CLC The Disengaged Star Four Imperatives To Reengage High Potential Employees

CLC HUMAN RESOURCES™
CORPORATE
LEADERSHIP
COUNCIL
CORPORATE EXECUTIVE BOARD
The Disengaged Star

Four Imperatives to Reengage
High-Potential Employees
ROAD MAP FOR THE PRESENTATION
Four Imperatives Appendix:

The State of the
to Reengage Additional CLC HR
HIPO Workforce
HIPO Employees Resources
From CLC HUMAN RESOURCES™

www.clc.executiveboard.com
© 2010 The Corporate Executive Board Company.

All Rights Reserved. CLC6372310SYN
2
Relative to the broader
workforce, high-potential
HEADS OF HR MOST CONCERNED ABOUT RETAINING
employees (HIPOs) are
almost twice as valuable
HIGH-POTENTIAL EMPLOYEES
and three times more
likely to succeed as Value to an Organization Probability of Success at the Next Level
future leaders of the HIPO Versus Non–HIPO Employees HIPOs Versus High Performers
organization.
1.91x 75%
■ Chief Human Resources
Officers (CHROs) believe
HIPOs are 91% more valuable 1.00x
to the organization than 25%
average employees.
■ HIPOs also contribute Non-HIPOs HIPOs High Performers HIPOs

disproportionately to Who Are Not HIPOs
the organization’s future
leadership pipeline. They
have a 75% chance to
succeed at more senior,
critical roles, compared to “What Is Your Greatest Engagement Concern?”
only 25% for high performers Chief Human Resources Officers
lacking high potential.
21%
■ One in five CHROs is most Increased
HIPO Turnover
concerned about retaining
HIPOs, and an equal number 41%
is worried about employees Other 20%
Increased
with critical skills. Turnover
of Employees
with Critical Skills
18%
Altered
Organizational Culture
n = 195.

www.clc.executiveboard.com Source: CLC Human Resources High-Potential Employee Management Survey;
CLC Human Resources Head of HR Function Survey.
3
To take action,
organizations must
THREE KEY QUESTIONS TO UNDERSTAND HIPOs NOW
first understand the
current state of HIPO CLC Human Resources Model of High Potential
engagement and the
solutions with the highest
return.
Aspiration
■ Of the three components of The desire for the
high potential, ability is most responsibilities,
important, engagement challenges, and
second, and aspiration third, rewards entailed by
but none alone can serve as more senior roles
a guarantee of potential.
High-Potential Employee
Defined: An individual
with the ability, aspiration,
and engagement to rise
to and succeed in more
Ability Engagement
senior, critical positions
Combination The employee’s
of innate emotional and
characteristics rational commitment,
and learned skills discretionary effort,
and intent to stay
1 Is the HIPO workforce more at 2 What has changed about HIPOs 3 How can organizations reduce
risk now? to put them at greater risk? the risks to their HIPOs?
CLC HR Resource
HIPO Identification
Diagnostic


4
Compared to 2005, high
performers now are only
HIPO RANKS HAVE SHRUNK BY ALMOST HALF
half as likely to have what
it takes to succeed at the High Performers by High-Potential Status
next level. 2005 Versus 2010
■ The vast majority—93%—

of HIPOs come from the high
performers pool. 15% The number of high
...Also High 29% performers who are also
Potential
HIPOs has decreased by
Δ = (14%)
48%. What has caused
half of HIPOs to lose their
potential?
Percentage
of High
Performers
Who Are…
...Not High 85%
Potential
71%
2005 2010
Three Key HIPO Questions
1 Is the HIPO workforce more at

risk now?
2 What has changed about HIPOs Note: High performers are employees who exceeded their performance expectations in their most recent performance review. High-potential
to put them at greater risk? status is determined based on whether the high performer has been identified by his or her organization as a HIPO. Between 2005 and
2010, HIPOs’ representation in the high-performers pool has declined by almost half, from 29% to 15%.
3 How can organizations reduce
the risks to their HIPOs?
Source: CLC Human Resources High-Potential Employee Management Survey; CLC Human Resources Global Labor Market Survey.

5
While HIPO ability
and aspiration have
DISENGAGEMENT IS DRIVING THE LOSS OF POTENTIAL
remained virtually stable,
engagement has declined Change in Components of High Potential
by 18%.
No Change in Aspiration Level1 Decreased Engagement2

■ “Misaligned stars” have
“Disengaged Stars”
outstanding ability and
high engagement but lack 1.00x
the drive and ambition for Aspiration
1.00x 0.99x 0.82x
success at the next level.
■ “Engaged dreamers” have a

great deal of engagement
Ability Engagement
and aspiration but only have
average ability.
■ “Disengaged stars” have high 2008 2010 2008 2010

ability and aspiration but
lack enough commitment
and belief in the organization.
Slight Increase in Ability3
1.00x 1.02x

risk now?
2 What has changed about HIPOs 2008 2010

to put them at greater risk?

1 Aspiration level is measured based on the average importance HIPOs place on 21 items related to prestige
From CLC HUMAN RESOURCES™ and recognition, advancement and influence, financial rewards, work-life balance, and overall job enjoyment.
www.clc.executiveboard.com 2 Engagement is measured based on HIPOs’ rational and emotional commitment levels.
© 2010 The Corporate Executive Board Company. 3 Ability is measured based on the percentage of HIPOs who are effective at various leadership competencies.
Source: CLC Human Resources Employment Value Proposition Survey; CLC Human Resources Global Labor Market Survey.
6
HIPOs’ effort levels have
slowly improved after
UNDERSTANDING RISING DISENGAGEMENT:
the downturn, but driven
by falling emotional
“HEART” OVER “MIND”
commitment, they
are more likely to look Change in Rational Commitment Impact on Discretionary Effort1 and Retention2
HIPO Versus Non–HIPO Employees HIPO Versus Non–HIPO Employees
for another job. 1H 2009
2H 2009
17%
Percentage of Employees
Δ = 7%
■ Engagement is driven by
with High Rational

two types of commitment: 14%
Δ = 4%
Commitment
■ HIPOs increased their discretionary
– Emotional Commitment 10% 10%
effort by 9% across 2009, but their
The extent to which
intent to leave increased as well, by
employees value, enjoy,
10%.
and believe in their jobs,
■ One in four HIPOs is now at high risk
managers, teams, and/or
of leaving for another job within the
organizations
HIPOs Non–HIPOs year.
– Rational Commitment
The extent to which
employees believe their
managers, teams, and/
or organizations have
Change in Emotional Commitment
their interests (financial,
HIPO Versus Non–HIPO Employees
developmental, or
professional) in mind 1H 2009
2H 2009
57% Δ = (10%) Δ = (5%)
54%
Percentage of Employees
47% 49%
with High Emotional
■ Non–HIPOs’ discretionary effort

Commitment
1 Is the HIPO workforce more at was stagnant across 2009, and their
risk now?
intent to leave also rose by 4%.
■ One in five non–HIPOs is now at high
2 What has changed about HIPOs risk of leaving within the year.

the risks to their HIPOs? HIPOs Non–HIPOs
From CLC HUMAN RESOURCES™ 1 Discretionary effort refers to employees’ willingness to go above and beyond the call of duty, such as helping others with heavy workloads
www.clc.executiveboard.com and volunteering for additional duties.
2 Retention refers to employees’ desire to stay with the organization over the next 12 months.
Source: CLC Human Resources Employment Value Proposition Survey.
7
Organizations protected
HIPOs’ rewards—relative
HIPOs EXPERIENCED MORE EMOTIONAL DISRUPTIONS
to other employees—but
exposed them to more Employee Experience with Change in 2009
disruptions with lingering HIPO Versus Non–HIPO Employees
effects on their emotional
commitment.
■ More HIPOs avoided HIPO Employees

substantial pay cuts but 67%
Non–HIPO Employees
encountered major changes
to their work environment 59%
and jobs. Percentage of Employees Experiencing Change 56%
■ HIPOs’ broader networks 51%

and stronger contributions
to organizational 43%
performance mean that 40%
they bore the brunt of
organizational change. 34%
31%

risk now?
2 What has changed about HIPOs

Layoff of Team Significant Organizational Significant More Than 5%
Members Restructuring Change in Job Cut in Salary



8
Increasing emotional
commitment is now
PAYOFF OF EMOTIONAL STRATEGIES ON THE RISE
26% more effective at
retaining HIPOs. Change in Maximum Impact of Emotional Commitment on Intent to Stay
■ The rise in retention impact

has been bigger for HIPOs HIPO Employees Non–HIPO Employees
relative to other employees
(12%).
1.26x
1.12x
Maximum Impact (Indexed)
Maximum Impact (Indexed)

1.00x 1.00x
2008 2010 2008 2010

risk now?




9
HIPOs’ emotional
commitment is less
HIPOs HARDER TO EMOTIONALLY ENGAGE THAN
responsive to various
engagement strategies.
NON–HIPOs
Maximum Impact of Engagement Strategies on Emotional Commitment
■ To overcome HIPOs’ HIPO Versus Non–HIPO Employees
lower responsiveness,
organizations need to apply
greater resources and
27.0%
emphasis toward reengaging
HIPOs.
■ Organizations also need

to be very targeted in 21.4%
prioritizing strategies that
have the most impact on
boosting HIPOs’ emotional
commitment.

risk now?
HIPOs Non-HIPOs



10
Among the 38
employment value
PRIORITIZE SOLUTIONS WITH THE HIGHEST
proposition (EVP)
dimensions, risk taking
ENGAGEMENT IMPACT
and job impact have the
greatest potential payoff Drivers of HIPO Emotional Commitment
on HIPOs’ emotional
commitment.
40%
■ Other top drivers include a 35%

number of people-related
Maximum Impact of EVP Attribute

on HIPO Emotional Commitment
attributes, led by manager
30%
quality, and respect and
recognition.
25%
Average Impact = 21.4%
20%
15%
10%
5%
0%
t y t n y t t y y n t
ng c cs it n ity o it n on on n c it o on ity n
t
ki pa thi ual me al tati bil me niti ati me cra un niti siti ual me
ec
Three Key HIPO Questions a u

p
m E n a v e t r
T I Q pu sir on og o g ito or og Po Q e
es
Q o
k
is b er vir er Re De vir ec Inn ana er pp ec et ice ow
R
1 R Jo g n r k n M M r O r” R ark erv mp
Is the HIPO workforce more at a E o ip try E R
an k h k e e
risk now? M or ow rs us or l
re oye Mct/
S E
W C de d W e op a l
al a In f P C p
e m du
2 What has changed about HIPOs gi r Le y
o
ur t E ro
ll e i t t P
to put them at greater risk? o ni
o al Fu rea
C
Se o rm “G
F
the risks to their HIPOs? Note: The definitions and impact levels of all 38 EVP attributes are available in the appendix.

