Career Development & Role of Communications & HR€¦ · Career Development & Role of...

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000000_1 Confidential and proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Career Development & Role of Communications & HR Lynn Jolliffe Lynn Jolliffe August 14, 2008 August 14, 2008

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000000_1Confidential and proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission.

Career Development & Role of Communications & HR

Lynn JolliffeLynn JolliffeAugust 14, 2008August 14, 2008

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000000_2Confidential and proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. ®

Today’s Points

My BackgroundMy Background

Public Speaking and Career DevelopmentPublic Speaking and Career Development

HR Strategy and InitiativesHR Strategy and Initiatives

Q&AQ&A

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My Background

EDUCATIONEDUCATION

CEGEP CEGEP –– BishopBishop’’s University, Quebec s University, Quebec -- CanadaCanada

BA BA –– QueenQueen’’s University, Ontario s University, Ontario –– CanadaCanada

MBA MBA –– University of Toronto, Ontario University of Toronto, Ontario –– CanadaCanada

CERTIFICATIONCERTIFICATION

GPHR GPHR –– Global Professional Human Resources Global Professional Human Resources --EuropeEurope

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My Background

WORK EXPERIENCEWORK EXPERIENCE

Bell Canada Bell Canada –– Sales and MarketingSales and Marketing

Bank of Montreal Bank of Montreal –– Commercial/Corporate Banking, Human Commercial/Corporate Banking, Human ResourcesResources

Holt Renfrew Holt Renfrew –– IT, Finance, HR, General Manager, CFO with IT, Finance, HR, General Manager, CFO with responsibility for Finance, Distribution, IT and Loss Preventionresponsibility for Finance, Distribution, IT and Loss Prevention

White Rose Crafts & Garden Centre White Rose Crafts & Garden Centre –– CFO with responsibility for CFO with responsibility for Finance, HR, IT, Distribution, Loss PreventionFinance, HR, IT, Distribution, Loss Prevention

Ingram MicroIngram Micro–– EMEA EMEA –– HR, Six Sigma. Security and FacilitiesHR, Six Sigma. Security and Facilities–– North America North America –– HRHR–– Global Global -- HRHR

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Other

EXTRA CIRRICULAR ACTIVITIESEXTRA CIRRICULAR ACTIVITIES

Married with 2 grown sonsMarried with 2 grown sons

Active in sports & coach of kidsActive in sports & coach of kids’’ teamsteams

Take vacationsTake vacations

Board of Parent Cooperative Nursery SchoolBoard of Parent Cooperative Nursery School

Board of Directors, Sun Life Mortgage & TrustBoard of Directors, Sun Life Mortgage & Trust

Board of Trustees, International School of BrusselsBoard of Trustees, International School of Brussels

Member Forum for Corporate DirectorsMember Forum for Corporate Directors

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000000_6Confidential and proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. ®

Public Speaking and Career DevelopmentPublic Speaking and Career Development

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Public Speaking vs. Communication

SimilaritiesSimilarities–– Getting your point across (inform, influence)Getting your point across (inform, influence)–– Logical approach to the argument/presentationLogical approach to the argument/presentation–– Engage your audience whether 1 or 1000Engage your audience whether 1 or 1000

DifferencesDifferences–– One way (typically) One way (typically) vsvs two waytwo way–– Larger groupLarger group–– Speaking aids generally usedSpeaking aids generally used

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How It Helped Me

Career RolesCareer Roles–– SalesSales

How to engage How to engage How to influenceHow to influence

–– ManagerManagerHow to engage How to engage How to influenceHow to influence

–– ExecutiveExecutiveHow to engage How to engage How to influenceHow to influence

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Communication Style

Communication should be geared to your audienceCommunication should be geared to your audience–– SizeSize–– Composition (junior, mid level, senior)Composition (junior, mid level, senior)–– CultureCulture–– LanguageLanguage

HumourHumour–– Know when to use itKnow when to use it–– Be careful Be careful –– Be selfBe self--depracatingdepracating

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What Do We Admire About Great Speakers

Clear, articulateClear, articulate

PassionatePassionate

CompellingCompelling

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What Does Not Work

NervousNervous

Confused, illogical speakingConfused, illogical speaking

MonotoneMonotone

UmmsUmms, like, you know, like, you know

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HR Strategy & InitiativesHR Strategy & Initiatives

