Human Resources Plan
Name
Saint Mary’s University of Minnesota
Schools of Graduate & Professional Programs
HRM 689 Human Resource Management Capstone
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HUMAN RESOURCES STRATEGIC PLAN TABL E OF CONTENT S
Philosophy, Mission, and goal ……………………………………………………………………………………………………………………… 3
Values …………………………………………………………………………………………………………………………………………………… 3
Primed for growth ……………………………………………………………………………………………………………………………………… 4
Strategic Pillars ………………………………………………………………………………………………………………………………………. 4
Tactical alignment with strategic vision …………………………………………………………………………………………………….. 4
Mission, vision, and goal ……………………………………………………………………………………………………………………………… 5
Role ………………………………………………………………………………………………………………………………………………………. 5
HR Strategic Anchors ………………………………………………………………………………………………………………………………. 6
HR Department Alignment ………………………………………………………………………………………………………………………….. 7
Managing Results Through Objectives ………………………………………………………………………………………………………….. 8
Objective 1.1 Evaluate the effectiveness and efficiency of current hiring process ……………………………………….. 8
Objective 1.2 Introduce structured interviews ………………………………………………………………………………………… 9
Objective 1.3 Improve onboarding process …………………………………………………………………………………………….. 9
Objective 2.1 Evaluate impact of current incentives on results ……………………………………………………………….. 10
Objective 2.2 Restructure bonus plan to incentivize tactical goal achievement …………………………………………. 10
Objective 3.1 Restructure department to hire training and development director …………………………………….. 11
Objective 3.2 Invest in training and development programs that meet the company’s business needs………… 11
Objective 3.3 Measure Effectiveness of training and development programs …………………………………………… 12
Objective 4.1 Formalize Succession Planning Process to reduce cost-per-hire by 10% ……………………………….. 13
Objective 4.2 Develop a training and development program for high potential talent ……………………………….. 13
Objective 5.1 Evaluate existing performance management systems ………………………………………………………… 14
Objective 5.2 Make improvements to existing performance management systems …………………………………… 14
Objective 5.3 Establish metrics for measuring the impact of performance management improvements
business results…………………………………………………………………………………………………………………………………. 14
Objective 6.1 Develop a diversity and inclusion initiative ……………………………………………………………………….. 16
Objective 6.2 Introduce the initiative …………………………………………………………………………………………………… 16
High Level Overview …………………………………………………………………………………………………………………………………. 17
FY2017-2020 ……………………………………………………………………………………………………………………………………………. 18
Measuring achievement ……………………………………………………………………………………………………………………………. 20
DO IT BEST CORP. MISSION STATEMENT P HIL OSOP HY, M ISSIO N, AND GOAL
Do it Best Corp. is a full-service hardware, lumber, and building materials co- operative. The company is privately held by 4,000+ member-owners in the United States and 53 countries. The organization’s sole purpose is to offer the products, services, and solutions member-owners need to grow their respective businesses.
Philosophy: Serving others as we would like to be served
Mission: Making the best even better®
Goal: Helping our members grow and achieve their dreamsTM
V A L U E S
The Do it Best Corp. Code of Conduct outlines the following core values:
MUTUAL RESPECT: “We seek to recognize the dignity, worth and potential of each individual and
believe that everyone from service worker to company president has intrinsic worth and value.”
COMPLIANCE: “We obey all applicable laws and regulations.”
INTEGRITY: “We act ethically and seek to avoid even the appearance of improper behavior.”
RELIABILITY: “We cannot function to our capacity unless our staff can rely upon each other and
the covenants and commitments they give to each other and to our members.”
ACCOUNTABILITY: “We need people who can think, make judgments, and be accountable and
responsible for their actions.”
QUALITY: “The purpose of our business is to develop and keep members. This can only be
accomplished by delivering superior quality.”
FAIRNESS: “We deal fairly in all our relationships inside and outside the company.”
OPPORTUNITY: “Our charge is to actively pursue practices that support and encourage a diverse
work force.”
KNOWLEDGE: “Our employees take responsibility to know what is right and how to do the right
thing. Do it Best Corp. provides support to our employees to meet this need.”
DO IT BEST CORP. STRATEGY P RIM ED FOR GROWTH
Do it Best Corp. is primed for growth and has adopted aggressive sales goals. Key strategies for growing revenue include:
NEW BUSINESS: Sign new members that meet corporate standards.
MEETINGS WITH KEY MEMBER-OWNERS: Schedule and execute strategic sales meetings with key member-owners.
