STEP Meeting
Talent Management at
Kellogg
2007
©2007 Kellogg Company – Global Learning & Development
Kellogg and Keebler
Integrating Two Strong Cultures
Kellogg and Keebler
Kellogg Human Resources Strategy
Kellogg Talent Management has Four Components
Goal Setting and People Planning – setting and communicating
organization and department goals for the year so that employees
understand how their individual contributions support our corporate goals.
Performance Management (PMP) – translating corporate and
team priorities into individual accountabilities and measuring what they
achieved as well as how they did so.
Career Development – aligning employees’ career interests with
development opportunities to help them succeed and grow in current roles
and prepare for future roles.
Succession Management – ensuring we have the right people in
the right positions – now and in the future – to meet our corporate goals.
Talent Management Key Activities
Timing
Activity
Jan
Feb
• Talk with your manager and set your accountabilities for the year
Mar
• Participate in a year-end review.
• Talk with your manager and complete your Individual
Development Plan
Apr
May
Jun
Jul
• Participate in a midyear check-in
Aug
Sep
Oct
Nov
Dec
• Complete year-end self-assessment
• Send your self-assessment to your manager
Talent Management – Employee Perspective
What Talent Management Means to You
 Personal input on your accountabilities
 Ongoing coaching to stay on track
 Regular performance discussions to know how you measure up
 Rewards for your efforts
 A clear career path
 An understanding of how you impact company success
Talent Management
Talent Management 2006 Survey Findings:
• Process provides structure,
clarity, consistency and focus
to manage performance and
develop careers
• Both employees and
managers need to focus on
open, constructive and timely
communication
Goal Setting & People Planning
The Process
• Based on our strategy, the Global Leadership Team initiates
cascade of corporate goals
• Business units and Functions, teams and individuals use the
corporate goals to set their goals for the year
RESULT – Clear line of sight between corporate goals and how
your individual contributions support them
Goal Setting & People Planning
Manager’s Role
• Ensures your team’s
strategy and your
goals are aligned with
company strategy
• Communicates “line of
sight” to the team
Employee’s Role
• Learn company and
team priorities and
identify ways to
personally support
them
Goal Setting & People Planning
Linking Individual Accountabilities
to Kellogg Priorities
Kellogg
Priorities
Organization
Unit Priorities
• Communicate
• Review Kellogg priorities
Priorities to
to see what can be
Organization
impacted
Units
• Identify departments /
functions to best impact
priorities
• Develop key deliverables
to meet priorities
• Ensure linkages between
Kellogg priorities and BU
priorities
Department /
Manager
Priorities
• Review Organization
Unit priorities to see
what can be impacted
• Develop department
specific key
deliverables to meet
priorities
• Ensure linkages
between BU priorities
and key deliverables
Individual
Accountabilities
• Identify Department /
Manager priorities
that can be impacted
• Develop individual
accountabilities and
measures to meet
priorities (PMP)
Goal Setting & People Planning
Kellogg Company Priorities 2007
DELIVER RESULTS
• Deliver on all budget commitments
– NSV/OP/CF
• Grow margins via continuous
improvements in price/mix/
innovation, cost reduction and
efficiency gains
• Grow Ready To Eat Cereal share
• Strengthen U.S. Snacks and
expand Snacks worldwide
STRENGTHEN THE
ORGANIZATION
• Continue our focus on Inclusion
and Diversity to better reflect our
values and the consumers we
serve
• Establish a worldwide talent
management process that is
robust and complete to help
develop our people resources
• Improve employee health and
safety worldwide
CREATE THE
FUTURE
• Develop a stronger innovation
pipeline
• Build a results-driven culture
focused on our values
• Selectively review acquisitions/
alliances to support our strategy
• Carefully review selected
geographic expansion
Performance Management
The Process
• Provides structure for you and your manager defining
accountabilities and checking progress throughout the year
• At year end, you review what you accomplished as well as how
you did it
• Guides your manager’s options for rewarding your achievements
Performance Management
Manager’s Role
Employee’s Role
• Schedules one-on-one
discussions to set performance
accountabilities and direction.
• 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.
• Conducts reviews including
midyear check-ins of progress
and year-end review for
performance and
compensation.
• Provides ongoing feedback
and coaching throughout the
year on performance.
• Participate in a midyear check-in conversation
with your manager
• Complete 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.
Career Development
The Process
You and your manager discuss your career goals and identify
development opportunities that can help you:
• Succeed and grow in your current role
• Prepare for future roles
In 2006, the Kellogg Talent Management survey responses indicated
that 81% of employees have an Individual Development Plan, but
only 65% have a good understanding of their career/growth options
at Kellogg. (Both items are up 4% from 2005)
Career Development
Managers’ Role
• Reviews and discusses your
Individual Development Plan
(IDP) based on existing skills
and developmental
opportunities.
• Discusses development progress
during midyear check-in.
• Provides ongoing feedback and
coaching throughout the year
on development progress.
Employees’ Role
• 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 tied to
current PMP accountabilities and
future career opportunities.
• Actively pursue your development
plans.
Succession Management
The Process
• Our leaders continually assess our talent, to ensure the
right people are in the right place to achieve our goals
• Through talent reviews, we ensure we have plans in place
to develop our people and deliver on our strategy
Succession Management
Managers’ Role
Employees’ Role
• Reviews your team and assesses
potential needs and
development opportunities
• Complete a self-assessment of your
core competencies, career goals
and accomplishments.
• Communicates to you any
information that might help you
better develop for the future
• Draft and Individual Development
Plan and discuss with your
manager. Include specific
development activities tied to
current PMP accountabilities and
future career opportunities
• Actively pursue your development
plans