LEADPEX

1. Leadpex Overview פגישה עם צוות משאבי אנוש חברת אוסם 10/9/2013

2. Today’s Objective • Provide a short overview and discuss options for dialogue and collaboration AGENDA • About us • Our Key Products & Processes • Understand חברת אוסם future direction • What are the HR Challenges? • Alignment with HR Work Model and company direction • Suggest the best solutions • Next steps

3. About Us- Management: • רותי רבין – Executive Consulting Expert: • 21 years as a high level executive manager. Of which 20 years of global management and executive consulting. • Managed a global HR Intel department, across 18 sites, 11,000 employees. • Responsible for the Intel HR organization at Intel global level. • 4 years as a director in Intel global HR & Intel development department. • Extensive experience in high level consulting and business partner to Intel deputy CEO. • Expert in executive consulting, organizational change and design. • 15 years of management experience in social organizations • מירי חיון:Talent Management Strategist - • 32 years of Hi-Tech experience (DSPC, Intel). Last 10 years as ‘Global Technical Talent Development Manager’. • Lead the technical Talent management team in Intel worldwide, across 14 sites, from process design to cross company implementation. • Designed and implemented a training and development strategy for Intel globally. • Constructed and managed key development programs such as System & framework conventions, collaboration forums, professional workshops, standardized job portfolios, integrated talent management system and strategy and more. • HR Executive with vast experience in management, leadership staffing, relocation and support acquisitions and an expert of technical talent development. • Key focus areas are: Talent development, org. diagnose and design; org. culture; Org. effectiveness; Management development & Teams' development. Our joint experience and expertise allows us to advise the best framework for the organization to evolve, as well as accompany its managers and employees throughout the process.

4. Our Vision: Help our clients develop a pipeline of diverse talent who readily employ system thinking, collaboration, focused innovation and the best design practices to achieve business success.

5. Our Unique Advantage Over our competitors is in our real life experience in designing and implementing these solutions across large scale corporations, budgets and global sites.

6. LEADPEX Solutions – 3 Key Vectors

7. Executive & HR Consulting Primary areas: • Provide organization architecture consulting (org design, start up support, org assessment etc.) to different levels of the organization. • Design and facilitate strategic planning process for organizations. Demonstrated development of blended learning solutions that integrate different modes of learning. • Mergers and Acquisitions • Organizational culture shift • Leadership development • Global organizations • Organizational change and strategic design • Tools and skills for Global teams and managers • Management teams development • Individual couching and mentoring for managers. • Guiding and development for global manages required to perform long term technological and business development. • Interpersonal skills – Trust building, building rapport, influence and more. • Management Development – • Development plan, Alignment and modules for middle or top level management. • Building of communities and learning forums for different levels.

8. Talent Management ניהול טאלנט הוא היישום המדעי של ניהול משאבי אנוש אסטרטגי בשילוב עם האסטרטגיה העסקית, לשם שיפור הערך העסקי ובכדי לאפשר לחברות וארגונים להגיע ליעדיהם. זהו תהליך משולב המבטיח שלארגון תתקיים אספקה קבועה של עובדים פרודוקטיביים בתפקידים הנכונים, בזמן הנכון ובתקציב המתאים. זהו לא מהלך חד פעמי, אלא תהליך מתמשך לתכנון צרכי הטאלנט הקיים, משיכת הטאלנט הטוב ביותר לחברה, הבטחת יעילותם המהירה של גיוסים חדשים, עוזר לשמר את הטובים ביותר, ומאפשר תנועה מתמדת של טאלנט למיקומים בעלי האימפקט המשמעותי ביותר בתוך הארגון. אסטרטגיה זו מייצרת תוצאות מצוינות מאחר והיא מתגברת על הבעיה המסורתית של משאבי האנוש, שהיא בידוד. במקום היא משלבת את כל היחידות והפונקציות הנפרדות, של גיוס, תהליכי תכנון פרויקטים, פיתוח ושימור טאלנט בתהליך אחיד אחד. אלמנטים עיקריים ב-TM: • תכנון ועיצוב אסטרטגיית ניהול טאלנט אינטגרטיבית • הטמעה רוחבית של כלים ונהלים בין כל יחידות החברה ליישום מקסימאלי (גיוס, הכשרה, שכר, שימור וכד') • מיפוי הטאלנט – מה קיים, מה צריך ומה צפוי. • ניתוח ומדידה של אוכלוסיית היעד לזיהוי החוזקות, הפערים והמגמות הנסתרות • זיהוי  - ‘KEY TALENT’איתור, שימור ופיתוח של אנשי מפתח החיוניים להשגת היעדים. • מתן מענה מדויק לצרכי הגיוס, השימור והפיתוח הנדרשים בהתאם ליעדי החברה תוך שילוב בין האסטרטגיה העסקית לכישורי החברה. • מעבר מאסכולת כוח אדם ומספר עובדים לאסכולה הוליסטית של כישורים ויכולות. • מימוש פוטנציאל והגברת יעילות • יישור בין אסטרטגיה ליכולות • הכוונת קריירה (מסלול ניהולי/מסלול טכנולוגי) "Talent management can be boiled down to finding ways to setting talent free & Placing people in the right roles where their abilities and capacities can manifest as talent to drive our organization’s success."

