Leadership Excellence 1.pptx

Leadership Excellence
NOVEMBER 2023

EPAM Proprietary & Confidential. 2
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02
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Introduction
Leadership Excellence programs overview
Our purpose and vision
05
Our network
The context

The Context
The current world and business context is characterized by digital transformation, sustainability and social responsibility, demographic changes,
and geopolitical risks. Businesses must be aware of these and other trends in order to adapt and succeed in an ever-changing environment.
• Economy downshift & persistent inflation
• Ongoing geopolitical instability
Russian-Ukranian war resulted in EPAM location distribution & global supply constraints.
• AI expansion
Changing the pace and nature of digital transformation, affecting the structure of the workforce; business
is rapidly adopting AI for its ability to scale and lower costs, to absorb and process enormous amounts of
data, and to help make better decisions.
Companies must develop socio-emotional skills among technology specialists to open their minds to
problem solving in a creative way. Professionals without interpersonal skills (e.g. to deal with conflicts in
teams, motivation etc.) are at risk of being replaced by AI. Emotional intelligence, organizational
expertise, critical thinking, moral judgment, and creative skills can all be applied to business leadership
and decision-making only by humans. Business leaders can leverage AI today to increase agility and
facilitate the implementation of innovative ways of digital transformation within enterprises. Leaders
should be ready to integrate AI in the work of teams/manage augmented teams.
• Workforce reshaping
Talent is scarce and expensive. While there are massive layoffs, top talent is still difficult to attract;
increased competition for talent over the next 6 months. Larger technology companies, which are seen as
safe havens, poach talent critical innovation.
Being agile and adapting skills development programs to future demands, training in the flow of work,
and reimagining the work roles. The introduction of AI across all areas is leading to large disruptions to
the workforce. There is likely to be a need for large investments in training, either to develop the new
skills (upskilling) required for existing jobs that are being redesigned due to AI or for new jobs where
there is growing demand for workers1, including developing HiPos.
Attrition will remain high for in-demand roles in 2023.
• Health & Wellness
The pandemic has brought a new focus on health and wellness. It is heightened by
an awareness of global instability. While the rates of burnout, anxiety, and
depression are at record levels, businesses are expected to continue investing
in initiatives to promote health and wellness in the workplace, such as remote
wellness programs, flexible schedules, and mental health support2. This focus
on nurturing employee well-being is critical to developing workplace resilience.
Political turmoil and tensions affect Leaders’ and employees’ well-being.
Access to support and emotional regulation skills.
• Remote & hybrid work
It continues to affect employee well-being, engagement and productivity.
Companies are expected to adopt hybrid models that incorporate remote,
and in-person work in the future.
• Sustainability
Sustainable business models have the potential to unlock $12 trillion in new
market value (World Economic Forum, 2019); customer and talent awareness is
rising, business needs to meet the expectations of customers and talent; climate
change catastrophes reinforced by unsustainable business practices disrupt work
and take lives in a wide variety of locations, including developed countries &
emerging markets, but with developing low-income countries suffering more.
According to the World Bank, more than 140 million economically disadvantaged
people from Sub-Saharan Africa, South Asia, and Latin America will be forced to
migrate internally due to climate change impacts including water shortages,
decreasing agricultural productivity, and rising sea levels (floods) by 2050.

