Mercer Short Duration Fixed Income Fund Class Y-3 · NASDAQ:MSDYX
Mercer Short Duration Fixed Income Fund Class Y-3 — Mercer — Investor Presentation (February 2013)
32 slides from Mercer Short Duration Fixed Income Fund Class Y-3's investor presentation, February 2013
Slide 1: Global Talent Mobility: New Models for Success
Global Talent Mobility: New Models for Success February 2013 Brian Kelly Partner, Mercer Lacey All Director, Starbucks Corporation
Slide 2: Today’s Speakers
Today’s Speakers Brian J Kelly QUESTIONS? Partner, Global Practice Leader, Workforce Analytics & Planning Please type your questions in the Mercer Q&A section of the toolbar and we brian.j.kelly@mercer.com will do our best to answer it. +1 215 350 2641 While in full-screen mode, simply use the Q&A b
Slide 3: Objectives for Today’s Presentation
Objectives for Today’s Presentation Welcome and Introductions Talent Mobility & Workforce Planning in 2013 - World Economic Forum Research Case Study: The Starbucks Corporation Q&A MERCER 2
Slide 4: Talentism is the new capitalism
“TALENTISM IS THE NEW CAPITALISM” TALENT SOURCE OF COMPETITIVE ADVANTAGE DRIVES GLOBAL ECONOMIC GROWTH REMAINS A CHALLENGE FOR EMPLOYERS
Slide 5: Global Good-Practice Report
GLOBAL GOOD-PRACTICE REPORT WHAT COMPANIES WORLDWIDE DO TO CREATE A HEALTHY, PRODUCTIVE WORKFORCE NO. OF RESPONSES RESPONDENT PROFILE 1268 COUNTRIES REPRESENTED 605
Slide 6: The Talent Barometer
THE TALENT BAROMETER BUILDS UPON: » WEF/Mercer research * Good practices database * Collaboration framework EXPLORES: * Region/industry good practices * Short/long-term talent effectiveness
Slide 7: Talent investment rising
TALENT INVESTMENT RISING FEW HAVE HIGHLY EFFECTIVE TALENT PLANS SPEND HAVE A WORKFORCE PLAN EFFECTIVENESS * Only 12% have plans 5+ years or more High I Somewhat ff Notatall
Slide 8: The Career Experience Accelerator
THE CAREER EXPERIENCE ACCELERATOR WHILE 80% CONDUCT TALENT REVIEW, MOST REPORT BUYING CRITICAL TALENT FROM OUTSIDE WHILE COMPANY STRATEGY AND LABOR MARKET CONDITIONS DRIVE TALENT STRATEGIES, BUILDERS REPORT HIGHER SUCCESS WITH WORKFORCE PLANS MEETING TALENT NEEDS
Slide 9: Build vs. Buy Talent Mix
BUILD VS. BUY TALENT MIX BUILDER MORE APT TO CONDUCT TALENT REVIEW 80% CONDUCT A REGULAR TALENT REVIEW PROCESS 40% HAVE SUCCESSION PLAN 42% ASSESS TALENT SUPPLY AND DEMAND 28% USE CROSS-FUNCTIONAL INTERNAL MOBILITY 23% FAST TRACK HI-POS IMPORTANT CORRELATES OF SUCCESS * Talent pipeline assessment »
Slide 10: Career Experience: Regional Variations
CAREER EXPERIENCE: REGIONAL VARIATIONS BUY VS BUILD FOR CRITICAL TALENT NEEDS
Slide 11: Agenda
Agenda Welcome and Introductions Concept of Talent Mobility Case Study: The Starbucks Corporation Q&A MERCER 10
Slide 12: Company Profile
Workforce Planning Case Study COMPANY PROFILE 2012 Revenues: $13.3 billion Total Stores: ~ 18,000+ Global Footprint: Over 52 countries Workforce: 200,000+ worldwide (company-operated) Anticipated new hires over next 5 years: 375,000 Starbucks Confidential – INTERNAL USE ONLY
Slide 13: Starbucks Brand
STARBUCKS BRAND Since the beginning, Starbucks has been a different kind of company. One that is dedicated to inspiring and nurturing the human spirit. Committed to serving the finest coffee, creating an exceptional customer experience, and being a great place to work. Here are some of our recent aw
Slide 14: About Us
ABOUT US It happens millions of times each week – a customer receives a drink from a Starbucks barista – but each interaction is unique. It’s just a moment in time – just one hand reaching over the counter to present a cup to another outstretched hand. But it’s a connection. We make sure everything
Slide 15: Building for the Future
BUILDING FOR THE FUTURE Investing for disciplined and profitable growth to create long-term shareholder value • Deliver enhanced customer experience • Drive operational leverage • Deliver relevant innovation and profitable growth platforms through multiple channels "We are building a solid and secur
Slide 16: The Starbucks corporation portfolio expands
The Starbucks corporation portfolio expands Starbucks Corporation Inspire and nurture the human spirit Tee (x) LA BOULANGE | > a | | via Srappucsines sii dade dhe So
Slide 17: SWP–Our Perspective
SWP–OUR PERSPECTIVE To be strategic, workforce planning efforts must: – Be aligned with the business strategy – Focus first on the roles that impact the business strategy most significantly – Leverage both quantitative and qualitative measures of the workforce – current- state and future-state persp
Slide 18: Origins of Segmentation
ORIGINS OF SEGMENTATION Workforce Segmentation borrows from other organizational functions with disciplined approaches for making capital decisions. Most notably: • Finance/Accounting uses logic and methods that use accounting data to improve decisions about financial assets – ROI – Net Present Valu
Slide 19: Why Segment?
