BATTLE
CREEK, Mich., Jan. 11,
2023 /PRNewswire/ -- Kellogg Company is investing in
People Analytics, the emerging space where data, curiosity and
human resources expertise intersect. Kellogg's Director of Global
People Analytics, Petra Mudder reflects on creating business value
and boosting employee experience in a new blog post.
Social K: Kellogg Company Blog -- People Analytics Drive a
Winning Culture by Design, not Default
By Petra Mudder, Director of Global
People Analytics, Kellogg Company
What do you see as the big opportunity for data and analytics
in HR?
Kellogg culture is very special– it's a differentiator for our
employees and a competitive advantage for our business.
Ultimately, the goal is to create and continuously evolve a
culture where current and future employees can be their best
selves, have great experiences and successfully shape our business.
That's a tall order. On top of that, we are setting up three
stand-alone companies, each with a winning culture.
People and business data are tremendous assets that, when
analyzed effectively, can drive our HR strategies and culture,
including Equity, Diversity & Inclusion, retention &
engagement and manager effectiveness. Another area where data is
powerful is addressing the evolving needs of today's hybrid
workforce. With better insights, we can empower HR and business
leaders to win by design, not default.
How do we 'win by design' with data?
We are early in our journey, but take retention, for example. In
a tight labor market, keeping newly hired talent engaged and
retaining longer-tenured employees is top of mind.
This year, we have looked at voluntary leave data to uncover
turnover patterns and critical populations. While our turnover
rates are very low, there are always opportunity areas. At the same
time, we seek to understand the bright spots with employees who
stay. Connecting previously independent information like engagement
data and core HR systems data – and ensuring privacy law compliance
and application of ethics standards – provides meaningful insights
that can ultimately help reduce turnover and enrich the experience
for retained talent.
Another example is how we look at our ED&I efforts.
Representation and inclusion are about much more than metrics. Are
we making space for everyone at the table? Do employees feel
supported? Are they bringing their whole selves to work? We use our
insights to inform talent processes, understand inclusion and
engagement levels, and ensure equity. Designing programs to meet
employees where they are creates a meaningful people strategy.
How did you come to lead the People Analytics effort at
Kellogg?
To be honest, this was not front-and-center on my career map. I
have a Business Economics background and have spent my entire
career across HR. I thought People Analytics would be all about
numbers and didn't think my background fit! But as I got into it, I
quickly became intrigued by the intersection of people and
data. Coming to this role with my HR experience coupled with
strong technical expertise of my team has been a powerful
combination in this emerging space.
How can data change culture?
That is a big question. Data and analytics should be part of a
company's DNA – not something that a few specialists do. Yes, there
is technical expertise, but we need to broadly adopt the analytical
mindset to enable informed decisions and drive results.
One behavior we value across all levels of Kellogg is courage,
such as saying what needs to be said in a meeting. Or challenging a
long-held belief. Like any organization, sometimes anecdotal
stories and soundbites can be perceived as facts. Data can help us
determine whether those anecdotes ring true. In some cases, we
might find the need to challenge a long-held belief.
In these moments, data can fuel a powerful conversation. But
it's not only about myth-busting. We can shine a light into the
corners of our shared unconscious bias and make intentional choices
about change.
What excites you about the future of People Analytics at
Kellogg?
I believe the future is about inclusion, in many interpretations
of the word. In this context, it's about including analytics into
the 'normal' way we do things in HR. We need to be asking, 'what
can we do to make our organization better and help our people to
thrive?' The data can tell us where to focus and if we are
progressing.
And we are not focused solely on HR. Next year, we plan to
connect people data with commercial data to provide new insights
and understand the impact of HR programs on business results.
I see a future where we drive great experiences through
data-insights and give managers more insights at their fingertips –
not simply more data. With this, we will be as intentional about
people initiatives as we are about commercial ones. That is the art
and the science of improving culture and business.
At Kellogg Company (NYSE: K), our vision is a good and just
world where people are not just fed but fulfilled. We are creating
better days and a place at the table for everyone through our
trusted food brands. Our beloved brands include Pringles®,
Cheez-It®, Special K®, Kellogg's Frosted Flakes®, Pop-Tarts®,
Kellogg's Corn Flakes®, Rice Krispies®, Eggo®, Mini-Wheats®,
Kashi®, RXBAR®, MorningStar Farms® and more. Net
sales in 2021 were nearly $14.2
billion, comprised principally of snacks as well as
convenience foods like cereal, frozen foods, and noodles. As part
of our Kellogg's® Better Days ESG strategy, we're
addressing the interconnected issues of wellbeing, climate and food
security, creating Better Days for 3 billion people by the end of
2030. Visit www.KelloggCompany.com.
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SOURCE Kellogg Company