Global Leadership, Organizational Development & Diversity - - PowerPoint PPT Presentation

1

Global Leadership, Organizational Development & Diversity

Vision: To be the pacesetter on talent in the industry Kim Janson – Janson Associates, LLC Former Chief Talent Officer HJ Heinz

2

People Development Strategy Evolution Moving To

Shared global approach to talent management and development

Moving From

Decentralized “BU

• wned” talent

perspective

Building a strong foundation and

Raising the bar across the board on performance and behavioral expectations by

• Defining expectations
• Establishing processes and tools
• Developing programs
• Enhancing the level of subject matter expertise

3

Phases of Evolution

• Phase I: Assessment
• Phase II: Building the Foundation
• Phase III: Program Development
• Phase IV: Driving Accountability

Operating Principles

• Know the markets
• Establish and maintain incredibly strong partnerships
• Keep key stakeholder groups close
• 80-90% common
• Influence early then get on board with outcomes
• Act as SME. Ultimate decision maker

4

Phases of Evolution

Phase I: Assessment

• Phase II: Building the Foundation
• Phase III: Program Development
• Phase IV: Driving Accountability

Vision for Heinz Talent

Heinz Branded leader

Know the Role Know the Talent Grow the Talent Move the Talent With Diversity & Inclusion Driving Business Results

6

Advance Develop Retain Attract Assess

Talent Management Life Cycle

Heinz Talent Management Life Cycle

Mission and Values are the foundation for program development

8

Heinz Leadership Model (HLM)

9

HLM Competencies

10

10

Key Role Profiles – Accountabilities Defined

11

Performance Management & Development

12

Global Employee Engagement Survey

• Measure Culture
• Mechanism for Feedback
• Take Action
• Make Talent an Advantage

13

Heinz 360 Feedback

14

Understanding Your Feedback

15

Feedback as an Input

POP PMD 360 Feedback

16

16

POP

 Future Potential Focus  Succession Planning  Competency Strengths and Opportunities for Improvement  Internal Talent Management  Company Focus

360° FEEDBACK

 Competency Data for Coaching

E-Learning Modules

 Action Planning to Close Gaps

COMPENSATION

 Annual Return  Incentives

RECRUITMENT AND SELECTION

 External Talent Management

PMD

 Past Performance Focus  Agreeing Deliverable Performance Progress

CAREER AND DEVELOPMENT PLANNING

 Individual Focus (IDP)  Supports Performance Delivery  Career Planning

CULTURE SURVEY

Measuring Progress on Delivering Vision, Values and Competencies

Integrated People System

17

Phases of Evaluation

Phase I: Assessment Phase II: Building the Foundation

• Phase III: Program Development
• Phase IV: Driving Accountability

18

18

Coaching @ Heinz

Foundational Development for People Leaders

19

Role of Manager* Performance Management Delegation Motivating & Engaging Employees Relationship Management Conflict Management Talent Management & Development Processes** Communication

This program sets the expectations on what it means to be a manager at Heinz.

Full Day Full Day Half Day Half Day Full Day Half Day Half Day Full Day

Foundational Development for People Leaders Managing @ Heinz

20

Leading @ Heinz Content:

• Team Effectiveness
• Situational Leadership
• Crucial Conversations
• Leading Diversity
• Inspirational Leadership

Advanced Development for People Leaders

21

Leadership Programs @ Heinz

Functional Leader Program Business Unit President Program Regional President Program

Targeted Audience High potentials one or two levels below the Functional Leader High potential Functional Leaders High potential Business Unit Presidents Program Components Phase I: Focus on Self Phase II: Focus on Others Phase III: Focus on Business Phase I: Psychometric assessment and behavioral interviewing Phase II: Development Plan Execution Phase I: Psychometric assessment and behavioral interviewing Phase II: Development Plan Execution Desired Outcome Preparing leaders to move from being a functional expert to the leader of a function Preparing leaders to move from being a functional leader to a general manager Preparing leaders from being a general manager to a portfolio manager Duration 18 months Varies based on development plan Varies based on development plan

Executive Development for Leaders

22

 An internal coach will work with each participant throughout the 12 month program to help them translate

the content into growth and results in the business.

