1

Global Leadership,

Organizational

Development &

Diversity

Vision: To be the pacesetter on talent in the industry

Kim Janson – Janson Associates, LLC

Former Chief Talent Officer HJ Heinz

2

People Development Strategy Evolution

Moving To

Shared global

approach to talent

management and

development

Moving From

Decentralized “BU

owned” talent

perspective

Building a strong foundation and Raising the bar across the board on performance

and behavioral expectations by Defining expectations

Establishing processes and tools

Developing programs

Enhancing the level of subject matter expertise

3

Phases of Evolution

• Phase I: Assessment

• Phase II: Building the Foundation

• Phase III: Program Development

• Phase IV: Driving Accountability

Operating Principles

• Know the markets

• Establish and maintain incredibly strong partnerships

• Keep key stakeholder groups close

• 80-90% common

• Influence early then get on board with outcomes

• Act as SME. Ultimate decision maker

4

Phases of Evolution

Phase I: Assessment

• Phase II: Building the Foundation

• Phase III: Program Development

• Phase IV: Driving Accountability

Vision for Heinz Talent

Heinz Branded leader

Know the

Role

Know the

Talent

Grow the

Talent

Move the

Talent

With Diversity & Inclusion Driving

Business Results

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6

Advance Develop

Retain

Attract

AssessTalent

Management Life Cycle

Heinz Talent Management Life Cycle

Mission and Values

are the foundation

for program

development

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Heinz Leadership Model (HLM)

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HLM Competencies

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Key Role Profiles – Accountabilities Defined

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Performance Management & Development

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Global Employee Engagement Survey

• Measure Culture

• Mechanism for Feedback

• Take Action

• Make Talent an Advantage

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Heinz 360 Feedback

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Understanding Your Feedback

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Feedback as an Input

POP PMD

360

Feedback

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POP Future Potential Focus

Succession Planning

Competency Strengths and

Opportunities for Improvement

Internal Talent Management

Company Focus

360° FEEDBACK Competency Data for Coaching

E-Learning Modules Action Planning to Close Gaps

COMPENSATION Annual Return

Incentives

RECRUITMENT AND

SELECTION External Talent Management

PMD Past Performance Focus

Agreeing Deliverable

Performance Progress

CAREER AND DEVELOPMENT

PLANNING Individual Focus (IDP)

Supports Performance Delivery

Career Planning

CULTURE SURVEY Measuring Progress on

Delivering Vision,

Values and Competencies

Integrated

People System

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Phases of Evaluation

Phase I: Assessment

Phase II: Building the Foundation

• Phase III: Program Development

• Phase IV: Driving Accountability

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Coaching @ Heinz

Foundational Development

for People Leaders

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Role of

Manager*

Performance

Management Delegation

Motivating & Engaging

Employees

Relationship Management

Conflict Management

Talent Management & Development Processes**

Communication

This program sets the expectations on what it means to be a manager at Heinz.

Full Day Full Day Half Day Half Day

Full Day Half Day Half Day Full Day

Foundational Development

for People Leaders

Managing @ Heinz

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Leading @ Heinz

Content:

• Team Effectiveness

• Situational Leadership

• Crucial Conversations

• Leading Diversity

• Inspirational Leadership

Advanced Development

for People Leaders

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Leadership Programs @ Heinz

Functional Leader

Program

Business Unit

President Program

Regional President

Program

Targeted

Audience

High potentials one or two

levels below the Functional

Leader

High potential Functional

Leaders

High potential Business

Unit Presidents

Program

Components

Phase I: Focus on Self

Phase II: Focus on Others

Phase III: Focus on

Business

Phase I: Psychometric

assessment and

behavioral interviewing

Phase II: Development

Plan Execution

Phase I: Psychometric

assessment and

behavioral interviewing

Phase II: Development

Plan Execution

Desired Outcome

Preparing leaders to move

from being a functional

expert to the leader of a

function

Preparing leaders to move

from being a functional

leader to a general

manager

Preparing leaders from

being a general

manager to a portfolio

manager

Duration 18 months Varies based on

development plan

Varies based on

development plan

Executive Development for Leaders

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An internal coach will work with each participant throughout the 12 month program to help them translate

the content into growth and results in the business.

A cohort of approximately 25 people will participate in the 3-phased program together as a class.

