Human Resources - Performance Vision
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Transcript Human Resources - Performance Vision
STEP Meeting
Talent Management at
Kellogg
2007
©2007 Kellogg Company – Global Learning & Development
Kellogg and Keebler
Integrating Two Strong Cultures
Kellogg and Keebler
Kellogg Human Resources Strategy
Kellogg Talent Management has Four Components
Goal Setting and People Planning – setting and communicating
organization and department goals for the year so that employees
understand how their individual contributions support our corporate goals.
Performance Management (PMP) – translating corporate and
team priorities into individual accountabilities and measuring what they
achieved as well as how they did so.
Career Development – aligning employees’ career interests with
development opportunities to help them succeed and grow in current roles
and prepare for future roles.
Succession Management – ensuring we have the right people in
the right positions – now and in the future – to meet our corporate goals.
Talent Management Key Activities
Timing
Activity
Jan
Feb
• Talk with your manager and set your accountabilities for the year
Mar
• Participate in a year-end review.
• Talk with your manager and complete your Individual
Development Plan
Apr
May
Jun
Jul
• Participate in a midyear check-in
Aug
Sep
Oct
Nov
Dec
• Complete year-end self-assessment
• Send your self-assessment to your manager
Talent Management – Employee Perspective
What Talent Management Means to You
Personal input on your accountabilities
Ongoing coaching to stay on track
Regular performance discussions to know how you measure up
Rewards for your efforts
A clear career path
An understanding of how you impact company success
Talent Management
Talent Management 2006 Survey Findings:
• Process provides structure,
clarity, consistency and focus
to manage performance and
develop careers
• Both employees and
managers need to focus on
open, constructive and timely
communication
Goal Setting & People Planning
The Process
• Based on our strategy, the Global Leadership Team initiates
cascade of corporate goals
• Business units and Functions, teams and individuals use the
corporate goals to set their goals for the year
RESULT – Clear line of sight between corporate goals and how
your individual contributions support them
Goal Setting & People Planning
Manager’s Role
• Ensures your team’s
strategy and your
goals are aligned with
company strategy
• Communicates “line of
sight” to the team
Employee’s Role
• Learn company and
team priorities and
identify ways to
personally support
them
Goal Setting & People Planning
Linking Individual Accountabilities
to Kellogg Priorities
Kellogg
Priorities
Organization
Unit Priorities
• Communicate
• Review Kellogg priorities
Priorities to
to see what can be
Organization
impacted
Units
• Identify departments /
functions to best impact
priorities
• Develop key deliverables
to meet priorities
• Ensure linkages between
Kellogg priorities and BU
priorities
Department /
Manager
Priorities
• Review Organization
Unit priorities to see
what can be impacted
• Develop department
specific key
deliverables to meet
priorities
• Ensure linkages
between BU priorities
and key deliverables
Individual
Accountabilities
• Identify Department /
Manager priorities
that can be impacted
• Develop individual
accountabilities and
measures to meet
priorities (PMP)
Goal Setting & People Planning
Kellogg Company Priorities 2007
DELIVER RESULTS
• Deliver on all budget commitments
– NSV/OP/CF
• Grow margins via continuous
improvements in price/mix/
innovation, cost reduction and
efficiency gains
• Grow Ready To Eat Cereal share
• Strengthen U.S. Snacks and
expand Snacks worldwide
STRENGTHEN THE
ORGANIZATION
• Continue our focus on Inclusion
and Diversity to better reflect our
values and the consumers we
serve
• Establish a worldwide talent
management process that is
robust and complete to help
develop our people resources
• Improve employee health and
safety worldwide
CREATE THE
FUTURE
• Develop a stronger innovation
pipeline
• Build a results-driven culture
focused on our values
• Selectively review acquisitions/
alliances to support our strategy
• Carefully review selected
geographic expansion
Performance Management
The Process
• Provides structure for you and your manager defining
accountabilities and checking progress throughout the year
• At year end, you review what you accomplished as well as how
you did it
• Guides your manager’s options for rewarding your achievements
Performance Management
Manager’s Role
Employee’s Role
• Schedules one-on-one
discussions to set performance
accountabilities and direction.
• Develop 4-6 personal accountabilities with
your manager that support business unit /
function and team priorities and drive results.
Know what to do and how to do it.
• Conducts reviews including
midyear check-ins of progress
and year-end review for
performance and
compensation.
• Provides ongoing feedback
and coaching throughout the
year on performance.
• Participate in a midyear check-in conversation
with your manager
• Complete a year-end self-assessment to
describe how your performance measured up
against your accountabilities for the year.
• Participate in a year-end performance
discussion to review your results for the year.
Career Development
The Process
You and your manager discuss your career goals and identify
development opportunities that can help you:
• Succeed and grow in your current role
• Prepare for future roles
In 2006, the Kellogg Talent Management survey responses indicated
that 81% of employees have an Individual Development Plan, but
only 65% have a good understanding of their career/growth options
at Kellogg. (Both items are up 4% from 2005)
Career Development
Managers’ Role
• Reviews and discusses your
Individual Development Plan
(IDP) based on existing skills
and developmental
opportunities.
• Discusses development progress
during midyear check-in.
• Provides ongoing feedback and
coaching throughout the year
on development progress.
Employees’ Role
• Complete a self-assessment of your
core competencies, career goals
and accomplishments.
• Draft an Individual Development
Plan and discuss with your
manager. Include specific
development activities tied to
current PMP accountabilities and
future career opportunities.
• Actively pursue your development
plans.
Succession Management
The Process
• Our leaders continually assess our talent, to ensure the
right people are in the right place to achieve our goals
• Through talent reviews, we ensure we have plans in place
to develop our people and deliver on our strategy
Succession Management
Managers’ Role
Employees’ Role
• Reviews your team and assesses
potential needs and
development opportunities
• Complete a self-assessment of your
core competencies, career goals
and accomplishments.
• Communicates to you any
information that might help you
better develop for the future
• Draft and Individual Development
Plan and discuss with your
manager. Include specific
development activities tied to
current PMP accountabilities and
future career opportunities
• Actively pursue your development
plans