A Talent Management Strategy that Matches Organisational Values

A  bit  about  Yum!    

•  World’s  largest  restaurant  Company  

•  KFC,  Pizza  Hut,  Taco  Bell  

•  40,000  restaurants  

•  110  countries  

•  1.5  million  Team  Members  

•  Fortune  250    

•  Opened  nearly  2000  restaurants  in  2012  

A  bit  about  KFC  UK&I    

•  850  restaurants  

•  22,000  Team  Members  

•  27  consecuHve  quarters  of  Same  Store  Sales  Growth  

•  Great  Places  to  Work  for  last  5  years  

•  #1  in  Britain’s  Top  Employer  –  3  years    

•  Source  of  global  talent  and  innovaHon  for  Yum  

Since  January  2011  KFC  UK  has  ‘exported’  28  people  into  leadership  posiEons  in  other  Yum  markets  all  around  the  world  

Always, always

hire

24 month- out Talent Planning

Obsessive focus

on KPIs

Consistent approach

to Leadership Development

Segment your

organization

Ensure it’s core to business strategy

Long-Term Development

Plans

Seek out mobile talent

with international backgrounds

We  followed  some  basic  steps  to  drive  talent  development  

Codify into

an EVP

Yum’s  values  underpin  it’s  business  strategy  

Developing Talent is one of our Strategic Goals

7

We  did  a  lot  of  work  to  codify  our  culture  and  values  into  a  disEncEve  EVP  for  KFC  that  is  aspiraEonal  yet  authenEc  

•  66 focus groups and 23 interviews from 7 Business Units

•  Partnered with Marketing and an agency to develop draft framework

•  Reviewed and refined by markets around the world

The  Essence:  ‘fun  and  friendly’    

It’s  a  clear  and  simple  proposiEon  

Grow Pride Connect

We  agreed  specific  ‘massive  acEons’  under  each  pillar  

Graduate  Careers    

Always, always

hire

24 month- out Talent Planning

Obsessive focus

on KPIs

Consistent approach

to Leadership Development

Segment your

organization

Ensure it’s core to business strategy

Long-Term Development

Plans

Seek out mobile talent

with international backgrounds

We followed some basic steps to drive talent development

Codify into

an EVP

We  idenEfy  Key  Development  Roles,  ring-­‐fenced  for  High  PotenEal  Talent,  and  we  really  mean  it!  

•  90 roles (out of Head Office of 230) identified as Key Development Roles

•  ONLY HiPos in Key Development Roles

•  Proactively move non-HiPos out of Key Development Roles

•  50% of population should be HiPos

Always, always

hire

24 month- out Talent Planning

Obsessive focus

on KPIs

Consistent approach

to Leadership Development

Segment your

organization

Ensure it’s core to business strategy

Long-Term Development

Plans

Seek out mobile talent

with international backgrounds

We  followed  some  basic  steps  to  drive  talent  development  

Codify into

an EVP

We  live  24  months  in  the  future  and  never  stop  hiring  

•  Quarterly Talent Plan Reviews with Leadership Team

–  Who’s moving –  Who’s their backfill? –  Who’s their backfill’s backfill? –  Where do we need to hire

•  Bi-annual global review with Chairman

•  We hire well in advance

•  If we spot major talent, we hire them. Then worry about where to put them

Always, always

hire

24 month- out Talent Planning

Obsessive focus

on KPIs

Consistent approach

to Leadership Development

Segment your

organization

Ensure it’s core to business strategy

Long-Term Development

Plans

Seek out mobile talent

with international backgrounds

We  followed  some  basic  steps  to  drive  talent  development  

Codify into

an EVP

Look  local  to  find  global  -­‐  London  is  a  great  source  of  internaEonal  talent  

In  last  12  months  we’ve  hired  London-­‐based  HiPo  talent  from  :    

•  Mexico  •  Spain  •  Russia  •  S.  Africa  •  Canada  •  America  •  Poland  •  Australia  

Always, always

hire

24 month- out Talent Planning

Obsessive focus

on KPIs

Consistent approach

to Leadership Development

Segment your

organization

Ensure it’s core to business strategy

Long-Term Development

Plans

Seek out mobile talent

with international backgrounds

We  followed  some  basic  steps  to  drive  talent  development  

Codify into

an EVP

The  Long  Term  Development  Plan  –  Page  1:  The  Big  Picture  Name/Level: Bob Smith, Level 9 Long-Term Career Target: HR Director Supervisor: Karen Griffith Date: August 2012

Key Gaps to Success Profile: Deep HR technical knowledge, broad leadership experience, franchise exposure, Yum/Industry knowledge, Leadership Team experience

Years 1-2 Years 3-4 Years 5+

Position & Potential Moves

§  KFC UKI Resourcing Manager §  Senior Generalist role in US §  Business Unit HR Director

