Career Development for the Shoes of Tomorrow

1. Career Development for the Shoes of Tomorrow By: Darrin Roberts Rachel Clements Kent Wu Corinne Bradney

2. Mission • One for One • With every pair you purchase, TOMS will give a pair of new shoes to a child in need. • Attract other companies to follow this mission. • Shoe Drop • Invite employees’ family to participate in sending shoes to children • Experience different culture

3. Why Choose this topic? • This company is too young to have a mature career development system in place for their employees. • TOMS Shoes should consider beginning to grow its career development for its employees while it is still a young company.

4. History and Purpose In 2006, American traveler Blake Mycoskie found some poor children who had no shoes to protect their feet in Argentina. Using the purchasing power of individuals to benefit the greater good is the main purpose of the company

5. Methodology Method of Finding Information Google Search Website searched Employee Blog Corporate division searched Forbes.Com Treehugger.com Los Angeles Times Contacted TOMS headquarters Called E-mailed

6. Development

7. Findings Young Company started in 2006 Flat organizational structure Employees under 30 years of age Age mean suggests employees open and flexible Mostly invest in “Agents of Change” Rapidly growing company

8. Conclusion • Little to no career development in place for full time employees • Development for interns in place: Good Start! • Grow and shape young organizational structure • Develop happy employees

9. Philosophical Foundations and Recommendations Why are employees looking for career development opportunities? Changing skill requirements Flattening organizations The boomer bulge Increased automation Contingent workers Shifting career expectations

10. Philosophical Foundations and Recommendations Three steps to job enrichment: Identify an organizational need or opportunity consistent with one's own career development interests Prepare a plan to address the need by changing the nature of one's work Start lobbying and building the necessary alliances for gaining support for one's ideas and new role in the organization

11. Organization’s response to Career Development • Driven by business needs • Maintain a vision and philosophy of career development • Senior management support • Communicate and educate • Management involvement, • Employee ownership • Career development resources Philosophical Foundations and Recommendations

12. Philosophical foundations and Recommendations Benefits of Career Development Psychological success Increased work satisfaction Increased self-esteem Increased commitment Increased motivation

13. Philosophical Foundations and Recommendations • Recommendations • Yearly strategic planning meeting • Communicate strategic plan and business needs to employees • Implementation of period based assessments, job training, and peer review • Objective and subjective goals and feedback • Development of an internal career services • Track employee progress • Mentorship program • Facilitate continued education

14. Implementation and Recommendations Our consulting firm’s opinion is that it is the job of organization to provide the resources for career development, but left up to the individual employee to take initiative and seek these resources. After our evaluation of your company, and our recommendations, we would like to provide a detailed description of how they can be implemented into TOMS current business strategy.

15. Implementation of Recommendations Mandatory assessments to ensure best fit for employee in company including: Strengths Assessment – upon hiring new employee JPEA – upon 3 years of employment Career Anchors – upon 10 years of employment It is important to use these incremental assessments to adjust and redesign individual employees job description to maintain peak performance and greatest use of strengths for each employee, resulting in an increase of company productivity and decreasing costly employee turnover.

16. Implementation of Recommendations Communication Develop standard communication procedures to relay the needs between the Human Resources Department, employees, and managers. Build on current Mass Communication to reach clients Use social media to communicate the TOMS message Coordinate events Provide advertisement for specific promotions Customer feedback

17. Implementation of Recommendations Provide mandatory career development and encourage furthered education Quarterly offer training Encourage further education and career development: Tuition reimbursement Reimbursement for Training or Conferences Encourage employee coordination with companies outside of TOMS

18. Implementation of Recommendations Internal Mentoring program Human Resources Identify employees ability to connect Interns Opportunity to meet as a group with Executive Employees Weekly time investment by supervisor Supervisors Bi-monthly time investment by Executive to nurture and develop supervisor Executives Weekly team meetings within Executive Team to maintain accountability Monthly meeting with mentor outside of company

19. Implementation of Recommendations Performance reports and feedback Employee Appreciation Annual Employee Appreciation Day Employee of the Month Employee successes advertised Yearly 360 degree Evaluation Employee performance evaluation Company-wide meetings Bi-yearly Productivity report Identify productivity provide feedback Identify Weaknesses Quarterly Productivity Report Productivity report Team meeting for coordination and communication

20. Benefits of Implementation • Decrease of employee turnover • Increase of skilled and valued employees • More creative input for organizational growth • Financial growth