After Phase III, each class is assigned to 5 Action Learning Teams for 16 weeks

Each phase includes guest appearances by senior management in that region

Objective:

Understanding Emerging Markets &

Heinz Strategy

Develop strategic thinking skills

Developing change management

skills

Objective:

Learning to lead through others

Application of a talent management

model and strategies

Acquisition of team effectiveness tools

Create inspirational leadership

opportunities

Conduct crucial conversations

Objective:

Understand the perception of me

Understand Heinz’s leadership

model

Define my leadership brand

Develop executive presence

Phase III:

Leading the Business

In Asia

Phase II:

Leading Others

In Europe

Phase I:

Leading Yourself

In Pittsburgh

Heinz Functional Leader Program Executive

Development for Leaders

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Academies

Leadership Academies

• CEO Academy

• CFO Academy

• CPO Academy

• SVP Academy

Functional Academies

• Marketing

• Purchasing

• Sales

• Supply Chain

• HR (in development) Executive

Development for Leaders

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• NEO (FY12) • PMD • E- Learning • Local Heinz

Academy • Functional Academy • 360 Feedback • Employee Survey

• Change Mgmt. • M@H • NEO • Coaching • PMD • E-Learning • Local Heinz Academy • Functional Academy • 360 Feedback • Employee Survey

• Stakeholder Reviews • Global Candidate Slating

(future) • On-boarding Plans (New

Leader Assimilation • POP/Talent Planning • HFLP /Action Learning • Executive Coaching • C-Suite Academies CEO/CPO/CFO • L@H • M@H • Coaching • Change Mgmt • NEO • PMD • E-learning • Local Heinz Academy • 360 Feedback • Employee Survey

• Deep Exec Assess • Executive Coaching • Stakeholder Reviews • Candidate Slating

(future) • On-boarding Plans • BU Pres Program • Reg Pres Program • External Exec Ed • POP/Talent Planning • HFLP Functional Ldr • Executive Coaching • C-Suite Academies CEO/CPO/CFO • M@H • NEO • PMD • E-learning • Local Heinz Academy • 360 Feedback • Employee Survey

• POP • Change Mgmt. • M@H • L@H • NEO • Coaching • PMD • E-Learning • Local Heinz Academy • Functional Academy • 360 Feedback • Employee Survey

Building Talent at Heinz

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LOGIN PAGE

Heinz E-Learning

Training

available

24X7

Global Access

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Phases of Evaluation

Phase I: Assessment

Phase II: Building the Foundation

Phase III: Program Development

• Phase IV: Driving Accountability

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Game Changing Role

HNA/WHQ

Asia Pacific

ROW & LA

Europe

Appointed Talent Managers Across the Business

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Regional Talent Manager Responsibilities

• Partner with HR, BU leaders and other local OD/talent/training resources to identify and address the key talent and organizational development needs

• Share solutions within regions across to other regions

• Facilitate global talent development in a region in a cooperative team effort globally.

• Leverage WHQ home base and global relationships to access and leverage programs and services across each business and/or country

• Provide Executive Coaching to key leaders in the region as requested

• Provide input to, support for and participate in the POP processes for that region

• Influence leaders to create a culture that focuses on ongoing learning, talent development, teamwork and managing change.

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People and Organizational

Development Planning Process

One of three Global Annual Processes

hosted by the CEO

Consists of BU Presidents presenting

the talent and capability building plan

required to execute the strategic plan

POP

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Brenda Miller

President, Sales

Strong 25% GYG

Promotable Now

Glenda Rush

VP, Finance

Top 25% YGG

Promotable 1-2

Kevin Keedie

VP, Marketing

Middle 60% GGG

Well Placed

Jason Miller

VP, R&D

Bottom 15% RRY

Re-evaluate

Sam Roth

VP, IT

Top 25% GGG

Promotable 1-2

David Smith

VP, Supply Chain

Middle 60% YYG

Well Placed

Gary Neverend

VP, HR

Middle 60% YGG

Pro in Position

Janice Torado

VP, Quality

Middle 60% YGG

Well Placed

Sandy Tester

EVP - President & CEO

Heinz Sample Business

Stack Rank

1. Brenda Miller

2. Sam Roth

3. Glenda Rush

4. Kevin Keedie

5. Janice Torado

6. Gary Neverend

7. David Smith

8. Jason Miller

9.

