Supply Chain
Talent Management
Logistics Conference – Orlando, FL
January 31st – February 2nd
Agenda
Sourcing Talent
- Leveraging Social Media
„
- Summer Internship Program
Developing Talent
„
- Management Development
„
- Developing Talent
Retaining Talent
„
- Retaining Supply Chain Talent
„
Sourcing Talent
Nestle Purina PetCare’s use of Social
Media
NESTLÉ PURINA
Nestlé Purina PetCare
“UNLEASH YOUR POTENTIAL”
4
NESTLÉ PURINA
AGENDA
•
•
•
•
Company Overview
Where We Find College Candidates
Social Media/Networking
Recruiting Process at Nestlé Purina
PetCare
• Questions & Answers
5
NESTLÉ PURINA
Where does Nestlé Purina PetCare find
college students?
6
NESTLÉ PURINA
Our
Present
Past
2010
SIFE
Intern Inc.
NACELink
Experience.com
Facebook
2006 & 2007
Indeed
Simply
Hired
Resume Database Mining
YouTube
nestlepurinacareers.com
Applicant Pool
Twitter
Careerbuilder
Career
Athletes
LinkedIn
www.Nestlejobs.com
Diversity Working
Jobs In Pods
Black Collegian
Targeted Email Campaigns
Pay Per Click Ads
7
NESTLÉ PURINA
Why Change To Social Networks?
•
•
•
•
LinkedIn & Facebook more popular than email
Social Networks continue to gain speed
Job Board usage decreasing
More “Passive” job seekers
– 70% of the population
• Generation Y & Z
• Historical trends indicate increased turnover
with economic recovery
8
NESTLÉ PURINA
2009 Results
9,944 page views
1,279 fans
3,310 Facebook links
careers site traffic
8/24/09-11/4/09
86,003
194 followers
508 page views
928 video views
promo
emails
paid
ads
991 email links
4,257 paid links
VS.
8/25/08 – 11/5/08:
49,378
9
NESTLÉ PURINA
Leveraging Social Media
• Facebook
– Currently 1300 fans
– Interact with our recruiters and ask questions
– Apply directly from the page
• Twitter
– Currently almost 600 followers
– Follow an intern’s experience
• LinkedIN
– Professional networking – link with us for future opportunities
– Mining candidates for hard-to-fill positions
– Purina has access to entire database
– Started in January 2010 – already filled 3 hard-to-fill positions
10
NESTLÉ PURINA
2010 Goals
• Continue to Grow Social Networking Plan
–
–
–
–
Aftercollege.com
Career Athletes
“Like” & “Digg” buttons
• Optimize Careers Site
– Better placement on Google, Yahoo etc.
11
NESTLÉ PURINA
Future Trends
By 2012
– Number of people reading/listening to:
• Blogs at least one x a month = 145 million.
• Podcasts increase 251%.
• Online video consumers increase to 88% of
Internet users.
By 2013
– Visitors to social networks at least once a
month projected to increase to 115 million.
12
NESTLÉ PURINA
Recruiting Process
•
Explore and apply online at www.nestlepurinacareers.com
•
Application received:
– Recruiter reviews and determines whether or not to continue
– If not selected receive an email informing that they were not selected for that
opportunity.
•
Phone interview
– Resume review and Behavior Based Interview Questions.
•
Face to Face interview:
– Invited to our corporate headquarters in St. Louis or Manufacturing Plant
•
Top candidates
– Receive a Verbal Offer
– Written offer will be mailed to you.
– All offers are contingent upon background checks and pre-employment drug
screens.
13
Sourcing Talent (Cont’d)
Summer Internship Program
¾ 6 Northeastern States
¾ 128 Stores
¾ 30 – 90K sq ft
¾ Schenectady HQ
¾ 25,000 employees
Summer Internship Program
Program is 10 years old
10-12 week program for college students
Project based positions
Meaningful work provided – good ROI
Program is used as a pipeline for future hires
This Summer (2011): 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to
build the intern social network
Coordinated Calendar of Events
“Lunch and Learns” with Executives
† Social Activities
† End of the Summer
Presentations
† Share experiences
† Make friends
†
Summer Internship Program
Across all areas of the business
Warehousing, Procurement, Inventory Management
† Real Estate & Engineering
† Retail Operations
† Pricing, PR, Marketing & Merchandising
† Loss Prevention, HR, Finance
†
Examples:
Major
IT
Operations
English
Marketing
Project Description
Store inventory query system
Validated new ERP system’s forecast
Edited articles for monthly news magazine
SKU Rationalization effort
Summer Internship Program
Okechikere Ekeada
†
†
†
†
Graduating from Rochester Institute of Technology
with a BS in Industrial and Systems Engineering
Born and raised in Nigeria. Moved to USA when 15
Developed and inbound process map for the DC
Will return after education is complete
Lauren Mausert
†
†
†
†
Hartwick College Jr. - Economics and Political Science
Former Front End, Pharmacy and Produce associate
Reduced Wrap Expense in our stores
Hopes to be a Summer Intern again in 2011
Developing Talent
Nestlé Purina PetCare
Nestle Purina PetCare’s Supply Chain
Management Development Program
Supply Chain Management Development Program
Objectives
• Obtain a comprehensive understanding of the NPPC
Products Supply & Supply Chain processes.
