Engagement

Interview: PepsiCo's View On Career Perspective

Miguel Premoli

Being one of the world's leading food and beverage organisations, PepsiCo has a LOT of employees. How does the organisation deal with people that want to change jobs or move forward in their careers at PepsiCo? Read an extract from the interview with Miguel Premoli, VP Talent Management at PepsiCo.

Most of our career philosophy is based on critical experiences that we coded. When people want to achieve a certain role in the company, they know what type of critical experiences they need to have to get to that role. We codified the experiences that you gain during your career and these are the ones that, according to us, will make you successful in the future. We believe that by crafting the right experiences, you can grow in the organisation. The critical experience framework also helps us to be aware of where transitions can be more painful and help employees make those transitions more easily.

Zoom On Employee Experience

Every May, we have what we call candid career conversations. Here, managers and employees talk about development and within those conversations, they focus on the critical experiences that are being gained now and which are the ones that someone needs in the future if they want to achieve certain roles.

We believe in leaders at all levels!

When it comes to competencies, we have a hybrid model with leadership competencies. I believe that, in your career, you should have as much and as broad experiences as you can, starting very early on. We have tools to capture the experience that employees have had and the ones that are needed in the future. When managers and employees have these conversations, they map the critical experience that these individuals have had before and look at what someone will work on in the future. Manager and employee really work closely together to find the best critical experiences needed and suitable for that person. 

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The Future of HR

With the pace everything is changing in HR, it's important to align your HR and Performance Management with your business strategy and move along with these changes. We, for example, moved from one engagement survey every 2 years to checking the engagement pulse of the company every quarter. We moved from annual Performance Management to much more frequent touch points between manager and employee. We are also leveraging technology to have a more frequent dialogue, more frequent interactions with managers, employees and the organisation as a whole. We really coach managers to have conversations. If the conversations are more frequent, then the dialogue will be more open, and this helps both sides. Frequency is definitely key here.

I know a lot depends on the size of the organisation, that's why we always do pilots to test ideas and technology. We have a control group, do a series of analysis and compare the old and new tools. Only after that, we implement something new.

Always match everything you do to your business strategy and culture.

Before you start turning your HR department upside down, it's important you first map everything you are doing against the strategy and culture you want to build in your organisation. Once you have that, you can start saying "these are the things we need to stop doing" and "these are the ones we need to start doing" and create a plan to do that.

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People Leaders Of Today: PepsiCo