TALENT DEVELOPMENT PROCESS AND TOOLS

Company Proprietary and Confidential Information

TALENT DEVELOPMENT PROCESS AND TOOLS

TALENT MANAGEMENT

February 2021

Company Proprietary and Confidential Information 2

MODULE CONTENT

This material is part of RNDC University. RNDC-U provides a

structured and blended learning experience for RNDC Associates.

Our learning programs are based on a progressive training concept

anchored to the RNDC Leadership Competency Models. This

learning curriculum is for new supervisors, managers, and middle-

management roles.

© 2021 Republic National Distributing Company

Version 2

All rights reserved. This material or any portion thereof may not be

reproduced or used in any manner whatsoever without the express

written permission of the copyright holder except for the use of brief

quotations in a business review.

www.rndc-usa.com

Talent Management

Our Talent Philosophy

About HR 101

Talent Development Primer

http://www.rndc-usa.com/


RNDC TALENT PHILOSOPHY

Our Talent Philosophy drives the RNDC Associate Success Roadmap which provides guidance on how to

successfully manage your career and workplace experience. We encourage our Associates to perform at their

personal best so they can achieve an enriching and progressive career at RNDC.

We believe every Associate is a

role model of our Core Values

and Leadership Competencies

which define how we behave as

the beverage alcohol industry

leader.

Successful job performance and

leadership potential provide clear

distinction for our financial

investment on an Associate’s

career development and total

compensation.

Associates are rewarded for

taking accountability to

continually grow and learn.

Conversely, a leader’s proven

ability to build a bench of strong

talent drives our success as the

Distributor of Choice.

Our talent philosophy is

transparent so that our Associates

strive for career success. As a

result, the differentiation that

RNDC provides is a rewarding

and engaging career experience

for our Associates.

We are providing you this specialized learning experience to ensure you perform

at “your personal best”. Understanding our human capital practices will

enable you to build a strong and sustainable bench of talented and engaged Associates.


ABOUT HR 101

Human Resource disciplines are an integral component of our business model and the Associate Success Roadmap.

Human Resource disciplines include Talent Management (recruitment, selection, onboarding, training, professional career

development, succession planning and talent reviews, performance management); Culture and Corporate Social

Responsibility; Inclusion and Diversity; Employment and Labor Law; Labor Relations; Communications; Total Rewards

(benefits, compensation, and recognition) and HR Technology & Business Intelligence. As a highly professional

organization, we all have an accountability to ensure these business disciplines are executed with excellence.

This learning curriculum is titled HR 101 which explains important human resources practices at Republic National

Distributing Company (RNDC). These people-related practices, also referred to as human capital practices, include

processes, policies, tools, and legal requirements on why and how we manage and lead our teams. Our Associates and

teams are our most valuable asset at RNDC. Every supervisor and manager has a professional accountability to understand

these practices and role model the required leadership behaviors and Company standards to ensure we provide the best

workplace experience and culture that engages and supports the overall well-being of our Associates.


BASIC THEORY AND METHODS TO DEVELOP TALENT

TALENT DEVELOPMENT PRIMER

5


As a leader, it’s your responsibility to lead, motivate, coach, and professionally

develop your team. You may have team members in destination jobs while other

team members have higher potential to perform progressive job roles. Regardless

of each individual’s professional goal, your accountability is to lead formal and

informal career conversations with your team about how to develop their long-

term career at RNDC. This module provides you some basic theory and methods

to better understand what talent development means at RNDC.

It begins with a Career Transparency and Conversations.

6

HOW TO DEVELOP YOUR TEAM


Career Transparency means you have real conversations with your

direct report about their performance, their potential, and their

readiness for their next role.

Performance levels should be sustained at acceptable levels across

all their current duties. Performance should improve over time

eventually achieving a level of mastery. Seek information by

asking: what can you do to enhance your level of job mastery?