11
FOUR IMPERATIVES TO REENGAGE HIGH-POTENTIAL EMPLOYEES
The Number of HIPOs Has Fallen by 48%

Due to a Drop in Emotional Commitment
47% of HIPOs Have Only 11% of Organizations Ask Only 14% of HIPOs Are Only 17% of HIPOs Receive
Experienced or Expected a HIPOs to Commit to Them Certain About Their Long- Stretch Opportunities and
Manager Change This Year Term Careers Are Fully Supported Even
in Failure
47% 11% 14% 17%
Imperative #1 Imperative #2 Imperative #3 Imperative #4

Equip Managers of HIPOs Require HIPOs to Commit Align HIPO and Senior Leader Provide High-Risk
to Surface Critical to the Organization Expectations for Compelling Opportunities in a
Engagement Risks HIPO Career Paths Supportive Environment


12

The State of the
HIPO Workforce


13

in Failure
47% 11% 14% 17%



14
HIPOs’ new managers
are on average 15% less
MANAGER CHURN REDUCES MANAGER EFFECTIVENESS
effective than tenured
managers of HIPOs. HIPO Perception of Direct Manager Effectiveness
By Experience with and Anticipation of Manager Change
■ New managers are less

effective in two dimensions Manager Effectively Matches Development
that have a disproportionate Opportunities to Personal Goals
effect on HIPO engagement:
Average Manager Effectiveness1 53%
high-impact development HIPOs whose
and reward and recognition. 40%
manager is
effective in this
59% area are 35%
more likely to be
highly engaged.
44%
Did Not Switch/ Switched/Expected
Anticipated a to Switch to New
Change in Direct Direct Manager
Manager
Manager Is Effective at Always Rewarding

and Recognizing Employees Equitably
41%
HIPOs whose
manager is
Did Not Switch/ Switched/Expected 29%
Anticipated a to Switch to New effective in this
Change in Direct Direct Manager area are 28%
Manager more likely to be
highly engaged.
Did Not Switch/ Switched/Expected

Anticipated a to Switch to New
Change in Direct Direct Manager
CLC HR Resource Manager
Manager Support Library

1 CLC Human Resources tested 26 dimensions of manager quality, including the two shown on the right side of this
page. Average manager effectiveness is calculated based on the percentage of HIPOs who indicated their manager
www.clc.executiveboard.com to be effective or very effective in each of the 26 dimensions.

All Rights Reserved. CLC6372310SYN Source: CLC Human Resources Employment Value Proposition Survey.
15
CORPORATE
MANAGER RETENTION AWARENESS-
LEADERSHIP
COUNCIL BUILDING CHECKLIST
OVERVIEW
Novartis realized that line managers were struggling to retain key staff for the following reasons:
■ Line managers lacked understanding about the broad range of factors that can affect turnover risk.
■ Line managers made limited or inefficient retention investments.
■ Line managers lacked a sense of ownership of retention outcomes on their team.
To overcome these challenges, Novartis created a checklist to help managers evaluate retention risks among their team
and provide managers will simple guidelines on how to minimize turnover risks for key staff.
SOLUTION HIGHLIGHTS
Retention Risk Assessment Drives Manager Awareness About Engagement of Key Talent
Instead of assuming that individual managers intuitively know whether key talent are at risk of leaving the organization,
Novartis has managers regularly complete a retention risk assessment for critical employees. The assessment segments
retention risk factors into four categories, making the concept of engagement tangible and measurable.
Action Plan Framework Highlights Manager Ability to Increase Key Talent Engagement
To drive manager ownership of critical talent retention outcomes, Novartis follows up the retention risk assessment
with a customizable retention action plan. Using the action plan framework, managers create “to-do lists” for each
at-risk employee. Because these lists follow the same framework that stresses low-intensity solutions, managers can
easily scale their “to-do” list activities for multiple at-risk key staff.
COMPANY SNAPSHOT
Novartis AG
Industry: Pharmaceuticals Novartis AG is a global pharmaceutical manufacturer

with 140 locations worldwide.
2009 Sales: US$45.1B
2009 Employees: 99,834


16
Managers measure
critical talent
BUILDING MANAGER AWARENESS
engagement levels
through the lens of
ABOUT HIPOs
tangible and measurable
retention risks, not Retention Risk Assessment: Manager Questions and Scoring
Illustrative
assumptions.
Retention Risk Assessment Checklist
■ Managers complete Directions: Answer each question with “yes” or “no”
Retention Risk Assessments Scoring System The organization decides which

0-5 “No”s: Low Risk retention categories are most
for critical employees. The
6-10 “No”s: Medium Risk important and divides these
assessment asks managers 11-15 “No”s: High Risk categories into specific behaviors
about risk factors according that managers can inflect. Susie John Jane
to four categories: Smith Doe Doe
1. Manager–Employee Part I: Manager-Employee Relations

Relations Do I maintain an open, trusting, and mutually respectful relationship with this employee? Yes No No
Do I know this employee's objectives and work with him or her toward these goals? Yes Yes No
2. Employee Work–Life
Do I know that this employee perceives his or her total rewards to be fair and receives recognition for
Satisfaction No No Yes
achievements?
3. Employee Job–Interest Do I understand why this employee works here and not at another firm? Yes Yes Yes
Alignment Part II: Employee's Work-Life Balance Satisfaction
Do I understand if the working environment fits with this employee's personal and career needs? Yes Yes No
4. Employee Career Goals
Do I understand and support this employee to expand his or her interests or hobbies? No Yes No
Do I know if this employee's attitude, physical health, and overall status have been healthy for the past six months? Yes Yes No
■ Retention risk is measured
Part III: Employee's Job-Interest Alignment
in terms of manager
Do I know if the employee's values are consistent with the organization's values and culture? Yes Yes Yes
knowledge of employee
motivations and attitudes. Does this employee demonstrate passion and enthusiasm for his or her work? Yes No No
Managers who cannot Do I know how satisfied the employee is with aspects of his or her work situation (e.g., projects, coworkers)? Yes No No
answer “yes” to a significant Part IV: Employee's Career Goals

Do I know if the employee's current work is aligned with his or her long-term goals? Yes Yes No The checklist
number of questions place
provides a
the organization’s critical Have I discussed different career choices with this employee? Yes Yes No
reality check
talent at higher risk of Am I currently and actively working with this employee toward his or her career goals? Yes Yes No for managers
on their
departure. Have I had a discussion with this employee about ways to contribute to the company? No No No
knowledge of
Do I proactively support this employee's development through training and challenging learning opportunities? Yes No Yes their teams.
Retention Risk (Based on Number of "No"s) Low Med High
When complete, the checklist

From CLC HUMAN RESOURCES™ provides a rough measure
of the team’s—and key
© 2010 The Corporate Executive Board Company. individuals’—turnover risk.
17
Managers use a retention
action framework to
ENABLE MANAGERS TO ACT ON
create customized and
scalable solutions that
RETENTION CONCERNS
they can implement.
Manager “To-Do List”
Illustrative
■ Managers collaborate with
HR using an action plan
Retention Risk To-Do List for Managers
template to create manager
“to-do lists” for each at-risk Directions: Identify and incorporate the following steps in your interactions with your critical talent based on their specific
HIPO. retention risks.
Jane Doe
■ Suggested follow-up steps Retention Risk
Target Action Steps to Areas of Concern
Category
focus on actions that are
within the manager’s control. Recognize employee's accomplishments both publicly and privately.
Conduct regular meetings—formally and informally.

■ “To-do’s” can be easily Manager–Employee
Inquire about his or her work motivations—pinpoint why he or she is working here
incorporated into daily Relations
routines and interactions. Ask questions to learn what is important to him or her.
Ensure employee understands communications about pay and feels open to
ask questions.
Discuss reasons for noted health or attitude changes (e.g., tiredness, mood swings).
Employee’s Learn about the employee's personal interests outside of work.
Work–Life Balance
Satisfaction Ask how the employee works best.
Discuss options for employees' work hours, work style, work load, etc.
Demonstrate the organization’s values and recognize employees for
exhibiting them.
Employee’s Job–
Interest Alignment Express your own enthusiasm and passion for the job.
Offer new types of projects across functional or divisional areas to the employee.
Create a development plan that focuses both on skills for the current job and for
future jobs.
CLC HR Resource Offer new types of projects across functional or divisional area to employee.
Manager Awareness Employee’s
Career Goals Work with the employee to ensure he or she can attend training events.
Checklist
Discuss the value the employee brings to the organization.
Learn about the employee’s career goals and personal aspirations.
18
KEY TAKEAWAYS
1. Equip Managers of HIPOs to Surface Critical Engagement Risks
■ Empower managers to self-assess their knowledge of their HIPO direct reports—Push

managers to self-assess their knowledge of HIPOs’ motivations and interests to determine the
accuracy of their retention assessments.
■ Provide managers sample actions they can own end-to-end—Don’t delegate identifying
retention risk to managers and then fail to show them how and where they can own
the response.
■ Drive soft accountability for HIPO retention outcomes—Build an ongoing communication

funnel that allows managers of HIPOs to share their retention concerns with senior leaders so
the organization can own part of the response.


19

in Failure
47% 11% 14% 17%



20
Most organizations fail to
use HIPO recognition as
ONLY 11% OF ORGANIZATIONS ASK FOR SOMETHING
an opportunity to secure
HIPO commitment to
IN RETURN FROM HIPOS
greater responsibilities. “Do Your HIPOs Have to Explicitly Commit to
“Does Your Organization Communicate
High-Potential Status to HIPOs?” Extra Responsibilities in Return for their HIPO
Recognition?”
■ Even among the minority
(37%) of organizations that
do officially communicate
HIPO status, most of them
do not ask their HIPOs for a
reciprocal commitment. 30% Yes
37%
Yes
70% No
63%
No
n = 403.


All Rights Reserved. CLC6372310SYN Source: CLC Human Resources Membership Poll, CLC Human Resources Employment Value Proposition Survey.
21
BT GROUP’S “TALENT DEAL” HIPO
RECOGNITION STRATEGY
OVERVIEW
Discovering that communicating status alone was having a neutral or negative impact on HIPOs, BT Group redesigned
its HIPO recognition strategy. BT Group established a “talent deal” to create a more personal connection between
HIPOs and the organization. The “talent deal” presents the opportunities HIPOs have access to as the organization’s
commitments to each HIPO. In return, BT Group clearly outlines the HIPO’s commitments to the organization. BT Group
conducts annual checks to ensure that these commitments are being fulfilled.
SOLUTION HIGHLIGHTS
Communicate HIPO Status and Commitments

BT Group officially communicates the achievement of high-potential status to HIPOs, whom it designates internally
as talent. Alongside this communication, HIPOs are notified of the “talent deal,” which sets out what it means to be
a HIPO at the organization.
Commit to HIPOs Through the “Talent Deal”
To reinforce the value of being identified as a HIPO, the BT “talent deal” provides a suite of organizational commitments
to HIPOs that respond to their preferences. These commitments are reciprocated by a set of organization-defined
responsibilities for HIPOs.
Audit Delivery of the “Talent Deal”
BT Group uses a two-pronged process to verify that the organization is fulfilling its obligations as stated
in the “talent deal” and to continuously improve the opportunities available to HIPOs.
COMPANY SNAPSHOT
BT Group plc
Industry: Telecommunications BT Group is the United Kingdom’s largest telecommunications
2010 Sales: £20.9 B provider and has global services in 170 countries.