PAST TRANSITION FUTURE -???
Hierarchy by structure
Characteristics
Formality, Procedures, Expert
Approach (Head), Top-Down
Designed for:
• Reliability
• Repeatability
• Control
Not optimized for:
• Agility
• Adaptability
• Speed
Acceleration
• Create a sense of urgency around a Big
Opportunity
• Build and evolve a guiding coalition
• Form a change vision and strategic initiatives
• Enlist a volunteer army
• Enable action by removing barriers
• Generate (and celebrate) short-term wins
• Sustain acceleration
• Institute change
Platforms & ecosystems
• providing the infrastructure and intermediation
between different groups
• extracts the data and uses it to improve service
products, and gain an advantage
• promoting and nurturing a permanent flow of
innovations
Agile by structure:
• Dual (best parts of Hierarchy + Network)
Remains reliable and efficient, becomes fast and agile
• Exponential
- Leveraging new technologies
- Emphasizing openness and transparency
- Building communities and ecosystems around their products and services
- Using platform-based business models
- Decentralizing decision-making and empowering employees
- Focusing on experimentation and rapid iteration
- Embracing a culture of continuous learning & innovation
- Using data and analytics to inform decision-making and drive growth
- Collaborating to achieve shared goals
- Aligning organizational purpose with social and environmental impact
Designed for:
• Resilience
Able to absorb the shocks and turn them into opportunities to capture sustainable, inclusive growth
• Disruption
Find an innovative way of doing business in an existing sector or is creating
a new market and in the process, is shaking up the status quo
Modern Organizations
Transitioning to agile organizations involves a shift in the way work is done, from traditional hierarchical structures to more flexible and adaptive
structures that prioritize collaboration, customer satisfaction, and continuous improvement.

We support organization
We are together with EPAM leaders ensuring the company's resilient and ambitious growth by helping to find and develop
talent, navigate complex environments, define purpose and meaning, boost people's potential and progressive mindset,
reinforce EPAM culture. Whatever world and time brings us, we ensure the organizational structures and leaders
competencies will maintain sustainable continuous growth and advance to achieve business goals.
O u r p u r p o s e

Forms of Organizational Structures
• As a structure, it is just a network. Very alive, powerful and dynamic.
• Impossible to accurately pin down or map.
• Politics, coalition-building, intrigue – all arise from Informal Structures.
• Informal Structures happen in any social structure, in any human
interaction.
• They can be mapped as “clouds” of interconnected individuals, with
varying numbers of links to others .
• As a structure, it is neither networked, nor complex, but it is necessary.
Formal Structure, as a pyramid of departmental roles, interconnected by
direct line ‘reporting’ relationships (org.charts) offers a clear ‘chain of
commence’ Very Good for : Compliance with the law.
Power: Influence, or Power of
Social Relationship
Power: Hierarchy, or Power of
Positions
Compliance enforcement from
top down …

Leadership Development function at EPAM
• Programs for Engineering Managers
• Establishing Leadership and Soft Skills
Competency Center
2021
• Program for Account Managers
• Consulting skills Programs
• DM University
• Forming Learning Path for key roles
• Leadership and Soft Skills Competency matrix
2020
• Introduction to Management
• Strategic Resource Management Program
• Delivery Management School
• Negotiation courses
2017
• Managers Mentoring scaling
• Leadership Essentials
• Courses by Mid and Sen
• Leaders by external vendors
2018
• RM School and Programs for HRs
• In house Programs for Middle Managers
2019
• Psychometric Leaders evaluation
• HiPos development programs
• ROI Learning program evaluation
• DEI learning portfolio
2022
Leadership Excellence
function was created
Research and
Development projects
Introducing project-based
and self-directed learning principles and
programs globalization
Leadership Development Training
Unit was created as part of L&D
Moving learning solutions
Into blended format
Launching learning programs
for Account Managers
2023

