Perspectives on organizational development at con agra foods


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Perspectives on organizational development at con agra foods

  1. 1. Perspectives on Organization Development at ConAgra Foods September 24, 2008 Robbie Rettmer Jackie Drown
  2. 3. Our ConAgra Foods Brands
  3. 4. Culture Executing Business Strategy and developing superior Human ROI are interconnected. Results & ROI Business Strategy People Plan HR Practices & Processes <ul><li>Top Talent </li></ul><ul><li>Org Effectiveness </li></ul><ul><li>Culture/Work Environment </li></ul><ul><li>People Planning Process (Build/Buy) </li></ul><ul><ul><li>Talent Management </li></ul></ul><ul><ul><li>Succession Planning </li></ul></ul><ul><ul><li>Individual Development Plans </li></ul></ul><ul><li>Total Rewards </li></ul><ul><li>Business, Financial, People Scorecards </li></ul><ul><li>Targeted Course Corrections </li></ul>Business Acumen Technical Expertise Leadership Excellence Culture
  4. 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
  5. 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
  6. 7. <ul><li>Our Mission </li></ul><ul><li>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. </li></ul>One key lever to do so is the Organization Development Center of Expertise (OD CoE). <ul><li>Areas of Focus </li></ul><ul><ul><li>BUILD One CAG Learning Infrastructure that will be leveraged to drive individual competency & organizational capability </li></ul></ul><ul><ul><li>GROW Leadership Excellence via core competency-based programs, 360 processes, and pipeline development </li></ul></ul><ul><ul><li>LEVERAGE Talent Management practices & processes to strategically manage employee career life-cycle </li></ul></ul><ul><ul><li>PROVIDE targeted Consulting Services that enhance individual, team, and organization effectiveness </li></ul></ul>
  7. 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 <ul><li>KEY ROLES </li></ul><ul><li>Partner with Business Operations & HR – to understand business & learning needs </li></ul><ul><li>Build Capability – Design, Develop, Delivery Courseware; Monitor Quality and ROI </li></ul><ul><li>Learning Operations – Administration, Logistics, Customer Service </li></ul><ul><li>Systems Integration – Platform, Methodologies and Tools to Enable Learning </li></ul>The Learning Enterprise Consumer Commercial
  8. 9. BUILD CAG University and Functional Academies CAG University Deliver Enterprise Curriculum and Provide Shared Services <ul><li>CONTENT </li></ul><ul><li>Design & Development </li></ul><ul><li>Enterprise Curriculum </li></ul><ul><li>Online Deployment </li></ul><ul><li>MEASUREMENT </li></ul><ul><li>Business ROI </li></ul><ul><li>Operating Efficiency </li></ul><ul><li>Enterprise Reporting </li></ul><ul><li>STANDARDS </li></ul><ul><li>Instructional Design </li></ul><ul><li>Instructor Certification </li></ul><ul><li>CAG Branding </li></ul><ul><li>BUDGETING / OPERATIONS </li></ul><ul><li>CAG Learning Exchange </li></ul><ul><li>Policy & Process </li></ul><ul><li>Vendor Management </li></ul>Curriculum Management Unit Reporting Performance Consulting Local Program Delivery Learning Administration FUNCTIONAL ACADEMY
  9. 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
  10. 11. GROW Leadership Excellence … Our Competencies <ul><li>Operating Principles </li></ul><ul><ul><li>Simplicity </li></ul></ul><ul><ul><ul><li>Get clear about priorities </li></ul></ul></ul><ul><ul><ul><li>Deal with complexity </li></ul></ul></ul><ul><ul><ul><li>Strip away the unnecessary </li></ul></ul></ul><ul><ul><li>Collaboration </li></ul></ul><ul><ul><ul><li>Be a team player </li></ul></ul></ul><ul><ul><ul><li>Involve others </li></ul></ul></ul><ul><ul><ul><li>Encourage dialogue and debate </li></ul></ul></ul><ul><ul><li>Accountability </li></ul></ul><ul><ul><ul><li>Set expectations </li></ul></ul></ul><ul><ul><ul><li>Take personal ownership, be a player-coach </li></ul></ul></ul><ul><ul><ul><li>Hold self and others accountable </li></ul></ul></ul><ul><li>Develop People & Teams </li></ul><ul><ul><li>Build Talent </li></ul></ul><ul><ul><ul><li>Assemble a strong team </li></ul></ul></ul><ul><ul><ul><li>Coach and mentor others </li></ul></ul></ul><ul><ul><ul><li>Provide opportunities </li></ul></ul></ul><ul><ul><li>Differentiate Performance </li></ul></ul><ul><ul><ul><li>Know what GOOD looks like </li></ul></ul></ul><ul><ul><ul><li>Evaluate your people </li></ul></ul></ul><ul><ul><ul><li>Recognize and reward high performers </li></ul></ul></ul><ul><ul><li>Engage and Retain </li></ul></ul><ul><ul><ul><li>Treat people fairly </li></ul></ul></ul><ul><ul><ul><li>Ensure people are in roles that play to their interests and aptitudes </li></ul></ul></ul><ul><ul><ul><li>Create a nourishing work environment </li></ul></ul></ul><ul><li>Distinctive Leadership Qualities </li></ul><ul><ul><li>Authenticity </li></ul></ul><ul><ul><ul><li>Genuine – a real person </li></ul></ul></ul><ul><ul><ul><li>Transparency – congruence </li></ul></ul></ul><ul><ul><ul><li>Approachable – someone others can connect to </li></ul></ul></ul><ul><ul><li>Courage </li></ul></ul><ul><ul><ul><li>A healthy appetite for taking (smart) risks </li></ul></ul></ul><ul><ul><ul><li>A can-do attitude </li></ul></ul></ul><ul><ul><ul><li>Unafraid to take a stand </li></ul></ul></ul><ul><ul><li>Vulnerability </li></ul></ul><ul><ul><ul><li>Trust/rely on others </li></ul></ul></ul><ul><ul><ul><li>Ask for help </li></ul></ul></ul><ul><ul><ul><li>Admit mistakes, be humble </li></ul></ul></ul>Distinctive Leadership Qualities Develop People & Teams Operating Principles Driving Business Results
  11. 12. GROW Leadership Self-awareness via a robust 360 toolkit <ul><li>Survey Instrument </li></ul><ul><ul><li>Target Audience </li></ul></ul><ul><ul><ul><li>Supervisors & Managers </li></ul></ul></ul><ul><ul><ul><li>CL 19-21 </li></ul></ul></ul><ul><ul><li>Content </li></ul></ul><ul><ul><ul><li>Online, instrument </li></ul></ul></ul><ul><ul><ul><li>Debriefed by internal HR (certified instrument) coach </li></ul></ul></ul><ul><ul><li>Administration Process </li></ul></ul><ul><ul><ul><li>Leader or self initiated </li></ul></ul></ul><ul><ul><ul><li>Periodic or event driven </li></ul></ul></ul><ul><ul><li>Confidentiality </li></ul></ul><ul><ul><ul><li>Data owned by 360 participant </li></ul></ul></ul><ul><li>Structured Interviews </li></ul><ul><ul><li>Target Audience </li></ul></ul><ul><ul><ul><li>Sr Managers & Directors </li></ul></ul></ul><ul><ul><ul><li>CL 22-24 </li></ul></ul></ul><ul><ul><li>Content </li></ul></ul><ul><ul><ul><li>6-8 Structured Interviews </li></ul></ul></ul><ul><ul><ul><li>Self Inventories such as MBTI </li></ul></ul></ul><ul><ul><ul><li>Debriefing by internal or external coach </li></ul></ul></ul><ul><ul><li>Administration Process </li></ul></ul><ul><ul><ul><li>Self initiated, leader approved </li></ul></ul></ul><ul><ul><ul><li>Periodic or event driven </li></ul></ul></ul><ul><ul><li>Confidentiality </li></ul></ul><ul><ul><ul><li>Data owned by 360 participant </li></ul></ul></ul><ul><li>Executive Coaching </li></ul><ul><ul><li>Target Audience </li></ul></ul><ul><ul><ul><li>VPs+ </li></ul></ul></ul><ul><ul><ul><li>CL 25+ </li></ul></ul></ul><ul><ul><li>Content </li></ul></ul><ul><ul><ul><li>In-depth data collection process </li></ul></ul></ul><ul><ul><ul><li>Targeted self Inventories </li></ul></ul></ul><ul><ul><ul><li>Data deep dive with external coach </li></ul></ul></ul><ul><ul><ul><li>Data sharing & peer consulting </li></ul></ul></ul><ul><ul><ul><li>Process continues for a defined period of time </li></ul></ul></ul><ul><ul><li>Administration Process </li></ul></ul><ul><ul><ul><li>CEO or SLT driven </li></ul></ul></ul><ul><ul><li>Confidentiality </li></ul></ul><ul><ul><ul><li>Formal data sharing process </li></ul></ul></ul>
