VF Corporate HR Mission

Transcription

1 VF Corporate HR Mission Human Resources is a Global Strategic Partner committed to achieving VF objectives by Maximizing Talent, Building Leaders, and Advocating a Culture of Integrity and Respect.

2 Talent Management Performance Management Employee Engagement Health & Wellness

3 Talent Management Performance Management Employee Engagement Health & Wellness

4 Global Talent Management System Rolled out in 2009, streamlined recruiting process Personal on-line experience Applicants create user profiles, track their applications online and set up a job search agent to automatically notify them of positions matching their profiles. Brands can share talent across locations & regions Can create candidate pools based on unique requirements Centralized hiring process (People Soft)

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10 "Talented, smart, flexible, confident - all of these words describe the people of VF. Our performancedriven culture encourages our associates to bring their A-game to work each and every day. And we're proud that VF is a company where associates can build careers and reach their goals. At the end of the day, we know that our people are the source of our success." Eric C. Wiseman, Chairman, President & CEO

11 Talent Management Performance Management Employee Engagement Health & Wellness

12 Maximizing Performance Planning Coaching Mutual Ownership Feedback Developing

13 What is the Desired Goal? To develop and deploy a global performance management process that builds High Performance Organization that is. Results focused With a clear and concise business strategy communicated to everyone Where goal setting and execution supports the achievement of the business strategy High Performance Workforce that Shares in the vision and values of the Company Where everyone feels involved, empowered, and Accountable to achieve superior results to support the overall business strategy 13

14 How Maximizing Performance Supports Long-Term Strategy and Goals? End purpose: Providing continuous feedback throughout the business cycle that includes a formal review of employee performance. Drive Performance Develop Talent Create Environment for Associates Success/ Maximize Potential Drive Retention Support a high-performance culture

15 Revised Global Performance Management Process What changed to address issues we heard about in focus groups and surveys? Competency Model (ONE global) Development planning process Ratings scales Calendar adds a interim (mid-year) component Technology Communication and Change Management Education to support the process

16 Anticipated Results Align global performance management to support business goals and drive results: Cascade accountabilities to all levels. Link to Organizational Strategies/Drivers. Provide clear line of sight to strategic priorities. Balance objectives (what is to be accomplished) and competencies (how they are to be accomplished) in consistent process of setting expectations and reviewing performance. Equip managers and associates with skills and tools they need to realize benefits of Maximizing Performance process. Manage performance management as a process not a one-time event by providing continuous coaching and feedback throughout business cycle.

17 17 Job Role Classifications Across VF

18 Competency Domains Competency Domains Leadership behaviors guide others in the successful execution of their assigned responsibilities and help them aspire to and achieve organizational outcomes. Business Management behaviors guide or direct the business unit or project in achieving the outcomes necessary for the organization s success. Interpersonal refers to communication and interpersonal relationship-oriented behaviors that facilitate successful one on-one and group interactions. Personal attributes are dispositions, qualities, and traits that facilitate success or failure in a job. 18

19 VF Competency Model

20 Performance Management Process 20

21 Performance Metrics on Innovation Encourage Going Outside Bring Outside In Bright Spots Innovation Champions - LSG Creating Culture Design a platform for recognition Making opportunities to go outside

22 Talent Management Performance Management Employee Engagement Health & Wellness

23 You Speak. We Listen. Engagement is defined as. A positive attitude held by an employee towards the company and its values The desire to improve individual job performance for the benefit of the company The result of a two-way relationship between VF and the associate

24 Wherever you work throughout the world, you contribute to VF's success. The engagement survey is an opportunity for us to shape VF s future together. It s a chance for you to speak, and for our leaders to listen and to learn about what we re doing well and what we could do better Susan L. Williams Vice President, Human Resources

25 2011 Engagement Survey VF s 2 nd global engagement survey Survey distributed every 18 months Survey Administered by vendor partners Pegasus Corporation Corporate Leadership Council-Genesee (CLC-G) Corporation. There was a common set of questions that both surveys ask 76 Questions in total

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28 Employees responses determine what influences Engagement & Growth Drivers The Strengths and Concerns Table uses a statistical analysis to prioritize categories and items Engagement and Growth Drivers identified as criteria for success Key Driver Analysis examines patterns of employees responses to determine drivers of these criteria Categories/items are classified as to how important they are Division A compared against Total Company Significantly Same Below Significantly Above Critical drivers have the strongest relationships with outcomes Critical Strong Strategy Job Top Leadership Supervisor Achievement Execution Innovation Moderate Recognition Talent Team Support Customer Alignment

29 What will be done with the information that is obtained from the survey? VF Corporate results will be analyzed to set an overall action planning focus Communication and action plans will be determined by department, location, etc. Focus groups will be held at locations to key onto specific areas of improvement. Action plans will be determined and submitted to corporate as a measure to document progress

30 Talent Management Performance Management Employee Engagement Health & Wellness

31 BFit4Life Smoking Cessation Be Fit Just Quit Employee Assistance Program Be Fit for Bucks Personal Health Assessment Wellness Coaching Incentives for Healthy Activities

32 Free and confidential tobacco cessation program Offered through National Jewish Health Program includes a combination of coaching sessions by phone and free Nicotine Replacement Therapy (NRT)* such as lozenges, gum or patches

33 Employee Assistance Program Counseling sessions, advice and support for a wide range of everyday issues with GuidanceResources Available at all locations! Call for support on: Relationships Problems with children Substance abuse Grief and loss Stress, anxiety or depression Job pressures Marital conflicts

34 Medical Plan Wellness Resources 24-Hour Nurse Line Maternity Management Online Tools & Resources Service and Program Discounts

35 Be Fit for Bucks New Be Fit for Bucks incentive program lets employees earn incentives for completing healthy actions Incentive funds deposited into a Health Care FSA for each action completed.

36 Strategy Incentive Allocation VF provide incentives to employee and spouse/domestic partner Additional incentives provided to those enrolled in Associate + Child, Associate + Children and Associate + Family coverage Children are not eligible to receive incentives for healthy activities Medical Plan Coverage Tier Maximum Incentive That Can Be Earned Associate Only $250 Associate + Child $500 Associate + Children $750 Associate + Spouse $500 Associate + Family $750

37 Giving Back to Our Communities Enabling youths to have fantastic moments at play and in life Supporting Local Communities Monetary, Product and Time Contributions 37

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39 Questions?