The Staffing Strategy Connection CXR – MBA Survey – June 2006 Gerry Crispin - Mark Mehler CareerXroads

The Staffing Strategy Connection 1.Please estimate the number of MBAs your firm hires on an annual basis to work in the US 1.Please estimate the number of MBAs your firm hires on an annual basis to work in the US

The Staffing Strategy Connection (4)

The Staffing Strategy Connection 7. “Other” If "Yes" above (Question 6), please indicate the type of pre-employment assessment(s) you use. Check all that apply 1.We use no tests. Just interviews. 2.Internal assessment - personality, past performance indicators. 3.targeted selection interviews 4.Security/Psychological Processing-Some take aptitude tests

The Staffing Strategy Connection

The Staffing Strategy Connection Other: 1. As needed; customized 2. none 3. varies - the career path is not equally applied1.2.3.

The Staffing Strategy Connection 11. Please briefly describe the structure of the program. -Our six-month MBA rotation is designed specifically for the second-year MBA student. The program consists of one-month rotations through the following divisions: logistics, merchandising, and operations. The other two months are open for participants to choose from among our many divisions, such as real estate, global procurement, finance, and international. A key leader within the company sponsors each participant during the rotation. Upon completing the rotations, participants should be prepared to assume a key management position, working with the sponsor and program staff to determine the first assignment. Associates who have completed the MBA rotation have become strategic planners in our logistics and international divisions, buyers in merchandising, and co-managers in our stores. Experience, performance, and motivation determine how quickly MBA rotation participants advance. Based on performance, participants are positioned to be considered for senior management positions within three to five years. To achieve this, participants must enhance their skills through further training and development and through progressively challenging opportunities that can significantly contribute to our company's business advancement. Your success depends on you! - We just spun off of our mother company last month. So, we are in the process of defining processes. We believe in having MBA/leadership development in a general and functional sense. At this time, we are choosing to make the hiring managers the keepers of the individual/customized development with visibility to the senior management. It's not a formal program at this point. Although our leadership quality model is that of making the manager responsible for the development of the individuals, we do see that creating a program with some structure and centralized executive accountability will be key to attracting top talent. We may borrow some of the ideas we saw with our parent company’s executive development program.

The Staffing Strategy Connection Please briefly describe the structure of the program (cont.) -Experienced Commercial Leadership Program (ECLP) -2 year rotational in sales & marketing assignments - We have a US rotational management program, which is communicated & an international rotational program which is communicated - In the Intelligence Community, there are no recognized MBA Hiring/Sourcing Programs. MBAs would be among other "Business Degrees" sought, depending on the targeted skills/numbers. - We have a MBA recruitment and development plan that involved rotation between divisions and assignments. The development is geared toward product development managers and financial or business unit leaders. - Finance org runs rotational MBA program in partnership with staffing. Heavy Finance ownership of organizing college and intern recruiting strategy and teams. - Service & Fulfillment MBA Program: Upon completion of the S&F MBA Program, participants will have a strong knowledge of production management and end-to-end process management. Two or three rotations within the Service & Fulfillment organization Program duration: 18 – 36 months Career path: Upon completion of the rotational program, associates may be promoted to a process or management role, based on a satisfactory performance. Technology MBA Program: MBA leadership rotational program spanning Wealth & Investment Management Technology, Consumer & Small Business Banking Technology, Corporate Staff Technology, Capital Markets & Wholesale Banking Technology and Network Computing Group. Rotational program provides the opportunity to gain foundational knowledge of each business through 2-3 rotations over a month period. MBA’s will learn end-to-end technology and business strategy and develop the skills necessary to move into leadership positions upon completion of the program.

