Celadon HR“The Way Ahead”

“Alone we can do so little. Together we can do so much." Another example: "Individual commitment to a group effort — that is what makes a team work, a

company work, a society work, a civilization work."

Who’s the New Guy?

Past Positions

Army Officer (2 Decades)• Last 3 Positions- Chief of Staff/Recruiting

Commander/COO

Johnson and Johnson Sales Manager- 2 Years

Target- 1 Year

Leadership Starts w/Transparency"The most important role of a leader is to set a clear direction, be transparent

about how to get there and to stay the course.” – Irene Rosenfield

My Leadership Style“People work better with passion and emotion”

Teach, Coach, Mentor

Believer in “Retrograde Analysis”

Generic solutions diffuse the fastest

5 P’s (Prior, Planning, Prevents, Poor, Performance)

Challenges (Problems) must always be communicated with thought out courses of action (solutions)

Always cognizant of how to be more “introspective”

No “Death by Meeting”

“How does this effect the business”

Lean Process Management

A little discomfort is a good thing

What I Have Learned About Myself….“Relationships don’t truly begin to take shape until a problem is encountered

and resolved together.”

Clear communication and guidance. Is what I am saying being clearly understood. Not always.

Constantly feeling as though I am missing something.

Fear of failure.

Am I being too “simple”?

Building a Team“I am always looking for excellence and not perfection” – BG Ellis

Recognize

Reinforce

Reward

Next 90 Days

1. Meet 1 on 1 with entire team2. Establish a baseline of morale3. Identify 3 small “wins”4. Gain employee buy-in5. Begin empowerment and decentralized decision-making (trust)6. Start building blocks on constructive criticism and accountability (results)

Establishing a “Winning” Culture

VP of HR Developmental 120 Day plan Andy Weaver

1. Healthcare Benefit information study2. Meet with HR influencers from other companies3. Receive back-brief from Celadon benefits manager4. Meet with healthcare benefits provider/providers5. Meet with HR influencers from other companies

1. Meet with HR influencers from other companies2. Take on-line courses on compliance implementation and design3. Meet with Celadon retained legal representation to review policies4. Review/study past legal issues to grasp historical 5. Meet with HR influencers from other companies

Establishment of the right team

Expectations/Accountability Set Establishing a “Winning” Culture

1. Outline basic expectations and operating framework2. Meet 1 on 1 with entire team3. Garner senior level feedback on past team brand4. Evaluate internal/external communication practices5. Evaluate priorities and vision and does it align with Celadon as a whole

ComplianceBecome Technically HR

Competent Healthcare Benefits 2

Desired Objectives

Healthcare Benefits

Working knowledge of our core business and stakeholders

1. Visit terminals2. Initiate meet and greets with peers, subordinates and executive team

members3. Establish 2 mentors4. Spend a day/overnight with a driver5. Continue meet and greets with peers, subordinates and executive

team members

Learn Core Business

Compliance

Evaluation of HR Talent

Learn Core Business

Lines of Effort

1

1 3

2 43

Key Tasks

1

4

1

5

2

2 3 4

5

1 2 3

Talent Acquisition

Creation of Talent Acquisition Strategic Plan Talent Acquisition

1. Join Indianapolis Vistage Group2. Receive back-brief from Talent acquisition team3. Review recruiting process flow map4. Review current vendors/social networking5. Seek feedback on “quality of hires”6. Initiate Strategic Plan

1 2

Pre -30 (Learn Phase)

First +90 (Align Phase)

First +60(Clarify Phase)

First +30(Learn Phase)

4

Evaluation of HR Talent

5

5 6

3 4 5 6

3 4

6

5

Questions I am Going to be Asking….1. What cultural/personal barriers currently exist that are impeding progress?

