QUARTERLY people Review Guidance Document

1. QUARTERLY people Review Guidance Document

2. Purpose of This Deck • Provide a resource to leverage with Leadership members as they prepare for the Quarterly People Reviews. • Remember – Building Customer Loyalty for a Lifetime should be the backdrop for each topical area! • Speaker notes contain additional information for you . • Use as many slides as needed to tell the story – but please ensure the dialog can be completed in the time slated for each meeting.

3. Meeting Details The Quarterly People Reviews are a great opportunity for the leadership team to engage in dialog about their org’s capability. There are 3 main focus areas in this deck, which are outlined below. Focus areas: • Share ideas about potential Org structure changes • Leader’s assessment of own organization’s health / readiness for Lifetime Loyalty • Refreshed succession plans for self and directs Intended outcomes: • For leadersto understand the optimum structure of the organization and timing in preparation for deeper discussion / decisions • A greater understanding about orgs capability and talent needs for the future

4. Org Structure This is an opportunity for your client Leader to share any ideas s/he has about how to best structure the organization to accelerate the achievement of Lifetime Loyalty and minimize the impact of any current and potential roadblocks. Action:Capture a pictorial view of any proposals – new and old – of your Leader’s view of the optimal structure of their organization. Discuss and incorporate the series of questions below to help articulate your Leader’s supporting story for his/her recommendations on the org structure. See notes section. Current / Future State Assessment • What are the existing strengths of organization that need to be preserved? • What are the current pain points that are roadblocks to Lifetime Loyalty? • What guiding principles are important to follow in determining the optimal structure? • Share ideas for the best way to structure to help accelerate achievement of Lifetime Loyalty vision. Keep in mind must remain within certain targets: • SPOC = X • Org Depth = X • What vital insight is still needed to help determine the optimal structure? Business Specific Questions to Consider There are two key pivots to consider when thinking about how the organizationcan organize: 1) customer facing drivers of loyalty and 2) internal facing drivers/realities (i.e. product group advocates, automation, shared services, etc.). One could argue the organizationneedsto have strong leadership owners of the segments for the top line leader connection. If this is the case, how do delivery teams organize to support this without negatively impacting the proven advantage of organizing technical resources by technology?

5. Org Structure(Continued) Additional Considerations: Listed below are additional strategic questions you can leverage to guide the discussion and help them articulate the story to support any recommendations. Current / Future State Assessment Open Issues • Which elements of today’s structure will remain relevant in the future? • Which elements will be less relevant? • What ideas does your Leader have on the proposed structure for the organization? What ideas have been discussed previously that should be revisited? • What are the open issues / questions? • What additional information is needed? • Timing recommendation? Business Specific Questions to Consider • There are significant cases for change to evolve the business. What are your thoughts on how to shift the business model to enable a broader reach? • Partner – How can the organizationimprove the alignment with Partner delivery? • Is there another way to structure? What would be the benefits and risks of making that change? • Emerging markets in the regions – what structure will position the team to grow? • Other?

6. Client Orgs Readiness for Lifetime Loyalty The purpose of this discussion area is to share your Leader’s current assessment and potential plan to address any capability and readiness gaps relative to what is needed to accelerate achievement of Lifetime Loyalty. Action: Considering the series of key questions below, convey the Leader’s assessment of his/her organization’s health / readiness for Lifetime Loyalty. Are there specific organization changes necessary to a) accelerate the achievement of Building Customer Loyalty for a Lifetime and b) address derailers to achievement of this vision? See details in notes section. Current / Future State Assessment Roles / Talent • Consider what business capabilities / processes org needs to drive to achieve Lifetime Loyalty. Is the org mechanically set up to accomplish this? • What org capabilities does the org need to deliver on the strategy? • What is the gap between where the org is and where it needs to go? What are the orgs current pain points that are derailers to achieving Lifetime Loyalty? What are the changes that need to happen? • Review org chart. Where is there risk in terms of roles, skills and capabilities needed for Lifetime Loyalty? • What is the orgs attrition story and how will this help or limit the orgs opportunity to shift to role/skill set needs of the future? Consider performance mix at review and attrition at close of Q1. How is attrition trending for MY and FY11 close? • Does Leader have the right roles, headcount, skill sets, etc. for the future? What mix of talent is needed (technical vs. non-technical; delivery vs. non-delivery; proactive vs. reactive; vendor vs. FTE)? What mix of talent is needed from a pyramid standpoint (early in career vs tenured, senior IC vs management, senior leadership). Is there a need for strategic hires internally at the company(e.g. key talent(s) within a pocket of the company)? • What roles will the org need and where? How does the quantity today compare to the future need? (increase/decrease) • What roles exist now that will no longer be needed? Will they be needed elsewhere ? • What are the potential implications of any changes? • Headcount by role • Location of talent • FY13 Budget (& beyond) • What investments are or need to be made to increase capability / readiness for Lifetime Loyalty? • What mix of diverse thoughts, experiences, backgrounds are needed in the org?

7. Client Orgs Readiness for Lifetime Loyalty (Continued) Additional Considerations: Listed below are additional strategic questions you can leverage to guide the discussion and help your Leader articulate his/her story on capability and readiness. Current / Future State Assessment Roles / Talent • Additional Considerations: • Consider organization’s span of control and org depth. Are they at an optimal level? • Employee satisfaction observations – After the summit, what is the atmosphere within org? Any indications from last employee survey of employees readiness for change? What is Leader’s plan to move team / group / org forward? • Through performance optimization efforts how will the Leader leverage this opportunity to mix shift the talent in the organization? • What does the people scorecard indicate about the orgs health / readiness? • Additional Considerations: • What skill sets does the org have today that will still be needed? • What skill sets does the org have that will not be needed in the future? • What skill sets don’t exist that will be needed in the future? • What leadership / management capability strengths and focus areas exist? Are the right leaders / managers in place to lead the org/team through this transformation, manage changing roles, skill sets and talent mix, manage vendor relations, etc.? How does all of this change the hiring profile? Open Issues • What are the open issues / questions? • What additional information is needed? • Implementation plans • Timing of change – short v long term

8. Succession Planning Action: Refresh succession plans for Leader and Leader’s directs and complete leadership capability information for Directs and SP candidates. Include updated succession plan in 1:1 presentation. See notes section for detailed instructions.