Taking a closer look at our talents Talent Management - Toolkit for coaches

1. 31.10.11 - ASR Taking a closer look at our talents • Talent Management - • Toolkit for coaches

2. Overview Talent Management Introduction 4 - 6 Talent Identification Framework Performance and Potential 8 - 17 Talent Review Process Prepare 19 - 22 Conduct 23 - 28 De-brief and discuss 29 – 30 PwC Development Guide Development Approach 32 - 39 Development Options 40 – 48 Appendix Point of Contact 50 Questions to consider while preparing your coachee’s feedback 51 – 54 Frequently Asked Questions 55 - 59

3. Talent Management Introduction 4 - 6

4. Talent management as a value creator Our vision is for people at PwC to deliver optimum performance and realise their full potential. Each individual steers their own course from their own career cockpit. • Creating value • We are a people business. This means that our most precious resource is the talent of our people. • Talent = Performance x Potential • We believe that all our employees have talent. When we have dedicated staff who are passionate, motivated and enthusiastic about their work, the result is satisfied clients. • We want to enable our people to give their best and develop on an ongoing basis. This is a responsibility shared by the coachee, their coach and the firm. The result is shared success. • . • Your investment • As a coach, you help your coachee develop on a personal and professional level and achieve their best. • You help align the firm’s strategy with your coachee’s development goals. • You can proactively tackle critical resource gaps or risks because you have made an effort to understand the talent portfolio for your area of responsibility. • You play a critical part in attracting, developing and retaining talented people from within and outside PwC.

5. Value proposition for Talent Management Talent Management creates a ‘win-win-win’ situation for coachees, coaches and PwC as a whole. What’s in it for… me as a coachee me as a coach PwC Enables us to have the right people in the right place at the right time Helps align PwC’s and LoS’s strategy with the development goals of my coachee Encourages and motivates me to take responsibility for my growth Enables us to do succession planning and understand our people portfolio Facilitates my workforce planning functions (succession planning, performance management, etc.) Identifies tailored solutions in support of my further growth Underpins an attractive employee value proposition and employer of choice brand Attracts, develops and retains talented people from within and outside the organisation Helps create the value I am looking for and realise my potential What’s expected of… me as a coachee me as a coach PwC Manages the firm-wide introduction and sustainable integration of the new approach, providing guidance and supporting tools I enable the personal and professional success of my coachee and take joint responsibility for developing the next generation I take ownership of my personal and professionaldevelopment and proactively address my aspirations with my coach

6. What is expected of the coach Identifying & developing the next generation • Talent Management is a primary leadership taskthat cannot be delegated. So coaches have the ongoing responsibility of managing performance and creating an environment that encourages all coachees to realise their full potential. • Coaches need to ensure a strong talent pipeline. • To make this happen, coaches are expected to: Know their coachees (ambitions, development goals and specific skills and abilities) and bring them into alignment with existing business plans Lead a meaningful and candid development discussion with all coachees and make sure that the defined actions are recorded in the PC&D or PPP and are implemented and reviewed Actively seek out development opportunities for all coacheeswithin other areas and promote cross-functional/LoS/regional movements to enable broader exposure and experiences Act as a role model and get involved in broad talent development initiatives to nurture the next generation Actively support the continuous learning process of staff by defining learning goals and monitoring their transfer and application in daily business

7. Talent Identification FrameworkPerformance and Potential 8 – 17

8. Talent identification process Performance assessment Potential assessment Talent review Tailored talent development & succession planning

9. Two factors to talent: performance and potential Talent Performance Potential Performance Potential Measurability Good Rather difficult Appraisal horizon Past Future Hard facts first Soft facts first Benchmark Assignment Present tasks Future tasks Objectives vs. actual achievement High performance in future role Focus

10. Performance at a glance

11. Potential ratingsAssess your people’s potential A = High potential Demonstrates high potential to take on significantly more complex and substantial roles and to do so more quickly compared to the majority of peers. B = Clear potential Demonstrates clear potential to take on morecomplex and substantial roles over time in line with the majority of peers. C = Moderate potential Demonstrates moderate potential to progress to broader or more complex roles but may take on roles of similar complexity or scope in the future, and is likely to remain longer at current level compared to the majority of peers.

