2. Winning the Silicon Valley Talent Wars CIO Magazine Nikko Hotel, San Francisco, May 21 st

3. The Problem

4. The Employment Offer 4.3 3.72 3.26 0 3 6 Base Salary & Other Benefits 5.02 3.52 3.16 2.88 Recognition & Coworker Quality Challenge & Caliber of Work Clarity of Role, Responsibility & Mobility 3.77 2.95 2.08 Bus. Travel, Hours & Location Vacation & Flextime Telecommuting & Child Care Compensation & BenefitsWork Environment Work-Life Balance Organizational Environment 3.64 3.28 3.2 2.3 Company Reputation Sr. Team & Development Reputation Tech. Level & Risk Taking Co. Size & Fit with Co. & Industry 3.82 Average Category Importance Compensation and benefits the single most important category confirming conventional wisdom that compensation is a key motivator 3.40 Average Category Importance 3.06 Average Category Importance 3.03 Average Category Importance 401K & Internal Equity Stock Options & %based Bonuses Mgr. Quality Source: Corporate Leadership Council

5. The single most important attribute in career decisions is manager quality: least likely to be traded away for any other attribute

6. Not focused on winning!

7. What her coach says

8. Say that again… Her response to adversity? Work harder! Approaches skiing like art: works toward perfection (impossible) Deals with pressure? Focuses on being her best Competes to ski the best she can (not to beat others: not to win) Coaches need to make a difference and feel an emotional connection Human potential is limitless: How far can you go?

9. Nature or Nurture?

10. PM is changing Today – Infrequent formal steps Tomorrow – Frequent coaching Adobe – eliminated its PM review Cargill – abandoned ratings/reduced formal steps GE – similar reforms GAP – launching new monthly PM discussions Source – PRDI/CEB 95% of Managers are dissatisfied with their PM systems Most employees feel reviews are not worth the time Most employees do not receive feedback on what to improve Almost 90% of HR Heads report their PM systems do not yield accurate information

11. E for Effort?

12. Human potential 2.0

13. What CAN be done to develop the talent we already have?

14. Some questions 1.How much of the potential skill and motivation in your organization do you think you have tapped? 2.How many of your managers are acting as great coaches? 3.How many of them realize and act as though it is their JOB? 4.How many of the positions/roles in your organization have clearly defined skills & competency expectations? 5.How many of your people have personal development “Growth” plans? 6.How many of you are reliant on HR groups to provide talent development, skills assessments, and organization building? 7.And how many of you find yourselves dealing with HR groups who are treated as a cost center and therefore squeezed to the point that they are unable to lead on pragmatic Future State building? 8.How many of your people are doing the hard work it takes to learn and perfect their skills?

15. Table exercise 1.Talk about an individual or a group in your organization that have really improved their ‘Talent’ and share your experience of what helped 2.Prepare to share/report out on one successful effort

16. In spite of what Mikaela says, everyone wins when we focus our efforts on improving; the Leader as coach wins with a stronger team, the individuals being coached win with learning and career advancement, and of course our organizations as a whole have a much better chance Winning the War for Talent.