Is Your Talent at Risk?

1. Is Your Talent at Risk? Identifying High-Performing and High-Potential Employees

2. Jennifer Barton, SPHR • Chief Operating Officer | Willis Human Capital Practice • As COO of the Human Capital Practice for Willis North America, Jennifer has responsibility for 48 offices throughout the US and Canada representing just over $330 million in revenue. In this capacity she is responsible for defining, creating and deploying best-in-class client deliverables designed to address human capital risk. Under her leadership, the consulting practice has grown to consultant with over 3,000 clients across the United States in areas such as Human Resources, Communication, Compliance, Health Outcomes and Reporting and Analytics. • Cherie Coenen • Director of Human Resources | Jack Link’s • Cherie is Director of Human Resources at Jack Link’s Beef Jerky, leading corporate human resources. Within her role, she manages: recruiting, training, HR systems, performance management, and compensation. She focuses on objectives of the overall business and integrates those into HR strategies related to organizational design, talent management, automation, analytics, pay/rewards, and development.

3. What to Expect • Talent and It’s Impact on Organizations Today • Defining Performance For Your Organization • Identifying Positions and People • Identifying Critical Positions and Critical Workforce Segments • Identify High-Performing / High-Potential Employees • Aligning Resources to the Business • Employer Value Proposition • Jack Link's Beef Jerky: Our Story

4. Operating Expenses • What is your organization’s largest line item in your operating expense? • A. Travel and Expenses • B. Facilities • Utilities • Salary and Benefits

5. The Cost of Human Capital Total Compensation + Benefits / Total Cost = Labor Cost Expense Source: 2013 PWC Saratoga Benchmarks

6. Talent is the Number Risk for Organizations Today • Talent acquisition and access • Retention and engagement • Skills are scarce and dramatically different • Workers have high expectations • Global, highly connected, and technology-savvy Source: 2013 PWC Saratoga Benchmarks

7. What Should You Be Doing?Create a Plan to Manage Your Talent • 10% | 20%| 70% • Projects • Taskforce • Job Rotations • Temporary Accountability • Stretch Assignments • Fix-it / Turn-around • Development Plans • Cross-Functional moves • Internal and External Leadership Development • 360 Feedback

8. Where to Start?The Business Strategy • What is the organization’s strategy, goals and objectives? • What indicators are you using to measure these goals? • What are the current results relative to these metrics? • What factors are / will challenge goal achievement? • What factors are / will encourage success?

9. Identify the Talent to Drive Results • What skills and behaviors do you specifically need from your workforce to drive business results? • What employee group(s) most directly contribute to the achievement of this goal through their day-to-day performance?

10. Where to Start?The Business Strategy • What is the organization’s strategy, goals and objectives? • What indicators are you using to measure these goals? • What are the current results relative to these metrics? • What factors are / will challenge goal achievement? • What factors are / will encourage success?

11. Measures That Build Commitment Considering the business goal and challenges you are facing, what must employees do more, better, or differently to support this goal? Are there employees currently achieving desired results? If yes, what are they doing differently?

12. Identify Competencies • A measurable characteristic of a perform that is related to success at work. It may be: • behavioral skill, • a technical skill, • an attribute (such as intelligence), or • an attitude (such as optimism)

13. Competencies that Drive PerformanceMost Likely Weakness within Managers • Strategic Skills • Dealing with Ambiguity • Innovation Management • Creativity • Perspective • Courage • Command Skills • Conflict Management • Confronting Direct Reports • Hiring and Staffing • Organizational Positioning Skills • Politically Savvy • Operating Skills • Developing Direct Reports and Others • Directing Others • Informing • Managing and Measuring Work • Personal and Interpersonal Skills • Motivating Others • Self-Knowledge • Building Effective Teams • Managing Vision and Purpose

14. Defining It For Consistent Application For Illustrative Purposes Only

15. Where to Start?The Business Strategy • What is the organization’s strategy, goals and objectives? • What indicators are you using to measure these goals? • What are the current results relative to these metrics? • What factors are / will challenge goal achievement? • What factors are / will encourage success?

