2. Responds quickly to the business needs
Creates user friendly HR systems and processes
Selects and onboards the right talent
Skills up our current employees
Invests in leadership

3. EVOLUTION OF HR STRATEGY
2019 & BEYOND
SUSTAINMENT
Focus on new growth strategies
Drive execution of strategy through lead metrics
Ensure human capability for business growth
Foster an collaborative environment that enables leaders to cope with complex decisions
TIMELINE
EVOLUTION OF HR STRATEGY
2017/2018
ORGANIZATIONAL CAPABILITY
Increase agility to respond to changing priorities
Integrate HR processes into business processes
Empower knowledgeable workforce
Innovate products and services
2015/2016
TALENT ALIGNMENT
Align bench strength to business strategies
Improve hiring and onboarding (strategic hiring)
Improve resource allocation (foster expertise)
Evolve to a learning culture
2014
PERFORMANCE
Improve core people skills, processes, and systems
Evolve operational excellence through leadership
Drive continued improvement of hiring process
Champion voice of the customer
Initiate learning culture

4. Gap Analysis CURRENT STATE TARGET STATE Optional Culture
Lack of formal strategy for change management
Continuous Learning Culture focusing on Performance and Accountability
Coordinated process to drive business change in alignment with business strategy
Different Entrepreneurial Market Areas
All Market Areas operating under the “WM Way” (SDO)
Gaps in the Leadership Pipeline
Skills Gap in Critical Positions
Skills Gap for New Systems
Leadership and organizational culture are both playing in alignment and influencing each other
Skills developed through “deliberate practice,” standards, and reinforcement
New Skills for Systems and Business Changes
Non-Integrated Systems, Minimal Mobile, Lack of Formal Analytics, Complex User Experiences
Integration, Mobile, Analytics, and Simple User Experiences Are Now Key

5. Talent Acquisition Long-Term Strategy
PILLAR
STRATEGY
LONG-TERM DELIVERABLE
Drive Continuous Improvement/ Extract Value
Develop and deploy an enterprise -wide Technician Apprenticeship Program to “grow our own” technician talent ensuring a perpetual talent pipeline for fleet.
The availability of technician talent is steadily declining. However, our business demand remains consistent. We have successfully reduced TTF for all front line positions to </= 45 days. However, TTF for Tech talent remains consistent at >55 days.
Investing in an apprenticeship program will pay for itself via the cost saving realized through the reduction of TTF, OT costs, 3rd party labor spend due to vacancies, etc.
Develop a world-class college recruitment /internship program aimed toward building our Sales pipeline. Engaging college students early will enable us to groom students to meet our talent needs.
Leverage college relationships as an opportunity to influence curriculum — Over time this will position us to steer the curriculum so that graduates more closely fit our future needs.
Strengthen employer brand - a weak employer brand image or a poorly designed college recruiting program will result in hiring lower performing college hires.
Long-term assets —With great retention and career development, they will continue to be an asset for up to 40 years. Midcareer hires will not return value for the same number of years.
A global perspective — many U.S.- based schools have a high percentage of international students. As a result, new college hires will likely think globally,
Competitive advantage — If we position ourselves to attract this talent, then our competitors cannot.

6. WMU – L&OD Long-Term Strategy
PILLAR
STRATEGY
LONG-TERM DELIVERABLE
Customer Focus
Dramatically Improve Customer and Internal Client Experience
Develop and implement learning initiatives to address business needs and increase learner performance
Use technology effectively to drive productivity and engagement with our clients and learners
Partner with our fellow HR teams to drive HR strategy
Simplify and standardize the learning processes (Standard repeatable process)
TBD
Innovation & Business Optimization
Lower SG&A Cost
Deliver agile innovative cost effective learning solutions
Promote vILT, Connected Classroom, Community of Practice to reduce related delivery and implementation cost
Reduce turnover by making strategic investments in leadership
Measure learning Initiatives to prove that training is worth the expense
TBD

7. WMU – L&OD Long-Term Strategy
PILLAR
STRATEGY
LONG-TERM DELIVERABLE
Customer Focus
Dramatically Improve Customer and Internal Client Experience
Select and develop leaders at all levels
Move from firefighter/reactive mode to proactive business partner and employee advocate
Simplify HR tools, processes, and systems
TBD
Innovation & Business Optimization
Lower SG&A Cost
Become business leaders that are experts in HR
Lead the change management process
TBD

8. Potential New Branding