HCI Webinar: Changing a Company Culture, One Technological Performance Module at a Time
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The document discusses strategies for changing company culture through effective talent management and technology implementation at SiteOne Landscape Supply. Key points include engaging with associates to understand their needs, creating simple processes for performance management, and the importance of clear communication during change management. The ultimate goal is to align leadership, involve employees, and ensure technology is used to facilitate, rather than complicate, processes.
HCI Webinar: Changing a Company Culture, One Technological Performance Module at a Time
- 1. Human Capital Institute #HCIchat Changing a Company Culture, One Technological Performance Module at a Time
- 2. Human Capital Institute #HCIchat Today’s Moderator /company/human-capital-institute-hci @Human_Capital/humancapital Holly Pennebaker Digital Content Program Manager Human Capital Institute @hpennebaker /in/hollypennebaker
- 3. Human Capital Institute #HCIchat 2017 Events June 26-28, 2017 Boston, MA July 24-26, 2017 San Francisco, CA September 18-20, 2017 Chicago, IL October 24-26, 2017 Scottsdale, AZ
- 4. Human Capital Institute #HCIchat Thank You www.cornerstoneondemand.com
- 5. Human Capital Institute #HCIchat Interact With Us This presentation contains polls. To participate please use the polling widget to the side of the player. If you do not see the widget, open a new tab in your browser and visit pollev.com/hciwebcasts
- 6. Human Capital Institute #HCIchat Get Credit
- 7. Human Capital Institute #HCIchat Today’s Featured Speaker Laura Shartle Director, Talent and Org. Development SiteOne Landscape Supply
- 8. Change Management - the Key to Winning SiteOne Landscape Supply 8
- 10. 10 SiteOne Landscape Supply 10 Formerly 2015 Branded 2016 IPO SITE
- 11. Top Performer of 2016-2017 YTD Sponsor- backed IPOs Source: FactSet as of 5/5/2017 Note: Excludes IPOs with deal values less than $100mm
- 12. 12 We are the only national one-stop shop provider of landscape supplies
- 13. How it began • Transition JDL SiteOne – We claimed our identity: from manufacturing wholesale distribution – And lost our core services from the functions: Finance, IT, HR, etc. 13 Result: Rebuild teams, processes, tools, for SiteOne specifically
- 14. The Story of Talent Management 14
- 15. What this meant for talent management • People: We needed to understand: – What our leadership / associates needed and wanted. – What was working and what wasn’t • We needed processes: – Performance reviews – Goal setting – Learning – Succession planning – Etc. • We needed technology to enable these processes 15
- 16. Poll • I would like to understand the technology aims of the audience on this call. Does your company have a talent management system? – Yes, Fully implemented. – Implementing now or near future. – No, Still using paper. 16
- 17. Where did we start? With people. • We left the office and talked with our leaders and associates in the field – What is working from a talent perspective – what is not – Where could we could we get some quick wins • What we heard: – They wanted to set goals and have performance reviews – Processes and tools must be SIMPLE – not complicated and reduce the “ping ponging “ for approvals and the pencil whipping – Too much irrelevant new-hire training – Many systems, none of them talk – No succession planning or conversations about development 17 We started our process work here Easy win – we were able to audit the new-hire training list and make edits. Communicated – “we heard what you said, and this is what we did…” (involved their ideas in the solution)
- 18. Next – people and process • Given timing and priority, we created the processes around goal setting and performance reviews • We created a Goal Library by talking with leaders in the field. We asked them for examples of goals for some of our key positions in excel – searchable – low tech • Again, heard the need and built the tool with help from advocates who communicated, trained, took questions, shared success stories, etc. • Later we added technology to enable these processes 18
- 19. Poll • What do you find is the number 1 barrier to successful change management at your organization? 1. Leadership support 2. Employee buy-in 3. Lack of communication 4. Lack of training 5. Lack of vision 19
- 20. How to handle the change • Whenever there is change, even if it is a good change, there are questions and concerns • It is our job as leaders to create opportunities for associates to get their questions / concerns addressed • Here is our approach: 20 Align Leaders Determine Business Case Share vision Get People Involved – Find Advocates Training communication
- 21. Example – Office move • Situation - Old office leaked, had bugs, low ceilings, limited parking, old furniture, not centrally located for many of our associates • Aligned leaders – They supported the move and were able to discuss the business case • Business Case – we explained what the change was and why it was important • Share the vision – we shared what the benefits were and the downsides – we were honest • Get people involved – we took associates on tours, enabled a team to help: organize the move, make seating charts, plan week 1 celebrations • Trained – how to pack, how to get to the new location, where is parking, etc. 21 Held open sessions for associates with leadership to field questions / concerns Associates still had questions and concerns: what is my new commute? will I be in a cube? can I bring my lunch? what is parking like? Leaders met individually with associates so they could understand what it meant for them – they listened Communication
- 22. Example – Performance management enabled by technology • Situation – No way to understand who across the organization had performance goals, what they were, if they were aligned, how associates were tracking in order to receive their EOY bonus, etc. • Aligned leaders – Executives supported the implementation of the technology, we needed to find leaders in the business and informal leaders to support the implementation and discuss the business case • Business Case – we explained what the change was and why it was important • Share the vision – we shared what the benefits were and the downsides – we were honest • Get people involved – we leveraged trusted associates to test the system, review training materials and share information. Used pictures of real associates in building of the site and materials • Trained – how current processes were enabled with a simple theme, we created Quick Reference Cards (QRCs), held office hours, conducted webinars, and more! 22 Associates had questions and concerns: I have never created a goal before, will someone teach me? I am not good with computers. How will this impact my pay? Communication
- 23. What worked • Involving people FIRST / EARLY • Creating change / executing change plan BEFORE training • Hearing first hand associate pain points • Communicating every step of the way • Creating user friendly processes • Starting SIMPLE • Not making it about the technology – but about enabling conversations and creating value for the associate. (Technology companies make it about technology, not about people and process) • We implemented 6 modules in a year: Performance / Development, Succession, Learning, Onboarding, ATS, Compensation 23
- 24. Talent management at SiteOne today Basically one year later • Revised new-hire training for all associates • New approach to onboarding • Process, tools and system for performance reviews • Approach and tasks around performance calibration • Approach and support for Talent Reviews at lower levels in the organization • We have leaders asking how they can get their training material into the system • Reward and recognition with system badging • Our CEO prints bios of associates before each store visit • We have leaders asking for reports on performance and they want to calibrate and plan for succession • Leaders can see how performance ties directly to pay to share with their associates • There is a PULL for information, not just a push 24
- 25. What I wish I would have known.. 25 • We are not good as an organization about cascading information to all levels • We need to identify champions, resisters and testers early • We need to always look at the full life cycle of a process, beyond the walls of Talent Management • We need to leverage peer / user groups earlier to build the process and also hints on enabling it with technology • Technology companies are concerned about technology, they don’t give you the tools to help with the people part – configuration is the easy part – adoption is the hard part • The first module of implementation is more than just implementing the module. It also includes landing pages, personal bios, etc. • Technology changes the way our associates do business – having to do everything on a computer • Stricter deadlines with an integrated system
- 26. Questions “No company ever went wrong overestimating negative reactions to change” – Stan Slap 26
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