Talent Management – Action Planning

1. Talent Management – Action Planning 16 – 19 June

2. Agenda • Talent Management Review, Findings and Recommendations • Breakout groups – Action Planning

3. Purpose of review • New in role, keen to understand our current state • Need to assess TM effectiveness across R&D to help shape priorities moving forward: • What works well • Where we can improve The Review Process Need for review identified and scope confirmed 20 Line and HR R&D employees interviewed Outcomes analysed and recommendations formed The following findings are based on the outcomes of these interviews, responses are only included where at least 25% of respondents made the same comment

4. Key Findings –The TM process • The process and tools are well structured and fit for purpose, they provide a rigorous assessment if the challenge is robust • The basics of the process are not consistently understood and/or applied e.g definitions of ET, HP CSL etc. • It’s not clear what happens with the outcomes from the talent reviews • The AOP’s and IDP’s are considered good quality but there is no link between them • Talent Management is seen to be owned by HR rather than the business • The quality of some of the talent pool members is poor because the process isn’t followed I’d like to see my HR partner driving more actions through regarding talent development Is it OK for the individual to fill in the AOP and it not be reviewed by the leader? Until now, I never really understood that the GTP was about leadership, rather than for e.g. good scientists We don’t really use the ET category because noone understands who is supposed to be in it Oh, so there is a difference between the GTP and the FTP? I always wondered what they were both for

5. Key Findings –Outcomes from the process • There is a real appetite to drive more value from the process than we currently do • There is generally a lack of action follow through e.g. after the talent review • There is perceived to be a lack of risk taking with talent development e.g. talent moves • Cross functional moves are seen as a priority but are difficult to execute: • Lack of trust in the talent pool membership • There is little visibility of talent in other areas • The links with staffing could add much more value than they currently do • We need to get better at identifying talent earlier in their careers – but not yet! Lets improve the current process then look to expand, we also need to review the appropriateness of the tools as we go I know lots of people that have been actively discouraged from leaving the function, leaders say you might never get back Once the box ticking exercise of the AOP and talent review is done, nothing happens, until next year We are great at coming up with actions in the talent review but nothing comes of them, who even owns them? We have to start thinking about the best interests of our talent and AZ rather than ourselves When it comes to the crunch, leaders wont take on an ‘unknown’ from another function over someone in their own talent pool

6. Key Findings –Engagement with the process • Leaders need to make talent a priority and visibly support talent development, especially cross functional moves and risk taking • We need to visibly value ‘leadership skills’ as much as we do ‘technical skills’ • There are seen to be ‘blockers’ in roles that would be great for developing talent, these are creating ‘glass ceilings’ for the talent that are waiting in the wings There are too many leaders that have been in the same role for too many years, its demotivating for our talent to see nothing being done If taking risks to develop talent was rewarded, you might get more people doing it Let’s be honest, unless this starts at the top noone else is going to take risk and move people out of the function There is a culture change needed for us to put a talented leader in a role over a good technical expert

7. Recommendations for 2008 and beyond: • 1. Focus on getting the basics right: (Largely HR driven) • Drive a quality TM process e.g. ensure that the right people are in the right talent pool • Develop the line’s capability in executing the talent management process • Improve the visibility of the overall process, especially around action follow through • Enhance ownership from the line and move fromprocess to outcomes (Largely Line driven) • Demonstrate accountable leadership in delivering talent management outcomes. Specifically: • Deliver on the actions identified for our talent • Take risks with our talent • Encourage and enable cross functional moves • Ensure the right people are in our talent pool through robust calibration • Take talent management deeper into the organisation from 2009 • Increase engagement with the talent pool • 3. Improve ourselves as HR, so we can better enable the line (Largely HR driven) • Review our talent development offering • Leverage the relationship with staffing

8. Action Planning Each group will work with one question, you will have 40 minutes to consider the question and summarise your discussion in an action plan which will include your recommendation on : • The practical next steps we should take • Who should take the step • The timelines Groups 1 and 2 • How can we keep our leaders energy and focus on building a talent pipeline for the future during these times of change? Groups 3 and 4 • How can this HRBP group work more effectively to support the line in delivering talent management outcomes? e.g. cross functional moves, richer succession plans etc. Groups 5 and 6 • What are the practical things we can do to support our talent pool members and provide them with a differentiated development experience during these times of change?

9. Groups