Potential is the degree to which an Associate demonstrates

leadership competencies and exhibits an inherent ability to stretch

beyond their current scope. Potential defines their capacity for

growth or future success. Seek information by asking: how can you

stretch your potential?

Readiness for advancement includes considering the learning

experiences they have yet to be exposed to. Shift the focus away

from a window of time to remain in a position to an experience-

based plan that sets a goal for acquiring that experience. Seek

information by asking: what experiences have you yet to gainexposure to that you are interested in?

7

CAREER TRANSPARENCY

Performance

•Job mastery

• Business results

Potential

•Leadership competency

•Stretch capability

•Inherent ability

•Strengths

Readiness

•Experiences

•Training

•Sponsorship


CAREER CONVERSATION OVERVIEW

Career Conversation Overview

This conversation happens formally at the Performance Review meetingand allows for a transparent conversation on the potential career pathfor the Associate. It can also be about potential career derailers.

Defining the career path is important as it identifies the leadershipcompetencies, behaviors, and skills necessary to achieve the next levelof performance or the next job role.

There are many tools to help the associate and Manager determinewhat skills or learning experiences are needed for talent development.

Enhancing job skills and performance in a current job is also talentdevelopment and available to all associates.

Career Conversations can be informal and happen all year long. Theassociate owns their career development, too. They should be equallyengaged in keeping the career conversation active.


STARTING A CAREER CONVERSATION

Ca

ree

r C

on

ve

rsa

tio

n Q

ue

stio

ns

What are your top skills and strengths today? What skills would you like to improve or learn?

What job role do you aspire to achieve in the next three to five years from now? What jobs do you need to experience to meet your goal?

What cross-training or learning experiences can you engage in to progress forward to the next job?

What motivates you to learn and reach your goal? How can I support you?

When will you master your current job? What is necessary to move your performance to the next level?

What are you doing to coach and support other associates in their talent development?

Career Conversations

Strengths

Aspirations

Cross-

training

Learning experiences

Most satisfying elements

Level of job

mastery


STRENGTHS-BASED DEVELOPMENTSKILLING, RE-SKILLING & UP-SKILLING

The new workforce is more engaged when they receive effective, continuous feedback

and strength-based or skill development.

As a new leader, make the time to learn more about the strengths and skills of each

Associate on your team.

Once you’ve identified their strengths and skills, you can match those strengths with assignments that fit the individual best.

Strengths are similar to skills. What skill is your greatest strength?


STRENGTHS-BASED DEVELOPMENTSKILLING, RE-SKILLING & UP-SKILLING

How do you identify strengths?

One way is with CliftonStrengths – a fast and straightforward assessment that returns a list of your top 5 talents. Once you know what those talents are, you can focus on developing them, turning them into strengths.

Purchase a *new* copy of either StrengthsFinder 2.0 for individual contributors or Strengths-Based Leadership for managers of people. Your access code for the CliftonStrengths assessment is in the back of your book.


Learning agility is the ability to learn from experiences, remain open to new ways of thinking and continuing to learn new skills.

Learning-agile individuals tend to be social, creative, focused, and resilient. They are not

afraid to challenge norms.

Managers value Associates who are open to feedback.

Peers and direct reports value co-workers and managers who are more reflective and willing

to change.

All these traits are markers of learning agility.

12

LEARNING EXPERIENCES & AGILITY


ENCOURAGE LEARNING AGILITY

As a leader, you are accountable for creating an

environment where people learn best, generating

opportunities for them to become more learning agile.

Learning from experience is one way for Associates to

develop learning agility. Our learning agility improves

when we overcome an unfamiliar challenge. To learn

from unfamiliar challenges, we need to remain present

and engaged, handling the stress brought on by

ambiguity and learning to adapt quickly in order to

perform.

Leaders should also encourage Associates to take risks

as they venture into unknown territory. Risk taking,

support, and encouragement when tackling a new

challenge will develop your Associates' learning agility.


