next gen learning strategy: elevating the express employee value proposition

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Adam Zaller Vice President of Organiza6on Development Expess

Next Gen Learning Strategy: Eleva6ng the Express Employee Value Proposi6on

Confidential Information – Not for Duplication or Distribution

ELEVATING THE EXPRESS EMPLOYEE VALUE PROPOSITION

Confident, sexy & vibrant, Express is …. what’s now.


AGENDA

§  Express overview

§  The millennial

§  Express development approach: elevating the employment value proposition

§  EXPLink

§  What’s been the impact?

§  Q&A


EXPRESS COMPANY OVERVIEW




§  One of the largest specialty apparel retailers in North America.

§  More than $2.3 billion in sales for 2015

§  More than 650 store locations (U.S./Int’l/Outlet)

§  International franchise presence.



A fashion authority for women and men.

§ 20’s and 30’s.

§ Curated point of view: sexy, sophisticated and social.

§ Focused on style and quality while offering an attractive value.

Addressing four key categories:

§ Casual

§ Work

§ Jeans

§ Going Out

Kris Bryant

Karlie Kloss


EXPRESS SERVES FOUR WEARING OCCASSIONS STYLE AT THE SPEED OF LIFE

4

Serving 4 Wearing Occasions

Work Casual Jeanswear Going Out

Teens

20-30s

Mid -Late30s


EVOLUTION OF EXPRESS

§  Launched in 1980 as a division of L Brands; became a stand-alone company in July 2007 followed by a May 2010 IPO.

§  Strong, deep leadership team.

§  Significant changes to the business model since 2007: §  Successfully reinvigorated the brand.

§  Launched: §  eCommerce; now progressing towards full omni-channel model

§  International

§  Outlets

§  Rationalizing domestic retail store base.


ADAM ZALLER – INDUSTRY EXPERIENCE



ADAM ZALLER – INDUSTRY EXPERIENCE

§  Worked for companies dominant in their industry.

§  Predominately roles in Learning & Development.

§  Worked in a customer-facing and an internally-focused role.

§  Led global teams of 75+ and small teams of 3.

§  Known for: starting departments, process & systems focus, ROI, and eLearning.


ELEVATING THE EVP



ELEVATING THE EMPLOYEE VALUE PROPOSITION (EVP)

We believe development elevates the Employement Value Proposition because:

§ Focused career development differentiates Express in a crowded market.

§ Development provides opportunity and acts to retain our best.

§ Over time, a development focus will act as a talent magnet.

§ Development creates engagement, which has a ripple effect on productivity.

And ….


ELEVATING THE EVP – THE MILLENNIAL

It is what Millennials want from their employer!


WHY A FOCUS ON MILLENNIALS?

§  By 2020, 46% of the workforce will be millennials


WHAT MAKES MILLENNIALS DIFFERENT?

§  Optimistic, generous and practical.

§  Have always been connected – 2.5x more likely to adopt new technology.

§  Multitaskers.

§  Prefer information on demand – they google everything.

§  Social generation – have more friends - team oriented.

§  Influenced by peers – seek input and affirmation from friends.

§  Crave experiences.

§  Expect career advancement.

§  Expect status.

§  Socially conscious.

§  Fitness & health generation.

§  Least “corporate” generation – change jobs frequently.


IMPACT TO OUR DEVELOPMENT STRATEGY

§  Less about amassing knowledge. More about creating career skills!

§  Create outlets for employees to socialize and share their native genius

§  Uber personalization and individualization

§  Knowledge nuggets instead of large “traditional” courses

§  No manuals required - simplicity is king

§  Experiences & activities drive knowledge, think 70 | 20 | 10.

§  And …


IMPACT OF OUR APPROACH ON DEVELOPMENT

A mobile device strategy is critical in development!


EXPRESS DEVELOPMENT STRATEGY



EXPRESS DEVELOPMENT STRATEGY

§  Develop the best leaders in the retail industry who create an engaging environment

§  Drive employee self-development through creating a personalized and meaningful experience

§  Keep it simple by focusing on a few core programs at each level that drive leadership behaviors

§  Use data and analytics to shape talent management experiences

§  Be different! Provide courses that differentiate the experience at Express


STRATEGY IN ACTION



CAREER DEVELOPMENT IS A PRIORITY

Presumptive question: Which career choice do I make to get ahead?


