Is Your Talent at Risk?
Identifying High-Performing and
High-Potential Employees
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Jennifer Barton, SPHR
Chief Operating Officer | Willis Human Capital Practice
As COO of the Human Capital Practice for Willis North America, Jennifer has responsibility for 48 offices
throughout the US and Canada representing just over $330 million in revenue. In this capacity she is
responsible for defining, creating and deploying best-in-class client deliverables designed to address human
capital risk. Under her leadership, the consulting practice has grown to consultant with over 3,000 clients
across the United States in areas such as Human Resources, Communication, Compliance, Health Outcomes
and Reporting and Analytics.
Cherie Coenen
Director of Human Resources | Jack Link’s
Cherie is Director of Human Resources at Jack Link’s Beef Jerky, leading corporate human resources. Within her
role, she manages: recruiting, training, HR systems, performance management, and compensation. She
focuses on objectives of the overall business and integrates those into HR strategies related to organizational
design, talent management, automation, analytics, pay/rewards, and development.
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What to Expect
1. Talent and It’s Impact on Organizations Today
2. Defining Performance For Your Organization
3. Identifying Positions and People
o
Identifying Critical Positions and Critical Workforce
Segments
o
Identify High-Performing / High-Potential Employees
4. Aligning Resources to the Business
o
Employer Value Proposition
5. Jack Link's Beef Jerky: Our Story
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Operating Expenses
What is your organization’s
largest line item in your
operating expense?
A. Travel and Expenses
B. Facilities
C. Utilities
D. Salary and Benefits
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The Cost of Human Capital
Metric Name
N
25th
Median
75th
Revenue per FTE
138
$204,337
$370,399
$842,530
Profit per FTE
98
$16,476
$42,773
$128,416
1.40
2.00
Total Compensation + Benefits /
Human Capital ROI
73
1.18
Total Cost = Labor Cost Expense
Gross Profit per FTE
42
$14,862
$81,225
$259,244
Labor Cost Revenue Percent
90
14.8%
28.8%
43.3%
Labor Cost Expense Percent
57
21.7%
40.7%
53.4%
Labor Cost per FTE
99
$82,823
$101,566
$119,795
Source: 2013 PWC Saratoga Benchmarks
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Talent is the Number Risk for
Organizations Today
•
•
•
•
•
Talent acquisition and access
Retention and engagement
Skills are scarce and dramatically different
Workers have high expectations
Global, highly connected, and technology-savvy
Metric Name
N
25th
Median
75th
Turnover Rate
233
9.6%
12.6%
16.3%
Voluntary Separation Rate
222
6.2%
8.4%
11.0%
High Performer Voluntary Separation Rate
39
2.8%
3.9%
5.6%
High Potential Voluntary Separation Rate
16
0.6%
2.8%
4.5%
Source: 2013 PWC Saratoga Benchmarks
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What Should You Be Doing?
Create a Plan to Manage Your Talent
Succession
Candidates
Talent Inventory
HIPOs
Career Growth
Candidates
Key
Contributors
Team
Players
10% | 20%| 70%
•
•
•
•
•
•
•
•
•
•
Projects
Taskforce
Job Rotations
Temporary Accountability
Stretch Assignments
Fix-it / Turn-around
Development Plans
Cross-Functional moves
Internal and External Leadership Development
360 Feedback
Non-HIPOs
Problem
Children
Exit
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Where to Start?
The Business Strategy
• What is the organization’s
strategy, goals and objectives?
• What indicators are you using
to measure these goals?
• What are the current results
relative to these metrics?
• What factors are / will
challenge goal achievement?
• What factors are / will
encourage success?
Business
Strategy
Employer
Value
Proposition
Identify HighPerforming /
High-Potential
Performance
Goals and
Behaviors
Positions and
Workforce
Segments
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Identify the Talent to Drive Results
1. What skills and behaviors do
you specifically need from
your workforce to drive
business results?
2. What employee group(s) most
directly contribute to the
achievement of this goal
through their day-to-day
performance?
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Where to Start?
The Business Strategy
• What is the organization’s
strategy, goals and objectives?
• What indicators are you using
to measure these goals?
• What are the current results
relative to these metrics?
• What factors are / will
challenge goal achievement?
• What factors are / will
encourage success?
Business
Strategy
Employer
Value
Proposition
Identify HighPerforming /
High-Potential
Performance
Goals and
Behaviors
Positions and
Workforce
Segments
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Measures That Build Commitment
Considering the business goal and challenges you are facing,
what must employees do more, better, or differently to support
this goal? Are there employees currently achieving desired
results? If yes, what are they doing differently?
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Identify Competencies
A measurable characteristic of
a perform that is related to
success at work. It may be:
• behavioral skill,
• a technical skill,
• an attribute (such as
intelligence), or
• an attitude (such as optimism)
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Competencies that Drive Performance
Most Likely Weakness within Managers
Strategic Skills
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•
•
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Operating Skills
Dealing with Ambiguity
Innovation Management
Creativity
Perspective
Courage
• Command Skills
• Conflict Management
• Confronting Direct Reports
• Hiring and Staffing
Organizational Positioning Skills
• Politically Savvy
• Developing Direct Reports and
Others
• Directing Others
• Informing
• Managing and Measuring Work
Personal and Interpersonal Skills
•
•
•
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Motivating Others
Self-Knowledge
Building Effective Teams
Managing Vision and Purpose
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Defining It For Consistent Application
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Where to Start?
The Business Strategy
• What is the organization’s
strategy, goals and objectives?
• What indicators are you using
to measure these goals?
• What are the current results
relative to these metrics?
• What factors are / will
challenge goal achievement?
• What factors are / will
encourage success?
Business
Strategy
Employer
Value
Proposition
Identify HighPerforming /
High-Potential
Performance
Goals and
Behaviors
Positions and
Workforce
Segments
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Which Positions/ Roles Are Critical
