1 Kathryn Meyer Gettelman Building Something Real: Moving Talent Management to the Forefront of Business Strategy

2 Talent Strategically maximize the development of each individual to activate Integrity, Commitment to Stakeholders, and Passion for Excellence My Mission Statement Moving talent management to the Forefront of Business Strategy… Having talent help shape where we want to go, not just how to get there Building Something Real Innovation Risk Management Creativity Organization Effectiveness Change Leadership CollaborationStrategic Plan Workforce Planning GROWTH EXPANSION

3 Five Broad Challenges Facing CEO’s Today: Culture Customer Focus Strategy Risk Source: Inside the mind of the CEO: Careful what you wish for – The Conference Board, 2008 Talent

4 Sourcing / Recruiting Needed and Exquisite Talent Identification, Development, & Succession Learning & Development Executive Commitment & Engagement Knowledge Management Competency Model Development & Deployment Reward & Recognition Performance Management Talent Avant-Garde Metrics © 2007 Center for Creative Leadership. All rights reserved.

5 An Example

6 Executive Commitment & Engagement Quarterly Talent Briefings to the Board Defining and Executing a Leadership Strategy that Enables the Business Strategy, Vision, and Mission of the Organization Ensuring a focus on talent! Advisement to the Compensation Committee and/or O&O Committee Enabling the demonstrated leadership capability of the Board and Executive Team

7 7 Proposed Programme Overview for the Executive Team Pre-Programme Work Pre-reading Completion of a few personality assessments Develop “World from your View” Asking your teams to provide confidential feedback Identify key initiatives for your group/team Day 1 (of 2 Day Retreat) Introduction, Norms, Discussion, Expectations World From Your View SBI Phase 5: 1 Day Retreat Workplace Big 5 Collaborative Teams Lunch Day 2 (of 2 Day Retreat) FIRO-B Paradox Wheel Team Assessment using the Paradox Wheel Debrief Our Executive Team Charter Lunch Homework: Personal view of 15 Core Operating Agreements Day 3 (1 day retreat) Feedback from your teams Review Charter-in- Action Integrate with key initiatives for JM (our vision, mission, and 3 year plan Our Executive Team Charter Identification of key intiatives Lunch Phase 2: Pre-Work Phase 3: 2 Day Retreat Phase 4: Charter in Action Phase 1: Interviews

8 Competency Model Development & Deployment Job Competencies Organizational Competencies Leadership Competencies Ensuring there is a golden thread between all three sets of competencies and the overall leadership strategy

9 Talent ID, Development & Succession Having a clear vision and mission, examining roles to ensure each role is aligned Assessment of current talent versus success model for each role Capable, Available, Valuable, Mitigation of “Derailable” Talent reviews that incorporate performance, expectation, threat of loss Annual review of EVERYONE Semi-annual review of critical talent Development plans created for each role and step on the career path (our stepping stones) Identifying 2-3 successors for each Exec. Team role Revising total rewards based on talent priority

10 Demographics Percent Retention of Top Talent (ET Members) 100% 22% Have at least 2 successors 56% Have one potential successor 33% Have no successors identified ET Talent Dashboard - Example

11 Integrate talent development as a core capability and expectation of leadership Fill the pipeline with people capable of bigger roles and delivering extraordinary results Ensure that performance is measured objectively and consistently across the organization Build and develop our leadership culture Talent Development System Objectives

12 Increased organizational capacity and client delight Increased retention, especially of high-potentials, (90% is scorecard metric) Decreased lag time in filling roles Increased ratio of internal/external sourcing for positions (75/25 goal metric), especially for key leadership roles More meaningful calibration of performance assessment Purposeful development based on enhancing CCL’s ability to exceed client expectations Better alignment of merit increase (and bonus) to performance and talent rating Enhanced succession preparedness for key roles supported by a systemic succession planning process Process for action defined and measured! ROI of Global Talent System

13 Strategy Retention Assessment Diversity Pipeline Of Talent Workforce Planning College Recruiting ATS On-Boarding Engagement Recruitment B.I.C. Team Development External Recruiting Sources Succession Planning STARS: Superior Talent Acquisition and Retention Strategy 13 Sourcing / Recruiting Needed and Exquisite Talent Developing reliable sources of talent for the organization (for now and future business requirements) and practices for attracting that talent to the organization.

14 Learning & Development Creating opportunities for employees to enhance their capabilities and connections with others in the organization in order to improve job performance, career advancement, team synergy, and personal growth. Aspiration Engagement Ability

15 Skills Knowledge Assessment Career Role Personal Team Experience Capability – Development Plans Needs Analysis Design Evaluate Deliver

16 1.Project Management Training 2.Shadowing someone in a desired role (e.g., a program coordinator shadowing a project manager) 3.E4SE training 4.Attending an FOL or LDP 5.Organizational Leadership capability development (how to do the work and sell the work) 6.Cross-functional training across the enterprise (e.g., having someone in CASG learn project management skills to help the Global Voice of Leadership project) 7.Receiving 360 degree data and implementing a development plan based on that feedback 8.Public speaking/enhancing written and spoken communication effectiveness 9.Expand international awareness (what we provide internationally and how one can help our international growth) 10.Business acumen: Both about the business of the Center (how do we make money, how do we price work, etc.), but also about the business of our clients (especially our government, healthcare, pharmaceutical, energy and legal sectors). 11.Better understanding of our grant process and becoming more involved in finding/writing grants * Based on synthesis of all development plans submitted across the enterprise; n = 366 (of 445) as of August 15 Top 11 Developmental Plan Goals

17 Capability Calendar- Going Forward

18 Ensure formal rewards are that; REWARDS for great performance (scorecard objectives and displayed leadership potential). Ensure informal, customized reward/recognition to help build an engaged and committed workforce. Reward & Recognition RoleSalary $Work/Life Balance $Competitive benefits, for the individual and the organization, especially for health care and retirement $Formal and Informal Recognition $Sales incentive plan that reinforces new business $Incentive plan for key “value” roles Performance Reward $Global Consistency

19 Data about each person: capabilities, availability, value Data from managers: derailability, performance ratings, talent reviews Data from the business: resource planning Knowledge Management Talent Management System lCms Deliver on-demand content by job family Deliver on-demand and in-person content for the organization Develop content for employees, clients, and participants Integrate into talent development tracking HRIS Accurate Data; Efficient Response Time; Ease of Use

20 Five Broad Challenges Facing CEO’s Today: Culture Customer Focus Strategy Risk Talent