1. Citi’s Talent Practices: Emerging from the Financial Crisis
Emily Dancyger King
Global Head of Talent Management

2. Business Context: Ongoing Transformation
Achieved revenue and earnings growth(1)
Reduced Citi Holdings
Sold down minority stakes (e.g., MSSB)
Streamlined and simplified operations
Continued to build capital
2012: Focus on Growth
Identified core Citicorp businesses and markets
Established Citi Holdings
Centralized global functions (e.g., Risk, Finance)
Recapitalized company
2008 – 2009: Strategy & Recapitalization
Began reinvesting in Citicorp
Re-shaped franchise for Basel III and new regulations
2010 – 2011: Reinvestment & Reshaping
Deliver consistent high quality earnings
Improve returns
Achieve Basel III T1C capital requirements
Improve accountability
2013 – 2015: Execution
Note:
(1)
Excluding CVA / DVA and the loss on MSSB.

3. Talent Context: Ongoing Transformation
2008 – 2009: Strategy & Recapitalization
2010 – 2011: Reinvestment & Reshaping
2012: Focus on Growth
2013 – 2015: Execution
Citi
2008 – 2011: Strategy & Foundation
Build and Align
Create definition of great leadership
Build global leadership curriculum for all people managers
Introduce common language around talent and common global processes
: Participation
Businesses, functions and geographies learning while executing
Introduce talent philosophy, high potential criteria, and approach to critical role selection
Re-invigorate HR development
Business plan driving people plan
Honest assessment & dialogue about people; transparency
Integrating performance management
Using scorecards to embed accountability
2013 – 2015: Adoption
Talent

4. Talent Strategy Strategic Alignment
Talent plans
Workforce planning
Leadership framework
Strategic Alignment
High Potential talent
Critical roles
Succession plans
Competency gaps
Talent Assessment & Succession Planning
IDPs for HiPos and successors
Supports post-assessment findings
Development is tracked
Coaching/feedback
Mobility
Learning & Development
Measurable goals
Specific feedback
Underperformance is addressed
Performance Management
We have the right people in the right roles, with top talent in the most critical jobs, and a solid pipeline of diverse future leaders
The company’s top critical roles, seen as key to driving strategy execution and growth, are filled with the best talent
Succession plans are actively used to ensure talent depth, reduce risk or over reliance on a small group of executives, and reduce the cost and potential cultural disruption of external executive hires
Successors for critical roles are regularly assessed for readiness and have rigorous development plans in place to prepare for leadership transitions; and these individuals successfully fill critical roles
High potential talent is objectively identified and given access to opportunities and development, including mobility placements
Managers are clear as to what we expect and are measured on how well they set goals, hold teams accountable, give quality feedback and actively develop their people
HR supports managers in identifying, attracting, developing and retaining talent
Talent analytics drive strategic decision making
Leaders and managers
HR professionals
Talent Capabilities
Informs talent decisions
Accurate, on-line and integrated
Linked to business outcomes
Talent Data Management & Analysis

5. Talent Assessment & Succession Planning
High Potential talent is identified and calibrated throughout the organization using consistent, rigorous methods
Talent Assessment & Succession Planning
6 Components of Potential
Dimension
Core Component*
Foundational
Cognitive Skills
Personality Variables
Growth
Learning Agility
Motivation
Career
Leadership Skills
Performance
*Rob Silzer and Allan H. Church, c. 2009

6. Potential Identification Tool

7. Talent Capabilities Talent Capabilities
HR Curriculum
2012
2014
New roles and responsibilities
People strategy aligned to Business strategy
Identifying critical roles
Common language and criteria for identifying high potentials
Using the Leadership Pipeline for succession planning
Assessing talent based on the Leadership Standards and Leadership Pipeline
Linking assessment results to targeted development plans
Talent metrics, scorecards, and tracking
HR as Consultant and Trusted Advisor
Influencing and partnering
Coaching leaders on being talent managers
Building and executing sound individual development plans
Using data-driven assessments to inform talent decisions
Engaging the business in talent conversations more frequently
Leaders, managers, and HR possess necessary skills to support effective Talent Management
HR professionals are expert Talent assessors and organizational consultants
Talent Capabilities