Member Exchange June 23, 2017 · 2018-03-31 · Member Exchange June 23, 2017. Red Wing History....
Transcript of Member Exchange June 23, 2017 · 2018-03-31 · Member Exchange June 23, 2017. Red Wing History....
Member Exchange June 23, 2017
Red Wing History
The Factory
Where It All Began
• Since 1905
• Red Wing, MN
• Charles Beckman
• Farming, logging, mining
• World War I, World War II
• Privately-held
• Sweasy family since 1920’s
• Bill Sweasy, Jr.
4
Today
• 2,300 employees worldwide
• Sell in 110 countries
• 700 + Red Wing Shoe Stores / trucks worldwide
• 2 domestic factories
• 3 international factories
• 2 tanneries
• 5 distribution centers worldwide
• And 1 Hotel!
Purpose
Our reason for being is…..
We will be a great company
that makes a difference in people’s lives.
Purpose
Vision
Our aspirations are…..
We aspire to be a premier footwear, workwear, and retail company that
delivers remarkable products, services, and experiences worldwide.
Vision
Guiding Principles
The beliefs and behaviors that guide us…..
• Live our values of respect, integrity, community, and excellence
Our Values
• Honor and nurture our brands
Our Brands
• Inspire and empower our people
Our People
• Be customer and consumer centered
Our Customers
• Preserve the long term success and legacy of our Company
Our Shareholders
Our Brands
10
Heritage
Strategic Direction
Our integrated roadmap…..
• Evolve our people and culture (into a highly engaged workforce)
• Profit from the core (for efficient and affordable sustaining growth)
• Lean into adjacencies (with new investment for future growth)
• Drive to a sustaining financial model (return on net assets)
Profit from the Core
The choices that we’ve made…..
• Work, Fashion, Outdoor, Hunt, Tanning
Businesses
• Red Wing, WORX, Irish Setter, Vasque, S.B. Foot
Brands
• Footwear, Workwear, Accessories, Leather
Products
• Red Wing Stores, e-Commerce, Direct to Business, Wholesale
Distribution
• Worldwide
Geography
Profit from the Core
• Profitably grow our existing portfolio of businesses
• Deliver remarkable products, services, and experiences
• Improve execution, insights, and scalability
• Lever our vertical integration
Lean into Adjacencies
• Evolve the Work business into an integrated provider of safety solutions worldwide
• Significantly grow the Heritage business by expanding existing footprints in North America, Europe, and Asia
• Lever our Omnichannel capabilities worldwide, in balance with key business objectives
• Develop and deliver value-add services and experiences that connect and enhance our businesses worldwide
Drive to a Sustaining Financial Model
• Focus on being great (the numbers will follow)
• Drive profitable growth (for greater reinvestment)
• Lever our assets (key metric is Return On Net Assets)
People & Culture
#1 Strategic Priority
Talent Challenges/Trends
Attracting and retaining critical talent
Aging workforce, loss of institutional knowledge, widening skills gap
Continued emergence of new worker types
Focus on continuous learning, career growth & redefining performance
Increasing expectations of the “employee experience”
Diminishing importance of functional structures & rising importance of “networks” of teams
Increasing global complexity
Evolve our People & Culture
• Drive organizational alignment, improve collaboration & inspire our people
Embrace strong, cross-functional leadership
• Attract & retain top talent, embrace diversity & inclusion, and promote continuous learning
Unleash our people and capabilities
• Invest in organizational well-being & deliver a remarkable employee experience
Champion a high engagement culture
• Balance great strategy with strong execution through insights, agility, innovation, and simplicity
Relentlessly pursue excellence
HR Technology
HR Organization
HR Technology StackService D
eliveryTalen
t Man
agemen
tC
ore
Employee Self Service
Talent Acquisition Career & Succession Mgmt.
Total Compensation
Employee Feedback
Learning & Development
Performance ManagementOnBoarding
Knowledge Mgmt.
BenefitsPayroll HR Admin. Benefits Admin.