Leadership Excellence Framework
LEADERSHIP STRATEGY
Strategy is global and in line with business and external trends – Strategy is integrated in EPAM People Management Strategy
LEADERSHIP SKILLS AND CAPABILITIES
Core Values are reinforced – Leadership & Soft Skills Matrix is being maintained - Role requirements are up to date
LEADERSHIP LEARNING & DEVELOPMENT PORTFOLIO
INFRASTRUCTURE
Frameworks and concepts based on the latest tech trends and tools – Systems integration
LEADERSHIP BRAND & CULTURE
Culture is reinforced - Networks are enabled – DEI and Well-being are promoted
HIGH POTENTIALS
CURRICULUM DESIGN AND DELIVERY
Business and Culture Alignment – Comptencies/Capabilities development – Core Values Reinforcement
FORMAL
eLearning – Blended Online – F2F - Mentoring – Coaching - Simulation
INFORMAL
Buddy programs – Action Learning – Rotations & Extra Miles
PORTFOLIO DEVELOPMENT STRATEGY
Knowledge Management: content curation and KB space SMEs: internal networks of SMEs, content generation engagement, external vendors
DEVELOPMENT
SOLUTIONS
GOVERNANCE
&
MANAGEMENT
Executive
Sponsorship
–
Steering
Committes
-
Perfomance
Consulting
–
Change
Management
Facilitation
–
Global
&
Local
Implemenation
METRICS
&
ANALYTICS
Talent
Management
Dashboard
–
Benchmarking
(LD
trends
exploring)
–
Business
Impact
(ROI)
SENIOR LEADERS
Managing a Function
EXECUTIVES
Managing an Enterprise
LEADERSHIP ASSESSMENT, SUCCESSION PLANNING AND PROMOTION
Key org roles have successors – All successors have development plans – Promotions are being planned – Attrition is managed in cooperation with HR
MID-LEVEL LEADERS
Managing Others Managers
FRONT-LINE LEADERS
Managing Others
EMERGING LEADERS
Managing Self

We are the professionals on whose expertise and advice
leaders/teams can rely in navigating complex
environments. We examine/assess current situation
and proactively suggest vision for leadership
development and growth.

Leadership
Excellence
Programs

Leadership Excellence Portfolio
Organization Development
Competency Center
Culture reinforcement
Succession Management
HiPo Development –
Next Gen Leaders Program
Leaders’ Evaluation
Leadership Coaching Leadership Training
Leadership Promotion
Process
Diversity, Equity & Inclusion
Training Portfolio

- Pilot with Global Education and Global Delivery (Volha
Shalushkova and Yury Antaniuk organisations)
Succession Management for Org Roles
The goal of the Succession Management program is to support the
implementation process of succession management mechanism at
EPAM to ensure the continuity of the company's success through
developing a pipeline of skilled individuals who can step into critical
roles when needed.
• Absence of an established procedure for succession management
for org roles
• Excessive dependence on external recruitment
• Inability to recognize possible successors
• Absence of a structured method to develop high-potential
individuals for future roles
• Lack of diversity and potential bias
Initiation
Meeting
Org Design
Discussion
Roles &
Nominations
Launch of the
Supervision
Talent
Committee
Development
Program
Monitoring
and evaluation
Review of
Results
1
2
3
4
5
6
7

• Retain key employees in the company through engagement and
development activities
• Prepare HiPos for closing of key positions at EPAM
HiPo Development – Next Gen Leaders Program
The Next Generation Leader Program focuses on talent development, leadership
skills and career growth to ensure that our high potential employees are able
to reach their career goals. It will help you gain valuable leadership experience,
develop your skills so you can be more successful at EPAM and prepare you for
future roles within the organization
Program pilot in the countries
under Volha Shalushkova's responsibility.
• Focus on scale
• In the months of October-November 2023,
development opportunities will be extended to the
HIPO employees of EPAM GLobal Education

http://www.epam.com/
Estimations
Up to 7 months Learning activities:
• 14 hours of training sessions
• 3 hours of action learning session
• 3 hours of meetings with Senior Leaders
Program's projects workload:
• Project's team working on their self-
pace/own schedule
On average per week:
• 1,5 hours learning activities
• 1 hour of work on the program's projects
B1 – B3 EPAM managers
B1 – B3 EPAM managers

Better evaluation and deeper knowledge about a leader's personality, strengths
and growth zones serve as a solid base for better placement, retention, and
development of leaders. Psychometric assessment allows to define better
cultural fit among candidates and employees and creates additional input for
decision making along with interviews, performance, and career aspirations.
EPAM operates two psychometric assessments:
- Best EPAM-fit leadership evaluation
- High potential employees evaluation
The products are hosted at the testing platform with
access to instant reports of respondents and feedback.
Leaders’ Evaluation
Develop and implement a solid system of psychometric assessment to amend
existing evaluation and development processes at EPAM to lower attrition
among leadership and high potential employees.

