Mission Critical Career Paths

1. Mission Critical Career Paths Mapping the career journey for your most critical roles

2. Mission critical career paths We need to ensure that companies are developing the right capabilities for their most critical jobs to meet their future demands ofsustainable, profitable growth

3. Mission critical career paths Many organisations are developing their future leaders in a vacuum,, lacking a clear understanding of theroles leaders are destined for and the experiences they will need to ensure they are ready when they get there

4. Are organizations getting the leaders they need? 17% >13% of US and UK companies have formalized career paths for the majority of their employees* of US and UK companies give themselves high ratings when it comes to managing their future talent* Source: *Boursin and Associates Factbook, 2009

5. Where career pathing fits into talent management • Infrastructure for growth and information Outsourcing or contract Workers Total rewards Talent sourcing Succession planning Mission Critical Career paths Selection and onboarding Workforce analytics Leadership and talent development Employee engagement Organizational competencies Workforce planning/ role definition Candidate assessment Performance management

6. Traditional “supply-driven” talent management • Having a pool of highly rated people doesn’t answer the question: “What are they “goodfor?” Performance Potential

7. Demand-driven talent management starts with future role requirements 1. Demand Understand the current and future organizational needs in terms of specific mission critical roles – identify destination roles 3. High potential development Ready people for these specific roles ASSESS AND MANAGE THE GAPS 2. Supply Assess the capabilities of current and future leaders to assume destination roles

8. Demand-driven talent management includes defining how … • Future business will evolve • Business direction shapes operating requirements and resulting organizational structure • Structure shapes role/position demands • Position demands inform talent requirements for key positions • Candidates fit (or not) to position demands (i.e., risk) • Development can mitigate risk of placement and build long-term capability

9. Defining our terms • Comprehensive career development programs illuminate the path forward and provide career path options to all staff members But, this is not what we are talking about today

10. Defining our terms • Mission critical career paths focus like a laser beam on:

11. The destination role The lens throughwhich you need tolook in identifying appropriate experiences for your most high potential employees

12. Definition of a destination role Critical to the operating model and strategy Multi-incumbent Relatively stable Attractive/ has status Platform for further growth There should be sufficient opportunity for people to get such a job There has to be a realistic expectation that the job will still exist in several years’ time when people see that they will be ready for it They must be the kind of jobs that people would actually want to do It might be a direct feed to another destination role, or it could be at the intersection of multiple career paths and be an effective transition point Destination roles are defined as key to delivering the strategy and operating model; it is a job where you cannot afford to have a gap or accept someone who is in development mode for a lengthy period of time

13. Destination roles are shaped by strategic needs of the business Market demands Varying organizational and leadership implications

14. Mission critical career pathing

15. Development process Identify feeder and destination roles Define demands for destination and feeder roles Identify critical competencies, capabilities and development experiences Career paths for destination roles Create development tools [PHASE 1] [PHASE 2] [PHASE 3] [PHASE 4] [PHASE 5]

16. Career path process – Phase 4 Identify feeder and destination roles Define demands for destination and feeder roles Identify critical competencies, capabilities and development experiences Career paths for mission critical roles Create development tools Enterprise Executive Functional Executive Destination role Manager of Managers Proximity to front line Leadership scope typically increases Levels of work Manager/ Senior Specialist Supervisor/ Individual Contributor Feeder role

17. Career path process – Phase 5 Identify feeder and destination roles Define demands for destination and feeder roles Identify critical competencies, capabilities and development experiences Career paths for mission critical roles Create development tools

18. Illustrative career path Senior executive manufacturing Applications engineer Business intelligence General manager Senior program manager Plant leader Customer support manager Market research Segment line leader VPGM product segment Marketing communications manager Contracting Director

19. Example of rotational assignments forsegment line leader destination role

20. What the process delivers • Greater discipline and focus to the development of high potentials by ensuring limited resources are spent on developing the right skills needed now and in the future for the organisation’s most critical jobs A roadmap of career experiences that will ensure high potentials arrive at their destination roles with the capabilities they need to succeed Key ‘destination roles’ that are most critical to achieving your organisation’s business strategy 01 02 03 • Growth and development experiences tailored to the unique needs that each high potential brings • Identified feeder roles (or typical backgrounds) and critical development experiences so that the planning can begin earlier in a career, and ease the transition to new roles • Career ‘accelerants’ – experiences most likely to rapidly develop capabilities to meet future needs and an understanding of key risks to manage at each transition point 05 06 04

21. Questions?