Melon Yeshoalul
From bigger to smaller
A little about me
Searching for something different
The journey to make a change
The opportunity
+
+
+
+
+
Key leadership transitions in 5 years
A strong desire to shift the culture at the leadership level
A growing company with a long history
Traditional views of the HR organization
An HR Organization with greater potential
Assumption, please meet understanding
+
+
+
+
+
+
Senior leadership roles with imperfect succession plans
Talent gaps & readiness gaps in key roles
Generational divide
Technology, processes and organizations that haven’t
kept pace with their growth
Misaligned HR systems, processes and tools
The leaders are the culture
Approximately 4 months later…
Things are more clear…
My approach
+
+
+
+
+
Fix the problems others see first
Build a case for change using existing material or allies
Count on me to be deeply engaged, strong sense of responsibility, candid,
and compassionate
Getting agreement early on priorities, no confusion about where I will
spend my time
Finding ways to help my peers early
Today, the Wills Group is at
an inflection point
In 90 years, The Wills Group has grown into a successful
company, via a focus on some key values
•
•
•
•
Customer-focused
– “Deeply concerned with honesty, integrity and serving the customer”
Disciplined execution
– “Sound strategy executed by talented people who are individually accountable for performance”
Steady and stable
– “Growth-minded with a strong balance sheet and that is financially stable”
High standards of professionalism
– “We’ve been a privately-held company that’s run like a public company”
Four forces are exerting internal and external pressure on how
the company operates as a business
Structural
Cultural
CORPORATE BRAND ISSUE
Dynamics of operating a
large business are different
to when TWGI was smaller
PORTFOLIO BRANDS ISSUE
Competitive dynamics of
core markets are shifting
CORPORATE BRAND ISSUE
Generational shifts in
employment expectations
and approaches to work
PORTFOLIO BRANDS ISSUE
Customer expectations and
tastes are changing
Internal
External
Employer Value Proposition
Strategy Development
Phase 1a:
Brand Strategy
9-11 weeks
Phase 1b:
Philanthropy
Review
2-3 weeks
Brand identity
Phase 1c:
Brand
Architecture
Brand activation*
Phase 2:
Corporate Brand
Identity
4 weeks
12 weeks
Phase 3*:
Brand
Activation
Asset dependent
Articulate your
“why” (purpose)
Living your purpose
in the community
How the pieces
fit together
Bring the brand
idea to life
Creating key brand
platforms and assets
We will develop and
articulate a new
TWGI brand
positioning,
beginning with an
exploration of your
company purpose,
mission and values.
We will help you
review best practices
in philanthropy
strategy for
organizations of your
size.
We will codify the
corporate brand
architecture and
clearly explain how
the corporate brand
interacts with its
subsidiaries and
other key entities,
including
philanthropic subbrands).
We will develop the
new visual identity
system for The Wills
Group, and deliver
guidelines to
implement it
consistently and
effectively.
A series of projects
and activities to help
you activate the brand
both internally and
externally (E.g.
Website, Employee
Activation etc. etc.)
*out of scope for this proposal – outline only at this stage
What success looks like

Motivates employees, creates feeling of belonging to and working for
something greater

Ensures employee understanding to better deliver value proposition
to customers

Culturally aligns business groups with different focuses

Provides ‘brand’ lens through which all decisions can be made
including recruiting standards, training, business plans, etc.

Better ability to attract, recruit and retain talent

Creates stronger brand recognition and affinity
OVERVIEW | EXECUTIVE SUMMARY | PRIORITY ALIGNMENT | FUNCTIONAL EFFECTIVENESS | PERFORMANCE IMPROVEMENT | APPENDIX
Which Performance Gaps are Critical to Address?
Importance to Internal Customers
STRENGTHS
PERFORMANCE GAPS
MAINTAIN
Performance Gap (Importance – Effectiveness) According to Internal Customers
Top Performance Gaps
© 2015 The Corporate Executive Board Company. All Rights Reserved.
Note: Scatterplot is divided into four sections using lines placed at the
median importance and performance gap scores
16
OVERVIEW | EXECUTIVE SUMMARY | PRIORITY ALIGNMENT | FUNCTIONAL EFFECTIVENESS | PERFORMANCE IMPROVEMENT | APPENDIX
Are Priorities Aligned at the Attribute Level?
HR Staff Importance
MORE IMPORTANT TO HR
FUNCTION
MORE IMPORTANT TO INTERNAL
CUSTOMERS
Internal Customers Importance
More Important to HR function
More Important to Internal Customers
Note: When the HR function agrees with internal customers on relative priority, the attributes will be located closer to the diagonal line;
attributes located farther away from the line indicate misalignment of priorities.
© 2015 The Corporate Executive Board Company. All Rights Reserved.
17
7 months later
+
+
2 changes to exiting HR system to drive efficiency and productivity
Creating a sense of urgency to drive true change
+
+
+
+
+
New Employer Value Proposition Project
Making changes to existing benefits
Creating a real talent management system focused on future leaders
Tough discussions with leadership regarding success & talent
Raising HR capabilities