Perspectives on Perspectives on Organization DevelopmentOrganization Development

at ConAgra Foods at ConAgra Foods September 24, 2008September 24, 2008

Robbie RettmerRobbie RettmerJackie DrownJackie Drown

Our ConAgra Foods Brands Our ConAgra Foods Brands

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 Individual Development Planning

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

1

PROVIDE Change Management support

Sustain ChangeSustain Change

ImplementChange

ImplementChange

Design ChangeDesign Change

Shape VisionShape Vision

Co-create Business

Case

Co-create Business

Case

Leading Change

Building Supporting Infrastructure

Monitoring Progress