Investing in our associates is an investment in our business. In our industry, which traditionally has high turnover rates, we have a responsibility to develop the talents of our associates. By strengthening our Group’s culture through training and development, we can deliver better service in more sustainable ways. In 2010, we rolled out our Group-wide vision and values and our New Game Plan business strategy.
We also integrated our U.S. operations to create Delhaize America. Against this background of change, we developed a series of successful training and associate engagement programs. Across the Group, we continued to increase the percentage of associates that participated in one-to-one performance dialogues. However, there was a dip in our retention rate, which is something we’re monitoring.
What are we doing about associate development?
Developing a Group-wide strategy
In 2009, the Leadership College (a committee of senior executives from across the Group) recommended we define a Group-wide strategy for associate development. In 2010, our HR leaders developed the strategy, covering five key areas:
- Leadership alignment
- Training programs
- Associate development Key Performance Indicators (KPIs)
- Processes and systems
- Developing a culture to reinforce our values and encourage performance
Performance dialogues
We’re steadily increasing the percentage of associates that participate in one-to-one annual performance dialogues. We aim to reach 100% by the end of 2011. To do this a common framework for performance dialogues has been developed, integrating Group values and strengthening the process. Through this process, we’ve learned to focus on the learning and development dimension of performance, rather than purely metric-driven performance indicators.
Associate development and training
Measuring Training ROI
Assessing the Return On Investment (ROI) helps us provide better training. We’re creating a Group-wide associate development index to give us a consistent way of making this assessment.
In the meantime, we use a series of performance indicators, including outcome measures like retention rate and input measures like training, to measure our progress.
Attracting and retaining talent
Between 2009 and 2010, our retention rate fell slightly from 74% to 73%. This is a small shift, but one we will monitor closely. We believe though, the figure still represents good performance in our industry.
Our operating companies successfully run Retail Management Trainee programs. To develop talent faster, we launched our Delhaize Group International Graduate Trainee program in 2010. Selected graduates do three six month placements in different markets and departments to put them on a leadership path. Click here for more on the Graduate Trainee program.
Training and skills development
In 2010, we increased the number of associates receiving training at all operating companies. The exception was Hannaford that had trained all associates in 2009 as part of a company-wide strategy program.
What do our stakeholders think about it?
I am very encouraged with the progress that Delhaize Group made in 2010 regarding both the quality and quantity of performance dialogues. This is evident in our improved performance from a 67 to 73% completion rate. In 2011, we will introduce the process to all remaining Delhaize Group associates as we aggressively move toward our goal of ensuring all eligible associates receive a performance partnership dialogue for their efforts in 2011.
Mike Vail, President/Chief Operating Officer, Sweetbay Supermarket, mandated for the performance dialogue process at Group level