Collaboration
Wo
rkforce
Op
timizatio
n
HR/EE PortalHelpDesk Solution
Employee Well-Being Workforce Planning Leave/Absence Management
GAP
GAP GAP
Rewards/Recognition
GAP
Capacity Planning
TATS
Time & Attendance
GAP
GAP
GAP
GAP
GAP
Manage Self Service
Attract Engage/Retain Deploy
GAP
GAP
GAP
GAP
GAP
GAP
Business Intelligence/Analytics GAP
TATS
Mobile
GAP
GAP
Technology Gaps
# Capability Type Status/Priority
1 Global Payroll Solution New Discovery/B
2 Global Time & Attendance System New Business Case/A
3 Recruitment Marketing Platform New Approved/A
4 Applicant Tracking System Replace Business Case/A
5 Electronic Document Management System New Approved/A
6 Onboarding Module New Discovery/B
7 Total Compensation Module New Discovery/B
8 Performance Management-process/technology
Replace Process re-design /Tech Business Case/A
9 Career & Succession Management New Discovery/B
Technology Gaps
# Capability Type Status
10 Employee Experience System New Business Case/A
11 Rewards & Recognition New Discovery/B
12 Workforce Planning New Discovery/B
13 Capacity Planning/Resource Alloc. New/Expand Discovery/B
14 Leave/Absence Management New Discovery/B
15 Help Desk Solution Expand Discovery/B
16 HR/Employee Portal New/Integrate Discovery/A
17 Mobile New Discovery/Implement/A
18 Business Intelligence/Analytics New/Expand Discovery/A
Integrations
• UltiPro feeds the following:- Our Identity Management System (Active Directory, Email)
- Business Solver (Benefits)
- Transamerica (401K/Pension)
- Vitality (Wellness)
- Shoe U (Training)
• UltiPro is fed by our T & A systems
Key Successes past 3 Years
• Benefits
- Simplification/consolidation of benefit plans
- Vendor Consolidation
- Automated enrollment (Benefit Solver)
- Implemented Well-Being Model & Portal (Vitality)
• Implemented LMS & Connect (Cornerstone)
• Launched social collaboration tools
• Focused on process simplification (Recruitment, T & A)
Lessons Learned or Learning
• Focus on underlying business process first, technology second
• Leverage and engage (people) networks for cross-functional insight, expertise and feedback
• Embrace Agile as key methodology for planning and executing work
• Establish strong IT/HR partnerships
• Develop strong change management plans
• Don’t be afraid to try, test, and learn
HR/BT Partnership
How HR and IT Partner
• IT is a strategic partner to HR and has assigned a dedicated Business Partner to the HR organization
• The IT Business Partner partners with HR to develop their long-term and near-term technology plans
• IT starts with mapping technology needs to the HR Capabilities
• HR focuses on defining their business processes and capabilities, enabling IT to help identify or vet potential technology solutions
• As partners, technology decisions are jointly made
• IT’s goal is to stay abreast of the latest technical trends and share back opportunities with HR (i.e. Machine Learning, AI, etc.)
The Garage
The Garage, focuses on leveraging our heritage and principles to craft our future to deliver remarkable products, services and experiences.
By being bold and taking risks, The Garage is embedded across Red Wing Shoe Company, working hand in hand with our employees, partners and vendors in crafting the future.
Key Tenants of “Craft the Future” Framework• Dedicated staff - ideation, innovation process and transition into
the organization
• Enable the whole organization to participate in the Innovation cycle
• Make it clear and simple to submit and participate in ideas
• Make ideas visible and accessible
• Seed funding is beneficial to test and learn ideas
• Develop themes and guardrails to help accelerate and focus innovation
• Celebrate Learnings
• Executive engagement and sponsorship is imperative
Innovation = People = Behaviors = Change Management
• Instilling a culture of innovation requires changing behaviors of our employees
• Driving behavioral change requires tight partnership with Human Resources
• Leveraging a proven change management framework to engage with our employee base is imperative for success
• Dedicating staff to innovation is important to seed the cultural change
• Leveraging the full organization to drive innovation is the measure of success
The Innovation Funnel
Ideation
Evaluation
Incubation
Integration
Measurement
Generate and collect new ideas from employees, customers and partners
Evaluate ideas based on predetermined criteria to ensure that the best ideas are identified and pursued
Turn good ideas into real innovation by nurturing, developing, refining and improving over time
Bring the idea from incubation to fruition, by leveraging the organization to deliver the business value
Re-evaluate innovation needs based on changing requirements of the business
Innovation Themes
SAFETY SOLUTIONS CONSUMER
EXPERIENCES
MANUFACTURING
TECHNOLOGY ORGANIZATIONAL
PRODUCTIVITY
Innovation @ Red Wing Shoe
#cobbleIT
VALUE STREAM MAPPINGHERITAGE BLOG
Edge Trimmer
Ideas in the Pipeline
• Robotics
• Augmented Reality Training
• Shoe Making University
• Robot Feet
• RFID
• Materials Innovation
• Pilot Plant
• USA Cement
• Virtual Fit
• 3D / VR / AR
• Online Shoe Repair Tracker
Thank You For Joining Us!
Carrie Heimer-VP & CHRO
(w) 651-385-1350
(m) 651-208-1145
Marc Kermisch-VP & CIO
(w) 651-385-1202
(m) 612-236-8901