The Staffing Strategy Connection Please briefly describe the structure of the program (cont.) -For our multi-discipline program, we bring in 7-10 MBAs per year. They rotate through 4 six- month assignments. The rotations are comprised of different businesses/support areas and functional responsibilities (strategy, project management, etc.). The individuals have a mentor, report to the hiring manager of the rotation, and have leadership development/informal management from a central recruitment and learning professional. -We have just begun! Five MBA interns will be starting 6/5. They will be working on specific projects under the guidance of BU Heads. Two will be offered full time positions into a rotational program (sale, marketing, finance, etc.) with the goal to prime them for a future leadership role. -Varies by function are--Finance has a program separate from the one HR has which is separate form Marketing etc -1 month of core training 14 months in 1st rotation 6 months in cross-line of business rotation 15 months in 2nd rotation -MBA Development Program Marketing - Sales Rotation followed by Marketing assignment All other disciplines structure the assignments based upon the business need and employee skill set

The Staffing Strategy Connection Other: 1. Customized per individual 2. no1.2.

The Staffing Strategy Connection 14. Please briefly describe the structure of the program. 1.Same as above. 2.N/A 3.High potential designated talent is nominated for an accelerated development program at several top tier MBA business schools. The company pays the entire amount of the program. 4.We have a leadership dev program for hi-po's currently individual contributors and a dev program for hi-po mgrs. Not focused on just MBAs, but they are a subset of programs population. 5.Same as above

The Staffing Strategy Connection Other: years 2. Same as other associate- performanced based 3. based on performance, no set time 4. varies 5. Among normal promotion cycle consideration. 6. Depends on the exp the MBA brings with them 7. Depends on the individual - could be immediately or up to 2 years 8. varies depending on program and role 9. To be determined 10. approximately 5 years 11. Dependent on performance review

The Staffing Strategy Connection Other: 1. one year like the rest of our associates 2. High potential candidates receive feedback every day! 3. 6 months for leadership hires, varies for others 4. The interns will be evaluated at the end of their internship, once hired I am sure they will need to be assessed after each rotation months for performance, 2 years leadership potential validation 6. Annually, with all employees

The Staffing Strategy Connection

The Staffing Strategy Connection 17 Other: 1. Like other associates regardless of degree, initially we try to identify the issue and give them the tools to improve. If this does not work other measures are taken 2. Feedback. Retool. 2nd chance. Move into a more appropriate position. 3. varies by situation 4. will do a combinations of try to find another function and terminate...depending on the situation 5. typical performance management processes 6. Work on development plans, if that doesn't work, see if another area works, if not transition out of company 7. they are treated as anyone would be that was not meeting performance expectations - no special treatment for MBA's 8. varies 9. Normal coaching,/supervisor interaction. If negative, would try to find better fit in another part of the Agencies for starters. If no improvement/bad productivity, would eventually lead to firing. 10. Your last comment is pretty accurate to an extent. If their are issues, then mentors and coaches play an important role in aiding the individuals to look for alternatives where they can succeed. 11. Situational...try another function or manage out of the company or terminate 12. Associates are expected to meet/exceed their performance goals, however, we will provide coaching and mentoring if associates do not develop as expected. 13. Discuss their performance, coach them to improve in their current function. If that does not work, see if they could be a better fit elsewhere in the company. Last resort - ask for resignation. 14. They get coaching and direction to try to rectify the issues. If this is not successful, we proceed to formal corrective action and let it take its course. 15. To be determined - will not keep losers 16. Counsel out of organization 17. They would be placed on a performance improvement plan 18. Mentor, coach and develop the associate

The Staffing Strategy Connection Other: 1. We really don't have a formal MBA program outside of our MBA internships to be able to measure this. At this time, we really treat them the same as any other associate who is a high performer. 2. Feedback. Retool. 2nd chance. Move into a more appropriate position. They may not go any further up the ladder. 3. varies based on situation 4. same as above 5. Formal performance management processes 6. Same as above 7. varies 8. There are many non-supervisory or technical expert positions that people can work in. 9. Leave, stay as successful, productive individual contributors 10. Associates are expected to meet/exceed their performance goals, however, we will provide coaching and mentoring if associates do not develop as expected. 11. Discuss their performance, coach them on how to be a successful leader/manager. 12. Again to be determined, but they would not be promoted 13. Counsel out of organization 14. Mentor them 15. Place them in impactful individual contributor roles

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