9. Technical Leadership Development פיתוח מובילות טכנולוגית: • זיהוי פערי ידע טכנולוגיים • פיתוח כישורי ניהול של מובילים טכנולוגיים • פיתוח כישורים טכנולוגיים – ראייה מערכתית, מודלים של פתרון בעיות טכנולוגיות, חדשנות, יזמות, הרחבת השפעה בחברה ומחוץ לה, הרחבת ידע, מיומנויות רוחב ועוד. • פיתוח הבנה עסקית וכישורי השפעה – הבנת האקלים והצרכים העסקיים, השפעה ללא סמכות, זיהוי הזדמנויות, קידום והצגת רעיונות בפני ההנהלה, שיתופי פעולה, עבודה עם לקוחות, ניהול מורכבות ועוד. • תהליך מינוי מוביל טכנולוגי ומיצובו בארגון – כיצד נמצב את המוביל הטכנולוגי כסוכן שינוי לדחיפת טכנולוגיה? כיצד מנהלים יכולים להגביר את יכולתם של עובדיהם להשפיע על תהליכים אסטרטגיים וקבלת החלטות? נטוורקינג מקצועי, מינוף ידע ועוד. • פיתוח  Pipelineטכנולוגי המצויד בכישורים הטכניים והעסקיים הדרושים לצמיחת החברה – זיהוישימור ופיתוחKEY TALENT . • ייעוץ למשאבי אנוש בנושא הגדרת תפקיד ההנהלה בניהול מובילים טכנולוגיים • פורומים טכנולוגיים (כיצד ניתן ליצר רעיונות חדשים ושיתופי פעולה) • מגוון פתרונות כגון: בניית תשתית לזיהוי ופיתוח עתודה טכנולוגית, סדנת פיתוח למובילות טכנולוגית, פורומים טכנולוגיים, מנטורינג, כנס טכנולוגי ועוד.

10. Technical Leadership

11. The Motivation to focus on TL’s Development • Build a strong Technical pipeline equipped with the must-have technical and business capabilities needed for the company's’ future growth • Assist managers to identify strategic career development opportunities • Work Force Planning: Senior level staffing / hiring (the right people at the right place) • Create a consistent framework which promotes a common language, and advocates readiness for the future changes.

12. Technical Vs Mgt. Development Management & Leadership Development Developing and growing the capability of all Managers and Leaders that have “official managers track”. Technical Training & Technical Leadership Pipeline Development Ensuring that he biz has a diverse and robust technical pipeline & developing the technical leaders for the future • Leadership through innovation & technology • Impact Technology direction & trends • Influence without Authority • Futurist - reading crystal ball of technology • Solve technical problems • Leadership through people • Org health, development • Set the pace and execute • Engaging the workforce • Solve business problems

13. Expanding to the “Playground Model”Technical Talent Growth Factors • Technological skills - Understand and develop the Tech Pipeline & Leadership capabilities • Grow in breadth of knowledge • Grow in depth of knowledge • Grow in scope of impact • Behavioral & Business Acumen skills - Efficient leverage of Biz technical leaders and technical experts talent, skills, and expertise for the success of the Employee, his groups and company level. • Grow in complexity of job • Grow in scope of influence • Grow in development opportunities Expand on Playground Model Messaging Should be aligned with the company Career Development Messaging

14. Career Path Comparison TLD Succession MLDSuccession TechnicalLeadership Management Leadership Company Fellow/ Technology Strategist Vice President / Director Frequency of Transitions VP selection Fellows Selection Committee Principal Engineer/Sr. Principal Engineer Sr. Manager /GM Business group selection process Sr. Tech Contributor Front Line Manager Manager discretion to promote Tech Contributor Individual Contributor Manager discretion to promote Many of the leadership skills required are common There are success and derailment factors associated with each transition. The objective of leadership development should be to help people navigate through transitions successfully.

