Global Talent Mobility:
New Models for Success
February 2013
Brian Kelly
Partner, Mercer
Lacey All
Director, Starbucks Corporation
Today’s Speakers
Brian J Kelly
Partner, Global Practice Leader, Workforce
Analytics & Planning
Mercer
brian.j.kelly@mercer.com
+1 215 350 2641
Lacey All
Director, Strategic Talent Initiatives
The Starbucks Corporation
lall@starbucks.com
+1 206 318 7592
MERCER
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Objectives for Today’s Presentation
Welcome and Introductions
Talent Mobility & Workforce Planning in 2013
- World Economic Forum Research
Case Study: The Starbucks Corporation
Q&A
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Agenda
Welcome and Introductions
Concept of Talent Mobility
Case Study: The Starbucks Corporation
Q&A
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Workforce Planning Case Study
COMPANY PROFILE
2012 Revenues: $13.3 billion
Total Stores: ~ 18,000+
Global Footprint: Over 52 countries
Workforce: 200,000+ worldwide (company-operated)
Anticipated new hires over next 5 years: 375,000
Starbucks Confidential – INTERNAL USE ONLY
STARBUCKS BRAND
Since the beginning, Starbucks has been a different kind of company. One
that is dedicated to inspiring and nurturing the human spirit. Committed to
serving the finest coffee, creating an exceptional customer experience, and
being a great place to work.
Here are some of our recent awards and recognition:
§
One of the “100 Best Corporate
Citizens” – Corporate Responsibility
Officer / Business Ethics 2000-2012
§
One of the “World’s Most Ethical
Companies” - Ethisphere 2007-2012
§
“#1 Best Coffee in the Fast Food and
Quick Refreshment categories and #1
Most Popular Quick Refreshment
Chain - Zagat Survey 2009-2011
§
§
One of “The 100 Best Companies to
Work For” – Fortune 1998-2000,
2002-2012
One of the “Most Admired Companies
in America” – Fortune 2003-2012
§
Among the “100 Best Global Brands”
– BusinessWeek 2001-2008
§
One of the “Top 50 of the S&P 500” BusinessWeek 2004-2009
§
“”Best Coffee House, Germany”
Deutschland Institute for Service
Quality – 2010
§
One of the “Global 100 Most
Sustainable Corporations in the
World” Corporate Knights – 2010
§
One of the “Best Places to Work for
LGBT Equality” – The Human Rights
Campaign – 2009-2012
§
24th Most Innovative Company, Fast
Company, 2012
ABOUT US
It happens millions of times each week – a customer receives a drink
from a Starbucks barista – but each interaction is unique.
It’s just a moment in time – just one hand reaching over the counter to present
a cup to another outstretched hand.
But it’s a connection.
We make sure everything we do honors that connection – from our
commitment to the highest quality coffee in the world, to the way we engage
with our customers and communities to do business responsibly.
From our beginnings as a single store over forty years ago, in every place that
we’ve been, and every place that we touch, we've tried to make it a little better
than we found it.
BUILDING FOR THE FUTURE
Investing for disciplined and profitable growth to create long-term
shareholder value
•
•
•
Deliver enhanced customer experience
Drive operational leverage
Deliver relevant innovation and profitable growth platforms through multiple
channels
"We are building a solid and secure foundation for profitable growth in both new and existing
businesses," Schultz said. "Our next phase of growth will come from extending the Starbucks
Experience to our customers beyond the third place to every part of their day, through multiple
brands and channels. Starbucks U.S. retail business and our connection with our customers form
the foundation on which we build all of our lasting assets, and we will combine that with new
capabilities in multiple channels to accelerate the model we've created that no other company can
replicate”
AND INNOVATE
BEYOND STARBUCKS STORES…
SWP–OUR PERSPECTIVE
To be strategic, workforce planning efforts must:
– Be aligned with the business strategy
– Focus first on the roles that impact the business strategy most significantly
– Leverage both quantitative and qualitative measures of the workforce – currentstate and future-state perspectives
– Result in action plans owned and monitored by the business
– Be embedded into the broader enterprise-wide strategic planning process
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ORIGINS OF SEGMENTATION
Workforce Segmentation borrows from other organizational
functions with disciplined approaches for making capital decisions.
Most notably:
• Finance/Accounting uses logic and methods that use accounting data to
improve decisions about financial assets
– ROI
– Net Present Value (NPV)
• Marketing Departments subdivide a market along some commonality,
similarity, or kinship.
– Customer Segmentation
– Market Segmentation
– Store Segmentation
WHY SEGMENT ?
Workforce Segmentation allows an organization to focus on the critical few that
will impact strategy the most. With workforce segmentation, organizations can
prioritize talent management activities to ensure the impact is relevant to
people, positions or pools that are aligned to the long-term success of the
organization.
Activities include:
–
–
–
–
–
Sourcing
Marketing & Employee Value Proposition Campaign development
Talent/Skills Development
Reward and Recognition
Career Paths/Succession Planning
STRATEGIC PLANNING
Segmentation
Workforce segmentation is about taking the larger workforce (internal and external)
and breaking it down into categories based on strategic importance. It’s about
understanding where human capital makes the biggest difference to your
organizations’ strategic success.
Individuals have different interests, resources, values, family requirements and
want different things from a job.
A segment is a grouping of these individuals that share common interest, wants,
needs etc., yet are unique from other segments
3 Areas:
– Pools: where current and future talent comes from
– People: who is most critical to current and future strategy
– Positions: roles (not people) that are critical to success
What are Pivotal Roles?
