Identify, Develop and Retain High Performers

1. Identify, Develop and Retain High Performers EMPLOYEE ENGAGEMENT Sidney Cordero Classified - Internal use

2. Strategic Context Our HR strategic priorities revolve around: • Ensuring talent- when and where we need it. • Enabling peak organizational performance. • Facilitating change to fulfill the vision. Classified - Internal use

3. Strategic Context Vision and Sustainable Development Performance Organization Development Performance Management Talent Development Time Classified - Internal use

4. Strategic Context Vision and Sustainable Development Performance • Our top talents are committed to the organization, and are much more committed to making this company successful. • Employee Engagement Time Classified - Internal use

5. Strategic Context Vision and Sustainable Development Performance • Do you know? • 40% to 60% of the Company’s Productivity is attributed to the • Top 15% of its Employees. Time Classified - Internal use

6. Problem • When our Top Talents leave, the following business results are affected negatively: • Productivity • Customer Engagement and Retention • Profitability We are wasting an estimated PhP5M per year for every Top Talent leaving the company. Classified - Internal use

7. Objective Provide you a perspective on getting our Top Talents engaged with the business and committed to the company. Classified - Internal use

8. Topics • Why focus on High Potentials and High Performers? • Identifying, Developing and Retaining Top Talents Classified - Internal use

9. WhyHigh Performers AND High Potentials? Current high performance does not predict future leadership potential. Consistent high performance with a well established high potential does. Classified - Internal use

10. Why Focus on High Potentials and High Performers? Vision and Sustainable Development Potential We need talents who can bring the organization to its vision and ensure sustainable development. Performance Classified - Internal use

11. Identifying High Performers • Performance Ratings showing talents with outstanding performance We spent our resources supporting High Performers to execute our big business initiatives and deliver significant results. Classified - Internal use

12. Identifying High Potentials Able to work effectively in difficult environments, look for opportunities to expand their responsibilities at work and they are also keen to seek feedback. We spent resources on programs to assess and select our High Potentials. Able to focus on the key issues despite the existence of many complex and ambiguous factors; seek out relevant information; challenge existing approaches; create solutions that recognize short-terms needs and long-term implications, and learn from others. Thinking Relating Achieving Able to optimize team performance through communicating expectations clearly, enhancing motivation, providing support, monitoring progress, and recognizing good performance. Classified - Internal use

13. Identifying High Potentials We even sought for external help to ensure we find the best high potentials inside and outside the organization. Aclear pattern and demonstration of the desire, drive and passion that it takes to progress through a leadership career Capacity to process complex ideas, to think broadly and quickly, to perceive and respond to their own and others' emotions and learned skills such as technical, functional and interpersonal skills. Ability Aspiration Extent to which an employee commits to an organization and how hard they work. • Engagement Classified - Internal use

14. Determine Internal Talent Base Top Talents Estimated Potential 3 2 1 24% Performance 6 5 4 66% 9 8 7 10% 15% 63% 22% These are the Top Talents that we deem can best bring our organization to its vision now and in the foreseeable future. Classified - Internal use

15. Why Do Top Talents Leave? • They feel they are badly managed. • Goals are confusing; shifting priorities • Poor annual performance reviews • No discussions on career development • Lack of open-mindedness of managers and others • Uninspiring work and projects • No opportunity to do their best and be recognized • Lack of opportunity to work with the best • They think the organization is confusing and uninspiring. • Unclear purpose and vision; Too many organizational changes • Bureaucracy Classified - Internal use

16. What do our Top Talents want? • Understand organization’s strategy and goals, and how it relates to their specific job • Strategic/Operational Planning, Functional Conferences • Goal Setting (Performance Management) • Can see a future for themselves in the organization • Career Path/ Preferences (Development Planning) • Family’s needs and wants, Brand, Family-friendly Events • Seek opportunities to do their best • Leveraging on Strengths (Development Planning) • MVP, Employee of the Year, Top Ten , President’s Award (Rewards System) • Career development opportunities • Executive Coaching, MBA, Global Leadership Programs • Top Talent Meetings with the Senior Leaders • Project Assignments; Business Challenges • Diversity: Aspiring for 50% Women in Managerial roles Classified - Internal use

17. Developing Top Talents70-20-10 Rule On the Job Development Coaching, Feedback and Mentoring Classroom Training Career Management Drivers Performance Visibility Image Classified - Internal use

18. Accelerating Development a. Develop a new identity for the talent b. Start doing new things c. Develop new network d. Develop a new story about self Classified - Internal use

19. Other Tips on Retaining Talents • Individualize Treatment • Identify and Understand Potential Risks • Alignment Risk: misalignment with talent and business objectives (right person-wrong job or critical position-wrong person). • Readiness Risk: the talent does not feel supported to prepare for an expanded or a more challenging role in the short-term. • 3+ years in the role: no movement in the role for the last 3 years • Reached Salary Cap: talent is already at the maximum of the salary range • Intervene, Execute Plans, and Follow Through Classified - Internal use

20. A Perspective Stock Increase Real Profit Sustainable Growth Engaged Customers Engaged Associates Great Managers and Leaders Identify Talents The Right Fit The Gallup Path Classified - Internal use

21. The one thing you need to know to be a … … Great Manager is that you need to help your people be productive and succeed. … Great Leader is that you need to create a better future for others. - Marcus Buckingham Classified - Internal use

22. It starts with me. Classified - Internal use