Lenovo Listens Manager Training Step 1: Understand the Report For Global HR 1

Objectives Lenovo Listens Survey Overview and Participation Rate Linkage to OHRP Your Role as a Manager Key Dates Manager Training: Step 1: Understand the Report Navigate the Sirota Tool Understand Report’s Structure & Components Identify Themes & Patterns Next Steps

Engagement = Productivity … Commitment … Retention Why an Engagement Survey? Engagement = Productivity … Commitment … Retention Engagement Commitment Commitment to Job Commitment to Lenovo Commitment to Manager Commitment to Team Intent to Stay Effort Retention Performance Adapted from Corporate Leadership Council, 2004

What Lenovo Listens Measures Standard Factors of Engagement The Lenovo Way +

Participation and Impact Number of Respondents: 17,466 employees Participation Rate Goal: 75% Actual Goal Achieved: 84% Findings will impact … Manager Training Curriculum (e.g. Managing@Lenovo; Leading@Lenovo) Individual Development Plans/OHRP Discussions Organization and Team Action Plans to address Engagement, Productivity & Retention

Linkage to OHRP Employee Engagement will be integrated into: OHRP Profile Individual Development Plan (IDP) Key Changes for 2011/12 OHRP include: For each Manager, the Lenovo Listens’ Engagement Score and Management Index Score replaces the Q12 score OHRP Executive Summary “highlights and lowlights” section will include your Employee Engagement results Manager Action Plans will be included in OHRP deck and discussed during the individual reviews

Your Role Thank people for participating in the survey Share results and engage the team Focus on areas within your control Work with your Manager and HR Partner to address broader issues Gain alignment and plan actions You make Lenovo Listens come to life… You are a leader and driver of change at Lenovo 7

Key Dates JULY 13 Overall Lenovo results delivered to LEC JULY 22 You are here JULY 13 Overall Lenovo results delivered to LEC JULY 22 Reports delivered to All Managers Manager Training: #1 – Understand the Report and #2 – Interpret and Communicate Results Week of JULY 25 Yuanqing communicates Lenovo-Wide Results to All Employees Week of AUG 1 Business / Functional Leaders (SVPs or Tier 1/2 Leaders) communicate organization-wide results Manager Training: # 3 – Plan, Communicate and Track Actions AUG 1 - 31 Business / Functional Leaders (SVPs or Tier 1/2 Leaders) and their Leadership Teams identify next steps Managers Communicate Feedback to the Team / Organization Managers create Action Plans SEPT 1 Managers insert into Lenovo Listens highlights and Action Plans into OHRP for further conversation with their Managers OCTOBER Yuanqing Enterprise-wide Action Planning: Communicate Results to all Employees; Engage Action Teams as Needed

Manager Training Understand the Report* Step 1 Step2 Step 3 Understand the Report* Understand the structure and components of the report Identify themes and patterns: Overall strengths? Areas for improvement? Partner with my Manager and HR to understand how my results fit into the context of the broader organizational results Interpret and Communicate Results* Gain greater insight into the data Share results with team: What’s the basic story? Begin Action Planning Plan, Communicate and Track Actions* Participate in Action Tracker Tool Training (Week of 8/1: pre-recorded session) (Optional: Lead a separate Action Planning Session with Team to prioritize areas of focus and confirm individual commitments) Record Plan in Action Tracker and Track Progress Communicate Actions to Team NOTE: If you had fewer than 5 respondents, you will not receive a Manager Report. In this case, you will work with your Manager to understand the broader organizational results and determine next steps for communication and action. 9

Understand the Report Navigate the Sirota Tool Central location for reports, training and resources Understand the Report’s Structure and Components Definitions, key metrics and indices Identify Themes and Patterns Overall strengths? Areas for improvement? Note: Partner with your Manager and HR to understand broader organizational results How do my results fit in the broader context? S T E P 1 Understand the Report

Manager Central Email from ‘Lenovo Listens 2011’ website to Managers containing link to site, and log on credentials for access to results in Report Library

Report Library DR Your Report Library will contain your results in HTML, PDF and PPT formats. Also displayed, if applicable, will be Item Detail for Direct Report Managers with managers reporting to them with minimum of 5 respondents.

Understand Report Terminology Item … refers to a Survey question Sample item: Q1. “I am proud to work for Lenovo.” Dimension Sample dimensions: Perform As We Promise Compensation/Recognition Work Content & Clarity Career … refers to a group of items that comprise a common theme

Understand Report Chapters Purpose Audience 1 Engagement Dashboard Big Picture All Managers 2 Dimension Summary Internal Comparisons 3 Key Driver Matrix Survey Questions Related to Engagement ED Level & Above 4 Item Detail: Uniquely Scaled Items Deeper Insights into Manager’s Group All Managers ED Level & Above Item Detail: For Direct Report Managers Direct Report Managers 5 Written Comments Qualitative Data 6 Action Priority Grid Integration and Shift to Action

Chapter 1: Engagement Dashboard Name and total number of respondents (Anyone below you in your organizational hierarchy) Green, people who strongly agree & the number of respondents, to yellow – neutral, people who neither agree or disagree, to red – those who strongly disagree Top Three Highest Scoring Items: Most favorably rated items Bottom Three Lowest Scoring Items: Most unfavorably rated items Bottom Three Areas of Concern Compared to Your Function Top Three Strengths Compared to Your Function Management Index: Perceptions of immediate manager or aspects of Survey manager has influence over. A (+) indicates item that is considered a ‘towering strength; A (-) indicates item is an ‘opportunity for development’. Engagement Index: This is an indicator of employee pride, commitment and satisfaction with Lenovo.

