1. Talent Acquisition’s Role in
Workforce Planning
David Dart
10/5/2015

2. Optimization Can’t Happen Without the Basics
Organizational Capability
Tactical Strategic
SYSTEMS
PROCESS
RESOURCES
METRICS
BASICS
• HIRING PROJECTIONS
• INNOVATION
• MULTI-SITE
CAPABILITIES
• PORTFOLIO STRATEGY
• SERVICE LEVEL
AGREEMENTS
• AREA METRICS
• COORDINATED
ASSIMILATION
• COORDINATED
TRAINING (Domestic)
OPERATIONAL
• WORKFORCE PLANNING
• CONTINUOUS
IMPROVEMENT
• LEADERSHIP DEVELOPMENT
• COMPETENCY MODELS
• TOTAL REWARDS
• ENTERPRISE-WIDE
CAPABILITIES/STRATEGY
• GLOBAL METRICS
• DIVERSITY & INCLUSION
• COMPETITIVE INTELLIGENCE
• OUTSOURCING COUNCIL
(Best in Class/Global)
OPTIMIZATION

3. Three Strategies Needed for Business Success
Mark Huselid – The Workforce Scorecard
Business
Strategy
The Growth
Workforce
Strategy
The Capabilities
HR Strategy
The System
10/5/2015 3
DIFFERENTIATIONOutside Inside

4. A Winning Culture enables us to successfully execute our strategy
Strategy DefinedAdapted from Playing to Win: How Strategy Really Works by AG Lafley
How we work together
Key skills & abilities required to make it happen
Key elements of execution that unlock value
The choices we make to deliver value
Setting the course for the organization
V I S I O N
W H E R E W E P L AY
H O W W E W I N
K E Y C APA B I L I T I E S
O P E R AT I N G M O D E L

5. ► An operating model is where and how the most critical
work is done
► In other words, it’s the Who, What, When, and How
work gets done
► It is not an organizational structure, although the org
structure is an outcome of the operating model
5
What is an operating model?

6. Operating Model includes more than just
“boxes and lines”
Celanese
Operating
Model 2.0
Structure
Capabilities
Resource
alignment
Decision-making
forums
Processes
Accountabilities
• How will cross-enterprise
management processes
work?
• What are our company
norms for how people
interact? What are
expectations for priority
behaviors?
• Is the right talent in place
for the new structure?
• What are the implications of
future operating model for
capability enablers –
People, Process,
Technology?
• What is the right resource
level?
• How should resource
additions be phased?
• Does the new structure
achieve spans/layers
targets?
• What are the key executive forums’ objectives,
composition and cadence to govern business?
• What is our predominant ‘decision style’?
• What are the roles and
accountabilities and KPIs of
each unit?
• What is the RACI for critical
decisions (especially cross-
functional)?
• What are the main operating units and P&Ls?
• What ‘horizontal’ entities and coordinating
mechanisms are required?
• How will the center add value?

7. Four steps to deploying an operating model:
► Identify the key decisions that create value and the processes in
which they reside (the “What”)
► Clarify the roles and interfaces across the business (the “Who”)
► Define the decision rights (“Who, What, and When”)
► Create the forums to make those decisions (the “How”)
Clearly defined operating models enable speed
through systematic decision making
A little more on operating model

9. Celanese’s Organization and Culture is
Evolving…
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2012
2013
2014
Resetting Expectations
Delivering & Building Trust
Performance & Preparing for the Future
• Established mission, vision, and refreshed
values
• Core changes to how Celanese operated
• Strategy 1.0 / 5 Big Rocks
• Missed financial measures
• Responding to high attrition
• Focus on people
• Performance management and
compensation changes
• Communicated broadly
• Focused on Execution, Innovation,
Collaboration, and Customer Excellence
• Stabilized organization
• Focus on cost / investments in the right
areas
• Focus on development in key areas:
manufacturing, sales, and technology
• Unifying CE brand
• Top business performance
• Celanese 2.0
• Focus on creating sustainable
profitable growth
• Focus on talent – key roles, specific
development, succession, and
coaching

