Transcript Target’s OnBoarding Initiatives Tracey Burton Director of Diversity Target

Tracey Burton
Director of Diversity
Target
Target’s OnBoarding Initiatives
Agenda
• Introducing Target
• Focus on Retention
• Target’s OnBoarding Program
• Diversity-led OnBoarding Practices
Introducing Target
• First store opened in 1962
• 1,600 stores
• 26 regional distribution centers
• 4 import warehouses
• 1 Target.com distribution center
• More than 350,000 team members
Diversity at Target
59%
60
48%
50
40
42%
32%
30
20
10
0
Ethnic minorities
Target
Women
Nationwide
#31
#14
#11
#6
#24
Target Giving
• Education
• Arts
• Social Services
The Landscape
“Lessons about thriving in ambiguity,
reading unwritten rules, building a
network of inside support, and acquiring
and using power are necessary ones for all
young managers. But having to manage
the demons of race and gender at the
same time makes the path more complex
and often more treacherous.”
― Former PepsiCo CEO Steve Reinemund
Great OnBoarding
=
Increased Retention
Focus on Retention
Why is retention
important?
• “Grow-our-own”
culture
• Average VP at
Target 16+ years
• High turnover
costs
Dissecting Retention
A sequence of overlapping factors influence retention:
Generation
New to Pyramid
• Boomer, Gen X, Millennial
• Career, work/life, employer values
• Pyramid-specific expectations
• Manager, team relationship
New to Target
• Target culture
• Unwritten rules
New to Retail
• Industry DNA, pace
• Prior industry norms
Relocated
• Adjustments outside of work
• Regional nuances at work
Diverse
• Cultural transition to region
• Being “the only one” at work
Work satisfaction is THE determinant of whether
relocated talent will stay in the Twin Cities
Likelihood
of Success
and Intent
to Stay
Target’s OnBoarding Program
Program Overview
• Mission:
To drive competitive advantage by
successfully elevating productivity and retaining
the best team.
• Metrics:
• Reduce first and second year exempt and
diversity turnover
• Increase team member satisfaction
• Increase team member engagement
• Increase manager Best Team Survey results
How It Works
Personalized approach
• Social: connection to
other team members
and the Twin Cities
• Cultural: learning how
to navigate Target
• Professional: top talent
have a critical need to
understand career plan
and resources
Program Milestones
•
•
•
•
•
•
•
•
Prior to start
First day
First 60 days
3-4 months
5-6 months
7-9 months
10-12 months
13-24 months
Prior to Start
• Target Interview
Process
• Offer process
• Relocation offerings
• Manager pre-hire
communication
• OnBoarding
Manager Training
First Day
•Target Welcome
•Pyramids and Leaders
•Diversity Resource
Guides
•Branded Welcome Kit
and Sign
First 60 Days
3-4 Months
• Manager 45 Day
• Manager 90 Day
Performance Check-in
Performance Checkin
• New Hire Scrambles
• Early Individual
Development Plan
Other Touch Points
• 5-6 Months:
• Mentoring Program
• Mid-Year Review Process
• 7-9 Months:
• 9 Month Check-In
• Follow up on Individual Development
Plans
• Assist in finding a Mentor
• 10-12 Months:
• Year-end Review
• 13-24 Months:
• 18 Month Survey
Industry Best Practices
Common denominators of top
diversity employers
• Known for developing talent
• Developing talent is a core manager
responsibility, not a distraction
• Obsession with consistent fundamentals
• Follow-up on employee classroom training
and other development to “make it real”
• Managers instrumental in finding mentors
Intentional Placement
Intentional Placement (cont’d)
1: KNOW THE PERSON
(What are the needs, capabilities, and personality of the individual you're placing?)
□ How much do I know about the person I'm considering? Is it enough to make a decision that will affect his or her life?
□ How convenient is this position for him or her (e.g. is relocation required; will it be further from family)?
□ Will the position help him or her be professionally successful and personally happy? How so?
□ Will the position challenge him or her? If so, is he or she equipped to handle these challenges?
□ How will this individual's strengths complement total store team dynamics or fill existing talent gaps?
NOTES:
2: KNOW THE LEADER
(Is the current leader a good match for the person I'm placing?)
□ Will the individual I have in mind and the current leader work well together? Will their personalities mesh?
□ Will the leader give timely, constructive performance feedback to this individual?
□ Does the leader have the right skills and abilities to stretch this individuals strengths and develop his or her opportunities?
□ Is the leader going to stay in position? If not, what's the back-up plan?
NOTES:
3: KNOW THE TEAM
(Will the person be a good fit for the needs and character of the team?)
□ What are my leadership expectations for this building? Will the person I have in mind be able to meet them?
□ Is this a new team, a tenured team or a combination of the two? Will he or she be able to lead this type of team?
□ Will the individual I have in mind be able to foster an inclusive, FFF team environment?
□ How's team morale? How can we maintain or strengthen morale before the individual starts?
NOTES:
4: KNOW THE BUSINESS NEED
(Will the person take the business to the next level? Are you putting him or her in the position to succeed-or just to get the job filled?)
□ Is this an entry level or stretch position?
□ Is the store or workcenter running well or is this a broken assignment?
□ What are the top three operational strengths and opportunities in this store or workcenter?
□ What are the expectations around addressing operational strengths and opportunities in the short and long-term?
□ What will happen if we can't fill the position now and have to wait for the right person for it?
NOTES:
Mentoring Program
2007 Pilot
• Focus on diverse
exempts, MBA hires,
external leadership
hires
• 90 days to two years
at Target
• 150 mentees and
200 senior mentors
• Online matching
technology
Other Measures
• Commitment to
fostering an
inclusive culture
• Communicating our
business case
• Sparking dialogue
• Having a call to
action
• Empower leaders
to be diversity
champions
2008
NEW Integrating
Diversity