case study career development at kellogg's

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Case Study Kellogg

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CASE STUDY: CAREER DEVELOPMENT AT KELLOGG'S Career development is the process used to create opportunities for employees

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CASE STUDY: CAREER DEVELOPMENT AT KELLOGG'S Career development is the process used to create opportunities for employees' professional interests and capabilities and to help meet current and future business needs. Career development at Kellogg's is becoming a more formalized process. The changes for 2004 are subtle and include: A new, required form (Employee Profile) to be completed by all Kellogg's non-production employees. The Employee Profile provides a snapshot of an employee's career, including biographical information, work experiences, development plans, and assessment on leadership competences and Kvalues. The Individual Development Plan (IDP) has been incorporated into the Employee Profile. It includes an overview of employee development for current accountabilities and future career opportunities. All people managers have a Performance Management Plan (PMP), which concerns their accountability for the development of employees. Development is a critical process because: Change seems to be occurring at a faster rate than ever and employees must learn to change and adapt quickly. Relying solely on employees' current capabilities would place the company at a competitive disadvantage. Recent survey data indicated that Kellogg's employees have an interest in development. Focused development builds stronger teams and attracts and retains the best and brightest talent. What is an effective development plan? Development requires more than just identifying the areas or competences that are going to be developed. Just like a project at work, development is more successful when there is a specific plan to accomplish the change in behavior. Employees will have better success in development if their plan: is tied to their PMP accountabilities; has relevance to the business needs; is limited to three or four areas for development; has specific development actions required for each area; consists of primarily experience-based development actions; identities the resources and support needed for each development action; species a date for completion. Kellogg's philosophy is that the manager and the employee share responsibility for an employee's development. The employee is responsible for keeping skills current and developing skills for future opportunities. Managers make sure employees' expectations are realistic and opportunities to grow are offered and supported. Manager’s and employee’s responsibilities for employee’s development Manager’s role employee’s role 1. Review Employee Profile; 1. Take responsibility for own career; 2. Complete the manager's page of of the Employee 2. Perform well in current role; Profile 3. Review previous feedback and development 3. Complete the employee page 4. Consider possible development actions 4. Clarify career interests; 5. Determine realistic career goals; 5. Understand what is required to make development 6. Learn more about position requirements more successful 7. Learn more about position requirements 8. Consider possible development area to focus 6. Create key messages to share with employee in on meetings 9. Plan activities to improve in those areas 7. Check with employees to ensure they are Question Ask yourself what your organization could learn from Kellogg’s approach and how this process might be enhanced in the future.

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Web Development

Kellogg’s - international food brand and parent company to Corn Flakes, Frosted Flakes, Eggo, Cheez-It, and more - was wasting resources on employee technical support questions and requests. In order to make it easier for employees to get answers to commonly asked questions and quickly add requests for new hardware/software, Kellogg’s approached Marcel to update the employee portal user experience.

The Challenge

With employees located all over the world, Kellogg’s needed a way for those employees to request new software or hardware, along with the ability to ask questions and provide feedback to Kellogg’s. To do this, they created a phone support system that employees could call to put in those requests and ask questions. 

There was just one issue: the support line became a drain on resources, driving up internal costs to the tune of around $15 per call. Kellogg’s discussed how they could still provide the same level of support to employees while also lowering costs. After many discussions, the decision was made to focus on leveraging an employee portal to host requests and and answers to commonly asked questions.

Kellogg’s approached Marcel Digital’s UX /   web development experts to rethink the entire employee portal experience to facilitate requests complete with a FAQ section that employees could quickly learn how to use and leverage when needed. This didn’t just mean updating the portal to look better. It meant handling requests and questions in a more efficient manner and making it easier for employees to use the new portal without much training or hand-holding .

The Analysis

To get started, the   UX and usability experts at Marcel Digital took a deep dive into the existing employee portal to better understand how they were using it, what challenges they encounter, and what could be improved quickly. We then sat down with key stakeholders at Kellogg’s who provided a full presentation on usability metrics and internal feedback of the portal. They also identified some of the key areas the portal had to include in order for the project to be successful. This included a way for employees to easily request new equipment or hardware, as well as a comprehensive Knowledge Base resource section .

The Solution

Our UX experts started with ideas. These ideas turned into whiteboarding and extensive wireframes accounting for the entire user journey; from the login page to the new and improved Knowledge Base. We then collaborated with the design team at Kellogg’s to bring the wireframes to life. It was developed entirely on a test portal where functionalities and features could be tested and approved by Kellogg’s stakeholders. We focused on surveying employee end users to solicit their feedback in improving the overall user experience. The entire process resulted in a new Kellogg’s employee portal that was easy to use and easy to navigate.

