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Company Proprietary and Confidential Information
NEW LEADER ONBOARDING
TALENT MANAGEMENT
March 2021
Company Proprietary and Confidential Information 2
MODULE CONTENT
This material is part of RNDC University. RNDC-U provides a
structured and blended learning experience for RNDC Associates.
Our learning programs are based on a progressive training concept
anchored to the RNDC Leadership Competency Models. This
learning curriculum is for new supervisors, managers, and middle-
management roles.
© 2021 Republic National Distributing Company
Version 2
All rights reserved. This material or any portion thereof may not be
reproduced or used in any manner whatsoever without the express
written permission of the copyright holder except for the use of brief
quotations in a business review.
www.rndc-usa.com
Talent Management
Our Talent Philosophy
About HR 101
New Leader Onboarding
Company Proprietary and Confidential Information 3
RNDC TALENT PHILOSOPHY
Our Talent Philosophy drives the RNDC Associate Success Roadmap which provides guidance on how to successfully
manage your career and workplace experience. We encourage our Associates to perform at their personal best so they
can achieve an enriching and progressive career at RNDC.
We believe every Associate is a role
model of our Core Values and
Leadership Competencies which
define how we behave as the
beverage alcohol industry leader.
Successful job performance and
leadership potential provide clear
distinction for our financial
investment on an Associate’s career
development and total
compensation.
Associates are rewarded for taking
accountability to continually grow
and learn. Conversely, a leader’s
proven ability to build a bench of
strong talent drives our success as
the Distributor of Choice.
Our talent philosophy is transparent so
that our Associates strive for career
success. As a result, the differentiation
that RNDC provides is a rewarding and
engaging career experience for our
Associates.
We are providing you this specialized learning experience to ensure you perform
at “your personal best”. Understanding our human capital practices will
enable you to build a strong and sustainable bench of talented and engaged Associates.
Company Proprietary and Confidential Information 4
ABOUT HR 101
Human Resource disciplines are an integral component of our business model and the Associate Success Roadmap.
Human Resource disciplines include Talent Management (recruitment, selection, onboarding, training, professional career
development, succession planning and talent reviews, performance management); Culture and Corporate Social
Responsibility; Inclusion and Diversity; Employment and Labor Law; Labor Relations; Communications; Total Rewards
(benefits, compensation, and recognition) and HR Technology & Business Intelligence. As a highly professional
organization, we all have an accountability to ensure these business disciplines are executed with excellence.
This learning curriculum is titled HR 101 which explains important human resources practices at Republic National
Distributing Company (RNDC). These people-related practices, also referred to as human capital practices, include
processes, policies, tools, and legal requirements on why and how we manage and lead our teams. Our Associates and
teams are our most valuable asset at RNDC. Every supervisor and manager has a professional accountability to understand
these practices and role model the required leadership behaviors and Company standards to ensure we provide the best
workplace experience and culture that engages and supports the overall well-being of our Associates.
Company Proprietary and Confidential Information
FUNDAMENTALS FOR A SUCCESSFUL TRANSITION
NEW LEADER ONBOARDING PROGRAM
5
Company Proprietary and Confidential Information 6
YOU ARE A NEW LEADER!
TrustworthyHigh
PerformanceAmbitious
ReliableKnowledgeable
ResourcefulProgressive
UniquePra
ctic
al
Company Proprietary and Confidential Information 7
OUR BUSINESS CHALLENGES AND GOALS
Business Challenges
Maximize Shareholder Value
Expand Supplier Relationships
Attract, Develop, and Retain the Best Talent
Execute Competently
Become an Extraordinarily Professional Organization
The objective/goal is to execute actions and demonstrate behaviors that result in year-over-year improvement in revenue and profit for the Company and its shareholders.
Improve year-over-year Revenue and Profit.
The objective/goal is to execute actions and demonstrate behaviors that result in delivering customer (internal and external) and supplier satisfaction.
Deliver Customer and Supplier Satisfaction.
The objective/goal is to execute actions and demonstrate behaviors that drive and deliver results using the principles of Execution related to processes, programs, and high standards.
Drive Results Through Flawless Execution.
The objective/goal is to execute actions and demonstrate behaviors using tools, technology, and innovation that result in the Continuous Improvement of processes, programs, systems, business efficiencies, and high standards.
Demonstrate Continuous
Improvement.
The objective/goal is to execute actions and demonstrate behaviors that support talent management initiatives and results in the professional career and skill development and training of one's team and oneself.
Develop Talent at all Levels.