10. …and Our Strategy Work Confirmed Many Strengths as
well as Many Opportunities
Strengths Challenges
Focus
Our technology and products are strong and often
preferred by customers…
…but we generate 3,500+ innovation ideas, 50% in
new spaces instead of translating existing applications
Customer
Net promoter score (NPS) highest amongst all
competitors in Auto segment (+23 vs. -24)…
…yet our account managers only get 35% of their time
in front of the customer
Commerce
Acetyl Chemistry drove results through asset
rationalization, and chain integration
…there are opportunities to value-price in EM due to
pricing remaining flat
Supply Chain Perfect order performance improved to 85%+...
…but we firefight 50% of orders to achieve that
performance
Growth While we have grown both bottom and top line…
…growth in Acetyl Chemistry has fallen below GDP
growth rate and EM growth is behind Vision 2016
targets
M&A
Balance sheet in a much better position today to
pursue M&A opportunities to achieve EBIT targets…
…we have little recent M&A deal and integration
experience, a critical capability to achieve success
Culture
Culture is evolving to one with balanced values,
customer focus, and delivery…
…but a lack of clarity on roles and responsibilities a big
challenge, and we must develop key capabilities to
succeed
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11. How we work together
Key skills & abilities required to make it happen
Key elements of execution that unlock value
A Winning Culture enables us to successfully execute our strategy
The choices we make to deliver value Strategy 2.0 Development
 Clear direction on which markets we will target
and how we will create value
 Business will continue to refine the strategy
Vision 2016
 Created longer term vision in 2012
 Set goals, snagged low hanging fruit
Strategy DefinedAdapted from Playing to Win: How Strategy Really Works by AG Lafley
Setting the course for the organization
C E L AN E S E V I S I O N
W H E R E W E P L AY
H O W W E W I N
K E Y C APA B I L I T I E S
O P E R AT I N G M O D E L
Strategy 2.0 Development
 Ensuring what needs to get done actually gets
done through human systems
 While the strategy continues to develop,
provide a nimble operating model to adjust to
market direction

12. Skills and abilities required to achieve imperatives
Critical capabilities required to substantially push profitability
► Commerce (e.g., pricing, negotiation, contracting)
► Prioritization (e.g., product portfolio management, time with customer)
► Productivity (continuous improvement mindset across all areas)
Key capabilities that drive value must be ingrained in the culture

13. C E L AN E S E O P E R AT I N G M O D E L R E D E S I G N
Two value equations
Materials Acetyl Chemistry
Region (POC, Asia)
Function alignment
Technology
& Innovation
Sales Supply Chain
Role of
center
Our operating model

14. Four steps to deploying an operating model:
► Identify the key decisions that create value and the processes in
which they reside (the “What”)
► Clarify the roles and interfaces across the business (the “Who”)
► Define the decision rights (“Who, What, and When”)
► Create the forums to make those decisions (the “How”)
Clearly defined operating models enable speed
through systematic decision making
Reminder: Deploying an Operating Model

15. SIPOC will be evaluated for each critical
cross-functional process
S I P O C
Suppliers
The provider of
inputs to your
process
Inputs
Materials,
resources or
data required
to execute your
process
Process
A structured set of
activities that
transform a set of
inputs into specified
value to customers
and stakeholders
Outputs
The products
or services that
result from the
process
Customers
The recipient of
the process
output
Start End
5-7 major steps
As part of the process, we will need to set up
decision-making forums

