KORN FERRY LEADERSHIP ARCHITECT® Global Competency Framework Certification Client Application Deck

Significant milestones 1943 Edward N. Hay and Associates, Management Consultants established 1969 Korn Ferry founded in Los Angeles, CA by Lester B. Korn & Richard M. Ferry 1998 Korn Ferry launches Futurestep 1999 Korn Ferry begins trading on the New York Stock Exchange 2007 Hay Group launches its employee effectiveness model 2012-2015 Global Novations, PDI Ninth House, and Pivot acquisitions 2016 Advisory business now matches Talent Acquisition business in size 1940’s 1950’s 1960’s 1970’s 1980’s 1990’s 2000’s 2010’s 1951 Dale Purves invents Hay Guide Charts, the world’s most-used job evaluation methodology 1954 Hay Compensation Survey launches 1970-1990 Geographic expansion of capabilities and development of early proprietary software 1997 Hay Group launches PayNet and begins ‘World’s Most Admired Companies’ partnership with FORTUNE 2006-2010 Lominger, Newman Group, LeaderSource, Lore, Whitehead Mann, and Sensa acquisitions 2012 Hay Group’s PayNet is the world’s largest pay database 2014 Hay Group purchases Talent Q 2015 Korn Ferry and Hay Group combination

A total approach to talent Korn Ferry Executive Search helps you attract the best executive talent for moving your company in the right direction. Korn Ferry Hay Group helps you align your organization to your people – developing, engaging, and rewarding them to reach new heights. Korn Ferry Futurestep delivers professional talent that builds up leadership. © 2016 Korn Ferry. All rights reserved

Global footprint Abu Dhabi Calgary Houston Melbourne Portland Stamford Almaty* Cape Town Irvine Mexico City Prague Stockholm Amsterdam Caracas Istanbul Miami Princeton Strasbourg Athens Chicago Jakarta Milan Pune Sydney Atlanta Copenhagen Jersey City Minneapolis Quito Taipei Auckland Dallas Johannesburg Monterrey Regina Tel Aviv* Bangalore Dubai Kansas City Montreal Reston Thame Bangkok Dublin Kiev* Moscow Rio De Janeiro Tokyo Barcelona Dusseldorf Kuala Lumpur Mumbai Riyadh Toronto Beijing Edinburgh Lille Nairobi Rome Vancouver Berlin Enschede Lima New Delhi San Francisco Vienna Bogotá Frankfurt Lisbon New York San Jose Vilnius Boston Gothenburg London Oslo Santiago Waltham Bratislava Guangzhou Los Angeles Ottawa São Paulo Warsaw Brisbane Gurgaon Madrid Paris Scottsdale Washington, DC Brussels Hamburg Manchester Perth Seoul Wellington Bucharest Helsinki Mauritius Philadelphia Shanghai Zurich Budapest Ho Chi Minh City McLean Pilsen Shenzhen Buenos Aires Hong Kong Medellin Pittsburgh Singapore * Alliance partner

Our solutions are aligned to this framework ORGANIZATION STRATEGY EXECUTION AND ORGANIZATIONAL DESIGN REWARDS AND BENEFITS TALENT STRATEGY AND WORK DESIGN PEOPLE ASSESSMENT AND SUCCESSION LEADERSHIP DEVELOPMENT EXECUTIVE SEARCH AND RECRUITMENT © 2016 Korn Ferry. All rights reserved

Meet the 21st century challenges Relentless drive for growth and relevance Borderless Innovation More with less

What if … You could describe what success looked like within your organization and within jobs? The organization had a language to use when discussing talent issues? New hires were being selected based on your current and future challenges? The ‘vital many’ in your organization had tangible development plans based on things that matter? You could discuss meaningful developmental “undiscussibles” in a helpful, supportive way to ensure individuals stayed on track You really knew who was ready for a new role now? You could target development for next level career aspirations? Copyright © 2010 Personnel Decisions International Corporation, d.b.a. PDI Ninth House. All Rights Reserved.