22
To transform its
disengaged stars
MOVE BEYOND COMMUNICATING STATUS
into high-potential
employees, BT Group
TO DRIVE HIPO COMMITMENT
developed a unique
“talent deal” for HIPOs. Anatomy of a Disengaged Star
■ In 2005, BT Group found

that communicating
HIPO status alone was ■ Disengaged stars are employees with
Aspiration
often having a neutral a great deal of aspiration and ability.
or sometimes negative ■ They hesitate to believe that working
impact on HIPOs. The for the organization is in their best
communication raised interest and do not fully believe in
but did not meet HIPO Ability
their work or organization.
expectations.
Engagement
■ BT Group created the BT
“talent deal” to supplement
communications about
high-potential status and
to differentiate recognition
How BT Group Grows HIPO Engagement
of HIPOs’ criticality to
the business’s long-term
success.
Communicate HIPO Commit to HIPOs Through
Deliver the “Talent Deal”
Status and “Talent Deal” the “Talent Deal”
■ The “talent deal” outlines the
support and opportunities
made available to all HIPOs 1 Communicate HIPO status, 2 Translate HIPOs’ and the 3 Audit the delivery of the
and the HIPOs’ commitments benefits, and commitments to organization’s expectations “talent deal” to alert the
to the organization. recognize HIPOs’ criticality to into reciprocal commitments organization to opportunities
the organization while calibrating to solidify the “talent deal” for improvement.
expectations of “talent deal” and reinforce the value of
objectives. HIPO recognition.


All Rights Reserved. CLC6372310SYN OVERVIEW COMMUNICATE COMMIT DELIVER RESULTS
23
Communicate HIPO
status through
COMMUNICATE HIPO STATUS AND COMMITMENTS
coordinated messaging
to drive recognition
TO DRIVE ENGAGEMENT
and to calibrate HIPO
expectations. BT Group’s “Talent Deal” Communications
“Talent Deal” Commitments Document CEO Letter

■ BT Group facilitates a one-
to-one meeting between Objective: Explicitly state “talent deal” Objective: Provide senior-level recognition of employee
the HIPO and the HIPO’s commitments for both BT Group and achievement of HIPO status and reward opportunities.
manager soon after CEO the HIPO.
Key Messages Within the Letter
letters go out, to discuss BT Group HIPO Commitments 1. Identification as one of a small group of employees
career implications of the Commitments ■ Continued high
with particularly high performance and strong
“talent deal” and secure ■ Internal Exposure performance leadership potential
HIPO agreement. ■ External Exposure ■ Work with the HR
2. HIPO demonstrated capability to potentially reach a
■ Career team very senior position in the organization
■ BT Group tells HIPOs Management ■ Maximize use of
who else at their location, ■ Personal

3. Introducing HIPO to the “talent deal” to explain the
HIPO network
regardless of function HIPO’s and the organization’s mutual commitments
Development ■ Steward
or business unit, is also organizational talent 4. Notification of first upcoming Talent networking event
a HIPO to enable these ■ Own personal 5. CEO personal signature to highlight recognition
individuals to create local development
HIPO communities across
the company’s global HIPO Notification Conversation
operations. Objective: Have the HIPO’s manager confirm that the
HIPO is aware of the “Talent Deal,” its expectations, and
Both the CEO letter and talent notification
wants to participate.
conversation drive HIPOs’ understanding of the
“talent deal” components. Questions
“These are the reasons we consider you to be one of our
HIPOs...”
“Do you understand what that means for your personal
development and the organization?”
CLC HR Resource “What are your career aspirations and what actions should
Guidelines for you take to progress these? What support do you need
Communicating HIPO status from BT Group?”

24
CEO LETTER TEMPLATE TO HIPO
To: Individual in HIPO Pool

From: CEO
Subject: Congratulations on Inclusion in HIPO Pool

It gives me great pleasure to tell you that you have been identified as one of a small group of people
with particularly high performance and strong leadership potential.
By role-modeling our values, displaying the behaviors that will drive the organization’s transformation,
and through your performance, drive, and ambition to succeed, you have demonstrated that you have the
capability to potentially reach a very senior position in the organization. I would like to confirm you have
been placed on the HIPO pool in the category of [X]—well done.
To be clear on the level of commitment between you as a member of the HIPO pool and the organization,
we have a formalized “talent deal.” This will give you a clear picture of the investment and commitment we
will make to support and develop HIPO pool members as well as defining what we expect in return.
The organization, as part of its commitment, will provide the finance and resources to support your
development, and will seek out the right opportunities for you to network and increase your visibility with
peers and senior managers. These are outlined fully in additional documents you will receive.
In return, we expect you to commit to continued exceptional performance and role-modeling of our
values and provide us with a current copy of your CV. You personally have the main responsibility for your
development, and while we will support you, you will need to invest the time to work on your personal
development and learning.
The first event will take place in one month. You will receive an invitation by e-mail.
I am committed, along with other members of the Leadership Team, to supporting the development of our
talented people. I wish you every success in the coming year and hope that you continue to be recognized
as one of our talented individuals.
Sincerely,
Chief Executive Officer


25
Create compelling
opportunities for
UNDERSTAND HIPO EXPECTATIONS TO DETERMINE
HIPOs by targeting
their organizational
CORRECT ORGANIZATIONAL COMMITMENTS
preferences.
Process for Developing the Organization’s “Talent Deal” Commitments
■ BT Group surfaced HIPO

expectations by reviewing
Understand HIPOs’ Surface Develop Organizational
feedback from previously
Organizational Organizational “Talent Deal”
successful development
Expectations Objectives Commitments
activities and having career-
related conversations with
HIPOs. Contribute to the Show HIPOs they
1 External Exposure
Organization’s contribute to key (e.g., Industry conferences,
■ Organizational commitments Strategic Objectives business priorities. CSR opportunities)
collectively meet HIPO
expectations by offering a
Share Insights and Actively solicit HIPO
suite of thoughtfully chosen 2 Internal Exposure
activities and support to Ideas to Improve input on improving (e.g., Quarterly HIPO
which HIPOs have access. the Organization corporate performance. newsletter, senior executive
development discussions)
■ As HIPOs become more
Be Recognized Openly communicate
senior, BT Group places 3 Career Management
for Unique HIPO movement and (e.g., Talent Movement Portal,
more emphasis on certain
Organizational achievements resulting mentoring, career review
commitments, such as
Achievements from the “talent deal.” board)
external exposure.
Receive Specific Promote HIPO 4 Personal Development
Development consumption of (e.g., Facilitated 360°
Opportunities limited development feedback, knowledge
opportunities that can exchanges, executive
accelerate their careers. coaching)


26
Communicate
organizational
TRANSLATE ORGANIZATIONAL
expectations as HIPO
responsibilities to ensure
EXPECTATIONS INTO HIPO RESPONSIBILITIES
they fully commit to
the “talent deal.” Process for Developing the HIPO “Talent Deal” Commitments
■ BT Group identifies
five different types of
Define Organizational Communicate HIPO Commitments
commitments HIPOs need
Expectations for HIPOs through the “Talent Deal”
to make to the organization
as part of the “talent deal.”
■ BT Group emphasizes to “Continued membership in BT HIPO pool is entirely dependent on

1. Use BT Values to Deliver
HIPOs that while HIPO pool exceptional performance and demonstrable commitment to One
High Performance
membership is a form of BT and our core values…”
recognition, it is also about
funneling finite resources “You are expected to attend all events for which you have
toward those who are most 2. Work with the HR Team accepted invitations and submit updated CV–related
likely to benefit based on documentation on request…”
their potential. It is not about
being treated as an “elite”
employee. “You are expected to make the most of the opportunities
3. Maximize Professional
to actively build your understanding of the business through
Use of the HIPO Network
the relationships you develop with your talented peers…”
“We expect our HIPOs to contribute directly to the attraction

4. Steward Organizational Talent and selection processes associated with the acquisition of
new talent…”
“As a HIPO, you are ultimately responsible for putting needs-

5. Lead Your Own Development focused development plans together and turning them
into action…”


27
Improve “talent deal”
delivery to increase
AUDIT THE DELIVERY OF THE “TALENT DEAL”
HIPO satisfaction
and engagement. Tools to Understand HIPOs’ “Talent Deal” Experiences
■ BT Group deploys an annual

survey directly to HIPOs. Sample Annual Talent Survey Questions One-to-One Meetings with HR Business
Questions in the survey Partner
Are you aware that as part of the BT “talent deal,” you have the opportunity to have ■
examine how effectively How is the HIPO feeling about their current
a career discussion with someone other than your line manager? _______________
BT delivers on the “talent role? What are their greatest achievements
____________________________________________________________________
deal” and how to improve and most difficult setbacks?
____________________________________________________________________
■ What skills are they currently focused on
communication, access to
opportunities, and support Overall, how satisfied are you with the development support you have received so developing?
far this year? _________________________________________________________ ■
networks. If the perfect role became available now, what
____________________________________________________________________
does the HIPO see as the key barriers that
would prevent the move from occurring?
■ One-to-one conversations Do you feel you have sufficient visibility of career options to progress your career at
■ What does the HIPO want his or her next role
between the HIPO and HR BT Group? ___________________________________________________________
are held at least annually to ____________________________________________________________________ to be? What are the best options from the
HIPO’s perspective?
gather qualitative feedback To what extent do you believe that being in the BT Group HIPO Pool will help your ■ If the HIPO has recently moved into a
on communications and career prospects at BT Group? __________________________________________
development role, how has the “talent deal”
“talent deal” delivery. ____________________________________________________________________
enabled the HIPO to succeed by providing:
How confident are you that you will stay at BT Group for the next 5 years? _______ – A capable team;
____________________________________________________________________ – Key HIPO peer networking contacts;
– Mentoring support; and
“If you spend an hour Overall, please rate your experiences to date of being a member of the HIPO pool. – Formal training.
talking to someone ____________________________________________________________________
about how they’re
doing, what they see as their
next steps, and helping them
think through how to source the
best opportunities, it quickly In Action: Improving “Talent Deal” Delivery Through Feedback
becomes obvious if they feel Through recent feedback, BT Group learned that HIPOs wanted more visibility into career opportunities. In response,
that those opportunities are not the HR team introduced an online profile system for “move-ready” HIPOs to post details on career aspirations. In
going to be open for them.” return, HIPOs who sign up receive weekly e-mails of opportunities coming up across the business and are considered
Katherine Thomas top candidates for these openings.
Group Talent & Leadership Director
BT Group


