“Staff come to Kerry with their skills toolkit,” says Mike, “and theymust translate that to the team. Everything we do is related to the business and keeps the end customer in focus. We all talk-the-talk at Kerry and although our strategies are mapped out, we are agile and fluid.
“Regarding L&D, we focus on employee engagement and management effectiveness. But talent is our overarching priority.We are all about development of peoplemanagement effectiveness – we want to be able to upskill ourmanagers so they are able to fulfil our four pillars: Attract, Develop, Engage and Retain.
“To allow their work to be seen and acknowledged by the senior team, L&D practitioners need to understand the business and be fluent in it. Their prioritiesmust be aligned to business requirements but, because goals can change very quickly, these prioritiesmay need to be flexible. Theymust have confidence – they sit at the table as a guest and as a trusted partner, not as a server.
L&Dmust connect to [results], whether it be an increase in service offer on a site, or landing a particular business opportunity, or a reduction in complaints, or a reduction in health and safety accidents – there are lots of metrics we can use to link investment in L&D to output.
“L&Dmust connect their department’s input to the output of the organisation they support. At Kerry we are results orientated, and it is critical that L&D align their value proposition to support delivery of these results. This can be shown through an increase in service offering on a site, or landing a particular business opportunity, or a reduction in complaints, or a reduction in health and safety accidents – there are lots ofmetrics we can use to link investment in L&D to output.”
Mike is keen to stress that L&D need tomake themselves relevant and understand where the business is going, understand the objectives of the business, and then understand their place in it.
With the entire organisation keeping the end customer in focus, likewise, the L&D function at Kerry Group keeps their end-user in its sights. The learning platformmyLearning is available company-wide and allows easy access and visibility of the portfolio of learning available. We’ve invested heavily in this toolbox because CPD is so important.
“MyLearning is a central hub which canmake educational suggestions to employees,” says Mike. “I’man advocate of continuous improvement – professional and personal - and if
done correctly it can really shape the organisation.We are set goals annually at Kerry, and we want people to do two things: Deliver your goals and develop talent.
“Development could be as amanager developing their team and also individuals developing their own capabilities so that they can pursue their career options.”
Kerry has a number of dedicated teams working on the effectiveness of the L&D function. They produce reports and interpret the insights which then formthe basis of conversations at executive level. To ensure L&D receives adequate support fromabove, Mike highlights the importance ofmetrics.
He says: “L&D leadersmust highlight the good stuff that has happened, and the reverse is true too, and then receive input fromaround the boardroomtable. L&D are there to support, but that only works when there is buy-in and partnership. To receive support, L&D leadersmust understand where the organisation is going and how it is going to get there – and when there, what will good look like. L&D should connect the dots and act as enablers and strategic partners, not simply providers of training courses. For example, a forklift driving course leads to a reduction in H&S issues.”
L&Dmust be an enabler, not simply a provider of training courses
Kerry staffmembers at all levels share the same ethos and behaviours. Key to the development of the organisation is functional learning of new skills, effective leadership, and management and talent development.
On a personal level, Mike practices what he preaches.
“My initial CIMA qualification providedme with the opportunity to get exposure to the Kerry founding fathers: Denis Brosnan, Hugh Friel and Denis Cregan,” says Mike. “I observed themat the boardroomtable and learned fromthem. My accounting background gaveme licence to go and ask questions and get involved in the decision-making process. Denis Brosnan was an early influencer inmy life. In latter years, [former Kerry CEO] Stan McCarthy was very open, a great listener and very supportive.”
Mike continues : “Asmy career progressed, I looked atmy own ways of working. I realised I was inward looking and directive. Through coaching, I invested inmyself, and it really openedmy eyes. It allowedme to hold amirror up tomyself and I realised I probably needed to bemore open and be a better listener. If any L&D people have the opportunity to work with a coach, they should take it. I went to Henley [Business School] and received my own coaching qualification. I try tomakemyself available, approachable, open to new experiences, and I try to give time to people and to listen to them”
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