Performance Coaching at Change Healthcare 2017

Agenda Overview of Driving Performance at Change Healthcare Defining Objectives and Key Results (OKRs) Steps to Create OKRs Next Steps After Creating OKRs Performance Coaching Overview GROW Model Documenting Conversations Q&A

Performance Coaching at Change Healthcare At Change Healthcare, we strongly believe it’s important to align everyone to the same business goals, regularly solicit feedback from our team members and evaluate how we can improve performance, but also support development and strengthen our culture. Create Your Playbook Managers and team members create Objectives and Key Results (OKRs) that align to business priorities Adjust Your Strategy Managers and team discuss performance goals and development opportunities

What are Objectives and Key Results? 2017

Objectives and Key Results ( OKRs) OKRs help bring clarity to what actions matter most to support Change Healthcare to achieve our top priorities in support of our mission, vision, and values. This technique for developing and aligning company and individual goals ensures that everyone is moving in the same direction. Each objective (the “what”) should be ambitious, qualitative, time-bound, and actionable. Key results (the “how”) should be quantifiable, using SMART methods that, if accomplished, will enable the related objective to be achieved.

Team members’ OKRs should align to Change Healthcare’s 2017 Business Priorities

Objectives and Key Results ( OKRs) Sample Sales OKRs

Steps to Create Your OKRs 2017

Steps to Create Your OKRs Follow the steps below to create your OKRs: Ensure you understand your manager’s OKRs. Create your Objectives - Select a Key Result from your manager’s OKRs that pertain to your role and responsibilities. Tailor this for yourself so that it is aspirational and ambitious. Create your Key Results – Describe how you will accomplish an objective. These should follow the SMART format.

Steps After Creating Your OKRs Now that you have your OKRs what should you do now? Document them using the template provided or your own OKR template If you are a people manager, share your OKRs with your team Schedule ongoing meetings with your manager to discuss progress.

Tips to Creating Good OKRs Keep it simple Focus on objectives that you know you can achieve in the given time frame. Objectives should be ambitious Each objective should be ambitious, qualitative, time-bound, and actionable. Objectives are what you, your manager, and your company want to accomplish. Impose a 3-5 Limit Have no more than 3-5 Objectives with 3-5 Key Results each per quarter for narrowed focus on the most important priorities and adequate time to complete each. Break your key results into small goals Key Results describe how you will accomplish those objectives, and measure whether they were successfully accomplished. Create mini goals within your key results. Knowing what you have to do to achieve your key results makes your objectives more specific. Key results should describe outcomes, not activities. Results should be SMART S SPECIFIC: State exactly what you want to accomplish Who, What, Where, Why? M MEASURABLE: Can you track the progress and measure the outcome? From and To? A ATTAINABLE: Is the goal reasonable enough to be accomplished to an individual? How so? Who? R RELEVANT: Is the goal worthwhile and will it meet your needs? Feasible? T TIMELY: How much time do you have to complete the task? Decide exactly when you will start and finish your goal. When?

Performance Coaching 2017

Transitioning to Performance Coaching During the “Define” step while creating your OKRs, you and your manager should have agreed on a schedule to meet one on one throughout the year. OKRs will continue to be an integral part of performance coaching throughout the year. Feedback and coaching conversations between a manager and team members are used to check in on the progress in meeting your OKRs. These conversations are at the heart of performance coaching and help to ensure that we are making progress toward reaching our OKRs and adjust if necessary as priorities change throughout the year. Doing so will allow all parties to discuss what’s going well and what could be improved upon to help us achieve success.

1. Prior to the meeting agree on a goal for the meeting The GROW Model Performance Coaching consists of two-way communication. Team Member feedback provides managers with information regarding how they are hindering or aiding their work performance. Manager feedback should inform, enlighten, and suggest improvements to team members regarding their performance. Another key principle of the theory is that using questions rather than instructions will foster change more readily. Team Member Manager 1. Prior to the meeting agree on a goal for the meeting 2. Ask about the current situation and progress on OKRs. 3. Provide your manager with updates and concrete examples of performance. 4. Request options that might solve the problem and how the team member should move forward. 5. Explore the various opportunities and courses of action that might achieve the overall goal. 6. Inquire about development or support that is needed to achieve the overall goal. 7. Gain commitment to a course of action and agree upon an implementation plan. Goal Reality Options Will

Document your conversations and accomplishments Keeping a journal is an easy way to track your successes, incidents and challenges as they occur. You can use these notes as you prepare and engage in discussions with your manager. Examples of journal entries could include: · Emails from peers or managers who have recognized you for a job well done · Names and dates of completed training and learning activities · Status of Objectives and Key Results (OKRs) from a percentage completion perspective (e.g. 90% complete) · Tasks you’ve completed that went above and beyond expectations · Challenges, issues or concerns you face

Tips for Effective Conversations Create an agenda for one-on-one meetings   Taking the time to plan will help ensure focus during the discussion. Examples of agenda topics could include. · Good news for the week – A project or assignment that is going well (e.g. positive feedback received, a project that’s ahead of schedule, etc.) · MITs (Most Important Things) – The five most important activities on which you’re focused and how they are progressing · Upcoming “hot” topics you want to flag to ensure your manager is aware and/or to proactively ask for advice or support to address Updates on your progress toward achieving to your Objectives and Key Results (OKRs) – what is on track and any support you need. Take an active role in managing your career – beyond your current role and OKRs Identify formal and informal development opportunities you feel will support you in achieving your goals. When speaking with your manager: Be clear about how you would like to grow professionally, including the knowledge, skills and experience you need to acquire Discuss experience and skills you currently have and ask for feedback and suggestions regarding how to use existing capabilities to help achieve your goals. Ask for Feedback! Seek your manager’s perspective regarding what behavior is supporting your success and any adjustments you might make to further support your success. Examples of questions might include: What should I stop doing? What should I start doing? What should I continue doing? Actively listen to the feedback. Ask for examples, ensure clarity and determine how to act upon the suggestions. Make the most of your 1:1 meetings Frequent, ongoing dialogue is crucial to achieving desired results. Ensure you are clear on expectations and discuss progress and areas of opportunity for improvement. Ask for help when needed. Meet often to keep the lines of communication open: Ask questions Clarify expectations Share progress

In Summary… 2017

Performance Coaching at Change Healthcare CREATE YOUR PLAYBOOK Role: CEO Objective: Achieve our planned organic growth to enable long term business success Key Results: Achieve Net Promotor Score targets for our solutions Enhance our sales, marketing capabilities, and execution Managers and team members create Objectives and Key Results (OKRs) that align to business priorities. Objective (the “what”) should be ambitious, qualitative, time-bound, and actionable. Key results (the “how”) should be quantifiable, using SMART methods that, if accomplished, will enable the related objective to be achieved. Role: EVP, Sales Objective: Generate sales for the organization Key Results: Achieve targeted sales objectives Optimize effectiveness of the sales effort ADJUST YOUR STRATEGY Managers and team members discuss performance goals and development opportunities through frequent and ongoing conversations. Performance determines merit and bonus, the amount will be determined during a calibration session.

Contact Information General Questions: Your HR Business Partner Your Learning Program Manager Wendy Reynolds-Dobbs – wendy.Reynolds.dobbs@mckesson.com Brian Russell – Brussell@Changehealthcare.com Julia McAndrews – jmcandrews@Changehealthcare.com