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
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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
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People Development Strategy Evolution
Moving To
Shared global
approach to talent
management and
development
Moving From
Decentralized “BU
owned” 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
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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
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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
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Advance Develop
Retain
Attract
AssessTalent
Management Life Cycle
Heinz Talent Management Life Cycle
Mission and Values
are the foundation
for program
development
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Heinz Leadership Model (HLM)
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HLM Competencies
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Key Role Profiles – Accountabilities Defined
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Performance Management & Development
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Global Employee Engagement Survey
• Measure Culture
• Mechanism for Feedback
• Take Action
• Make Talent an Advantage
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Heinz 360 Feedback
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Understanding Your Feedback
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Feedback as an Input
POP PMD
360
Feedback
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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
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Phases of Evaluation
Phase I: Assessment
Phase II: Building the Foundation
• Phase III: Program Development
• Phase IV: Driving Accountability
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Coaching @ Heinz
Foundational Development
for People Leaders
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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
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Leading @ Heinz
Content:
• Team Effectiveness
• Situational Leadership
• Crucial Conversations
• Leading Diversity
• Inspirational Leadership
Advanced Development
for People Leaders
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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
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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
opportunities
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
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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
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• 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
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LOGIN PAGE
Heinz E-Learning
Training
available
24X7
Global Access
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Phases of Evaluation
Phase I: Assessment
Phase II: Building the Foundation
Phase III: Program Development
• Phase IV: Driving Accountability
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Game Changing Role
HNA/WHQ
Asia Pacific
ROW & LA
Europe
Appointed Talent Managers Across the Business
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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.
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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
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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
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$ % 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
Perf
orm
an
ce 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
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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
offer
• Family exploratory trip
for approval
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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:
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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
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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
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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:
401-339-0089
www.jansonassociates.com