28
BT Group’s HIPO
population is more
THE “TALENT DEAL” DRIVES RETENTION
engaged now than at
the beginning of the Satisfaction with the “Talent Deal” Impact of “Talent Deal” on Career at BT Group
downturn.
95%
■ BT Group measures both 92% 90%
HIPO engagement levels 84%
82%
and the impact of the “talent
deal” on HIPOs’ careers 73%
at BT Group. 64%
50%
2006 2007 2008 2009 2006 2007 2008 2009
Percentage of HIPOs Fully Satisfied Percentage of HIPOs Stating Being in the HIPO Pool
with HIPO Pool Experience Has Improved Their Career Prospects at BT Group
“The difference that we try to make here at BT Group through our talent deal is that
we say we’ll do these things for our very best people, and we do them. And, we do them
in a consistent, cohesive way right across the business, no matter where people are.”
Katherine Thomas
Group Talent & Leadership Director
BT Group


29
KEY TAKEAWAYS
2. Require HIPOs to Commit to the Organization
■ Differentiate HIPO recognition—Provide HIPOs with differentiated recognition that could

include unique access to different development opportunities, increased exposure to senior
leaders, or participation in a HIPO program.
■ Create a set of HIPO commitments in return for differentiated recognition—In exchange for
recognition, the organization should identify the set of commitments it expects in return
from HIPOs.
■ Analyze HIPO experiences to improve the HIPO recognition strategy—Solicit HIPO feedback
on how well the organization is meeting their expectations for differentiated recognition, and
ensure changes are made to fix any problems.


30

in Failure
47% 11% 14% 17%



31
More than one-third
of HIPOs are uncertain
FEW HIPOs ARE SURE ABOUT THEIR LONG-TERM
about their career in
five years.
CAREER PATHS
“I Am Certain About My Career at This Organization in Five Years”
■ Being able to see appealing HIPO Versus Non–HIPO Employees
future career opportunities
is the second most
important EVP attribute to
HIPOs. Yet only 14% of HIPOs HIPO Employees Non–HIPO Employees
have a clear vision of what
their careers will look like in
five years.
37% 14% 28% 16%

Disagree Agree Disagree Agree
56%
Neutral
49%
Neutral


32
Organizations’ efforts
to promote transparency
HIPOs VALUE FAIR, DIVERSE, AND STRUCTURED
in internal hiring and job
rotations have a larger
CAREER PATHS
impact on HIPOs’ career
satisfaction. Rank Order of Drivers of Career Satisfaction
■ HIPOs who are satisfied with Zone of Alignment

their career paths are 23% Higher
Impact HIGHER IMPACT ON HIPOs Diverse Career
likelier to be highly engaged.
Opportunities
Merit-Based
Internal Hiring Promotion
Transparency
Clearly Structured
Career Paths
Rank Order Maximum Impact on HIPOs’
Career Management
Training
Job Rotations
Cross-Functional Careers
to Different
Career Satisfaction
Businesses Job Stability

Best-in-Class HIPO Program
Strong Internal
Hire Preference
Fast Promotion Rate Cross–Business

Unit Careers Management
Career Paths
Tenure-Based
Promotion
Career Mentoring
Short-Term Opportunities
Competitiveness for Promotions
Non-Management Career Paths
Geographic Mobility
Lower LOWER IMPACT ON HIPOs
Impact Online Career Support
Lower Higher
CLC HR Resource Impact Impact
EVP Design Center Rank Order Maximum Impact on
Non–HIPOs’ Career Satisfaction
© 2010 The Corporate Executive Board Company. Note: The definitions and maximum impact levels of these drivers of career satisfaction are available in the appendix.
33
UNITEDHEALTH GROUP’S FACILITATED
HIPO CAREER PLANNING
OVERVIEW
UnitedHealth Group recognized that there was no standard process for actively encouraging and facilitating the
movement of high-potential employees across the business. This caused a lack of insight for high-potential employees
into available opportunities and unnecessary recruitment costs. In response, the organization created the “Facilitated
Talent Movement Process” to balance the personal career desires of high-potential employees with the opportunities for
a diverse career within the organization.
SOLUTION HIGHLIGHTS
Setting Expectations for HIPO Careers

Business leaders set the expectation for what is required to move to another position within the organization,
and HIPOs share their aspirations for what they expect from their careers.
Aligning HIPO and Business Career Expectations
Align expectations by creating networking opportunities for HIPOs and business leaders to learn about and from
each other.
Meeting HIPO Career and Business Talent Expectations
All recruitment for senior-level positions must first use the move-ready HIPO pool before initiating external sourcing.
Talent dossiers, which contain their aspirations, backgrounds, and business leader feedback from the networking
sessions, are used to identify which HIPOs are the best candidates for available positions.
COMPANY SNAPSHOT
UnitedHealth Group
Industry: Health Insurance UnitedHealth Group is a leading U.S. health insurer.
2009 Sales: US $87.1 B


34
UnitedHealth Group
overcomes critical HIPO
ORGANIZATIONS STRUGGLE TO BALANCE HIPO
career planning pitfalls
by actively setting,
CAREER DESIRES WITH BUSINESS REALITIES
aligning, and managing
the expectations of Common Pitfalls to Effective HIPO Career Pathing
HIPOs and business
leaders.
CHALLENGE
Organizations Fail to Connect HIPO Career
■ Many organizations focus
Desires to Available Career Opportunities
only on individual HIPO
career desires but fail
to meet them because
they do not actively
align business leader Pitfall 1 Pitfall 2 Pitfall 3
expectations. Organizations Surface HIPO Career Business Leaders and HIPOs Lack Organizations Fail to Connect HIPO
Desires, But Fail to Set HIPO Enterprise View of Talent and Career Desires with Diverse Job
Expectations Careers Opportunities
UnitedHealth Group’s Facilitated Talent Movement Solutions

“The worst thing to
hear is that a reason
a HIPO is leaving is a
Set Expectations Align Expectations Meet Expectations
because they don’t see the Set HIPO and Business Leader Align HIPO and Business Leader Meet HIPO Career and Business
opportunities in the organization— Expectations About the Criteria Expectations Through Managing Leader Talent Expectations
that means we didn’t know what Required for a HIPO to Be Move Exposure to Each Other by Demonstrating a Credible
they were looking for and didn’t Ready Commitment Toward Move-Ready
show them what we had.” HIPOs
Phyllis Dozier
VP, Learning and Development


All Rights Reserved. CLC6372310SYN OVERVIEW SET EXPECTATIONS ALIGN EXPECTATIONS MEET EXPECTATIONS GOALS
35
By assessing move-
ready status of HIPOs
SET EXPECTATIONS AROUND REQUIRED
first, the organization
sets business leaders’
CRITERIA TO BE MOVE READY
expectations around
HIPO mobility. Move Ready Checklist
■ The senior HR business Position Requirements (All items must be checked to be considered
partner and business leader move ready.)
use the move-ready checklist HIPOs understand when they
A leader in the target population will be able to move so they
to identify HIPOs
do not get disappointed with
in their business unit who In a HIPO pool
their trajectory.
are ready to move. Been in current position at least two years
Received performance ratings of “Meets” or “Exceeds” expectations
■ The move-ready checklist in the past two review appraisals
assesses requirements of
the position, development Development in Current Position (The more criteria checked, the more
progress, and the impact likely the person is move ready.)
of a potential move on the Current position does not provide a significant number of new
business. initiatives for HIPO.
Current position does not stretch HIPO in several aspects, which
may include accomplishing tasks outside their area of expertise,
aggressive performance targets, tight deadlines, competing agenda,
dealing with crises, and rapidly changing requirements.
HIPO does not have opportunities to teach coworkers how to do a
part of their jobs in which he or she has the expertise.
HIPO may be at risk of leaving if option of movement is not offered.
Impact of HIPO’s Move on the Business (The more criteria checked, the
Business leaders understand
more likely the person is move ready.)
that HIPOs will not be moved
Business-critical initiatives will not be jeopardized if the talent moves. without meeting requirements.
HIPO has at least one successor ready to assume the vacancy.
Impact of HIPO’s departure on his or her team can be mitigated.


36
Surface the career
desires of move-
IDENTIFY THE HIPOs THAT ASPIRE TO MOVE
ready high-potential
employees through a HIPO Career Desires and Planning Discussion Guide
candid discussion that
explores desires and
gauges interest in moving
positions. ■ What kind of work or role would you like to be doing in 2+ years?
Remove any answer bias by
having a third-party, such
■ What job families or functions are you interested in learning as the HR Business Partner,
■ While HIPOs in this more about? ask the HIPO to reveal their
conversation are deemed aspirations.
move-ready by the business, ■ What capabilities do you think you need to develop to achieve
the HRBP inquires if the that role?
HIPO is interested in moving
within the organization. ■ Where do you think you could make a greater impact? Are there
parts of the organization you feel could help you fulfill some of
■ HRBP reiterates that your skill/development needs/wants?
participation in the
facilitated talent process ■ What part of our business or the enterprise intrigues you? What
is voluntary and fluid to
do you want to learn more about? While the organization
promote HIPO candor in considers HIPOs having this
responses. conversation to be move-
■ Are there specific jobs that you want to explore further?
ready, surface their interest
in learning and potentially
■ Are you open to relocation if that was necessary to pursue your moving to a new position.
career goals?
■ Are you interested in pursuing informational networking

interviews with senior leaders across the organization to explore
career opportunities outside of your current role?


37
Align HIPO and Business
Leader expectations
ALIGN HIPO AND BUSINESS EXPECTATIONS
for what participation
in the facilitated talent
OF THE PROCESS
movement process
requires of them. Conversation Guide with Move-Ready High-Potential Employees
■ The talent broker, a Establish

Describe Align
representative from the Networking
Process Expectations
internal recruiting team, is Plan
responsible for facilitating
the career exploration of
move-ready high– potentials
throughout the organization.
Expectations of HIPOs Expectations of Business Leaders
■ The talent broker works with ■ Partner with talent broker to create an appropriate ■ Model and share the vision of UnitedHealth Group
the move-ready employees exploratory informational networking plan. and the broader business perspective.
to create a networking
plan based on their career
■ Take full advantage of any available opportunities ■ Provide in-depth information on potential segment
aspirations. and make time available to conduct the specific opportunities.
informational networking sessions. ■ Provide feedback on the move-ready talent’s
■ Hold honest conversations with the talent broker, knowledge, skills, and abilities versus business need.
The Role of the Talent Broker relevant leader, and HR Business Partner about
The talent broker, a your career interests and aspirations as they
representative of the internal change over time.
recruiting team, guides
HIPOs through the process.
However, a HRBP or a HIPO
Program Manager could also Talent Broker Communication Tips
play this role. ■ Do not promise a promotion, specific position, or a future salary increase.
■ Do not focus on the exact placement in the talent management grid.
■ Avoid using the labels “high potential” or “emerging potential.”
Access the Talent Broker
■ Emphasize that any talent grid designations may change over time.
Job Description and full
conversation guide in the
appendix.