• Acquire an in-depth understanding of each functional area
within those processes
• Learn how the functional areas of
Factory Operations and Logistics,
ORM, Corporate Logistics, and
Customer Development Group work
collectively to meet and exceed
customer expectations while still
achieving individual functional KPI’s.
Nestlé Purina PetCare
Training Timeline
Jan
Feb
Mar
Apr
May
Jun
Factory Training (Training Report)
Phase I
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Purchasing &
Logistics:
Factory Logistics-specific
Procurement,
ORM
Operations
Training
(Whse. In-bound Materials, Training
Planning,
Transp. & Customer Service)
Transportation
&
Warehousing
Phase II
Phase I – Main Plant Training Report (6 months)
Phase II – Factory Logistics-specific Training (4 months)
Phase III – St. Louis Headquarters ( 5 months) to include:
Order & Revenue Management (1 mo)
Purchasing & Logistics (2 mo)
Customer Development Group (2 mo)
Total Time – 15 months
Phase III
Feb
Mar
CDG
Team
Training
Phase 1& 2 : Factory Training
• Phase 1 (7 months)
– Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and
distribution
– Acquisition of knowledge of organization’s structure and processes
– Complete management level assignments.
– Detailed training reports required
• Phase 2 (3 months)
– 11 weeks of specific Logistics training including supervision in
Warehouse, Materials Handling, & Transportation
– Complete several process improvement projects
– Projects provide hands on experience, training, in-depth
understanding in department connectivity
– Detailed training reports required
Nestlé Purina PetCare
Phase 3: ORM, Corporate Logistics & Purchasing,
Customer Development Group ( St. Louis)
•
•
•
ORM (Customer Service) Orientation & Training (1 months)
– Learn and develop a strong base of knowledge in the order to cash
process, as well as all Customer Service activities
– Work directly with a specific business team
Corporate Logistics & Purchasing Orientation & Training (2 months)
– Provides a basic understanding of the four functional areas, Purchasing,
Demand Planning, Transportation, and Warehousing
– Completion of process improvement projects
CDG Customer Team Orientation & Training (2 months)
– Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies, structure, and
responsibilities.
– Product Supply Excellence
– Customer and Sales interface
– Project assignment and completion
Nestlé Purina PetCare
Cross-Divisional Career Pathing
Intern Program (Optional)
Supply Chain Trainee (15 months)
CDG
Manufacturing
Purchasing &
Logistics
Supply Chain
Analyst
Logistics
Assistant
Transportation
Assistant
Asst Logistics
Manager
Transportation or
Purchasing Analyst
Customer
Supply Chain
Manager
Transportation or
Warehouse
Manager
Logistics Manager
Nestlé Purina PetCare
Corporate
Logistics
Manager
Advanced Supply Chain
Education and Development
•Objective
– Create a path for Supply Chain personnel to advance their
career objectives and meet their personal goals of achieving
greater learning and expertise.
•St. Louis University
–Supply Chain Management Certificate Program
–Advanced Supply Chain Certificate Management Program
•APICS (Advancing Productivity, Innovation, and Competitive Success)
–Certified Production & Inventory Management (CPIM)
–Certified Supply Chain Professional (CSCP)
Nestlé Purina PetCare
Developing Talent
The bridge between Developing and Retaining
Talent
Campbell’s Logistics
Operations Manager
Quality Journey
Amy Richmond
Sr. Manager Human Resources
About a Year Ago…
Career Pathing
Performance Mgmt
Internship Programs
WorkWork-Life Balance Programs
Succession Planning
Compensation
Competency Models
Mentoring Programs
Rotational Programs
On boarding
Training Classes
Team Building
Engagement Activities
Recruiting & Selection
Individual Development
Plans
Approach
• Aligned our resources on the biggest ROI
• Collectively determined focus areas
Manager Quality
Focused on Two Levels
• Organizational
• Individual
29
How Did We Approach the Organizational Level?
A cross-functional Logistics Operations leadedership team…
• Identified, defined, and aligned to the competencies necessary to be
effective logistics managers
– e.g.: Conflict management, Communication, Business Acumen, etc.
– We kept it simple!
• Conducted a competency assessment for all managers of people
• Analyzed data to identify areas with the greatest development needs
Developing Others
Building Teams
30
How Did We Develop At The Organizational Level?
• Managers of people attended 8 hours of classroom
training dedicated to:
– Coaching Others
– Developing Direct Reports
Developing Others
• Managers were required to conduct individual
development discussions twice a year with employees
and create specialized individual development plans
• Managers were asked to lead action planning sessions
using the results of their Gallup survey (climate sensing)
• Managers were trained and required to apply the
uniform approach to behavioral interviewing
Building Teams
• Managers were asked to lead diversity and inclusion
activities with their teams
31
How Did We Approach the Individual Level?