16. Which Positions/ Roles Are CriticalTo What Degree on a Scale of 1 to 5 • Involves identifying and/or developing growth opportunities in the organization • Involves developing strategy or designing new products • Optimizes business processes and resources that drive performance • Drives revenue • Risk to the business if position is left vacant • Manages other critical positions • Involves relationships with external customers • Requires exercising broad decision-making authority • Requires using a wide range of skills and/or using rare skills • Degree of competition for this position in the marketplace

17. Essential to Calibrate Across the Organization Not Just by Person… …but by Position / Role / Workforce Segments

18. Where to Start?The Business Strategy • What is the organization’s strategy, goals and objectives? • What indicators are you using to measure these goals? • What are the current results relative to these metrics? • What factors are / will challenge goal achievement? • What factors are / will encourage success?

19. Identify High-Potential and High-Performing Long-Term Performance Potential

20. What is High Potential? • Critical thinkers who are comfortable with complexity and ambiguity • Can readily deal with a wide variety of people and tough situations • Typically in low supply…but high demand • Performs well in almost everything they take on

21. Where to Start?The Business Strategy • What is the organization’s strategy, goals and objectives? • What indicators are you using to measure these goals? • What are the current results relative to these metrics? • What factors are / will challenge goal achievement? • What factors are / will encourage success?

22. What is Your Employee Value Proposition? Base your total rewards strategy on your talent needs

23. Total Rewards Gap Assessment Evaluate or Create a Total Rewards Strategy • Effectiveness of your rewards elements • Alignment to your business strategy • Competitive position Develop an Action Plan • Resources and recommendations • Prioritization and eligibility

24. Our Talent Story Jack Link’s

25. Jack Link’s • Our Story • Why we are • prioritizing talent initiatives • Where we are today • What we plan to accomplish

26. Jack Link’s History • Founded in 1985 in Minong, WI • Offices in Minnesota, Arkansas, Canada, and Europe • 5 production plants, 2 distribution centers • Operations in Brazil • Recent acquisition in Germany • Today Jack Link's is the leader and the fastest-growing brand • in the meat snack category with more than 100 different meat • snack products in more than 40 countries.

27. Prioritizing Talent • Focus has been on growing the business • Now focused on sustainability • Time to invest more on human capital • Peopleare our greatest Asset! Engaged Employees Engaged Customers Sustainable profit and growth

28. What Are We Doing? On-boarding Training • Implementing • Strategic, Structured,Consistent • People Programs that drive engagement • and high performance Recruiting Values Compensation Performance Management Policies

29. Where We Are Today • Strategic objectives and alignment across the company • Employees know the Business Strategy • Employees clear about their roles and responsibilities and how they contribute • Competency Modeling • Recruitment • Performance Management • Leadership Development • Compensation and Rewards Programs • Programs to ensure we are competitive and rewarding performance • Leadership Development Programs • Leadership Roles • High Potentials

30. What We Plan to Accomplish Employees Customers Sustainable profit and Growth • Recruit, engage, and retain the best people • Generate alignment with our strategy • Create an engaging place to work • Effective and engaging leadership • Recognize and reward performance • Development and growth plans • Strong focus on customer • Brand strength • Generate customer satisfaction • Enhance customer loyalty • Sales Growth • Profit Growth

31. Questions, Final Comments and Contact Information • Jennifer Barton, SPHR • Chief Operating Officer | Willis North America Human Capital Practice • 233 S. Wacker Drive, Suite 2000 • Chicago, IL 60606-6306 • Jennifer.Barton@Willis.com • www.willis.com • Cherie Coenen • Director Human Resources | Jack Link’s • 110 N 5th Street, Ste 700 • Minneapolis, MN 55403 • ccoenen@jacklinks.com • www.jacklinks.com