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COVID set us back

Getting together in small group discussion and sharing

Team Building at the SL level not just TSL

Time Constraints

How do we determine cadence to visit - balancing act

Pick top 3 not all

WIN PRG - created relationship opportunity with other resources among areas

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Plate doesn't get bigger, just more on plate

Lots of processes - have to be done

Transparency on what's happening in warehouse, creating a lot more work for DM/Partners

Stores catch everything

Staffing concerns

MWT CONCERNS
PROCESSES
COVID and ADDITIONAL CHALLENGES
FINANCIAL PRESSURE
QUALITY OF LIFE - not getting disconnect - don't call on day off (weekends, holidays, nights, always on call)

They are the middle to all - Top down and Partner up

Volume difference
Minimum pay is that even relevant for the DM - can we review to be a better paying job at the entry level
How do you make the most attractive role
Max pay should be different vs department (i.e. GM vs. Grocery)

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More processes with no additional time, i.e. ORT, Subs/Shorts, ATO, Celebrations, Money Ball, Brand Builders, PAW Walks, MSI/MSR, Scheduling in Advance, Shrink Impact, FPP

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More processes with no additional time, i.e. ORT, Subs/Shorts, ATO, Celebrations, Money Ball, Brand Builders, PAW Walks, MSI/MSR, Scheduling in Advance, Shrink Impact, FPP

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Alignment across division - common language inside stores

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Alignment across division - common language inside stores

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Email - things I need to do, and should inform TSL as gatekeeper

Slack - recognition and immediate more just in time communication

Too many places - slack, email, teams, region site, tsl site

Push communication - I will filter

Streamline purpose

DM personal phone usage - just adding slack

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Alignment with practices; while taking into consideration competitive labor market

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Alignment with practices; while taking into consideration competitive labor market

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How to best support the division from a Talent Perspective

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How to best support the division from a Talent Perspective

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More feedback from store level - more weight on store leader and store team

Vet with DM, Store Leader, and Top Store Leader

Tangible report card after they're successful

PDS - best of best to SORM readiness course - Collective moving together

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Setting Boundaries - how did we get to where there were none
call out to those giving you 150%

Manager needs to build support - how do we build structure

COVID created big tipping point

How do we pull it back

High volume getting promoted from SORM to Exempt A Manager - 2nd or lead - can't staff

SORM Program long enough - 10 weeks for Bakery; vs. other departments

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Manager to busy - having to pick up slack

No consistency - overwhelmed in onboarding process

Volume HEB does is too much, they are not use to it

See the work to better understand - interview

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Pay for hourly Partners - PT to FT Increase

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Pay for hourly Partners - PT to FT Increase

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Shift our work and product flow; more production overnight

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Shift our work and product flow; more production overnight

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PSP - Overwhelming to visit with each Partner to share PSP - 

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PSP - Overwhelming to visit with each Partner to share PSP - 

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Shared team to do it - as a best practice full group vs 1:1 - all 3 to 4 leaders; getting more knowledgeable

Can we designate 1st entry vs. repeats (ownership)

How to provide more financial literacy

Digital Pairing vs. Paper shuffling - Partnernet App (Pairs); Power on the Paper?

PSP tied to bonus or yearly - tie it to bonus instead - keeping Partners engaged - dividend

How do you include the department manager with leader in the conversation

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Commitment to career - less population

If Partners feel recognized, they feel more ownership

Instant gratification for some

Based on tenure see big picture

What's tangible

How do we get them to share ownership - hourly to hourly

Excitement about Culture should be same as Ownership

Challenge with younger generation to even care about ownership

Rewards - tokens - what do they get when act like owner to recognize

How are we pushing ownership as a negative - i.e. pick up trash think as an owner

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No solutions

Not feeling valued

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Grocery manager part of discussion with MWT

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Grocery manager part of discussion with MWT

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Reality of internal vs. external numbers - harder to get in program for internal (how do we get in)

SORL should be more detailed - to old program - to get in the weeds
Need the older program

Should have gone external is the internal thought process

Digging in to each department

Timeline for program

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Feedback on SORL - long process (3 to 4 weeks)

SORM/SORL - can we get better interview success

Start of process to end of process timeline to long

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2 weeks in new store
go to store then bring JIT trainer to the store

Take trainer to them - in new store

Look at opportunities in new store

Talent Manager connection every two weeks for a couple hours while in JIT

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DT visiting store in placement

Additional connection