 A cohort of approximately 25 people will participate in the 3-phased program together as a class.  After Phase III, each class is assigned to 5 Action Learning Teams for 16 weeks  Each phase includes guest appearances by senior management in that region

Objective:

 Understanding Emerging Markets &

Heinz Strategy

 Develop strategic thinking skills  Developing change management

skills Objective:

 Learning to lead through others  Application of a talent management

model and strategies

 Acquisition of team effectiveness tools  Create inspirational leadership

• pportunities

 Conduct crucial conversations

Objective:

 Understand the perception of me  Understand Heinz’s leadership

model

 Define my leadership brand  Develop executive presence

Phase III: Leading the Business In Asia Phase II: Leading Others In Europe Phase I: Leading Yourself In Pittsburgh

Heinz Functional Leader Program Executive Development for Leaders

23

Academies

Leadership Academies

• CEO Academy
• CFO Academy
• CPO Academy
• SVP Academy

Functional Academies

• Marketing
• Purchasing
• Sales
• Supply Chain
• HR (in development)

Executive Development for Leaders

24

• NEO (FY12)
• PMD
• E- Learning
• Local Heinz

Academy

• Functional Academy
• 360 Feedback
• Employee Survey
• Change Mgmt.
• M@H
• NEO
• Coaching
• PMD
• E-Learning
• Local Heinz Academy
• Functional Academy
• 360 Feedback
• Employee Survey
• Stakeholder Reviews
• Global Candidate Slating

(future)

• On-boarding Plans (New

Leader Assimilation

• POP/Talent Planning
• HFLP /Action Learning
• Executive Coaching
• C-Suite Academies

CEO/CPO/CFO

• L@H
• M@H
• Coaching
• Change Mgmt
• NEO
• PMD
• E-learning
• Local Heinz Academy
• 360 Feedback
• Employee Survey
• Deep Exec Assess
• Executive Coaching
• Stakeholder Reviews
• Candidate Slating

(future)

• On-boarding Plans
• BU Pres Program
• Reg Pres Program
• External Exec Ed
• POP/Talent Planning
• HFLP Functional Ldr
• Executive Coaching
• C-Suite Academies

CEO/CPO/CFO

• M@H
• NEO
• PMD
• E-learning
• Local Heinz Academy
• 360 Feedback
• Employee Survey
• POP
• Change Mgmt.
• M@H
• L@H
• NEO
• Coaching
• PMD
• E-Learning
• Local Heinz Academy
• Functional Academy
• 360 Feedback
• Employee Survey

Building Talent at Heinz

25

LOGIN PAGE

Heinz E-Learning

Training available 24X7 Global Access

26

27

Phases of Evaluation

Phase I: Assessment Phase II: Building the Foundation Phase III: Program Development

• Phase IV: Driving Accountability

28

Game Changing Role

HNA/WHQ Asia Pacific ROW & LA Europe

Appointed Talent Managers Across the Business

29

Regional Talent Manager Responsibilities

• Partner with HR, BU leaders and other local OD/talent/training

resources to identify and address the key talent and organizational development needs

• Share solutions within regions across to other regions
• Facilitate global talent development in a region in a cooperative

team effort globally.

• Leverage WHQ home base and global relationships to access and

leverage programs and services across each business and/or country

• Provide Executive Coaching to key leaders in the region as

requested

• Provide input to, support for and participate in the POP processes

for that region

• Influence leaders to create a culture that focuses on ongoing

learning, talent development, teamwork and managing change.

30

People and Organizational Development Planning Process

One of three Global Annual Processes hosted by the CEO Consists of BU Presidents presenting the talent and capability building plan required to execute the strategic plan

POP

31

Brenda Miller President, Sales Strong 25% GYG Promotable Now Glenda Rush VP, Finance Top 25% YGG Promotable 1-2 Kevin Keedie VP, Marketing Middle 60% GGG Well Placed Jason Miller VP, R&D Bottom 15% RRY Re-evaluate Sam Roth VP, IT Top 25% GGG Promotable 1-2 David Smith VP, Supply Chain Middle 60% YYG Well Placed Gary Neverend VP, HR Middle 60% YGG Pro in Position Janice Torado VP, Quality Middle 60% YGG Well Placed Sandy Tester EVP - President & CEO Heinz Sample Business

Stack Rank

• 1. Brenda Miller
• 2. Sam Roth
• 3. Glenda Rush
• 4. Kevin Keedie
• 5. Janice Torado
• 6. Gary Neverend
• 7. David Smith
• 8. Jason Miller

9.

