Global Talent and Global Mobility Maureen Potts Director, Global Mobility Programmes

Business Results Partnership between Global Talent Management and Global Mobility allows us to put structure around issues and interventions to improve talent management Sufficient talent to meet the business plan: ► Financial results ► Organisational effectiveness ► Compliance and control ► Employer brand and reputation (underway) ► Talent investment ROI Global Mobility should be seen as an important component of the talent management interventions a firm can take ► Focus on strategic goals of each business unit ► Alignment with Global Talent planning for GSK ► Designed for different programme application (PULSE) Stakeholders The Market Recruitment and On-boarding Role and Competency Design Recognition, Rewards and Engagement Succession Planning and Career Mapping Performance Management Leadership Development Talent Management Business Unit Objectives & Measurement Strategy and Business Plan Vision Mission Values Global Mobility 2 Knowledge Transfer and Training

Effective Talent Management ensures you have the right people in the right roles according to the current and future business needs The Role Strategic (Critical to realising business plan) Do other core talent processes support mobility? e.g., ► Career path design ► Global Mobility Policy, Management Development programs: GIO/ESPRIT ► Succession planning Resilient (Critical to maintaining business continuity) Support (Supports strategic or resilient roles) The Individual Med Potential Med Performer (e.g., wait and see) High Potential Med Performer (e.g., new in role, needs consolidation and stretch) Med Potential High Performer (e.g., potentially technical specialist – need stretch/maximise current competencies) High Potential High Performer (e.g., need stretch or promotion) Recruitment and On-boarding Role and Competency Design Recognition, Rewards and Engagement Succession Planning and Career Mapping Performance Management Leadership Development Knowledge Transfer and Training Talent Management Global Mobility This diagnostic approach can be used in different ways to map the profile of: ► One Business Unit or function globally? ► The Global Assignee population? ► All management of Grade X+? ► The top 100/200? 3 Matrix assessing criticality of role to business needs with current talent population

4 GSK Talent Review 9 Box Model

Case study – Company that wasn’t sure if its GA programme was cost effective or supporting its business strategy Level of International Experience required International talent investment will ensure that the future leaders of our organisation have the required international experience to deliver our global strategy: X% Headcount Growth Rate 1 24 Rest of Management Population GA that meet programme principles GA that DO NOT meet programme principles 3 Determine International Experience Determine the International experience requirements by Region/Business Unit/ Function for each role 1 Scope the controls and policies to realise the benefits Improve the RoI of international talent investment through adequate use of policy and assignment management 4 Analyse the GA profile against investment principles 2 Identify interventions to meet the International Experience requirements 3 5

6 GA population segmentatio n Driver of GAs One-line descript or International talent investment principles Future Leaders A Meet the international talent investment principles Developing Key Talent Development B Graduate programmes invested in by the business, but do not deploy onto Type A roles Reduced Local Market Capability Need Based D Not type A, B, or C, and deployed to fix temporary talent gap Ineffective GA Programme Controls Non-Strategic E GAs that do not meet the requirements for type A,B, C or D Requirement for specific skill Skill Based C Assignee deployed to in to meet specific job need Five segments to categorise current GA population 6

Principles for investing in international experience - example 7 International talent investment strategy will ensure that the future leaders of our organisation have the required international experience to deliver our global strategy by transferring and acquiring skills and capabilities. This will focus on: 80+% of our investment across the organisation will be in roles within x type functions Customer and consumer facing functions 1 Our investment in markets and regions will focus on transferring skills to and building talent from strategically important developing and emerging countries, or; On building capability in strategically important hubs in mature markets ie Singapore Strategic locations 2 80+% of our investment will be focused on leadership at level x+ Leadership 3 Our investment will be focused on building the skills and experience of our key talent, i.e., High performers, potential high performers, strategic high performers, etc. Key talent 5 Our investment will be focused on deploying our best talent to strategically important roles Key roles 4 20% or less of our investment in international talent will dedicated to “filling” talent gaps Selective talent “gap filling” 6

Global Talent Pipeline – International Experience 8 InputInternational “experience”Outcomes Assignment Role - and interactions People and their characteristics Policy - pay and terms Support - scope and style PerformanceDevelopment Organizational Impact Talent Interventions Corporate Context

Global Talent owns the initiative at GSK Partnered with TraQs in Phase 1 to develop and deliver benchmarking and surveys Phase 1 –Talent Program Benchmarking Survey –Talent Framework –Talent Interventions –Talent Platform –Post-Repatriation Metrics Survey –Measure developmental and career impact of international assignments –Progress of employee in the organization –Effectiveness of the Global Mobility Program Global Talent – Global Mobility Initiative at GSK Reed Elsevier – Talent and Global Mobility9

Q & A Global Talent and Global Mobility Reed Elsevier – Talent and Global Mobility10