Sabtu, 05 Oktober 2013

Training and Development at Campbell Soup Company

http://www.campbellsoupcompany.com/csr/employees_workplace_training.asp



Campbell is committed to creating a learning culture that enables each employee to maximize his or her individual potential and contributions. Campbell is also committed to helping employees take charge of their own development in ways that are meaningful to them and relevant to their roles.
For example, the Organization Resource Planning (ORP) process provides guidance on employees' strengths, development needs, and career advancement opportunities. Outcomes of the process include customized individual development plans, placement on succession plans, talent moves (including sharing talent globally), and fast-tracking high-performing/high-potential employees. Employees also now work with their managers to integrate CSR and sustainability performance measures into their individual development plans.
We also provide a variety of programs to support employees' individual development organized in three key skills areas:
  • Leadership: supervising employees, managing teams and overall leadership
  • Functional: building skills and competencies specific to their particular role, business, and/or function
  • Individual: enhancing more general/personal skills as well as overall knowledge of the organization

Campbell University

Campbell University offers classroom-based courses, webinars, podcasts, computer-based training, and tools designed to build personal effectiveness, functional, and management skills. This combined learning approach is designed to meet the needs of Campbell's diverse global workforce by empowering each employee to choose the learning method best suited to his or her needs.
The Campbell University website, available to all employees, provides resources ranging from the fundamentals of being a high-performing manager to building high-performing teams, establishing strategies, managing meetings effectively, and building core functional skills and know-how.
Key Campbell development programs include:
  • STARS (Strategic Thinking and Analysis for the Right Solution) is a disciplined, yet highly flexible, approach to problem-solving and decision-making. It provides key decision-makers with a common approach and language for business planning, project management, and addressing unexpected problems and opportunities as they occur. 159 employees attended STARS in FY2010.
  • Front-Line Leadership Development Program helps address the development needs of Campbell's manufacturing supervisors and other front-line leaders in the U.S. and Canada. This training is customized for Supply Chain leaders, providing tools and leadership training as well as a forum for manufacturing supervisors to come together, build skills, and share insights. 185 manufacturing supervisors completed this training in FY2008 and FY2009.
  • CEO Institute is a unique, two-year program for our highest-performing leaders with outstanding potential. CEO Doug Conant sponsors this intensely personal experience and drives the participants to develop a clear and compelling leadership philosophy that is well-grounded in their personal principles and aligned with the organization's values and expectations.
Campbell offers Tuition Assistance to employees at many locations, helping to defray the cost of tuition and associated expenses for eligible employees who successfully complete courses at accredited schools. Campbell provided $1.1 million worldwide in tuition assistance in FY2010.
Campbell also supports development through relationship- and feedback-based activities:
  • Mentoring Program: Pairs high-performing employees with executives for 12-month mentor-mentee relationships.
  • Mentor Circles: Two executives partner to provide coaching, feedback, and development opportunities to groups of up to 12 entry- to mid-level employees, including women and people of color.
  • Self-managed mentoring: Various resources are available to employees at all levels.
Finally, Campbell believes that great learning and knowledge-sharing happens through on-the-job experience, including global assignments. Campbell currently has employees on expatriate assignments outside their home countries in Australia, Canada, China, Belgium, Malaysia, Indonesia, and the U.S.


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