Perspectives on organizational development at con agra foods
- 1. Perspectives on Organization Development at ConAgra Foods September 24, 2008 Robbie Rettmer Jackie Drown
- 3. Our ConAgra Foods Brands
- 4. Culture Executing Business Strategy and developing superior Human ROI are interconnected. Results & ROI Business Strategy People Plan HR Practices & Processes Top Talent Org Effectiveness Culture/Work Environment People Planning Process (Build/Buy) Talent Management Succession Planning Individual Development Plans Total Rewards Business, Financial, People Scorecards Targeted Course Corrections Business Acumen Technical Expertise Leadership Excellence Culture
- 5. from… to… Which means both as a Function and Company we must move HR Ownership of People Agenda Institutionalization & Business Ownership of People Agenda HR Audit & Enforcement Partnership to Drive Results People as a Cost People as a Source of ROI Push Incremental Change Enable Transformational Change Reactive HR Personnel / Admin focus Strategic HR Best in Class
- 6. By strategically impacting the employee lifecycle, while dramatically improving our Business Results. Workforce Planning Rewarding & Retaining Assessing Engaging Developing Acquiring Transitioning How can we more consistently forecast what type and numbers of talent we need? Do we have the capability and performance necessary to execute our business strategy? Can we simultaneously carefully manage costs and increase investment in our critical/strategic roles? What would be the impact of getting and retaining the highest performers in the most critical jobs? Can we use managed attrition more effectively to reduce cost of transitioning talent (e.g., severance, social costs) How can we recognize what critical talent gaps we will have before they emerge and use Acquiring , Retaining , and Developing as proactive HR tools? Integrated Human Capital Strategies & Strong ROI business strategy org effectiveness collect data close talent gaps quantify demand evaluate supply segment workforce
- 7. Our Mission Partner with HR & Business Leaders to support CAG achieving superior business results by delivering best-in-class OD tools, processes, and services that bridge business needs and human needs and create sustainable, high ROI solutions. One key lever to do so is the Organization Development Center of Expertise (OD CoE). Areas of Focus BUILD One CAG Learning Infrastructure that will be leveraged to drive individual competency & organizational capability GROW Leadership Excellence via core competency-based programs, 360 processes, and pipeline development LEVERAGE Talent Management practices & processes to strategically manage employee career life-cycle PROVIDE targeted Consulting Services that enhance individual, team, and organization effectiveness
- 8. BUILD Learning Infrastructure & Solutions Measured by Business Results Driven by Business Strategy Instructional Designers Learning Vendors Content Experts Academic & Professional Institutions HR Product Supply RQ&I Sales Marketing Finance Legal IT KEY ROLES Partner with Business Operations & HR – to understand business & learning needs Build Capability – Design, Develop, Delivery Courseware; Monitor Quality and ROI Learning Operations – Administration, Logistics, Customer Service Systems Integration – Platform, Methodologies and Tools to Enable Learning The Learning Enterprise Consumer Commercial
- 9. BUILD CAG University and Functional Academies CAG University Deliver Enterprise Curriculum and Provide Shared Services CONTENT Design & Development Enterprise Curriculum Online Deployment MEASUREMENT Business ROI Operating Efficiency Enterprise Reporting STANDARDS Instructional Design Instructor Certification CAG Branding BUDGETING / OPERATIONS CAG Learning Exchange Policy & Process Vendor Management Curriculum Management Unit Reporting Performance Consulting Local Program Delivery Learning Administration FUNCTIONAL ACADEMY
- 10. GROW Leadership Excellence CAG Leadership Competencies LEADING ORGANIZATIONS (Senior Leaders) LEADING LEADERS (Seasoned Leaders) LEADING PEOPLE (First-time Managers) EMERGING LEADER (Informal Leadership Roles) Individual Performer LEADING THE ENTERPRISE (SLT) TOP 100 Ldrship Excellence Series Lrdship In Action Foundations of Ldrship
- 11. GROW Leadership Excellence … Our Competencies Operating Principles Simplicity Get clear about priorities Deal with complexity Strip away the unnecessary Collaboration Be a team player Involve others Encourage dialogue and debate Accountability Set expectations Take personal ownership, be a player-coach Hold self and others accountable Develop People & Teams Build Talent Assemble a strong team Coach and mentor others Provide opportunities Differentiate Performance Know what GOOD looks like Evaluate your people Recognize and reward high performers Engage and Retain Treat people fairly Ensure people are in roles that play to their interests and aptitudes Create a nourishing work environment Distinctive Leadership Qualities Authenticity Genuine – a real person Transparency – congruence Approachable – someone others can connect to Courage A healthy appetite for taking (smart) risks A can-do attitude Unafraid to take a stand Vulnerability Trust/rely on others Ask for help Admit mistakes, be humble Distinctive Leadership Qualities Develop People & Teams Operating Principles Driving Business Results
- 12. GROW Leadership Self-awareness via a robust 360 toolkit Survey Instrument Target Audience Supervisors & Managers CL 19-21 Content Online, instrument Debriefed by internal HR (certified instrument) coach Administration Process Leader or self initiated Periodic or event driven Confidentiality Data owned by 360 participant Structured Interviews Target Audience Sr Managers & Directors CL 22-24 Content 6-8 Structured Interviews Self Inventories such as MBTI Debriefing by internal or external coach Administration Process Self initiated, leader approved Periodic or event driven Confidentiality Data owned by 360 participant Executive Coaching Target Audience VPs+ CL 25+ Content In-depth data collection process Targeted self Inventories Data deep dive with external coach Data sharing & peer consulting Process continues for a defined period of time Administration Process CEO or SLT driven Confidentiality Formal data sharing process
