1. 1
APAC EMG Meeting
LexisNexis Confidential
Introduction The Process The Methodology
• Title slide
• Challenge for a dynamic
organisation
• HR Maturity –Functional
excellence
• Outline for this session
• Traditional Vs integrated TM
• Reflection: career Conversation
• What is Career Coach? A focus
on Career Development
• What is the OTR?
• Three interrelated processes
• HR role in this process
• What do we need to do?
• 1-Performance/Potential
Assessment
• The methodology
• Complete the
Performance/Potential
Assessment
• Potential | What is it?
• True HiPos are scarce
• Assessing for High Potential
• Assessing Ability | 3 Qs
• Assessing Potential | A template
• Potential Assessment w headings
• Understanding Leaders
• Driving TM outcomes
• Suggested recommendations
Session Structure

2. 2
APAC EMG Meeting
LexisNexis Confidential
Challenge for a dynamic organisation
1. All organisations are dynamic – they constantly change and are quite fluid:
• Technology is developing rapidly and the needs of our customers and
various markets are changing
• Consequently we as a business we are changing in response
2. This means structures change, people move and new roles are developed
constantly
3. We must therefore be able to predict and then address the emerging
capability needs for our structures:
• Gauge what capabilities we have, or can grow to fit the future structure
• Assess our supply of ready talent for new roles and to fill leadership gaps
as others move
• Provide the right development opportunities for those that will need them

3. HR Functional Excellence
Manage Talent
Manage Employee
performance(PMS)
Manage Emp Engagement(R&R)
Manage Mobility & Career
paths(Smart Path)
Manage Succession
Manage HiPo
Manage D&I( Gender
Sensitization)
Manage Employee
Relations(ICC,POSH)
Develop Talent
Talent Review(OTR)
Develop Critical talent Segment
TNA & Investments
Design & Build effective L&D
Develop HIPO’s
Develop Leaders

4. Managing & Developing talent across
various Segments
• Traditional Talent Differentiation /Segmentation based upon Levels and
Grades
• Continuous ,almost fixed process and standard interventions
• Caters to Fundamentals of Functional competencies
• Current Talent Segmentation Based upon OTR( Organization Talent review)
Focus on Engagement & Retention Based on:
Deep Dive approach covering multiple levels & Integrated Talent Management
• Career Path Planning
• Talent Review & Analytics
• HIPO’s & Talent Segmentations
• Competency Assessment &Development
• Leadership Dev & Succession Planning

5. Reflection – Career Conversation
•Question:
•What was the best career conversation you’ve ever had with
a manager of yours? What did you value about it?

6. What is a Career Coach??

7. Employee engagement data finds that nearly half of all employees would like greater guidance and
encouragement from their Manager on setting and achieving career goals.
•The SmartPath/Career path conversation is : formal
conversation by all managers with their employees annually to:
• Help them understand and reach their full
potential in their current role;
• Help them identify future roles that fit
with their talents, interests, values and life goals;
• Challenge and encourage them to take the development steps necessary to further their goals
Why is it critical to have Smart Path/Career Development Discussions?

8. Two interrelated people processes both focused on
Career Development
1. SmartPath/Career path Discussion : focuses on employees and encourages them to establish,
document and communicate their career goals with their Manager/HR
2. The Organisational Talent Review focuses on the organisation and ensuring that Mgr/HR;
• Have identified employees with the capacity to take on roles of greater scope and complexity
• Have established short, medium and long term succession plans to critical roles within the business

9. Career Path & Development Discussion:
Methodology
Assisting Employees in -Talent Profiling Self-Assessment
Step 1
Complete the Profile – this is relatively easy to complete because it is either fact based information /
resume/PVP(Professional Value Proposition)
Step 2
Complete the Development Plan by thinking about following fields in this order:
1. Career Path Assessment – explain what one would see as his next role as well as his long term aspiration
2. Career Track–explain the function, level and rational for next 2 roles
3. Development Goals – explain the broad knowledge, experience and capability areas ,he/she must gain to
achieve his /her career goals
4. Development Actions– outline the specific actions that make up each Development Goal
Step 3
Career Path & Development Discussion/Interaction/Meeting
Career
Building
Blocks

