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The People Element

The People Element. North Dakota Grain Dealers January 20, 2014. If you only think of one thing about us, think again…. &. Second largest member-owned co-op in the U.S. Fortune 200 agribusiness. Did you know?. Put the cheese in leading salty snacks.

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The People Element

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  1. The People Element North Dakota Grain Dealers January 20, 2014

  2. If you only think of one thing about us, think again… & Second largest member-owned co-op in the U.S. Fortune 200 agribusiness

  3. 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 Feed100 million animals, both large and small, each day Produce +120 research-based and field-tested crop protection products Feed exotic animals across our nation’s zoos

  4. An operating company with three diversified businesses Agriculture services, crop inputs Animal nutrition and feed Dairy foods

  5. Land O’Lakes, Inc. today • ~10,000 employees • 3,200 direct producer-members and 1,000 member-cooperatives • Serve +300,000 agricultural producers • 300+ facilities in the U.S. • 3 diversified businesses • Annual revenue +$14 billion • Goal to double revenues and increase international growth in the next 10 years

  6. Business Development Services Mission: Cooperative competitive vitality.

  7. 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

  8. Expert Selling Solutions IFebruary 25-27, 2014Holiday InnFargo, 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

  9. The People Element

  10. Land O’Lakes Talent Management Model

  11. Quiz Question 1 The best 20% of managers in a company raise productivity by: A. 10% B. 20% C. 30% D. 40% E. 50%

  12. Quiz Question 2 The best 20% of sales people bring in ____ more than average performers: • 20% • 40% • 50% • 60% • 70%

  13. 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

  14. Land O’Lakes Talent Management Model

  15. Critical Jobs Key to delivering on your strategy AND difficult to fill/replace AND there is variability in performance

  16. Youneed to be a talent scout!

  17. Passive Candidates Those not actively looking for a job who might be open to seduction.

  18. Workforce Diversity

  19. Quiz Question 3 The success rate of the typical interview is: • 20% • 30% • 50% • 60% • 75%

  20. 50:50

  21. Selection Disciplines • Standard behavioral questions • “Tell me about the last time. . .” • Multiple interviewers • Written ratings • Consensus discussion

  22. Land O’Lakes Talent Management Model

  23. Goalsetting • Higher performance results from: • Specific goals • More difficult goals • Mutually-set goals

  24. 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

  25. Land O’Lakes Talent Management Model

  26. Quiz Question 4 The most effective way to develop talent is: • Classroom training • Online training • Reading business books • Attending business school programs • Experiences on the job • Mentoring • All of the above

  27. Land O’Lakes Talent Management Model

  28. 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

  29. Don’t be one J = JERK

  30. 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?

  31. 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

  32. What We Learned From Stay Interviews “I learned every employee is very different in the way they want to be supervised.” “I am always surprised about what people think. I am almost always wrong about where they are.” “I usually get only one or two questions asked (the conversation just takes off).” “I have to be careful not to lead the employee; talk less and listen more.”

  33. What We Learned from Stay Interviews “They were all much more about being recognized for the work they do than about pay.” “Employees are perceptive about what’s working and what’s not.” “Some small things to me were BIG things to employees!” “I was amazed at the positive response!”

  34. Land O’Lakes Talent Management Model

  35. 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

  36. The Pink Envelope

  37. Land O’Lakes Talent Management Model

  38. Safety Not an “add on” – but built into everything we do.

  39. Safety • RRE’s • Compensation – activities, not outcomes • Leadership assessment • Safety committees, coordinators • Audits • Manager training

  40. 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?

  41. Safety New employees and contractors are a particular risk!

  42. Safety Not a priority . . . But a value!

  43. It’s Your Ship Captain D. Michael Abrashoff

  44. It's Your Ship

  45. QUESTIONS???

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