Korn Ferry Leadership Architect® Takes advantage of the coming together of world class organizations. Built on a strong foundation of research and expertise focused on capabilities required for success. Library of competency content that identifies the most critical skills needed for performance. Focused on improving clarity and impact. Aligns easily with performance management applications. Can focus concretely at the right capabilities for different roles (staff level contributor and leadership levels).

CERTIFICATION OVERVIEW

Purpose, process, payoff Establish the Korn Ferry Leadership Architect®, a common global competency framework, as a simple, comprehensive approach that helps attract and build 21st century leaders and identify critical skills needed for individual and organizational success ::

Purpose, process, payoff Use the Korn Ferry Leadership Architect® Competency Sort Cards to identify differentiating competencies critical for success 1) across an organization, 2) by job profiles or levels, 3) individual assessments for development. Compare competency data to normative studies, supply in workforce, performance correlations by level and risk of derailment.  Identify the 10 career stallers and stoppers - undesirable characteristics that can lead to derailment. Differentiate development strategies for individuals – select needs to address and create plans based on the need, the feedback, the situation and the context. Position competencies as the “red thread” that links talent management practices together and creates business alignment. Explore implementing competency models into existing HR and OD practices. ::

Purpose, process, payoff Apply the critical expertise, experience, tools, and insight of the Korn Ferry Leadership Architect™, a global competency framework, to drive higher business performance by effectively managing your most important asset – your people ::

Competency framework (Point of view) Korn Ferry Institute: It is the product of tons of work over the past several months by many expertise contributors across the Korn Ferry family: Heather Barnfield Guangrong Dai Marni Jouve J. Evelyn Orr Craig Sneltjes Paul Storfer Did you know? 62% to 70% of high performing organizations were found to be updating their competencies every two to three years.

A powerhouse team has come together to develop this innovative point-of-view.

It is earlier. Things are on client minds?

Expectations are rising The talent we need THE GAP The talent we have but capabilities are not rising fast enough

Competencies

What does success look like? QRG Page 2 Do candidates fit the profile? Are we interviewing against the profile? Are we measuring the right things? How can we accelerate performance? How can we best align new hires with the profile and culture? Is talent aligned with the strategy? How do we build the bench? Are the right people in the right jobs? How can we help people improve and grow? What is the fit? Do people know how they are perceived?

Integrated KFLA products Licenses Placemats Sort Cards Development resources 360 assessment Interviewing protocol KFLA Competency Framework *Products are available in US English, UK English and 8 core languages

Korn Ferry Leadership Architect® primary uses COMPETENCY MODELING: Articulating which skills are mission critical for a particular role, department, level, or organization SELECTION: Identifying which competencies are table stakes and which competencies are differentiating for a given role DEVELOPMENT: Assessing skill level for the purpose of development PERFORMANCE: Assessing performance formally or informally Helping individuals ACHIEVE HIGHER LEVELS of contribution for specific competencies

Definition of a competency Observable and measurable skills and behaviors that contribute to workplace effectiveness and career success. They determine how we do our jobs, how we accomplish goals.

Korn Ferry supporting products Whitepaper “Define. Distill. Deploy” Korn Ferry Leadership Architect™ Sort Cards (1st Edition) Korn Ferry Leadership Architect™ Global Competency Framework - placemat Leadership Architect™ Global Norms and Performance Correlations - placemat Korn Ferry Leadership Architect™ Quick Reference Guide Korn Ferry Leadership Architect™ Research Guide and Technical Manual KFLA development book Paths to Improvement 100/50 Things You Need to Know ::

Korn Ferry Leadership Architect™ Research Guide and Technical Manual Page 1 Definition of competencies Business impact of competencies Developing competency models Research foundation of KFLA Compensators Substitutes Developmental difficulty index EQ related competencies Career stallers and stoppers Implementing competency models Pages 5-6 Pages 8-16 Page 25 Pages 50-51 Pages 52-53 Pages 54-56 Page 57 Pages 45 Pages 16-24

1 Use the Korn Ferry Leadership Architect™ Competency Sort Cards to identify differentiating competencies critical for success 1) across an organization, 2) by job profiles or levels, 3) individual assessments for development

Navigating through the deck ::

The new competency framework 4 factors Thought Leadership Results Leadership People Leadership Self Leadership 12 clusters 3 per factor 38 competencies Definitions CARS 10 career stallers and stoppers