CAREER DEVELOPMENT IS COMPETENCY-BASED

§  Express Essentials creates a simple roadmap

― Organizational competencies

― Organized by core areas of focus & layer

§  Course catalog supports core competencies

§  Performance management systems align to the Express Essentials


CAREER DEVELOPMENT IS THEMATIC

Personal Credibility

Manager Essentials

Situational Leadership

Strategy & Storytelling


CAREER DEVELOPMENT IS EXPERIENTIAL

Millennials want:

§ Real time, application-based learning

§ One size fits one and not all – that is the mantra

§ Personalization generated from employee aspirations and “potential”

Express translates this to:

§ Experience-focused and not catalog-focused. We are a 70 | 20 | 10 shop!

§ IDPs set the priority and not a course catalog.


CAREER DEVELOPMENT IS ASPIRATIONAL

Express IDP:

§  Based on work of CWRU

§ Focused on aspirational career development

§  Emphasis on 70 | 20 | 10

§ Objective is to create simplicity around development planning


PERSONALIZED DEVELOPMENT EXPERIENCE

§  Provide highly collaborative spaces where employees can connect with and learn from each other

§  Facilitate the desire of Millennials to:

―  Improve society through contribution

―  Increase social status and “worth” through recognition of expertise / native genius

― Be self-reliant & create own content

― Learn from each other in informal settings



Millennials communicate through:

Engaging development platforms should emulate components of each!



EXPLink Desktop EXPLink Mobile


DEVELOPMENT IS PRESCRIPTIVE

§  TIM (The Intelligent Mentor) – machine learning that has replaced the Learning Planner role.

§  Provides real-time development recommendations, based on career aspirations.

§  Assess skill gaps, compared to others, and suggests focus.

§  Helps associates to build personal network and promotes social collaboration, by recommending mentors.

§  Provides direction for 20,000 associates!


DEVELOPMENT IS SOCIAL

§  Encourage associates to contribute

§  Every associates has the ability to share

§  Links, articles, ideas, knowledge, articles, videos, and more

§  No filter! The learner universe is self-managed!


DEVELOPMENT IS COLLABORATIVE

§  Encourage associates to create learning circles or learning groups

§  Groups can be open or private

§  Groups enable collaboration

§  Groups can be tied to content or they can operate independently


DEVELOPMENT IS EMPLOYEE DRIVEN

§  Provide outlet for employees to share their native genius

§  Outlet for leaders to be teachers

§  3-5 minute vignettes on key competencies

§  Designed for mobile use

§  Long-term goal is video upload capability, so every associate can be their own author

§  It’s different & it’s fun!


DATA & ANALYTICS DRIVE EXPRESS DEVELOPMENT

§  Data and analytics drive Express talent development decisions

§  Combine insights with business metrics to inform which programs will provide best result for Express

§  Saba Analytics is an invaluable tool and the backbone to our analytics


RETURN ON OUR INVESTMENT




§  Turnover – 2015 saw a reduction in year over year turnover & a drop in High Performer turnover.

§  Associate Engagement, in 2015:

―  100% improvement in Associate Engagement score.

―  84% net promoter score.

―  On average, a 520 basis point improvement in questions about managerial behaviors.

―  83% of questions had highest score ever.

§  Learning & Development, in 2015:

―  30% increase in completed classes, year over year.

―  More than 105,000 classes completed online.

―  Social learning is thriving – more than 70 learning groups have been created and 300+ active discussions are occurring online.

―  80% of all active home office associates completed a development class in 2015.

―  And . . . We’re spending less on development!


EXPRESS FUTURE DEVELOPMENT FOCUS




§  Continued simplification of the talent management system and adoption on all features

§  Greater focus on prescriptive learning and improvement in development recommendations

§  Continued emphasis on the learning and development medium of choice: iPad and iPhone

§  Simplified career pathing – both ladders and lattices – with recommended / template development plans

§  Emphasis on Experiences and Activities. These should be able to be “authored’ by associates, suggestable on learning plans and shareable throughout the organization. Also, they should be part of the catalog of “learning options”

§  Anyone can and should be able to develop and deploy content – especially videos


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