The document summarizes a talent review process for Zong, a China Mobile company. The review aims to (1) identify top talents and their performance, potential, and development needs, (2) provide feedback and agree on development actions, (3) highlight retention risks and review succession plans, and (4) create a shared understanding of employee performance and potential to further development. Employees are rated on a scale and identified as top talents, high potentials, solid potentials, or latent potentials based on their abilities, engagement, and aspirations. Development recommendations include gaining experience through assignments, exposure through mentoring and meetings, and education through training. The organizational review identifies critical positions, succession plans, and high potential employees.

1. TALENT REVIEW
ZONG – A China Mobile Company

2. Shared understanding of people
performance and future Potential
Commitment for development
needs of individuals
The aim of this presentation is to review performance, future potential and
development needs for individuals, teams and organization. The reviews will be
are run bottom-up with the objective to ensure visibility of top talent in China
Mobile Pakistan.
Focus: Create shared understanding of people performance and potential and
create leaders commitment to further development
Purpose and Objectives

3. • Top Talents identified
— Performance & potential
mapping
• Feedback & development
actions agreed &
documented as per
mapping
• Clear actions for Top
Talents, High Performers
and Low Performers
• Mobility plan
• Retention risk highlighted
and succession plans
reviewed
Benefits of Review

4.  The aim of review will be to give employees a more balanced and varied
feedback than a single leader normally would (thus minimizing subjectivity),
regarding:
 Current performance and dynamics
 Future potential
 Need for new challenges
 Best next move
 Potential to go further
 Practical advice on further development of employees
Individual Review

5. Employee Calibration & Development

6. Performance Rating Description
Exceeds Expectations
• Performance represents the highest level of
contribution i.e. beyond position
• Exceeds Expectations in delivering on all, or
majority of targets
• Demonstrated behavior is aligned with Zongers
Way. The employee can be role model for
others on living the Zongers Way
Meets Expectations
• Performance represents a solid level of
contribution
• Demonstrated behavior is aligned with Zongers
Way
• Ambitious and Challenging expectations
• Strong Performance
Below Expectations
• Performance needs improvement
• Demonstrates lack of integrity with Zongers
Way
Performance Scale

7. Identification of Top Talents: Leaders & Experts
Ability Engagement
Aspiration
Top Talent
Is a high potential employee (with the
ability, engagement and aspiration to rise to
and succeed in a more enlarged, critical
position), whose current performance
exceeds expectations.
Employee has strong desire for
advancement, aligned with
company aspirations. Is able to
handle job stress and
geographically mobile.
Employee has the professional and
personal skills (both innate and
acquired) along with learning agility to
handle increasingly complex
challenges in a more enlarged, critical
position.
Employee's personal values are aligned with
Zongers way and employee demonstrates
commitment towards the Company (going
the extra mile).

8. High Potential
 Employee has the professional and personal skills, along with learning agility to handle increasingly complex challenges in a more
enlarged, critical position.
 Employee has strong desire for advancement, aligned with company aspirations. Is able to handle job stress and geographically
mobile.
 Employee's personal values are aligned with Zongers Way and employee demonstrates commitment towards the Company.
Solid Potential
 Employee is aligned with current role, but believed to be ready for more complex tasks or to broaden expertise if development
provided.
 Employee demonstrates desire for advancement.
 Employee's personal values are aligned with Zongers Way and employee demonstrates commitment toward the Company.
Latent Potential
 Employee is well aligned with current role, but has not demonstrated potential beyond what is expected in the current role.
 Employee is not well aligned with the current role and there is uncertainty what other role he/she could take.
 Employee possesses critical competence, engagement, but has no/low desire for advancement.
 There is no, or little alignment between employee's personal values and Zonger Way and no or low commitment toward the Company.
Potential Scale

9. • Does this person
demonstrate creativity and
strategic thinking skills?
• Describe a time that this
person solved an
ambiguous/complex
problem?
• Does this person seek diverse
experiences (project,
additional responsibilities,
new role etc) to learn from,
rather than sticking only to
what they already know?
• How does this person react to
change?
• Does this person has the
ability to seek out, connect
to, learn from and work with
other people?
• Does this person have the
ability to drive results against
the odds?
• Follow CMPak’s Vision
• Does this person take pride
in working for company?
• Does this person talks about
company positively and
enthusiastically
• Does this person has a strong
desire for recognition and
career advancement?
• How open is he/she to career
movement, challenging roles
and geographical mobility?
Criteria to Distinguish Potential

10. Grow through Experience, Exposure & Education
50%
Experience
20%
Exposure
30%
Education
Experience
Secondments
Assignments & Tasks
Short term local projects
Exposure
Mentoring
Participation in
management
meetings
Education
Employee Education
Workshop training programs
(behavioral/functional)
Trainings
Foreign Qualification

11. Organizational review focuses on identifying critical positions, following up on the
succession plans in place, and putting such plans in place if they don’t exist:
 Critical positions are identified
 Position holders are reviewed in terms of risk of leaving
 Successors identified
 High potentials levels are reviewed
Organizational Review

12. Critical Position
 Positions that are critical in execution
of strategy in CMPak
Positions that are critical in enabling
cross company interaction – impact on
value chain
 Position critical for Business ContinuityStrategy and
organisational
impact
Market
orientation
Financial
contribution
 Positions that have
great impact on
CMPak’s reputation
 Positions that are exposed
externally
Position that are difficult to
fill
 Positions that are important
to profitability – level of impact
on bottom line
 Position involved in
identifying growth opportunity

13. The aim of this review will be to check teams in terms of
strengths and areas for further development around the
following dimensions:
 Strategic focus: what implications the strategy will have on the team
mix and quality in 1-3 years? How do we accelerate acquiring
competence connected to new technologies and services?
 Ability to execute: how effective is the team in delivering?
 Collaboration and value chain support: how effective is the business
cooperation within the business unit and/or cross-functionally? How
good are we in supporting each other and the value chain?
 Diversity: how do we get a more international mix in this team?
What international development positions can be opened in this
team?
Review of Teams

14. Thank You