12. Potential criteriaAssess your people’s potential Drive and leadership Determination, effort and enthusiasm to deliver results. Energetic, taking initiative, action originated and maintaining momentum. Vision and strategic perspective to increase business success, by developing internal and external collaboration and cooperation with others, including individuals with different characteristics to oneself (e.g. culture, gender, age, etc.). Relationships and cooperation Business impact Mastering complexity and change Strong intellectual and analytical abilities to engage with complexity in economical and results-focused ways. Learning agility Creating/seeking learning situations for oneself and apply learning to improve performance in diverse and rapidly changing environments. Awareness of self and others Awareness and management of self and others, bringing about effective and productive relationships with colleagues and clients. Personal agility Resilience and stress management Flexible, tolerating change in methods, approaches and objectives. Maintaining performance in difficult and challenging circumstances. Coping with significant levels of stress and controlling others’ exposure to stress.

13. Potential criteria descriptions: business impact

14. Potential criteria descriptions: personal agility

15. Potential at a glance

16. Distribution for performance and potential Performance Potential all staff in PC&D and Directors in PPA Desired distribution Neither a desired nor a forced distribution is applied to the Potential Rating Exceptional 1 10 – 15% Strong 2 55 – 60% Contributing with development needs 3 20 – 25% Underperforming 4 0 – 10%

17. Talent Identification Matrix A High B Clear Potential rating C Moderate 4 Underperforming 3 Contributing with development needs 2 Strong 1 Exceptional Performance rating

18. Talent Review ProcessPrepare 19 – 22Conduct 23 – 28De-brief and discuss 29 – 30

19. Introduction • To ensure that the performance and potential ratings given to coachees is not just subject to the assessment of only their coach, Talent Review meetingsare an integral part of our Talent Management & Succession Planning approach. • The primary purpose of the Talent Review meetings is for the coaches, as well as the leadership teams, to gain additional insights on the coachees’ performance and potential. Besides reviewing each coachee, there will also be a peer-group review, to on one hand obtain a more comprehensive view about our talent portfolio and on the other hand gain a differentiated view on the individual’s development options and opportunities. • This guide is to provide an overview on the Talent Review meetings and to explain how best to prepare for them, how to conduct them and how to best consolidate the findings emerging from the Talent Review meetings.

20. Talent ReviewOverall components and content Performance review Potential review Performance Rating Potential Rating Talent Review meeting Minimum outputs Critical resource gaps / risks Reviewed performance and potential rating in peer group Talent Matrix Future leadership pipeline Key Talent Programmes • Changes made to performance and/or potential rating • Coaches must be informed about any changes made to their originally suggested ratings • Coaches must discuss the final rating with their coachees at Senior Manager level and below by end of June (ratings also visible via PC&D database), coachees at Director and Partner level as part of the PPA/PPP process (deadlines to be defined)

21. Talent Review – step IPrepare Prepare Conduct De-brief and Discuss • Coaches • Prepare an executive summary per coachee, ready to present and discuss at the Talent • Review meeting, containing the following aspects: • Key achievements compared against the defined performance objectives • Strengths / areas of development • Performance and Potential Rating • Career and development options • Performance Summary needs to be submitted in PC&D • HC • Set-up of Talent Review meeting (in co-ordination with the meeting leader) • Produces Talent Identification Matrix for respective groups • Knows the Career Guide and the respective options (e.g. L&D curricula, Key Leadership Development Programmes)

22. Talent Review – step IOverall Objectives & Benefits Prepare Conduct De-brief and Discuss • It ensures all coaches are well versed in the application of the Talent Management framework and therefore have the same level of understanding required for efficient and effective discussions in the Talent Review meetings • It helps coaches have well thought through reasons as to why they gave a particular rating to their coachee • It supports a qualitative discussion about ratings, potential promotions as well as strengths and areas of developments of each coachee • It reduces the time investment of all participants during the Talent Review meetings • Preparation is key!