  12. 13. LEVERAGE Talent Management <ul><li>Senior Leaders </li></ul><ul><ul><li>Conduct Top Talent Planning with Senior Leadership Team </li></ul></ul><ul><ul><li>Focus on ‘Top 100’ </li></ul></ul><ul><ul><ul><li>Identify success criteria </li></ul></ul></ul><ul><ul><ul><li>Understand fit </li></ul></ul></ul><ul><ul><ul><li>Build targeted Talent Plans </li></ul></ul></ul><ul><ul><li>SLT owns development </li></ul></ul><ul><li>Business Units / Departments </li></ul><ul><ul><li>Assess Organizational Health and capability to achieve business strategies and objectives </li></ul></ul><ul><ul><li>Build shared vision of development </li></ul></ul><ul><ul><li>Evaluate individual’s strategic fit, potential & readiness as well as overall bench strength </li></ul></ul><ul><ul><li>Build & track Talent Plans </li></ul></ul>Senior Leadership Individual Development Senior Leaders <ul><li>Each Employee </li></ul><ul><ul><li>Owns his/her development </li></ul></ul><ul><ul><li>Identifies development goals and determines gaps </li></ul></ul><ul><ul><li>Builds targeted Individual Develop-ment Plan (IDP); supervisor reviews </li></ul></ul><ul><ul><li>Jointly accountable with supervisor to implement IDP </li></ul></ul>Operationalizing Talent Management
  13. 14. LEVERAGE Individual Development Planning
  14. 15. LEVERAGE Talent Reviews <ul><li>Outcomes </li></ul><ul><ul><li>Discuss and consense on basic principles for people development within the Business Unit / Function </li></ul></ul><ul><ul><li>Lay the groundwork for identifying key talent </li></ul></ul><ul><ul><li>Identify key positions for succession planning as well as what it takes to be successful in each position </li></ul></ul><ul><ul><li>Formalize succession planning for strategic leadership roles </li></ul></ul><ul><ul><li>Leverage functional / technical competency models to build individual & organizational capability </li></ul></ul><ul><li>Benefits </li></ul><ul><ul><li>Provides forum to assess organiza-tional health and proactively plan </li></ul></ul><ul><ul><li>Facilitates vision alignment and co-creation of development strategies </li></ul></ul><ul><ul><li>Operationalizes the “Build” strategy within the Business Unit / Function </li></ul></ul><ul><ul><li>Empowers leaders to be proactive people developers </li></ul></ul><ul><ul><li>Codifies & reinforces talent manage-ment infrastructure & common processes </li></ul></ul><ul><ul><li>Strengthens CAG’s development culture </li></ul></ul><ul><li>Purpose </li></ul><ul><ul><li>To assess the organization’s health and its ability to fulfill key business strategies by reviewing current positions & strategic fit of individual to job </li></ul></ul>
  15. 16. LEVERAGE Top Talent by Senior Leadership Team focus and planning Top Talent Reviews Talent and Strategic Fit Analysis Talent Plan Implementation Foundational Work
  16. 17. PROVIDE Consulting Services for leader-led change Facilitation Culture Change Teambuilding Change Management Employee Engagement Team Assessments Consulting Services Coaching
  17. 18. PROVIDE Human Capital & Org Capability Linkages <ul><ul><li>Initiates a repeatable, human capital & organizational capability assessment process linking employee data with business metrics (survey interval: 18-24 months) </li></ul></ul><ul><ul><li>Allows for data capture by business unit / function, layer 3-4 leader, and diverse constituencies (e.g., age, gender, ethnicity) </li></ul></ul><ul><ul><li>Provides guidance for the FY09-10 People Agenda, especially around employee engagement and commitment </li></ul></ul>1
  18. 19. PROVIDE Change Management support Sustain Change Implement Change Design Change Shape Vision Co-create Business Case Leading Change Building Supporting Infrastructure Monitoring Progress