$ % of

Sales

Rev/

FTE OI/FTE

FY 10

FY 11

FY 12

Promotability Ratings

Promotable Now

Promotable in 1-2 yrs

Pro in Position

Well-Placed

Re-evaluate

Manage Out

New Hires (< 1 year)

Up & Comers

Top Level Organizational Chart

Performance & Potential Matrix

Growth Potential No Job Level

Promotions

1 Job Level

Promotion

2 or More Job Level

Promotions

Perf

orm

an

ce Highest

1/3

Middle

1/3

Lowest

1/3

PMD

Performance

Ratings

Highly

Successful/

Exceptional

Ratings: 4, 5

Re-evaluate

Manage Out

Well Placed

Pro in Position

Promotable Now

Promotable 1-2 years

Successful

Rating: 3

Basic or

Unsatisfactory

Ratings: 1, 2

Color Coding

Marketing = Red R&D/QA = Blue Finance = Green Sales = Purple

IT = Brown HR = Black SC = Orange

Promotability Ratings

Promotable Now

Promotable in 1-2 yrs

Pro in Position

Well-Placed

Re-evaluate

Manage Out

New Hires (< 1 year)

Up & Comers

Potential/Promotability

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Functional Talent Planning for Supply Chain Function

High Potential Next Move &

Timing

2nd Move &

Timing Development Activities

Dependencies

(what is needed to

make happen?)

Retention Risk ?

Plans to address?

Ryan Madden

Factory Manager

Sr. Factory

Manager -

Within 2 months

Director Frozen

POD -

2 years

• Attend M@H

• Attend Coaching@Heinz

• Promotion already

approved for Sr. level

role.

Susan Slaven

Associate Director

Procurement

Director

Procurement -

July 2013

VP Logistics,

VP Procurement -

3 years

•Attend HFLP

•Attend Executive Presence

Course

• Need to move current

Director who is a

blocker.

• Seek approval for

executive headcount.

Andrew Potter

Director Supply Chain

Director Operations

Latin America -

August 2013

VP Manufacturing/

Logistics -

1-2 years

Moving to Latin America

Operations development role

in August 2013

• Develop competitive

offer

• Family exploratory trip

for approval

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Functional Report Card

Competencies

Strengths Areas to Improve

Relationship building with

customer/consultative selling

Category based selling

Advanced Channel expertise

Culinary expertise to differentiate

among competitors

Leadership skills

Coaching/feedback skills

Collaboration and negotiation skills

Sales analytics

Shopper insights

General management mindset to

better leverage cross functional

engagement with customers

Function: Sales

Overall Grade on Talent:

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Critical Position and

Incumbent

Time in

Position

Anticipated

Move Date

Potential Successors

Readiness Name Title

*VP, IT

Sam Roth

*Role changing to Pres,

IT in April 2013

3 years

3 months

April 2013

Ready Now Ken Hanley VP, IT (UK)

Ready 1-2 Yrs Phil Mackel

Sarah Robins

Director, IT (UK)

Director, IT (HNA)

Ready 3-5 Yrs

President of Sales

Brenda Miller

4 Year

6 months

May 2013

Ready Now Angela Minahan

James Fisher

VP, Sales Geographies (HNA)

Director, Customer Teams (HNA)

Ready 1-2 Yrs

Ready 3-5 Yrs Tracey Shannan

Bill Crissy

William Lehanny

Director, Sales (HCAN)

Director, Sales (HNA)

Director of Customer Teams (HNA)

*VP, R&D

Jason Miller

* Plan to exit Jason

from company

8 years.

6 months

within 6

months

Ready Now Henry Schiller

Anne Ramsey

Director, R&D (HNA)

Director, R&D (Australia)

Ready 1-2 Yrs

Ready 3-5 Yrs Chris Devlin Director ,R&D (HCE)

Succession Planning for Critical Roles

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Person or Position Specific Plan Owner(s) Timing

2 Associate Brand Manager

Roles (meals and snacks)

Backfill with diverse candidates. Currently

leveraging diverse recruiters and working with

minority organizations:

-- National Black MBA

-- National Society of Hispanic

HR: Tim Anthony

Marketing:

Marsha Stiller

By July 2013

VP of R&D Will leverage diverse recruiter pool to identify

qualified candidates to fill by August 2013.

HR: Gary Neverend

President: Sandy

Tester

By August 2013

Rotational Supply Chain

Leadership Development Program

(LDP) positions

Target filling 25% (2) of the yearly 8 positions

with diverse candidates. Tap into current

university recruiting process established for

LDP program.

HR: Marsha

Conner

SC: Sam Linden

By September

2013

Specific plans to increase representation of Women and People of Color in Leadership Positions

Driving Diversity

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Contact Information

If I can be a sounding board or a source of help in

the future on any of these areas, feel free to

contact me directly at:

kim@jansonassociates.com

401-339-0089

www.jansonassociates.com