interview | SCOTT NORTHCUTT
Another big focus for us is embedding our values and we have three F’s: Family, Fearless, Founder. As part of being fearless, we’re promoting innovation and the idea that it’s OK to fail, because challenging the status quo and taking risks are imperative values for future competitiveness. To support the three F’s, we've also eliminated performance reviews and have introduced what we call
seen time and again that you reap what you sow. But no business can just rely on the tried-and-trusted. A study from Stanford University revealed that by 2030, 80 percent of the jobs we know today won't exist. So how do we stay relevant and how do we innovative so that, by then, we have the right people in place with the right capabilities, who are great leaders?
FIRST TWO DAYS AT BACARDI, WE SHARE THE HISTORY - ABOUT THE FAMILY AND OUR BRANDS - YOU MEET ALL OF THE PEOPLE THAT WILL BE IMPORTANT TO YOU, AND WE ALSO TEACH YOU HOW TO MIX SIX, CLASSIC COCKTAILS
“Let's Talk”, which encourages more regular discussion throughout the year, checking in, making sure we’re on track rather than a one-time, end-of-year review. The new process is achieving greater input and participation due to a more personal and relationship-oriented framework. Keeping that momentum going, we recently introduced an app called “Cheers”, which encourages people to give thanks and recognition to colleagues who have achieved something, or who you simply want to show your gratitude towards, because they have gone the extra mile. The Cheers notes are sent via text or email and are automatically copied to line managers. It’s that type of innovative, personal approach that really makes a difference. When people join an organisation, they are usually introduced to people, shown where the water cooler is. First two days at Bacardi, we share the history - about the family and our brands - you meet all of the people that will be important to you, and we also teach you how to mix six, classic cocktails, so you can go home and share your new skills with friends and family.
So that's where you start and, from that moment on, every day is a learning experience and, like a cocktail, we keep it fresh and mix it up with a rotation of development programmes. We have a series of initiatives for primos at all levels and, at the highest level, we have created a programme in conjunction with Harvard Business School called Emilio Bacardi Harvard Business School Leadership Programme. It’s tailored specifically to us, case study- driven, with inspirational professors and guest speakers aimed at developing our next generation of senior leaders within the company. Leadership development and support is paramount to us because we’ve
Te Bacardi brand itself must be hugely useful to attract young talent. Yes, it's obviously a great calling card, but you have to back that up, once the honeymoon period is over. We keep people excited, always encourage them to think outside the box in terms of their career and provide plenty of opportunity to live and work in different geographies and switch portfolios. It’s important to not be complacent, even if you’re appearing to do well in attraction and attrition, and keep saying, “what can we do better”? Our turnover around the world is in single digits, we have a young demographic and probably around 12 percent of our population has 20 or more years in the business, which is a dynamic combination. I've met a number of people who have 40-plus years and they look so young and healthy. Incidentally, we’re great advocates for a healthy life, and relating that to our business - our mantra “One Drink at a Time”, has multiple meanings. It's important that you take care of yourself because you’re in an entertaining- centric industry. We don’t just provide subsidised gym membership, although those are well received, we listen to people about their mental and physical wellness and are open to supporting different initiatives. In terms of attrition, we have heightened sensitivity towards a tick up, but you should never try and hold onto people if they want to leave. In fact, we have created our own internal search team called BEST, Bacardi Executive Search Team. Their role is to source and select internal and external talent for Bacardi, but they also support our colleagues when they are looking for their next move.
Work/life balance, it’s become a bit of a cliché, what does it really mean? Agreed, I’ve rejected the phrase. I think “work/life fit” is more realistic and discernible, and what's right for
10 | thehrdirector | MAY 2019
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56
