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Talent Management at Kellogg

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.

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Talent Management at Kellogg

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  1. STEP Meeting Talent Management at Kellogg 2007 ©2007 Kellogg Company – Global Learning & Development

  2. Kellogg and Keebler Integrating Two Strong Cultures

  3. Kellogg and Keebler

  4. Kellogg Human Resources Strategy

  5. 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.

  6. Talent Management Key Activities

  7. 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

  8. Talent Management

  9. 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

  10. Goal Setting & People Planning Manager’s Role Employee’s Role • Ensures your team’s strategy and your goals are aligned with company strategy • Communicates “line of sight” to the team • Learn company and team priorities and identify ways to personally support them

  11. Goal Setting & People Planning Linking Individual Accountabilities to Kellogg Priorities Kellogg Priorities Organization Unit Priorities Department / Manager Priorities • Communicate Priorities to Organization Units • Review Kellogg priorities to see what can be impacted • Identify departments / functions to best impact priorities • Develop key deliverables to meet priorities • Ensure linkages between Kellogg priorities and BU priorities Individual Accountabilities • 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 • Identify Department / Manager priorities that can be impacted • Develop individual accountabilities and measures to meet priorities (PMP)

  12. DELIVER RESULTS STRENGTHEN THE ORGANIZATION CREATE THE FUTURE • 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 • 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 • 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 Goal Setting & People Planning Kellogg Company Priorities 2007

  13. 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

  14. Performance Management Employee’s Role Manager’s Role • Schedules one-on-one discussions to set performance accountabilities and direction. • 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. • 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. • 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.

  15. 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)

  16. Career Development Managers’ Role Employees’ 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. • 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.

  17. 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

  18. Succession Management Managers’ Role Employees’ Role • Reviews your team and assesses potential needs and development opportunities • Communicates to you any information that might help you better develop for the future • Complete a self-assessment of your core competencies, career goals and accomplishments. • 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

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