CBA Talent Management

1. TALENT
MANAGEMENTGoing places together
Developing our people
Enhancing our business

2. CONTENTS
The Importance of Talent Management 04
Assess, Calibrate Take Action 05
Talent Grid 06
Potential Elements 08
People Capabilities 09
How Critical is the Role? 10
Retention Risk 11
Take Action 12
Talent Management is ‘Always On’ 13
“The pace and quality with which you
develop your team, and manage talent,
is a crucial factor in determining the
Group’s success today and well into
the future and your effectiveness as
a leader.”
Ian Narev
Chief Executive Officer
Commonwealth Bank Group

3. People are our greatest
asset. As leaders we play
a key role in helping them
realise their aspirations
and potential
It also helps them develop
critical new skills, prepares
them for leadership roles
and creates diversity in
management levels
Why do we use the
Assess Calibrate
Take Action, or A.C.T.,
process to guide our
talent management
goals?
We Assess to review
team member’s experience,
aspirations performance
to assess their potential.
This will inform their
talent rating
We Calibrate to gain
a collective view of talent
agree development
actions through a robust,
objective discussion as a
Leadership Team meeting
We Take Action to maximise
potential and leverage
capability through targeted
development aligned to
business needs
So when should I A.C.T.?
The best leaders are
always looking for
ways to develop their
people and enhance
the organisation so we
can go places together
Which helps the business
be the best it can be, makes
it a talent magnet and a place
we’re proud to work
Let's talk about the importance of
TALENT MANAGEMENT

4. Assess
Calibrate
Take Action
ASSESS, CALIBRATE TAKE ACTION
Assess
In the first step, managers are asked to evaluate their team
members in preparation for a talent review meeting.
• Managers reflect on:
–– Previous conversations
with their team members
around career aspirations
and motivations
–– Performance against
demonstrated capabilities
–– Level of potential
–– Readiness for other
opportunities
• Managers access the talent
task via PeopleLink to:
–– Review a team member’s
career profile
–– Enter key observations
around potential, retention
risk, role criticality, areas
of strength, areas for
development and overall
talent rating
This information from talent task is then consolidated in preparation
for talent review meetings.
Calibrate
Facilitated talent review meetings are conducted to review and
validate evaluations of team members.
• In preparation for these
meetings managers should
review the consolidated
calibration pack including
talent profiles of team
members to be discussed
• The purpose of the session
is to calibrate and gain
consensus about team
members in relation to their
demonstrated capability
and potential (using the
talent grid tool)
• Identifying those team
members who could
assume key positions
• Agree on targeted
development actions
• After the talent review
meeting, managers go
back into talent task via
PeopleLink to update
any changes to a team
member’s talent rating,
areas of strength and/or
areas for development
Take Action
Following a talent review meeting, managers need to activate
the agreed actions with their team members.
• Managers and team
members meet to
discuss specific
development actions
• Managers should consider
a range of development
actions for their team
members and facilitate
opportunities
• Progress against
development
actions should be
regularly reviewed
• Provide ongoing support,
feedback and coaching
towards achieving
development goals and
career aspirations
The assess, calibrate take action (A.C.T.) process enables talent management.
The following 3 steps outline the key activities that managers undertake.
04 | CBA Talent Management - Going places together

