1. Growing Leaders to Grow the Company
Cathy Pickard

2. Expectations of People Leaders
Motivate
Employee Engagement
Recognition
People Processes
Innovation
Development
Execute Strategy
Collaboration
Work-life Balance
Attract

3. Purpose of Leader Development
Strong People Leaders
Great Place to Work
Engaged Employees
Retention
Business Results

4. Learning Objectives
How an integrated approach to leadership development ensures a pipeline of leaders at every leadership level
How providing multiple leadership development methods can help accelerate the development of leaders in organizations
How simple, low to no-cost programs can have dramatic effects on how you identify and develop leaders regardless of the size of the organization

5. Agenda
Who is
Overview of our integrated approach to Leadership Development
Our Tools & Stories
Q&A

6. Who Is Monsanto?
The world leader in agriculture biotechnology. We apply innovation and technology to help farmers around the world produce more while conserving more.
Genuity™
branded TRAITS
DEKALB® branded SEEDS
Roundup® branded CHEMISTRIES
NYSE Symbol: MON or

7. Who Is Monsanto?

8. Monsanto Dynamics & Challenges
Biotechnology
Agriculture
Global nature of business, matrix structure
Development of High Potentials & Future Leaders
Diversity
Sales and R&D focus
Shareholder Expectations
Great Place to Work
Recruitment
13% - 17% Earnings growth targets

9. The Monsanto Pledge
Integrity is the foundation for all that we do. We will demonstrate this value through our commitments to:
Dialogue
Transparency
Sharing
Benefits
Respect
Taking Ownership
Creating a Great Workplace

10. Monsanto Competencies
The Keys to Success
Relationships & Networks
Courage and Candor
Agility
Initiative & Foresight
Results Orientation

11. Monsanto’s Programs People Review & Succession Planning
Senior
Leaders
Custom Programs
Established Leaders
Global Leadership Exchange
Global Assignments
Emerging Leaders
Emerging Leaders Program
Global Mentoring Plus
Regional Leadership Exchange
L People Leaders Network
Talent Pool
People Leader Learning Series
People Leaders Network Monsanto University
Memberships Tuition Reimbursement
People Review & Succession Planning
Development, Performance, Rewards

12. Development, Performance, Rewards (DPR)

13. Development, Performance, Rewards (DPR)
Goals
Ensures the manager and employee agree on what is expected of them
Align individual, team and company-wide objectives
Create a culture of continuous development and increasing contribution
Establish link between development, performance and rewards
Identification of High Potentials

14. Development, Performance, Rewards (DPR)
“We have to be clear about what people management is not:
It’s not extracurricular or something you do when important stuff is done. It is the important stuff, and it’s not just the responsibility of HR”
Hugh Grant, Monsanto President & CEO
HR Executive Magazine, “CEO’s Get It” March 2007

15. Key to success is dialogue with your manager throughout the year
Development, Performance, Rewards (DPR)
Business Goals
Goal Setting
Coaching, Feedback, Goal Review
Mid & Year-end Reviews
Link to Rewards
50%
Business Goals
People Manager
25%
Metrics
Development Goals
25%
Key to success is dialogue with your manager throughout the year

16. Development, Performance, Rewards (DPR)
Benefits
Ensures managers are developing and engaging employees
Early identification of High potentials / Accelerators
Business results
Development and retention tool
Simple concept that can be achieved through paper or electronic systems

17. People Review &
Succession Planning (PRSP)

18. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
Goals of People Review
Ready to fill key leadership roles with strong candidates at all times
Identify and leverage talent across the company
Develop people for roles where their contribution is maximized
Identify ‘accelerator’ employees – those with high potential for senior level positions in the company (6-10 years)

19. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
People Review
Succession Planning
Positions
Identification of key individuals through assessment of potential
Assessment of employee qualifications, strengths, goals and developmental needs
Creation of development plans
Identification of critical positions and job groups
Assessment of the types and availability of talent needed
Creation of succession plans identifying succession strengths and gaps
People

20. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
People Review Process
1. Employee conducts self-assessment
2. Manager and employee have career / development conversation
3. Manager assesses employee’s performance and potential

21. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
Assessment of PERFORMANCE and POTENTIAL
Performance - Review performance over time
Potential
Ability - Growth Factors
Characteristics demonstrated to predict success in future roles
Predict capacity to learn new skills and apply them effectively
Willingness
Readiness
Growth Factors
Eagerness to Learn
Understanding Others
Personal Maturity
Breadth of Perspective
Hay Group®

22. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
Employee’s Worksheet

23. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
Performance & Competencies
Growth Factors, Willingness & Readiness

24. PERFORMANCE CURRENT RATING: Business Goals & Competencies
People Review &
Succession Planning (PRSP)
POTENTIAL
LOW
MEDIUM
HIGH
PERFORMANCE CURRENT RATING: Business Goals & Competencies 4 7 9 2 5 8 1 3 6

25. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
1. Employee conducts self-assessment
2. Manager and employee have career / development conversation
3. Manager assesses employee’s performance and potential
People Review Process
4. Manager prepares for people review
5. People Review meeting
6. Manager & employee have a feedback conversation
7. Tracking and Measurement

26. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
People Review
Succession Planning
Positions
Identification of key individuals through assessment of potential
Assessment of employee qualifications, strengths, goals and developmental needs
Creation of development plans
Identification of critical positions and job groups
Assessment of the types and availability of talent needed
Creation of succession plans identifying succession strengths and gaps
People

27. Goals of Succession Planning
People Review &
Succession Planning (PRSP)
Goals of Succession Planning
Identify roles that are critical to the organization
Identify candidates who could fill those roles
Ensure that strong pipelines of candidates are available to meet the company’s evolving needs

28. Succession Planning Process
People Review &
Succession Planning (PRSP)
Succession Planning Process
1. Identify critical Roles
2. Identify successors
3. Create the succession plan
POTENTIAL L M H
PERFORMANCE 4 7 9 2 5 8 1 3 6

29. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
Succession Planning Process
1. Identify critical Roles
2. Identify successors
3. Create the succession plan
4. Analyze succession strength
Readiness
With Repeats (Names & Titles)
No Repeats (Names & Titles)
NOW
2 -3 Years
4-6 Years
Accelerators 6 – 10 Years

30. Succession Strength Index Scale
People Review &
Succession Planning
Create a Succession Strength Index Score for each role
Number of successors as well as their time to be ready is weighted into the score
Score is between 0 and 12
Score of 8 to 12 indicates strong succession plan
The Index is adjusted to account for individuals who are repeated on succession plans for more than 1 role
Overall evaluation of succession strength for all roles is reviewed
Succession Strength Index Scale 1 2 3 4 5 6 7 8 9 10 11 12

31. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
# of Plans/Roles
Average = 7.6
Succession Strength

32. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
# of Plans/Roles
Average = 5.28
Succession Strength

33. Succession Planning Process
People Review &
Succession Planning (PRSP)
Succession Planning Process
1. Identify critical Roles
2. Identify successors
3. Create the succession plan
4. Analyze succession strength
5. Succession Planning Meeting
6. Provide feedback to successors
7. Tracking and measurement

34. Succession Planning (PRSP)
People Review &
Succession Planning (PRSP)
Benefits
Identifies future leaders, high potentials and accelerators at all levels
Ensures continuous progression of current leaders
Engages employees and managers in the creation of meaningful development plans to help prepare for the next leadership role
Identifies and leverages talent across the company
Helps us ensure we are ready to fill key roles with strong candidates at all times
Simple process
Simple tools – spreadsheets
Low cost

35. People Leader Learning Series (PLLS)

36. People Leader Learning Series (PLLS)
Goal
A formal training program that covers Monsanto’s expectations of People Leaders

37. People Leader Learning Series (PLLS)
Benefits
Creates common baseline for people leaders
Focus on critical role of people leader, selecting, setting direction, motivation, development, assessment, diversity and intercultural skills
Networking with other leaders
Developed and delivered internally – uses internal expertise

38. Global Mentoring Plus Program

39. Regional or Global Leadership roles
Global Mentoring Plus Program
Goal
A virtual program that focuses on High Potential employees to accelerate their readiness to take on
Regional or Global Leadership roles

40. Global Mentoring Plus Program
Components
12 month mentor relationship with senior leader
Build global perspective
Develop strategic thinking
Enhance connectivity
Career coaching
Ongoing Web Conference Based Learning Events
External speakers on leadership, cross cultural skills, etc.
Sessions with key leaders at Monsanto
Quarterly Guest Speakers – senior global leaders

41. Global Mentoring Plus Program
Mentee Selection
Mentor Selection
High Potential employees who could be on Regional Leadership Teams in 5–10 years
High Performers with a consistent track record of performance
Identify by reviewing boxes 7, 8 & 9 from the Performance – Potential boxes used in People Review & Succession Planning process
Current members of Regional Leadership Team
Track record in successful coaching / mentoring
A natural talent and inclination for developing people

42. Global Mentoring Plus Program
Benefits
Global knowledge exchange/exposure
Business & leadership skill focus
Multi-cultural focus
Increased organizational commitment from employee
Development and retention
Supplements formal education opportunities
Simple – web and phone based

43. Emerging Leaders Program

44. Emerging Leaders Program
Goal
To onboard and develop experienced high potential future leaders across world areas
2 year program, for experienced hires
MBAs with 5-7 years of post qualification experience employed with reputed multi-national companies in key roles OR
Non MBAs with 8-10 years of experience in commercial Sales, marketing, production management, strategy

