Presentation on theme: "Citi’s Talent Practices: Emerging from the Financial Crisis"— Presentation transcript:
1 Citi’s Talent Practices: Emerging from the Financial Crisis Emily Dancyger KingGlobal Head of Talent Management
2 Business Context: Ongoing Transformation Achieved revenue and earnings growth(1)Reduced Citi HoldingsSold down minority stakes (e.g., MSSB)Streamlined and simplified operationsContinued to build capital2012: Focus on GrowthIdentified core Citicorp businesses and marketsEstablished Citi HoldingsCentralized global functions (e.g., Risk, Finance)Recapitalized company2008 – 2009: Strategy & RecapitalizationBegan reinvesting in CiticorpRe-shaped franchise for Basel III and new regulations2010 – 2011: Reinvestment & ReshapingDeliver consistent high quality earningsImprove returnsAchieve Basel III T1C capital requirementsImprove accountability2013 – 2015: ExecutionNote:(1)Excluding CVA / DVA and the loss on MSSB.
3 Talent Context: Ongoing Transformation 2008 – 2009: Strategy & Recapitalization2010 – 2011: Reinvestment & Reshaping2012: Focus on Growth2013 – 2015: ExecutionCiti2008 – 2011: Strategy & FoundationBuild and AlignCreate definition of great leadershipBuild global leadership curriculum for all people managersIntroduce common language around talent and common global processes: ParticipationBusinesses, functions and geographies learning while executingIntroduce talent philosophy, high potential criteria, and approach to critical role selectionRe-invigorate HR developmentBusiness plan driving people planHonest assessment & dialogue about people; transparencyIntegrating performance managementUsing scorecards to embed accountability2013 – 2015: AdoptionTalent
4 Talent Strategy Strategic Alignment Talent plansWorkforce planningLeadership frameworkStrategic AlignmentHigh Potential talentCritical rolesSuccession plansCompetency gapsTalent Assessment & Succession PlanningIDPs for HiPos and successorsSupports post-assessment findingsDevelopment is trackedCoaching/feedbackMobilityLearning & DevelopmentMeasurable goalsSpecific feedbackUnderperformance is addressedPerformance ManagementWe have the right people in the right roles, with top talent in the most critical jobs, and a solid pipeline of diverse future leadersThe company’s top critical roles, seen as key to driving strategy execution and growth, are filled with the best talentSuccession plans are actively used to ensure talent depth, reduce risk or over reliance on a small group of executives, and reduce the cost and potential cultural disruption of external executive hiresSuccessors for critical roles are regularly assessed for readiness and have rigorous development plans in place to prepare for leadership transitions; and these individuals successfully fill critical rolesHigh potential talent is objectively identified and given access to opportunities and development, including mobility placementsManagers are clear as to what we expect and are measured on how well they set goals, hold teams accountable, give quality feedback and actively develop their peopleHR supports managers in identifying, attracting, developing and retaining talentTalent analytics drive strategic decision makingLeaders and managersHR professionalsTalent CapabilitiesInforms talent decisionsAccurate, on-line and integratedLinked to business outcomesTalent Data Management & Analysis
5 Talent Assessment & Succession Planning High Potential talent is identified and calibrated throughout the organization using consistent, rigorous methodsTalent Assessment & Succession Planning6 Components of PotentialDimensionCore Component*FoundationalCognitive SkillsPersonality VariablesGrowthLearning AgilityMotivationCareerLeadership SkillsPerformance*Rob Silzer and Allan H. Church, c. 2009
7 Talent Capabilities Talent Capabilities HR Curriculum20122014New roles and responsibilitiesPeople strategy aligned to Business strategyIdentifying critical rolesCommon language and criteria for identifying high potentialsUsing the Leadership Pipeline for succession planningAssessing talent based on the Leadership Standards and Leadership PipelineLinking assessment results to targeted development plansTalent metrics, scorecards, and trackingHR as Consultant and Trusted AdvisorInfluencing and partneringCoaching leaders on being talent managersBuilding and executing sound individual development plansUsing data-driven assessments to inform talent decisionsEngaging the business in talent conversations more frequentlyLeaders, managers, and HR possess necessary skills to support effective Talent ManagementHR professionals are expert Talent assessors and organizational consultantsTalent Capabilities