10. Business Skills
• Customer Focus
• Economics
• Entrepreneurship
• E-product development
• Financial acumen
• Leading an innovative
endeavor
• M&A
• Marketing
• Operational expertise
• Organizational
Development
• P&L ownership
• People Management
• Pricing
• Product development
• Project management
• Sales
• Stakeholder management
• Strategy
• Technology knowledge
Leadership Characteristics
• Ability to take risks*
• Accountable for driving
results*
• Collaborates across
businesses and borders*
• Communicates
authentically*
• Develops Strategic
Perspectives*
• Identifies and develops
quality talent*
• Initiates and leads
change*
• Innovation
• Inspires and motivates
others to high
performance*
• Integrity
• Makes timely and
informed decisions
• Practices Self-
Development
• Values customer insight
Career Building Blocks | Career Goals
Industry Knowledge
• Academic
• Financial Services
• Government and Law
Enforcement
• Health Care
• Insurance
• International Risk/Legal/
Publishing/Exhibitions
Markets
• Law Schools
• Legal
• Media
• Retail and eCommerce
Professional Experiences
• Integration of acquisition,
divestiture of portfolio
• Leading a major
infrastructure
upgrade/refresh
• Leading a major
restructuring
• Managed a scale of
complexity
• Managing large remote
teams
• Track record of new
market growth
• Track record of organic
growth
• Track record of product
development
• Working and leading
effectively in a matrix
• Working through failure
and a down market
*Org Characteristics

11. Roles and Responsibilities
• Coach managers and employees
on the Career & Development
discussions and how to prepare
self profile
• Promote and enable
development
HR
• Owns their career development
process
• Take responsibility for your self-
evaluation and preparation for
career development discussions
• Initiate ongoing career
development conversations with
your manager
• Create, own and action a career
development plan
• Track your development
progress against the plan
Employee
• Understand your employee’s
goals and aspirations
• Provide guidance to your
employee on development
opportunities
• Make visible potential career
moves with your employees
• Provide ongoing feedback on
development progress
• Encourage and support your
employee’s career development
• Be honest and transparent about
their career options and
development needs
Manager

12. Some Resources to Help You
1. Work Values Inventory
•Helps to identify those values that will
be important to an employee in his /her
work.
2. Work Motivations
Helps to think about how one perceive
his/her areas of competence, and what
matters most in his /her work.

13. Some Resources to Help You
3. Skills Assessment
•Helps in assessing :
o level of proficiency in a range of
skills
o How transferable those skills are to
other roles
o Which skills one like to develop
further
4. Career Self-Assessment Worksheet
Helps to think through development
goals. It helps to reflect on :
o Current and Future Work
Situation
o Skills : Strengths and Gaps
o Next Step and Opportunity

14. Part 2: Talent Review & Analytics
This session will provide:
1. A brief introduction to the OTR process
• Why world class organisations need this process
• Overview of the process
2. An outline of the role and expectations of
Managers/HR in this process
3. A methodology to help through this
process

15. Objective of the OTR process : To identify High Potential
employees
“A high-potential employee is someone with the ability, engagement, and aspiration to rise to and succeed in
more senior, critical positions”
“Potential” is a predictor of success at the next organisational level.
• For that reason, employees must be assessed against the general requirements and complexities of the
next level of the business –

16. OTR is one of three linked people processes
• PDP/PMS process measures performance
• Is a retrospective measures of employee success and contribution to the
organisation, Current year, in their current role
•SmartPath/Career Path allows employees to communicate career ambitions and
preferences
• This is an important input when creating succession plans (and why SmartPath
conversations need to have been conducted prior to the OTR)
•OTR creates succession pipelines for critical roles
• It assesses potential as a predictor of success at the next level
• Uses that data in the population of succession charts
PDP
Measures
Performance
SmartPath
Elicits employee
career goals
OTR
Predicts Potential and
maps succession

18. Identification of Hi-po’s: Assessing potentiAl
(Competencies)

19. True High Potentials are ScarceStudy | Corporate Leadership Council

20. Key elements of Potential ?
Potential
Attitude
It is the behavioral
attributes of an individual
and his fitment with the
behaviors required for
performing the job
successfully
Knowledge
It is the functional or
domain knowledge to
perform the job
successfully
Trainability
It is the ability of an
individual to learn quickly
and implement those
learning's on the job
Skills
It is technical skills to
implement the
knowledge to perform
the job successfully

