & Belonging Circle of Safety Warriors Specialized Skills Providers © 2015 The Learning Moment Inc. All rights reserved. Do not duplicate Ceremony & Celebration

Strategic Talent Development 1. Our First Principles of Talent Development 2. Translating Strategy to

Strategic Talent Development 1. Our First Principles of Talent Development 2. Translating Strategy to Organizational Design 3. Translating Design to Talent Requirements 4. Catalyzing Individual Commitment 5. Leadership’s Accountabilities 6. Measuring Progress

1. Our First Principles of Talent Development

1. Our First Principles of Talent Development

We Believe in Individual Accountability • Each Tribe member is accountable for their own

We Believe in Individual Accountability • Each Tribe member is accountable for their own future, nothing is “owed” • We invest in people who demonstrate that they will invest in themselves • We teach accountability and we expect it • We employ the spirit of the “Maniac Pledge”

The Maniac Pledge "I am responsible for taking action, asking questions, getting answers, and

The Maniac Pledge "I am responsible for taking action, asking questions, getting answers, and making decisions. I won't wait for someone to tell me. If I need to know, I'm responsible for asking. I have no right to be offended that I didn't 'get this sooner. ' If I'm doing something others should know about, I'm responsible for telling them. "

Talent Development is an Opportunity, Not a Right All programs are voluntary to attend

Talent Development is an Opportunity, Not a Right All programs are voluntary to attend All levels in the organization can participate; we do not segregate participants by position in the hierarchy of roles and responsibilities Participants must still achieve expectations and goals; no “slack” for participating Tribe members must express their interests, curiosities and ambitions, then demonstrate that they have earned the support

We Teach People What and How to Teach Talent development is the accountability of

We Teach People What and How to Teach Talent development is the accountability of every leader who has responsibility for the livelihoods of others Therefore leaders must know the principles of human development in a business context, and how to apply them

2. Translating Strategy to Organizational Design

2. Translating Strategy to Organizational Design

The Flow of Organizational Design VALUES STRATEGY GOALS FUNCTIONS METRICS RESULTS

The Flow of Organizational Design VALUES STRATEGY GOALS FUNCTIONS METRICS RESULTS

VALUES STRATEGY GOALS FUNCTIONS METRICS RESULTS POSITION DEFINITION PERFORMANCE EXPECTATIONS COMPENSATION LEADERSHIP

VALUES STRATEGY GOALS FUNCTIONS METRICS RESULTS POSITION DEFINITION PERFORMANCE EXPECTATIONS COMPENSATION LEADERSHIP

LEADERSHIP HIRING SETTING EXPECTATIONS TRAINING COACHING

LEADERSHIP HIRING SETTING EXPECTATIONS TRAINING COACHING

3. Translating Design to Talent Requirements

3. Translating Design to Talent Requirements

Competency-based Position Definitions What is the purpose of the role? Why does it exist?

Competency-based Position Definitions What is the purpose of the role? Why does it exist? What results is the role accountable for? What are the problem-solving requirements for the role? What are the knowledge, skill and ability requirements for the role? What are the developmental opportunities for the incumbent within the role?

Job Evaluation Factors Accountability Problem Solving Know-How • Jobs exist to achieve an end

Job Evaluation Factors Accountability Problem Solving Know-How • Jobs exist to achieve an end result • Output • To achieve this end result, incumbents must solve problems, create methods, analyze metrics and apply judgment to make good decisions • Process • This requires knowledge, skills and abilities consistent with the scale and complexity of the results to be achieved • Input

4. Catalyzing Individual Commitment

4. Catalyzing Individual Commitment

“Don’t just mark my paper. Help me get an ‘A’!”

“Don’t just mark my paper. Help me get an ‘A’!”

Employee Engagement 93% I LOVE to tell people I work for WD-40 Company 98%

Employee Engagement 93% I LOVE to tell people I work for WD-40 Company 98% I respect my coach 96% I have the FREEDOM to decide how to accomplish my objectives 92% I feel my opinions and values are a good fit with the WD 40 Company culture 99%

5. Leadership’s Accountabilities

5. Leadership’s Accountabilities

Tribal Leaders are Teachers First Our Leadership Laboratory teaches leaders how to be educators

Tribal Leaders are Teachers First Our Leadership Laboratory teaches leaders how to be educators through content that includes, among sixteen specific topics: Principles of Human Behavior for Leaders Principles of Adult Learning Building a Culture of Accountability Accountable Communication Engaging in the Development Dialogue Constructively Resolving Conflict Strategic Thinking Problem-solving and Decision-making

Tribal Leaders are Examples of Our Values in Action • Do the right thing

Tribal Leaders are Examples of Our Values in Action • Do the right thing • Create positive lasting memories in all our relationships • Succeed as a Tribe while excelling as individuals • Make it better than it is today • Passionately own it and act on it • Sustain the WD-40 Co. economy

Leaders Are Accountable For… Others’ productivity and quality of performance Creating the working environment

Leaders Are Accountable For… Others’ productivity and quality of performance Creating the working environment that promotes engagement Coaching others to achieve their professional goals

6. Measuring Progress

6. Measuring Progress

Leadership Lab Participation * Customized for MD market partners

Leadership Lab Participation * Customized for MD market partners

Bench Strength All key positions have identified candidates for succession, at varying levels of

Bench Strength All key positions have identified candidates for succession, at varying levels of preparedness We are able to fill almost all of our roles with internal promotions; some exceptions related to new types of positions that didn’t exist previously We have made significant changes in organizational design in the last five years, without loss of momentum We have very low turnover, globally

Business Results In the last five years we have: • Opened two new direct

Business Results In the last five years we have: • Opened two new direct markets • Hired 40% of our current global workforce • Achieved record profits in each of the last four years • Reached record share price levels, with nearly 300% appreciation since 2011 • Launched dozens of new products around the world with commercial success • Maintained over 90% employee engagement

Questions…?

Questions…?

Appendix: Formal programs for Tribe development • Leadership Laboratory 1. 0 • 12 courses

Appendix: Formal programs for Tribe development • Leadership Laboratory 1. 0 • 12 courses to form a foundation • Leadership Laboratory 2. 0 • 4 courses that go deeper into critical skills • Leadership Laboratory 3. 0 • Case study-driven team problem solving and course on strategic thinking

Appendix: Formal programs for Tribe development • Master of Science in Executive Leadership at

Appendix: Formal programs for Tribe development • Master of Science in Executive Leadership at USD • 2 Tribe members/year selected from applicants • Bachelors and Graduate degree program support through educational reimbursement • Ongoing professional education conferences and seminars which are earned by Tribe members

Appendix: Formal programs for Tribe development • Leaders Teaching Leaders • Interested Tribe members

Appendix: Formal programs for Tribe development • Leaders Teaching Leaders • Interested Tribe members have the opportunity to master topics and then learn how to facilitate group workshops, expanding the “faculty” of the Lab • Workshops of a specific topic of need • • • Dollars and $ense Project Management Facilitating Adult Learning

Appendix: Formal programs for Tribe development • Section Five of the Review • •

Appendix: Formal programs for Tribe development • Section Five of the Review • • Part of the performance review dialogue Focuses on what the Tribe member needs to learn and demonstrate to increase competency Focuses on what the Tribe member wants to learn and what career path they wish to pursue Establishes actions to accomplish these developmental goals