As a leader, your role is
to contribute to the success
of RNDC. Knowing our
challenges and goals is
critical.
Business Goals
Company Proprietary and Confidential Information
Our New Leader Onboarding and
Transition Program is a structured
learning process to successfully
onboard and transition new managers
or leaders into new roles and new
teams.
The process is
individually-geared to
the job position.
Ultimately, the goal is to
accelerate the breakeven
point of productivity to
ensure the new leader’s
success.
8
YOUR NEW LEADERSHIP ROLE
Based on your leadership abilities, performance, and results, you have been selected to lead a team of
professionals at Republic National Distributing Company. As you transition into your new role over the next few
months, you will be faced with many new challenges. To ensure your on-boarding and transition experience is
successful, you will participate in a process designed to help you identify challenges early in the transition as well
as solutions.
Company Proprietary and Confidential Information
The transition to a new job role and/or team takes time. At RNDC, it’s important that our new leaders
experience a successful onboarding and transition to their new job role in order to maintain productivity and
positive business impact.
As such, the New Leader Onboarding and Transition Plan process:
• is for all first-time managers as well as experienced leaders in new job roles.
• involves the first 90 to 120 days in the new job role with defined key learning experiences.
• positions leaders for future success in their new job role by accelerating the breakeven point of success.
• When this structured process is executed with discipline, important business goals are achieved.
The new leader’s Manager and Human Resources Leader participate in the facilitation and support of the
process. With their support, the new leader is better prepared for the new job and is adding value within 90 to
120 days versus the norm of six (6) months or more. Therefore, the breakeven point for productivity is reduced,
and the success factor for the individual is raised.
9
ONBOARDING PROGRAM OVERVIEW
Company Proprietary and Confidential Information
Component One New Leader Onboarding and Transition Plan
Component Two Reading Selection and Debrief: The First 90 Days
Component Three
Mentor Assignment
Component Four New Leader Assimilation
Component Five SWOT Analysis and Action Plan
Component Six RNDC Center for Professional Learning Training Track Assignment
10
ONBOARDING PROGRAM COMPONENTS
Company Proprietary and Confidential Information
NEW LEADER ONBOARDING AND TRANSITION PLAN
COMPONENT ONE
11
Company Proprietary and Confidential Information 12
NEW LEADER ONBOARDING PLAN
• Customizable template that your manager
completes with you.
• Record key transition touch points during your
first 90 to 120 days. It serves as follow-up
resource to ensure milestones are achieved.
About Your Onboarding
Your Learning Plan Your Network System Set-Up
About Your Team
Talent Review of TeamTeam Performance
GoalsTeam Business Strategy
About You
New Role Job Description New Role Performance Goals
About RNDC
The Company
Vision Statement
Core ValuesBusiness Goals
Associate Engagement
Company Proprietary and Confidential Information
READING SELECTION, THE FIRST 90 DAYS
COMPONENT TWO
13
Company Proprietary and Confidential Information
The RNDC Leadership Library of recommended reading selections is a
resource for professional development. Our reading selections are
selected for applicability to the business and our leadership
competency model. The debrief review addresses book content,
current and future RNDC application, and leadership competency
relevancy. The formal debrief document is cataloged as part of the
RNDC knowledge management bank.
To drive the importance of the onboarding process, RNDC has
identified The First 90 Days by Michael Watkins as the reading resource
for the transition and onboarding process.
This publication provides a game plan and various business tools for
the new leader. As part of your transition experience, a formal debrief
of this reading selection is conducted with your Manager and mentor.
14
THE FIRST 90 DAYS
Company Proprietary and Confidential Information 15
THE BREAKEVEN POINT
“The breakeven point is the point at which new leaders have
contributed as much value to their new organizations as they
have consumed from it. As shown in the figure, new leaders are
net consumers of value early on; as they learn and begin to take
action, they begin to create value. From the breakeven point
onward, they are net contributors of value to the organizations. “
“When 210 company CEOs and presidents were asked for their
best estimates of the time it takes a typical midlevel manager in
their organizations to reach the breakeven point, the average of
their responses was 6.2 months. The purpose of the transition
acceleration, then, is to help new leaders reach the breakeven
point earlier.”Reference: Watkins, Michael (2003, p. 2). The first 90 days
Company Proprietary and Confidential Information 16
READING SELECTION AND DEBRIEF
•Begin reading The First 90 Days.
30 Days
•Finish the reading selection and begin the reading debrief. Begin to incorporate insights into SWOT.
60 Days
•Complete reading selection debrief. Share with mentor for feedback.
90 Days
•Present reading selection debrief to Manager.
