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Perspectives on Perspectives on Organization DevelopmentOrganization Development
at ConAgra Foods at ConAgra Foods September 24, 2008September 24, 2008
Robbie RettmerRobbie RettmerJackie DrownJackie Drown
Culture
Executing Business Strategy and developing superior Human ROI are interconnected.
Results & ROIResults & ROI
Business Business StrategyStrategy
People Plan People Plan
HR Practices & Processes 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
BusinessAcumen
TechnicalExpertise
LeadershipExcellence
Culture
from…from… to…to…
HR Ownership of HR Ownership of People AgendaPeople Agenda
HR Ownership of HR Ownership of People AgendaPeople Agenda
Institutionalization & Business Institutionalization & Business Ownership of People AgendaOwnership of People Agenda
Institutionalization & Business Institutionalization & Business Ownership of People AgendaOwnership of People Agenda
Which means both as a Function and Company we must move
HR HR Audit & EnforcementAudit & Enforcement
HR HR Audit & EnforcementAudit & Enforcement
Partnership to Partnership to Drive ResultsDrive Results
Partnership to Partnership to Drive ResultsDrive Results
People as a CostPeople as a CostPeople as a CostPeople as a Cost People as a Source of ROIPeople as a Source of ROIPeople as a Source of ROIPeople as a Source of ROI
Push Push Incremental ChangeIncremental Change
Push Push Incremental ChangeIncremental Change
Enable Enable Transformational ChangeTransformational Change
Enable Enable Transformational ChangeTransformational Change
Reactive HRReactive HRPersonnel / Admin focus Personnel / Admin focus
Reactive HRReactive HRPersonnel / Admin focus Personnel / Admin focus
Strategic HR Strategic HR Best in ClassBest in ClassStrategic HR Strategic HR Best in ClassBest in Class
By strategically impacting the employee lifecycle, while dramatically improving our Business Results.
Workforce Planning
Rewarding & RetainingAssessing Engaging DevelopingAcquiring Transitioning
Integrated Integrated Human Human Capital Capital
Strategies Strategies & Strong & Strong
ROIROI
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?
Our Mission 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.
Areas of FocusAreas 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
One key lever to do so is the Organization Development Center of Expertise (OD CoE).
Measured by Business Results
Driven by Business Strategy
InstructionalDesigners
InstructionalDesigners
Learning VendorsLearning Vendors
Content ExpertsContent Experts
Academic & Professional Institutions
Academic & Professional Institutions
HRHR
Product SupplyProduct Supply RQ&IRQ&ISalesSales MarketingMarketing
FinanceFinance LegalLegal ITIT
BUILD Learning Infrastructure & Solutions
KEY ROLESKEY 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
KEY ROLESKEY 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
TheLearning
Enterprise
TheLearning
Enterprise
ConsumerConsumer CommercialCommercial
BUILD CAG University and Functional Academies
CAG UniversityCAG UniversityDeliver Enterprise Curriculum
and Provide
Shared Services
CONTENTCONTENT • Design & Development• Enterprise Curriculum• Online Deployment
MEASUREMENTMEASUREMENT• Business ROI• Operating Efficiency• Enterprise Reporting
STANDARDSSTANDARDS• Instructional Design• Instructor Certification• CAG Branding
BUDGETING / OPERATIONSBUDGETING / OPERATIONS• CAG Learning Exchange• Policy & Process• Vendor ManagementCurriculum
ManagementCurriculum
Management
UnitReporting
UnitReporting
Performance Consulting
Performance Consulting
Local ProgramDelivery
Local ProgramDelivery
Learning AdministrationLearning
AdministrationFUNCTIONAL ACADEMY
GROW Leadership ExcellenceLeadership ExcellenceC
AG
Lea
der
ship
Co
mp
eten
cies
CA
G L
ead
ersh
ip C
om
pet
enci
es LEADING ORGANIZATIONS(Senior Leaders)
LEADING ORGANIZATIONS(Senior Leaders)
LEADING LEADERS(Seasoned Leaders)
LEADING LEADERS(Seasoned Leaders)
LEADING PEOPLE(First-time Managers)
LEADING PEOPLE(First-time Managers)
EMERGING LEADER (Informal Leadership Roles) EMERGING LEADER (Informal Leadership Roles)
Individual Performer Individual Performer
LEADING THE ENTERPRISE (SLT)
LEADING THE ENTERPRISE (SLT) TOP
100LdrshipLdrship
Excellence Excellence SeriesSeries
LdrshipLdrship Excellence Excellence
SeriesSeries
LrdshipLrdshipInIn
ActionAction
LrdshipLrdshipInIn
ActionAction
FoundationsFoundationsofof
LdrshipLdrship
FoundationsFoundationsofof
LdrshipLdrship
GROW Leadership Excellence Leadership Excellence …… Our Competencies
Operating PrinciplesOperating Principles
• SimplicityGet clear about priorities
Deal with complexity
Strip away the unnecessary
• CollaborationBe a team player
Involve others
Encourage dialogue and debate
• AccountabilitySet expectations
Take personal ownership, be a player-coach
Hold self and others accountable
Develop People & Develop People & TeamsTeams• Build Talent
Assemble a strong teamCoach and mentor othersProvide opportunities
• Differentiate PerformanceKnow what GOOD looks likeEvaluate your peopleRecognize and reward high
performers
• Engage and RetainTreat people fairlyEnsure people are in roles
that play to their interests and aptitudes
Create a nourishing work environment
Distinctive Leadership Distinctive Leadership QualitiesQualities
• AuthenticityGenuine – a real personTransparency – congruenceApproachable – someone
others can connect to
• CourageA healthy appetite for taking
(smart) risksA can-do attitudeUnafraid to take a stand
• VulnerabilityTrust/rely on othersAsk for helpAdmit mistakes, be humble
DistinctiveLeadership Qualities
Develop
People & Team
s
Ope
ratin
g
Prin
cipl
es
Driving Driving BusinessBusinessResultsResults
GROW Leadership Self-awarenessLeadership Self-awareness via a robust 360 toolkit
Survey InstrumentSurvey 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 InterviewsStructured 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 CoachingExecutive 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
Senior LeadersSenior 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
Senior LeadersSenior 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 / DepartmentsBusiness 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
Business Units / DepartmentsBusiness 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 Senior LeadershipLeadership
Individual Individual DevelopmentDevelopment
SeniorSeniorLeadersLeaders
Each EmployeeEach 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
Each EmployeeEach 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
LEVERAGE Talent Management
Operationalizing Talent Management
LEVERAGE Talent Reviews
OutcomesOutcomes
• 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 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
PurposePurpose To assess the organization’s health and its ability to fulfill key business strategies by reviewing current positions & strategic fit of individual to job
LEVERAGE Top Talent by Senior Leadership Team focus and planning
Talent Talent
andand
Strategic FitStrategic Fit
AnalysisAnalysis
Talent Talent
andand
Strategic FitStrategic Fit
AnalysisAnalysis
Talent PlanTalent Plan
ImplementationImplementation
Talent PlanTalent Plan
ImplementationImplementation
FoundationalFoundational
WorkWork
FoundationalFoundational
WorkWork
TopTopTalent ReviewsTalent Reviews
FacilitationFacilitation
CultureCultureChangeChange
TeambuildingTeambuilding
Change Change ManagementManagement
EmployeeEmployeeEngagementEngagement
TeamTeamAssessmentsAssessments
Consulting Consulting ServicesServices
Consulting Consulting ServicesServicesCoachingCoaching
PROVIDE Consulting Services for leader-led change
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
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