Retention and Engagement - ERIAC · Retention and Engagement ... Argentina Brazil Canada Mexico US...
Transcript of Retention and Engagement - ERIAC · Retention and Engagement ... Argentina Brazil Canada Mexico US...
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Retention and Engagement for High Potential
Eduardo B. de la Garza Sr. Human Resources Vice President
PepsiCo Mexico Foods ERIAC February 11th, 2014
2 Confidencial - Material elaborado por EDLG
Companies around the world are facing a big challenge finding qualified and skilled talent to cover key open positions
The main challenge is to find the right match between the person’s competencies and the
organization’s talent requirements.
• Global People • Analytic/Intellectual curiosity • Adapts to change • Visionary
What competencies are companies looking for today?
• Results oriented • Confidence • Technical formation • Teamwork/Collaboration
Source: Manpower Group (2012). “Human Age” *Reference: Confronting the Lack of Talent 2012, Manpower Group
Mexico is ranked in the TOP 3 american countries with more open positions
coverage difficulty.
4 Confidencial - Material elaborado por EDLG
…Additionally, Employee’s Engagement has decreased globally, main causes are Career Advancement and Base Payment
Mercer’s Inside Employees Minds survey reflect what employees value the most: Career Advancement & Pay
Argentina Brazil Canada Mexico US
Source: Finley, B. Inside Employee’s minds: Navigating the new rules of engagement. (2013) Mercer.
In order to succeed, we need to redefine the “Employee Value
Proposition”, to retain and engage
top Talent
Employee Value Proposition
5 Confidencial - Material elaborado por EDLG
Our Talent Sustainability Commitment, is the heart of our Company identity
Encourage people to live healthier lives
Protect the Earth’s natural resources
Invest in our people
To the associates of
PepsiCo … It’s a
promise to invest in
our associates to help
them succeed and
develop the skills
needed to drive the
company’s
growth, while creating
employment
opportunities in the
communities we
serve.
CULTURE Enable our people to
thrive by providing a
supportive and
empowering workplace
CAREER Provide opportunities that
strengthen our associates’
skills and capabilities to
drive sustainable growth
COMMUNITY Contribute to better living
standards in the
communities we serve
6 Confidencial - Material elaborado por EDLG
1.- Talent Forecasting
4.- Pipeline & Succession Planning
3.- Critical Assignment Bank
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PepsiCo Succession Pipeline –R&D
Source: PepsiCo talent management baseline data B1+, March 2011
Example
Checkpoint #1
(HPs)
Checkpoint #2
(HPs)
Checkpoint #3 (C-
Suite)
B1
B2
B3
B4
B52
40
10
258
138
~550
Checkpoint #1
(HPs)
Checkpoint #2
(HPs)
Checkpoint #3 (C-
Suite)
B1
B2
B3
B4
B52
40
10
258
138
~550
Checkpoint #1
(HPs)
Checkpoint #2
(HPs)
Checkpoint #3 (C-
Suite)
L10 + L11
B1
B2
B3
B4
B56
40
20
300
100
~600
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PepsiCo Succession Pipeline –Marketing
Source: PepsiCo talent management baseline data B1+, March 2011
Example
Checkpoint #1
(HPs)
Checkpoint #2
(HPs)
Checkpoint #3 (C-
Suite)
B1
B2
B3
B4
B52
40
10
258
138
~550
Checkpoint #1
(HPs)
Checkpoint #2
(HPs)
Checkpoint #3 (C-
Suite)
B1
B2
B3
B4
B52
40
10
258
138
~550
Checkpoint #1
(HPs)
Checkpoint #2
(HPs)
Checkpoint #3 (C-
Suite)
L10 + L11
B1
B2
B3
B4
B56
40
20
300
100
~600
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PepsiCo Succession Pipeline –Sales
Source: PepsiCo talent management baseline data B1+, March 2011
Example
Checkpoint #1
(HPs)
Checkpoint #2
(HPs)
Checkpoint #3 (C-
Suite)
B1
B2
B3
B4
B52
40
10
258
138
~550
Checkpoint #1
(HPs)
Checkpoint #2
(HPs)
Checkpoint #3 (C-
Suite)
B1
B2
B3
B4
B52
40
10
258
138
~550
Checkpoint #1
(HPs)
Checkpoint #2
(HPs)
Checkpoint #3 (C-
Suite)
L10 + L11
B1
B2
B3
B4
B56
40
20
300
100
~600
Sector CEO
SVP Function
SVP Function
Country GM
Country GM
VP Ops
VP Sales
Future (2016)
Growth Drivers
Global Talent Swimlanes
~ 300
~ 600
~ 900
C-Suite
Middle Management
Entry Management
Senior Management
Global Talent Swimlanes
#
#
#
Impacts # Change
Top 200 Roles in PepsiCo
2 – 3 Moves Out (x2)
3+ Moves Out (x3)
Ready Now (x1)
An holistic Strategic Planning to identify and develop High Potential Talent and ensure future pipeline fueling
2.- Talent Segmentation
Per
form
ance
Potential
Strategic Business Planning
5.- Career Experience Assignment
Large
Functional Role
Portfolio of
Businesses
Top 200 roles
Single Country or
Category
Large Country /
Multi-category
7 Confidencial - Material elaborado por EDLG
Accelerating High Potential Development with global programs designed to address specific needs
Associates take a 2.5 day Master Class to build strategic thinking skills. This takes place 2-3 times a year and they are assigned to lead a project.
Strategy Master Class
Associates participate in a team based strategic business project and increase their external awareness and perspective. Real analysis and action for sector/region.
War Games
Strategic Thinking Skill Building
Associates take a 3-6 month short term assignment to build leadership and functional skills.
International Assignment
Associates take an international assignment to gain critical experiences and broaden their perspectives.
Short Term Assignment
Functional / Leadership Critical Experiences
Associates learn a foreign language, cultural adoption for an international assignment.
Global readiness
8 Confidencial - Material elaborado por EDLG
Our Talent Sustainability Strategy: Across Organization, at all levels, from Hire to Retire and addressing the generational challenge
• Horizon: 13 EE’s • CIMA: 23 HiPo’s • Management Excellence: 300 Staff
Managers
• LWP: 146 Directors • First Camp: 77 HiPo’s
People currently on some of this accelerated development programs
People Planning Process
Assessment Tools Development Programs
B5
B4-B3
B2
B1-L11
L9-L10
Rookies & Trainees
Coaching & Mentoring Platform
0
1
2
3
4
5
Manage Self
Manage Managers
Manage Others
Functional Manager
Business Manager
B3-B4
Leaders B2-B3
HiPo’s L11-B2
Managers L09-L11
HiPo’s L08-L10
LBB B4+