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Communication Skills

In addition to Toastmasters, 133 courses listed in In addition to Toastmasters, 133 courses listed in catalogue on communicating effectivelycatalogue on communicating effectively–– Basics of Effective CommunicationBasics of Effective Communication–– Business Meeting SkillsBusiness Meeting Skills–– Presentation SkillsPresentation Skills–– Business WritingBusiness Writing–– Express YourselfExpress Yourself

IDPIDP

Observe othersObserve others

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HR Vision & Mission

VisionVision

We will have the right talent and developmental We will have the right talent and developmental opportunities in place to ensure achievement of opportunities in place to ensure achievement of Ingram Micro strategies and objectives.Ingram Micro strategies and objectives.

MissionMission

We will be an indispensable partner by We will be an indispensable partner by understanding and responding to the business and understanding and responding to the business and its strategies. We will lead organisational and its strategies. We will lead organisational and talent development through streamlined and talent development through streamlined and equitable processes that are measurable.equitable processes that are measurable.

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HR’s Split Personality

Internal/Transactional External/StrategicDefense: Cost Control Offense: Strategic Business Partner - Drive to Efficiency - Drive to impact - Self service transaction - Internal customer intimacy - HR benchmarking focus - Unique strategic focus - Heavy systemization, technological leverage - Heavy consultative leverage - Easily outsourced activities - Demand for deep organizational understanding - Order-taker, reflexive responder - Proactive teacher/advisor

Demand for Basic Staffing Importance of Human CapitalTwo things HR must do: hire & pay Competitive edge as "culture", knowledge workers

Pressure for Basic Associate Relations Pressure for Marketplace - Diversity in workplace - Diverse marketplace - Global associates - Global customers - Start efforts with HR issues - Start efforts with business outcomes

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Moving Up The HR ROI Scale

Value $HRM

Internal Business OrganizationConsultant Partner Designer/

DeveloperWelfare Personnel Effective Business Total People-

Administration Personnel Person in Business Management Personnel Integration

Helping managers

make decisions

Working with

managers to achieve their

business objectives

Ensuring the HR strategy is aligned

with business strategy

Strategic HumanResource Management

Potentail added

MINIMUM - CRITICAL

Personnel/Management

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The HR Development Journey

Centralize OD EffortsCentralize OD EffortsStreamline TransactionalStreamline Transactional

Strategic HR to Impact ResultsStrategic HR to Impact Results

Global Talent Global Talent ManagementManagement

PMP WWPMP WWGM Dev PilotGM Dev Pilot

Enhance OAP/Enhance OAP/SuccSucc PlngPlng

Vision/MissionVision/MissionKey ProjectsKey Projects

20072007 20082008 20092009 20102010 20112011

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Talent Management In Place

ATTRACTTalent

Source Talent

Recruit Talent

Select Talent

Onboard Talent

ATTRACTTalent

Source Talent

Recruit Talent

Select Talent

Onboard Talent

ENGAGETalent

Engage Each Associate

Engagement Planning

Performance Management

Manager Capabilities

ENGAGETalent

Engage Each Associate

Engagement Planning

Performance Management

Manager Capabilities

BUILDTalent

Talent Assessment

Individual Development

Planning

DevelopmentExperiences

Talent Networking

BUILDTalent

Talent Assessment

Individual Development

Planning

DevelopmentExperiences

Talent Networking

LEVERAGETalent

Career Development

Plan

Internal Mobility Process

Succession Planning

Talent Review

LEVERAGETalent

Career Development

Plan

Internal Mobility Process

Succession Planning

Talent Review

RETAINTalent

Length of Service

Intentions

Departure Risk

Assessment

Job Sculpting

Turnover Scorecard

RETAINTalent

Length of Service

Intentions

Departure Risk

Assessment

Job Sculpting

Turnover Scorecard

Attract Talent

Engage Talent

Build Talent

Leverage Talent

Retain Talent

Attract Talent

Engage Talent

Build Talent

Leverage Talent

Retain Talent

Talent Results

Sustained Profitable Growth

Business Results

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Key Skills

InitiativeInitiative

Good communication skillsGood communication skills

Sense of urgencySense of urgency

Ability to executeAbility to execute

Good follow upGood follow up

Our valuesOur values–– TeamworkTeamwork–– RespectRespect–– InnovationInnovation–– IntegrityIntegrity–– AccountabilityAccountability

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Thank You

QuestionsQuestions

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