Re-brand the kiosk as a Culture map featuring our purpose, mantra, and values. Incorporate Avo Glow into the design. Complete by Septemener 2024.

Create a values behavior how-to guide for use with new hires (and to be shared out to all employees) Consider a brief snapshot. This is our take on what Gallup committed. Complete by October 2024.

Finalize the values video that showcases our values. Roll out by October 2024.

Present an Internal Marketing plan by October 2024 and launch it before the end of the calendar year.

Continue efforts towards becoming certified as a Best Place to Work. Kickoff survey July 2024. Include reporting on results and roll out certification status internally/externally.

Lead the Culture Committee in ongoing initiatives throughout the year with monthly status meetings and quarterly update meetings with Alvaro. Minimum one initiative per month. Emphasis on new DEI efforts and integration into CC pillars.

Announce new hires in branded, culture driven social posts. Update quarterly.

Better utilize the Insperity ATS for touchpoints throughout the recruiting lifecycle. Improve automated messaging, including ties back to our careers page. Add personality to the emails we are sending to candidates. Complete by January 2025.

Manage job postings and recruiting process, presenting at least 3 qualified candidates that interview for each open position, with quarterly updates. Add an internal survey for hiring managers on how HR managed the recruiting process for them. What can we do better for next time? Complete survey by June 2025 for all new jobs posted in 25. Managing the process is worth 70%, the survey is worth 30%.

Make it easier to navigate with more concise information and navigation, including content updates. Complete by June 2025.

Continue with a consistent cadence of monthly posts to promote our culture to attract and recruit talent by featuring AFM happenings in Recruiting platforms. Post monthly.

Gather employee feedback for AMBO improvements by march 2025 and work with development team to implement improvements and help present updates to company by June 2025.

Ongoing communication to include calendar invites, check ins, process/timeline emails. Ensure 3 AMBO reviews occur company wide per year. Follow up on year end performance review timeline and process. AMBO reviews to take place September, December, and March with the end of year process in June.

Launch and manage company's Performance Calendar for FY25. Present proposal to CEO and communicate regularly with employees to ensure that all milestones are achieved in time before our AMBO Reviews to launch FY26

Create strengths map of company and departments identifying underrepresented areas once a year. Create 1st one by September 2025

 Complete action plan for previous FY24 by EOY.

Continue partnership with DecisionWise by managing logistics and timeline to ensure completion of annual engagement survey. Kick off survey by beginning of April 2025 and share results with Alvaro, executive team, and company by May. Create an action plan from results for FY25 by June. Engagement survey weighs 60% and the action plans weighs 40%.

Conduct Team’s Strengths coaching with each Team Lead in collaboration with HR. Complete all teams by June 2025 8 Teams total: HR - Sept , PR - Oct, Research - Nov, Finance – Feb, Marketing – March, Trade – April, Foodservice – May, Shopper - June

Kick-off test group to include Senior Managers (rising leaders) and executives/ directors to mentor these leaders through the management development program. Establish by September 2025 and Kick off by October 2025.

Start with a nice base of 40 of employees favorite inspiration/development/performance books and give employees a $25 reimbursement on purchasing one book per fiscal to add to the library. Kickoff in August for announcement to employees. Books in place for library in November.

Create role progression map for marketing and Accounting. Include job descriptions, hard/soft skills, promotions requirements, and training recommendations/requirements. Future years to include digitization. Due by March 2025

Adding the baseball card to AMBO in the appraisal process. Strengths can stay in the strength section. Add baseball card section with employee details and 360 scores, that are already apart of AMBO. Complete by April 2025

Re-assess company competency questions to ensure we are asking questions that are clear, specific, aligned with employee levels and values, creating multiple tiers as needed. Roll out any updates by May 2025. Weighs 90% Ensure 1:1 sessions with Decisionwise representative and key team members by Q1 FY25. Sessions will have an individual focus to be completed by September 2024. Weighs 10%

Oversee AFM Life training process: Update the library and share with the company at the start of the new fiscal. Create and distribute Life Letters in August 2024. Update training budget and present to Alvaro on a monthly basis. Collect feedback on training sessions to update the library again at the start of next fiscal. Assess all plans per individual ensuring they match needs of each employee. Library complete by June 2025 for FY26: 10% , Training budget monthly: 40%, Assessing plans by June 2025 for FY26: 30%, Life letters June-August and complete by August 2025 for FY25: 20%

Update the baseball cards with annual data/score udates by June 2025

Create a compensation and benefits brochure by August/September AMBO kickoff meetings.

Partner with all external benefits vendors in executing open enrollment for the new benefits period (calendar year) with a seamless transition for all employees benefit elections. Execute an Open Enrollment meeting by December 2024 that incorporates a wellness focus.

Update and share AFM Pay structure document and track pay scale for internal alignment based on level of positions. Identify salary gaps and make recommendations. Share update twice a fiscal year, starting with an assessment after annual increases take effect in September.

Oversee the full life cycle from onboarding to executive communication to partnering with Dunia on budget management. Provide quarterly updates.

Asses the current onboarding decks for relevancy and efficiency. Enhance the welcome meeting and move the company structure meeting to HR. Complete by February.

For every new hire, schedule the standard onboarding agenda which includes, Culture/Values, Culture Committee, Safety Training, Financial/Company Structure, new hire meet and greet, etc. and manage complete process. Create a new hire onboarding/engagement survey - Interview new hires at their 2 month and 4 month mark to access engagement and onboarding experience. Survey and interview to elaborate. Complete survey by September. Quarterly updates September, December, March, and June

Create a pool of avo star senders names. A name will be drawn out twice a year (per avo star). The chosen name will receive a prize. Kick off in July to employees. Announce winners at December (Open enrollment) & June (EOY party)

Roll out annual AMBO awards at FY25 EOY meeting. Inlcudes a direct deposit payment and a years of service trophy for each winner.

Work with Alvaro to udate succession strategy once a year. Due by June 2025.

Audit all policies for any needed updates by September 2024 board meeting

Update and present safety procedures to all Employees.This will be updated and conducted once a year. Includes: CPR, active shooter, safety procedures. Present in October 2024.

Annual audit of all HR paperwork to ensure completed HR files by June 2025. (Preparation for future AMS audits)

Create a virtual exit form to collect data by January 2023. Use the virtual exit form to collect exit data as well as track exit trends. Updates twice a year December and June.

Analyze exit trends to implement actionable Improvements. Complete by June 2025.

Oversee management of the office and present regular assessment/update of how we are doing with our general office management and any new changes or improvement ideas. Update monthly.