$ % of Sales Rev/ FTE OI/FTE FY 10 FY 11 FY 12

Promotability Ratings Promotable Now Promotable in 1-2 yrs Pro in Position Well-Placed Re-evaluate Manage Out New Hires (< 1 year) Up & Comers

Top Level Organizational Chart

Performance & Potential Matrix

Growth Potential

No Job Level Promotions 1 Job Level Promotion 2 or More Job Level Promotions

Performance

Highest 1/3 Middle 1/3 Lowest 1/3

PMD Performance Ratings

Highly Successful/ Exceptional Ratings: 4, 5 Re-evaluate Manage Out Well Placed Pro in Position Promotable Now Promotable 1-2 years Successful Rating: 3 Basic or Unsatisfactory Ratings: 1, 2 Color Coding Marketing = Red R&D/QA = Blue Finance = Green Sales = Purple IT = Brown HR = Black SC = Orange

Promotability Ratings Promotable Now Promotable in 1-2 yrs Pro in Position Well-Placed Re-evaluate Manage Out New Hires (< 1 year) Up & Comers

Potential/Promotability

33

Functional Talent Planning for Supply Chain Function

High Potential Next Move & Timing 2nd Move & Timing Development Activities Dependencies (what is needed to make happen?) Retention Risk ? Plans to address?

Ryan Madden Factory Manager

• Sr. Factory

Manager - Within 2 months Director Frozen POD - 2 years

• Attend M@H
• Attend Coaching@Heinz
• Promotion already

approved for Sr. level role. Susan Slaven Associate Director Procurement Director Procurement - July 2013 VP Logistics, VP Procurement - 3 years

• Attend HFLP
• Attend Executive Presence

Course

• Need to move current

Director who is a blocker.

• Seek approval for

executive headcount. Andrew Potter Director Supply Chain Director Operations Latin America - August 2013 VP Manufacturing/ Logistics - 1-2 years Moving to Latin America Operations development role in August 2013

• Develop competitive
• ffer
• Family exploratory trip

for approval

34

Functional Report Card

Competencies

Strengths Areas to Improve

• Relationship building with

customer/consultative selling

• Category based selling
• Advanced Channel expertise
• Culinary expertise to differentiate

among competitors

• Leadership skills
• Coaching/feedback skills
• Collaboration and negotiation skills
• Sales analytics
• Shopper insights
• General management mindset to

better leverage cross functional engagement with customers

Function: Sales Overall Grade on Talent:

35

Critical Position and Incumbent Time in Position Anticipated Move Date Potential Successors Readiness Name Title *VP, IT Sam Roth

*Role changing to Pres, IT in April 2013

3 years 3 months April 2013 Ready Now Ken Hanley VP, IT (UK) Ready 1-2 Yrs Phil Mackel Sarah Robins Director, IT (UK) Director, IT (HNA) Ready 3-5 Yrs President of Sales Brenda Miller 4 Year 6 months May 2013 Ready Now Angela Minahan James Fisher VP, Sales Geographies (HNA) Director, Customer Teams (HNA) Ready 1-2 Yrs Ready 3-5 Yrs Tracey Shannan Bill Crissy William Lehanny Director, Sales (HCAN) Director, Sales (HNA) Director of Customer Teams (HNA) *VP, R&D Jason Miller * Plan to exit Jason from company 8 years. 6 months within 6 months Ready Now Henry Schiller Anne Ramsey Director, R&D (HNA) Director, R&D (Australia) Ready 1-2 Yrs Ready 3-5 Yrs Chris Devlin Director ,R&D (HCE)

Succession Planning for Critical Roles

36

37

37

Person or Position Specific Plan Owner(s) Timing

2 Associate Brand Manager Roles (meals and snacks) Backfill with diverse candidates. Currently leveraging diverse recruiters and working with minority organizations:

• - National Black MBA
• - National Society of Hispanic

HR: Tim Anthony Marketing: Marsha Stiller By July 2013 VP of R&D Will leverage diverse recruiter pool to identify qualified candidates to fill by August 2013. HR: Gary Neverend President: Sandy Tester By August 2013 Rotational Supply Chain Leadership Development Program (LDP) positions Target filling 25% (2) of the yearly 8 positions with diverse candidates. Tap into current university recruiting process established for LDP program. HR: Marsha Conner SC: Sam Linden By September 2013

Specific plans to increase representation of Women and People of Color in Leadership Positions

Driving Diversity

38

Contact Information If I can be a sounding board or a source of help in the future on any of these areas, feel free to contact me directly at: kim@jansonassociates.com 401-339-0089 www.jansonassociates.com