RNDC SUCCESSION PLANNING

TOP TALENT DEVELOPMENT

14


The RNDC Talent Review is a formal business presentation of associates whohave been identified as Top Talent, with the potential to assume two or morecareer roles in the future. These associates consistently exceed performanceexpectations and show leadership potential in their scope of work.

The process leading up to Talent Review is completed once a year for eachteam. As a Manager, you will be asked to identify your Top Talent on yourteam. About 10-12% of your team should be considered Top Talent.

Let's take a closer look at the Succession Planning and Talent Review process.

15

SUCCESSION PLANNING AT RNDC:TALENT REVIEW


FIVE STEPS TO DEVELOP TALENT

Top Talent

1. Identify

2. Assess

3. Calibrate

4. Formally Present

5. Coach and Support

Top Talent• Rising

Star• Emerging

Leader• Future

Leader


STEP 1. IDENTIFY TOP TALENT

By now, you know that you are expected to engage

your Associates through:

• Strengths-Based Development

• Conducting Career Conversations, and

• Encouraging Learning Agility through

Experiences

Your engagement with your team members will result

in you having the information you need in order to

assess your team.

Step 1 is to identify Associates who demonstrate

qualities of being Top Talent: game changers who

have high potential to stretch to two or more key

leadership roles within a five-year period.

‘A’ Talent

High Potential, Game

Changers

Stretch to Key Leadership

Positions

‘B’ Talent

Critical Hires, Team Strength

Strong performers with stretch to key management roles

Stability player, could be in

destination role

‘C’ Talent

At-Risk

Not contributing to RNDC Success based on lack of demonstration of

leadership behaviors and/or

results


STEP 2. ASSESS TALENT

Top Talent DefinedTop Talent Associates are assessed by their ability to meet these Seven Talent Factors:

1. Mastery of Current Job

2. Performance Meets

Expectations

3. Training Track Completed for

Job

4. Ability to Master Two or

More Jobs

5. Sponsored by Management

6. Delivers Solid Business Results

7. Role Models the RNDC

Leadership Competencies


STEP 3. CALIBRATE ON TALENT

Once leaders have assessed each Top Talent Associate's performance and potential, then verified

the Associate meets the Seven Talent Factors, they need to calibrate with their chain of command to ensure

they have the support and sponsorship of all levels above.

Talent Pool Identifies & Assesses Talent Alignment Approval Review for final Approval

Operations Associates Direct Supervisor Operations Leadership Local HR

Sales Representatives District Managers Area & Division Managers Division Managers & VP

District Managers Area & Division Managers Division Managers & VPSenior VP and/or

Market/State EVP, Local HR

Area Managers Division Managers & VPVP with Senior VP and/or Market/State EVP & Local

HR

Region President & VP HR

Division ManagerVP with Senior VP and/or

Market/State EVPRegion President & VP HR


STEP 4. FORMALLY PRESENT TALENT

Leaders will present their Top Talent as part of the annual formal Talent Review event. Using the presenter script provided, leaders will

introduce their Talent by briefly reviewing their profile and career preferences while focusing 80% of the conversation around their

Development Plan and needs to gather insights and recommendations from leadership in the room. Highlighted information on each

Associates is gathered from the online competency and talent assessment tasks and pre-populated for display during the event.


STEP 5. COACH & SUPPORT TALENT

Leaders are responsible for encouraging Associates to apply their strengths to new “stretch” experiences and develop their ability to

take on higher levels of leadership responsibility. New learning experiences expose Associates to job-related situations and challenges

that call for untested abilities “on the job” also known as learning by doing or On-the-Job Experiences. Our Learning Framework

integrates a blended approach for how we learn; 10% from formalized classroom or online training, 20% from relationships through

mentoring experiences and 70% from on-the-job experiences.