38
Align the aspirations of
HIPOs with the needs
EXPOSE HIPOs AND BUSINESS LEADERS
of business leaders by
exposing them to each
TO EACH OTHER
other in an information-
sharing environment. Informational Networking Exploratory Discussions
Illustrative
Three Keys to Meeting HIPO and
■ By exposing senior executive Business Leader Expectations
leaders to high-potential
employees, they have a
better understanding of the 1 Prioritize Internal Talent for
Vacancies: Leverage the
caliber of talent they will get
move-ready HIPO pool before
in exchange for letting their The Role of the High-Potential The Role of the Senior Executive
initiating external sourcing for
high-potential employees Employee Leader
senior-level positions.
move to another part of the ■ Partner with talent broker ■ Support high-potential employee
business. to create networking plan. exploration and movement.
2 Actively Use Business Leader
■ Take full advantage of and be an ■ Provide talent broker timely and Feedback: Use the business
■ A high-potential employee active participant in exploratory accurate feedback on skill set and leader feedback from the
may participate in as discussions. development needs of HIPOs. informational networking
many as six informational ■ Hold honest conversations with ■ Expectation is not to manage sessions to create a better
networking meetings over
talent broker about career interests performance or become dedicated match.
the course of the year.
as they change over time. career sponsor.
3 Aim for Complete
■ Business leaders are asked Transparency: Business
to dedicate six hours a year, leaders and HIPOs have full
or approximately one hour Exploratory Agenda
transparency into matching
every other month. The Senior Executive Leader initiates conversation by: and can decline interest in the
■ Describing key areas of responsibility in their current position; and candidate or the position.
■ Recapping their work history including other jobs within the enterprise.
“The talent’s aspirations

The Senior Executive Leader asks the move-ready HIPO:
need to intersect with
■ What kinds of initiatives that I lead are you interested in understanding?
some business need;
■ What interests you about my business unit?
this is the goal of the process;
■ What kind of initiatives would you like to work on in your next assignment?
achieving this ‘sweet spot.’”
■ What other questions do you have for me?
Phyllis Dozier
VP, Learning and Development


39
UnitedHealth Group
implemented this
DRIVE HIGH-POTENTIAL ENGAGEMENT
process to increase high
potentials’ engagement
AND INTERNAL MOBILITY
and improve internal
talent mobility. UnitedHealth Group Engagement Impact Goal UnitedHealth Group Cost-Per-Hire Goal
“Lack of Advancement Opportunity” as a Reason
for Leaving the Company
Main decrease will be
due to smaller sign-on
and search cost.
(8%)
(4%)
Current Goal Year 1 Current Goal Year 1
Additional Anticipated Benefits of Facilitated Talent Movement

■ Planned Versus Ad Hoc Movement of High-Potential Employees
■ Greater Alignment of Career Aspirations with Organizational Requirements
■ Decreased Tendency for Businesses to Resist Sharing High-Potential
Employees
“The opportunity to ■ Cross-Fertilization of Talent and Ideas
change career paths is
integral to our
business. When people achieve
their highest potential, we achieve
our greatest success.”
Mike Mikan,
Chief Financial Officer


40
KEY TAKEAWAYS
3. Align HIPO and Senior Leader Expectations for Compelling HIPO Career Paths
■ Act on HIPO career expectations, don’t just surface them—Go beyond identifying individual
HIPO career expectations in one-off conversations to actually using that information to craft
a compelling career path.
■ Create a standard policy around HIPO mobility to set HIPO and business leader
expectations—To improve HIPO mobility, organizations must set transparent expectations
with the business about when and how HIPOs will move throughout the organization.
■ Build a “give-get” mentality in business leaders—Avoid talent hoarding by increasing

business leaders’ exposure to HIPOs across the business to highlight the reliable pipeline of
HIPOs available to them.


41

in Failure
47% 11% 14% 17%



42
To accelerate
development,
HIPOs HAVE A LARGER APPETITE FOR RISK
organizations should
expose HIPOs to Preference for Risk Taking
high-risk, high-return HIPO Versus Non-HIPO Employees
opportunities.
HIPO Employees
■ Rather than continuing 50%
to excel in their current Non–HIPO Employees
role, HIPOs prefer to be in

situations where they have 42%
increased accountability,
need to develop new skills, 37%
Percentage of Employees Who…
and are working for higher
stakes. 32%
30%
27% 27%
25% 25%
20%
…Prefer to be …Are Comfortable …Prefer Projects …Prefer High-Risk, …Prefer High-Risk

Accountable for with Risk Taking That Require Unpredictable Projects With
Decision Making New Skills Environment With Unpredictable
High Returns Returns


43
Organizations that meet
HIPOs’ preference for risk
HIGH-RISK, HIGH-SUPPORT OPPORTUNITIES DRIVE HIPO
and support them even
in case of failure benefit
ENGAGEMENT
from much higher HIPO
engagement. Percentage of Highly Engaged HIPOs
By Availability and Organization Support of High-Risk, High-Return Opportunities
■ Implication 1: Begin or
continue to design HIPO
Organization
B HIGH RISK, LOW SUPPORT C HIGH RISK, HIGH SUPPORT
stretch roles and projects Provides
with considerable impact Significant 1.70x
Number of
on—and potential risk to—
Opportunities 1.22x
the business that challenge
HIPOs to move beyond their
comfort zone.
■ Implication 2: Simply
exposing HIPOs to high-risk HIPO Engagement HIPO Engagement
situations is not enough. (Indexed) (Indexed)
Organizations need to
14% OF HIPOs 17% OF HIPOs
provide full support or
will face even greater High-Risk,
disengagement than when High-Return A LOW RISK, LOW SUPPORT D LOW RISK, HIGH SUPPORT
these opportunities are not Opportunities
provided. 1.43x
1.00x
Organization HIPO Engagement HIPO Engagement

Does Not Provide (Indexed) (Indexed)
Significant
Number of 45% OF HIPOs 24% OF HIPOs
Opportunities
Not Fully Supportive Fully Supportive
In Case of Failure In Case of Failure
Organization
From CLC HUMAN RESOURCES™ Support
44
CRUCIBLE ROLE IMPLEMENTATION STRATEGY
OVERVIEW
At Methanex’s annual HIPO development planning meeting, senior leaders actively manage the HIPO pipeline and
crucible role portfolio. Methanex uses dynamic criteria to ensure that crucible roles provide experiences relevant to future
leaders. HR and leaders then coordinate cross-organizational moves and cascade communications. Methanex also uses
the HIPO’s network to accelerate performance.
SOLUTION HIGHLIGHTS
Use Dynamic Criteria to Create Challenging HIPO Opportunities

Methanex uses forward-looking criteria to select which existing roles provide HIPOs with the right levels of risk and
development. These criteria also empower leaders to create new crucible roles when HIPO development needs demand
more opportunities than the current organizational structure can provide.
Prioritize HIPO Pool Development Needs in Crucible Role Matching
Methanex identifies possible crucible roles for each HIPO based on individual development needs. Methanex then ranks
the list of HIPOs for each crucible role to identify the best match. This overcomes the tendency to wait until a role
becomes vacant, which creates pressure to use crucible roles as a HIPO promotion tool.
Expand Support Networks to Drive Success in Crucible Roles
Methanex drives performance in crucible roles through the HIPO’s network. A dual-mentor approach builds on manager
relationships. Specific action items for direct reports provide further support to enable HIPOs to succeed.
COMPANY SNAPSHOT
Methanex
Industry: Chemicals Methanex is the top producer and distributor of methanol

worldwide.
2009 Sales: US$1.2 B
Employees: 895


45
Organizations struggle
to overcome three
CREATE HIGH-RISK, HIGH-REWARD
key challenges when
managing crucible roles.
CRUCIBLE ROLES
Common Pitfalls in Crucible Role Management
■ Methanex identifies crucible
roles based on two criteria:
1) pressure to deliver
results and 2) exposure to
organizational processes. Process 1 Identify Crucible 2 Match HIPO to 3 Move HIPO Into
Roles a Crucible Role a Crucible Role
■ Selected crucible roles will:
– Take advantage of HIPOs’
greatest strengths;
Pitfall Assuming current Treating crucible Creating HIPO
– Compel HIPOs to rapidly executives’ career roles as isolated support networks
develop new skills; and paths are the formula promotion with a sole focus on
– Require HIPOs to orient for future leadership opportunities by driving HIPO tactical
themselves in new work success filling vacant roles job impact
environments.
Methanex Use Dynamic Criteria Prioritize HIPO Pool Expand Support

Insight to Create Challenging Development Needs Networks to Drive
HIPO Opportunities to Proactively Match Success in Crucible
HIPOs to Roles Roles
CLC HR Resource
HIPO Rotation Toolkit


All Rights Reserved. CLC6372310SYN OVERVIEW DYNAMIC CRITERIA ROLE MATCHING SUPPORT NETWORK RESULTS
46
Leverage discrete
business challenges to
EVALUATE BUSINESS CHALLENGES TO MEET
fulfill demand for crucible
roles.
INDIVIDUAL DEVELOPMENT NEEDS
Criteria to Uncover New Crucible Roles
■ When HIPO demand
outpaces crucible role
supply, use these business- Matching HIPOs to Business Challenges
driven criteria to identify
or create positions that 1. Is there a senior position in the business unit that would At a new operating location, one
match HIPOs’ strengths and be a crucible role if its risks were divided among two or HIPO did significant upward coaching
development needs. more HIPOs? of a new-to-organization leader
and instilled company values in the
2. Is there a lack of organizational maturity at an operating workforce while running back-office
■ Dynamic crucible roles
location, within a business unit, and/or function? operations for the first time.
can be either temporary or
permanent, depending on 3. Do the leaders at this location have development needs
the specific business need. that match HIPO strengths?
■ Dynamic roles typically 4. Is there a large unique or special project that could
last three to four years and address HIPOs’ core development areas?
are most frequently used
5. Is there a high-quality people manager who can oversee
to increase organizational
the HIPO in his or her new role?
maturity at newer operating
locations and during Determining the Crucible Role’s Viability and Sustainability
acquisitions.
1. Do we need to create an entirely new position or can Methanex created a new crucible role
the new role be an aggregate of select duties relating by combining elements of four back-
to existing roles? office operations—Human Resources,
Finance, Public Affairs, and Safety—
2. Will this position be “deactivated” or be held by non–
to create “Director of Corporate
HIPOs once the HIPO moves on to a new role? Will it still
Resources.”
be a crucible role?
3. If it is deactivated, can the position be reactivated if
another HIPO needs a similar development opportunity?
4. Is the scope of the position significant enough to create
pressure to deliver, but not setting HIPOs up to fail?