15. TL’s Population Definition (Level & Grade) 12 12 1111 1010 99 88 77 6 5 3 Fellow/Patent Leader VP Sr. PE GM PE DM STC GL STC GL Technical Contributor PL Team Leader Clarification: Example for grades only

16. TLD Program/Processes Framework Framework to be adjusted per the organization readiness 16

17. LEADPEX Technical Leadership Solutions: Technical Leadership Guiding & Consulting for HR Identify, Build and Develop a Technical Pipeline Job Portfolio for Technical Leaders Technical Leadership Forum Technical Leadership Mentoring Program Technical Leadership Workshops How to manage Technical leaders – Consulting and Guiding for managers of Technical Leaders Technical Leadership Conference Integrated talent management, working with staff on future directions, waterfall to dept. level. Key role/competency mapping, programs per development gaps etc. Building Talent story.

18. Examples

19. Job Portfolio for Technical Leaders Unlike the management ladder which is visible and clear in most companies, the technical ladder and development path for technical leaders is not clear and not visible. The technical ladder may be perceived as an area with a Career limit and missing senior technical leaders in some areas, making it hard for younger technical people to envision their career path. It is also usually unclear, both for the management, HR and employees themselves what are the specific requirements required to advance in the technical path. In order for technical employees to continue in the technical career path, it is crucial tomake it into something which can be clearly presented, and that they can reference tobase on the fellow technical staff and management they know. The best tool to achieve this is the Job portfolio. This is a tool to provide clear, company – wide, consistent guidelines for technical leaders’ career development. Usually it focuses on upper grade levels, but identifies skills which can & should begin development at base levels as well. The job portfolio will enable you to accurately define and identify your technical leaders.

20. Job Portfolio for Technical Leaders • We establish  a “Job Portfolio” /performance expectations for Technical Leaders for each grade;  set the expectations and the required skills; alignment among management and technical leaders • The job portfolio serve as one data base for all technical leaders cross company • The portfolio serve as certification and nomination process for the  technical leaders layers; Build long-range technology leadership career path • This help us to decide what technical domains we need for our future strategy (connect technical training to technical experts and leaders)

21. Technical Leader’s Competencies Mapping

22. Technical Leadership Workshops Grow Expertise * Innovate** Contribute through Others = Make an impact. Leadpex provides several training workshops to help build capabilities and developTechnical Talent to become Technology Visionaries. The purpose of the workshops is to increase Technical leaders’ impact on company’ssuccess as well as on the future industry by alignment & clarification on technical leaders’ roles, responsibilities & expectations, and by developing the relevant skills to support the business needs. Workshops are adjusted to the seniority level of the technical leaders and roll-out implementation will be tailor made per the biz needs. The workshop serve also as a networking platform for the technical leaders to easily engage in conversation and build a community that fosters collaboration, sharing of ideas, insights, and design across their departments and company.

23. Program Based on 4 Elements: LTT– Agenda (see next slide)

24. LTT Workshop example:

25. Leading Through Technology- LTT *Our Experience* • Delivered 15 times worldwide across multiple sites (overall more than 800 top technical leaders at Intel India, U.S., Poland etc.) • Overall satisfaction from this program: 4.6/5 • Participant’s feedbacks: • “This is a best in class workshop…The sessions were very good and inspiring.” • “I feel empowered and have the right tools, guidance and recommendations to do a better job as a TL” • Management feedbacks: • The workshop and the process around it help to create the alignment and clarification on Technical Lead’s roles, responsibilities & expectations • Increase Technical Lead’s impact in their environment (innovation, leadership behavior • Developing the ability to establish and leverage networks with colleagues and stakeholders • job as a TL”