• On-the-Job Experiences (70% of How We Learn) - Work on a committee inside or outside the organization,

• Relationships (20% of How We Learn) - Participate in a New Leader Assimilation, Serve as a Mentor or Mentee, Cross-train in other

departments, Onboard incoming new hires, etc.

• Formal Training (10% of How We Learn) - RNDC Center for Professional Learning Training Tracks, Reading selections, Certifications,

Online Training, Classroom Training, New Leader Onboarding execution, New Hire Onboarding execution.

Successful job performance and leadership potential provide clear differentiation for our financial investment on an Associate’s career

development. The Talent Review Grid is used to evaluate and plot RNDC’s talent pool based on these two factors. On the horizontal axis

is "Overall Performance” related to execution of business results. On the vertical axis is “Potential to Advance Based on Leadership

Factors” referring to an individual's level of potential to grow their professional capacity. The TRG provides guidelines for where and how

to invest in the career development of Associates. Leaders should use the tool to determine the best career development experiences

for the Associate using the development and coaching strategy tips on the following slide.


Job performance and future potential

are key success indicators that lead to

bigger job roles and responsibilities.

These success indicators translate to the

developmental investment RNDC

makes in you and your career. The TIG

is a good resource for managers,

coaching them to have transparent

conversations with their direct reports.

The “development investment”

recommendation is calibrated against

many factors related to grade level

and positioning on the TIG.

22

TALENT INVESTMENT GRID (TIG)

Hig

hest

Po

ten

tial

to A

dvan

ce

• HOPEFUL TALENT

• Talent Review Program:

No

• Development Investment:

None

• RISING STAR


Yes


2 x Avg.

• FUTURE LEADER


Yes


3 x Avg.

Avera

ge P

ote

nti

al

to A

dvan

ce

• UNDER PERFORMER


No


None

• SOLID

CONTRIBUTOR


No


Average

• EMERGING LEADER


Yes


2 x Avg.

Po

or

Po

ten

tial to

Ad

van

ce

• “C” PLAYER


No


None

• DESTINATION ROLE

PLAYER


No


.50 x Avg.

• ESSENTIAL PLAYER


No


.75 x Avg.

Lowest Performance Average Performance Highest Performance

(-) L

eader

ship

Beh

avi

ors

(++

)

(-) Performance (++)


KEY LEARNINGS FOR YOU

As a New Manager

RNDC provides many resources to develop talent and offers career conversations to all

associates.

There are defined processes to assess and develop talent.

You are a leader of teams and accountable to develop your team. Understanding our talent

development strategy is important to help others achieve their career potential.

As a HR Professional

The HR Team leads most of the RNDC talent management programs and supports line management in developing their teams.

The RNDC talent management programs are based on best practices and best-in-class

resources.

You are a Talent Champion. Understanding our talent management programs is important as a

leader in ensuring we support others in achieving their career potential.


YOUR ROLE AS A RNDC LEADER

The foundation of our success is grounded in the core values of family, service, accountability, honesty, and professionalism.

We are an industry leader known for exceptional professional development and career advancement that delivers excellence

in long-term sustainable business results and job satisfaction. We offer a vibrant culture for professionals who desire a work

experience that makes them feel accomplished, challenged and engaged. Simply stated, relationships and belonging matter

at RNDC. Our Associates genuinely care about the people and communities they serve. Every day, our Associates are inspired

to challenge themselves and achieve the fulfillment that comes from making valuable contributions to a successful and

thriving organization.

Every RNDC Leader has accountability to understand our human capital practices and role model the required leadership

behaviors and Company standards to ensure we provide the best workplace experience and culture that engages and grows

our Associates. We appreciate your leadership and commitment to our standards of excellence and vision at RNDC.

Our vision is to be the national distributor of choice of beverage alcohol producers who value the three tier system,

building branded products and profitability for all parties involved, and serving the needs of our associates, suppliers,

customers and community.

TALENT DEVELOPMENT PROCESS AND TOOLS

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