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Citi’s Talent Practices: Emerging from the Financial Crisis

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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 King Global Head of Talent Management

2 Business Context: Ongoing Transformation
Achieved revenue and earnings growth(1) Reduced Citi Holdings Sold down minority stakes (e.g., MSSB) Streamlined and simplified operations Continued to build capital 2012: Focus on Growth Identified core Citicorp businesses and markets Established Citi Holdings Centralized global functions (e.g., Risk, Finance) Recapitalized company 2008 – 2009: Strategy & Recapitalization Began reinvesting in Citicorp Re-shaped franchise for Basel III and new regulations 2010 – 2011: Reinvestment & Reshaping Deliver consistent high quality earnings Improve returns Achieve Basel III T1C capital requirements Improve accountability 2013 – 2015: Execution Note: (1) Excluding CVA / DVA and the loss on MSSB.

3 Talent Context: Ongoing Transformation
2008 – 2009: Strategy & Recapitalization 2010 – 2011: Reinvestment & Reshaping 2012: Focus on Growth 2013 – 2015: Execution Citi 2008 – 2011: Strategy & Foundation Build and Align Create definition of great leadership Build global leadership curriculum for all people managers Introduce common language around talent and common global processes : Participation Businesses, functions and geographies learning while executing Introduce talent philosophy, high potential criteria, and approach to critical role selection Re-invigorate HR development Business plan driving people plan Honest assessment & dialogue about people; transparency Integrating performance management Using scorecards to embed accountability 2013 – 2015: Adoption Talent

4 Talent Strategy Strategic Alignment
Talent plans Workforce planning Leadership framework Strategic Alignment High Potential talent Critical roles Succession plans Competency gaps Talent Assessment & Succession Planning IDPs for HiPos and successors Supports post-assessment findings Development is tracked Coaching/feedback Mobility Learning & Development Measurable goals Specific feedback Underperformance is addressed Performance Management We have the right people in the right roles, with top talent in the most critical jobs, and a solid pipeline of diverse future leaders The company’s top critical roles, seen as key to driving strategy execution and growth, are filled with the best talent Succession 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 hires Successors 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 roles High potential talent is objectively identified and given access to opportunities and development, including mobility placements Managers 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 people HR supports managers in identifying, attracting, developing and retaining talent Talent analytics drive strategic decision making Leaders and managers HR professionals Talent Capabilities Informs talent decisions Accurate, on-line and integrated Linked to business outcomes Talent Data Management & Analysis

5 Talent Assessment & Succession Planning
High Potential talent is identified and calibrated throughout the organization using consistent, rigorous methods Talent Assessment & Succession Planning 6 Components of Potential Dimension Core Component* Foundational Cognitive Skills Personality Variables Growth Learning Agility Motivation Career Leadership Skills Performance *Rob Silzer and Allan H. Church, c. 2009

6 Potential Identification Tool

7 Talent Capabilities Talent Capabilities
HR Curriculum 2012 2014 New roles and responsibilities People strategy aligned to Business strategy Identifying critical roles Common language and criteria for identifying high potentials Using the Leadership Pipeline for succession planning Assessing talent based on the Leadership Standards and Leadership Pipeline Linking assessment results to targeted development plans Talent metrics, scorecards, and tracking HR as Consultant and Trusted Advisor Influencing and partnering Coaching leaders on being talent managers Building and executing sound individual development plans Using data-driven assessments to inform talent decisions Engaging the business in talent conversations more frequently Leaders, managers, and HR possess necessary skills to support effective Talent Management HR professionals are expert Talent assessors and organizational consultants Talent Capabilities

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