Program Overview
At EPAM we value the scientific approach and strive for reliable results for better selection and decision-making in placement, we use psychometrics
for the identification of traits that link to leadership behavior and job performance. We rely on the Big Five Personality model – one of the latest and
most studied personality theories. Neuroscience has identified neural correlates of the five factors on a cross-cultural basis.
We assess EPAM best-fit competencies based
on company's organizational values and specifics (fast
growth, orientation at results, diversity, and
multiculturality).
Up to prediction of the job behavior
Take the test

For the NextGenLeaders Program we introduced an
assessment of the traits that represent a person's most
prominent strengths and less developed areas that can be
recommended to consider for development.
Request a demo
Personality traits evaluated in the course of psychometric assessment
have a strong correlation with performance and work behavior and serve
as a solid base for th development of competencies:
Driving change and innovation
Empirical decision making
Teamwork and collaboration
Resilience
Continuous learning
growth mindset
Facilitation and moderation
Emotional intelligence
Program Overview Similar approach was implemented for Hhe HiPo Women Program where program
competencies are assessed through the course of psychometric tests. The feedback refers
to work behavior within the program competencies and is instantly presented to the
participant.

• Lack of a more structured and rigorous process (as well as
mindset) that ensures the availability of sustainable leadership
roles and makes sure we promote individuals who are qualified
and well-matched for those positions.
• Lack of transparency when it comes to leadership promotions,
expectations and evaluation process.
Leadership Promotion Process
There is a leadership promotion process in place already, yet, we are seeking to
develop an enhanced and refined process, along with a supportive mindset, to address
the program goals. Our aim is to build upon existing practices and create an even
stronger process that effectively identifies and advances qualified candidates to
leadership positions within the organization.
Current initiatives include but are not limited to the following:
• Leadership Promotions Review Cycle Management
• Exceptional Cycle 2023 – Completed
• Winter 2024 Cycle – In Progress
• Leadership Level (B4+) Expectations – in progress
• Overall leadership personas expectations/descriptions – completed
• Leadership Roles and Expectations by org – in progress
• Leadership Promotions Dashboard
• For Org Team – completed; (backlog in progress)
• For other teams – TBD
• Requirements by Discipline – TBD due to dependencies.
• Integration with Assessment portal to support the process – in progress
The goal of this process is to transparently select qualified
individuals for leadership roles, ensure fair opportunities for career
advancement and maintain the sustainability of leadership roles.

*The cycle is a bit different for B4 level that is eligible for Assessment as they also need to go through Assessment process.
Promotion Case
Submission
Additional artifacts
collection
Review & Calibration
(within the org)
Review & Calibration
(global)
Final Decision
Career Planning
Succession Planning
Checking
Competency
Requirements
Learning and growth
Performance
Evaluation
Confirming readiness
to the next level
Leadership Promotion Process Overview

• Grow to Lead
• Leadership Essentials
• Mastering Change
• Career Journeys
• and more…
• Skill and Career Advisory
Service
• Managers’ Mentoring
Program
• Coaching Service
• Buddy Programs
• Programs for Account
Managers
• Programs for Delivery and
Project Managers
• Programs for Engineering
Managers
• Programs for Resource
Managers
• Programs for HR
Professionals
• Programs for Talent
Managers
• and more…
• Client Communication
• Negotiations
• Consultancy
• Leading Remotely
Leadership Training Portfolio
https://kb.epam.com/display/EPMLND/Leadership+Skills

01
02
03
04
May 2023
August 2023
November 2023
February 2023
Plans for 2023, 2024 – Four
Cohorts launching in:
Last few years showed that EPAM Leaders are resilient and can effectively deal with
a variety of complex challenges like Covid-19, accelerated growth, BCP with major
HC re-distribution and increased uncertainty, both internally and externally.
But constant stress and very limited professional and emotional support leads to
burnout and decline in the performance. The best performing leaders are usually
affected the most due to their exceptional commitment to deliver results and
support their teams.
We need more high performing and high potential leaders who are emotionally
mature and equipped to support further growth and transformation.
Enhance the growth of high potential B4+ leaders to thrive through
organizational transformation and rapidly changing uncertainties by building
mission critical mindsets and behaviors that increase performance and
productivity.
Leadership Coaching