Competency cards ::

What is competency modeling? A research-based approach to communicating what is important for success A methodology to align individual performance with strategy, goals and objectives A way to create a common language for talent The starting point for most talent management solutions

The deck’s ability to “solve” is only limited by the extent of the sort question. We will use the sort cards today to roll up our sleeves and get “into the language” while demonstrating the developmental power of the framework. ::

ASSESS AN ORGANIZATION’S CURRENT SKILL Leadership Profile ::

Cards sort: current state What does the workforce in your organization look like today? 12 cards 14 cards Most or Would Describe ::

Tally sheet results: individual Record your results in column 1 3 = highest/ would describe 2 = moderate/ might describe 1 = lowest/ would not describe 3 2 1 1 – John Doe, org current state ::

Posting sort results activity: highest (“3”) Write the competency numbers of your 12 highest cards on the green dots. Stick the green dots on the poster next to the same competency numbers. 11 23 38    ::

Posting sort results activity: lowest (“1”) Write the competency numbers of your 12 lowest cards on the orange dots. Stick the orange dots on the poster next to the same competency numbers. 12 29 35 ::

INTERPRETING CARD SORT RESULTS “What does it all mean?” ::

Tally sheet results: group Record group results in column 2 3 = highest/ would describe 2 = moderate/ might describe 1 = lowest/ would not describe 3 2 1 3 1 2 1 – John Doe, org current state 2 – Group, org current state ::

Your plan with competencies Give feedback Develop Select Assess performance ::

Typical uses Assess an organization’s current skill Assess an individual’s current skill Determine future skill needs Profile critical competencies For leadership development By level By job or job family By unit/division Identify skill/importance gaps ::

Types of cards sorts METHOD Absolute Free Flat/Forced GOAL Three-Way Five-Way Flat/Forced Three-Way Five-Way GOAL Skill Importance ::

Card sorting facilitation tips  Sorters Speed sorters Reflective sorters  Time 15-20 minutes Maximum of 3 sorts Don’t put sort on agenda  Process Sticky dots Various dot sizes Various poster sizes Other languages ::

Korn Ferry Leadership Architect™ Quick Reference Guide, 1st Edition Page 4 Sort Card Deck and overall process Divider Card Sets Card sorting options Implementation best practices Job Profile or Competency Model Sort procedure Skill Assessment Sort procedure Tally Sheets and Posters Page 5 Page 6 Page 7 Page 8-10 Page 11-13 Page 15-19 Available as pdf www.kornferry.com ::

Tabulate the poster Calculating group results QRG Pages 10-11 Calculating group results Calculating group results is both an art and a science. There is no definitive formula—each situation will be slightly different. The initial objective is to identify the top third (~12 greens) and bottom third (~12 oranges) rated competencies. Review the distribution of green and orange dots placed by raters on the poster for each competency and write the ratio as green:orange. (For example: if there are 7 greens and 5 oranges for Ensures Accountability, the ratio is 7:5.) Note which competencies have the highest ratio of green:orange dots and begin prioritizing the top-ranked group-consensus competencies. Repeat the process with the orange dots to determine the bottom third. When you reach ratios where it’s not mathematically obvious whether it belongs to the top, middle, or lower third (such as a 5:5), stop and discuss it. This is where the “art” comes into play. Review what’s needed for success, then reach consensus based upon your sense of which competencies matter more.

INTERPRETING RESULTS “What is typical”? ::

2 Compare competency data to normative studies, supply in workforce, performance correlations by level and risk of derailment

Based on research, we know Skills that matter most for performance Skills that are most relevant in the 21st century context Supply of skill in the marketplace Skill ratings by level Developmental difficulty Supply of skill across 5 global regions Competencies most correlated with high performance – areas where more successful people do better: By level By region

KFLA Global Norms and Performance Correlations Supply of skill in the marketplace - the supply or number of people in the norm population that are skilled in this competency L M H Lower Skill Rating / Low Supply Medium Skill Rating / Medium Supply Higher Skill Rating / High Supply