RETAIL PERFORMANCE PROJECTS: Increase the number of members that invest in retail performance projects.
INCREASE MOST PROFITABLE LINE OF SALES: Aggressively grow through-warehouse sales.
IMPROVE MEMBER LOYALTY: Be incredibly easy to do business with in all touchpoints with member-owners.
S T R A TE GI C P I L L A R S
In alignment with the company’s philosophy, mission, and goal the company established following strategic pillars:
OPERATIONAL EXCELLENCE – LEAD THE INDUSTRY IN EFFICIENCY
FISCAL RESPONSIBILITY – MAKE WISE FINANCIAL DECISIONS AS STEWARDS OF COMPANY
RESOURCES
CUSTOMER SERVICE – RESPONSIVE TO MEMBER-OWNER NEEDS
INNOVATION AND AGILITY – EFFECTIVELY INITIATE AND MANAGE CHANGE
SUPPLY CHAIN EXCELLENCE – SOURCE AND DELIVER PRODUCTS, SERVICES, AND SOLUTIONS
A GREAT PLACE TO WORK – BE THE EMPLOYER OF CHOICE
TA C TI C A L A L I GN M E N T W I TH S TR A TE GI C V I S I O N
The company’s eight operating divisions sent one- and three-year tactical plans that align with the organization’s strategic vision. This alignment ensures resources are appropriately allocated in support of the organization’s growth strategy.
HUMAN RESOURCES OVERVIEW M ISSION , VI SION, AND GOAL
The Human Resources division is committed to upholding the company’s philosophy, mission, and goal. As such, the philosophy of the HR team is to serve team members in the way we would like to be served. Our mission is to continually improve departmental results year-over-year; including the recruitment and retention of key talent. The team’s primary goal is to engage, equip, and inspire team members to grow with the company. Maintaining a culture of collaboration in which team members are challenged, rewarded, and recognized is of critical importance to the company’s continued success.
R O L E
HR professionals are strategic business partners and trusted advisors, working in
close partnership with the entire company’s divisional and team leaders. This
partnership is developed and nurtured by:
HUMAN RESOURCES EXPERTISE: Human Resources team members are knowledgeable and keep abreast of relevant trends; including but not limited to, compensation/benefits,
employment law and applicable regulations, performance management, training/development,
workforce planning, employee engagement, and talent management.
INTERNAL CONSULTATION: Human Resources Administrators act as internal consultants, making recommendations that support business needs. Business acumen is demonstrated in all interactions with business leaders.
OPERATIONAL EXCELLENCE: The Human Resources department meets and/or exceeds individual and shared performance goals. Key performance indicators (KPIs) are established to promote accountability and drive improvements.
COMPLIANCE: Policies and procedures comply with federal, state, and local regulations. Human Resources audits are regularly conducted, and records are retained according to the
established retention schedule.
VISION: Human Resources leaders cast a vision for the future of the department. The entire Human Resources team understands and can readily communicate how their work aligns with
the division’s vision. Tactical goals align with this vision and are not hampered by past practice.
H R S T R A TE GI C A N C H O R S
The following strategic anchors ensure HR tactical goals align with the company’s
shared strategic goals.
Be the “Employer of Choice”: Promote a safe, friendly and rewarding culture with competitive compensation and benefits. (Do it
Best Corp., 2016)
Promote continuous growth and development: Unlock the full potential of our team by fostering continuous learning, inspiration and
personal fulfillment through training/education. (Do it Best Corp., 2016)
Servant leadership: Apply our philosophy to every interaction with our staff, retirees and their families. (Do it Best Corp., 2016)
Timely, Complete & Friendly Response: In interacting with team members and providing related services, aim for every interaction to be
timely, complete and friendly. (Do it Best Corp., 2016)
HUMAN RESOURCES ALIGNMENT HR D EP ARTM ENT AL IGN M ENT
Human Resources:
Do it Best Corp. is a great place to work
Training and Development: Training programs drive
engagement and support business growth.
Compensation and Benefits: Compensation and benefits offerings
support recruitment and retention goals.
Talent Management: Key talent is recruited and
retained. HR plays a role in the development of
leaders and high potential talent.
Workforce Planning and Alignment: HR supports
succession planning and is involved in staffing
decisions.
Performance Management:
Performance Management systems drive
accountability and support developmental needs. A
strong emphasis is placed on goal-setting and
regular feedback.
Diversity and Inclusion: Team members are
involved in the decision- making process. Diversity
is recognized and celebrated.
