A recent presentation made at Linkage 2012 describing the importance of a robust talent pipeline

1. Talent Optimization
It’s Not A
One-Way Street
Nancy Di Dia, Chief Diversity Officer
Corry Ioli, Executive Director, Talent Management

2. Brain Surgery… Or Rocket Science?
Talent Management
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3. Right People. Right Place. Right Time.
Out of the Box Strategies on Attracting, Engaging &
Developing Key Talent at All Levels in the Organization
Solutions to Ensure The Further Advancement of
Multicultural Talent as well as New & Seasoned Talent
Best Practices for Building Successful Succession
Plans that Effectively Include Multicultural Talent
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4. Hiring Process: What Do You Need To Do?
Corporate Maximizing
Selection Engagement
Strategy Attraction US & Global Productivity
& &
& & Leadership &
Unconscious Internal
Leadership EVP Development Business
Bias Mobility
Commitment Impact
Diversity is thread and embedded in every step of our Talent Management process
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5. Corporate Strategy: What guides our business?
Our Leitbild: business and organisation
• Maintaining and improving the performance of the
corporation take precedence over short-term maximization
of profits
Corporate
• Research and development is of central importance to our
Strategy future success
&
Leadership • We will focus our efforts on diseases which have so far not
Commitment
been satisfactorily treated
• We are global in our ambitions
• We will attract the brightest talents to work for us and
encourage diversity in the workplace
• We are an open organization which believes in a culture
of innovation, collaboration and mutual respect

6. Corporate Strategy & Leadership Commitment
"Our success depends on being
able to recruit, retain, and
develop a diverse and talented
workforce to serve the
therapeutic needs of a diverse
patient population. That is why
our vision of 'Value through
Innovation' – which depends on
diversity, inclusion, and
employee engagement – is
fundamental to our culture at
Boehringer Ingelheim."
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7. Are you A Talent Ambassador? We Are.
• Our business strategy is built on
creating a competitive workforce – we
are ALL IN!
• All BI Employees & Leaders are Talent
Are You A Ambassadors!
• Hiring Managers are strategic and
recruiting “req-lessly” to build talent
Talent
pipelines across the business!
Ambassador?
• Executive Leadership making a
commitment to opportunistic
interviews and hires!
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8. Attraction
&
EVP
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9. 29 June 2012
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10. Employee Value Proposition - We are Saving Lives.
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11. Unconscious Bias:
In the Selection & Succession Planning Process
Talent Management & ODI&E have partnered to bring an understanding of
unconscious bias to Hiring Managers and Leaders to accomplish the following:
Selection Understand the concept of unconscious bias
&
Unconscious Uncover ways that unconscious bias can impact the recruitment,
Bias selection and succession process
Create and maintain processes that are as bias free as possible
Make talent and selection decisions based on merit
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12. Selection & Unconscious Bias Exercise & Table Discussion
Based on a sense
of personal
Confirms by
connection to the
preexisting Affinity other person
perception,
stereotype or Bias
image
Confirmation
Bias
Systemic Bias
When bias is
imbedded into
processes and
systems creating
unintended
outcomes
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13. Tips to Help Minimize Bias in Selection Process
• Introduce and Train Hiring Managers & Leaders on Unconscious Bias
• Quick Inventory of Team Demographics/Successors – Recognize Any
Patterns??
• Blind Resume Screening
• Fully Vetted Job Descriptions & Agreed Upon Skills & Experience
Required
• Diverse Pool of Interviewers – Have Division Heads Require This
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14. Engagement & Internal Mobility
Objective: Conduct monthly meetings with HR Business Partners and
Talent Management that will:
Engagement • Discuss development and career plans for deeper reach talent
& • Facilitate matching internal talent with current /future job openings
Internal • Highlight opportunities for cross-organizational talent rotation
Mobility Critical Experiences & Accomplishments To Date
• What are some of the business-critical processes and activities that this
person is responsible for?
• What special strategic projects outside of his/her core responsibilities has
the individual been a part of?
Potential Roles & Readiness
• What type(s) of role(s) do you see this individual taking within the
Company in the future:
• Has this individual expressed an interest in any particular role type(s)?
• Determine readiness using online profiles within TMnet 29 June 2012
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15. Global Talent Management e-Learning Modules
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16. Organizational Development & Learning
Intended Outcomes
• Improved business
performance
• Reduced turnover and
US & Global attrition
Leadership • Increased engagement
Development
Strategically • Deeper succession bench
Focused • Improved diversity
Learning and OD demographics
Practices
• More widely known and
recognized employment brand
• Ability to attract and retain
higher caliber talent
Building Strategic
Capabilities • Human capital metrics show
strong return on our
investments