16. Example Success (Role) Profile:
Portfolio Development and Pipeline Vice President
• Create and implement process to cut, prioritize and focus pipeline
projects including facilitating project prioritization, resource allocation
and project approval decision-making
• Develop tools, reporting/dashboards to provide portfolio visibility to key
relationship partners
• Create a roadmap to provide forward looking guidance on future
launches
• Focal point and leader of overall EM pipeline: platform programs, new
applications, translations, raw materials swaps, new formulations
• Provide oversight for the portfolio review process and communicate
back to all stakeholders on progress of product launches,
recommended additions and cut programs
• Work closely with Sales, Marketing, the P&L leader and Technology &
Innovation team members to provide input and assist with prioritization
of customer-driven product and application solutions aligned with
Celanese, segment, and customer strategies
• Pushes for launches to meet a quarterly expectation for an internal and
external view
• Drive the EM pipeline and platform
through strategic planning,
analytics, rationalization,
prioritization and launch:
• Work with key stakeholders to
provide a holistic view of current
launches and timeframe
• Provide oversight for the
portfolio review process
• Ensure resources are utilized
effectively and efficiently to
drive increased profitability
• Lead the overall EM pipeline
Purpose Key Activities
Key Abilities
• Ability to successfully lead across
organizational boundaries, including
strong relationship management skills
• Has courage to lean in and focus on near
term value and sacrifice programs that
don’t deliver according to business
strategy
• Key Competencies: Managerial
Courage, Motivating Others, Negotiating,
Process Management, Developing Direct
Reports and Others
Outputs
• Delivers $50MM annually in Variable
Margin from new launches
Key Relationships
Portfolio
Development
& Pipeline
Director
Sales/
SegmentsManufacturing
P&L Leaders/
Marketing
Technology &
Innovation
KPIs
• # of commercialized projects in
aggregate and vs. plan
• Volume, rev., & margin vs. plan
• Innovation spend
• Innovation returns
• Pipeline size and quality
Key Decision Authorities / Responsibilities
Decide to initiate projects (Gate 0) A
Decide Program Mgr. staffing R
Decide go/no go for projects at Gate 1,2 etc A
Decide to launch projects A

17. RACI is a critical tool for clarifying
decision rights
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Responsible
R
Consulted
Consulted
Consulted
IA
Accountable
C
Informed

18. R
A
C
I
Responsible for activity or process
• Directly executing or overseeing process
• Responsible for obtaining approval,
involving and obtaining support from
“consulted” roles, and inform all “informed”
Consulted for information or expertise
during execution
• Must be consulted before decision is made
• Have an Advisor role, i.e. is required to provide
input and expertise
• Supports the responsible in executing the
activity when needed
• Do not hold veto right over the decision, but is
informed of outcomes
Accountable / Approval authority for
activity or process
• Provide final sign-off before action is taken
• Holds accountability for the overall decision
made
Informed of the process and outcome
• Must be informed after decision is made
• Requires transparency into the process and
outcomes in order to be effective
18
Clarifying decision rights and accountabilities

19. MFG Leader
Lead Planner
Participants
Objectives Inputs
Outputs / Decisions / Actions
Project prioritization meeting
“4-blocker” Frequency: Daily
CTO
EM GM
Selected P&L
Leaders
• Review status of closes planned for the week
• Close unresolved issues from previous daily meeting
• Evaluate new projects added since previous daily
meeting
• Provide a brief open forum to discuss any outstanding
issues
• Status updates
- On track vs. off track
- PO attainment
• Project proposal
- Project value (Volume, Sales Price, Manufacturing Cost,
Development Cost)
- Timing
- Key issues – technical, IP, quality, etc.
- Strategic rationale (alternatives)
- Business/platform impact
- Likelihood of commercial success (e.g. customer commitment)
• Prioritized projects for development identified
• Agreed on development plan for prioritized projects
- Resources needed (technical and commercial)
- Path to market
• Resource allocations/reallocations (as needed)
• Identify open issues to be discussed at the next
meeting and actions to close
Portfolio
Manager
Commercial
Leader

20. What Is HR’s Purpose?
Every person and organization on the planet knows
what they do. Some know how they do it…but very
few know WHY they do what they do.
WHY does your organization exist?
WHY should anyone care?
Simon Sinek
Leadership Expert
Author - Start With Why

21. The “WHY” Can Make Good Organizations
Great
HOWWHATWHY
Execution
Bringing it
to Life
Equity
Our Promise to
Our Clients
Purpose
Why HR Exists

22. The “WHY” Can Make Good Organizations
Great
HOWWHATWHY
Execution
Simple, elegant process
Best place to work
Collaboration &
accountability
Equity
A purpose driven,
engaged
organization
Purpose
To ensure the vision
and strategy of the
business is executed

23. The Strategic HR Pillars
►Smart Growth
►Full Talent Pipeline
►Employee Mobilization
►Purpose Driven Culture
Confidential 23

24. The Strategic HR Pillars
• Managers utilize process improvement tools & project
management
• Decision Support: Productivity metrics & optimal resources
• Disciplined growth - Assess and plan required demand based on
business needs
• Build capabilities in the appropriate timeframe to meet need
• Factor globalization & functional interdependencies into planning
‘Smart’ Growth