23. Talent Review – step IIConduction Prepare Conduct De-brief and Discuss • Coaches • For Assistants - Assistant Managers: submit your Performance Summary (incl. potential rating) to be discussed at the Talent Review meeting. During the Talent Review meeting the coach will then have max. 5 minutes time per coachee to answer questions the Talent Review meeting committee might have regarding the Performance Summary. • For Manager - Senior Manager: the coaches present the coachee's Performance Summary directly and answer questions in connection with the summary, in addition the coaches need to present the Potential evaluation of their coachees. • Once all coachees have been presented and discussed, a peer review is conducted – looking at the Talent Identification Matrix (by peer group) • Every coachee‘s performance and potential ratings are reviewed and agreed • The Talent Identification Matrix is reviewed (possible factors of review: desired distribution, potential critical resource gaps, leaving and other risks, future leadership pipeline, Key Talent Programmes discussed) • HC • Facilitates the meeting • Ensures differentiation and provides support and challenges as and where required • Captures the key findings emerging from the Talent Review meeting in the relevant data-files 23

24. Talent Review – step II Overall Objectives & Benefits Prepare Conduct De-brief and Discuss • Get additional insights and perspectives on the individual's performance and potential • Conduct reviews in comparison to peer group • Increase differentiation based on individual’s performance and potential • Ensure fair and consistent process by reviewing individual’s performance and potential from different perspectives • Conclude on Performance and Potential Ratings • Discuss individual aspirations • Discuss individual development options in alignment with business strategy • Get a more comprehensive view about the talent portfolio and a joint understanding on possible resource gaps or risks

25. Talent Review – step II Basic Principles Prepare Conduct De-brief and Discuss • All Performance Summaries are on status “discussed and agreed “ within PC&D, before the Talent Review meeting takes place • The Talent Review meeting team consists of participants reflecting the organisational structure of the respective population being reviewed (i.e. the respective Sub-LoS/Cluster/Office/Business Unit Leader, all relevant coaches and HC) • No employee who is being reviewed is present in the meeting while being discussed • The discussions in the Talent Review meeting are confidential and must not be shared with others outside • Feedback on the individual‘s performance and potential is given in a constructive way; i.e. by • being specific, clearly explaining the observed behaviour • staying with observable facts, making judgements based on known facts / behaviours rather than generalisations or hear-say • avoiding judgmental and emotional language; feedback is provided by using objective language to describe the performance and potential of the individual, not their personality

26. Talent Review – step II Overall critical success factors Prepare Conduct De-brief and Discuss • The outcome of the Talent Review meetings depends on an honest, transparent and confidential discussion • Coaches are well prepared to present their coachees in a differentiated way • Participants are open to give and receive constructive feedback • Remain focused on the primary purpose of the Talent Review meeting, i.e. • to get additional insights on the individual's performance and potential; • leading to a more comprehensive view about the talent portfolio and individual's development options and opportunities

27. Talent Review – step II Meeting Output • MINIMUM • OUTPUT Conduct Talent Review meeting • Performance & Potential reviewed • MAXIMUM • OUTPUT • Peer Review conducted • Desired distribution for Performance reviewed • (on Cluster, Sub-LoS level) Performance & Potential Ratings agreed • Talent Matrix reviewed • Critical gaps or risks analysed • Solutions identified • Critical gaps or risks analysed • Solutions identified • Future leadership pipeline reviewed • Nominations for • key talent development programmes • secondments • strategic projects • etc. • Development Options („Wheel”) reviewed

