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1、Talent Management at Kellogg2007 Kellogg Company Global Learning & DevelopmentSTEP Meeting 2007Kellogg and KeeblerIntegrating Two Strong CulturesKellogg and KeeblerKellogg Human Resources StrategyGoal Setting and People PlanningGoal Setting and People Planning setting and communicating organization
2、and department goals for the year so that employees understand how their individual contributions support our corporate goals.Performance Management (PMP)Performance Management (PMP) translating corporate and team priorities into individual accountabilities and measuring what they achieved as well a
3、s how they did so.Career DevelopmentCareer Development aligning employees career interests with development opportunities to help them succeed and grow in current roles and prepare for future roles.Succession ManagementSuccession Management ensuring we have the right people in the right positions no
4、w and in the future to meet our corporate goals.Kellogg Talent Management has Four ComponentsTalent Management Key ActivitiesTimingActivityJanFebTalk with your manager and set your accountabilities for the yearTalk with your manager and complete your Individual Development PlanMarParticipate in a ye
5、ar-end review.AprMayJunJulParticipate in a midyear check-inAug SepOctNov DecComplete year-end self-assessmentSend your self-assessment to your manager What Talent Management Means to YouPersonal input on your accountabilitiesOngoing coaching to stay on trackRegular performance discussions to know ho
6、w you measure upRewards for your effortsA clear career pathAn understanding of how you impact company successTalent Management Employee PerspectiveTalent ManagementTalent Management 2006 Survey Findings:Process provides structure, clarity, consistency and focus to manage performance and develop care
7、ersBoth employees and managers need to focus on open, constructive and timely communication The ProcessBased on our strategy, the Global Leadership Team initiates cascade of corporate goalsBusiness units and Functions, teams and individuals use the corporate goals to set their goals for the yearRESU
8、LT Clear line of sight between corporate goals and how your individual contributions support themGoal Setting & People Planning Managers Role Employees RoleEnsures your teams strategy and your goals are aligned with company strategyCommunicates “line of sight” to the teamLearn company and team prior
9、ities and identify ways to personally support themGoal Setting & People Planning KelloggPrioritiesOrganization Unit PrioritiesDepartment /Manager PrioritiesIndividualAccountabilitiesCommunicate Priorities to Organization UnitsReview Kellogg priorities to see what can be impactedIdentify departments
10、/ functions to best impact prioritiesDevelop key deliverables to meet prioritiesEnsure linkages between Kellogg priorities and BU prioritiesReview Organization Unit priorities to see what can be impactedDevelop department specific key deliverables to meet prioritiesEnsure linkages between BU priorit
11、ies and key deliverablesIdentify Department / Manager priorities that can be impactedDevelop individual accountabilities and measures to meet priorities (PMP)Linking Individual Accountabilities to Kellogg PrioritiesGoal Setting & People PlanningDeliver on all budget commitments NSV/OP/CFGrow margins
12、 via continuous improvements in price/mix/ innovation, cost reduction and efficiency gainsGrow Ready To Eat Cereal shareStrengthen U.S. Snacks and expand Snacks worldwideContinue our focus on Inclusion and Diversity to better reflect our values and the consumers we serveEstablish a worldwide talent
13、management process that is robust and complete to help develop our people resourcesImprove employee health and safety worldwideDevelop a stronger innovation pipelineBuild a results-driven culture focused on our valuesSelectively review acquisitions/ alliances to support our strategyCarefully review
14、selected geographic expansionDELIVER RESULTSCREATE THE FUTURESTRENGTHEN THE ORGANIZATIONKellogg Company Priorities 2007Goal Setting & People Planning The ProcessProvides structure for you and your manager defining accountabilities and checking progress throughout the yearAt year end, you review what
15、 you accomplished as well as how you did itGuides your managers options for rewarding your achievementsPerformance Management Managers Role Employees RoleSchedules one-on-one discussions to set performance accountabilities and direction.Conducts reviews including midyear check-ins of progress and ye
16、ar-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 i
17、n a midyear check-in conversation with your managerComplete 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.Performance Management The ProcessSuccee
18、d and grow in your current role Prepare for future rolesYou and your manager discuss your career goals and identify development opportunities that can help you:In 2006, the Kellogg Talent Management survey responses indicated that 81% of employees have an Individual Development Plan, but only 65% ha
19、ve a good understanding of their career/growth options at Kellogg. (Both items are up 4% from 2005)Career Development Managers Role Employees RoleReviews and discusses your Individual Development Plan (IDP) based on existing skills and developmental opportunities.Discusses development progress durin
20、g 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 tie
21、d to current PMP accountabilities and future career opportunities.Actively pursue your development plans.Career Development The ProcessOur leaders continually assess our talent, to ensure the right people are in the right place to achieve our goalsThrough talent reviews, we ensure we have plans in p
22、lace to develop our people and deliver on our strategySuccession Management Managers Role Employees RoleReviews your team and assesses potential needs and development opportunitiesCommunicates to you any information that might help you better develop for the futureComplete 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 opportunitiesActively pursue your development plansSuccession Management