47
Manage HIPOs as a
corporate asset to avoid
ASSIGN CRUCIBLE ROLES TO HIPO POOL BY
biasing crucible role
decisions toward vacant
DEVELOPMENT NEEDS, NOT PROMOTION DESIRES
roles.
Conversation Roadmap for HIPO-Crucible Role Matching
■ Methanex’s focus on HIPO Discussion Topic 1. Do the HIPO’s 2. Does the HIPO exhibit 3. Does the business
pool development needs development needs the greatest need for need more HIPOs to
ensures that crucible map to at least one the crucible role? drive results?
role matches are not crucible role?
misconstrued as short-term HIPO–Role Do the HIPO’s stated Which HIPO has the What areas of the
promotions. Fit Questions development needs strongest need for the business need a greater
match the role? role in the next 12-24 concentration of HIPOs
■ Organizations that do not months? to drive results?
Can the HIPO handle
prioritize the HIPO pool’s
the stretch required Are there other Will this role provide
development needs risk both
for the crucible role? development necessary stretch
stalling HIPOs’ leadership
opportunities that would to the HIPO without
potential and diminishing Do the HIPO’s career
be highly valuable for carrying unmanageable
their ability to drive greater aspirations align with
the HIPO? risk?
business results. the crucible role?
Is the role incumbent a
■ To prevent HIPOs from HIPO? If so, has he or she
hoarding crucible roles, maximized time-in-role?
reevaluate the development
needs of HIPOs who
currently occupy roles Development If the consensus is yes, If the consensus is yes, If the consensus is yes,
alongside those in need Outcomes move on to the second move HIPO into the role. place the HIPO into the
of crucible opportunities. discussion topic. appropriate crucible role.
If the consensus is If the consensus is no, If the consensus is

no, identify another move on to the third no, identify another
development activity discussion topic. development activity
to close skill gaps (e.g., to close skill gaps (e.g.,
mentoring, action-learning). mentoring, action-learning).


48
Structure crucible role
networks to grow HIPO
EXPAND THE HIPO SUPPORT NETWORK
change management
skills, vision-setting, and
TO DRIVE SUCCESS
independent judgment.
Typical HIPO Crucible Role Support Network
■ Methanex provides HIPOs

with two mentors to create Crucible Role Manager Crucible Role Peers
continuity in HIPO–manager Primary Responsibilities: Primary Responsibilities:
■ Manage tactical transition ■ Serve as informal mentors
relationships, speeding HIPO
time to effectiveness. issues. on specific issues.
■ Train HIPO on new job
duties. Remaining Gaps in Critical

■ Direct reports teach HIPOs
Network Support Areas
how to manage resistance
■ Change Management Support
to change, preparing HIPOs
■ External Perspective
to lead larger organizational
■ Strategic Perspective
initiatives in the future.
Teach HIPO How to Manage Provide External Perspective on Understand the Broader Impact
Resistance to Change Personal/Professional Development of the Crucible Role
Challenges
Direct Reports HIPO’s Previous Manager Line Leader of HIPO’s New

Primary Responsibilities: (Mentor #1) Operating Unit (Mentor #2)
■ Create new development Primary Responsibilities: Primary Responsibilities:
“If we’ve made the
right crucible role plan action items that ■ Serve as a mentor to offer ■ Serve as a mentor to
choice, the HIPO’s support the HIPO and use perspective on challenges support HIPO development
doing a good job and people the HIPO’s expertise to and opportunities in the in-role and steward
are seeing how much they are meet their own personal HIPO’s new role. transition process.
learning from the individual career goals. ■ Continue to serve as a ■ Integrate HIPO into local
and how much the HIPO trusted source of career leadership team.

is learning from them.” advice. ■ Provide advice on achieving
Marilyn Duggan, collective quick wins in new

Chief HR Officer role.


49
Methanex credits
crucible roles for a high
CRUCIBLE ROLES CREATE, RETAIN,
internal-fill rate for
senior positions and low
AND DEVELOP LEADERS
high-potential employee
turnover. Results of Methanex’s Crucible Roles
■ Methanex aims to fill 80% Internal Senior Leader Fill Rate Retention Rate of HIPOs (Since 2005)
of its senior leadership
positions internally to
balance internal experience > 90%
and outside ideas.
80%
20%
< 10%
Internal External Retained Non-Regrettable
Preparing Tomorrow’s Leadership Bench

Over the past ten years, 100% of Methanex’s senior executives
have been promoted internally, and the majority have passed
through at least one crucible role.


50
KEY TAKEAWAYS
4. Provide High-Risk Opportunities in a Supportive Environment
■ Look for future-focused skill sets—Designate roles as “crucible” according to their ability to
develop competencies the organization will need from its leaders now and in the future.
■ Manage the HIPO pool to optimization, not just to individual HIPO outcomes—Compare the
relative development needs of each HIPO to safeguard the best interests of the entire pool
when assigning a finite number of crucible roles.
■ Create continuity in the HIPO support network—Leverage multiple managerial relationships

to support HIPOs in crucible roles.


51
Use best practice
cases and additional
LEVERAGE CLC HUMAN RESOURCES
resources to rebuild
HIPO engagement.
IMPLEMENTATION TOOLS
Rebuild HIPO Engagement

Through Emotional Commitment
Equip Managers of Require HIPOs Align HIPO and Senior Provide High-Risk
HIPOs to Surface to Commit to the Leader Expectations Opportunities
Critical Engagement Organization for Compelling HIPO in a Supportive
Risks Career Paths Environment
Manager Retention “Talent Deal” HIPO Facilitated HIPO Crucible Role

Awareness-Building Recognition Strategy Career Planning Implementation Strategy
Checklist
Additional Resources Additional Resources Additional Resources Additional Resources

Manager Retention Low and No-Cost Career and Creating and
Awareness-Building Recognition Tactics Development Implementing a
Tool Ownership HIPO Rotational
Guidelines for
Diagnostic Program Action
Manager Support Communicating
Toolkit
Library HIPO Status Talent Broker Job
Description and HIPO Development
Conversation Guide Resources


52

The State of the
HIPO Workforce


53
APPENDIX TABLE OF CONTENTS
CLC HR’s New HIPO Management Software Solution Page 55
CLC HR’s HIPO Solution Site Page 56
Definitions of EVP Attributes Page 57
HIPO EVP Preferences: 2008–2010 Page 59
EVP Drivers of HIPO Emotional Commitment Page 61
Definitions of Career Path Attributes Page 62
Drivers of Career Satisfaction Page 63
UnitedHealth Group Supporting Resources Page 64
BT Group Supporting Resources Page 69
Survey Participant Demographics Page 70


54
CLC HR’S NEW HIPO MANAGEMENT SOFTWARE SOLUTION
Overview of CLCPro Interactive Nine-Box Resource
The most important thing an organization can do to strengthen its leadership bench is
to identify and develop employee potential at all levels of the organization.
The Corporate Leadership Council (CLC) has developed CLCPro, a Web-based
software application that manages every aspect of leadership and HIPO programs
within your organization.
CLCPro’s best practice framework, content, and workflows help your organization:
■ Identify and assess potential in your workforce;
■ Educate HR, managers, and executives in HIPO management;
■ Implement targeted development experiences to accelerate leadership performance;
and
■ Measure HIPO program effectiveness and participant impact.
Key Features
IDENTIFY HIGH POTENTIAL DEVELOP HIGH POTENTIAL EVALUATE HIGH POTENTIAL

Ongoing assessment and Best-practice development Dashboard measuring HIPO
calibration of employee framework that balances Program ROI
potential using CLC’s opportunities for formal
proprietary model, which training, on-the-job learning,
evaluates employee ability, coaching, and mentoring
aspiration and engagement levels


55
CLC HR offers a
comprehensive best
CLC HR’S HIPO SOLUTION SITE
practices resource Web
site for improving or HIPO Solution Site
forming a program
for high-potential
employees.
■ Action toolkits provide end-

to-end support in identifying
and developing HIPOs.
Action Toolkit: Implementing a HIPO Action Toolkit: Creating and Implementing

Mentoring Program a HIPO Rotational Program


56
CLC Human Resources
tests 38 EVP attributes
DEFINITIONS OF EVP ATTRIBUTES
that drive attraction and
engagement. ATTRIBUTE NAME DEFINITION
Business Travel The amount of out-of-town business travel required by the job
■ To develop an actionable list
of EVP attributes, CLC HR Camaraderie Whether working for the organization provides opportunities to socialize with other employees
reviewed a variety of sources
Collegial Work
to identify potential EVP Whether the work environment is team-oriented and collaborative
Environment
attributes. These sources
included job postings, Compensation The competitiveness of the job’s financial compensation package
company Web sites, business
press articles, consultant Coworker Quality The quality of the coworkers in the organization
literature, academic and
business research, and Customer Prestige The reputation of the clients and customers served in performing the job
interviews with CLC HR Development
members. The developmental/educational opportunities provided by the job and organization
Opportunities
Empowerment The level of involvement employees have in decisions that affect their job and career
■ A master list of more than
200 characteristics was Environmental
The organization’s level of commitment to environmental health and sustainability
compiled and evaluated for Responsibility
similarity, distinctiveness,
Ethics/Integrity The organization’s commitment to ethics and integrity
universality, and overall
ratability, leading to the Formality of Work
Whether the work environment is formal or informal
consolidated list of 38 Environment
attributes. Future Career
The future career opportunities provided by organization
Opportunities
■ This final list of 38 “Great Employer” Whether or not the organization’s reputation as an employer has been recognized by a third-party
Recognition organization
organizational attributes
can be categorized into Health Benefits The comprehensiveness of the organization’s health benefits
five categories: Rewards,
Opportunity, Organization, Inclusion/Diversity The organization’s level of commitment to having a diverse workforce
Work, and People.
Industry Desirability The desirability of the organization’s industry to the employee
Innovative Work The opportunity provided by the job to work on innovative, “leading edge” projects
From CLC HUMAN RESOURCES™ Job–Interests Alignment Whether the job responsibilities match the employee’s interests

