1.
Human Capital Institute
#HCIchat
Changing a Company
Culture, One Technological
Performance Module at a Time

2.
Human Capital Institute
#HCIchat
Today’s Moderator
/company/human-capital-institute-hci
@Human_Capital/humancapital
Holly Pennebaker
Digital Content Program Manager
Human Capital Institute
@hpennebaker
/in/hollypennebaker

3.
Human Capital Institute
#HCIchat
2017 Events
June 26-28, 2017
Boston, MA
July 24-26, 2017
San Francisco, CA
September 18-20, 2017
Chicago, IL
October 24-26, 2017
Scottsdale, AZ

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Thank You
www.cornerstoneondemand.com

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Human Capital Institute
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Human Capital Institute
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Get Credit

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Human Capital Institute
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Today’s Featured Speaker
Laura Shartle
Director, Talent and Org. Development
SiteOne Landscape Supply

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Change Management - the Key to Winning
SiteOne Landscape Supply
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About SiteOne
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SiteOne Landscape Supply
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Formerly
2015 Branded
2016 IPO SITE

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Top Performer of 2016-2017 YTD Sponsor-
backed IPOs
Source: FactSet as of 5/5/2017
Note: Excludes IPOs with deal values less than $100mm

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We are the only national one-stop shop provider
of landscape supplies

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How it began
• Transition JDL  SiteOne
– We claimed our identity: from manufacturing
 wholesale distribution
– And lost our core services from the functions:
Finance, IT, HR, etc.
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Result: Rebuild teams, processes, tools, for SiteOne specifically

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The Story of Talent Management
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What this meant for talent management
• People: We needed to
understand:
– What our leadership / associates
needed and wanted.
– What was working and what
wasn’t
• We needed processes:
– Performance reviews
– Goal setting
– Learning
– Succession planning
– Etc.
• We needed technology to enable
these processes
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16.
Poll
• I would like to understand the technology
aims of the audience on this call. Does
your company have a talent management
system?
– Yes, Fully implemented.
– Implementing now or near future.
– No, Still using paper.
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Where did we start? With people.
• We left the office and talked with our leaders and associates in the field
– What is working from a talent perspective – what is not
– Where could we could we get some quick wins
• What we heard:
– They wanted to set goals and have performance reviews
– Processes and tools must be SIMPLE – not complicated and reduce the
“ping ponging “ for approvals and the pencil whipping
– Too much irrelevant new-hire training
– Many systems, none of them talk
– No succession planning or conversations about development
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We started our
process work here
Easy win – we were able to audit the new-hire training list and make edits.
Communicated – “we heard what you said, and this is what we did…”
(involved their ideas in the solution)

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Next – people and process
• Given timing and priority, we created the processes
around goal setting and performance reviews
• We created a Goal Library by talking with leaders in the
field. We asked them for examples of goals for some of
our key positions in excel – searchable – low tech
• Again, heard the need and built the tool with help from
advocates who communicated, trained, took questions,
shared success stories, etc.
• Later we added technology to enable these processes
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Poll
• What do you find is the number 1 barrier to
successful change management at your
organization?
1. Leadership support
2. Employee buy-in
3. Lack of communication
4. Lack of training
5. Lack of vision
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How to handle the change
• Whenever there is change, even if it is a good change, there are
questions and concerns
• It is our job as leaders to create opportunities for
associates to get their questions / concerns addressed
• Here is our approach:
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Align
Leaders
Determine
Business
Case
Share
vision
Get People
Involved –
Find
Advocates
Training
communication

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Example – Office move
• Situation - Old office leaked, had bugs, low
ceilings, limited parking, old furniture, not
centrally located for many of our associates
• Aligned leaders – They supported the move
and were able to discuss the business case
• Business Case – we explained what the
change was and why it was important
• Share the vision – we shared what the
benefits were and the downsides – we were
honest
• Get people involved – we took associates on
tours, enabled a team to help: organize the
move, make seating charts, plan week 1
celebrations
• Trained – how to pack, how to get to the
new location, where is parking, etc. 21
Held open sessions for
associates with
leadership to field
questions / concerns
Associates still had
questions and concerns:
what is my new
commute? will I be in a
cube? can I bring my
lunch? what is parking
like?
Leaders met
individually with
associates so they could
understand what it
meant for them – they
listened
Communication

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Example – Performance management
enabled by technology
• Situation – No way to understand who across the organization had performance
goals, what they were, if they were aligned, how associates were tracking in order
to receive their EOY bonus, etc.
• Aligned leaders – Executives supported the implementation of the technology, we
needed to find leaders in the business and informal leaders to support the
implementation and discuss the business case
• Business Case – we explained what the change was and why it was important
• Share the vision – we shared what the benefits were and the downsides – we
were honest
• Get people involved – we leveraged trusted associates to test the system, review
training materials and share information. Used pictures of real associates in
building of the site and materials
• Trained – how current processes were enabled with a simple theme, we created
Quick Reference Cards (QRCs), held office hours, conducted webinars, and more!
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Associates had questions and concerns: I
have never created a goal before, will
someone teach me? I am not good with
computers. How will this impact my pay?
Communication

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What worked
• Involving people FIRST / EARLY
• Creating change / executing change plan BEFORE training
• Hearing first hand associate pain points
• Communicating every step of the way
• Creating user friendly processes
• Starting SIMPLE
• Not making it about the technology – but about enabling conversations and
creating value for the associate. (Technology companies make it about technology, not
about people and process)
• We implemented 6 modules in a year: Performance / Development, Succession, Learning,
Onboarding, ATS, Compensation
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24.
Talent management at SiteOne today
Basically one year later
• Revised new-hire training for all associates
• New approach to onboarding
• Process, tools and system for performance reviews
• Approach and tasks around performance calibration
• Approach and support for Talent Reviews at lower levels in the organization
• We have leaders asking how they can get their training material into the system
• Reward and recognition with system badging
• Our CEO prints bios of associates before each store visit
• We have leaders asking for reports on performance and they want to calibrate
and plan for succession
• Leaders can see how performance ties directly to pay to
share with their associates
• There is a PULL for information, not just a push
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What I wish I would have known..
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• We are not good as an organization about cascading information to all levels
• We need to identify champions, resisters and testers early
• We need to always look at the full life cycle of a process, beyond the walls of
Talent Management
• We need to leverage peer / user groups earlier to build the process and also hints
on enabling it with technology
• Technology companies are concerned about technology, they don’t give you the
tools to help with the people part – configuration is the easy part – adoption is
the hard part
• The first module of implementation is more than just implementing the module.
It also includes landing pages, personal bios, etc.
• Technology changes the way our associates do business – having to do everything
on a computer
• Stricter deadlines with an integrated system

26.
Questions
“No company ever went wrong overestimating negative
reactions to change” – Stan Slap
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27.
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