To What Degree on a Scale of 1 to 5
 Involves identifying and/or developing growth opportunities in the
organization
 Involves developing strategy or designing new products
 Optimizes business processes and resources that drive performance
 Drives revenue
 Risk to the business if position is left vacant
 Manages other critical positions
 Involves relationships with external customers
 Requires exercising broad decision-making authority
 Requires using a wide range of skills and/or using rare skills
 Degree of competition for this position in the marketplace
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Essential to Calibrate Across the
Organization
Not Just by
Person…
…but by Position / Role /
Workforce Segments
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Where to Start?
The Business Strategy
• What is the organization’s
strategy, goals and objectives?
• What indicators are you using
to measure these goals?
• What are the current results
relative to these metrics?
• What factors are / will
challenge goal achievement?
• What factors are / will
encourage success?
Business
Strategy
Employer
Value
Proposition
Identify HighPerforming /
High-Potential
Performance
Goals and
Behaviors
Positions and
Workforce
Segments
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Highly valued, seasoned
professional in current role;
remain at current level
Does extremely well at
current job with potential to
do more, give stretch
assignments to help prepare
for next position.
Consistently performs well in
a variety of FIRST time
assignments, prime targets
for recruitment by other
companies.
Effective
Probably solid performers in
current roles. Could
progress higher in specialty
and become a high
performer.
These individuals should be
considered for a bigger job
at the same level if they can
deliver better results.
Current role may still provide
opportunity for growth /
development; focus should
be on helping them improve
performance
Consider reassignment,
reclassification or exit.
Tight performance
management is crucial,
consider helping leader
manage time more
effectively.
Maybe job mismatch, new
hire with lots of potential, or
new assignments. May
require coaching to improve
performance.
Low / Untested
Exceeds
Expectations
Long-Term Performance
Identify High-Potential and HighPerforming
Low Potential
Moderate Potential
High Potential
Potential
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What is High Potential?
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•
•
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Critical thinkers who are comfortable with complexity and
ambiguity
Can readily deal with a wide variety of people and tough
situations
Typically in low supply…but high demand
Performs well in almost everything they take on
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Where to Start?
The Business Strategy
• What is the organization’s
strategy, goals and objectives?
• What indicators are you using
to measure these goals?
• What are the current results
relative to these metrics?
• What factors are / will
challenge goal achievement?
• What factors are / will
encourage success?
Business
Strategy
Employer
Value
Proposition
Identify HighPerforming /
High-Potential
Performance
Goals and
Behaviors
Positions and
Workforce
Segments
Recording of this session via any media type is strictly prohibited.
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What is Your Employee Value
Proposition?
Drive Business
Success
Employ Top
Talent That Is…
The Company’s
Ability
• Attract
• Motivate
• Retain
Optimal Mix of
Reward
Elements
•
•
•
•
Compensation
Benefits
Work-Life
Performance &
Recognition
• Development &
Career
Opportunities
• Performance
• Results
• Engaged
• Satisfied
Base your total rewards
strategy on your talent
needs
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Total Rewards Gap Assessment
Evaluate or Create a Total
Rewards Strategy
o Effectiveness of your rewards
elements
o Alignment to your business
strategy
o Competitive position
Develop an Action Plan
o Resources and
recommendations
o Prioritization and eligibility
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Our Talent Story
JACK LINK’S
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Jack Link’s
• Our Story
• Why we are
prioritizing
talent initiatives
• Where we are
today
• What we plan to
accomplish
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Jack Link’s History
• Founded in 1985 in Minong, WI
•
•
•
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Offices in Minnesota, Arkansas, Canada, and Europe
5 production plants, 2 distribution centers
Operations in Brazil
Recent acquisition in Germany
Today Jack Link's is the leader and the fastest-growing brand
in the meat snack category with more than 100 different meat
snack products in more than 40 countries.
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Prioritizing Talent
• Focus has been on growing the business
• Now focused on sustainability
• Time to invest more on human capital
 People are our greatest Asset!
Engaged
Employees
Engaged
Customers
Sustainable
profit and
growth
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What Are We Doing?
Onboarding
Training
Implementing
Recruiting
Strategic, Structured,
Consistent
Values
Compensation
People Programs that drive engagement
Policies
and high performance
Performance
Management
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Where We Are Today
• Strategic objectives and alignment across the company
• Employees know the Business Strategy
• Employees clear about their roles and responsibilities and how they contribute
• Competency Modeling
• Recruitment
• Performance Management
• Leadership Development
• Compensation and Rewards Programs
• Programs to ensure we are competitive and rewarding performance
• Leadership Development Programs
• Leadership Roles
• High Potentials
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What We Plan to Accomplish
Employees






Sustainable
profit and
Growth
Customers
Recruit, engage, and retain
the best people
Generate alignment with our
strategy
Create an engaging place to
work
Effective and engaging
leadership
Recognize and reward
performance
Development and growth
plans




Strong focus on customer
Brand strength
Generate customer
satisfaction
Enhance customer loyalty


Sales Growth
Profit Growth
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Questions, Final Comments and
Contact Information
Jennifer Barton, SPHR
Chief Operating Officer | Willis North America Human Capital Practice
233 S. Wacker Drive, Suite 2000
Chicago, IL 60606-6306
Jennifer.Barton@Willis.com
www.willis.com
Cherie Coenen
Director Human Resources | Jack Link’s
110 N 5th Street, Ste 700
Minneapolis, MN 55403
ccoenen@jacklinks.com
www.jacklinks.com
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