Defining levels Senior Executive - SE: Executives responsible for enterprise-wide leadership of a business group or function (e.g., Senior Corporate Functional Executives). Business Unit Leader - BUL: Leaders with full responsibility for a P&L unit, a function, or managing multiple functions (e.g., General Manager, Managing Director). Mid-Level Leader - MLL: Managers and directors who lead other managers within a business or corporate function, product line, or region. First Level Leader or Supervisor - FLL: Those in first-line management positions who have Individual Contributors reporting to them. Mid-Senior Level Individual Contributor - MID-SR IC: Functional and/or technical experts given the authority to develop tools and processes or provide specialized skills; may often serve as advisors or project leaders, though they have no direct reports to manage. Entry Level Individual Contributor - ELIC: Individuals who perform predefined responsibilities or deal with technical/functional problems according to established standards and processes with limited discretionary performance or decision-making authority.

Organizational levels: where data comes from Data collected over several years from employees of hundreds of client companies around the world and included over 100,000 participants. New framework incorporates changing requirements for the future. A qualitative expert analysis was conducted to identify the competencies that will continue to be most essential for success at each target level. Quantitative analyses reviewed Korn Ferry’s extensive 360° feedback database and evaluated the correlation between each competency and boss ratings of current performance, importance of the competency to the role, potential for advancement, and peril for derailment at each target level.

Research as we know Similar competencies most correlated with high performance across all or most regions. Similar strengths and weaknesses across all or most regions. 49 ::

Performance correlations Technical Manual, page 32 Competencies most correlated with high performance – areas where more successful people do better: By level By region Manages Complexity Action Oriented Plans and Aligns Ensures Accountability Drives Results Collaborates Nimble Learning Being Resilient Among the top third competencies that are correlated with performance for most or all position levels

Key criteria outcomes Performance Promotability Risk of derailment Leadership effectiveness Averaging the 10 performance items in 4 categories. Rated by the bosses of the participants via the 360 feedback .

Developmental difficulty index

Developmental difficulty index: Elements Technical Manual, pages 54-56 Complexity of the skills Experience Beliefs Cognitive complexity Emotions Human makeup Element # 1 The underlying nature of the competency Element # 2 Actual importance of the competency Element # 3 Perceived importance of the competency

KFLA is globally relevant Technical Manual, page 42 KFLA is globally relevant EU NA Asia ©2011 Korn/Ferry Leadership & Talent Consulting AF SA NZ/AU

Research as we know Similar competencies most correlated with high performance across all or most regions: Manages Complexity Action Oriented Plans and Aligns Ensures Accountability Drives Results Collaborates Nimble Learning Being Resilient Similar strengths and weaknesses across all or most regions. 55 ::

Importance ratings Item Competency Rank 11 Customer Focus 1 36 Instills Trust 2 28 Drives Results 3 12 Decision Quality 4 8 Manages Complexity 5 34 Builds Effective Teams 6 25 Plans and Aligns 7 16 Drives Engagement 27 Resourcefulness 9 Action Oriented 10 Item Competency Rank 5 Business Insight 11 24 Persuades 12 6 Collaborates 13 26 Being Resilient 14 33 Strategic Mindset 15 Directs Work 16 20 Interpersonal Savvy 17 9 Manages Conflict 18 23 Organizational Savvy 19 1 Ensures Accountability 3 Manages Ambiguity 21 Develops Talent 22 7 Communicates Effectively 37 Drives Vision and Purpose 10 Courage 25 Nimble Learning Global Perspective 27 Builds Networks 28 Item Competency Rank 14 Values Differences 29 4 Attracts Top Talent 30 Self-Development 31 38 Optimizes Work Processes 32 Situational Adaptability 33 35 Tech Savvy 34 19 Cultivates Innovation Demonstrates Self-Awareness 36 17 Financial Acumen n/a Balances Stakeholders *Korn Ferry 2013 norms

1 Use the Korn Ferry Leadership Architect™ Competency Sort Cards to identify differentiating competencies critical for success 1) across an organization, 2) by job profiles or levels, 3) individual assessments for development

Profile methods summary When creating a profile you can employ different methods: Use expert panels – groups of people who know something valuable about a job or role Use research-based profiles – placemats with normative data Use KF-expert based models (business challenge, industry, function) Review all three ::