Program Overview
SERVICE DESCRIPTION
Main: Extras:
Three months of unlimited coaching
Whole Person Model assessment (a psychometric
assessment used for coaching, content, and
engagement matching)
Periodic Reflection Points to qualify and measure
progress, as well as further growth opportunities
360 or 180 feedback
Microlearnings
On demand workshops
Unlimited access to 12 specialist coaching groups:
Working Parents, Well-Being, Nutrition, etc
TIME EFFORTS FROM PARTICIPANTS
3months
program duration
4sessions
Recommended per month
30-45min
Coaching session duration

Diversity, Equity and Inclusion at EPAM - Leadership
Excellence Program - EPAM Knowledge Base
• Diversity & non-biased recruitment
• Development, recognition, growth of diverse talent
• Retention of diverse talent
• High-performing innovative diverse teams
• Culture of allyship & commitment to DEI
• More women in senior management roles
• Inclusive leadership DEI Awareness
• DEI Foundations self-study
course (All)
• Diversity Recruitment self-study
course (TA professionals)
Bias Awareness
• Bias in the workplace
foundations self-paced course
(All)
• Running Productive
Conversations on
Bias (RMs)
Inclusive Collaboration
• Inclusive collaboration in
diverse teams, creating
inclusion & belonging (RMs)
• Creating culture of Allyship self-
study course (All)
• Storytelling Campaign
(reinforcement)
Allyship/Advocacy
2023
2024
• *Portfolio reinforcement: LinkedIn DEI collection curation + DEI collection newsletter
• to offer training for employees of different levels, roles, and functions
• to reflect our people and business needs
• to consistently develop among our employees key DEI competencies: DEI
Awareness, Bias Awareness, Inclusive Collaboration, Allyship/Advocacy, Integrity
• to link education to:
o international standards and principles (ISO 30415:2021DEI in Human
Resource Management etc.)
o employee journey,
o EPAM work-related situations.
• DEI Competencies in Skillo & Level UP as core Leadership & Soft Skills
Diversity, Equity & Inclusion Portfolio
DEI & Bias Awareness Programs for Women
• For all women
• For HiPo Women

DEI Portfolio Scope in 2023-2024
EPAM’S FOCUS IN 2023-2024
Women, A1-B1 Women, B2-B3
Women, B4-B5 Women, C level
• Navigating Gender-Bias & Thriving at Work self-paced course
Coming November 2023
• Women Networking Circles - available globally
• #IamRemarkable Workshop (available globally)
• Coaching (external) - With questions, please
contact OrgLeadershipExcellence
• Mentoring (within Managers' Mentoring Program)
• HiPo Women Advocacy Program - Pilot launch in
November 2023 (Globally)
• Program for HiPo Women - Pilot launch in November 2023
• Women’s Coaching (internal) - as part of Program for HiPo Women
• Mentoring (within Managers' Mentoring Program)
• Women Networking Circles - available globally
• #IamRemarkable Workshop (available globally)
• Executive coaching (external)

DEI Program updates
THE GOAL:
to raise awareness on DEI and its importance at work, build understanding of DEI culture enablers and barriers, and
equip with approaches and tools to cultivate DEI in the workplace.
DEI/Bias Awareness competency
DEIB Foundations self-study course
is on Learn
(for all employees)
Diversity & Anti-Bias Recruitment
self-study prepared for TA
professionals
162 employees enrolled
Rating: 4.8
Will be promoted
among TA/Recruitment teams, SME
review stage
Programs for Women
#IamRemarkabke workshop
(women, A1-B3) Learn
Empowerment, Belonging, Well-being
Women Networking Circles
Program for HiPo Women Leaders (NA)
(women, B2-B3) Kb page
Leadership Development & Visibility
7 months: Training, projects, coaching
HiPo Women Advocacy Program (Globally)
(women, B4-B5)
6 months: Visibility, exposure to strategic
networks, assignments & advising
Learning path for Allies for Women
Getting Ready to Become an Ally
for Women: a Mentor, a Coach,
a Sponsor, an Advocate.
Provided to Sponsors, Mentors, Coaches, Women@EPAM community
& their allies, upon request
Women Networking Circles Facilitators School
• Pilot in NA for 25
HiPo women.
• November: Nomination
stage
• Global Pilot.
• November: Nomination
stage
• + 19 certified facilitators
• 20+ workshops delivered
& scheduled (Sept-Nov)
• 26 facilitators
NA, LATAM,
GUKKA, APAC,
India, Europe
NA, LATAM,
GUKKA, APAC,
India, Europe
• 104 women
Going Global/At Scale
New Programs for HiPo
Women!
Allyship/Advocate

