Retention and Engagement - ERIAC · Retention and Engagement ... Argentina Brazil Canada Mexico US...

1

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.


Some examples of the importance of Succession Planning


…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


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


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


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

14

PepsiCo Succession Pipeline –Sales


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


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


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+


“Only 3 things

happen naturally in

organizations:

Friction, Confusion,

Underperformance;

everything else

requires leadership”

Peter Drucker

Retention and Engagement - ERIAC · Retention and Engagement ... Argentina Brazil Canada Mexico US...

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