21. Assessing for High Potential
Engagement consists of four elements:
• Emotional Commitment – The extent to which
employees value, enjoy, and believe in their
organization
• Rational Commitment – The extent to which
employees believe that staying with their
organization is in their self-interest.
 Discretionary Effort – Employee
willingness to go “above and beyond
the call of duty.
 Intent to Stay – Employee desire to stay
with their current organization.
Engagement
The extent to which an employee wants or
desires:
• Prestige and recognition
• Advancement and influence
• Financial rewards
• Work-life balance
• Overall job enjoyment
Aspiration
A combination of the innate characteristics and
learned skills that an employee uses to carry out
their day-to-day work.
Innate Characteristics
• Mental/cognitive agility
• Emotional intelligence
Learned Skills
• Technical/functional skills
• Interpersonal skills
Ability
Aspiration
EngagementAbility
High Potential

22. Intellectual Quotient
(Capacity to process complexity)
• Intellectual horsepower, quality
mental models
• Quality problem solving,
decision making processes
Adversity Quotient
(Resilience)
• Ability to bounce back from set
backs or disappointments
• Capacity to rapidly incorporate
learnings; flow with change
Emotional Quotient
(Relationships and influence)
• Build, maintain, repair
relationships
• Mobilise people through change
and/or towards common goal
IQ
EQ AQ
Character,
integrity,
demonstrate
the Values
Assessing Ability | 3 Qs

23. Assessing Potential | A template(Exercise)
ASPIRATION
Yes or no
Have they made clear that they:
• Aspire to bigger more complex roles?
• Appreciate the higher expectations and greater pressure, of the next role?
ENGAGEMENT
Yes or no
Do they :
• See themselves staying with the organisation long term?
• Willingly go above and beyond the call of duty?
• Seem genuinely emotionally connected to the business, its people, its purpose?
ABILITY
Makes notes of this for
each person for your
calibration meeting
Intellectual Quotient (IQ)
• Do they demonstrate the functional know-how, the ability to skilfully handle the
complexity, the problem solving and decision making required at your level?
Emotional Quotient (EQ)
• Can they inspire a much larger team; build trust and commitment during
turbulent times?
• Are they able to handle more complex politics and greater pressure with
composure?
Adversity Quotient (AQ)
• Can they cope with bigger, faster, higher risk change?
• Do they bounce-back disappointments?
• Can they turn around a failure; and reinvent themselves when called for?

24. People Potential Performance model
Talent Matrix
• The 'people potential performance model' is especially useful in
illustrating clearly and broadly the mix. It's also helpful in
understanding, determining, and explaining the different treatment
that is appropriate for different categories of people with a group.
• The model can also be used to show an ideal mix, and an actual mix,
and thereby highlight the gap or difference, from an overall strategic
viewpoint.
• The purpose of the model is to enable a simple assessment and
representation of the mixture of types (according to potential and
performance) within any work group or team

25. Performance/Potential Assessment
Plot Talent on the grid
1. For the Performance scale, use an estimate of an employee’s PDP rating
for the current year
2. For the Potential scale, use the methodology provided in the next slides

26. The Talent Matrix - Potential
Potential
SIP/S
PTP
PBC
Potential is split into three categories
PBC
Promote Beyond Category
PTP
Potential To Progress
SIP/S
Stay in Position or Sideways Move

27. Performance/Potential Assessment
Untapped Talent Emerging Talent Future Leaders
Unconfirmed Talent Accomplished Professional High Impact
Poor job fit Solid Professional Expert Talent
Potential
Performance
PDP rating 4, 5 PDP rating 3 PDP rating 1, 2
WellPlacedGrowthHighPotential