Focus

•  Resourcing and Employment Marketing skills People Leadership

•  Yum Talent Management processes •  Franchise exposure

•  Building functional technical skills •  Higher-level Strategic Planning and leadership •  High-level coaching and influencing

•  Setting functional strategy •  Leadership Team experience •  Coaching of Business Unit Leadership Team

Development Plans

•  Onboarding plan incl. US visit •  Recruitment Excellence Workshop •  Yum project participation

§  New mentor focussed on cultural/ technical broadening and strategic planning

§  Emerging HR Leader Program

§  Big Leap Forward §  Yum CHRO Program

Success Criteria

•  Successful achievement of performance targets, particularly Bench and LTS metrics

•  Employment Branding external recognition •  Capability of team

•  Successful achievement of performance targets

•  Ability to get big things done in new culture and environment

•  Strength of relationships with key stakeholders

•  Business Unit culture results •  Ability to recruit and develop big talent •  Demonstrate ability to set strategic agenda

across business unit

Mentor John Wilson Yum HR Functional Head General Manager

The  Long-­‐Term  Development  Plan  –  Page  2:  The  immediate  focus    

Name/Level/ Role: Bob Smith, KFC UK Resourcing Manager

Coach: Karen Griffith

Long Term Career Target: HR Director Date: Aug 2012

Specific Critical Experience needed in this role: Name People Leadership and People Growing, setting a strategy, lapping results

What do you need to learn?

§  Develop your team via strong coaching §  Develop Resourcing and Branding strategy §  Establish self as broad, impactful leader within

wider HR team §  Drive year on year improvement of results

through continual focus and follow through

What do you need to

demonstrate?

§  Claire Russel and Amy Stratton developed for more senior roles

§  Developed good knowledge of all elements of recruitment including Direct Sourcing and Employment Marketing

§  Step-changed Ready Now bench in both Support Centre and Area Coach population

Always, always

hire

24 month- out Talent Planning

Obsessive focus

on KPIs

Consistent approach

to Leadership Development

Segment your

organization

Ensure it’s core to business strategy

Long-Term Development

Plans

Seek out mobile talent

with international backgrounds

We  followed  some  basic  steps  to  drive  talent  development  

Codify into

an EVP

 

TPWY    

Restaurant  Training  

 

HWWT2    

FuncHonal  Curriculums     Professional  QualificaHons  

People  Grower  

 

How  We  Lead      

Leadership  Accel  

Leadership  Impact    

Programs  

We  accelerate  talent  development  via  Leadership  Development  ‘university’  –  with  global  programs  

Personal  EffecEveness    &  Life  skills  

 

ABR    

 

Strength  Finder    

Career  Management  

Value  Destroyers  

Influence  &  Impact  

PresentaHon  Skills  

Time  Management  

Impaccul  CommunicaHon  

 

Brand    You    

Strategy,  Structure,  Culture      

Coaching  for    Performance    

ForecasHng    &  Deployment  

Competencies   Drive-­‐Thru  Systems   Commerciality  

 

Emerging  Talent      

New  Coach  Program  

‘A signature in-house university that will help us build talent and

engagement one-system’

Area   Audience    

Broader    Coaches  

Coaches    

Franchisees  

All  

All  

All  

Big  Leap          Forward    

Yum  Business  Strategy  

General  Manager  Development  Program  

We  reinforce  our  cultural  framework  through  every  core  process  

•  ‘How We Win Together Principles’ integrated throughout core processes

–  Selection –  Training –  Leadership Development –  Promotion –  Succession Planning –  Performance Management –  Appraisal

•  And it has teeth – You have to ‘walk the talk’

Always, always

hire

24 month- out Talent Planning

Obsessive focus

on KPIs

Consistent approach

to Leadership Development

Segment your

organization

Ensure it’s core to business strategy

Long-Term Development

Plans

Seek out mobile talent

with international backgrounds

We  followed  some  basic  steps  to  drive  talent  development  

Codify into

an EVP

Bench and Talent Pipeline

Measure

Above-Store: Level 12+ with Ready Now bench

Level 10/11 with Ready Now bench

Level 10+ HiPos Level 8/9 HiPos

KDRs with HiPo incumbent Exports this year

GPTW Score

Obsessive  focus  and  follow-­‐up  

•  KPIs owned by Managing Director and entire Leadership Team

•  HR review every month

•  Leadership Team review every quarter

•  GPTW Action plan in place

Always, always

hire

24 month- out Talent Planning

Obsessive focus

on KPIs

Consistent approach

to Leadership Development

Segment your

organization

Ensure it’s core to business strategy

Long-Term Development

Plans

Seek out mobile talent

with international backgrounds

We  followed  some  basic  steps  to  drive  talent  development  

Codify into

an EVP

And  it’s  helped  make  us  Yum’s  biggest  developer  of  talent