MBA FPX 5002 Assessment 4 Leading Innovation and Change Through Whole Person Leadership

Student Name

Capella University

MBA-FPX5002 MBA Leadership

Prof. Name:

Date

Leading Innovation and Change through Whole Person Leadership at Target

In early 2016, I transitioned from a store leadership role at Target to a position as a campus recruiter. Across four regions, there were 27 individuals working in this role. When meeting campus recruiting captains from local schools, I heard stories of students eagerly waiting for a chance to discuss a leadership career at Target. However, this dynamic was already beginning to shift. Over time, a more competitive recruiting environment, demographic changes, and streamlined resources necessitated adjustments in Target’s campus recruiting strategy to stay ahead in the war for talent. This paper outlines the changes Target is considering for campus recruitment, leadership strategies to guide these changes, and how whole person leadership and personal strengths can support these efforts.

Change Needed by Target

To understand why Target must change its campus recruiting practices, it helps to recognize its perspective on building diverse teams that reflect the communities they serve. A case study Target shares with college students highlights that “diversity can be defined through one’s dimensions of difference; through people’s unique backgrounds, experiences, cultures and thoughts can they really strive to find their authenticity” (Target, 2018, p. 1). More candidates are seeking ways to bring their authentic selves to work (Target, 2018, p. 1). Additionally, Target’s team members are viewed as its greatest asset, contributing “unique perspectives focused on creating joy for the guest” (Target, 2018, p. 1). CEO Brian Cornell states: “When we have a deep understanding of our guests, create a diverse and inclusive workplace, and think purposefully about our products and experiences, we elevate Target for our team and guests, and help create a better society for all” (Target, 2018, p. 3).

In an increasingly competitive retail environment, Target must secure a talent advantage to advance this mission. As a member of Target’s ‘Future of Campus’ team, I am working to explore changes in three key areas:

Expanding our recruiting reach.
Creating new, flexible ways for talent to work with Target.
Differentiating our purpose to build stronger brand loyalty and attract prospective talent.

The Cause for Change and Value of Change

These changes are essential to maintain alignment with Target’s mission and address the drivers of innovation: increased competition in recruiting, shifting demographics, and streamlined resources.

Streamlined Resources. With the rising expenses in a competitive retail environment, the talent acquisition team at Target has grown to meet the needs of a growing company. However, recruiters are now responsible for more territory and hiring goals. While 27 recruiters previously covered campus recruitment, this is now managed by just 10, diminishing their ability to be physically present on campuses.
Increasingly Competitive Recruiting Landscape. In 2019, employers planned to hire over 10% more graduates than the previous year, marking the largest increase since 2011 (National Association of Colleges and Employers, 2019). As unemployment remains low, companies, including Target, are increasingly competing on campuses, not just against other retailers but also against Fortune 500 companies, startups, and gig work opportunities.
Changing Demographic. Generation Z has now replaced millennials on college campuses. In a digital world, Gen Z consumes large amounts of video content, with some reports indicating they watch up to 68 videos a day (Chamberlain, 2017, para. 6). Nearly 60% of the videos they watch come from social media, five times more than traditional media (Hayes, 2019, para. 39). This shift in media consumption has also influenced how they make employment decisions, with 40% of Gen Z using YouTube to assess potential employers (The Center for Generational Kinetics, 2018, p. 24). Target’s limited video content presents a gap that, if not addressed, could hinder its ability to attract top campus talent, jeopardizing its mission of building diverse teams.

The Role of Effective Leadership in Organizational Innovation and Change

Implementing changes within a nationwide company like Target, which has multiple stakeholders, presents challenges. John Kotter’s eight-step change leadership process provides guidance:

Create a sense of urgency by communicating a compelling opportunity (Kotter International, 2018, p. 10).
Build a guiding coalition of leaders from various levels to share organizational knowledge and foster new ways of working (Kotter International, 2018, p. 13).
Form a strategic vision with coordinated activities that bring it to life (Kotter International, 2018, p. 16).
Enlist a volunteer army to rally employees around a common goal (Kotter International, 2018, p. 19).
Remove barriers to empower the team to work more freely (Kotter International, 2018, p. 22).
Generate short-term wins to track progress and maintain energy (Kotter International, 2018, p. 25).
Sustain acceleration by pushing for continued change until the vision is realized (Kotter International, 2018, p. 27).
Institute change by embedding new behaviors that drive success (Kotter International, 2018, p. 30).

At Target, talent acquisition leaders unknowingly followed Kotter’s approach. They identified recruiting challenges, communicated them to key partners, and built a team (including myself) representing different leadership levels. These teams narrowed the focus to three key areas and gathered feedback from peers before presenting potential solutions to different parts of the business. Early successes were shared, and Kotter’s process was applied to encourage long-term change.

Proposed Strategy for Engaging Employees Around Change

The Target ‘Future of Campus’ team spent much of the spring and summer planning how to communicate these changes to campus recruiters. While the data around Gen Z’s digital consumption habits supports the need for more virtual recruiting, simply announcing a shift to digital efforts could face resistance. Therefore, we have built partnerships by informing key leaders and recruiters about the vision and empowering them to lead changes. For example, during a national event, future shareholders learned about the changes and had opportunities to share their excitement, concerns, and ideas. Additional training was also provided to demonstrate how we can better connect with Gen Z talent.

Whole Person Leadership and Innovation and Change

The Whole Person Leadership Model, introduced through Capella and BetterUp, can help the Target Future of Campus team succeed. The model emphasizes that leaders excel when they are centered, aware, and agile (BetterUp, n.d., p. 1):

Centered: Leaders who are grounded in purpose, engagement, energy, and calm are better equipped to connect with others and inspire their teams (BetterUp, n.d., p. 1).
Aware: Leaders who are mindful and emotionally regulated can adapt to their environment and maximize productivity (BetterUp, n.d., p. 1).
Agile: Resilient leaders with a growth mindset can quickly reassess situations, make adjustments, and continue moving forward in the face of setbacks (BetterUp, n.d., p. 1).

Inspiring leaders include others, elevate team performance, and drive results by building relationships and trust, coaching, and providing feedback (BetterUp, n.d., p. 2).

References

BetterUp. (n.d.). The whole person leadership model. Retrieved from https://www.betterup.com

Chamberlain, A. (2017). How Gen Z is changing the workforce. Glassdoor. Retrieved from https://www.glassdoor.com

Hayes, A. (2019). Gen Z media consumption habits. Nielsen. Retrieved from https://www.nielsen.com

Kotter International. (2018). John Kotter’s 8-step process for leading change. Retrieved from https://www.kotterinc.com