26. Strategic Technical Business Update Meeting (TBUM)/ TLF 26 • One-day, small, invitation only, quarterly business group meetings (<50 attendees) for senior technical contributors (Senior grade principal engineers and invited guests) designed to accomplish the following objectives: • Enrich technical experts and leaders business and technical knowledge regarding environmental and eco system trends, roadmap strategy, etc. • Create a technical experts' knowledge sharing community that foster new ideas and collaboration • Provide an opportunity to ask questions, raise issues with open discussion and debate about future direction • Give visibility to different projects and new technologies and build understanding of who is doing what in the group • Promote technical alignment and professional networking opportunities • Set the stage for technical experts and leader’s to impart their collective influence on technology roadmaps

27. Technical Leaders Forum

28. Technical Leaders Forum - Objectives • Strategic understanding • Enrich technical leaders on business environment trends and build technical acumen • Share knowledge, raise issues/concerns and foster new ideas with other sr. technical leaders • Create a Technical Leader’s Community • Candid discussions with our executive management • Networking and Fun • Promote technical collaboration & networking Overall increases innovation, influence and collaboration!

29. Role of Technical Leaders Forum ASSESS ALTER ALIGN Define solutions and courses of action Identify main barriers facing technical leaders Transform the organization Management of Change Sustained improvements Organization Effectiveness Resourcing, decision-making Engineering Effectiveness Quality, cycle time, standards Business Effectiveness Use models, costs, scalability TL Forum

30. Formal Technical Mentoring Program

31. What is Technical Mentoring? • A voluntary and structured formal program that matches technical leaders / experts (mentors) and partners (mentees) to develop specific skills and leaderships in a defined timeframe • Skills focus around Readiness Indicators for Target positions • Technical Expertise – evaluation of individual’s technical knowledge (“Education and Talent”) • Strategic Leadership & Contribution – one’s track record of solid technical leadership & accomplishments (“Results”) • Role Modeling / Mentoring – interest and ability to mentor others; work to expand breadth of Intel expertise in the technology

33. Management Development

34. Purpose of MLD Roadmap • Develop managers and leaders who achieve outstanding business results today and build increased capability for tomorrow. • Address development and skills issues raised during Need Assessment process. • Improve leadership performance and ultimately employee engagement/ retention How We can Get there - The most impactful leadership development: • Directly linked to current and future business needs • Occurs on the job on applying real biz challenges • Sponsored and led by business leaders • Leverages a blended approach - time to learn, connect with others, practice and apply; Take core courses and customize to fit individual, team and org needs • Provide integrated effort with Gilat corporate offerings (if any)

35. Expectations of Tomorrow

36. MLD Concept • Encourage the heart • Enable others to act • Challenge the process • Inspire a shared vision • Model the way “Leadership is not something that you learn once and for all. It is an ever-evolving pattern of skills, talents, and ideas that grow and change as you do.”

37. Management & Leadership Development Strategy • Leadership development should supports and enable leaders to accomplish Osem’s global strategy and business objectives through: • 4 types of leadership development solutions: • Curriculum, Coaching, Consulting, and Connections • Examples of levels of curriculum: • Considering Management - Leadership Essentials • New Manager - Enterprise Leadership • Management Foundations - Executive Leadership • Management Mastery • An objective of the leadership development portfolio is to be an asset to HR in helping leaders to successfully achieve business goals.

38. MLD Direction • Based on comprehensive needs assessment and external benchmarking • Strategy – “Fundamentals, Transformational, Aspirational - Leaders Developing Leaders” • Staff involvement and accountability; Role modeling of Managers and Leaders at all levels • Deliberate Development Evolution; 2-3 year process • Focus on the critical population (such as Mid Manager and Senior Manager) • Development of Managers through mentoring, coaching, networking, experiential action learning and education • Ensure monitoring and follow-up; not a one time event Focus Areas: Bench And Talent Mgt Processes Culture Shift: Accountability mindset Infrastructure Basic Competencies Develop Leaders for Strategic and Market Business Impact

39. MLD Key Programs: Examples - Experienced First Line Managers- Middle Management College- Executive Leadership Conference

