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

2. 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

3. Voluntary attrition typically averages c.20% per annum
Challenges we face
Growth: – ,000 employees
,000
>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

4. 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?

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

6. 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.

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

8. 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

9. There is an infrastructure to support line managers and employees

10. Resources for managers and employees
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11. How career conversations fit with KFCI

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

13. 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?