Using expert panels Select 6-10 people who know the job well QRG Page 7 Select 6-10 people who know the job well Current successful incumbents Past successful incumbents Bosses Customers/HR Discuss the job (use preliminary questions) Sort the cards Post results Reach consensus ::

Setting up preliminary profile questions for HR Generalist Manager What are the strategic goals of the organization or function? What are the deliverables/ expectations of the job? What are some barriers to performance? What differentiates high performers? ::

Strategic goals include developing systems and processes within the organization that address the strategic needs of the business. The organization's strategic intent is to be an innovative leader within the industry. The incumbent has responsibilities for the global recruitment, hiring, leadership development and employee relations. Successful candidate needs to be adaptable, resilient, quick to change direction, and customer-centered. Previous HR Generalist Manager didn’t know the business and was only called for HR specific questions HR generalist manager

What is your answer to profiling questions? What are the strategic goals of the organization or function? What are the deliverables/ expectations of the job? What are some barriers to performance? What differentiates high performers? 1 2 3 4

Preliminary profile questions What are the strategic goals of the organization or function? What are the deliverables/ expectations of the job? What are some barriers to performance? What differentiates high performers? Context: organization's strategic intent is to be an innovative leader. Use your experience(s) to record and set context for a targeted card sort to identify a job profile. ::

! Don’t lose sight of the context Job profile card sort What is “mission critical” for an HR Generalist Manager in order to support the business? ! Don’t lose sight of the context 12 cards 14 cards ::

Tally sheet results: Individual results Record your results in column 3 3 = ESSENTIAL 2 = USEFUL 1 = LESS IMPORTANT 3 2 3 1 – John Doe, org current state 2 – Group, org current state 3 – HR Generalist Mgr 3 3 3 2 1 2 ::

Posting sort results: mission critical (“3”) Write the competency numbers of your 12 mission critical cards on the green dots. Stick the green dots on the poster next to the same competency numbers. 12 26 31 ::

Posting sort results activity: less important (“1”) Write the competency numbers of your 12 less important cards on the orange dots. Stick the orange dots on the poster next to the same competency numbers. 12 29 35 ::

1 Use the Korn Ferry Leadership Architect™ Competency Sort Cards to identify differentiating competencies critical for success 1) across an organization, 2) by job profiles or levels, 3) individual assessments for development

Tally sheet results: group Record group results in column 4 3 = ESSENTIAL 2 = USEFUL 1 = LESS IMPORTANT 3 2 3 1 1 – John Doe, org current state 2 – Group, org current state 3 – HR generalist Mgr 4 – Group, HR generalist Mgr 3 3 3 2 2 1 2 2 ::

Tabulate the poster Calculating group results QRG Pages 10-11 Calculating group results Calculating group results is both an art and a science. There is no definitive formula—each situation will be slightly different. The initial objective is to identify the top third (~12 greens) and bottom third (~12 oranges) rated competencies. Review the distribution of green and orange dots placed by raters on the poster for each competency and write the ratio as green:orange. (For example: if there are 7 greens and 5 oranges for Ensures Accountability, the ratio is 7:5.) Note which competencies have the highest ratio of green:orange dots and begin prioritizing the top-ranked group-consensus competencies. Repeat the process with the orange dots to determine the bottom third. When you reach ratios where it’s not mathematically obvious whether it belongs to the top, middle, or lower third (such as a 5:5), stop and discuss it. This is where the “art” comes into play. Review what’s needed for success, then reach consensus based upon your sense of which competencies matter more.

