1. Talent Management at Kellogg
STEP Meeting
Talent Management at Kellogg
(1 minute)
Welcome participants to the Talent Management Overview Workshop.
Ask participants to turn off cell phones.
2007
©2007 Kellogg Company – Global Learning & Development

2. Integrating Two Strong Cultures
Kellogg and Keebler
(1 minute)
Our refocused Human Resources strategy puts greater emphasis than ever on programs and tools that support Kellogg’s efforts to build a global powerhouse of talent.
Talent Management is the cornerstone of our HR programs and is designed to provide you with planned opportunities throughout the year to make sure you are on track with your career goals and performance targets.
Talent Management is a global program, so no matter where you are located in the Kellogg world, you and your colleagues are using the same program.
Integrating Two Strong Cultures

3. Kellogg and Keebler

4. Kellogg Human Resources Strategy
(1 minute)
Our refocused Human Resources strategy puts greater emphasis than ever on programs and tools that support Kellogg’s efforts to build a global powerhouse of talent.
Talent Management is the cornerstone of our HR programs and is designed to provide you with planned opportunities throughout the year to make sure you are on track with your career goals and performance targets.
Talent Management is a global program, so no matter where you are located in the Kellogg world, you and your colleagues are using the same program.

5. 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.
(2 minutes)
Talent Management consists of four integrated processes.
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 – 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.

6. Talent Management Key Activities
Timing
Activity
Jan
Feb
Talk with your manager and set your accountabilities for the year
Talk with your manager and complete your Individual Development Plan
Mar
Participate in a year-end review.
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
(2 minutes)
The four components of Talent Management are carried out through these key activities:
During January and February your manager should share company priorities and work with you to set accountabilities for the year and also work with you to complete your Individual Development Plan.
During March your manager will conduct year-end reviews of your previous year’s performance and compensation decisions.
In June and July your manager will hold a midyear check in on your current performance and development progress and make necessary adjustments.
During November and December, you will complete a self-assessment and send it to your manager. Your manager will review your self-assessments, solicit customer feedback, draft year-end reviews and determine performance ratings.

7. 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
(1 minute)
By proactively participating in Talent Management, you will receive these benefits:
[Read bullets].

8. 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
(1 minute)
A 2006 Talent Management survey showed that while the processes of Talent Management provide structure, clarity, consistency and focus to help manage performance and develop careers, both managers and employees need to focus on open, constructive and timely communication.
Let’s see how you can do your part in further improving our Talent Management practices.

9. 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
(1 minute)
Let’s walk through each of the four Talent Management processes beginning with Goal Setting and People Planning.
[Read bullets.]
RESULT – Clear line of sight between corporate goals and how your individual contributions support them

10. Manager’s Role Employee’s Role
Goal Setting & People Planning
Manager’s Role
Employee’s Role
Ensures your team’s strategy and your goals are aligned with company strategy
Communicates “line of sight” to the team
Learn company and team priorities and identify ways to personally support them
(2 minutes)
Talent Management is a shared accountability. Effective aligning of priorities involves both managers and employees performing their roles.
[Read bullets.]

11. Organization Unit Priorities
Goal Setting & People Planning
Linking Individual Accountabilities to Kellogg Priorities
Kellogg
Priorities
Organization Unit Priorities
Department /
Manager Priorities
Communicate Priorities to Organization Units
Review Kellogg priorities to see what can be impacted
Identify departments / functions to best impact priorities
Develop key deliverables to meet priorities
Ensure linkages between Kellogg priorities and BU priorities
Individual
Accountabilities
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
(2 minutes)
Goal Setting & People Planning ensures your accountabilities are tied to the business.
Beginning at the company-level, accountabilities cascade down through the organization with each level supporting the accountabilities of the next higher level. This cascading process aligns the efforts of people and teams to departments, Organization Units, and ultimately the Company.
Identify Department / Manager priorities that can be impacted
Develop individual accountabilities and measures to meet priorities (PMP)

12. STRENGTHEN THE ORGANIZATION
Goal Setting & People Planning
Kellogg Company Priorities 2007
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
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
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
DELIVER RESULTS
CREATE THE FUTURE
STRENGTHEN THE ORGANIZATION
(2 minutes)
No update from David yet on the 2007 Priorities, however, we don’t expect much change based on what we heard at the Q3 employee update meeting. Over the last few years, we have not seen much change.
The Kellogg strategy translates into specific priorities for this year. These are the priorities for 2006 that will help us accomplish the broader strategy described on the previous slide. Some changes have been made to the Kellogg priorities, but the tenor and philosophy are much the same.
Delivering results relates to delivering financial results, growing sales, and driving the business in the current year.
Strengthening the organization looks a little further out (18-24 months out) and relates to building a healthy and safe workforce that is diverse in style and background.
Creating the future is long term (2+ years) and relates to building brands, culture, and technologies that endure over time.
These priorities set the foundation for great execution of the Kellogg strategy as well as for each organization, department, and individual employee.
These priorities are used to develop our team priorities and individual accountabilities for the year.

13. 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
(1 minute)
Let’s move next to the second process of Talent Management – Performance Management.
[Read bullets.]

14. Manager’s Role Employee’s Role
Performance Management
Manager’s Role
Employee’s Role
Schedules one-on-one discussions to set performance accountabilities and direction.
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.
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.
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.
(2 minutes)
As I’ve already shared, Talent Management is a shared accountability. Effective Performance Management involves both managers and employees performing their roles.
[Read bullets.]

15. 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
(1 minute)
Now, let’s move to the third process in Talent Management – Career Development.
[Read bullets.]
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)

16. Managers’ Role Employees’ Role
Career Development
Managers’ Role
Employees’ 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.
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.
(2 minutes)
As with all processes in Talent Management, Career Development is a shared accountability.
It is important for you to own your career. You must determine what you want and what you need to do to accomplish your goals.
Your manager can be a great resource, but you must be the driver of the process. The Taking Charge of Your Development Workshop offered through Global Learning and Development can be very helpful.
[Read bullets.]

17. 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
(1 minute)
The fourth Talent Management Process is Succession Management.
[Read bullets.]

18. Managers’ Role Employees’ Role
Succession Management
Managers’ Role
Employees’ Role
Reviews your team and assesses potential needs and development opportunities
Communicates to you any information that might help you better develop for the future
Complete a self-assessment of your core competencies, career goals and accomplishments.
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
(2 minutes)
Let’s look at the manager and employee roles for Succession Management. You will note that your role is the same as it was for Career Development.
[Read bullets.]