40. Experienced FLM – 4 Key Components E X P E R I E N C E D FLM • Understand and embrace the role and expectations of the experienced FLM. • Understand & be ready for the transition to MM MLE Expectations • Collaborate and communicate effectively across groups and geographies • System Thinking Cross Collaboration • Engage effectively with stakeholders and partners • Understand the interdependencies between groups and go beyond just the needs of my group EnvironmentalComplexity Building Trust & Communication • Build trust and encourage a respectful environment Program Agenda & IS Program Detail in back-up

41. Success in First-Line Management… transition to Middle Management Introduces a New Set of Responsibilities… First-Line Management Responsibilities Manage direct reports toward technical excellence Manage direct reports toward individual goals Help manage change through communication Middle Management Responsibilities Guide direct reports toward managerial excellence. Manage cross-organizational teams to execute strategic objectives. Lead change through influence and negotiation. See more on back-up

42. MM Leadership College Program Concepts are leaders developing leaders focusing on 2 vectors: Personal & Business Leadership Achieving Customer Intimacy From Vision to Action Business Leadership Aimed at achieving Business- minded MM’s capable of translating strategy into actions, knowing competition and Ecosystem, and capable of reaching decisions, driven by business & Tech considerations Courage Leadership Targeted population Personal Leadership Aimed at creating a culture of Trusted Leadership, willing to demonstrate behaviors of courage – Ready to make decisions and be adaptive to complex organizations Achieving Biz & Tech based decisions 6 days(2 sessions, each 3 days) Engagement Leadership Complexity Leadership

43. The Transition in MM role

44. Executive Leadership Conference:Strategic Alignment Part I Corp. PerspectiveChallengesBranding Strategy(MCM) 2 Full Days Target population: Senior leaders Role of leadership in pursuing strategic direction Part III Influence Biz groups Strategy and how to get there (complexity simulation) Part II Current and future situation Strategic alignment Objectives Grow the next level of leaders by: Strategic alignment on targets and issues of across Division & business groups Achieve an understanding of the contribution of Biz groups to Company overall strategy Gain enrollment in culture shift towards trust and accountability, through leaders developing leaders Enable open leadership dialogue around Biz groups strategies Ensure Networking and open communication channels between staff and senior Mgrs

45. Key Processes/Initiatives: Examples - MLF/GLLF- Bench Process and Talent Management - Project managers Dev..

46. What is the MLF –Management Learning Forum? • Objectives: • Provide opportunities for managers to address critical organizational issues that are impacting Biz groups success • Create opportunities for networking and a way to share knowledge and experiences with other managers to foster new ideas • Provide opportunities to ask questions, raise issues & concerns • Structure/Format: • 2-3 times a year • Duration: 1 day (9AM-4PM) • Format: presentations from internal/external speakers + internal discussion, report out and next steps • Target Audience: • Managers (decision on seniority level) • Example of topics: Exercise influence, Innovation, Building accountability, Strategic topics, collaboration etc. “Leadership and learning are indispensable to each other” (J.F. Kennedy)

47. Future Challenges & Gaps Bench Strength Bench Identification Rotations & Positions Tomorrow’s leadershipBench program Rotation Program Leadership Exposure Talent mgt. Coaching/ mentoring TalentExchange Bench Process & Talent Management • Design and Implementation of joint Bench process for Technical Leaders and Management (cross Biz group) • Staff receives one comprehensive picture of potential Mgt / Leadership Bench AND Bench for TL’s position • Integrated Talent Management program

48. PM’s - Program Management • Program Management identified as a critical capability. • Challenges: • Usually PMs who drive the execution phase are not assigned or involved during product definition • PM role requires influencing, collaboration, and alignment of stakeholders • Resource model/managing without authority adds another layer of complexity • Identified 4 challenges/opportunity areas: • Environment Complexity and the PM Role • Decision Making and Information • Strategic Impact and Performance Evaluation • Role Clarity, Development, and Bench

49. Role Clarity,Development, Bench EnvironmentalComplexity Org. Position andStrategic Impact PM Information and Decision Making Project Managers Development • Challenges: • Usually PMs who drive the execution phase are not assigned or involved during product definition • PM role requires influencing, collaboration, and alignment of stakeholders • Resource model/managing without authority adds another layer of complexity

50. Summary • Management forum, Mid managers, experience FLM, Bench process etc. – is any of the programs/processes relevant for Osem? • Where would you like to connect these solutions to your current Osem MLD plan?