45. Emerging Leaders Program
YEAR 1 – Home Country
YEAR 2 – International
Purpose
Core area of business assignment
Balances learning & business deliverables
Rounds past experience
Cross cultural experience
Local mentor
Training
Business updates
Best practices sharing
Mentoring sessions
Leadership, strategy sessions, business simulations, cross cultural skills, market visits, case analysis, leadership presentations
Review
Annually with manager & Leader
Feedback & assignment to second role
Review & feedback, final role assignment
Recognition & Celebration
People Review & Succession Planning

46. Emerging Leaders Program
Benefits
Attracts experienced candidates
Injects candidates into the leadership pipeline who will be ready in 2 years for senior roles
Cross cultural / global experience
Mentoring relationships
Business & Leadership skill development
Hands on experience
Recruitment, development and retention tool
Long term investment

47. People Leaders Network (PLN)

48. People Leaders Network (PLN)
Goals
Develop people leadership capabilities
Provide resources and tools to improve people leadership skills
Deliver key information in a timely fashion
Provide a forum for sharing best practices, discussing issues and generating solutions
Improve communication at all levels

49. People Leaders Network (PLN)
How?
Newsletters
Training sessions
Net meetings & conference calls
Video Links
SharePoint website

50. People Leaders Network (PLN)

51. People Leaders Network (PLN)
Benefits
Focused on leaders
Timely communication
Helps People Leaders drive employee engagement
Encourage collaboration of leaders across functional areas
Supports leadership development as an on-going process
Low cost, simple

52. L180 Leadership Survey (L180)

53. L180 Leadership Survey (L180)
Goal
A developmental tool designed to give
upward feedback to people managers to help
strengthen their effectiveness as leaders

54. L180 Leadership Survey (L180)
L-180 Dimensions
Growth & Development
Integrity
Leadership Effectiveness
Performance Management
Respect
Derailers

55. L180 Leadership Survey (L180)
L-180 Results
Growth & Development
2009 = 3.77
2010 = 3.80
Integrity
2009 = 4.17
2010 = 4.30
Leadership Effectiveness
2009 = 3.88
2010 = 3.96
Performance Management
2009 = 3.84
2010 = 3.95
Respect
2009 = 4.05
2010 = 4.19
Derailers
2009 = 3.97
2010 = 4.12

56. L180 Leadership Survey (L180)
Benefits
Compares Self and Respondent ratings to find developmental opportunities
Strengthens quality of feedback between team and People Managers (dialogue, respect, transparency, courage & candor)
Measures success of leadership
Supports continuous improvement

57. Regional & Global Leadership Exchange (RLE & GLE)

58. Regional & Global Leadership Exchange (RLE & GLE)
Goal
Strengthen the Talent Pipeline for leadership roles
Accelerate the development of a selected group rated High In Potential by Business Leaders

59. Regional Leadership Exchange Components
Regional & Global Leadership Exchange (RLE & GLE)
Regional Leadership Exchange Components
Part 1
Part 2
Part 3
Business Strategy
Leadership Identity & Development
Business Planning
Structure & mission
Leading a team
Strategy Fundamentals
Commercializing & Selling Monsanto Products
Leading Through Relationships
Leading in a Matrix
Leadership Style
Career Plans

60. Global Leadership Exchange Components
Regional & Global Leadership Exchange (RLE & GLE)
Global Leadership Exchange Components
Part 1
Part 2
Part 3
Business Overviews
Career Development
Self Awareness
External Coach
Leading in a Matrix
Business Strategy
Market Visit & Customer Insights
Leadership’s Role in Developing an Organization
Strategy Project
Project Presentation
Leading an Organization Through Change

61. Regional & Global Leadership Exchange (RLE & GLE)
Benefits
Projects provide experience and business value and help employee prepare for their next leadership role
Development and Retention
Future leader pipeline development
Networking and relationship development

62. Custom Programs

63. Targets Senior Leaders with many years of experience within Monsanto
Custom Programs
Goals
Targets Senior Leaders with many years of experience within Monsanto
Externally focused
Customized to meet individual needs
Outside of the classroom

64. Other Initiatives

65. Other Initiatives Monsanto University Memberships
Tuition Reimbursement (MBAs, PhDs, certifications, etc.)
Conferences, External Training

66. Summary

67. Development, Performance, Rewards People Review & Succession Planning
Talent Segments & Strategies
Development, Performance, Rewards
People Review & Succession Planning
TALENT SEGMENT
TALENT STRATEGY
Acquisition
Development
Retention
Custom Programs
Global Leadership Exchange
Global Assignments
Emerging Leaders Program
Regional Leadership Exchange
Global Mentoring Plus
L180 Leadership Survey
People Leader Learning Series
People Leader’s Network
Memberships & Tuition
Monsanto University

68. Human Resource Lead, Canada
Questions & Answers
Cathy Pickard
Human Resource Lead, Canada
Monsanto Canada Inc.
900 – One Research Road
Winnipeg, MB R3T 6E3
(204)

69. Thank You