Triage for competency selection 80 - 90% Consensus Confirm Inclusion 60 - 80% Consensus Discuss Inclusion Research Based Validate Selection “Outliers” Competencies Missed competencies ::

Analyze a profile; The Great Debate

Select competencies for a profile: “Doing the math” in 3 rounds Round 1: Analyze coverage debrief Round 2: Brand identification - profile comparisons to norm and performance correlations Round 3: Debate session - profile changes 73 ::

“Doing the math:” Round 1 Round 1: Analyze coverage Factor coverage Cluster coverage EQ related: High? Low? How might developmental difficulty matter in this case? 74 ::

“Doing the math:” Round 2 Round 2: Brand identification - profile comparisons to norms and performance correlations Normative data comparison – level, region. Where is profile below, same or above, as what we’d expect the workforce to possess? Finish the list. Where does our profile differentiate itself? 75 ::

“Doing the math:” Round 3 Round 3: Debate session - profile changes Debate a profile. Recommend a job profile. Based on SME input /profile, what competencies would you: ADD DELETE PROTECT Why? What’s your rationale? What would you eliminate/add from/to the profile if our “organization” only had the appetite for: 10 competencies for a job? Debrief What was easy? What was difficult? What did you learn? 76 ::

3 Identify the 10 career stallers and stoppers - undesirable characteristics that can lead to derailment

Career Stallers and Stoppers: Poor Administrator

10 career stallers and stoppers clusters Technical Manual, page 45 Trouble with people Doesn't inspire or build talent Too narrow ::

Competencies and Stallers/Stoppers Skill (required for success) Importance (important to a job) Stallers/Stoppers Problem (derailing behavior) Harmfulness (harmful to a job) JOB JOB 80

Cards sort: Career Stallers and Stoppers What gets people in trouble in your organization? 3 cards 4 cards ::

5 Position competencies as the “red thread” that links talent management practices together and creates business alignment. Explore implementing competency models into existing HR and OD practices

What does success look like? QRG Page 2 Do candidates fit the profile? Are we interviewing against the profile? Are we measuring the right things? How can we accelerate performance? How can we best align new hires with the profile and culture? Is talent aligned with the strategy? How do we build the bench? Are the right people in the right jobs? How can we help people improve and grow? What is the fit? Do people know how they are perceived?

Maximize the value of competency model Technical Manual, pages 7-8 Does your organization meet these criteria? Clear vision Solid foundation Execution excellence Alignment to business strategy Executive commitment Ongoing management and governance

Where to start? Technical Manual, pages 16-20 Set up expectations Determine measurement Evaluate current talent management practices Revisit and refresh competency profiles Assess org talent management strategy Enable processes with right technology Provide employees with development resources

4 Differentiate development strategies for individuals – select needs to address and create plans based on the need, the feedback, the situation and the context

DEVELOPMENT STRATEGIES ::

Development resources FYI® for your improvement Paths to improvement KFLA Technical Manual

Selecting needs to address FYI, page iv Selecting needs to address Critical for success and I’m only average at it. Critically important, and I do it, but I do it poorly. Critically important but I’ve never had the chance to develop it. I have it as a strength, but I overuse it (sometimes it’s appropriate; sometimes a different competency would be more appropriate). I have a behavior that is causing serious problems. I need to neutralize it. Average Unskilled Untested Overuse Staller/ stopper Build the skill Reduce the noise ::

HOW MANY COMPETENCIES ARE JUST RIGHT HOW MANY COMPETENCIES ARE JUST RIGHT? “How many competencies should I work on?” It depends! ::

Fixing needs Do all weaknesses need to be “fixed” ? ::

FYI® for your improvement Competency chapter includes: A context setting introduction to competency: how it operates. Competency definition: skilled, less skilled, talented and overused skill content (CARS). Possible causes of lower skill. A short case study. Tips to develop each competency. Suggested job assignments. Suggested readings, deep dive learning links. Questions to reflect and inspire. Recommended search terms. Staller and stopper chapter includes: A context setting introduction Staller and stopper definition: a problem, not a problem. Possible causes of “problem” state, including weakness and overuse. Tips to overcome a negative behavior. Job assignments. Inspiration quotes. Learning resources.