57
DEFINITIONS OF EVP ATTRIBUTES (CONTINUED)
ATTRIBUTE NAME DEFINITION
Job Impact The level of impact the job has on business outcomes
Location The location of the jobs the organization offers
Manager Quality The quality of the organization’s managers
Market Position The competitive position the organization holds in its market(s)
Meritocracy Whether or not employees are rewarded and promoted based on their achievements
Organization Growth The growth rate of the organization’s business
Organization Size The size of the organization’s workforce
Organization and
The level of stability of the organization and the job
Job Stability
People Management The organization’s reputation for managing people
Well-Known Product
The level of awareness in the market place for the organization’s brands
Brand
Product/Service Quality The organization’s product or service quality reputation
Recognition The amount of recognition provided to employees by the organization
Respect The degree of respect that the organization shows employees
Retirement Benefits The comprehensiveness of the organization’s retirement benefits
Risk Taking The amount of risk that the organization encourages employees to take
Senior Leadership
The quality of the organization’s senior leadership
Reputation
Social Responsibility The organization’s level of commitment to social responsibility (e.g., community service, philanthropy)
Technology Level The extent to which the organization invests in modern technology and equipment
Vacation The amount of holiday/vacation time that employees earn annually

Work–Life Balance The extent to which the job allows employees to balance their work and other interests
58
In the United States,
HIPOs maintained their
HIPO EVP PREFERENCES: 2008–2010
preference for the same
set of top EVP attributes, HIPO EVP Preference Levels and Rank Order in the United States
but increased their 2008 Versus 2010
emphasis on benefits and
stability. Rank Order Rank Order
Preference Preference
of Preference of Preference
Levels Levels
EVP Attributes Levels EVP Attributes Levels
2010 2008 2010 2008 2010 2008 2010 2008
Compensation 1 1 62% 68% Collegial Work Environment 20 21 7% 8%
Future Career Opportunities 2 2 40% 50% Job Impact 21 14 6% 11%
Work–Life Balance 3 3 38% 39% Market Position 22 24 6% 6%
Organization and Job People Management 23 17 6% 10%

4 8 38% 23%
Stability
Senior Leadership Reputation 24 11 6% 12%
Ethics/Integrity 5 5 29% 26%
Organization Growth 25 27 5% 5%
Health Benefits 6 13 29% 12% Formality of Work
26 25 5% 6%
Location 7 6 27% 26% Environment
Job–Interests Alignment 8 7 23% 24% "Great Employer" Recognition 27 30 5% 4%
Development Opportunities 9 4 22% 30% Technology Level 28 20 5% 9%
Manager Quality 10 12 17% 12% Inclusion/Diversity 29 26 4% 6%
Retirement Benefits 11 22 16% 7% Camaraderie 30 37 3% 1%
Respect 12 19 14% 9% Well-Known Product Brand 31 32 3% 3%
Empowerment 13 10 12% 15% Social Responsibility 32 33 3% 2%
Innovative Work 14 9 11% 19% Organization Size 33 31 3% 3%
Product/Service Quality 15 23 11% 7% Industry Desirability 34 28 3% 4%
Meritocracy 16 16 11% 11% Risk Taking 35 35 2% 1%
Coworker Quality 17 18 10% 10% Environmental Responsibility 36 36 1% 1%
Vacation 18 29 9% 4% Customer Prestige 37 38 1% 0%
Recognition 19 15 8% 11% Business Travel 38 34 1% 2%


59
HIPO disengagement is
not being driven by a
HIPOs’ TOP EVP PREFERENCES REMAIN UNCHANGED
change in employment
value proposition (EVP) Rank Order of HIPO EVP Preferences in the United States
preferences. 2008 Versus 2010
■ The EVP consists of 38

employment attributes that
More
Zone of Alignment
have an impact—to different MORE IMPORTANT NOW
degrees—on employees’ Important
attraction and engagement Stability
The top five most valued
to an organization.
Health Benefits EVP attributes for
HIPOs remain the same:
■ In the United States, HIPOs 1. Compensation
increased their emphasis Retirement Benefits
2. Future Career
slightly on benefits and Opportunities
2010 Rank Order Importance
Respect
stability.
of HIPO EVP Preferences
3. Work–Life Balance
Product/Service Quality 4. Development
Opportunities
Vacation 5. Ethics/Integrity
Senior Leadership Reputation
Technology Level
Less LESS IMPORTANT NOW

Important
Less More
Important Important
2008 Rank Order Importance
of HIPO EVP Preferences
60
Risk taking, job impact,
and manager quality
EVP DRIVERS OF HIPO EMOTIONAL COMMITMENT
have the largest potential
impact on HIPOs’ Maximum Impact of EVP Drivers on HIPO Emotional Commitment
emotional commitment.
Maximum Impact Maximum Impact

on Emotional on Emotional
EVP Attributes Commitment EVP Attributes Commitment
Impact Impact
Rank Rank
Level Level
Risk Taking 1 37.9% Environmental Responsibility 20 21.5%
Job Impact 2 34.2% Inclusion/Diversity 21 21.4%
Manager Quality 3 30.3% Development Opportunities 22 20.6%
Ethics/Integrity 4 30.3% Well-Known Product Brand 23 20.4%
Collegial Work Environment 5 30.3% Organization and Job Stability 24 20.2%
Respect 6 27.6% Camaraderie 25 18.7%
Coworker Quality 7 27.3% Work–Life Balance 26 18.3%
Senior Leadership Reputation 8 26.9% Organization Size 27 17.2%
Industry Desirability 9 26.5% Organization Growth 28 16.5%
Formality of Work Environment 10 25.5% Social Responsibility 29 16.3%
Recognition 11 25.0% Health Benefits 30 15.9%
Innovative Work 12 24.5% Technology Level 31 15.7%
People Management 13 24.1% Job–Interests Alignment 32 15.4%
Meritocracy 14 23.3% Compensation 33 15.3%
Future Career Opportunities 15 22.5% Customer Prestige 34 14.3%
"Great Employer" Recognition 16 22.3% Location 35 14.1%
Market Position 17 22.3% Retirement Benefits 36 13.3%
Product/Service Quality 18 22.1% Vacation 37 12.2%
Empowerment 19 21.8% Business Travel 38 1.0%


61
CLC HR tests 20 career
pathing attributes that
DEFINITIONS OF CAREER PATH ATTRIBUTES
drive career satisfaction.
ATTRIBUTE NAME DEFINITION
Best-in-Class High-Potential The organization provides best-in-class high-potential employee programs

Program
Career Management Training The organization offers excellent career management training
Career Mentoring The organization arranges high-quality career mentoring for employees
Clearly Structured Career Paths The organization provides fully structured and defined career paths for each role
Competitiveness for Promotions Internal competition for promotions is intense
Cross-Business Unit Careers The organization provides numerous career opportunities in multiple lines of business
Cross-Functional Careers The organization provides numerous career opportunities in multiple job functions
Diverse Career Opportunities The organization provides numerous long-term career opportunities
Fast Promotion Rate Promotion rates at the organization are faster than average
Geographic Mobility The organization provides many opportunities to work in different cities or countries
Internal Hiring Transparency The organization clearly communicates internal hiring policies, processes, and open positions
Job Rotations to Different The organization provides high-quality job rotations to explore different parts of the business
Businesses
Job Stability The organization’s career paths offer absolute job stability
Management Career Paths The organization offers numerous career paths in management
Merit-Based Promotion The organization always awards promotions based on merit
Non-Management Career Paths The organization offers numerous non-management career paths
Online Career Support The organization offers excellent online self-service career support or resources
Short-Term Opportunities The organization provides numerous short-term career opportunities
From CLC HUMAN RESOURCES™ Strong Internal Hire Preference The organization always fills positions with internal candidates first
© 2010 The Corporate Executive Board Company. Tenure-Based Promotion Promotions at the organization are always based on tenure
62
The top drivers of career
satisfaction for both
DRIVERS OF CAREER SATISFACTION
HIPO and non–HIPO
employees are merit- Maximum Impact of Career Path Drivers on Career Satisfaction
based promotions, HIPO Versus Non–HIPO Employees
diverse career options,
and clearly structured Maximum Impact Maximum Impact
on HIPO Career on Non–HIPO
career paths.
Career Path Attributes Satisfaction Career Path Attributes Career Satisfaction
Impact Impact
Rank Rank
Level Level
Diverse Career Opportunities 1 28.4% Merit-Based Promotion 1 33.2%
Merit-Based Promotion 2 23.2% Clearly Structured Career Paths 2 25.8%
Internal Hiring Transparency 3 22.7% Diverse Career Opportunities 3 24.8%
Clearly Structured Career Paths 4 19.2% Management Career Paths 4 20.6%
Career Management Training 5 18.3% Job Stability 5 20.4%
Cross-Functional Careers 6 17.5% Internal Hiring Transparency 6 19.9%
Job Rotations to Different Businesses 7 17.5% Career Management Training 7 18.1%
Job Stability 8 17.0% Cross-Functional Careers 8 12.2%
Best-in-Class High-Potential Program 9 15.1% Best-in-Class High-Potential Program 9 11.5%
Strong Internal Hire Preference 10 12.9% Cross-Business Unit Careers 10 10.6%
Fast Promotion Rate 11 10.6% Strong Internal Hire Preference 11 10.4%
Cross-Business Unit Careers 12 10.6% Non-Management Career Paths 12 10.3%
Management Career Paths 13 9.8% Fast Promotion Rate 13 9.2%
Tenure-Based Promotion 14 9.5% Career Mentoring 14 7.5%
Career Mentoring 15 8.7% Competitiveness for Promotions 15 5.9%
Short-Term Opportunities 16 5.8% Job Rotations to Different Businesses 16 4.7%
Competitiveness for Promotions 17 5.8% Tenure-Based Promotion 17 1.4%
Non-Management Career Paths 18 5.7% Short-Term Opportunities 18 1.3%
Geographic Mobility 19 1.1% Geographic Mobility 19 1.1%
Online Career Support 20 1.0% Online Career Support 20 1.0%


63
TALENT BROKER JOB DESCRIPTION
Position Overview
The Talent Broker is responsible for the facilitation of talent outreach and career exploration of move-ready senior executives
throughout the enterprise. The Talent Broker will leverage the Facilitated Talent Movement process and tools. Accountabilities include
assisting in the evaluation of senior executive level talent and leading the development and execution of internal career exploration and
networking sessions.
The position requires excellence in executive evaluation and consultative skills to assist senior-level talent in exploring their career
interests and identifying potential opportunities that will aide the talent in fulfilling identified development opportunities. The Talent
Broker will partner closely with senior executive hiring managers throughout the talent exploration and hiring process, including
providing executive summary candidate presentations, assist in the evaluation, selection, offer, closing and administrative components
involved in making the placement/move. The Talent Broker is also accountable for managing interactions with senior-level, move-ready
talent in a manner that fosters transparency, simplicity, and respect. The Talent Broker will collaborate closely with Human Capital
Partners and external recruitment team.
Competencies
■ Exceptional executive evaluation skills
■ Ability to create credible presence quickly with senior leadership through the demonstration of business acumen as well as executive
oral and written communication skills
■ Strong executive relationship management skills, organizational savvy, and emotional intelligence
■ Strong problem solving and conflict management skills
■ Negotiation and ability to influence
■ Continuous learner with solid UnitedHealth Group business acumen and strong cross-functional knowledge
■ In depth knowledge of UnitedHealth EVP
■ Ability to multi-task and manage time effectively