The Results

We focused on simplifying the layout of the portal so employees could easily find important assets and features they were accustomed to finding in the old portal, while also giving prominence to request and Knowledge Base functionalities that they could now use instead of the phone support line.

All of these layout changes and functionalities lead to support phone calls decreasing by 57%. More employees were using the portal to put through requests and leveraging the Knowledge Base for important questions and answers. This decrease in phone calls meant costs from support calls were lowered by roughly 75%, accomplishing the goal of lowering Kellogg’s costs while making it easier for employees to access information quickly and efficiently.

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Kellogg Case Study

As any large corporation Kellogg has a variety of work functions and a large number of employees. Some of these jobs include engineering, marketing, sales, human resources, information technology, finance, and many other jobs. Kellogg is the world’s largest breakfast cereal company, producing cereal in 18 countries and selling to over 180 countries. In order to have a company of this quality to succeed for over 100 years there had to be values to keep the company on top. Kellogg mission is to provide a great place to work and they go to great lengths to provide this service. These values incorporated by Kellogg was used to influence the employee’s behavior on the job making it a positive to place to work. To keep up morale employees is encouraged …show more content…

Taylor’s theory shows that monetary rewards can increase productivity. Kellogg uses Taylor’s theory by motivating their employees with cash alternatives such as giving them the opportunity to buy and sell their holiday days. Another aspect of Kellogg as taken from Taylor’s theory is that breaks down jobs into specialist tasks throughout the company. Although using monetary gain as a motivational tool is very useful and productive it is not without its problems. If employees focus mainly on the possible monetary gain or awards then this may cause them to rush through their work resulting in poor quality. Kellogg is a company that’s known for encouraging creativity and use of imagination, using Taylor’s theory would not apply to this. Taylor 's view of monetary reward for quality output is not appropriate for the motivation when it comes to encouraging creativity (Business Case Studies, …show more content…

Hygiene factors are referred to as dissatisfiers and Herzberg’s motivators are called satisfiers. The hygiene factors are those things that make employees unhappy and the motivators are the things that make them happy. In Herzberg’s theory, it is believed that employers need to minimize hygiene factors and maximize motivators. Kellogg does an outstanding job applying this theory. Kellogg offers access to fitness centers, free employee health checks and fitness assessment done by professional healthcare specialist. For those that need better or flexible hours Kellogg provides several alternatives of work: Part-time employment, job sharing, career breaks, working from home, and other alternatives. To show how dedicated Kellogg are to their employees, Claire Duckworth, an employee of Kellogg, have benefited from their use of Herzberg’s theory. Claire competes in Latin American ballroom dancing, working for Kellogg enables her with flexible hours so that she can travel to different dance competitions. Claire is one of many successful and motivated employees of Kellogg (Business Case Studies,

In this essay, the author

• Explains that kellogg is the world's largest breakfast cereal company, producing cereal in 18 countries and selling to over 180 countries.
• Explains that fredrick taylor's theory shows that monetary rewards can increase productivity. kellogg uses taylor’s theory by motivating their employees with cash alternatives.
• Analyzes how kellogg employees are motivated to work through maslow's hierarchy of needs. they provide childcare vouchers, cash alternatives to company cars, and discounted life assurance schemes.
• Explains that herzberg's two-factor theory is composed of two factors, hygiene and motivators. kellogg offers access to fitness centers, free employee health checks and fitness assessment done by professional healthcare specialist.
• Explains that kellogg uses many motivational tools to keep employees happy and loyal. they provide monetary reward system, childcare, communication, flexible hours, and much more to their employees.

Click here to unlock this and over one million essays

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Kellogg’s is an American multinational food manufacturing company headquartered in Battle Creek, Michigan, and United States. Kellogg’s produces cereal and convenience foods, including cookies, crackers, toaster pastries, cereal bars, fruit-flavored snacks, frozen waffles, and vegetarian foods. The company's brands include Froot Loops, Apple Jacks, Corn Flakes, Frosted Flakes, Rice Krispies, Special K, Cocoa Krispies, Keebler, Pringles, Pop-Tarts, Kashi, Cheez-It, Eggo, Nutri-Grain, Morningstar Farms, and many more. Also, Kellogg's stated purpose is "Nourishing families so they can flourish and thrive."

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According to Herzberg, the hygiene factors cannot be regarded as motivators, but, note that motivational factors produce positive satisfaction. These factors are integral to work and motivate the employees for superior performance. These factors are known as satisfiers and are also involved in performing the job.

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As with any theory, the motivator-hygiene theory has its share of criticisms. Among them is the lack of consideration for individual differences. Herzberg’s theory only takes into account internal organizational factors and does not consider personal attitudes and beliefs of one’s work. Moreover, the two-factor theory assumes that high job satisfaction equates to performance at work. This, however, does not hold true in many situations.(insert example) A highly satisfied, content, and happy worker is not necessarily the hardest worker in an organization.