All Roles
Core Roles
Pivotal Roles
Over 200,000 Starbucks partners worldwide
Necessary for success, support general
business operations
Differential Starbucks as a leader in the global
marketplace
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PIVOTAL ROLES
Purpose: to develop a framework to identify roles across the
organization as pivotal to the current and future core business
strategy using qualitative and quantitative measures
Strategic Imperative: to ensure Starbucks has the right talent to be
flexible and strategic in responding to current and future economic
and business innovation demands
Objectives:
• Provide leaders with an on-going, objective decision science [1] (or framework)
for making business decisions with regard to talent
• Ensure resources are deployed against pivotal roles
• Understand Starbucks Profit Model(s) [2] and connect it (them) to how we invest in
pivotal talent
[1] Boudreau, J. W. & Ramstad, P. M. Talentship and the New Paradigm fro Human Resource Management. Human Resource Planning. 28, 2. Defined as: A logical, reliable and
consistent framework that enhances decisions about a key Resource, wherever those decisions are made.
[2] Slywotzky, A. & Morrison, D. The Profit Zone. New York: Times Business, Random House 1997. How profit happens in an organization, the sources and drivers of profit.
2013 Starbucks Pivotal Roles
Starbucks Experience
Cultivated at stores with
moments of connection
Grows with product connections
Enhances in digital space
10 Pivotal Roles live at the intersection of all
three drivers of success
Shareholder Value
Profitability
Reduces costs
Stewardship over core
businesses
Drives growth
Develops portfolio
Unlocks value
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LESSONS LEARNED
• HR Business Partner capability critical to Workforce
Planning success
• Build a scalable portfolio that can be nimble to the
changing business need
•
Segmentation aligns your efforts to the priorities that
make the most impact to the strategic imperatives of
the organization
Questions
Starbucks Confidential – INTERNAL USE ONLY
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Agenda
Welcome and Introductions
Concept of Talent Mobility
Case Study: The Starbucks Corporation
Q&A
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Resources Available – Mercer Workshops
Workforce analytics & planning workshops at client locations or in
partnership with the American Management Association
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Resources Available – Mercer Workshops
AMA/Mercer Workshops – http://www.mercer.com/mercer-amaworkshops
Date
City
Topic
3/18
NYC
Strategic Workforce Planning: Defining and Fulfilling Business Requirements
4/22
NYC
Moving from Data Smog to Cloud 9: Assembling a Relevant Data Engine
4/23
NYC
Workforce Analytics and Planning Execution: Building a Center of Expertise
5/13
Chicago
Workforce Metrics and Analytics: Driving Business Results with Data
5/20
Wash D.C.
Strategic Workforce Planning: Defining and Fulfilling Business Requirements
6/7
San Fran
Workforce Analytics and Planning Execution: Building a Center of Expertise
7/1
San Fran
Moving from Data Smog to Cloud 9: Assembling a Relevant Data Engine
7/8
Wash D.C.
Workforce Metrics and Analytics: Driving Business Results with Data
Client On-Site Workshops – http://www.mercer.com/mercer-workshops
MERCER
Date
City
Topic
5/1
Houston
Driving Business Results with Data
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For more information…
• Mercer “be in the know’ blog
– Mercer subject matter experts and guests will help you discover tips and
trends, and will offer advice to questions you may have.
– http://www.mercer.com/mercer-blog
• Mercer Analytics website
– Next generation metrics and analytics solution that combines disparate
data and Mercer’s intellectual capital, consulting services and
technology.
– http://www.mercer.com/merceranalytics
• Mercer Webcast series
– http://www.mercer.com/webcastseries
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Speaker Biographies – Brian J Kelly
• Brian is a Partner at Mercer and is the global leader for the Workforce Analytics & Planning Practice.
Brian recently served as the Co-Chair the Institute of Human Resources Workforce Planning &
Analytics Working Group and Vice Chair of the Society of Human Resource Professional's (SHRM)
workforce metrics taskforce.
• Prior Mercer, Brian was the President, North America of Infohrm, the recognized industry leader in
workforce reporting, analytics and planning solutions across the globe. Brian led Infohrm's North
American operations and was responsible for the firm's global sales, marketing and partner strategy
leading to the firm's acquisition by SuccessFactors in July 2010. Prior to leading Infohrm, Brian
served in a variety of management and leadership positions in the software, services and investment
management industries with such firms as DoubleStar, Inc. and SEI Investments.
• Brian is a graduate of Boston College
• +1 215 350 2641
brian.j.kelly@mercer.com
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Speaker Biographies – Lacey All
• Lacey All leads the Strategic Initiatives Team function at Starbucks Coffee Co. which includes
strategic workforce planning, global employer brand and sourcing initiatives teams for Starbucks
Coffee Co.
• Lacey began the workforce planning function in 2006 and drives both operational and strategic
workforce planning to help enable better business decisions by connecting and directing workforce
management activities and decision making. The strategic workforce planning team conducts
research and analysis to support workforce planning and is responsible for developing market,
business and financial modeling for talent forecasting in addition to the formulation of strategic
workforce plans for individual roles and business units. In addition to the workforce planning team
Lacey leads the employer branding team and strategic sourcing teams.
• Lacey is responsible for the global employment value proposition (EVP) and employment brand
campaign and oversees talent acquisition channels, Internet tools, social media and web 2.0
platforms (e.g Facebook, Twitter, Linkedin, SEM/SEO, mobile) with a laser focus on ROI for
recruiting and diversity initiatives. Lacey has also established global sourcing processes across the
business as well as lead the effort around business-line sourcing frameworks and candidate
segment specific outreach efforts.
• Lacey has held a variety of positions within Starbucks including roles within the retail, operations
and partner resources organizations. Lacey also serves as the founding President of the Starbucks
Pride Alliance Partner Network and sits on the Board of Directors for the Human Rights Campaign.
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