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 1
People Development Strategy Evolution Moving From Moving To Decentralized “ BU Shared global owned ” talent approach to talent perspective management and development 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 2
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 3
Phases of Evolution Phase I: Assessment • Phase II: Building the Foundation • Phase III: Program Development • Phase IV: Driving Accountability 4
Vision for Heinz Talent Know the Role Heinz Move Know Branded the the Talent Talent leader Grow the Talent With Diversity & Inclusion Driving Business Results
Heinz Talent Management Life Cycle Attract Retain Assess Talent Management Life Cycle Advance Develop 6
Mission and Values are the foundation for program development
Heinz Leadership Model (HLM) 8
HLM Competencies 9
Key Role Profiles – Accountabilities Defined 10 10
Performance Management & Development 11
Global Employee Engagement Survey • Measure Culture • Mechanism for Feedback • Take Action • Make Talent an Advantage 12
Heinz 360 Feedback 13
Understanding Your Feedback 14
Feedback as an Input 360 Feedback PMD POP 15
Integrated People System RECRUITMENT AND SELECTION External Talent Management COMPENSATION Annual Return POP Incentives Future Potential Focus Succession Planning Competency Strengths and Opportunities for Improvement Internal Talent Management PMD Company Focus Past Performance Focus Agreeing Deliverable Performance Progress CULTURE SURVEY Measuring Progress on Delivering Vision, Values and Competencies E-Learning Modules Action Planning to Close Gaps CAREER AND DEVELOPMENT PLANNING 360 ° FEEDBACK Individual Focus (IDP) Competency Data for Coaching Supports Performance Delivery 16 16 Career Planning
Phases of Evaluation Phase I: Assessment Phase II: Building the Foundation • Phase III: Program Development • Phase IV: Driving Accountability 17
Foundational Development Coaching @ Heinz for People Leaders 18 18
Foundational Development Managing @ Heinz for People Leaders Motivating & Role of Performance Delegation Engaging Manager* Management Employees Full Day Full Day Half Day Half Day Talent Relationship Conflict Management & Communication Management Management Development Processes** Full Day Half Day Half Day Full Day This program sets the expectations on what it means to be a manager at Heinz. 19
Advanced Development Leading @ Heinz for People Leaders Content: • Team Effectiveness • Situational Leadership • Crucial Conversations • Leading Diversity • Inspirational Leadership 20
Executive Development Leadership Programs @ Heinz for Leaders Functional Leader Business Unit Regional President Program President Program Program Targeted High potentials one or two High potential Functional High potential Business Audience levels below the Functional Leaders Unit Presidents Leader Program Phase I: Focus on Self Phase I: Psychometric Phase I: Psychometric Components assessment and assessment and Phase II: Focus on Others behavioral interviewing behavioral interviewing Phase III: Focus on Phase II: Development Phase II: Development Business Plan Execution Plan Execution Preparing leaders to move Preparing leaders to move Preparing leaders from from being a functional from being a functional being a general Desired Outcome expert to the leader of a leader to a general manager to a portfolio function manager manager Duration 18 months Varies based on Varies based on development plan development plan 21
Executive Heinz Functional Leader Program Development for Leaders Phase I: Phase II: Phase III: Leading Yourself Leading Others Leading the Business In Pittsburgh In Europe In Asia Objective: Objective: Objective: Understand the perception of me Learning to lead through others Understanding Emerging Markets & Heinz Strategy Understand Heinz ’ s leadership Application of a talent management model model and strategies Develop strategic thinking skills Define my leadership brand Acquisition of team effectiveness tools Developing change management skills Develop executive presence Create inspirational leadership opportunities Conduct crucial conversations 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 22
Academies Leadership Academies Functional Academies • CEO Academy • Marketing • CFO Academy • Purchasing • CPO Academy • Sales • SVP Academy • Supply Chain Executive • HR (in development) Development for Leaders 23
Building Talent at Heinz • Deep Exec Assess • Executive Coaching • Stakeholder Reviews • Stakeholder Reviews • Global Candidate Slating • Candidate Slating (future) (future) • On-boarding Plans (New • On-boarding Plans Leader Assimilation • BU Pres Program • POP/Talent Planning • Reg Pres Program • HFLP /Action Learning • POP • External Exec Ed • Executive Coaching • Change Mgmt. • POP/Talent Planning • C-Suite Academies • M@H • HFLP Functional Ldr CEO/CPO/CFO • L@H • Executive Coaching • L@H • NEO • C-Suite Academies • M@H • NEO (FY12) • Coaching • Change Mgmt. CEO/CPO/CFO • Coaching • PMD • PMD • M@H • M@H • Change Mgmt • E- Learning • E-Learning • NEO • NEO • NEO • Local Heinz • Local Heinz Academy • Coaching • PMD • PMD Academy • PMD • Functional Academy • E-learning • E-learning • Functional Academy • 360 Feedback • E-Learning • Local Heinz Academy • Local Heinz Academy • 360 Feedback • Employee Survey • Local Heinz Academy • 360 Feedback • 360 Feedback • Employee Survey • Functional Academy • Employee Survey • Employee Survey • 360 Feedback • Employee Survey 24
Heinz E-Learning Training available LOGIN 24X7 PAGE Global Access 25
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Phases of Evaluation Phase I: Assessment Phase II: Building the Foundation Phase III: Program Development • Phase IV: Driving Accountability 27
Game Changing Role Appointed Talent Managers Across the Business HNA/WHQ Asia Pacific ROW & LA Europe 28
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. 29
POP 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 30
Top Level Organizational Chart Sandy Tester EVP - President & CEO % of Rev/ $ OI/FTE Heinz Sample Business Sales FTE FY 10 FY 11 Brenda Miller Sam Roth President, Sales VP, IT FY 12 Strong 25% GYG Top 25% GGG Promotable Now Promotable 1-2 Stack Rank Promotability Ratings Glenda Rush David Smith Promotable Now 1. Brenda Miller VP, Finance VP, Supply Chain 2. Sam Roth Top 25% YGG Middle 60% YYG Promotable in 1-2 yrs 3. Glenda Rush Promotable 1-2 Well Placed Pro in Position 4. Kevin Keedie Well-Placed 5. Janice Torado Kevin Keedie Gary Neverend 6. Gary Neverend Re-evaluate VP, Marketing VP, HR 7. David Smith Middle 60% GGG Middle 60% YGG Manage Out 8. Jason Miller Well Placed Pro in Position New Hires (< 1 year) 9. Up & Comers Jason Miller Janice Torado VP, R&D VP, Quality Bottom 15% RRY Middle 60% YGG Re-evaluate Well Placed 31
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