2. How does information flow?

3. What is our/your current brand?

4. What drives you in this position?

5. What should I know?

6. Are you/we being challenged enough?

Individual Development Plans“Success is not measures through the comparison to others: it is merely

achieving the goals set for oneself” - COL Tim Winslow

Off-Site Retreat (Date TBD) AGENDA

1. Validate our Problem statement2. Establish our core “Center of Gravity” 3. Validate our Mission Statement4. Validate Vision5. Integrate Company Leadership into our planning6. Initiate Strategic Plan

a. Establish Current Situationb. Establish Desired End statec. Establish and assign “Lines of Effort”d. Nest “Lines of Effort” with company plan

Our Flight Plan to Excellence

Mission Statement

To support the company's effort in attracting, developing, retaining, and engaging a high-performance workplace in support of excellence in the company's mission, while promoting diversity, equality, civility, and respect.

Vision“Stay focused and always be nimble and WILLING to

adjust”

An Inclusive Community of Integrated Partnerships.

Celadon Human Resources collaborates actively with all business functions in order to maximize organizational performance and engage our world class driving fleet.

Vision Principles

1. Be a strong, stakeholder focused, service-oriented team.

2. Pursue quality in the development and implementation of human resources practices to the extent that we become a world-class leader in the field of human resources.

3. Design and implement processes/procedures that are unobtrusive and take advantaged of state-of-the-art techniques and technologies.

Vision Principles4. Foster the development of human talent.

5. Serve as a resource to employees in supporting them to make informed decisions regarding work and life issues.

6. Be an open organization in terms of sharing information with each other and stakeholders while respecting the need for confidentiality.

7. Be a learning organization that is nimble and is nested with the company's core business.

Strategic Goals1. Assure the quality and diversity of our workforce through the recruitment, retention and engagement of talent within Celadon.

2. Empower leaders, managers, and supervisors in managing human resources effectively to enhance our investment in human capital.

3. Develop, communicate, and implement best practices in human resource, policies, programs and processes.

4. Create comprehensive solutions to assist work groups with transforming to a high performance culture.

5. Serve as the model of service excellence, teaming, change management and innovation.

6. Provide leadership in creating an inclusive, supportive and healthier work environment to enhance quality of life for all employees.

Operating Principles1. Identify and update the stakeholders.

2. Always be cognizant of the Team.

3. Bad news doesn't get better with time.

4. "You never arrive.”

5. Never let me be blindsided.

6. Problems are everyday. Crises happen when we do not plan accordingly and communicate robustly.

7. Always be transparent.

8. When in doubt, always over communicate.

9. In all that you do, always keep the Truck Driver in mind.

Values

1. Mutual Respect

2. Integrity

3. Inclusion

4. Fairness/Equity

5. Excellence

6. Service Orientation

7. Learning

Weekly Staff Meeting AgendaEvery Monday at 1:00 pm

Will never last more than 1 hour.

Everyone will discuss 2 weeks out.

Top 3 challenges.

Any decision points that need my assistance.

Any internal and external key leader interactions.

Professional 2 week Objectives.

Personal 2 week Objectives.

15 minutes allocated every week for “Blue Sky” ideas.

Final Product in a Nested Example

FY12Current

SituationDesired

End State/Objectiv

es

ROTC

OCS

WOCS

ISR

CampusRR OPS

Access2LT

Access2LT

AccessOfficer

AccessWO

09SRR OPS

LDAC RetainNG

DevelopCadet Contract

Unit Leads

OCSQualifyCandidate

Prepare(RSD-O)

R-CCCRR OPS

1

2

Low density AOC?Willing to qualify?

QualifyCandidate

3

WOCSIdentifyCandidate Counsel NCOES Operational

Experience

DC Specific Markets

AccessOfficerBoardUnit

Referrals Qualify

4

Retainable?MIL EDCIV EDAPFT/MEDRetain

Retrain5

DP 1: ROTC contractavailability

DP 2: OCS to WOCS based on ID skill set

DP 3: ISR qualified for OCS

DP 4: ISR qualified for WOCS

DP 5: Qualify Retained officer into low density AOC or ASI

Questions and Discussion