Achieving outsized productivity gains with a new approach to task management utilizing a digital workplace platform_Ulta Beauty_Workjam
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Achieving outsized productivity gains with a new approach to task management utilizing a digital workplace platform_Ulta Beauty_Workjam
- 1. Achieving outsized productivity gains with a new approach to task management utilizing a Digital Workplace Platform Diane Randolph – Chief Information Officer, Ulta Beauty Steven Kramer – Chief Executive Officer, WorkJam Will Eadie – Global Vice President of Sales & Alliances, WorkJam
- 3. © 2019, WorkJam, Inc. ‒ Mobile & web based ‒ Secure ‒ Organized ‒ Extends IT footprint ‒ Engaging & sticky Our Digital Workplace
- 4. © 2019, WorkJam, Inc. Current State of Task Management Task management is isolated Tasks Task Assignment Task Verification Task Reporting Schedule Changes Task Comm & Training Task Follow-up and over-relies on manual intervention
- 5. © 2019, WorkJam, Inc. Current State of Task Management Structural flaws hamper breakthrough and process improvement OPTIMIZATION SCALABILITY EFFICIENCY ADOPTION Lack of transparency impedes optimization Over-reliance on managers makes scaling hard Unnecessary administrative cost and overhead Static and noise become impediments • Best case: ✓ • Worst case: status is reported back • Managers need to assign, verify, follow up and reports • Managers become the bottleneck through communication • Manual 1-on-1s • Printing costs • Back office at the of floor time • Redundant applications • Task solutions become catch-all for messages, training, company • Bloated task system becomes overburdened unusable
- 6. © 2019, WorkJam, Inc. Task Management as Part of the Digital Workplace How to overcome these structural flaws? Tasks Training Comms Next-Generation Task Management To allow for scalability and optimization, tasks need to be part of a closed-loop ecosystem that allows automation and interaction with other systems. To best reach critical mass adoption, tasks should live in a place where associates already do a lot of their work.
- 7. © 2019, WorkJam, Inc. Advantages over Existing Task Management Solutions Scoring & Workflows Schedules & Shifts Rewards Surveys Messaging Training E.g. when a task is not executed properly E.g. messaging stores about importance of fire safety E.g. unlocking shifts for continued task performance E.g. making sure messages are absorbed and understood E.g. recognizing outstanding execution via leaderboards / rewards
- 10. REAL ESTATE PRODUCT MIX SERVICES 29 years. 3core insights.
- 15. Industry-Leading Financial Performance Note: Fiscal year 2017 is a 53 week year. 2017 diluted EPS includes re-measurement of net deferred tax liabilities, impact of lower tax rate in January 2018, one-time bonus for hourly associates and share-based accounting change. 2018 diluted EPS includes share-based accounting change.
- 16. Meaningful Share Capture by Specialty Beauty Retailers Still highly fragmented, growing market Source: Euromonitor International, “Beauty and Personal Care in the US”
- 17. Ulta Beauty has ~7% Share of the $87B Beauty Products Market Source: Euromonitor International 2018, IBIS World 2018 Note: Other includes men’s grooming, sun care, deodorants, depilatories and oral care. U.S. Beauty Products Market
- 19. Principles of Ulta Beauty’s Guest Experience Bring possibilities to life through the power of beauty Brand Purpose Our Experience DNA Principles Human Connection Beauty-tainment All Things Beauty Just for You Beauty. Simplified.