28. Talent Review – step II For LoS specific further/detailed information, please visit the KC

29. Talent Review – step III Prepare Conduct De-brief and Discuss • Coaches • Changes to the performance or potential ratings (resulting from the Talent Review meetings) must be submitted to the respective HC LoS Leader • The coach personally informs the coachee of his/her final performance and potential rating by the end of June • HC • HC LoS Leader submits any changes to the performance or potential ratings collectively to HC Processes & Controlling by mid May

30. Swiss Talent & Development Council • To manage Talent Management & Succession Planning at a firm-level, we have established a Swiss Talent & Development Council, comprising of the members of the MB, supported by HC. • The key objectivesareto: • Understand the short, medium and longer-term business resource needs • Have an overview of the firm's talent portfolio, understanding potential risks and how to tackle them • Review and monitor the Key Talent pool and actively manage its' development • Oversee the nomination pipeline for key Leadership Development Programmes • Create succession plans for key roles • Monitor the Partner pipeline

31. PwC Development Guide PwC Development Approach 32 – 39PwC Development Options 40 – 48

32. Talent management as a value creator • Making development happen • The most effective way to learn and develop a skill or behaviouris to practice it on the job and apply it in real-life situations. Remember the 70:20:10 formula: • 70% of learning is on the job and self-directed (experience) • 20% comes from mentoring and coaching (exposure) • 10% comes from formal classroom-based training (education) • The outcome is integrated learning and development. • The focus is on continuous and customised development with a focus on personal and professional development. • Learning solutions should always integrate formal and informal elements so that real learning takes place and ‘sticks’ (people remember what they have learned). • Your contribution • As a coach you are asked to talk with your coachee to agree a ‘70:20:10’ development plan aligned with PwC’s business plans. You also need to agree how you both will follow up and track progress against the defined development plan.

33. Five steps for effective development planning Prepare • Evaluate your coachee’s strengths and weaknesses throughout the year. • Consider what specific development measures would best fit your coachee’s development needs (in terms of both their performance and potential). • Prepare yourself properly for each development discussion with your coachee (throughout the year). • Discuss • aspirations • Talk to your coachee to find out about their personal development aspirations. • Discuss where your coachee currently stands (in terms of performance and potential). Don’t forget to consider feedback such as the UFO, DCM report and client feedback. • Talk about how your coachee’s self-evaluation compares with your evaluation of their development needs, and make sure they are matched. Agreedevelopment goals • Review what development measures need to be considered, making sure your coachee’s aspirations are aligned with the firm’s plans and objectives. • Ensure the development goals address specific competencies in need of further development (refer to the Core Competencies & Responsibility Framework and the Six Potential Criteria). • Write down the development goals and corresponding performance goals you have agreed in PC&D/PPP. Definedevelopment actions • Define concrete development actions based on the 70:20:10 development approach. • Write down the development actions you have agreed in PC&D/PPP (corresponding with the defined development goals). Makedevelopment happen • Throughout the year give your coachee the help they need to develop. • Monitor and review their progress on a regular basis. • Adapt the agreed development measures as and when needed.

34. What’s my coachee’s talent development path? • Mapping out your coachee’s talent development path • When you map out your coachee’s talent development path, think about clear roles, positions or areas of specialism they are likely to move into over time (e.g. within the next 2 years). • What are your coachee’s career and development aspirations, and how can these be brought into alignment with the firm’s plans and objectives? • Where does your coachee currently stand in terms of their performance and potential, and what is the desired positioning for the future? • What development steps need to take place to ensure your coachee develops along their defined talent development path? Mapping example Current positioning: “Contributing with development needs”, “Clear potential” Desired positioning in 2 years: “Strong performance”, “High potential“ Talent development path: Path option 1 (initial development measures focus on potential, then on performance) Path option 2 (initial development measures focus on performance, then on potential)