STRATEGIC GOALS AND OBJECTIVES M ANAGI NG RESUL TS T HROUGH OB JE CTIVES
The Human Resources Division will complete the following strategic goals in support of the Do it Best
Corp. strategic imperatives and focus on growth. Where appropriate, summaries demonstrating a
linkage between the strategic object and business needs are provided.
WORKFORCE PLANNING & ALIGNMENT STRATEGIC GOAL #1: Reduce time-to-fill and improve quality of hire
O B JE C T I V E 1 . 1 E V A L U A TE TH E E F F E C T I V E N E S S A N D E F F I C I E N C Y O F C U R R E N T H I R I N G P R O C E S S
Summary. The Do it Best Corp. hiring process has been in place for a little over two decades. Salaried and hourly
candidates complete assessments developed and evaluated by a reputable industrial psychologist. Qualification
assessments (hourly) and salaried assessments (salaried) are costly to administer and have not been evaluated by
a third-party since implementation. In addition to assessments, candidates are interviewed multiple times.
Salaried assessments can only by administered in-person, driving up costly travel expenses. The hiring process, at
times, can stretch over months for a given candidate. The extended period of time it takes to complete the
process has resulted in the loss of qualified candidates.
The following table details the current hiring process for both salaried and hourly team members.
Salaried Employees Hourly Employees
Phone screen Qualification assessment
In-person interview #1 In-person interview #1
In-person interview #2 In-person interview #2 (optional)
Assessment Contingent offer of employment
Contingent offer of employment Post-offer drug screening and background check
Post-offer drug screening and background check (When applicable) Physical abilities test (PAT)
Goals. To effectively reduce time-to-fill by 20%, the Human Resources team will:
1) Identify a third-party to review and evaluate existing salaried and hourly assessments
2) Obtain recommendations pursuant to Equal Employment Opportunity Commission (EEOC) guidelines
(SHRM, 2016)
3) Collaborate with Project Management Office (PMO) for process improvement recommendations
4) Effectively reduce time between interviews:
a. Standardize use of applicant tracking system (ATS)
b. Establish best practices for interview coordination and scheduling
O B JE C T I V E 1 . 2 I N TR O D U C E S T R U C T U R E D I N TE R V I E W S
Summary. According to SHRM (2015), there is a sound business case for structured interviews. Structured
interviews ensure all candidates are asked the same job-related questions (SHRM, 2015). Interviews are critical to
the selection process (SHRM, 2015). Hiring managers at Do it Best Corp. currently do not structure interviews in
partnership with the HR team. A partnership can guard the organization against interviewer bias.
Goals. To improve the quality of hire by 10% over two years, the Human Resources team will:
1) Collaborate with the Communications Department to develop a communication plan:
a. Explain the business case for structured interviews
b. Educate hiring managers on interview bias
c. Layout a timeline for the rollout of structured interview implementation
2) Introduce structured interviews into the hiring process
3) Ensure interview questions measure requisite knowledge, skills, and abilities (KSAs)
4) Implement standardized interview evaluation forms
5) Measure impact of structured interviews on quality-of-hire metrics
O B JE C T I V E 1 . 3 I M P R O V E O N B O A R D I N G P R O C E S S
Summary. The quality of the onboarding experience is critical to company’s ability to attract and retain top talent
(Meinert, 2016). Do it Best Corp. needs to establish an employment brand that effectively conveys the value
proposition to prospective employees (SHRM, 2016).
Goals. The Human Resources team will collaborate with the Marketing and Information Technology teams to:
1) Establish an employment brand
2) Develop materials to effectively communicate employment value proposition
3) Record team member testimonials that support branding message
4) Align orientation messaging with employment brand
5) Consider technological tools for effectively managing onboarding process
6) Evaluate onboarding experience through qualitative and quantitative measures:
a. New orientation evaluation scores
b. Retention rates through introductory period of employment
c. Periodic check-ins with new team members
COMPENSATION & BENEFITS STRATEGIC GOAL #2: Incentivize tactical goal achievement
O B JE C T I V E 2 . 1 E V A L U A TE I M P A C T O F C U R R E N T I N C E N TI V E S O N R E S U L TS
Summary. Salaried team members are currently eligible for yearly bonuses based on: 1) profitability of the
company; 2) performance. Bonuses represent a significant portion of a salaried team member’s compensation
(6%-25% dependent upon position, education, and experience). An evaluation of the current incentive offerings
on actual results must be measured in partnership with business leaders from all eight operating divisions.