- 20. Personalization Across Every Touchpoint
- 21. Associates’ Journey to Deliver on Ulta Beauty’s Experience Transformation Recruiting and Hiring Onboarding and Functional Emotional and Purposeful Internal Communications Rewards and Recognition Career Development Tech and Processes Winning Culture Brand, Product, Operational and Digital
- 22. Highly-Engaged Associates: A Key Differentiator 79% 73% 80% Ulta Beauty Retail Benchmark Global Top Quartile Source: BlessingWhite
- 23. Continued Focus on Associate Connectivity and On-Boarding Schedule Communication Training Enhance the ability to view and manage schedules, including shift swaps Provide a platform for leadership to connect directly with Associates via channels and video messaging Access five-minute training modules for product and technical training Digital Workplace Tools
- 24. Leveraging Technology to Support the Associate and Guest Experience Store 2 Door BOPIS Analytics Dashboard Provides associates visibility to sales, KPIs and tasks all in one place Enables associates to ‘save the sale’ on any items out of stock or not available in all stores, driving incremental sales Offers the guest the opportunity to shop when and where they want across channels
- 25. Objective • Elevate current services booking and scheduling capabilities Features • Booking • Scheduling • Checkout Future Enhancements • Associate feedback • Eventing Enhanced Booking and Scheduling Solution
- 27. Functionality by Deployment Phase Test and Learn 40 Stores Test & Learn Labor Pilot Labor Pilot
- 28. Digital Workplace Results Test and Learn 40 Stores Test & Learn Labor Pilot Labor Pilot
- 29. What’s Next?
- 30. Integrated Operations Planning (IOP) What pain points are we addressing? Stores are overwhelmed • Volume and prioritization of daily tasks vs sales goals prove challenging Labor is planned at an enterprise level • Conflicting tasks are often assigned to the same store at the same time Store and Corporate resources are static and dispersed • Calendars and status trackers are updated manually on a weekly or monthly basis across several spreadsheets What benefits do we anticipate? • Visibility to total forecasted workload will allow for store-level capacity planning 8+ weeks in advance • Protection of selling hours with a reduction in “unplanned tasks” due to visibility into project status • Improved compliance of tasks (e.g., RTVs, mobile checklists) • Visibility to the time it takes to complete tasks • Payroll model optimization through store-specific labor standard data What’s included in this robust one-stop-mobile-shop solution? Task Management Workflow Capacity Planning Calendarization
- 31. Integrated Operations Planning (IOP) Test and Learn 40 Stores Test & Learn Labor Pilot Labor Pilot CURRENT STATE FUTURE STATE (WITH IOP) • Limited visibility to upstream workflow and impact to store workload • Highly manual (~300 emails/week, ~20 hours/week) • Decentralized via email WORKFLOW: requests flow through email • Unplanned tasks disrupt planned workflow, schedules, and funding • No visibility to accurate tasking completion time • Task feedback/issues are tracked separately from task management TASK MANAGEMENT: 1,200 unplanned task requests YTD • Labor funding is not based on store specific labor drivers and stores are frequently over or under funded • Frequent manual processes and workload to support administration CAPACITY PLANNING: labor funding is not optimized • Real-time visibility to upstream projects and workflow to enable proactive analysis and management of impact to store workload • Automated and centralized reporting and workflow management WORKFLOW: managed through a cross-functional tool • Single user interface for task management to promote enhanced compliance and accountability TASK MANAGEMENT: limited unplanned tasks • Store-specific and dynamic payroll funding based on store capacity • Drives payroll compliance and sales coverage • Enables predictive scheduling on store- specific visibility CAPACITY PLANNING: optimized payroll allocation
- 33. • The associate experience is driven by engagement • Task Management belongs in a digital workplace • Operational efficiencies are outputs of a complete, unified digital workplace strategy Visit the WorkJam booth #5843. Raffle at the booth before task demo. Actionable Takeaways from this session:
Editor's Notes
- Task Management is Isolated Task management takes traditionally place in isolation of other employee functions and workflows (e.g. communications) Task management is not just about “move this”, a lot of tasks belong to different buckets Often confined to computer in back office Associates go into back office, print tasks out on 4-5 pieces of paper, sometimes in color Taking papers around and checking tasks off the literal list, because the tasks contain the instructions on how to do it properly Store Managers as Bottlenecks A lot of organizations don’t (want to) assign tasks to anyone but a location manager Manager manually assigns tasks to employees who are scheduled on a specific day and verifies the outcome e.g. 10-step task that needs to be completed next week: several employees might work on this over several days When schedule changes, manager has to manually re-assigns tasks Many solutions manage tasks at a very high level Don’t communicate singular, sub-tasks