17. Leadership Development Program Landscape
BI Strategy
Global Organizational Strategic Capabilities
Global Strategic Leadership
Program
Regional Leadership Programs
(Europe, Americas, Asia)
GMDP / GMRP
Americas Region: MDP & LDP Local Leadership Programs
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18. America’s Region
Learning & Organizational Development Framework
Coach & Global &
Mentor Regional Leadership
Coach & Development
Leadership
Mentor Programs
Development Population:
Coach & Management Program Level 19+
Select Population Building
Mentor Development Level 17+ Organizational
Capabilities
Program Building Individual
& Strategic Leadership
Select Population
Level 15+ Competencies
Building Managerial
Skills & Leadership
Competencies
• Rotation Programs • Mentoring Engine • International Assignments & Opportunities • External Development Programs
• Alumni Programs • Executive Coaching •Job Rotations & Stretch Assignments
•0
DEVELOPING OUR LEADERS
Managing at BI
DEVELOPING OUR MANAGERS
•Foundational Development Offerings • Do-It-Yourself Development • Development Plans • Working at BI
DEVELOPING OUR PEOPLE
• Organizational Design • Orientation & Integration• Change Management • Coaching & Mentoring • Assessment & Solutions
DEVELOPING OUR ORGANIZATION 18

19. New! Corporate Management Committee:
Sponsorship & Mentoring Program
• The Mentoring Partnership has been formed based on input from annual talent
management discussions
• Participation in the Mentoring Partnership Program is not linked to performance
management nor is it a performance improvement tool
• 2012 Launch: 8 CMC Members & 13 Mentees
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20. US and Global On-boarding Tools & Guides
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21. Maximizing
Productivity
&
Business
BUSINESS
Impact RESOURCE
GROUPS
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22. Business Resource Groups: Key Success Indicators (KSI)
• Membership and engagement increase by 10% across U.S. in 2011
• Key talent segments developed by BRGs
• Diversity councils leverage BRGs to advance talent segmentation, market segmentation and
workplace transformation goals
• BRGs share and connect across OPUs and globally
• Leadership capabilities enhanced and BRGs are a self sustaining employee driven resource
• Employer of choice awards spotlight BRG stories
• BRG “wins” promoted across the company
• BRGs build the brand and bring the Lead & Learn value to life
• High visibility of BRGs externally i.e. DiversityInc. Best Practices, SHRM, etc.
• BRGs considered “best in class” by competitors
• BRG accomplishments recognized and rewarded in Performance Management Process
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23. Talent Acquisition Key Metrics – Impact to the Business
Key Metrics for Talent Acquisition Scorecard
Diversity & Recruitment Cost Contracted Time
Quality of Hire Quality of Source
Applicant Flow Per Hire to Start (TTF)
• Track diversity • Quantify how • Evaluate • Assess the • Calibrate
slate of well a new hire effectiveness of effectiveness of timeliness of the
applicants, or internal sourcing recruiting sourcing &
slate, interviews selections that channels to function. recruiting
& hires occur within TA understand Assess agency process
process meet impact on spend analysis
performance retention and • Shared
requirements of monitor ROI accountability
the role with Hiring
Manager
Candidate & Hiring Manager Experience
• Assess ongoing improvement: candidate, new hire
and hiring manager surveys. Identify what % level of
improvement each quarter and year over year
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24. New Talent Acquisition Portal
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25. Tools for Maximizing Productivity
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26. Faces of Life
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27. Thank you!
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