64
TALENT BROKER AND HIGH-POTENTIAL TALENT
DISCUSSION GUIDE
Agenda Item Content
Set the Tone of the As you know, through our talent management process, senior leaders reviewed your performance and
Conversation and potential, including strengths and growth areas. You are seen as key talent in the company. You have
Review the Agenda been identified as someone with whom we’d like to work with to establish a networking plan that would
provide you access to senior executive leaders throughout the enterprise to assist in gathering and
sharing insights regarding future leadership roles that may evolve over time for you.
Messages to Avoid:
■ Do not promise a promotion, specific position, or a future salary increase. Do not focus on the
exact placement on the talent management grid. Avoid using the labels “high potential,” “emerging
potential,” or “role expander.” If asked about the specific Talent Grid placement, this level of leader
can be told.
■ Emphasize that any designations are based on an “opinion” at a “point in time” and that these
designations may change over time.
Describe FTM Process The next steps in the facilitated talent movement process would involve the following:
at a High Level 1. Complete informational networking sessions with senior executives in other parts of the enterprise.
You may have as many as six over the next year. I will arrange those meetings for you.
2. You will debrief with me after each meeting.
3. As job openings emerge that may be a good fit for you, I will be in contact with you, your HCP,
and your current leader and arrange the formal interview with the hiring manager. The process for
interviewing as an internal candidate is then followed.
4. If movement occurs, you would be assigned a Career Sponsor to ensure assimilation is successful
and to aid in achieving your development plan.


65
DISCUSSION GUIDE (CONTINUED)
Agenda Item Content
Highlight Benefits Participating in FTM process will:

of FTM Process ■ Increase your knowledge of the enterprise;
■ Assist you in building your internal network of relationships further;
■ Give you greater visibility with selected senior leaders;
■ Increase the possibility of you moving to a new role within the enterprise within the
next 12 months; and
■ Mean that your career information will be shared with senior leaders.
Manage Expectations Participating in the process does not mean:

■ You will be hired into another position;
■ You will be promoted; or
■ Your compensation will be affected.
Communicate Support Your manager supports you in this process; as your broker, I am here to assist you in getting exposure
throughout the enterprise and to assist in developing your career (this may or may not mean leaving your
current job). If you have concerns at any point in the process, feel free to discuss with me, your current
leader, or your HCP.
Review Expectations It is your responsibility to:

of Talent ■ Partner with me to create an appropriate exploratory informational networking plan;
■ Take full advantage of any available opportunities, and make time available to conduct the
informational networking sessions; and
■ Hold honest conversations with me, your leader, and your HCP about your career interests and
aspirations as they change over time.


66
(Continued)
Agenda Item Content
Explore Career I’d like to confirm a few things with you (as discussed with your HCP):
Aspirations ■ The kind of work or role you would like to be doing in two years…
■ The parts of the enterprise you are interested in learning more about…
■ Specifically, some positions that you want to explore further are…
■ The capabilities you think you need to develop to achieve the role…
■ Where you think you could make a greater impact
■ The kinds of projects or work you feel could help you fulfill some of your career objectives…
■ Strengths you want to leverage and areas you want to build skills include…
■ You are/are not open to relocation…
Review Career Work Review key responsibilities, career highlights, and key decisions made within positions and companies
History and Major the Talent has worked for—starting with UnitedHealth Group work history working back through
Accomplishments Talent’s career.
Broker will take notes in CRM tool, documenting to assist in completing the Talent Dossier.
Establish Networking Based on what you have shared with us through the process we recommend you meet with senior
Plan executives in the following business segments and divisions.
■ Has your work history afforded you the opportunity to previously meet, work, or network with any of
these senior leaders before?
■ Are there time limitations within your current schedule or business plan? What time frames work best
or need to be avoided? Highlight any concerns you have regarding timing, including critical business
issues, upcoming key events, etc.


67
(Continued)
Agenda Item Content
Get Agreement on Plan I’d like to confirm a few things with you (as discussed with your HCP):
■ Does this plan align to your interests and available time?
■ Are there other leaders/business segments we have missed that you would like to consider?
■ What questions do you have regarding the process or your role in it?
At any point you can opt to discontinue the exploratory process of informational networking interviews
and remove yourself from the process without consequence.
If the Talent Does Not ■ Be straightforward: remind the talent that participation in this process is never guaranteed or even
Want to Participate always expected or desirable.
■ The process is intended to be fluid.
■ Be supportive: recognize the talent’s strengths and provide support for making improvement.
■ Opting out of the process does not mean the talent is not important to the business.
■ Inform the talent that their development should continue even if they are no longer in the process.
■ Career conversations are considered confidential.
■ Thank the participant.
Prep for Informational Keep in mind you are not interviewing for the position; your purpose is to gain insights about roles/
Sessions business areas that are of interest to you. Consider your strengths, interests, and career goals, and
develop a list of questions you would like to ask the business leaders.


68
ANNUAL HIPO SURVEY
ABOUT YOU....
1. You are part of the HIPO pool; are you aware of this?
YOUR EXPERIENCE OF BEING PART OF THE HIPO POOL....
2. One element of the “talent deal” is the opportunity for you to have a career discussion or review with
someone other than your line manager. Are you aware of this?
3. What if anything, would make the career discussion or review more effective for you?
4. Please rate the effectiveness of the development opportunities you have taken advantage of this year.
5. Please rate the effectiveness of the various network interactions you’ve had in communicating the key
Talent messages throughout the year.
6. Overall, how satisfied are you with the development support you have received so far this year?
7. What actions have you taken to progress your career?
8. Do you feel you have sufficient visibility of career options to progress your career in the business?
9. To what extent do you believe that being on the HIPO pool will help your career prospects in the
business?
TELL US A LITTLE MORE ABOUT YOURSELF....
10. Do you have a personal development plan?
11. How confident are you that you will stay at the organization for the next five years?
12. How long have you been in your current role?
A COUPLE OF MORE QUESTIONS ABOUT YOUR HIPO POOL EXPERIENCE....
13. Overall, please rate your experiences to date of being a member of the HIPO pool?
14. What is the one thing that would significantly increase your satisfaction with being in the HIPO pool?
AND FINALLY....
If there are things we haven’t covered in the survey that you would like to highlight, or you have some
suggestions you would like to share with us, please feel free to let us know.
Also, please complete the following (optional):
Your Name:


69
The analysis in this
presentation draws from
SURVEY PARTICIPANT DEMOGRAPHICS
a diverse sample of
survey responses. Industry Function
1% 13% 3% 7%
■ CLC HR analyzed more than Other Consumer Goods Technician Admin Support
130,000 survey responses 10% 3% 3%
Manufacturing 3% Supply Chain/ Corporate
across different industries, Professional
2% Logistics
functions, and geographic Services 7%
Real Estate and
regions. Construction 11% Customer Service
2% Sales
10% 1%
Pharma and
Government, 3% Communications
■ HIPOs account for 14% of the Health Care
Education, and Retail
overall sample. Non-Profit 5%
3% 4% Engineering
4% Transportation R&D and Design
Retail and
Restaurant 3% 12%
11% Quality Control Finance/Accounting
6% Technology
Oil, Gas, and Mining 2% 5%
32% 3% Procurement HR
Financial Services Utilities
15% 10%
Operations IT
2% 4%
Manufacturing Marketing
High-Potential Status Geography

8%
23% Africa
United States
14%
High-Potential 15%
Employees 8% Asia
86% United Kingdom
Other Employees and Ireland 7%
Australia and
1% New Zealand
Middle East
2%
21% Canada
Continental Europe 15%
Central and
South America

70
CLC HUMAN RESOURCES™
CORPORATE
LEADERSHIP
COUNCIL


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CLC HUMAN RESOURCES™

CORPORATE EXECUTIVE BOARD

The Disengaged Star

Four Imperatives Appendix:

From CLC HUMAN RESOURCES™

© 2010 The Corporate Executive Board Company.

■ HIPOs also contribute Non-HIPOs HIPOs High Performers HIPOs

From CLC HUMAN RESOURCES™

From CLC HUMAN RESOURCES™

© 2010 The Corporate Executive Board Company.

■ The vast majority—93%—

1 Is the HIPO workforce more at

© 2010 The Corporate Executive Board Company.

No Change in Aspiration Level1 Decreased Engagement2

■ “Engaged dreamers” have a

■ “Disengaged stars” have high 2008 2010 2008 2010

Three Key HIPO Questions

1 Is the HIPO workforce more at

2 What has changed about HIPOs 2008 2010

3 How can organizations reduce

with High Rational

■ Non–HIPOs’ discretionary effort

3 How can organizations reduce

■ More HIPOs avoided HIPO Employees

■ HIPOs’ broader networks 51%

Three Key HIPO Questions

1 Is the HIPO workforce more at

2 What has changed about HIPOs

3 How can organizations reduce

From CLC HUMAN RESOURCES™

© 2010 The Corporate Executive Board Company.

■ The rise in retention impact

Maximum Impact (Indexed)

Maximum Impact (Indexed)

2008 2010 2008 2010

Three Key HIPO Questions

1 Is the HIPO workforce more at

2 What has changed about HIPOs

3 How can organizations reduce

From CLC HUMAN RESOURCES™

© 2010 The Corporate Executive Board Company.

■ Organizations also need

Three Key HIPO Questions

1 Is the HIPO workforce more at

3 How can organizations reduce

From CLC HUMAN RESOURCES™

© 2010 The Corporate Executive Board Company.

■ Other top drivers include a 35%

Maximum Impact of EVP Attribute

Three Key HIPO Questions a u

© 2010 The Corporate Executive Board Company.

The Number of HIPOs Has Fallen by 48%

Imperative #1 Imperative #2 Imperative #3 Imperative #4

From CLC HUMAN RESOURCES™

© 2010 The Corporate Executive Board Company.

Four Imperatives Appendix:

From CLC HUMAN RESOURCES™

© 2010 The Corporate Executive Board Company.

The Number of HIPOs Has Fallen by 48%

Imperative #1 Imperative #2 Imperative #3 Imperative #4

From CLC HUMAN RESOURCES™

© 2010 The Corporate Executive Board Company.