- Lack of transparency impedes optimization Corporate can’t get proper KPI’s because it can’t see below location manager Best case: feedback is limited to “job is done” Worst case: never reported back (paper, back office) Impossible to determine if a task could be done better if they had training Over-reliance on location managers makes it hard to scale System depends on managers manually assigning tasks, overseeing execution and intervene for changes Relying mostly on manual communication between employees Hard to scale at large organizations Administrative overhead & cost Printing increases expense (ink & paper) as well as probability that something is misread, misprinted or a page is lost Shoehorning leads to bloat Makes it hard to use Traditional Task Systems become overburdened with things that are not Truly Tasks Catch-all for things that don’t belong into task management. e.g. comms, trainings, company updates Adoption Rate Despite Reflexis, Opterus, Thinktime offering a mobile solution, associates never log into these systems Too many apps Backoffice access
- Complete System A modern view of Task dictates that the traditional concept needs to be incorporated into a Digital Workplace strategy, you have to deliver Task as part of a unified strategy in a single Digital Workplace. (See Robyn Menish’s quote) Task solution is embedded into digital workplace, where everything has its place Tasks Communication Training Employee’s specific skill sets Schedule: Because we have the schedule, we can actually assign tasks to specific people who are on shift today Considering other employee functions and workflows Palm of Employee’s Hand Placing tasks where employees already are Making task management collaborative amongst other things that happen in an associate’s inbox Manage their schedule Clocking in and out Receive their communication (corporate and intra-team) Upskill with micro learnings
- Scoring Each task can result in points, e.g. score cleanliness 1-5 Grand total score can be measure for a series of tasks/project, e.g. store walk Events can be triggered by total score as well as by individual questions Allows employers to identify stores/people who excel at certain tasks Based on score, additional tasks can be started e.g. training In a standalone system, it’s hard for manager to enforce any kind of training Workflows Task Management can trigger events in other systems, too E.g. training, surveys, communications Use cases: product recall, store audit Allows for corrective action: if area didn’t comply, closing the loop with follow-up action–otherwise no point to do inspection if correction is not part of the workflow Based on score, locations and employees can be tagged Identifying top performers and laggards Gamify and incentivize Refined Task Evaluation Executed badly: training is triggered Executed well, multiple times: associates earn a badge that allows them to pick up additional shifts Critical task, executed well: associates invited in a channel to discuss how they do the task (real-time feedback for task creators)
- Beauty is an amazing place to be. It’s high involvement, it’s emotional, it’s personal, it’s meaningful. It’s about identity, culture, heritage, family, expression, gender, self, and self care. It’s at the crossroads of all of those wonderful things and also at the crossroads of standards, judgment, criticism, and limits. For us, we wholly believe in our journey of diversity – the journey of Human Connection. The journey where we change the way the world sees beauty – and make beauty feel truly limitless.
- Just like we were 29 years ago, when our founders broke the mold in beauty – Taking beauty out of the malls and into strip centers for convenience…into what is now almost 1200 stores in every state in the country – Bringing together an unprecedented mix of beauty categories – from skincare to haircare, to fragrance and nail, to makeup from both mass and prestige brands – a never-done-before mix that truly reflects how beauty lovers shop And intertwining that product mix with beauty services – with brow, skin, and hair services in every single store – this brings beauty to life and truly creates the All Things Beauty, All in One Place in a way that nobody else does
- And launched our new advertising campaign bringing to life our purpose and our new tagline, the possibilities are beautiful Celebrating the emotional and inclusive power of possibilities at Ulta Beauty.
- AV Tech: Transition Enabled; click to view embedded video (60 seconds run time)
- Our differentiated offering has led to very strong performance over the past few years, and we expect that to continue. 2018 was a very strong year with record sales and earnings. Sales for the fiscal year increased 14.1%, or 16.3% adjusted for the 53rd week in 2017, to $6.7 billion. Total company comparable sales rose 8.1%, driven primarily by strong traffic. GAAP earnings per diluted share grew 22.1% to $10.94.
