Talent Management

Harvard Business Review Talent Definition “High potentials consistently and significantly outperform their peer groups in a variety of settings and circumstances. While achieving these superior levels of performance, they exhibit behaviours that reflect their companies’ culture and values in an exemplary manner. Moreover, they show a strong capacity to grow and succeed throughout their careers within an organisation—more quickly and effectively than their peer groups do.” Harvard Business Review

Our Talent Proposition By identifying our ‘Talent’ we will understand who can make a difference to organisational performance, either through immediate contribution or in the longer term by demonstrating the highest levels of potential for advancement Talent management provides us with the ability to effectively identify/acquire, develop and retain high performing individuals in critical jobs across the wider organisation, in order to help Turning Point become a high performing organisation The Talent management process will enable us to review our workforce and provide opportunity to deploy our staff in accordance with their developmental needs whilst balancing operational needs, for now and for the future The process allows us to develop layers of Talent Management Review across the Business Unit, providing a systematic process for identifying talent and planning for the future

Our Talent Proposition We believe: That talent management should be a transparent process Managers should have the confidence to talk openly about talent, and should actively participate in identifying and developing people with potential Talent is a fluid and dynamic process & high-potential criteria should change with business needs Talent should be owned by the business, managed & supported by HR Our Approach: Our approach is to use the simplest possible processes at all times and to eliminate unnecessary steps Every process we promote is built with pragmatism and flexibility in mind, allowing our talent processes to flex with the business HR business partners will partner with their business units to provide a talent solution that fits their needs whilst aligning to a common best practice approach

A High potential employee Defining Talent Aspiration The extent to which an employee wants or desires the following: Prestige and recognition in the organisation Advancement and influence Financial rewards A High potential employee is someone with the ability, engagement and aspiration to rise and succeed in a more senior management position Aspiration Ability Engagement Ability A combination of the innate characteristics and learned skills that employees use to carry out their day-to day work Mental and cognitive ability Technical and functional skills Interpersonal skills Emotional skills Engagement Consists of four elements: The extent to which employees value, enjoy and believe in their organisation The extent to which employees believe that staying with their organisation is in their self-interest Employees willingness to go “above and beyond” Employees’ desire to stay with the organisation

Manage to stronger performance Focus on retention & motivation 9-Box Grid Stretch & develop Individual with high level of capability who is not achieving highest levels of performance. May be relatively recent to role or past A-performer who has been in role long enough to feel blocked / stale. Shows enough potential to be considered for a talent programme and/or a stretch project. Manage closely & develop with pace New promotes, role transfers and new recruits. Strong potential, but need coaching and support to improve performance. May have been rated a high performer at a previous level. Should be revisited in next talent review for progress. 4 7 9 Invest, focus & accelerate Significantly exceeds objectives and shows strong potential compared to peers. Influences management. Agitates for change and pushes boundaries. Shows tenacity. Considered a role model. Has mastered or nearly mastered their current role. Significantly larger & more complex role Potential 2 5 8 Manage closely Some potential but underperforms against objectives. Not consistently meeting expectation and/or not performing. Current performance reflects significant need for improvement. Stretch & develop A good performer, delivers expectations and may have the potential to do more and grow further, but more evidence is required before nominating for a talent programme. Should be revisited in next talent review for progress. One to watch. Broader role with increasing complexity Stretch & accelerate Significantly exceeds objectives, sustained high performer, excelling at current level and showing potential for growth and upward progression. Should be considered for talent programmes. 1 3 6 Improve or exit Low potential, significant underperformance. Potentially being performance managed. Current performance reflects significant need for improvement. Should be managed closely to improve or exit. Manage to stronger performance Acceptable business performance, but showing no further upward growth potential at the moment. Room to grow in current role. Focus on retention & motivation Exceeds business objectives, but lacks some potential criteria or opportunity for promotion. Key individuals to value and retain. Could be specialists or technical experts who should be considered for technical specialist development. Develop in same size role Performance

Outstanding potential High potential Justification required Not considered for talent programmes XXX Mapping 4 3-4% 7 1-2% 9 Significantly larger & more complex role Potential 5 8 2 3-4% Broader role with increasing complexity 1 3 6 Develop in same size role Performance

Agreed Actions Action Owner Status