• Leveraged individual performance assessments
• Solicited performance feedback (focused on leadership) from the cross
functional logistics operations leadership team
• Conducted manager quality surveys for all managers with 5+ direct reports
• Performed 360 degree feedback surveys for specific managers
32
How Did We Develop At Individual Level?
• Required all managers of people to create manager
quality plans focused on becoming an effective
manager
– Leveraged the results of Gallup Manager Quality surveys and
360 surveys
– Facilitated discussions with our managers’ teams to identify
areas of improvement (STOP, START, CONTINUE exercises)
• Offered additional training programs to address
individual needs (ex. presentation skills, strategic
thinking, etc.)
• Partnered individual managers with mentors to coach
on specific developmental areas
• Identified special projects and stretch assignments to
create on-the-job training opportunities
33
Retaining Talent
Smucker - Retaining Supply Chain Talent
The J.M. Smucker Company
The J. M. Smucker Company
Retaining Talent
in the Supply Chain
Denny Armstrong
The J.M. Smucker Company
Agenda
• Heard about attracting employees…
• Heard about developing employees…
• Share our experience in retaining employees…
More importantly…how do we really
engage employees?
The J.M. Smucker Company
Top Drivers of Attraction
Attraction Drivers*
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacation/paid time off
Organization’s reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organization’s financial health
*Source: Towers Watson 2010 Global Workforce Study – Global
**Source: Towers Watson Normative Database – Global
The J.M. Smucker Company
Challenges Facing Supply Chain
Employees
•
•
•
•
•
•
•
•
•
Global economic downturn
More complex and longer supply networks
Outsourcing vs. in-sourcing
Lean manufacturing and just-in-time inventory
Increased risk on many fronts
Cost reducing pressure
Green supply chain (“farm-to-fork”)
Increased transparency
Increased implementation of information
technology
• Customization
The J.M. Smucker Company
Given These Challenges…
…how can we retain and engage employees?
• It’s not about:
̶ More pay
̶ More benefits
• It’s about providing:
̶ A clear career path
(“hire for a career”)
̶ Career development
opportunities
̶ A culture that supports
̶ Personal growth
̶ Where every
employee makes a
difference
The J.M. Smucker Company
Top Drivers of Retention &
Engagement
Attraction Drivers*
Retention Drivers**
Engagement Drivers**
Competitive base pay
Career development
Leadership
Challenging work
Leadership
Image
Convenient work location
Pay and rewards
Career development
Career advancement opportunities
Empowerment
Empowerment
Vacation/paid time off
Supervision
Goals and objectives
Organization’s reputation as
good employer
Stress, balance, and
workload
Customer focus
Flexible schedule
Performance appraisal
Values
Learning and development
opportunities
Benefits
Strategy and direction
Competitive benefits
Image
Pay and rewards
Organization’s financial health
Operating efficiency
Quality
*Source: Towers Watson 2010 Global Workforce Study – Global
**Source: Towers Watson Normative Database – Global
The J.M. Smucker Company
Career Development
• Internship Programs
• Professional Skill Training
• Talent Management System
• Engagement Activities
• Career Paths
• Mentorship Programs
• Succession Plans
The J.M. Smucker Company
Focusing on Culture
• Culture is a Strategic Issue
• Training on Culture: 1,200 employees/65 sessions
• Kepner-Tregoe Training: 400 employees/20 sessions
• Manager Training : For all people managers
The J.M. Smucker Company
Preserving Your Core Values
“Enduring great companies preserve their core
values and purpose while their business
strategies and operating practices endlessly
adapt to a changing world”
Jim Collins
Good to Great
Summary
Talent Management, Sourcing, Developing,
Retaining
Time tested strategies for locating, hiring, training, and retaining talent in
the supply chain has changed quickly over the last several years. This
session will provide a look at how several GMA and FMI companies are
dealing with the challenges surrounding people management as this new
decade begins. Learn why social medias are necessary for sourcing
supply chain talent. See how internships can be a proven method for filling
your future personnel requirements. Discuss why development and indepth training programs are necessary for building successful supply chain
careers. Learn how one company has implemented a program of
continuous people development beyond initial training. Finally, after all that
work, learn how to keep your supply chain talent engaged, productive,
fulfilled, and retained.
Speakers
Mark Chandler, VP, Supply Chain, Price Chopper Supermarkets
Denny Armstrong, SVP, Supply Chain Logistics & Operations Support, The J.M.
Smucker Co.
Amy Richmond, HR Manager, NA Supply Chain, Campbell Soup Co.
Brook Lashely, Manager, Sourcing Strategies, Nestle Purina PetCare
John McKillop, Director Product Supply Excellence, Nestle Purina PetCare