- When we look at our marketplace, we compete in a dynamic market that is highly fragmented. Over 70,000 places to buy beauty in the US. Specialty beauty segment has been the biggest share gainer, from 10% in 2015 to 15% share in 2017. Plenty of opportunity for Ulta Beauty to gain share from other channels – department stores, drug stores, mass retailers, grocery, etc.
- Taking a look at the overall beauty products market – it’s a large $87B market spread across multiple categories. Despite all of our growth, Ulta Beauty only has about a 7% share. We have strong growth potential as we are the only retailer playing across all major categories and all price points. Our assortment strategy is built to maximize our opportunity in this environment.
- To start with, we have just completed the largest consumer research study in our history. In concert with our new brand purpose, we have developed and aligned to five DNA principles that will serve as the foundation of our end to end guest experience. Human connection: We promise to listen to your needs, your questions and your goals. We’re friendly, approachable, always there for you, educating and guiding you. Beauty-tainment – the idea that we are a beauty playground with so much newness to explore, in an interactive, immersive environment where shopping for beauty and using our services is fun. All Things Beauty – the notion that we bring you amazing brands and products you can’t find anywhere else. Just For You: we know you, we get you, and we love solving your beauty problems. Beauty Simplified: we make shopping fast, easy, intuitive and effortless, so you can spend all your time experiencing beauty – not waiting, not searching.
- This research clearly reinforced the importance of our associates’ role in the guest experience, and will inform all aspects of how we hire, train, communicate with, arm with technology solutions, and develop the careers of our associates.
- BlessingWhite 2018 Culture Readout Stats
- Our associates expectations continue to evolve. Connectivity is more important than ever. Through our deployment of digital workplace we are able to focus on 3 new capabilities for our store associates. *Scheduling *Communication *Training
- We are also leveraging technology to support the guest experience and remove obstacles around product availability and convenience. We’ve rolled out our “save the sale” capability, called store 2 door, that enables free delivery of products that are not available when the customer visits a store, and while a small percentage of our orders, it’s about twice as much volume as we expected. We have also made investments in technology across multiple platforms to drive more efficient tasking around store audits, inventory management, and performance management, to free up more time for customer facing activities. We’re very excited about the role of the associate and the use of technology, to support the transformation of the guest experience.
- We have invested in a technology start up, Spruce, to develop our new Services system which makes booking appointments easy and elevates guest engagement. Spruce is live in our pilot store, generating a wealth of learnings from a guest and associate perspective. The new system will enable mobile booking for all services, including hair, skin, brows and make-up. We plan to continue launching the new system in limited stores this year, with full roll-out to the fleet with enhanced mobile features in 2020.
- TASK MANAGEMENT: We will not have to wait for a corporate partner to submit a task to have visibility to the impending workload, as task management will be connected to workflow, greatly reducing, “unplanned” tasks Associates and field leaders can have access to tasks and checklists on their mobile device, allowing for real time timestamps for completion This could give us insight into actual tasking vs selling hours – a current blind spot Tasks will be automatically assigned to shifts, using both the shift time and “badge” criteria, to ensure that the most appropriately-skilled associate is performing the right task This could enable labor specialization that we are exploring with Associate of the Future WORKFLOW: Workflow users will be prompted on what planning and steps are required to execute any store-facing task We will no longer need to rely on spreadsheets and emails to see the progress of projects that impact stores (for example, merchandise transitions) Approvals of each step in the process will be captured without e-mail Real-time reporting will enable visibility and accountability to the impact of missed milestones on store labor CAPACITY PLANNING: This will enable us to plan labor funding at the store and task level, lending enormous opportunity for financial savings and the associate experience, and eliminating the “peanut-butter spread” method of labor planning We will have the potential to share labor across neighboring stores, allowing increased flexibility in coverage while reducing turnover and recruiting expenses CALENDARIZATION: Stores will have a dynamic calendar view, specific to their store, of all workload & events, that was updated in real time as changes are made at the Corporate level All store-facing tools will funnel through WorkJam, providing a one-stop-mobile-shop for communications, tasks, support tickets, scheduling, ordering, training, and process documents