Engagement Dashboard: For Managers ED and above Key Drivers of Engagement: This score, and items listed, reflect those items most strongly related to the Engagement Dimension and have the most impact on employee engagement levels. 1616

Management Index … Measures the perceptions of the immediate manager or aspects of the Survey that the manager has influence over. The following questions are part of the Index … Q# Dimension Management Index Q32 Affiliation My manager inspires me to do my best for Lenovo. Q43 I have confidence in the overall effectiveness of my immediate, direct line manager. Q33 Benefits & Work-Life My manager supports my efforts to manage my work and personal life. Q35 Career I receive ongoing feedback that helps me improve my performance. Q42 My manager and I have meaningful conversations about the next step in my career / professional development at Lenovo. Q34 Compensation/ Recognition I understand how my performance is evaluated. Q37 I receive recognition when I do a good job (e.g., acknowledgement, verbal appreciation, formal recognition, etc.). Perform As We Promise My manager effectively removes barriers to ensure we are successful. Q21 Plan Before We Pledge In my functional team, we adequately plan by setting clear priorities for what needs to be done. Q40 My manager effectively transforms goals into specific actions. Q38 Practice Improving Everyday I feel encouraged to come up with new and better ways of doing things. Q41 Prioritize Company First My manager does a good job setting goals and giving direction to help me prioritize my work. Q27 Work Content & Clarity I have the authority to make decisions that improve the quality of my work. Q29 I am appropriately involved in decisions that affect my work. Q31 I can see a clear link between my work and Lenovo’s objectives. Q36 My manager is available to me when I have questions or need help.

Chapter 2: Dimension Summary In this chapter you will find the percent favorable, neutral and unfavorable score for each dimension measured on the survey. A “dimension” refers to a group of items that comprise a common theme. In addition to Employee Engagement and Management Indices, Dimensions are grouped into 2 areas: ‘The Lenovo Way’ … Perform; Plan; Practice; Prioritize …and ‘Employee Value Proposition’ comprising the Affiliation, Benefits & Work Life, Career, Compensation/Recognition, and Work Content & Clarity Dimensions. Also shown is a marker indicating overall percent favorable for your function or geography.

Chapter 3: Key Driver Matrix For Managers ED and above … Shows which items are most strongly related to Engagement dimension, and how your group scored on those items. This matrix is meant to help you identify and prioritize areas you may want to focus on in your action plans. Opportunities with Limited Growth Potential: Areas where you are not performing well – score less than 75% favorable--but you are doing better than others in your organization.   Strengths to Maintain: Areas in which you are performing well--your score is greater than 75% favorable--AND you are doing better than others in your Function/Geo. Y-axis tells how each item compares to results from your function or geography. Items falling in top half scored above function/ geography average, those falling in bottom half are less favorable than function/geography. Strengths with Potential for Improvement: Areas in which you are performing well—your score is greater than 75% favorable--but you are not doing as well as others in your organization.   Areas of Concern: Items you are not performing well: score is less than 75% favorable-- and not doing well compared to others. Note: Items falling in this quadrant are potentially best place to begin when considering actions to take X-axis represents items according to the manager’s team favorability score, with items scoring at least 75% falling on the right side and items scoring less than 75% falling on the left side. 19

Chapter 4: Item Detail Report Owner’s Name # of Survey Respondents % of respondents that agreed with this item or dimension % of respondents that neither agreed nor disagreed % of respondents that disagreed with this item or dimension Item Q# & Text Chapter Name Managers receive benchmark comparisons for their results to other managers inside Lenovo at Band Level. Dimension Name Datalines: The top bar represents total Lenovo data; The second bar represents total function or geography data; The grey shaded bar represents the manager’s data; The bar below the manager’s name represents the manager’s direct reports only data; Note: If the direct reports have managers reporting to them, that data is displayed in the “Item Detail for Direct Report Managers” section. A (+) before an item indicates a ‘towering strength A (-) an ‘opportunity for development’. A indicates the item is a Key Driver of Employee Engagement. Difference scores in triangles indicate significant increase (triangles pointing up) or decrease (triangles pointing down) between your score and comparison group’s score: NOTE: To ensure confidentiality, if difference between response count for Rollup (direct + indirect reports) and response count for Direct Report Only is less than 3 people, the Direct Report Only line is suppressed and not shown in report.