28. Performance/Potential Assessment
High Potential/Low Performance
Untapped Talent /Needs Coaching
Shows talent but needs development. May have been promoted too
soon or be new in role
With the right development may be a star of tomorrow. Address as
soon as feasibly possible.
Demonstrated high potential for advancement but is not meeting
current performance expectations
(Needs Coaching and intervention: Wrong Role or Wrong Boss?)
Consider Assignment
High Potential/Medium Performance
Emerging Talent/Star/Groom to be world class)
Consistently meets expectations, and has potential to progress in new
areas.
Has the potential to make career changes into different situations.
Demonstrated High potential and consistently meets performance
expectations(Values talent who needs additional challenge, reward,
recognition or opportunity develop)
Continue to develop in current role. Consider providing test
assignment in more senior role
High Potential/High Performance
Future Leaders/Gold Class/World Class Role Model
5-10% leadership. Consistently produce exceptional results, has the
ability to take on major stretch assignments
Has potential for 2 vertical moves or lateral moves with considerable
additional complexity. Actively plan development and moves.
Highest potential for senior leadership position who usually always
exceeds performance expectations
(Star talent who should be targeted for accelerated development
opportunities) “Re-assign to more senior role”
Medium Potential/Low Performance
Unconfirmed Talent/Questionable Fit
Has potential to do more but has not fully demonstrated this. Perhaps
better suited to a different role. Address as soon as feasibly possible.
Has average potential but presently under performing
(Consider coaching or corrective action)
“Wrong role or at wrong level”. Consider providing test assignment
in different role.
Medium Performance/Medium Potential
Accomplished Professional/ Solid/Stretch to be star
Dependable / reliable performers. Bedrock of leadership team
May be promotable to slightly enlarged role or lateral move. Keep an
eye on engagement and ensure they are challenged.
Average potential; presently meeting but not exceeding performance
expectations
(Keeps things running but might need additional motivation, greater
engagement or additional rewards)
“Continue to develop in new Role”
Medium Potential/High Performance
High Impact/Star to harness
High performing individuals who consistently produce exceptional
results in one or more areas
May be promotable to enlarged role or lateral adjacent area. Consider
focused development to meet those goals.
Average potential with greater scope or challenge; always meets and
usually exceeds expectations.
(Strong contributor who could have additional developmental
challenges to grow and possibly improve potential)
Gradually expand current role
Low Potential/Low Performance
Poor job fit
The role is not playing to the individual’s strengths. Unwilling or
unable to strengthen performance .Perhaps better suited to another
environment. Address as soon as feasibly possible.
Low Potential and is not delivering.
(Counsel or terminate)DEVELOPMENT PROGRAM
“Consider replacing if support has not improved performance
Low Potential/Medium Performance
Solid Professional/Questionable Fit
Knows current job well, delivers results in own specific area. May
eventually become a blocker for high potential individuals below.
Technical talent; consistently meets performance expectations.
(Motivate and focus)
Continue to develop in current role . Periodically re-assess potential
for growth.
Low Potential/High Performance
Expert Talent/Experienced Professional/Maximize Contribution
Produces exceptional results in own specific area, extremely valuable
to organisation.
May be promotable within own functional area specialty. Keep an eye
on engagement and ensure they are challenged.
Specialized technical talent; consistently exceeds performance
expectations.
(Valuable in developing others; Retain and Reward)
Retain in current role. Periodically re-access. Potential for growth
Potential
Performance Specialist
PDP rating 4, 5 PDP rating 3 PDP rating 1, 2
HighPotential
1. Insert names of your direct reports using an estimate of their PDP rating (Performance) for the year and with your Potential prediction
• Names go directly in boxes – do not overlap between boxes
WellPlacedGrowth
Unacceptable Growing/Inconsistent Achieving Exceeding Outstanding
P
B
C

29. Group Analysis using PPA/ HJA & GIA
InvestMaintain
Deselect Re-Align
JobCompatibility(usingPPA/
HJA)
Mental Ability scores (using GIA)Low High
High
Identifying Hi-Potential – Assessment Tool)

30. Development Center for HIPO’s
• Every Individual go through Thomas Profiling ( PPA) assessment – to
have a better insight about their behaviors along with Thomas
Emotional Intelligence.
• generate a Team Report (Thomas Team Analysis System) to analyze
the role they play in team.
• Followed by this run a Team Building workshop where we can use the
inputs of the assessments mentioned above to sensitize them about
team behaviors/roles each of them play to increase the cohesiveness
within team

31. Part 3: UNDERSTANDING LEADERSHIP
In the rapidly changing, complex and dynamic environment within which we
operate, leaders are critical to organizational success. To understand an
individual’s leadership strengths and development areas, we need to start by
understanding the key predictors of leadership performance. Leadership
performance is derived through the contribution of three critical components
of Leadership Assessments:
• Capacity,
• Capability
• Culture Fit.
Leadership orientations
and career anchors

32. Leadership Capacity is the born potential an individual brings to lead at a
level of excellence. Capacity assessments measure
• Leadership Talents – or inherent personality traits that predispose a leader
to deliver on the high performance leadership behaviors;
• The Leader’s Preference for different types of leadership roles:
• Leadership Cognitive ability for verbal, logical and numerical reasoning
assessed against the complexity of the leadership demands.
Leadership Capability is the level of accumulated skill, knowledge and
learning the leader has acquired through academic and applied experience.
Leadership Capability is a blend of functional skills/knowledge and
experience and use of the researched and validated High Performance
Behaviors.

