>
The People Element
North Dakota Grain Dealers
January 20, 2014
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>
If you only think of one thing about us,
think again…
Second largest
member-owned co-op in the U.S.
&
Fortune 200
agribusiness
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> Did you know?
Put the cheese in leading
salty snacks
Helped ~40,000 people last year
in Africa and Asia access better
health and nutrition services
Handle 12 billion pounds
of milk each year
Produce +120 research-based and
field-tested crop protection products
Feed exotic
animals across
our nation’s
zoos
Feed
100 million
animals, both
large and small,
each day
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>
An operating company with three diversified
businesses
Agriculture services, crop inputs
Animal nutrition and feed
Dairy foods
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> Land O’Lakes, Inc. today
 ~10,000 employees
 3 diversified businesses
 3,200 direct producer-members and
1,000 member-cooperatives
 Annual revenue +$14 billion
 Serve +300,000 agricultural producers
 300+ facilities in the U.S.
 Goal to double revenues and
increase international growth in
the next 10 years
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> Business Development Services
Mission: Cooperative
competitive vitality.
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> Business Development Services Offerings
 Strategic Asset Management
 Business and market analysis
 Strategy development
 Construction consulting
 Cooperative Talent Development
 Co-op Universities
 Leadership Advantage and LEAP for high talent co-op leaders
 Executive Coaching
 Organizational Assessment
 CEO Search
 Sales Development Program
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>
Expert Selling Solutions I
February 25-27, 2014
Holiday Inn
Fargo, ND
Expert Selling Solutions I is a fundamental necessity for all new
salespeople who have less than one year of on-the-farm sales
experience or for established salespeople who are looking for a
refresher. This intense three-day training course covers the
breadth of the Sales Development Program’s essential selling
skills.
Registration link:
Sales Development Program - Class Registration
> The People Element
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>
Business Strategy &
Talent Requirements
Talent Acquisition
Succession Planning
Land O’Lakes
Talent Management Model
Engagement & Retention
Performance Management
Learning & Development
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> Quiz Question 1
The best 20% of managers in a company raise
productivity by:
A. 10%
B. 20%
C. 30%
D. 40%
E. 50%
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> Quiz Question 2
The best 20% of sales people bring in ____ more
than average performers:
A. 20%
B. 40%
C. 50%
D. 60%
E. 70%
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> Does talent make a difference?
A Players (the best 20% of performers):
 who are in Operational roles raise productivity by 40%
over average performers
 who are in General Management roles raise
profitability by 49% over average performers
 who are in Sales roles raise sales revenue 67% over
average performers
McKinsey: Michaels, et al., 2001
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>
Business Strategy &
Talent Requirements
Talent Acquisition
Succession Planning
Land O’Lakes
Talent Management Model
Engagement & Retention
Performance Management
Learning & Development
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> Critical Jobs
Key to delivering on your strategy
AND
difficult to fill/replace
AND
there is variability in performance
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>
You need to be
a talent scout!
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> Passive Candidates
Those not actively looking for a job
who might be open to seduction.
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> Workforce Diversity
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> Quiz Question 3
The success rate of the typical interview is:
A. 20%
B. 30%
C. 50%
D. 60%
E. 75%
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>
50:50
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> Selection Disciplines
 Standard behavioral questions
 “Tell me about the last time. . .”
 Multiple interviewers
 Written ratings
 Consensus discussion
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>
Business Strategy &
Talent Requirements
Talent Acquisition
Succession Planning
Land O’Lakes
Talent Management Model
Engagement & Retention
Performance Management
Learning & Development
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> Goalsetting
 Higher performance results from:
• Specific goals
• More difficult goals
• Mutually-set goals
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> Accountability
 In high performing organizations
• Employees take ownership – take responsibility for
results
• Managers follow-up and hold employees
accountable for achieving their goals
• Poor performers are dealt with
• There is a culture of accountability
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>
Business Strategy &
Talent Requirements
Talent Acquisition
Succession Planning
Land O’Lakes
Talent Management Model
Engagement & Retention
Performance Management
Learning & Development
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> Quiz Question 4
The most effective way to develop talent is:
A. Classroom training
B. Online training
C. Reading business books
D. Attending business school programs
E. Experiences on the job
F. Mentoring
G. All of the above
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>
Business Strategy &
Talent Requirements
Talent Acquisition
Succession Planning
Land O’Lakes
Talent Management Model
Engagement & Retention
Performance Management
Learning & Development
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> Retention
 Bev Kaye book — Love ‘Em or Lose ‘Em
 26 Retention Strategies: A thru Z
A
B
C
Ask:
“What keeps
you here?”
