1. September 11, 2015 Succession Management : The Challenges and Opportunities Barttanu Kumar Das Sr. VP and Head-HR Blue Dart Express HUMAN CAPITAL

2. 1 September 11, 2015 The Agenda Need for Succession Management The Enablers Framework : Succession, Assessment & Development Development Initiatives & Programmes Critical Success factors Need for Succession Management The Enablers Framework : Succession, Assessment & Development Development Initiatives & Programmes Critical Success factors

3. 2 September 11, 2015 LEADERSHIP PIPELINE : THE CHALLENGES Entry of Young Talents from Management Schools Increasing demand for talent due to economic growth –Mobility Of Talents War For Talent Leadership Pipeline Development- Internal

4. 3 September 11, 2015 BEST COMPANIES DEVELOP LEADERS FROM WITHIN (McKINSEY STUDY )

5. 4 September 11, 2015 Succession Planning … The Basics Talent Development Philosophy of the Organization : Long- Term Approach as part of Talent Mgt Top Management Commitment : Time, Coaching, Review, Opportunities, Exposure Internal Vs External Leadership Assessment and Development Framework/Architecture Ownership at all Leadership Levels Talent Development Philosophy of the Organization : Long- Term Approach as part of Talent Mgt Top Management Commitment : Time, Coaching, Review, Opportunities, Exposure Internal Vs External Leadership Assessment and Development Framework/Architecture Ownership at all Leadership Levels

6. 5 September 11, 2015 –A deep conviction: leadership strength is critical to the organization –Culture of growing People from within –Career Management/Planning Process –Individual Career Aspirations process – Consistency and Uniformity – Making People Known and comfortable Developing Successors – The Enablers…

7. 6 September 11, 2015 –Mechanism of catching them young and giving responsibilities/challenges and testing in various situations –Continuous Feedback/ Coaching and Mentoring – Leaders develop leaders – Competitive Compensation and Rewards – Learning and Development opportunities – Best in Class Developing Successors – The Enablers…

8. 7 September 11, 2015 TIME AND ENERGY INVESTMENT BY CEO TO THE PROCESS Larry Bossidy –Devoted between 30-40% of his time in first two years on job to leadership issues, and a good 20% later –“That’s a huge amount of time for a CEO to devote to any single task but I’m convinced it accounts in large part for Allied Signal’s success” Jack Welch –30-40% of his time on people issues –Personally reviewed top 400 people; involved in selection and compensation for 125 in detail, –40% of his time on people issues –2 months each year spent on reviewing top 550 managers –“There’s nothing I do that’s more important. I spent 80 hours preparing for the people reviews – its more important than our budgeting reviews” Wayne Calloway

9. 8 September 11, 2015 Succession Planning Framework Define scope and establish accountabilities Identify critical positions Identify candidates and competency gaps Provide leadership Trg/Exp/ Coaching Review process and evaluate the effectiveness Gain commitment from senior management for the process Define scope of succession planning (in terms of levels for which applicable) Establish accountabilities List high performing high potential candidates 3/3 Matrix Assess candidates against competencies for target jobs and identify competency gaps Develop training and development programs for individuals which include –Job rotation –Job enrichment –Special Projects –Shadow Running –Development programs Establish a review schedule for the succession plan Develop metrics for evaluating effectiveness of the process Identify key jobs: Business Critical Positions The above to be aligned with retirement, business growth, Career Plans, attrition, scarce skill sets and future risks of loosing etc Initiate Identify Develop Evaluate

10. 9 September 11, 2015 Leadership Assessment and Development Framework -Leadership Competency Model/ Framework -Assessment / Evaluation -Robust Performance Mgt System - Assessment and Development Center -Leadership Profiling - 360-degree Feedback -Review and Feedback System - Leadership Programmes - Planned input at all important career change - Coaching & Mentoring - Projects

11. 10 September 11, 2015 A Development Framework…. Assessment and development center/ 360-Degree Feedback Leadership Profiling through Leadership Assessment Tools Leadership competency framework a Conduct of assessment and development centre/ 360- degree Administration of The Tool Assessment of Leadership Potential and Identification of gaps and development needs Preparation of individual Reports and recommended interventions/Positions Follow-up on development initiative

12. 11 September 11, 2015 Some Development Initiatives Talent Development Initiatives On-the- job training Regular review of high potential Talent Stretch Assignments In-house Development Programs Coaching External Certifications Rotational assignments On-line learning programs Job Shadowing Exposure to senior managers External Training programs Mentoring

13. 12 September 11, 2015 Planned Leadership Programmes LDP-4 LDP-3 LDP-2 LDP-1 Local G-Local GlobalG-Local Preparation for company key positions Preparation for general management positions First level management positions Preparation for senior leadership positions Strategy for Growth & Transformation Business Leadership Leadership Qualities Management of others First Time Leaders Leaders of Leaders Business Leaders Profit Centre/Functional Heads

14. 13 September 11, 2015 LEADERS DEVELOP FUTURE LEADERS  It is not enough to have leaders. Leaders need to develop leaders under them. Winning organizations have leaders at every level  Top Management spends quality time with Top performers – To be led by CEO of the Orgn  Needs to be part of KRA/Individual Goals  Developing others – a part of Orgn Culture  Continuous feedback to all leaders in terms of their ‘Leadership and Supervisory Style’

15. 14 September 11, 2015 DEVELOPMENT PLAN: RESPONSIBILITY CENTER - Identify areas of development - Individual to work alone - Identify initiatives for the individual & the Organization - Provide all support - Organize intervention for the individual - Review after one year - Identify the Organisational gaps - Organize Organisational level intervention Individual Plans : Responsibility of Individual Individual Plans : Responsibility of Individual & Orgn. Organizational level plan : Responsibility of Orgn.

16. 15 September 11, 2015 “ At the end of the day you bet on People not on Strategies” Larry Bossidy CEO-Allied Signals

17. 16 September 11, 2015 Q & A