Net Revenues of $35 billion in 2012

Global snacks powerhouse

Products marketed in 165 countries

No. 1 in Biscuits, Chocolate, Candy and Powdered Beverages

No. 2 in Gum and Coffee

110,000 employees

Donated more than 1 billion servings of food since 1997

Global Fast Facts

Sample headline only slide

Fact : 60% of people passive in “talent war” acquisition market; but open for any other opportunities

The winner is ..... Talent !

Real Fact on Talent Management

From pipeline to Portfolio

Strategy for war of talent

C&B

• Clear positioning of the target market you want to compete

• Set up the your C&B Positioning vs Market

Culture

• Strengthening Company Values to be way of Live

• Build and leverage Employee Value Proposition (EVP) as unique differentiaton

Talent management

• Recognize Talent; develop through 3F

• Differentiated Plan for Talent; dont try for uniformity

• Emphasized on Leaders & Managers Development as Key

Retention

• Financial retention

• Non Financial Retention

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9

10

OUR UNIQUE ADVANTAGE

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Employee Activities vs. Our EVP

Legacy and Possibility Tomorrow and Today

Global and Local Big and Fast

We and I

The Power of big and small can be embed to employee through activities in

Feel Fit Program

Journey to Great Place to Work

Feedback

3F’s to Develop TALENT

1

Follow-up 3

Formal Plan 2

GET

• “Know thyself” —The Seven Sages Inscription at the Delphic Oracle

•Strengths should be identified and fully discussed

•Strengths can partially compensate for weaknesses in other competencies

Feedback

3F’s to Develop TALENT

1

Follow-up 3

Formal Plan 2

Performance management Timeline (Success Factor)

The Development Cycle

Based on research noted in Lombardo, M.M. & Eichinger, R.W. (2002). The Leadership Machine. Lominger Limited, Inc., p.114.

Skill

building

Learning

from

others

Seeking

feedback

Learning

from

hardship

New

assignments

(e.g. projects)

Full

job

change

10% Formal

Learning

20% Learning through

Relationships

70% On-the-Job Experiences

Lower Developmental Impact Higher

• Workshops/ Courses/ Seminars

• Reading

• Shadowing

• Direct observation

• Exposure to different teams

• Exposure to different environments

• Joining a professional organization

• Manager/ peer feedback

• 360 feedback

• Mentoring

• Coaching

• Stretch assignments

• Unplanned events

• Difficult task

• Lead a task force

• Teach a class

• Participate in a council

• Cross-train

• Lateral move

• Cross-functional move

• Hierarchical move

• Move to a related business

Growth & development

INDIVIDUAL CONTRIBUTOR

• Creativity • Learning on the Fly • Perseverance • Planning • Problem Solving • Informing • Peer Relationships • Organizational Agility

• Listening • Personal Learning • Self-Knowledge • Integrity and Trust • Business Acumen • Understanding Others • Decision Quality • Drive for Results

• Dealing with Ambiguity

• Perspective • Strategic Agility • Innovation

Management • Process Management • Standing Alone • Conflict Management • Motivating Others • Managing Vision

and Purpose

• Building Effective Teams

• Confronting Direct Reports

• Delegation • Developing Direct

Reports and Others • Managing Diversity • Sizing Up People • Customer Focus • Priority Setting

MANAGER OF PEOPLE OR TEAMS

LEADER

• Create Our Future • Focus on What

Matters Most • Commit and

then Deliver • Win with Our

Worldwide Strengths

• Inspire Me and My Team

• Challenge Me to Get Better Every Day

• Are Authentic and Act with Integrity

Most Likely Derailment Issue (also the overuse of a strength)

• Insensitive to Others •Failure to build a team

•Over-managing •Betrayal of Trust •Defensiveness

•Political Missteps • Lack of Composure

•Non-strategic •Arrogance

Most Likely Derailment Issue (can also be the overuse of a strength)

•Poor Administrator •Blocked personal learner • Lack of Ethics and Values •Performance Problems •Overdependence on single skill •Overdependence on single advocate

Most Likely Derailment Issue (also the overuse of a strength)

Growing@MDLZ

PRICE OF ADMISSION

• Ethics and Values

• Interpersonal Savvy • Intellectual Horsepower • Written Communications

• Presentation Skills

DEVELOP EARLY

• Creativity • Organizational Agility • Listening • Understanding Others

DEVELOP EARLY • Dealing with Ambiguity • Strategic Agility • Innovation Management • Conflict Management • Motivating Others • Managing Vision and Purpose • Building Effective Teams • Developing Direct

Reports and Others

DEVELOP EARLY Competencies important to performance at the next Level. Generally, people are Not high in these skills.

Key Imperatives for Talents

1. Develop T-shaped Capability – Have a deep functional knowledge & expertise and also the

ability to operate against larger organizational objectives – working across functions, cultures, and matrices

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Big T (What Kraft Offers)

Key Imperatives for Talents

2. Learning Agility – The ability and willingness to learn how to deal effectively with first time

experiences: successes, failures and experiences

– Constantly moving out of your comfort zone

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Mental Results

Learning Agility

People

Mental Results

Change

Learning Agility

Key Imperatives for Talents

3. Managing Personal Energy – Focus on energy; not just time

– Create space for self

– Maintain physical fitness & nutrition

– Define purpose

– Take perspective

– Positive social interaction

– Positive mindset

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• “We spend a lot of time helping leaders learn what to do, we don’t spend enough time helping

leaders learn what to stop.” Peter Drucker

Classic challenge of most successful leaders is that

the higher they rise the more their development “issues” become behavior related

Teaching leaders what to STOP!

Feedback

3F’s to Develop TALENT

1

Follow-up 3

Formal Plan 2

Tripple approach to retention

Building a great place to work

Retaining key talent in long term

Ensuring business continuity

Retaining and engaging all employees

- creating unique and compelling Employee Value Proposition

Individual key talent retention plans

-global and regional key talent retention programs (non-financial)

- line manager’s retention guide

Retaining key talent during restructuring

- Special plans for outsourcing, site transfers,

M&A, ramp-downs

Ways for Employee Retention

Cash :

-Differentiation of Compensation

- Annual /Short term Bonus

- LTI (Stock, Unit Share, LTI)

- Retention Bonus (customized, additional on top of what’s available special occassion)

Non cash: -Communication with LM -Career Path (incl jumping stone) -Development -Recognition (award) plaque, trip -Overseas exposure -Job assignment -Networking opportunity -Coach/mentor opportunity -Visibility/Accesibility to the top

Rey GWS Towers Watson Indonesia 2012: 3 top important things for employees Base pay, work location, career development opportunities, Attraction are base pay and work location, Retention are base pay and relationship with manager , Engagement are balance/work load and leadership. Three EVPs strong in delivering in Indonesia :

learning and development, performance management and pay

Thank you