WHY SEGMENT ? Workforce Segmentation allows an organization to focus on the critical few that will impact strategy the most. With workforce segmentation, organizations can prioritize talent management activities to ensure the impact is relevant to people, positions or pools that are aligned to the l
Slide 20: Strategic Planning
STRATEGIC PLANNING Segmentation Workforce segmentation is about taking the larger workforce (internal and external) and breaking it down into categories based on strategic importance. It’s about understanding where human capital makes the biggest difference to your organizations’ strategic success.
Slide 21: What are Pivotal Roles?
What are Pivotal Roles? Over 200,000 Starbucks partners worldwide All Roles Necessary for success, support general Core Roles business operations Differential Starbucks as a leader in the global Pivotal Roles marketplace 20
Slide 22: Pivotal Roles
PIVOTAL ROLES Purpose: to develop a framework to identify roles across the organization as pivotal to the current and future core business strategy using qualitative and quantitative measures Strategic Imperative: to ensure Starbucks has the right talent to be flexible and strategic in responding to
Slide 23: 2013 Starbucks Pivotal Roles
2013 Starbucks Pivotal Roles Starbucks Experience Cultivated at stores with moments of connection Grows with product connections Enhances in digital space 10 Pivotal Roles live at the intersection of all three drivers of success Shareholder Value Profitability Stewardship over core Reduces costs bus
Slide 24: Lessons Learned
LESSONS LEARNED • HR Business Partner capability critical to Workforce Planning success • Build a scalable portfolio that can be nimble to the changing business need • Segmentation aligns your efforts to the priorities that make the most impact to the strategic imperatives of the organization
Slide 25: Questions
Questions Starbucks Confidential – INTERNAL USE ONLY 24
Slide 26: Agenda
Agenda Welcome and Introductions Concept of Talent Mobility Case Study: The Starbucks Corporation Q&A MERCER 25
Slide 27: Resources Available – Mercer Workshops
Resources Available – Mercer Workshops Workforce analytics & planning workshops at client locations or in partnership with the American Management Association MERCER 26
Slide 28: Resources Available – Mercer Workshops
Resources Available – Mercer Workshops AMA/Mercer Workshops – http://www.mercer.com/mercer-amaworkshops Date City Topic 3/18 NYC Strategic Workforce Planning: Defining and Fulfilling Business Requirements 4/22 NYC Moving from Data Smog to Cloud 9: Assembling a Relevant Data Engine 4/23 NYC Workforce
Slide 29: For more information…
For more information… • Mercer “be in the know’ blog – Mercer subject matter experts and guests will help you discover tips and trends, and will offer advice to questions you may have. – http://www.mercer.com/mercer-blog • Mercer Analytics website – Next generation metrics and analytics solution tha
Slide 30: Speaker Biographies – Brian J Kelly
Speaker Biographies – Brian J Kelly • Brian is a Partner at Mercer and is the global leader for the Workforce Analytics & Planning Practice. Brian recently served as the Co-Chair the Institute of Human Resources Workforce Planning & Analytics Working Group and Vice Chair of the Society of Human Reso
Slide 31: Speaker Biographies – Lacey All
Speaker Biographies – Lacey All • Lacey All leads the Strategic Initiatives Team function at Starbucks Coffee Co. which includes strategic workforce planning, global employer brand and sourcing initiatives teams for Starbucks Coffee Co. • Lacey began the workforce planning function in 2006 and drive
Slide 32: Mercer
MERCER 31