1. Nicole Cummings Human Resources Manager Cakebread Cellars
As we were talking with HR managers in the wine industry about topics to cover employee development, especially at small wineries seemed to be on everyone’s mind. And as we have seen, the results of the survey by the Personnel Perspective showed that wineries view providing training and opportunities for advancement as the #1 challenge to retaining employees. I’m happy to say that Cakebread Cellars is putting programs in place to address these issues. Nicole Cummings is here to tell us about what Cakebread is doing. Nicole…

2. Creating Career Development Paths for Lower and Mid-Level Employees
Nicole Cummings, PHR
Cakebread Cellars

3. Guest and Member Services
Career Paths
“Ability is of little account without opportunity.” – Napoleon Bonaparte
Production
Cellar Worker
Cellar Worker II
Cellar Worker III
Floor Supervisor
Cellar Master
Visitor Center
VC Rep I
VC Rep II
VC Rep III
Assistant Manager
Manager
Guest and Member Services
GMS Rep I
GMS Rep II
GMS Rep III
GMS Supervisor

4. Talent Pyramid Senior Leader Mentoring Department Leader
Emerging Leader
New Employee Orientation, Hospitality Training, Safety Training, Industry Conferences and Seminars, Educational Reimbursement, Certification and Designation Assistance, On-the-Job Training, Product Training, Individual Development Plans

5. Differentiate Employees
Process by which managers assess team members to provide them with growth and job enrichment opportunities….Talent Assessment Process
Solid performers: Consistently meet expectations but may not be on a fast track within the organization.
Top performers: Define the standard for exceptional performance by consistently delivering results and motivating others to do so as well.
Underperformers: Just "get by," delivering barely acceptable results.

6. What Is A Talent Assessment?
A formalized process used to identify and facilitate development of employees and leaders for the future of the organization.
Goals
Assess employee talent strengths and development needs
Identify high potential for future professional and leadership roles
Create an action plan for development of critical competencies for future roles
Develop a succession pipeline and bench strength
Improve your ability to meet business objectives today and over the long term

7. Cakebread Cellars Talent Process
Nine Box Methodology
All employees
Consider each employee in your department individually
Strategic Contributor
Tactical Contributor
Individual Contributor
Talent Assessment Plan
Employees identified for future critical role

8. Nine Box Grid Leadership Potential Performance/Contribution Y Tactical

9. Box 7 – Too New/Strong Leader Potential
Definition: Demonstrates strong, strategic leadership potential. Progressing as expected on technical skill development.
Box 4 – Solid Performer/Strategic Role
Definition: Strong leadership with solid job performance, clear demonstration of strategic leadership competencies.
Box 1– Excellent Performer/Strategic Role
Definition: Demonstrates exceptional leadership competencies; consistently over-achieves on job expectations; experienced professional with broad knowledge of company.
Box 8 – Low to Mediocre Performer
Definition: Inconsistent performance. May perform well enough to just get by. Does not show strong initiative.
Box 5 – Solid Performer/Tactical Role
Definition: Solid job performance with tactical leadership competencies.
Box 2 – Excellent Performer/Tactical Role
Definition: Consistently over-achieves on job expectations with tactical leadership competencies.
Box 9 – Poor Performer
Definition: Not meeting expectations.
Clear performance deficiencies
Box 6 – Solid Performer
Definition: Fully competent, solid performer. Consistently meets all and exceeds some job expectations.
Box 3 – Excellent Individual Contributor
Definition: Consistently over-achieves on job expectations. Routinely delivers A+ quality work; seasoned professional.
Leadership Potential
Performance Contribution

10. Talent Assessment Meeting
What skill sets and competencies are needed to successfully meet the department’s goals and initiatives?
What business expertise is most critical?
Where do you have strengths in these competencies? Where do you have gaps?
What actions are needed to develop current talent to close the gaps?
How are you building bench strength?
Career Paths
Succession Plans

11. Talent Assessment Plan
Employees identified for future critical role
Determine retention risk
List performance development completed
Identify current competency strengths and gaps
State career path and succession plan
Career path – destination jobs
Within department or outside
Projected readiness date for next role
Current incumbent
Discuss alignment of rewards, recognition, and retention strategies

12. Individual Development Plans
Tool to assist employees in career and personal development.
Help employees reach short and long term career goals AND improve current job performance.
Partnership between the employee and manager-involves preparation and continuous feedback.

13. Benefits of IDP’s
Align employee training and development to mission, goals, and objectives.
Supervisors develop a better understanding of their employee’s professional goals, strengths, and development needs.
Employee take personal responsibility and accountability for their development.

14. IDP Activities
Employees and supervisors work together to complete the IDP, however employees are ultimately responsible for taking the initiative for their development.
Examples of activities one may utilize for further development and include in a plan:
Formal training
Mentoring and coaching
Rotational/Detail assignments

15. Cakebread Cellars IDP Development goals and expected outcomes
On the job learning
Training and education
Support needed
Monitoring progress
Agreement

16. Thank You
Questions?