Heinz

H.J. Heinz Company - Corporate Social Responsibility

People Development

In 2012 and 2013, Heinz continued its commitment to supporting the professional growth of our employees. Our training and development efforts were anchored in the Heinz Leadership Model, which focuses on helping employees develop the skills, competencies and behaviors that are expected at Heinz.

Heinz also utilized the Performance Management and Development (PMD) process, an important tool for people development. Across the globe, salaried employees started each year with clear performance goals and an Individual Development Plan (IDP) for developing specific skills or knowledge areas for that year. That IDP is linked to the employee’s short- and long-term career aspirations and helps employees to focus their development efforts in areas that are critical for their professional development. Mid-year check-in meetings included a review of employees’ performance against goals.

An end-of-year assessment compares results based on previously established goals. Heinz expects all regions to conduct these reviews with all salaried employees routinely. The insights about an employee’s performance, strengths and areas for improvement are then used as input for the next year’s development plan and performance goals.

Heinz expects managers to develop their people by providing coaching and support. The Company has offered a global program called Coaching at Heinz, a skill-based course that focuses on developing managers’ coaching skills. Heinz also launched a new global curriculum called “Managing at Heinz.” This curriculum included participant materials, supporting classroom materials, media and a comprehensive facilitator’s guide in the following areas:

  • The Role of the Manager
  • Performance Management
  • Delegation
  • Relationship Building
  • Rewarding and Engaging Employees
  • Communication
  • Talent Management
  • Conflict Management

In 2013, the Company launched a new curriculum called “Leading at Heinz”.

The Company provided additional opportunities for employees to develop their skills and leadership abilities in a formal way. Core skill and management development training was ongoing in each market, utilizing an internal train-the-trainer approach. For example, our sales officers in India were able to take advantage of a Talent Development Program that provides future growth opportunities and helps to build the talent pipeline as officers learn higher-level responsibilities.

In North America, the Heinz Academy enabled employees to participate in a wide range of educational courses, including “Making Meetings Work,” “Writing Advantage” and “Developing Extraordinary Leaders.” The Heinz Academy was also offered at many of our business units around the globe.

Employees in those locations could visit the newly designed Global Heinz Academy for access to all things related to people development. This one-stop shop makes it easier for employees and managers to pursue developmental activities. Functional development was offered locally and globally. Functional academies have been developed to create a shared approach to developing functional excellence in the following areas: Marketing, Procurement, Sales, HR’s Heinz Academy and Supply Chain.

Leadership development remained a global initiative at Heinz. These efforts were tightly linked with our annual People and Organizational Planning Process. Each business unit conducted an in-depth assessment of its leaders through the manager level. This information has been reviewed annually by senior Company management. From these discussions, people development activities have been identified for leaders, with a special emphasis on key, high-potential individuals.

The Zone President and Regional President Development Programs were geared to targeting people going into General Management or Regional roles. These programs included in-depth assessments and a behavioral-based interview process that drove personalized development plans.

Heinz also launched a comprehensive change management curriculum in 2013 with materials translated into 15 languages. Managers attended a broad-based program focused on leading employees through change and managing the human element of change and employees attended a similar program geared towards individual contributors.

Two customized curricula were created to inform and assist employees and managers following the announcement on February 14, 2013 that Berkshire Hathaway and 3G Capital had agreed to acquire Heinz. These curricula – “Leading Change” and “Navigating the Transition” – were in-house programs that created opportunities to discuss impending changes and come together to proactively address how to be successful.

Around the world, Heinz offered additional development. In the U.K. and Ireland, Heinz launched the “Game Changing Leadership” program. With 1,000 participants in its second year, this program was the largest of its kind at any Heinz location.

Separately, the Heinz Functional Leader program prepared high-potential employees to lead their functional area. The 18-month program included personal assessments and an emphasis on shared experiences, including self, people and business leadership.

China created an abridged version of the functional leader program to give leaders a flavor of key topical areas covered. The Personal Leadership Program, taught by Functional Leader graduates, served to introduce new and key concepts to emerging leaders in Asia.

Heinz also offered web-based eLearning solution to make training accessible to employees around the world, 24/7. Heinz continued to offer tuition reimbursement benefits to eligible employees.