120 Day Mark
Company Proprietary and Confidential Information
MENTOR ASSIGNMENT
COMPONENT THREE
17
Company Proprietary and Confidential Information 18
YOUR MENTOR ASSIGNMENT
Mentoring is a relationship between junior (or new) and senior (or tenured)
managers that focuses on coaching and development into a new job role.
The more-experienced manager provides personal insights, guidance, and
support which enables the mentee to act effectively on their own behalf.
The purpose of a mentor assignment is to assist the new leader in the
assimilation to the position, the team, the responsibilities, and/or the
culture of the Company.
The assignment can be informal or formal depending on the job role. Your
Manager and you will decide who can act as the right mentor for your
transition to the new job role.
Company Proprietary and Confidential Information 19
YOUR MENTOR ASSIGNMENT
•Manager of the new Leader to identify a peer or senior mentor. Set up the introduction. HR to
provide A Guide to Mentoring at RNDC.
30 Days
•Begin mentor and mentee meetings. Key focus is the SWOT process.
60 Days
•New Leader presents and discusses SWOT and Action Plan with mentor for feedback.
90 Days
•Determine mentor assignment extension up to one year.
After the First 90 Days
Company Proprietary and Confidential Information
NEW LEADER ASSIMILATION
COMPONENT FOUR
20
Company Proprietary and Confidential Information
30 Days
• HR Schedules the Assimilation Meeting
60 Days
• HR facilitates the Assimilation Meeting
90 Days
•New Leader incorporates team feedback into the SWOT and Action Plan
21
NEW LEADER ASSIMILATION
This is a structured process facilitated by HR Leader with the new Leader and the new team. The
purpose is to accelerate the relationship-building stage of the team. It provides an opportunity to
better understand each other’s styles, needs, strengths, and opportunities In addition, it’s a safe
forum for the direct reports to share issues, expectations, and information about the team and
business
Company Proprietary and Confidential Information
As a follow-up, the HR Leader will provide a written recap of the meeting to the new leader and the Manager.
The entire direct report team reconvenes with the new leader and HR Leader. The HR Leader facilitates the final debrief with the new leader and the direct report team. The new leader answers questions, ask clarifying questions, or addresses concerns. The objective is not for new
leader to respond to everything, but to try to understand issues and listen to the team's ideas and concerns.
The HR Leader debriefs the new leader alone and reviews the team’s flip-charted answers. One hour should be dedicated to a good debrief.
The HR Leader will facilitate conversation with the team around a basic set of questions and flip chart the responses. When finished, the team is released for a timed break.
The new leader exits the assimilation meeting.
The Ground Rules are explained by the HR Leader. The Ground Rules include: (1) confidentiality expectations; (2) comments remainanonymous; and (3) professional and respectful conduct during and after the meeting.
Introduction of the new leader is made by the Manager. The new leader should encourage the team to be participative in the process.
22
THE ASSIMILATION MEETING
Company Proprietary and Confidential Information
GET TO KNOW YOUR LEADER
1. What do we already know about
our new leader?
2. What do we want to know about
our new leader?
LET YOUR LEADER KNOW YOU
3. How do we like to be led?
4. What do we want to tell our new
leader about the team?
5. What things are we proud of as a
team?
6. What things are we working on as
a team?
OUR TRANSITION AS A TEAM
7. What’s the composite (profile) of the
best Manager you’ve had in the past?
8. Six months from now, we will know the
New Leader Transition is successful, when
this happens…
9. How can we (the direct report team)
support the transition?
10. How can the new leader
transition best? What will help?
23
NEW LEADER ASSIMILATION – QUESTIONS
Company Proprietary and Confidential Information
SWOT ANALYSIS
COMPONENT FIVE
24
Company Proprietary and Confidential Information 25
SWOT ANALYSIS OVERVIEW
Strategic Planning pays dividends to companies when approached in a
disciplined process with top down support and bottom-up participation.
SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis is a valuable,
proven, effective tool to use in the discovery and evaluation stage of strategic
planning.
It is an audit of the organization and the environment around the company. The
SWOT analysis is most productive when it involves the input of a cross section of
key managers in the process. Since SWOT analysis is an exercise dependent on
judgment, the input from multiple sources provides an opportunity to assure all of
the points of view and important issues are considered.
Thinking of and using the SWOT analysis as a team sport, in contrast to an
individual sport, will add value while expanding the horizon of the SWOT
“thinking” exercise.
ReferencesDix, John and Mathews, H.L. (2002, January). The process of strategic planning. Business Development Index, Ltd. and The Ohio State University Columbus, OH.
