Job Mapping Methodology No. M13 August, 2000

1. Job Mapping Methodology No. M13 August, 2000

2. Job Mapping: • Objective: • To determine how to set decision criteria to design, organize and populate the interim… and subsequently the end-state organizational model. • To determine the best talent fit for the organization architecture designed in the organizational redesign methodology. • To determine, assign and place people in appropriate new jobs as soon as possible following an acquisition to reduce the disruption of major workplace change.

3. Approach: Function Individual Reporting Level Span of Control Group or Team 1, 2, 3, 4, 5... 1 2 3 4 5 6 7 CEO Job Mapping: Definition: • Job Mapping: • The placement of employees into the jobs that best serve them and the objectives of the unified business. • The rationalization of the best organization model with the right talent in such a way as to balance the needs of the individual with the demands of the business both in the interim and for the long term.

4. Key Process Steps to Mapping People with the Right Jobs The key process steps in making decisions when placing employees into new positions: Pres & CEO Hickey Critical Position Talent-at-Risk McGrath • 1. Map the redesigned organization architecture • Identify critical leadership, management “skilled expert” positions • Determine key talent-at-risk and review their current job descriptions and performance histories • Evaluate key talent-at-risk job and career expectations • Map appropriate riders and horses Rubash: EVP CEO Tangredi VP CD Thatcher: Pres Hays VP CC Serbinis C Scrty Roberson McGrath Giggbana Wright Chrapko Cooper Neweth Sicottei Ukeki Elkins Van Lee Asowalloby Roberson O’Connor Hegener Hamilton Gentuso Murphy Gaskell Wong Tiffany Perrin

5. 1. Map the Redesigned Organization Architecture From the Interim-State Concept-of-Organization, reference the current organization architectures to determine what positions will stay, change are created and are filled or open. CEO CFO • Create office of the CFO Operations Sales HR Marketing R&D • Preserve Delphi HR • Create International HR capability • Finalize from Interim model • Fill resource and capability gaps as needed • Integrate Delphi and Target R&D and remove from office of CTO • Integrate Delphi and Target operations • Create matrixed shared services model • Finalize from Interim model • Fill resource and capability gaps as needed Delphi Fin & Acctg Legal IT Europe Asia Americas • Build, buy, or outsource best-practice IT Infrastructure • Fill resource and capabilities gaps as needed • Fill resource and capabilities gaps as needed • Rationalize facilities and assets • Define roles and responsibilities for regional ops centers • Rationalize facilities and assets • Define roles and responsibilities for regional ops centers • Rationalize facilities and assets • Define roles and responsibilities for regional operations centers EIS Target Interim-State Concept-of-Organization

6. CEO CFO • Create office of the CFO Operations Sales HR Marketing R&D • Preserve Delphi HR • Create International HR capability • Finalize from Interim model • Fill resource and capability gaps as needed • Integrate Delphi and Target R&D and remove from office of CTO • Integrate Delphi and Target operations • Create matrixed shared services model • Finalize from Interim model • Fill resource and capability gaps as needed Fin & Acctg Legal IT Europe Asia Americas • Build, buy, or outsource best-practice IT Infrastructure • Fill resource and capabilities gaps as needed • Fill resource and capabilities gaps as needed • Rationalize facilities and assets • Define roles and responsibilities for regional ops centers • Rationalize facilities and assets • Define roles and responsibilities for regional ops centers • Rationalize facilities and assets • Define roles and responsibilities for regional operations centers EIS 2. Identify Critical Leadership, Mgmt “Skilled Expert” Positions • First, determine who Delphi intends to stay, transition (following the Interim) and leave the business. • Second, Identify the “Talent-at-Risk”, work with Delphi executive and staff leaders to identify high-value managers and “Skilled Experts” who will play important roles during the Interim-State and the End-State organization. • Third, Determine positions that need to be filled and develop high-level job descriptions. Interim-State Organization

7. 3. Review Key Talent-at-Risk, Target CEO CFO • Create office of the CFO Operations Sales HR Marketing R&D • Preserve Delphi HR • Create International HR capability • Finalize from Interim model • Fill resource and capability gaps as needed • Integrate Delphi and Target R&D and remove from office of CTO • Integrate Delphi and Target operations • Create matrixed shared services model • Finalize from Interim model • Fill resource and capability gaps as needed Review the current job descriptions for the target’s talent-at-risk as well as their individual performance reviews and job histories to determine their potential fit in the Interim and End-State organization. Fin & Acctg Legal IT Europe Asia Americas • Build, buy, or outsource best-practice IT Infrastructure • Fill resource and capabilities gaps as needed • Fill resource and capabilities gaps as needed • Rationalize facilities and assets • Define roles and responsibilities for regional ops centers • Rationalize facilities and assets • Define roles and responsibilities for regional ops centers • Rationalize facilities and assets • Define roles and responsibilities for regional operations centers EIS

8. 4. Evaluate Key Talent-at-Risk Job and Career Expectations Target CEO CFO • Create office of the CFO Operations Sales HR Marketing R&D • Preserve Delphi HR • Create International HR capability • Finalize from Interim model • Fill resource and capability gaps as needed • Integrate Delphi and Target R&D and remove from office of CTO • Integrate Delphi and Target operations • Create matrixed shared services model • Finalize from Interim model • Fill resource and capability gaps as needed • With the the talent-at-risk identified, evaluated and generally slotted for a position in the new organization, an informal interview should be scheduled to surface his.her wants, needs and expectations. • Be sure to consider emotional and political concerns he/she may have as well as job related expectations. The interview also serves the purpose of letting the individual know Delphi cares about him/her • . Fin & Acctg Legal IT Europe Asia Americas • Build, buy, or outsource best-practice IT Infrastructure • Fill resource and capabilities gaps as needed • Fill resource and capabilities gaps as needed • Rationalize facilities and assets • Define roles and responsibilities for regional ops centers • Rationalize facilities and assets • Define roles and responsibilities for regional ops centers • Rationalize facilities and assets • Define roles and responsibilities for regional operations centers EIS

9. 5. Map Appropriate “Riders and Horses” Target CEO CFO • Create office of the CFO Operations Sales HR Marketing R&D • Preserve Delphi HR • Create International HR capability • Finalize from Interim model • Fill resource and capability gaps as needed • Integrate Delphi and Target R&D and remove from office of CTO • Integrate Delphi and Target operations • Create matrixed shared services model • Finalize from Interim model • Fill resource and capability gaps as needed Fin & Acctg Legal IT Europe Asia Americas Delphi • Build, buy, or outsource best-practice IT Infrastructure • Fill resource and capabilities gaps as needed • Fill resource and capabilities gaps as needed • Rationalize facilities and assets • Define roles and responsibilities for regional ops centers • Rationalize facilities and assets • Define roles and responsibilities for regional ops centers • Rationalize facilities and assets • Define roles and responsibilities for regional operations centers After considering the talent-at-risk’s earlier work performance, core skills, job history, and expectations… map the right individuals to the right positions. EIS Most important: be sure to initiate a follow-up mechanism to check back with the talent-at-risk to see if their expectations are being met