The situation. The Finance and Accounting function of The Clorox Company, a multi-national consumer products company, required a new organization structure, one capable of increasing the ability of the function to serve the needs of the business. The function also needed a variety of support systems and processes to elevate performance, including: A new on-boarding process, a career planning and development process, and an aggressive program to develop leaders from within the function.
Key objectives. The goals of the project included:
- Increasing efficiency and productivity of the function
- Elevating quality and value provided to the business
- Creating a more robust pipeline of top talent for key leadership roles
- Reducing turnover among top performers and high potential employees
- Retention of top talent, and
- Accelerating the bottom-line growth of the business.
Project scope. Activities included:
- Conceiving and implementing a new organization structure
- Designing and implementing a new on-boarding process
- Developing a novel, on-line career planning and development process
- Creating and leading a leadership program for the function’s top 50 employees, and
- Designing and executing an aggressive communications effort to increase employee commitment.
Benefits achieved. Following the completion of the work, the function:
- Achieved a significant reduction of turnover, especially among top performers
- Customer service ratings increased
- A larger, more diverse pool of potential leaders for the function was developed
- Internal “culture” change – including enhanced communication, improved collaboration, enhanced decision-making, speed to solution – was realized.