Buck:
It stops here
Careers
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>
J = JERK
Don’t be one
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> STAY INTERVIEW
 How are you feeling about your job?
 What do you like most, least?
 Anything you would change if you could?
 Do you have goals for yourself for the future? What
are they and how can I help you get there?
 In what areas would you like to grow your skills?
 Are there experiences, opportunities you’re
interested in now or future?
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> Stay Interviews -- “No one ever asked”
 What about your job makes you jump out of bed in the morning?
 What makes you hit the snooze button?
 If you were to win the lottery and resign, what would you miss the most?
 What would be the one thing that, if it changed in your current role, would
make you consider moving on?
 If you had a magic wand, what would be the one thing you would change?
 If you had to go back to a position in your past and stay for an extended
period of time, which one would it be and why?
-Bev Kaye – Love ‘Em or Lose ‘Em
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> What We Learned From Stay Interviews
“I learned every employee is
very different in the way they
want to be supervised.”
“I usually get only one or two
questions asked (the
conversation just takes off).”
“I am always surprised about what
people think. I am almost always
wrong about where they are.”
“I have to be careful not to lead the
employee; talk less and listen
more.”
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> What We Learned from Stay Interviews
“They were all much more
about being recognized for
the work they do than about
pay.”
“Some small things to me
were BIG things to
employees!”
“Employees are perceptive about
what’s working and what’s not.”
“I was amazed at the positive
response!”
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>
Business Strategy &
Talent Requirements
Talent Acquisition
Succession Planning
Land O’Lakes
Talent Management Model
Engagement & Retention
Performance Management
Learning & Development
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> Succession Planning
 Ensuring continuity of leadership
 Focus on development of succession candidates for
critical positions
 Reviewing talent required to pursue new strategies
 Retention of critical talent
 Actions to address individuals who do not fit current
or future organizational needs
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> The Pink Envelope
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>
SUCCESSION ORG CHART
Name - Readiness Code
Name - Readiness Code
Name - Readiness Code
Readiness Codes:
A = Ready 0 to 1 Year
B = Ready 1 to 2 Years
C = Ready 2 to 3 Years
Name - Readiness Code
Name - Readiness Code
Name - Readiness Code
Name - Readiness Code
BOLD = Minority and
Female Team Members
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>
Business Strategy &
Talent Requirements
Talent Acquisition
Succession Planning
Land O’Lakes
Talent Management Model
Engagement & Retention
Performance Management
Learning & Development
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>
Safety
Not an “add on” – but built into everything we
do.
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>
Safety
 RRE’s
 Compensation – activities, not outcomes
 Leadership assessment
 Safety committees, coordinators
 Audits
 Manager training
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> Safety Leadership Survey
 My supervisor has one-on-one conversations with me that include
safety.
 Safe work practices are established and clearly understood for my
job.
 Safety concerns suggestions are followed up on, communicated,
and completed in a timely fashion.
 I receive adequate safety training to perform my job injury free.
 My supervisor consistently enforces safe work practices.
 My supervisor coaches and provides positive recognition to me for
working safely?
 My personal safety is more important than production to my
supervisor?
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>
Safety
New employees and contractors are a
particular risk!
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>
Safety
Not a priority . . .
But a value!
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>
It’s Your Ship
Captain D. Michael Abrashoff
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>
It's Your Ship
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> QUESTIONS???
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The People Element - Human Resources Leadership