5. Assess
Calibrate
Take Action
TALENT GRID
Demonstrated Capability
Potential
Tier 1
7%
Tier 2
8%
Potential
Star 10%
Valued
Professional
65%
Evaluate
Further 5%
Re-assign
5%
An individual’s likelihood of being effective
in a broader, larger and/or more challenging
leadership role.
Assessment of potential is based on
5 key items:
Cognitive Ability
Openness to Learn
Emotional Intelligence
Resilience
Motivation
Assessment of demonstrated capability
is based on 6 people capabilities:
Technical capabilities:
Assessment of demonstrated capability
should also include an overall review of
the individual’s technical capabilities.
Customer Focus
Team Culture
Continuous Improvement
Effective Communication
Judgement
Drive Results
The Talent Grid
The talent grid is the tool we use to illustrate the relationship between potential and
demonstrated capability. Each quadrant represents a different classification of talent.
Demonstrated Capability:Potential:
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6. Assess
Calibrate
Take Action
TALENT GRID
Potential Star: 10%
• External hire, has 1 year in their role
• Internal hire who has undergone a
substantial change in role through
planned reassignment, has 1 year
in their role
• Demonstrating great potential
• On track to becoming a ‘Tier 1’
or ‘Tier 2’, however needs to prove
capability for a sustained period in
the new context
• Need to keep motivated
and provide opportunities to
demonstrate strong capability
Re-assign: 5%
• Wrong fit for role – either
self-identified or by manager
• May have track record of high demonstrated
capability in previous roles
• Actively seek to place in new role
Valued Professional: 65%
• Bulk of our workforce
• Consistently demonstrate strong capability, will enjoy normal career progression
• Motivated and engaged
• Would be a loss to the business if they left the role
• Need to retain them
Tier 2: 8%
• Proven demonstrated capability
• Highly motivated and engaged
• Will enjoy faster than average career
progression investment
• Benchmarked against Tier 1s
Evaluate Further: 5%
• If 1 year in current role, if capability
is demonstrated, likely to move
to ‘valued professional’
• Include people who have been in the role
1 year are not key contributors
and/or may have limited
career progression
• Continue to reassess
over time
Tier 1: 7%
• Our best people, most viable internal talent for senior roles
• Proven demonstrated capability
• Highly motivated and engaged
• Our future leaders – need to actively manage their careers
• Will enjoy faster than average career
progression investment
• MORs and direct manager agree
100% on assessment
• Benchmarked against
external market
Below is the detailed definition of each talent grid classification.
Potential
Demonstrated Capability06 | CBA Talent Management - Going places together

7. Assess
Calibrate
Take Action
POTENTIAL ELEMENTS
The 5 potential elements are used as an indicator of an individual’s potential.
The following information provides further detail around the characteristics of each element.
Cognitive
Ability
Demonstrated by the
ability to:
• Embrace complexity;
• Examine problems in
unique ways; and
• Make fresh connections
between different concepts.
Openness
to Learn
Demonstrated by:
• The ability to and willingness
to learn from experience; and
• Apply that learning when
faced with new or first
time situations.
Emotional
Intelligence
Demonstrated by the
ability to:
• Interact with a diversity
of people;
• Understand their strengths,
motivations and limitations; and
• Use this knowledge effectively
to accomplish business goals.
Demonstrated by the
ability to:
• Explore new options
and solutions;
• Is interested in leading
organisational change
efforts; and
• Can deliver results in
tough situations through
resourcefulness and
inspiring others.
Demonstrated by the
ability to:
• Have personal insight and
understanding about strengths
and development areas; and
• Use this knowledge to build
self-leadership in accordance
with career and personal goals.
Resilience
Motivation
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8. Assess
Calibrate
Take Action
PEOPLE CAPABILITIES
The 6 people capabilities are used as an indicator of an individual’s demonstrated capability.
The following information contains the criteria to determine role criticality.
Effective Communication
Communicating clearly and with impact to ensure
understanding, engagement and commitment
to action.
Judgement
Making sound decisions based on understanding
business, analysing data and applying common sense.
Drive Results
Initiating action and committing to achieving business
outcomes by taking accountability for goals.
Customer Focus
Creating value in each customer interaction and
focusing on the total customer experience.
Team and Culture
Inspiring others to demonstrate CBA Group’s
values and working together to create a passionate,
high-performing culture.
Continuous Improvement
Continuously improving and innovating what we do
to make things simple and easy for our customers
and each other.
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9. Assess
Calibrate
Take Action
HOW CRITICAL IS THE ROLE?
Low Medium High
BAU Impact
Role has limited impact to control cost
and revenue outputs.
Role has an indirect impact on the
business’s ability to control cost and
drive/manage revenue.
Role has a direct impact on the
business’s ability to control cost
and drive/manage revenue.
Strategic
Impact
Role has little or no strategic impact,
but may be required to sustain a
successful business.
Role has an indirect strategic impact (e.g.
supports critical role, minimises risk), but
may be required to sustain/continuously
improve successful business.
Role has a direct strategic impact; is
critical in meeting new and emerging
strategic priorities and/or challenges.
Consequences
of Errors
Unlikely to be costly to the business. May be costly to the business. Likely to be very costly to the business.
Sourcing
Replacements
Relatively easy to replace skills,
knowledge experience.
Moderately difficult to replace due
to availability of skills, knowledge
experience.
Difficult to source replacements
with appropriate skills, knowledge
experience.
Feeder Role
Development progression from this
role into a broader, larger and/or more
challenging leadership role is unlikely.
Possible development progression
from this role into a broader, larger
and/or more challenging leadership
role for strong performers.
Clear development progression from this
role into other broader, larger and/or more
challenging leadership roles.
By looking at how critical the roles within their team are, a manager deepens their knowledge of
where immediate actions are required in order to sustain business success. The following information
contains the criteria to determine role criticality.
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10. Assess
Calibrate
Take Action
RETENTION RISK
Key Factors
ƒƒ Individual is considered top tier talent, with strong potential
and proven demonstrated capability
ƒƒ Skill set of individual is highly valued and in demand given
current market conditions
ƒƒ Individual is likely to be highly responsive when approached
by recruiters, competitors etc
ƒƒ Individual may be feeling career is progressing slower than
expected (due to minimal sponsorship from senior leaders,
poor management of moves, recently missing out on a
promotion etc)
Secondary Factors
ƒƒ Individual does not see the connection between
their work and the strategy of the organisation
ƒƒ Individual is not satisfied with current rewards
and recognition
ƒƒ Individual does not see any opportunities to grow
and advance
ƒƒ Current working environment is not aligned to
the individual’s career interests and aspirations
ƒƒ Individual has missed out on one or multiple
career opportunities
ƒƒ Individual is dissatisfied with relationship with manager /
does not have a sponsor or role model
Identifying an individual’s retention risk is a key factor in managing bench strength
and the leadership pipeline. The following criteria should be considered when
evaluating retention risk.
10 | CBA Talent Management - Going places together