35. Preparing for discussions on development

36. Preparing for discussions on development

37. Preparing for discussions on development

38. Preparing for discussions on development

39. 70:20:10 development methods Exposure (20%) Experience (70%) • Be an exemplary coachee. • Be coached (external professional coaching). • Get structured and regular feedback from role models (GROW model). • Ask a colleague for advice (networks and communities). • Be mentored (Women Mentoring Programme). Education (10%) • Personal challenges • • Behaving and performing according to • the PwC Experience • Being in line with the Responsibility • Framework Self-directed learning • Undertake online learning modules. • Read relevant industry, technical and business news and insights. • Technical and soft skills trainings • Development & assessment centres • Development programmes/ESB • Key talent programmes 7 • Core job experience • • Lead or be part of a high-performing • team. • • Contribute to new engagements or • projects outside previous expertise. • • Get involved in a strategic project, e.g. growth initiative, Bit Bet or LoS-specific • • Apply new knowledge and skills • learnt in formal training programmes. • • Undertake different international • assignments or secondment and local • mobility. • • Complete a job rotation or deployment. • • Teach others. • • Build internal and external networks. • • Coach others. • • Contribute to community initiatives. • Prepare yourself for a succession. 70 20 10

40. Development options open to all grades

41. Development options open to all grades

42. Additional options for assistant managers

43. Additional options for managers

44. Additional options for senior managers/directors

45. Talent development: options wheel

46. L&D soft skills training landscape Core Optional Activity Assistant Senior Assistant Manager Manager Senior Manager Director Foundation programmes: expectation setting, career direction, skill building, celebrating, networking DCM * SM Review * (tbc) PPAC * New Manager Conference Ready 2 go Introduction Day Business skills programmes: helping people to do their job well, supports business strategy Client Relationships ESB – Building Powerful Customer Relationships * ESB – Building Business Relationships * CRM Proposal Writing, Pyramid Thinking (tbc) Good Question : how to communicate effectively Presentation Skills II Presentation Skills I Successful Targeting (CRM 3b **) PwC Proposal Process (CRM 3a **) Manage Accounts Effectively (CRM 2) Build Successful Client Relationship (CRM 1) CRM Basic (core for CSS) Client First Basic ESB – Coaching for Potential * ESB – Managing International Teams * Team & Leadership GROW Model Training ESB – Coaching for Performance * Leading for results (Leadership 2) Conflict Management for Leaders Project Management for Leaders Time Management Coaching towards high Performance (Leadership 1) MySupport (core f0r Partner and Team Assistants) Key talent programmes MyWay * Genesis Park * Women Mentoring *

47. Overview of our Key Development Programmes Programme GRP of the Future The Global Client GRP of the Future Programme is not a training programme. It is a journey of customised career planning and superior coaching. It is a programme focused on the development of future GRPs through customised career planning and superior coaching. GRP Programme for Central Cluster Priority Accounts (modular )Strengthen the GRPs relationships skills and self-confidence, especially to enable them to develop and be owners of the Firm’s C- level relationships. Women Mentoring Programme (18 months) The Women Mentoring Programme is an 18 months development programme for female key talents, as mentees, who will be mentored by male Partners, aiming to support their advancement in PwC. Partner My Way (15 months) Building the next generation of “distinctive Leaders in the distinctive Firm” by connecting the power of personal leadership visions with the core values of the Firm, Leadership, Excellence, Teamwork. Director/Senior Manager Genesis Park (10 weeks)A global residential programme, such as GP, allows participants to step outside of their everyday roles and lives and creates, in an accelerated time frame and at a reasonable price, a consistent, crucible experience. Manager Assistant Manager

48. PwC’s Network International Assignment Programme

49. Appendix Point of Contact 50Questions to consider while preparing your coachee’s feedback 51 – 54Frequently Asked Questions 55 – 59

50. Point of Contact Talent Management Hotline for general questions: 058 792 12 00 Contact for the Assurance specific roll-out: Angela Christen, 6315 Learning & Development Contact Assurance: Annette Méroz, 2137 Contact your responsible HC Business Partner for information and support in your role as a coach