33. LOQ: – Leadership Orientation Questionnaire is an online questionnaire based on the “big five”
model of personality. The questionnaire measures 28 dimensions which have been positively correlated
with leadership performance at work. The LOQ will provide valuable insight into an individual’s leadership
orientation and career motivators such as : Thinking orientations, Social Orientations, Power orientations,
Achievement orientations, Emotional Orientations, and Mastery Orientations. The tool is applicable for
Leadership-level Recruitment, High Potential Identification, Succession Planning & Leadership
Development.
Sentio – An online, situational judgment test developed based on extensive research by IBM Kenexa into
what makes a leader across four clusters of High Performance: Thinking, Developing, Inspiring &
Achieving. The tool contains 36 items and has high validity for selection and development. It sheds a clear
focus on action planning and development, providing the individual with a comprehensive picture of how
to improve performance. For an organization, the group reports confidently answers questions regarding
Job Selection, Recruitment and Talent Management. The tool can be used for High Profile Recruitment,
Internal Promotions, High Potential Identification, Training Gaps Analysis, Career Mapping, Succession
Planning and Leadership.
PPA( Thomas Profiler,DISC)
Lominger Competencies Model (Korn & Ferry)( HIPO’s and Leadership Competencies)
Leadership Assessment Tools :Recommended for developing leaders

34. Driving Talent Management Outcomes
Employee’s Emotional Commitment matters more than their Rational Commitment
Overall employee engagement accounts for about half of employee performance. Managers must focus on building
emotional commitment – the extent to which employees value, enjoy and believe in their job, organisation, team and
manager. This will be four times more powerful at driving employee performance than rational commitment.
Top Tier leadership Organisations are characterised by leads who believe in development and act on those beliefs
Senior executives must act as good roles models by prioritising and acting on employee development needs.
The success of high potential employees depends on the quality of their networks in the organisation
The most effective strategy for realising employee potential relates to employees’ interpersonal connections. Make clear
the importance of professional, information rich networks and surround high potential employees with quality managers,
colleagues and direct reports.
Career Discussions ,OTR ,Development plans to identify & predict future performance of candidates for leadership and
management roles and
· To Identify high potentials within your organization for accelerated career development
· Ensure a strong pipeline of future leaders
· Develop/Implement training programs based on objective data about the leadership capability of your people
CEB | Improving Talent Management Outcomes

35. Driving Talent Management Outcomes:
Help People Build the 3 Qs
IQ
Intellectual
Quotient
• In practical terms can be raw intelligence, or thinking
processes acquired through business education
• People high in IQ can deal with complexity, problem solve and
make quality decisions
EQ
Emotional
Quotient
• Is an individuals ability to build, maintain, repair relationships;
to influence and guide others through change
• People high in EQ have self awareness, empathy, an ability
to read situations, establish rapport, and can demonstrate a
range of interpersonal approaches
AQ
Adversity
Quotient
• Is a measure of resilience and the capacity to bounce back
after disappointments or hardship
• People high in AQ adapt easily to change, learn lessons
quickly and can reinvent themselves when necessary

36. Interventions to build Capability
• Emotional Intelligence :Begins with learning to manage emotions ,eg TEIQue,
(The Trait Emotional Intelligence Questionnaire (TEIQue) is a personality assessment that measures
an individual’s Emotional Intelligence potential)
• Effective Communication Skills
• Learning to handle difficult conversation with ease
• Time and Performance Effectiveness
• Learning to prioritize by planning to achieve goals
• Art Of Delegation
• Learn to delegate to develop people and create more time
• Situational Leadership
Learn to delegate different people differently in different situations

37. Thank You!
Deepa Mohamed
Director HR-Lexis Nexis
Questions/Suggestions