Building a case for Talent that meets your Business Strategy- By Sophie Austin

© Wincanton plc 2016. All rights reserved
Building a case for talent that meets your overall
business strategy:
What does it look like internally and externally?
Sophie Austin
April 2016

2
Agenda
• Business and Context
• What did we do
• How did we do it
• Measuring success
• The future

3
Business Context
Transport
Cost-effective and
scalable storage solutions
that support business
growth and drive
continuous
improvement
Services leveraging
technology and strategic
partnerships to improve
supply chain performance
through systems,
infrastructure and
operational delivery
Collaborative transport
solutions that reduce costs,
increase efficiencies and
promote carbon savings
Transport Warehousing Supply chain
services

4
Business Context (2)
• No 2 in the UK & Ireland
market
• Provides a complete
records management
service from creation to
destruction
• Operating for customers in
financial and professional
services, public sector and
not for profit.
Records
management
• Largest independent fleet
maintenance and repair
provider
• A leader in online grocery
fleet repair and
maintenance
• Focus on growth in fleet
management services
Pullman
• No 2 in the UK market
• Provides container
storage and inbound
transport by road and rail
to shipping lines,
forwarders, retailers and
manufacturers
• Sole provider agreements
with B&Q and Sainsbury’s
Containers

5
What was our objective?
To transform
approach to talent
management into
strategic and
business-led
activity, to provide a
robust talent
pipeline aligned
with our strategy
and to deliver
business priorities

6
What did we do?
• Internally
• Focus on a key business issue : establishing a
pipeline for General Manager role – critical
‐ Internal promotion circa 75%
‐ Small and competitive talent pool
‐ Inadequate pipeline and no clear development
pathway
‐ No clear model of excellence

7
The birth of ‘Accelerate’
• Defined model of
excellence
• Customer engagement
• Internal and external
• Involvement throughout
• Strengthening
relationship
• Proof of capability –
current and future

8
The results?
• Clear model of excellence for General
Manager role and aligned, tailored
development
• Retention of key talent
• Creation of value (top line growth and
cost savings)
• A robust leadership pipeline for key role
• Development of capability (individual and
org)
• Colleague and customer engagement

9
Formal and Informal
• Formal
• Programme of learning interventions
• Qualification (ILM level 5 Management and Leadership)
• Selection process, feedback and development plan
• Key element of our talent framework
• Informal
• Visibility
• Buddying / mentoring
• ‘Real’ business projects
• Transfer of practice
• Networking

10
What did we do?
• Externally ……..
• Focussed on our
external talent pipeline
of the future
‐ Competitive industry

11
Future leaders
• Creating the
talent pipeline of
the future
• Future leader
programme
• Novus Trust
• Schools
engagement
programme

12
The results?
• Novus Trust
• Strategic partnership with academia
• Customer engagement and point of difference
• Building a talent pipeline for the business and wider
industry
• Promotion of the industry and careers in logistics
• Development of our people
• Building capability and broader skills base

13
Formal and Informal
• Formal
• Novus degree and programme of learning interventions and industry
and commercial qualifications
• Informal
• Visibility
• Buddying / mentoring
• Industry placements
• Industry promotion and raising awareness

14
Measurement and results
• Internally
• Talent review process and governance
• Engagement survey
‐ results up by 11%
• Talent scorecard
‐ Internal promotions
‐ Recruitment into key roles
‐ Increasing diversity
‐ Number of future leader appointments
• Externally
• Long game …… green shoots!
• Increasing student numbers

15
Reflections
• Key to success:
• Do it the way it works for your business
‐ Start with a key business issue / burning platform
‐ Difference was real customer experience
• Business engagement – broadest sense
‐ Design and delivery
‐ Development opportunities

Thank you

Building a case for Talent that meets your Business Strategy- By Sophie Austin

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