Maxim Strashun TALENT DEVELOPMENT – CASE STUDY

2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED. 2 THREE DIRECTIONS IN TALENT DEVELOPMENT Talents Subject Matter Expert (SME) Team Leader / Manager Project manager

2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED. 3 DEVELOPMENT PATH FOR MANAGEMENT TM Rotated TL Manager Increase productivity / run advanced projects Team Leader Management Development Program (MDP) Rotated MNGR

2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED. 4 CANDIDATES FOR MDP Tom Team leader 5 people in team Rotated 1x < 1 year in new position Good English + team environment - quiet and shy Lucy Team leader 12 people in team 2 years in position Very productive team Remote manager Uma Project manager Very experienced Speaks English, Spanish, Portuguese, Russian Certified project management trainer 1 year in company Pierce Report specialist 3 years in company Only one in Bratislava from his team Remote manager (in UK) 100% of time on homeoffice Great communication skills Matt Team member Leading his team in Bratislava: remote manager 6 people in team Did international assignment in UK Specialist in Excel + team environment + team productivity - quiet on conference calls Sean Team leader Rotated 2x Was SME, switched to TL Organizes marathon teams for whole company Local manager who is more an SME, does lots of projects herself Asked to be “buddy” for new employees in department

2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED. 5 CRITERIA FOR CHOOSING CANDIDATES FOR MDP Yes/NoCriteria When their manager thinks s/he’ll be ready to become manager (1-2 years or 2+ years) If s/he has a mentor; if s/he does - who is their mentor Risk of leaving company (low/medium/high) Performance evaluation (poor/medium/good/excellent performer) Level of English (beginner/intermediate/advanced/fluent) Experience and skill in managing their current team Experience and skill in developing and motivating people Experience and skill in teaming the team Experience and skill in evaluating team members, giving feedback 360° feedback (feedback from manager, self, peers and subordinates) Going through an Assessment Center based on competencies or skills Agreement from all senior managers that this candidate should be part of MDP Candidate’s agreement and desire to be part of this program and go towards management Candidates level of expertise in his business (novice/’effective/expert)

2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED. 6 CRITERIA FOR CHOOSING CANDIDATES FOR MDP Yes/NoCriteria When their manager thinks s/he’ll be ready to become manager (1-2 years or 2+ years) If s/he has a mentor; if s/he does - who is their mentor Risk of leaving company (low/medium/high) 3Performance evaluation (poor/medium/good/excellent performer) Level of English (beginner/intermediate/advanced/fluent) 3Experience and skill in managing their current team 3Experience and skill in developing and motivating people 2Experience and skill in teaming the team 3Experience and skill in evaluating team members, giving feedback 2360° feedback (feedback from manager, self, peers and subordinates) 2Going through an Assessment Center based on competencies or skills 1Agreement from all senior managers that this candidate should be part of MDP 4Candidate’s agreement and desire to be part of this program and go towards management Candidates level of expertise in his business (novice/’effective/expert)

2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED. 7 MDP CONTENT Development Center at start of program Session with manager at start: setting expectations Roundtables with visiting executives/managers DC-based training – communication with people, active listening, asking questions DC-based training – setting goals DC-based training – working in a team Presentation skills training Giving feedback training Development Center at end of program Giving feedback from DC (with together with participant’s manager) Presenting my team in front of other managers Getting 360° from his manager, peers, team and self-evaluation) Mid-program session : check progress, how well he applies new ideas in team Teambuilding: opekacka in Zelezna Studnicka, beer in pub, etc. Getting a coach (experienced manager) to discuss difficult situations Job shadowing: watch managers do their job for 1-2 days Talks/presentations by managers about problems they had in first year of managing Psychological tests and profiles + feedback (to get to know yourself better) Becoming a coach for new team leader, getting coaching training Training on tools for managers: how to organize work in team, keep records, etc.

2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED. 8 LEVELS OF TRAINING EFFECTIVENESS 4. Proof of improvement or increase in business, influence on business results 3. Ability to use new skills (in team meetings, meetings, giving feedback, etc) 2. New knowledge and understanding 1. Participants’ satisfaction

2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED. 9