J. Craig Mundy perspective on managing talent strategically in order to drive business performance and measurable outcomes.

1. Developing Talent Solutions Strategy
Aligned with Business Strategies
“Serving as the Tip of the Spear”
J. Craig Mundy

2. Today’s Business Realities
Sound Familiar?
• Financial market pressure for operational excellence,
innovation, market expansion/adjacencies and emerging market
growth
• Market health slowly returning in mature markets ~ growth
opportunities rest outside of U.S. and Western Europe
• New type of leadership is required ~ global, open, innovative,
mix of strategic and execution skills
• Businesses are doing more with less ~ including talent
• Difficult decisions are made every day compromising jobs,
talent, alignment and engagement

3. Talent Solutions
Tip of the Spear Concept
Business Needs Capability Gaps Talent Solutions
Implications of not delivering ~ stakes are incredibly high
• Risk missing financial commitments
• Risk not having accurate data ~ “how can we forecast growth without this
information?”
• Risk credibility with C-level ~ “damn HR people can’t even get basic information
about people right?”
• Risk losing the right to steer primary business strategy, direction of the company
and serve as a trusted partner

4. Making the Business Case for Talent Solutions
• Ability to attract, develop, retain top talent with the right skills (especially in
high growth markets) is critical to delivering on our ambitious goals
• People are our greatest enabler of success – must stop “managing talent”
• Planning workforce needs for the future:
– Determining our strategic gaps
– Identifying the best talent
– Keeping them engaged
• Creating standard practices and processes, deploying systems that are
consistent globally (rather than regionally) and will:
– Increase our ability to predict our workforce needs
– Accelerate the speed of identifying candidates internally and externally
– Quickly assimilate people into new roles and shorten time to being fully productive
– Retain and engage our people
Deliver the right talent at the right time and places based on global growth
and need – without productivity loss or unnecessary business cost

5. Making A Vision Actionable
Vision
Talent Solutions Bull’s Eye Chart Mindset
Actions/
Behaviors
Vision Behaviors
More Of Less Of
• Company is fueled by highly engaged
people whose outstanding performance • Recognizing employees • Top down management
contributes to the company’s market •More development plans •Less centralization of decision-
competitiveness. •Allowing employees to fail fast making
(embracing risk taking behavior) •Unsafe work behaviors
Mindset •Manager/employee •Medical claims
empowerment •Dysfunctional turnover
•Leading boldly •Absenteeism
•Senior leaders laugh + speak from the heart. •Managers are better talent •Overburdening our employees
•We have a culture that supports retention stewards •Non-valued added work
and engagement. •Employees having fun •Feeling guilty
•We empower the business leaders to run •Innovative ideas feeding the •Feeling unappreciated
their businesses through expectation setting pipeline
and accountability. •Trust
•We have a risk-taking, innovative mindset •Pride in the organization
•Talent Stewardship is a core competency of •Employee advocacy of IR
our people managers. •Transparency
•Our employees are competitively rewarded •More work prioritization
and recognized for their contributions. (Operational Excellence)
•We embrace fun in the workplace. •Communication
•Relentless two-way communication.
•Employees are empowered to balance their
work and personal lives.

6. Talent Solutions Defined
Workforce Planning Determine
Talent Acquisition Deliver
Talent Development Develop
Retention & Engagement Empower
Key Performance Indicators Track

7. PRPO Template
PROBLEMS - annoyances ROADBLOCKS – major issues/hindrances
What problems do we have getting the work What roadblocks seem insurmountable?
done? •Our culture is risk-averse and there is low
•We say that engagement is important, but our tolerance for failure.
leaders don’t actively work to engage our •Recognition is not deemed as important.
employees. •There is a lack of trust prevalent throughout
•New people managers are not given the skills the organization (a two-way street).
to be strong talent stewards.
•Managers do not feel empowered.
POSSIBILITIES - ideas OPPORTUNITIES - actions
What could we accomplish if we didn’t have What’s the big opportunity?
these? •A workforce of highly engaged people whose
•Better financial results outstanding performance contributes to the
•Higher productivity with existing resources company’s market competitiveness.
•More innovative ideas •Leaders and managers who embrace
•We’d have loyal, proud employees who employee engagement concepts, actions, tools
promote the organization and processes.
•Less dysfunctional turnover
•We will attract and retain key talent
•People will clamor to come work

8. Maturity Path and Evaluation Forms
Key Learning: Present in the
Language of the Company
• Operational Excellence, Profitable
Growth
• “The Language of Measurables” is
one that leaders can relate
– Maturity Path
– Evaluation Form
• Maturity path and measurable
evaluation form for:
– Talent stewardship
– Innovation
– Communication
– Recognition

9. Business Challenge: Changing Leadership Needs
• Developing a Winning Culture is driven by
leadership
• Scarcity of talent resources, not challenging jobs
• Emerging markets looking for local leaders
• High growth businesses entering new markets
require new skills
• Engagement is a significant advantage
• Turnover of top talent expected to increase
• Globalization of our business is requiring
stronger regional capabilities
• Demographic shifts happening across the
world

10. Top Challenges for Global Leaders
• Understanding dynamic markets in different regions
• Managing virtually and across borders
• Ethical and moral decisions
• Cultural Differences
• Effective Team Leadership
• Humility – Openness to Learn
• Global Business Acumen
• Communications
• Work-Life balance

11. Multi-Faceted Approach to Developing Leaders
Innovation Team Example
Leaders to Make Most of Opportunities
Changing Objectives

12. Talent Stewardship ~ Core Leadership Accountability
Talent Stewardship Mantra
• Create an environment where every leader
engages and develops their employees, and
every employee is engaged in their own
development.
• To win, Talent Stewardship must be integrated
into how we do business.
• Leaders must steward the talent management
process on-time and together with their
employees including:
– Goal setting with clear line of site to our mission “They will create a lot of commitment with you and with
and vision the company. You will be more committed with your job.
– Performance management and development plans And, it will help you in your development.”
– Talent and organizational reviews, and succession
planning Employee, Latin America
• Because attracting, retaining and engaging “It’s a goal. I don’t want to let my manager down. I want to
employees keeps us focused on what matters – achieve that goal, and I want to keep moving forward
toward the plan we’ve laid out. So, it definitely gets me
delivering business results and customer more engaged, more involved.”
satisfaction.
-Employee, North America

13. Leader-Led Communications Strategy
Concept
• Because managers create engagement … engage managers (L3, L4)
• Empower them with communications tools, training, processes and
information (early and often) to engage employees
• Hold managers accountable for communicating with employees and for
communicating relentlessly within functions and sites
• Ask the leadership team to model behavior and to build credibility for the
engagement and communications processes
Employees relate locally and functionally first before engaging
with a region, business or enterprise –
align our communications with how employees want to be engaged
Caveat: Employees want to hear about vision, strategy, direction, progress against goals
and large scale changes directly from business leaders