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Perspectives on organizational development at con agra foods
- 1. Perspectives on Organization Development at ConAgra Foods September 24, 2008 Robbie Rettmer Jackie Drown
- 3. Our ConAgra Foods Brands
- 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
- 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
- 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
- 14. LEVERAGE Individual Development Planning
- 16. LEVERAGE Top Talent by Senior Leadership Team focus and planning Top Talent Reviews Talent and Strategic Fit Analysis Talent Plan Implementation Foundational Work
- 17. PROVIDE Consulting Services for leader-led change Facilitation Culture Change Teambuilding Change Management Employee Engagement Team Assessments Consulting Services Coaching
- 19. PROVIDE Change Management support Sustain Change Implement Change Design Change Shape Vision Co-create Business Case Leading Change Building Supporting Infrastructure Monitoring Progress
Notes de l'éditeur
- The Enterprise learning organization acts as the connection point between the functional business units and the resources for learning Key Roles: Partnering with the business and HR to drive performance and integration with Talent Management efforts Provide means to build learning solutions Manage Learning as a business within the organization with accountability for spend and alignment to corporate strategic plan Centralized systems that drive out administrative cost through common processes, practices and platforms for learning
- An effective Corporate University achieves the following for its organization: Helps the organization exceed organizational performance objectives by equipping employees and future leaders with appropriate development opportunities Drives higher quality programs at lower costs by managing enterprise-wide learning resources for consistency, and using deliberate processes for vendor review, selection, and management Defines value generated for the organization through learning by implementing a relevant measurement system that monitors investments in learning in relation to business results Focuses learning programs on business needs through a model of enterprise-wide education with central oversight to address needs of business units with unique learning and development requirements. Ties activities back to the broader HR talent management practices and strategies
- 3 minutes for this slide (0:12-0:15) Highlight this slide by pointing out key points. Ask people if they have any questions or comments.
- Our present development efforts have been improving yet we still lack an approach that is built on trust and ensures strong process integrity. We discussed the merits of using a Systems-based approach versus a Relationship-based approach and concluded that a blend of the two is how we should proceed -- having trust centered development relationships supported by a high degree of process integrity The more senior the development target, the more development needs to be personalized and the greater the need for investment by senior leadership As you get more senior, the approach moves to the right on the continuum The success of a Corporate Talent process will be driven primarily by our ability to: Demonstrate that we care about the development of our best by dedicating time and personal commitment Hold true to our commitments to employees – be it position/development deliverables, job support, timelines, future development opportunities, and rewards Have development discussions that are candid, engaging and respectful We have a big obstacle to overcome in terms of our willingness to actually admit to development needs
- 2 minutes for this slide (1:42-1:44) Highlight this slide by pointing out key points. Ask people if they have any questions or comments.
- 2 Minutes for this slide (2:35 – 2:37) Highlight this slide Ask people, which of these are harder to use? Easier? What makes people that you are listening as an ally is that you are listening with intensity, empathy and acceptance Give personal examples
- Briefly recap each of the career planning tools PDF TMM and ITDP Technical Coaching and/or Mentoring LDEP Mock Interviews LDOS Re-emphasize coaching and the importance of a career development plan. TAKE A 10 MINUTE BREAK AT THIS TIME.