1. KPMG’s People Management Leader Program

2. People Management Leaders (PML) Background
People Strategy
- Employee Survey
- Functional Teams/Focus Groups
PML Pilots
National Roll-out to Client Service Delivery and Client Service Support 2 2

3. PML Strategy
Put performance management into the hands of the people that are the best at it by selecting the right People Management Leaders
Transform the performance management process into a more robust program including career development, retention and networking
Create a culture where developing the careers of our people is a high priority
Improve communication channels and enhance connectivity within the firm through the formation of PML Communities
Increase retention of our exceptional performers (no surprise resignations)
Create an environment where non-PMLs strive to be PMLs/SPMLs
Reinforce the strategic initiatives of the firm 3 3

4. Performance Management Impact
Our Employee Survey provides insight into the impact that performance management has on employee satisfaction and turnover
To assess that impact, we looked at a Performance Management Index. The index is based on the following three Employee Survey questions:
Receive meaningful career guidance when I need it
Management regularly provides me with timely and constructive feedback
I feel satisfied with the quality of my year-end performance review discussions 4 4

5. Performance Management Impact
Performance Management Index Rating
Employee Survey Item
Variance
Favorable
Overall, I would say this is a great place to build a career. 73
Unfavorable
Overall, I would say that this is a great place to work. 72
I rarely think about looking for a new job with another organization. 64
I am paid fairly for the work I do. 58
Management enables me to balance work and personal-life responsibilities. 5 5

6. Top 5 Offices vs. Bottom 5 Offices
Performance Management Impact
 Top 5 Offices vs. Bottom 5 Offices
EP Turnover
-38%
Overall Turnover
-18% 6 6

7. Feedback Successes Assessment meetings have been more productive
More consistent messaging
Improved compliance with engagement reviews
Community activities have been well received
Vast majority are happy with new program; all agree with concept
Challenges
Time commitment by PMLs
Consistency in program execution among PMLs
Engaging and developing non-PML managers 7 7

8. What’s Different
We are putting performance management responsibilities into the hands of the right people
We are creating a PML/SPML role that is much more robust than the traditional performance management role including career development, work/life balance, resource management and networking
We are building communities
We are providing more consistent performance feedback, ratings, communications, etc.
We are focusing on accountability and recognition 8 8

9. (AMP/ BUPIC/ Industry Leader/ Service Line Leader)
The PML Structure
SPMLs
(AMP/ BUPIC/ Industry Leader/ Service Line Leader)
SPML Community
PML
(Partner/MD)
PML
(Sr. Mgr./Director)
Non-PML
(Partner/MD)
Counselees
(Sr Mgr., Mgr., Sr. Assoc.)
Counselees
(Sr. Assoc., Assoc.)
PML Community
PML Community 9 9

10. PML Responsibilities
Meet with counselees on a frequent basis throughout the year to discuss performance, progress towards goals, career plans, etc.
Regularly solicit feedback from counselees’ engagement managers and ensure timely completion of engagement reviews
Complete performance review forms/conduct performance reviews and review goals to ensure they are challenging, achievable, and consistent with our values
Communicate KPMG strategy, values, and firm/practice messages to counselees
Provide/assist counselees with tools, knowledge, and resources (Employee Career Architecture, etc.)
Align counselees to appropriate training courses and engagements 10 10

11. PML Responsibilities
Monitor and reinforce compliance with mandatory requirements
Apply policies fairly and consistently, and take responsibility for the conduct of your counselees
Integrate new hires and transfers into their PML community
Maintain contact with counselees on expatriate assignments
Assist counselees in the identification of appropriate mentors
Conduct PML community meetings/activities
Meet with SPML on a regular basis 11 11

12. SPML Responsibilities
Identify and assign new PMLs
Conduct periodic meetings to check the pulse of their SPML Community, discuss issues and communications, and share best practices
Evaluate and measure performance of PMLs in their role as People Management Leaders and the overall PML process/program
Ensure PMLs have appropriate tools, knowledge and resources and respond to questions/concerns
Recognize and reward PMLs in their communities
Conduct SPML community meetings/activities
Champion PML program by emphasizing importance and supporting their PMLs 12 12

13. Career Guidance to Professionals Based on Individual Circumstances
Employee Wants To:
Stay With Firm / Function
Leave Firm / Function
Develop, Reward and Recognize
Re-Recruit
Stay With Firm / Function
Leadership Wants Employee To:
Career Transition Services
Performance Counseling
Leave Firm / Function 13 13

14. Monitoring and Tracking Program Success
Objectives:
Measure overall success of PML Program in an effort to continuously improve the people management process and overall state of the firm
Monitor PML/SPML performance to ensure that the goals of the program are being met and that the right people remain in the PML/SPML role 14 14