- 13. LEVERAGE Talent Management Senior Leaders Conduct Top Talent Planning with Senior Leadership Team Focus on ‘Top 100’ Identify success criteria Understand fit Build targeted Talent Plans SLT owns development Business Units / Departments Assess Organizational Health and capability to achieve business strategies and objectives Build shared vision of development Evaluate individual’s strategic fit, potential & readiness as well as overall bench strength Build & track Talent Plans Senior Leadership Individual Development Senior Leaders Each Employee Owns his/her development Identifies development goals and determines gaps Builds targeted Individual Develop-ment Plan (IDP); supervisor reviews Jointly accountable with supervisor to implement IDP Operationalizing Talent Management
- 14. LEVERAGE Individual Development Planning
- 15. LEVERAGE Talent Reviews Outcomes Discuss and consense on basic principles for people development within the Business Unit / Function Lay the groundwork for identifying key talent Identify key positions for succession planning as well as what it takes to be successful in each position Formalize succession planning for strategic leadership roles Leverage functional / technical competency models to build individual & organizational capability Benefits Provides forum to assess organiza-tional health and proactively plan Facilitates vision alignment and co-creation of development strategies Operationalizes the “Build” strategy within the Business Unit / Function Empowers leaders to be proactive people developers Codifies & reinforces talent manage-ment infrastructure & common processes Strengthens CAG’s development culture Purpose To assess the organization’s health and its ability to fulfill key business strategies by reviewing current positions & strategic fit of individual to job
- 16. LEVERAGE Top Talent by Senior Leadership Team focus and planning Top Talent Reviews Talent and Strategic Fit Analysis Talent Plan Implementation Foundational Work
- 17. PROVIDE Consulting Services for leader-led change Facilitation Culture Change Teambuilding Change Management Employee Engagement Team Assessments Consulting Services Coaching
- 18. PROVIDE Human Capital & Org Capability Linkages Initiates a repeatable, human capital & organizational capability assessment process linking employee data with business metrics (survey interval: 18-24 months) Allows for data capture by business unit / function, layer 3-4 leader, and diverse constituencies (e.g., age, gender, ethnicity) Provides guidance for the FY09-10 People Agenda, especially around employee engagement and commitment 1
- 19. PROVIDE Change Management support Sustain Change Implement Change Design Change Shape Vision Co-create Business Case Leading Change Building Supporting Infrastructure Monitoring Progress
Editor's Notes
- #9: The Enterprise learning organization acts as the connection point between the functional business units and the resources for learning Key Roles: Partnering with the business and HR to drive performance and integration with Talent Management efforts Provide means to build learning solutions Manage Learning as a business within the organization with accountability for spend and alignment to corporate strategic plan Centralized systems that drive out administrative cost through common processes, practices and platforms for learning
- #10: An effective Corporate University achieves the following for its organization: Helps the organization exceed organizational performance objectives by equipping employees and future leaders with appropriate development opportunities Drives higher quality programs at lower costs by managing enterprise-wide learning resources for consistency, and using deliberate processes for vendor review, selection, and management Defines value generated for the organization through learning by implementing a relevant measurement system that monitors investments in learning in relation to business results Focuses learning programs on business needs through a model of enterprise-wide education with central oversight to address needs of business units with unique learning and development requirements. Ties activities back to the broader HR talent management practices and strategies
- #12: 3 minutes for this slide (0:12-0:15) Highlight this slide by pointing out key points. Ask people if they have any questions or comments.
- #14: Our present development efforts have been improving yet we still lack an approach that is built on trust and ensures strong process integrity. We discussed the merits of using a Systems-based approach versus a Relationship-based approach and concluded that a blend of the two is how we should proceed -- having trust centered development relationships supported by a high degree of process integrity The more senior the development target, the more development needs to be personalized and the greater the need for investment by senior leadership As you get more senior, the approach moves to the right on the continuum The success of a Corporate Talent process will be driven primarily by our ability to: Demonstrate that we care about the development of our best by dedicating time and personal commitment Hold true to our commitments to employees – be it position/development deliverables, job support, timelines, future development opportunities, and rewards Have development discussions that are candid, engaging and respectful We have a big obstacle to overcome in terms of our willingness to actually admit to development needs
- #15: 2 minutes for this slide (1:42-1:44) Highlight this slide by pointing out key points. Ask people if they have any questions or comments.
- #17: 2 Minutes for this slide (2:35 – 2:37) Highlight this slide Ask people, which of these are harder to use? Easier? What makes people that you are listening as an ally is that you are listening with intensity, empathy and acceptance Give personal examples
- #18: Briefly recap each of the career planning tools PDF TMM and ITDP Technical Coaching and/or Mentoring LDEP Mock Interviews LDOS Re-emphasize coaching and the importance of a career development plan. TAKE A 10 MINUTE BREAK AT THIS TIME.