For Managers ED and above Chapter 4: Item Detail For Managers ED and above Chapter Name Item Q# & Text # of Survey Respondents % of respondents that agreed with this item or dimension % of respondents that neither agreed nor disagreed % of respondents that disagreed with this item or dimension Report Owner’s Name ED & Above receive benchmark comparisons for results to global norm, and for managers whose organizations sit primarily in one country, a Country norm is provided. Dimension Name A (+) before an item indicates an item that is considered a ‘towering strength; a (-) before an item indicates that item is an ‘opportunity for development’. A indicates the item is a Key Driver of Employee Engagement. Datalines: The top bar represents total Lenovo data; The second bar represents total function or geography data; The grey shaded bar represents the manager’s data; The bar below the manager’s name represents the manager’s direct reports only data; Note: If the direct reports have managers reporting to them, that data is displayed in the “Item Detail for Direct Report Managers” section. Difference scores in triangles indicate a significant increase (triangles pointing up) or decrease (triangles pointing down) between your score and the comparison group’s score: NOTE: In order to ensure confidentiality, if the difference between the response count for the Rollup (direct + indirect reports) and the response count for the Direct Report Only is less than 3 people, the Direct Report Only line is suppressed and not shown in the report.

Chapter 4: Item Detail Direct Report Managers In order to ensure confidentiality, if the total responses for manager’s dataline, minus sum of responses of subgroups, is less than 3 people, then subgroups are suppressed and do not appear in the report. Click on each direct report to see item detail for that department.

Uniquely Scaled Items This section includes items that may not pertain to a dimension or items scaled differently than those shown previously. For that reason, we have provided them in a separate section.

Chapter 5: Written Comments Communications Work-life balance Written comment reports are produced if 10 or more employees responded to a write-in question. Total positive and negative comments are shown grouped by comment category. An excel file, linked to the comment table, lists actual comments written, and number of times a category was selected for coding.

Chapter 6: Action Priority Grid This chart tells you how your work group scored on all survey items and are displayed according to their level of percent favorability (below 55% favorable; between 55% and 74% favorable; 75% favorable and above) and how well your group scored on each item compared to your function or geography overall. Each item falls within one of 4 action priority quadrants: Strengths to Maintain, Strengths with Potential for Improvement, Opportunities with limited growth potential, and Areas of Concern. Opportunities with limited growth potential (upper-left hand box) represent areas in which you are not performing well (score is less than 55% favorable) but you are doing better than most managers in your function/geography overall. However, others are also not performing well (scores are also below 55% favorable), so this is an area that can be further investigated to see why most managers are struggling. Strengths to maintain represent strong areas in which you are performing well (score is greater than 75% favorable) and you are doing better than others in your function/geography overall. Good job, keep it up, and share best practices with others. Strengths with potential for improvement (lower-right hand box) represent strong areas in which you are performing well (score is greater than 75% favorable) but you are not doing as well as others in your function/geography overall.  Gather best practices from others to further strengthen these areas. Areas of Concern represent items in which you are not performing well (score is less than 55% favorable) and you are not doing well compared to others in your function/ geography overall, so there is room for improvement. Identify managers doing well in these areas to learn what you can do to improve your performance.

Manager Support 3 Manager Trainings: ActionTracker Tool Step 1: Understand the Report Step 2: Interpret and Communicate Results Step 3: Plan, Communicate and Track Actions ActionTracker Tool Feedback Meeting Deck Manager Toolkit 26

Key Dates JULY 13 Overall Lenovo results delivered to LEC JULY 22 Reports delivered to All Managers Manager Training: #1 – Understand the Report and #2 – Interpret and Communicate Results Week of JULY 25 Yuanqing communicates Lenovo-Wide Results to All Employees Week of AUG 1 Business / Functional Leaders (SVPs or Tier 1/2 Leaders) communicate organization-wide results Manager Training: # 3 – Plan, Communicate and Track Actions AUG 1 - 31 Business / Functional Leaders (SVPs or Tier 1/2 Leaders) and their Leadership Teams identify next steps Managers Communicate Feedback to the Team / Organization Managers create Action Plans SEPT 1 Managers insert into Lenovo Listens highlights and Action Plans into OHRP for further conversation with their Managers OCTOBER Yuanqing Enterprise-wide Action Planning: Communicate Results to all Employees; Engage Action Teams as Needed

Manager Training You are a leader and driver of change at Lenovo Step 1 Step2 Step 3 Understand the Report* Understand the structure and components of the report Identify themes and patterns: Overall strengths? Areas for improvement? Partner with my Manager and HR to understand how my results fit into the context of the broader organizational results Interpret and Communicate Results* Gain greater insight into the data Share results with team: What’s the basic story? Begin Action Planning Plan, Communicate and Track Actions* Participate in Action Tracker Tool Training (Week of 8/1: pre-recorded session) (Optional: Lead a separate Action Planning Session with Team to prioritize areas of focus and confirm individual commitments) Record Plan in Action Tracker and Track Progress Communicate Actions to Team You make Lenovo Listens come to life… You are a leader and driver of change at Lenovo NOTE: If you had fewer than 5 respondents, you will not receive a Manager Report. In this case, you will work with your Manager to understand the broader organizational results and determine next steps for communication and action. 28