Talent, Careers and Organisations – Where Next? Jonathan Cormack Head of Organisation Development 8 June 2011

Who we are - Our business in facts and figures Over 80,000 people representing 125 nationalities 47% female representation globally 4 of 10 members of the Wholesale Banking Top Team are women Over 10,000 Indian, 5,000 Korean and 13,000 Hong Kong and Greater China nationals in the Bank Some stats on us: Our 84,000 people represent 125 nationalities. Our international graduate scheme has 32 different nationalities. Four of our top wholesale bankers are female and we have 13 female CEOs Over 10,000 Indian, 5,000 Koreans and 13,000 Hong Kong and Great Chinese. CARRY ON Flexible working arrangements in place in 9 markets and working from home is available in 5 markets

Voluntary attrition typically averages c.20% per annum Challenges we face Growth: 2005 – 30,000 employees 2010 - 80,000 2015 - >100,000 Voluntary attrition typically averages c.20% per annum Over 60% of our managers are in transition at any one time In our key markets the war for talent is more intense than anywhere else in the world

Employee needs and wants are now well understood What am I paid to do? Do I have the tools? How am I doing? How will the org take care of me?

Four great manager behaviours: KFCI Know me Focus me Care about me Inspire me All of these are important for effective career management

Role of HR and the role of the line 200 HR Relationship Managers - catalysts 11,000 line managers - creating conditions for high engagement WIIFM ….. A recent study of our top 200 executives showed that those who had demonstrated active interest in the development of others progressed faster and were better rewarded than their peers.

Career aspirations vary by individual and culture Job for life Lifestyle, e.g. career breaks

Managers’ number one job ………. Know me …….. conversations that count Performance – helping people be clear about what to do and how to do it • Development – supporting people’s growth and helping them realise their full potential • Engagement – keeping people engaged to deliver better results • Strengths – ensuring people spend more time doing what they’re best at • Careers – helping people identify the right path for them

There is an infrastructure to support line managers and employees

Resources for managers and employees Welcome! Thank you for visiting Excelerate, where you can find inspiration for the next step in your career with Standard Chartered Bank. Excelerate is all about providing you with the information you need to achieve this. Select your role to find out how Excelerate can benefit you Watch the video to get an overview of Excelerate View the guide for additional usage information To access Excelerate, click on ‘Launch Now’. Be sure to forward this link to your colleagues in the Bank. Come back and visit again soon! HR Homepage

How career conversations fit with KFCI

Critical experiences are key to career development Develop skill Engage the employee Build performance in current and future roles

Role design – making management the job Where next for us Role design – making management the job Capability – recruiting deliberately on management capability Choices –flexible working/ agile working, internal career shifts, life-long learning Systemising – moving from 30,000 to over 100,000 employees ….. How can we mine employee data like we mine customer data?