HOW DEVELOPMENT WORKS 93 ::

Development hierarchy 70% Assignments 20% People 10% Courses Hardship 94 ::

Development hierarchy: upside down 10% Courses 20% People 70% Assignments 95 ::

Development solutions Full-time jobs Part-time assignments Special projects Task forces Feedback methods & sources Learning from others Self development Courses, workshops, seminars 96 ::

75% of successful development happens here Change process Aware Accept Act Build Blend Consequence Real change must follow this sequence 75% of successful development happens here 97 ::

1 Use the Korn Ferry Leadership Architect™ Competency Sort Cards to identify differentiating competencies critical for success 1) across an organization, 2) by job profiles or levels, 3) individual assessments for development

SELF-ASSESSMENT ::

Self-assessment card sort What skills do you possess today? 12 cards 14 cards ::

Record your results in column 1 Tally sheet results Record your results in column 1 3 = HIGH/WOULD DESCRIBE 2 = MODERATE/MIGHT DESCRIBE 1 = LOW/WOULD NOT DESCRIBE 1 2 3 ::

Highlight your profile: ‘highest’ and ‘lowest’ Self-assessment Highlight your profile: ‘highest’ and ‘lowest’ 102 ::

Analyze coverage Factor coverage - where is “this person” strong/weak? Cluster coverage – where is “this person” strong/weak? EQ related competencies: High? Low? 103 ::

Normative data comparison Normative data comparison by your level in organization: Determine your role based on 6 available levels. List your top and bottom competencies: Where is this person above, below, or same, as another person in same role/level? Finish the list. Where does your profile differentiate itself? 104 ::

Normative comparison = Same as Norm: Competencies ranked high, and most people in the role are high Competencies ranked low, and most people in the role are low ↓ Below the Norm: Competencies ranked low, and most people in that role are high or medium ↑ Above the Norm: Competencies ranked high, and most people in the role are low or medium

The problem with self assessments SELF is the least accurate assessor of self. SELF agrees more with others about strengths than weaknesses. SELF is worst at assessing interpersonal skills and impact. ::

Writing a development plan Work with a mentor or development partner. Study the behavior of others (more and less skilled than you). Find someone to give you ongoing feedback. Go public with your plan. Keep a learning journal. Review your plan and progress at the same time each week. 107 ::

Beyond self development ::

Heat, variety and diversity for development ::

What most people want HEAT concept goes against the grain from what most people want ::

What most successful careers look like ::

Determine the right competencies (aligned with the business) Development formula Determine the right competencies (aligned with the business) Hire people who have them Staff with (promote) people who have (can learn) them Help existing people develop them ::

WHAT QUESTIONS DO YOU HAVE? ::

THE KORN FERRY LEADERSHIP ARCHITECT™ + 1 612-373-3597 certifications@kornferry.com www.kornferry.com

APPENDIX

Practical applications Create success profiles for selection: organizational, job family, functional levels. Identify key development paths for future success. Target individual development needs. Identify key skill/success profile gaps. Build the universal language of talent to serve as the foundation of an aligned talent management program.

CUSTOMIZATION AND LICENSING INFORMATION

Customization Integrate into online talent systems (HRIS/LMS). Create derivatives –customize to your culture/language. Customize training and educational materials. Embed the science of talent management into your own system – organizational branding, etc.

For more assistance… Align the competency framework to corporate strategy. Translate previous custom competency work to research- based language. Leverage expertise on most powerful competencies to use in your organization. Integrate competency language to systemic talent management.

What is an IP license? IP Licenses: With the purchase of a Korn Ferry IP License, you receive an electronic file (typically Word or Excel) containing the text content of the product file you purchased.  Then you may copy and/or modify the content for your organization’s internal use. Korn Ferry’s research-based and experience-tested content is intended to be integrated into internal systems and processes that usually reach all levels of an organization.  Most of Korn Ferry’s IP Licenses are priced on total employee count, however, there are pilot licenses available for some products. 120 ::

What do I do with a license? Here are a few examples of the types of things you can accomplish with the purchase of an IP License for Korn Ferry products (depending on the License purchased) Create a competency model for your organization Create competency-based job profiles and descriptions Modify Korn Ferry Leadership Architect® Competency definitions to fit your corporate culture and business needs Load Korn Ferry Leadership Architect® Competencies into your performance management or talent management system Put Korn Ferry’s competency-based interview questions into your own database or recruitment software for easy retrieval Make Korn Ferry content available to employees via your password protected Intranet site

Example of KFLA derivative products Revising Korn Ferry Leadership Architect® Competencies, customized to the company’s business and using them in the performance review process and system. ::