• This analysis is a convenient, easy way to identify
the relative position of your business unit to the
market, the customer, and to the competition.
• The SWOT analysis tool lends itself to the evaluation
of the business overall as well as to specific
functional areas within the business.
Company Proprietary and Confidential Information 26
SWOT DEFINITIONS
THREATS are the obstacles the company faces in
trying to accomplish its Mission, Vision and Strategic
Goals. Threats may include items such as a competitor
moving on new technology or new products. Threats
may come from changes in government regulation or
lender covenants. Recognition of real or perceived
threats is to avoiding surprises that hinder goal
achievement.
STRENGTHS are those company attributes or activities
that you do better than most, or better than anyone
else, in your competitive environment. Include
categories important to success in your business. Supply
Chain, Marketing, Operations, Technology, Product
Development and, of course – People, are all SWOT
candidates. Think and analyze questions such as: What
do we do well? What do we do better than most?
WEAKNESSES are the attributes and activities that, if
substantially improved, would provide the company
additional probability for success. In this area it is
important to obtain two distinct views of the current
situation. The key questions are: What do we do not
so well? What should be improved? Are there
mistakes we need to avoid? Do others see our
weaknesses as we do, or differently?
OPPORTUNITIES are the attributes and activities that,
if substantially improved, would provide the company
additional probability for success. In this area it is
important to obtain two distinct views of the current
situation. The key questions are: What do we do not so
well? What should be improved?
Company Proprietary and Confidential Information
The Change Objective SMART TacticsPotential
Obstacles
What Success
Looks Like
1
2
3
4
5
27
SWOT ANALYSIS ACTION PLAN
Strengths
• Strength
• Strength
Weaknesses
• Weakness
• Weakness
Opportunities
• Opportunity
• Opportunity
Threats
• Threat
• Threat
Put it all
together...
To
develop
an Action
Plan.
Company Proprietary and Confidential Information
RNDC U NEW LEADER TRAINING ASSIGNMENTS
COMPONENT SIX
28
Company Proprietary and Confidential Information
The RNDC Center for Professional Learning provides a structured, multi-faceted training and
professional development program that will span an Associate’s entire career life cycle at RNDC.
The curriculum design is a progressive training track concept anchored to the RNDC Leadership
Competency Models. Our integrated learning framework includes the experiences you encounter
through real on-the job-training (70%); what you learn from others including mentors, supervisors,
and peers (20%); and the formal training and professional development (10%) that are already
part of our formal talent management processes. As a new leader, you will be assigned the
appropriate training courses that will address knowledge, skills, and the required abilities for the
new job role.
29
RNDC U TRAINING ASSIGNMENTS
Company Proprietary and Confidential Information 30
KEY LEARNINGS FOR YOU
As a New Manager
RNDC has an Associate Success Roadmap. This Roadmap includes supporting a New Leader as they onboard to their new role.
As a New Leader, your own your New Leader Onboarding and Transition Plan. Following the Plan ensures you are effective in your new role.
You are a RNDC Leader with many tools and resources for your success. However, you are only as successful as the effort you put into it!
As a HR Professional
HR is a champion to help others navigate their Associate Success Roadmap. For new leaders,
the New Leader Onboarding and Transition Plan is a critical part of the Roadmap.
HR plays an important role in building the capability of new leaders especially during the
New Leader Assimilation.
You are a RNDC Leader with many tools and resources for your success. Our mission is to
help others succeed in their job roles.
Company Proprietary and Confidential Information 31
YOUR ROLE AS A RNDC LEADER
The foundation of our success is grounded in the core values of family, service, accountability, honesty, and professionalism.
We are an industry leader known for exceptional professional development and career advancement that delivers excellence
in long-term sustainable business results and job satisfaction. We offer a vibrant culture for professionals who desire a work
experience that makes them feel accomplished, challenged and engaged. Simply stated, relationships and belonging matter
at RNDC. Our Associates genuinely care about the people and communities they serve. Every day, our Associates are inspired
to challenge themselves and achieve the fulfillment that comes from making valuable contributions to a successful and
thriving organization.
Every RNDC Leader has accountability to understand our human capital practices and role model the required leadership
behaviors and Company standards to ensure we provide the best workplace experience and culture that engages and grows
our Associates. We appreciate your leadership and commitment to our standards of excellence and vision at RNDC.
Our vision is to be the national distributor of choice of beverage alcohol producers who value the three tier system,
building branded products and profitability for all parties involved, and serving the needs of our associates, suppliers,
customers and community.