Anne Weisberg An Update for the Forte Foundation Best Practices Summit May 7, 2008 From Corporate Ladder to Corporate Lattice Mass Career Customization™*: Mass Career Customization is a patent pending process.

2 Copyright © 2008 Deloitte Development LLC. All rights reserved The convergence of key trends is dramatically changing the talent marketplace… Workforce in 2008 and Beyond Shrinking Pool of Skilled Labor Evolving Expectations of Gen X and Gen Y Changing Family Structures Increasing Number of Women Increasing Impact of Technology Changing Expectations of Men

The workforce has changed, but the workplace has not. Copyright © 2008 Deloitte Development LLC. All rights reserved. 3

4

5 The Corporate Ladder is giving way to a Corporate Lattice TM model of how careers are built Upward momentum Integrated with talent management systems Corporate LadderCorporate Lattice Traditional hierarchy Singular path upward Move up or stop moving Work-versus-life balance Fits more traditional family structure Assumes workers’ needs remain consistent over time More conducive to evolving matrix structure Multiple paths upward Move faster, slower, change directions Career-life fit Adjusts as workers’ needs change over time A Paradigm Shift is Already Underway

6 Copyright © 2008 Deloitte Development LLC. All rights reserved. The MCC profile depicts the employee's target level of contribution Pace Options relating to the rate of career progression Workload Choices relating to the quantity of work output Location/Schedule Options for when and where work is performed Role Choices in position and responsibilities The Four Dimensions—and Interrelationships of—MCC

7 Copyright © 2008 Deloitte Development LLC. All rights reserved. Recognizes that careers ebb and flow over time Provides a more fluid structure in response Institutionalizes framework/ process Allows choices Makes trade-offs more explicit Provides greater transparency Extends the bounds and consistency of what’s acceptable MCC is a new model for how careers are built and talent developed

8 Copyright © 2008 Deloitte Development LLC. All rights reserved. Interactive exercise at What’s your sine?

9 Copyright © 2008 Deloitte Development LLC. All rights reserved. Capital Markets Southeast AERS Financial Advisory Human Capital Talent Tax Chicago Round 1 Pilots Round 2 Pilots MCC Steering Committee Recommends Roll-out Deloitte piloted MCC from and full implementation is well underway June 2007 June 2006 June 2005 June 2008 Planned Roll-out for remaining U.S.-based employees June 2009 Pilot Phase Complete Book Published Strategy, Research & Innovation Book Draft Complete Roll-out Phase Pilot Phase Roll Out Phase

10 Copyright © 2008 Deloitte Development LLC. All rights reserved. A critical element of our approach is embedding MCC in our annual talent cycle Goal Setting: Set annual goals reflective of MCC Profile Mid-Year: Review performance against annual goals reflective of MCC Profile  All employees have an MCC Profile, all the time  The MCC Profile depicts planned overall contribution to the business  MCC provides a framework for on-going employee-manager dialog about career-life fit  The employee’s current level of contribution, as depicted in MCC Profile: Shapes annual goals Provides context for performance evaluation Informs deployment decisions On-going: Review and revise MCC Profile as needed Year-End: Assess performance against annual goals reflective of MCC Profile Career-Life Fit

11 Copyright © 2008 Deloitte Development LLC. All rights reserved. Primary MCC metric categories Voluntary and high-performer tenure trends Reason for leaving trends Self-reported estimate of expected tenure Voluntary and high-performer tenure trends Reason for leaving trends Self-reported estimate of expected tenure Retention Perceived improvements to counseling conversations Quality and Frequency of Career Conversations Attitudes regarding satisfaction and loyalty Commitment HR Analytics MCC Survey Exit Interviews Employee Survey HR Analytics MCC Survey Exit Interviews Employee Survey MCC Survey Employee Survey MCC Survey Employee Survey Sample Measurements Metric Category Sources Utilization trends and results Utilization Analysis of cost savings Net present value model Analysis of cost savings Net present value model Financial Benefits Utilization tracking Financial Business Case Talent Brand Enhancement Media mentions, speaking engagements, articles, etc. External eminence monitoring

12 Copyright © 2008 Deloitte Development LLC. All rights reserved. Our MCC pilots and implementation waves provide rich learnings  Ensuring continued client value and satisfaction  Quantifying the impact of MCC on various talent models  Supporting a cultural shift in acceptability of career customization  Improving practitioner satisfaction and commitment  Increasing retention of high talent  Creating a sustainable, scalable model OBJECTIVES

13 Copyright © 2008 Deloitte Development LLC. All rights reserved. Our MCC pilots and implementation waves provide rich learnings (cont’d) Objectives  Client satisfaction  Quantify impact  Support cultural shift  Improve satisfaction  Increase retention  Create scalable model Learnings  No negative impact on client service  More consistent and robust conversations  Positive correlation between MCC and retention  The dial-down floodgates did not materialize  Increased window into those who want to accelerate growth (“dial-ups”)  MCC is scalable  Integrating MCC with performance management is the ‘moment of truth’

14 Copyright © 2008 Deloitte Development LLC. All rights reserved. MCC is a lot about more and richer conversations Consolidated Results for Initial Implementations 13% 30% Total respondents Had a conversation about dialing up or dialing down Received approval to dial up / dial down 100% After understanding trade-offs, elected to move ahead with dial up / dial down request 9% 72% approval rate

15 Copyright © 2008 Deloitte Development LLC. All rights reserved. MCC’s value proposition MCC’s greatest worth is its option value— the psychic comfort afforded by the ability to customize the levels of career engagement as priorities change over time.

16 Copyright © 2008 Deloitte Development LLC. All rights reserved. Learn more at

About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms and their respective subsidiaries and affiliates. Deloitte Touche Tohmatsu is an organization of member firms around the world devoted to excellence in providing professional services and advice, focused on client service through a global strategy executed locally in nearly 140 countries. With access to the deep intellectual capital of approximately 135,000 people worldwide, Deloitte delivers services in four professional areas, audit, tax, consulting and financial advisory services, and serves more than 80 percent of the world’s largest companies, as well as large national enterprises, public institutions, locally important clients, and successful, fast-growing global growth companies. Services are not provided by the Deloitte Touche Tohmatsu Verein and, for regulatory and other reasons, certain member firms do not provide services in all four professional areas. As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other’s acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names “Deloitte”, “Deloitte & Touche”, “Deloitte Touche Tohmatsu” or other related names. In the United States, Deloitte & Touche USA LLP is the U.S. member firm of Deloitte Touche Tohmatsu and services are provided by the subsidiaries of Deloitte & Touche USA LLP (Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Financial Advisory Services LLP, Deloitte Tax LLP, and their subsidiaries), and not by Deloitte & Touche USA LLP. The subsidiaries of the U.S. member firm are among the nation’s leading professional services firms, providing audit, tax, consulting, and financial advisory services through nearly 40,000 people in more than 90 cities. Known as employers of choice for innovative human resources programs, they are dedicated to helping their clients and their people excel. For more information, please visit the U.S. member firm’s Web site at Copyright © 2008 Deloitte Development LLC. All rights reserved.