Talent Planning Process Strategy Session Functional & Entity Talent Call Updates to Employee Profile Manager Assessment Talent Reviews Development Discuss functional/target levels for Talent Planning Identify critical positions and scope Identify key initiatives for development Discuss talent implications for strategic imperatives Inform timing for current Talent Planning cycle Set key metrics for success Discuss functional/target levels for Talent Planning Identify critical positions and scope Identify key initiatives for development Discuss talent implications for strategic imperatives Inform timing for current Talent Planning cycle Set key metrics for success Talent Planning and HR Strategic Business Partner meet with Functional head and his/her direct reports and Presidents (separately) to discuss: Talent landscape Target talent levels for review Identification of critical positions Talent Planning implementation and timeline Communication strategy Next steps Functional head calls for talent planning HR Strategic Business partner kicks off process with Field HR Talent Planning and HR Strategic Business Partner meet with Functional head and his/her direct reports and Presidents (separately) to discuss: Talent landscape Target talent levels for review Identification of critical positions Talent Planning implementation and timeline Communication strategy Next steps Functional head calls for talent planning HR Strategic Business partner kicks off process with Field HR Remind employees to update their Profiles quarterly in line with Performance management communication Talent Call goes out for employees to updated their Talent Profile in SuccessFactors Remind employees to update their Profiles quarterly in line with Performance management communication Talent Call goes out for employees to updated their Talent Profile in SuccessFactors Managers assess all direct reports in scope for review Managers complete their assessments Assessments will consist of two dimensions: performance and potential Only direct reports who are considered top talent will be further assessed Managers assess all direct reports in scope for review Managers complete their assessments Assessments will consist of two dimensions: performance and potential Only direct reports who are considered top talent will be further assessed Conduct Talking Talent and Talent Summits Discuss key talent and successors to critical positions Confirm potential status Identify development needs and opportunities Conduct Talking Talent and Talent Summits Discuss key talent and successors to critical positions Confirm potential status Identify development needs and opportunities Managers provide feedback to all direct reports All top talent has a manager-sponsored IDP Talent follows development plan created by Talent Planning according to placement in performance x potential matrix Managers participate in Development Workshop Managers provide feedback to all direct reports All top talent has a manager-sponsored IDP Talent follows development plan created by Talent Planning according to placement in performance x potential matrix Managers participate in Development Workshop Current State:Talent Planning Key Process Steps… Key Activities by step…

All employees considered “in-scope” will be invited to provide information about themselves and their career aspirations –Bio Summary / Resume –Career Aspirations –Significant Accomplishments –Baylor Work Experience –External Work Experience –Education –Certifications and Licenses –Awards and Recognitions –Professional Affiliations and Board Involvement –BHCS Shared Governance and Committees –Community and Volunteer Activities Employee Updates 2

Assessment process will consists of three steps: –Step 1: Managers review all his/her direct reports on potential and performance Based on definitions provided, manager will provide a rating for each direct report’s potential –Step 2: System plots manager’s direct reports into a Performance x Potential Matrix Manager can review and make changes to the matrix –Step 3: Managers reviews further Top Talent on: Career Path Risk of Leaving Baylor Strengths and development opportunities –Competencies –Knowledge –Experience –Personal Attributes Manager Assessment 3