Research and Development

• Leaders implement changes and navigate transformational processes based on
their own experience and/or intuitively. Overall, the organizational
development efforts within company are taking place fragmentarily, without
common vision and approach.
• There was a number of initiatives and experts working on organizational
development related tasks in different parts in EPAM autonomously, so little
or no knowledge exchange and cooperation is established.
Strategic and OKR planning facilitation sessions – ongoing
Strategic and OKR plannings sessions as a service: pool of
facilitators is trained, KB page to request
Organization Development Cycle guide for facilitators – in
progress
Alignment and collaboration across the company:
• Pavel Golenchenko, Strategy Consulting
• VCN and Network Enablement team
• Organizational Change Management Competency
Center: "Mastering change" program
Organization Development Competency Center
To empower leadership to effectively navigate organizational transformations in
EPAM and for our customers.
As result, we'll have managers continuously improving company's performance,
implementing changes smoothly and effectively, and support systems in place

Program Overview
Org Dev Cycle Org Dev Services
Org Dev competency
development
Strategic planning and
OKR planning
Strategy implementation
and change management
Org diagnostics
Org structure review
Competency building
for facilitators
Competency building
for managers
Ongoing
2023
In progress
2024
Training course on strategic sessions facilitations
(2nd run, 2023): 24 participants (People Partners,
L&D, Delivery)
Now: L&D programs: change management
("Mastering change"), network mindset, strategy
building and change mgmt. in Next Generation
Leaders' 2023
Planned for 2024
Organizational Transformation and Organizational
Dev cycle description (KB page)
Initiation
Diagnostics
and Task
Definition
Planning
Implementati
on
Evaluation
and change
reinforcemen
t

EPAM has entered a unique moment of our cultural journey, where we are
seeing an influx of new employees and a global cultural shift has
also redefined how employees expect to work and what they look for from their
employers. This has resulted in discrepancies between the representation of
EPAM culture across the different levels, geographies, and functions.
Culture Reinforcement
Define and Envision EPAM Culture story & Communication strategy with specific
and contextual touch points that are built on the existing cultural values
and represent the global EPAM employee makeup.
1
Build an understanding of how EPAM’s mindsets,
values, and pillars currently resonate with new
and existing employees and how current cultural
assets are leveraged
2 Take stock of what the current organic culture is
and analyze gaps and opportunities
3 Define a future for EPAM Culture that
acknowledges regional differences that new and
existing employees can relate to, socialize, and
find pride in

Culture project team members continue their work as part of the ETF initiative to
define the cultural aspect of the company's transformation. This work is
conducted collaboratively, integrating the findings from cultural research and
contributions from initiative participants.
Culture Reinforcement
Project
We analyze the data collected and collaborate with People Survey analysts to
explore different data interpretation and presentation methods. The result will be
a comprehensive report examining patterns and regularities in employees'
cultural experiences.
We maintain continuous communication with various teams and initiatives across
EPAM by sharing the results of cultural research in the form of tailored
presentations. The objective is to inform colleagues about the insights from the
research and the current state of the culture while also exchanging thoughts,
ideas, and concerns on this matter.

Feel free to reach out to OrgLeadershipExcellence
in case you have any questions, comments or
would like to learn more about Leadership
Excellence services.

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