11. Assess
Calibrate
Take Action
TAKE ACTION
Learning
• Formal education
and qualifications
• CBA Group
Training
• Reading
and further
knowledge
Coaching
• Skill, performance
and/or development
coaching
• Facilitated by
manager or peer
and incorporating
quality conversations
and feedback
• Can be ‘in the
moment’ or more
formal in structure
• Internal or external
Mentoring
• Advice from person
removed from the
management line on
how best the individual
can apply capability,
respond to challenges
and so on
• Can be through ‘careful
connection’ or a more
structured program
• Internal or external
Networking
• Informal and formal
sharing of experiences
and insights with
colleagues
• Internal or external
Stretch Assignments
• More challenging levels of
work that tests the individual’s
skills and limits
• Additional projects outside
of the current job scope
Short-term Rotation
(0-6mths)
Long-term Rotation
(6-12mths)
• Formal change in role for
a specified period of time
• Can include intra-functional or
inter-functional assignments
• Can help provide a ‘macro-
view’ of the organisation,
its business and the
environment to increase
breadth of knowledge or
can help enhance discipline-
specific knowledge
Permanent Move
• Formal, permanent change
in role
• Aligned to long-term career plan
Development
Conversation • Long-term career goals and aspiration conversation • Can take place in conjunction with career and development planning conversation as part of interim and annual reviews
Taking action is the most important step in nurturing our talent.
The most effective development is achieved through the 70:20:10 model.
The following information provides examples of how to activate your talent.
Experience - 70% of development Exposure - 20% of development Education- 10% of development
11 | CBA Talent Management - Going places together

12. Assess
Calibrate
Take Action
TALENT MANAGEMENT IS ALWAYS ON
Talent Management Tools
Need support so you, your team and
the business can go places together?
Check out:
My Talent on PeopleLink
Contacting your HR Leader
Contacting the Talent Strategy Team
12 | CBA Talent Management - Going places together