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How Kellogg's boosted its top talent pipeline

Kellogg’s Power to Lead - a blended learning journey

Challenge: To support employees into senior leadership positions, improve retention rates and increase employee motivation.

Solution: A blended learning journey over six months, including immersive residential workshops, a strategic business challenge with external immersions, group learning pods and executive coaching.

Impact: Programme now in its sixth year, with an average 4.9/5 satisfaction score by participants for the last two years in a row. Recruitment costs have decreased by 47% since 2013 and 35% of alumni now in global, AMEA Leadership Team or Regional Leadership Team roles.

To read the full details, see below.

The challenge

Kellogg’s started business over 100 years ago and has become a household-name, with brands including Corn Flakes, Special K and Rice Krispies. Its products are manufactured and marketed in over 180 countries and it is featured in the Fortune 500.

In 2013, Kellogg’s identified that there was an opportunity to strengthen its top talent pipeline, with only 30% of senior leaders coming from within the organisation, high recruitment costs and low retention rates.

Our solution

The solution was Kellogg’s Power to Lead (KPL), a transformative leadership development programme for talent at middle – senior management levels, across the Asia, Middle East and Africa (AMEA) region.

The bespoke programme has three main objectives:

• Talent development: develop future leaders at an accelerated pace, to win at challenges arising from growth, change and expansion in the business
• Talent engagement and retention: engage and retain key talent to create a robust talent pipeline for succession planning
• Business problem solving: launch a breakthrough business and leadership experiential programme, targeted at high potential leaders, grounded in Kellogg’s reality

KPL is a six-month blended learning journey, with diagnostic and 360-assessments, two residential workshops, a strategic business challenge with external immersions (such as field visits to other companies, government agencies, start-ups or retail stores), 1:1 leadership coaching and group learning pods.

The programme is completely co-created . Over the years, we have worked with Kellogg’s to identify their needs at each transition point, map their desired outcomes and connect these to their organisational culture and values. Capability has been developed in-house too, as the programme is co-facilitated by both Kellogg’s and BRIDGE.

Buy-in from top management and line of business managers was extremely strong since the conception of KPL, as they form an integral part of the programme. The leadership team, including the AMEA Head, act as Sponsors and Subject Matter Experts, providing the participants with strategic challenges for which they must develop solutions and strategies in smaller project groups. This forms a journey within KPL, with pre-work, immersions into the project context, conducting interviews with external experts to gain new perspectives, and design thinking workshops. The programme concludes with a ‘Shark Tank’ format with each project group presenting their business solution to Kellogg’s AMEA leadership and seeking investment in their idea to implement it on a wider scale.

The business projects submitted by the Sponsors are live business challenges, meaning KPL is grounded in the company’s reality and produces quality, business-centric outcomes. Many of these have been implemented at Kellogg’s, a key success metric for KPL.

What was the impact?

The programme has had a transformational effect on Kellogg’s AMEA region. It is consistently oversubscribed and has become an integral part of the company’s strategy and culture.

Graduate feedback scores on their overall evaluation of the programme and its ability to help participants perform better are consistently above 4 out of 5, with the last two surveys receiving an average of 4.9 out of 5. Recruitment costs have decreased by 47%, and 35% of alumni are now in global, AMEA Leadership Team or Regional Leadership Team roles.

“KPL” is now sometimes used, somewhat mistakenly in wider Kellogg’s, to mean any leadership development programme. The HR team often hears people requesting “a KPL for my business unit”! This is testament to the brand name that KPL has become. Since the inception of KPL, Global Engagement Survey Scores at middle and senior management levels have increased. Scores on aspects such as ‘meaningful work’ and ‘recognition and reward’ have increased by 11% and 23%, respectively.

Testimonials

“This will be the foundation of our business growth in the years to come” Amit Banati, President, AMEA (2018)   “A true breakthrough and amongst the best leader ship programmes I have seen in my career.” Ankush Raisinghani, Vice President HR, AMEA   “I get a huge joy watching leaders develop, not just as a professional, but as a person, a husband, wife, mother, father, brother… KPL makes you a better human being.” Gathoni Wang’ombe, HR Director, Organisational Development, AMEA   “I was able to find a voice I had yet to unlock, and self-belief that needed to be explored. I valued the time I spent with my coach, and with my project team, and the extended connections I have made across the AMEA business, whom I still reach out to, to this day.” KPL Participant   “I’ve developed a clear sense of purpose and I feel that I am much more self-aware of my impact on others. Overall, I think I am a better leader, both in and outside of work.” KPL Participant

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