Goals. The Human Resources team will collaborate senior leadership to:
1) Conduct a bonus compensation audit
a. Number of salaried employees that earned full bonus opportunity
b. Comparison of actual bonus distribution with annual performance review data
i. % of full bonuses distributed vs.
ii. % of meets expectations/exceeds expectations performance reviews
2) Compare actual bonus dollars ($) distributed against tactical goal completion (%)
3) Consider impact of existing bonus plan on recruitment and retention
4) Report findings to Do it Best Corp. executive team
O B JE C T I V E 2 . 2 R E S T R U C T U R E B O N U S P L A N TO I N C E N TI V I Z E T A C TI C A L GO A L A C H I E V E M E N T
Summary. Sammer (2014) recommended five best practices for restructuring bonus plans to drive short-term
business results: metric-based performance appraisals, establish bonus criteria, don’t reward employees
performing below expectations, incentive plan education, and require justification for bonus amounts. Following
this glide path, the Human Resources team will restructure the salaried bonus plan to incentivize the achievement
of tactical goals.
Goals. The Human Resources team will:
1) Restructure bonus plan to incentivize tactical goal achievement
2) Consider both penalties (% decrease in bonus opportunity) and incentives (% increase in bonus
opportunity)
3) Collaborate with Communications team to rollout bonus plan update
4) Educate managers and team members on the new bonus plan
5) Require managers to justify bonus amounts
6) Audit bonus amounts before distribution to ensure underperforming team members do not receive
financial incentives
TRAINING & DEVELOPMENT STRATEGIC GOAL #3: Improve the overall effectiveness of training and development programs
O B JE C T I V E 3 . 1 R E S T R U C T U R E D E P A R TM E N T T O H I R E TR A I N I N G A N D D E V E L O P M E N T D I R E C TO R
Summary. The organization’s growing training and development needs are unmet by the existing structure of the
department. The Human Resources team will be restructured to better align resources with the company’s
aggressive growth strategy. Currently, there are four (4) Human Resources Administrators (generalists). One of
the Administrator positions will be eliminated in order to open a training and development director position. The
position will be called the Team Member Education Manager and will report directly to the Vice President of
Human Resources.
Goals. The Vice President of Human Resources will:
1) Restructure the department to open a training and development director position
2) Work with the HR Manager to develop a job description and compensation package
3) Set first-year performance goals
4) Seek CEO and CFO approval for departmental restructure
5) Actively recruit and hire the new director
O B JE C T I V E 3 . 2 I N V E S T I N TR A I N I N G A N D D E V E L O P M E N T P R O GR A M S T H A T M E E T TH E C O M P A N Y’ S
B U S I N E S S N E E D S
Summary. The Team Member Education Manager will oversee the organization’s training and development
needs. Training and development content will be developed in partnership with the HR manager, the Safety
Director, and divisional managers (i.e. Sales and Business Development, Merchandising, and Marketing).
Goals. The Team Member Education Director will:
1) Partner with the Safety Director to develop and oversee safety training
2) Conduct annual training on zero-tolerance policies:
a. Policy against sexual harassment
b. Policy against discrimination
c. Drug and alcohol policy
3) Leadership development training
4) High potential training and development
5) New hire orientation
6) New manager/supervisor orientation
7) Sales and business development training and development
8) Merchandising manager training and development
9) Marketing/advertising training and development
10) Logistics training and development
O B JE C T I V E 3 . 3 M E A S U R E E F F E C TI V E N E S S O F T R A I N I N G A N D D E V E L O P M E N T P R O G R A M S
Summary. The new Team Member Education Director will be tasked with evaluating the effectiveness of training
and development programs. While different types of evaluations exist, Kirkpatrick’s four-level evaluation model is
widely accepted by training professionals. Mathis and Jackson (2008) listed the four evaluation levels as reaction,
learning, behavior, and results. The different levels can be used, based on the objectives of the leadership
development program, to assess training effectiveness.
Goals. The Team Member Education Director will:
11) Set well-defined goals for training and development programs (Muller,2011)
12) Evaluate the effectiveness of training and development programs based on the four-level evaluation
model
13) Manage the training and development budget
14) Make recommendations for training and development investments
15) Maintain training records
16) Report the return on investment (ROI) to the executive team
TALENT MANAGEMENT STRATEGIC GOAL #4: Prepare internal talent for career development
O B JE C T I V E 4 . 1 F O R M A L I Z E S U C C E S S I O N P L A N N I N G P R O C E S S TO R E D U C E C O S T -P E R – H I R E B Y 1 0 %
Summary. Succ
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