25. 25
The Strategic HR Pillars
• Real workforce planning; thoughtful about internal/external mix
• Effective assimilation & integration of staff
• Focus on both hiring and development
• Measuring quality of our talent
• Integrated strategies and processes for acquiring, developing,
and placing talent
Full Talent
Pipeline

26. 26
The Strategic HR Pillars
• Significant performance differentiation
• Total Rewards strategy
• Leader led alignment and focused action
• Career value proposition is clear
• Clear alignment between strategy and
functional/individual goals
Employee
Mobilization

27. 27
The Strategic HR Pillars
• All associates know why the organization exists
• Newcomers/ tenured staff establish desired culture together
• Debate, shape and articulate desired culture
• Assess/evaluate current culture and confront discrepancies
• Develop and implement plan/actions to close gaps
Purpose Driven
Culture

28. Talent Acquisition Case Study #1
► Identify key capabilities (Commerce, Prioritization, Productivity)
► Operating model changes, headwinds driving turnover
‒ Some opt out
‒ Triple whammy in Germany
‒ Experience gap in China
► Talent Acquisition team as strategic workforce planning leader
‒ Hiring ahead of anticipated attrition
‒ Creating region specific hiring models
‒ Capability assessment design and execution
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29. Hiring/Capability Assessment
10/5/2015 29
Key Performance Indicators
Revenue trend: 1 2 3 Forecast accuracy: 1 2 3 Projects launched: 1 2 3
Account Management
Rate this Account Manager’s ability to execute each phase of the sales cycle described below.
Plan Discover Engage Close
1 2 3 1 2 3 1 2 3 1 2 3
 Develops account plans for
all assigned customers
 Gathers information about
customer/ company
background
 Differentiates value
proposition
 Understands internal
decision making channels
 Works to understand
customer/business needs
 Involves customer in
conversation
 Identifies “pain points” and
responds to concerns
 Quantifies impact of
customers problems
 Creates interest to continue
dialogue
 Articulates value proposition
of product/ application
 Involves appropriate
stakeholders
 Summarizes needs and
Celanese fit
 Differentiates and maximizes
solution value
 Gains agreement to move
conversation forward
 Gains agreement that
solution meets customer’s
needs
 Asks the customer for the
business
 Finalizes steps to close and
contract
 Protects value during the
contracting process
 Obtains signed contract
Account Relationships
Choose one description of how this Account Manager is seen by his or her top accounts.
Partner Advisor Problem Solver Credible Source Vendor
 Shared risk, shared
reward business
terms
 High level of data,
systems and/or
operational
interdependence
 Open access to
executive contacts
 AM and customer co-
develop strategic
plans together
 Value-based business
terms and conditions
 Established track
record for delivering
strategic solutions
 Access to C-Level
and/or Senior VP
executive contacts
 Customer shares
strategic plans and
direction
 Innovative and
creative solution
emphasis
 Demonstrated ability
to solve operational
problems
 Access to VP and
Director level contacts
 Customer shares
information about
company initiatives
 Focus on operational
solution value
 Mostly Operational
Manager contacts
 Customer shares info
on departmental
projects
 Price and cost-based
business terms
 Focus on fit within
specific identified
needs
 Mostly Procurement
department contacts
 Customer provides
RFP/RFI/RFQ

30. Talent Acquisition Case Study #2
► Talent acquisition at Amgen is a competitive advantage
► New therapeutic area for Amgen in cardiology
► Huge clinical trial demand required MD’s across the globe
► Business assumption was “go get them!”
► Not so fast, my friend…
10/5/2015 30

31. Alternative strategy deployed
► Talent acquisition team scanned the market, realized demand
outstripped global supply
‒ Utilized industry contacts, agencies, and sourcing techniques to
ascertain global supply
‒ Directed business line on exploring alternative sourcing models
► Market knowledge led to alternatives
‒ ER docs have cardiology expertise, time
‒ Moonlighting retirees were highly effective
10/5/2015 31

32. Summary
► HR is responsible to ensure strategies are actually executed
through human systems
► Three strategies needed for business success: Business,
Workforce, HR
► Setting a strategy is easy – mobilizing an organization behind it is
the hard part
► An operating model is not an org structure
► Workforce planning is critical to creating capability and capturing
value
► Talent acquisition is on the front line of workforce planning
► Don’t forget – culture ties it all together!
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