1. … What about the other 30,000 employees in this place? Elease Wright Senior Vice President, Human Resources Aetna Inc. Beyond the Succession Plan:

2. a 2 Aetna at a Glance  32,000 employees  75% women; 26% people of color  Management: 46% women  Among leading health insurers –15.8 million medical members –13.1 million dental members –10.5 million pharmacy members

3. a 3 Making history: three generations in the workplace Convergence of traditional leadership with diverse workforce  Different values create competing priorities  Youngest employees expect fastest career progression

4. a 4 A new breed of worker  About 70% of workers under 26 feel companies should use volunteering as a professional development tool.*  In 2007, only 16% of employers offered paid leave for volunteering – a 4% decrease from last year.** *Deloitte ** SHRM

5. a 5 Employers (still) looking for fundamental skills Top five skills employers want in 4-yr college grads: 1.Oral Communications 2.Teamwork/Collaboration 3.Professionalism/Work Ethic 4.Written Communications 5.Critical Thinking/Problem Solving

6. a 6 “What job will I be in five years from now?”

7. a 7 “Helicopter Parents” add new dynamic “What opportunities are you offering my child in this summer internship…”

8. a 8 “I don’t understand these people…why aren’t they just happy to have a job?”

9. a 9 How these dynamics play out in the war for talent Business needs:  Leaders in the short-term pipeline  Stable of middle managers gaining valuable experience  Promise of opportunities to retain young talent  Foresight to recognize new leadership needs  Agility to keep pace

10. a 10 How these dynamics play out in the war for talent Business needs:  Leaders in the short-term pipeline  Stable of middle managers gaining valuable experience  Promise of opportunities to retain young talent  Foresight to recognize new leadership needs  Agility to keep pace Employee needs: Clear path for progression Access to opportunities Systematic way to track progress Affirmation

11. a 11 Implications to traditional succession planning Identify talent for specific roles Develop talent via broad experience Current Recruit grads for fast track training Companywide talent database Senior leadership support

12. a 12 Implications to traditional succession planning Future Strategic planning for talent needs Information fuels workforce planning “Bundling” bench through talent pools Two-way conversation Infrastructure supports all employees

13. a 13 Talent Management Case Studies – “Two Susans” After four years of modest growth in a new business, we need someone to lead an aggressive growth strategy for this business. Who would you pick?  20+ yr career in sales  An MBA w/ 20+ years of strategic marketing in a consumer products company  18 years of customer operations experience, 2 years P&L SUSAN 1

14. a 14 Talent Management Case Studies – “Two Susans” She started in HR employee relations 20 years ago…since then worked in financial services, administration, business areas…Now she’s:  Our top sales person for our National Accounts segment  Head of our Employee Relations & Compliance area  Head of our product strategy & development SUSAN 2

15. a 15 Making the switch: talent management  More than one-to-one succession  Business needs: now & future  Engaging employees with different values, goals & expectations  Finding the “Susans” among 30,000 employees Dynamic business needs Three generations

16. a 16 Migration to Talent Management Mindset Talent Management Culture Business Needs: Current Available Talent Business Needs: Future Training & Development Manager Engagement Employee Engagement Rewards & Opportunities Talent Manager inventory Core curriculum Leadership development Talent pool programs Diversity plans HR as business consultant Long-range planning Mergers & Acquisitions Succession planning Recruiting strategy Employer of Choice Compensation design Developmental assignments Selected for special training Recognition Potential employees being recruited Existing employees looking for career opportunities Succession Planning Productivity initiatives Redeployment Performance discussions Mandatory training Voluntary training Development opportunities Talent Pools Performance Management process Productivity initiatives Operational connections

17. a 17 Proof that the new way works Evidence that they will benefit Minimal effort to learn/do new thing Credit for agreeing to try it! Outlet for offering “suggestions for improvements” Proof that the new way works Evidence that they will benefit Minimal effort to learn/do new thing Credit for agreeing to try it! Outlet for offering “suggestions for improvements” Changing the mindset from compliance to commitmentTime Early Adopters care about… Change that makes sense Things that help them Leading the way Cool tools Change that makes sense Things that help them Leading the way Cool tools Compliance Commitment Fence-sitters and Resistors care about…

18. a 18 Putting the pieces together… Requires a different perspective Business needs Individual goals Talent “Information Super Highway”

19. a 19 Key to success: Know them…all of them Almost two-thirds of Americans won’t buy an appliance if it doesn’t come in their favorite color. -- J.L. Morton, color consultant

20. a 20 …What about the other 30,000 employees in this place? Elease Wright Senior Vice President, Human Resources Aetna Inc. Beyond the Succession Plan: