Sysco Corporation

Andrea G. Procaccino

Andrea G. Procaccino is a Senior Talent & Learning Executive known for her innovative approach and transformative impact in the talent development landscape. At Sysco, she leads talent management, learning, change management and organizational development initiatives globally. With a rich background of experience spanning roles at Johnson and Johnson, Avon Products, and New York Presbyterian Hospital, Andrea brings extensive experience in talent management and development. She has spearheaded the establishment of learning departments, led global training initiatives, and fostered a culture of continuous development and inclusion and created nimble talent structures to help organizations prepare for the future.

Andrea shares her insights into the successful execution of talent management/ development, future trends, and leadership strategies, offering invaluable guidance to organizations seeking to optimize their talent efforts and foster a culture of growth and innovation.

Could you share with us your career journey so far, including the experiences and positions you've held and how those experiences have orchestrated the roles and responsibilities in your current position?

My career journey began with an internship at Johnson and Johnson's regulatory affairs department during college, leading to a job offer upon graduation. Starting as a clinical research associate at Ortho Pharmaceuticals, I progressed through roles over a decade, which eventually led to spearheading the establishment of a global training department in the pharmaceutical sector which I lead for the last almost 14 years of my tenure there.

After nearly 14 years of enhancing learning functions globally, I transitioned to Avon Products, where I took the role of regional head for sales training in North America and the Caribbean. I was tasked with modernizing training methodologies and revitalizing the training curriculum to maximize sales performance. Recognized for my accomplishments, I was promoted to lead global training initiatives across the organization and supporting the talent management and organizational development strategy.

"Investing in internal talent development fosters organizational agility, empowering companies to navigate industry challenges with greater resilience"

My career trajectory took another significant turn when I joined New York Presbyterian Hospital as Chief Learning Officer, overseeing a comprehensive portfolio including talent management, diversity, equity, and inclusion, recognition and events, talent strategy and mobility and organizational development. During my tenure of almost 10 years there, I developed innovative learning strategies and frameworks, fostering a culture of continuous development and inclusion, and created talent strategies to meet the ever changing needs of healthcare.

A recent highlight of my journey is my transition to Sysco, a soon-to-be Fortune 50 company, where I lead global talent management, learning, change management, and organizational development. It's been a fulfilling journey marked by continuous learning, diverse experiences, and impactful contributions to organizational success.

What emerging trends and challenges do you observe in the talent development space shaping its landscape today?

A prominent trend is the increasing prioritization of internal mobility of talent within an organization. Previously, organizations often favored external hires, assuming that external talent equated to higher quality. However, the landscape has shifted, particularly after the pandemic, with employees expressing a stronger desire for growth opportunities within their current workplaces.

Also, artificial intelligence and technology are disrupting the way we work. As a result, companies are redirecting resources towards upskilling their existing workforce, enabling them to take on new roles and responsibilities internally. This shift also addresses the talent shortage exacerbated by the pandemic and enhances retention rates, drive cost-effectiveness, and overall employee engagement.

Investing in internal talent development fosters organizational agility, empowering companies to navigate industry challenges more resiliently. With internal mobility and career progression, organizations can effectively bridge the talent gap while bolstering employee satisfaction and long-term organizational success. It helps organizations become a premier destination for great talent.

What emerging trends will significantly impact talent management in the coming years?

One prominent trend shaping the future of talent management is the adoption of assignments or “gigs” as short-term projects to facilitate skill development and flexibility within organizations. This trend reflects a response to resource constraints, prompting companies to maximize the efficiency of their workforce by creating internal talent marketplaces. Such platforms enable employees to sign up for projects based on their skills and interests, providing visibility into diverse talent and potential career growth opportunities.

There's a growing emphasis on leveraging AI and data science in talent management processes, particularly in how we develop talent, to make data-informed decisions and target development specific to the needs of the individual, thereby accelerating readiness for the next role.

There's an uptick in the use of psychometric assessments, not for punitive measures but as tools for personalized development and talent gap analysis. This helps to better prepare employees for future roles and ensure their success through targeted development interventions. These trends reflect a strategic shift towards leveraging technology and data to optimize talent management practices and drive organizational success in the evolving work landscape.

What is your advice for fellow peers in the industry?

My advice for colleagues in the industry is rooted in the importance of alignment with business objectives and a deep understanding of organizational dynamics. As talent practitioners and leaders, we have to lead from in the business and understand its day-to-day operations, enabling firsthand insight into challenges and constraints. This helps us prepare the business to meet these challenges strategically.

Leveraging data analytics is crucial to identify talent gaps and assess whether to address them through internal development or external recruitment. Listening to employee feedback through a sound listening strategy that utilizes various channels like surveys, exit interviews, and onboarding processes is vital to comprehending their needs and helping to continue to refine your talent development practices.

Investing in upskilling and providing growth opportunities internally boosts employee engagement and lowers turnover rates, enhancing morale and financial stability for the organization. The aim should be to create a workplace culture where employees perceive long-term career prospects, fostering loyalty and maximizing organizational potential. This translates into better business outcomes with the rewards being ultimately realized by your customers.

With internal talent development and aligning strategies with business imperatives, organizations can proactively address talent challenges, nurture a skilled workforce, and sustain long-term success in a competitive landscape.