The document outlines the human resource strategy and goals for a company. It identifies four strategic drivers: 1) providing tools and processes for understanding talent pipeline demands, 2) identifying capability barriers to success, 3) establishing assessment and development processes to ensure the right skills are in place, and 4) establishing an aligned people development agenda. Key performance indicators are established to measure progress on goals related to each strategic driver, such as percentage of openings filled using succession planning and percentage of employees participating in training programs and performance reviews.

2. Business Imperatives
Customer Focus
People Imperative
To drive customer focus and
service excellence, through
sourcing the best and brightest
talent while providing an
inclusive environment which
enables people to maximize their
contributions in delivering the
best products/services
anywhere in the world.

3. L & D Strategy
Business Imperatives
People Imperatives
•
Enabling the business to have
the right supply of skilled
people from around the
globe to deliver world class
performance in the
geographies we serve.
•
Maintaining an organizational
infrastructure that enables
collaboration and supports
the pursuit of integrated
solutions.
Global Coverage and Local
Strength
Integrated Capabilities and
Broad Range of Solutions

4. L & D Strategy
Business Imperatives
Our People and Business Expertise
People Imperatives
•
Having a broad base of
competitively advantaged skill
sets which provide the
capabilities to differentiate our
products and services.
•
Delivering consistency and
productivity through commitment
to standardizing management
process best practices and
measuring follow through.
Our Processes and
Operational Excellence

5. L & D Strategy
Group Strategy
Human Resource Strategy
Group Mission
Human Resource Mission
Business Imperatives
People Imperatives

6. 1. To provide dependable tools and processes for understanding the talent
pipeline demands and progressing the associated actions.
2.
To continuously seek to identify capability related barriers to success and
drive remedies which stimulate innovative thinking and encourage
collaboration.
3.
To establish and maintain assessment, selection and development
processes which enable the company to have the right skills, at the right
place and at the right time.
4.
To establish a one-look and one-way people development agenda that
is aligned to the most vital business imperatives.

7. STRATEGIC DRIVERS
DELIVERED VIA
Globally
Regionally
To provide dependable tools
and processes for
understanding the talent
pipeline demands and
progressing the associated
actions.

Management Development
and Succession Review
(MDSR)
Comprehensive and
integrated Performance
Management Process

MDSR and PMP approach
To continuously seek to
identify capability related
 Global Business Excellence
Program

Leadership Challenge
programme
 Top Management forum

Young Leaders
programme

Training & Development
barriers to success and drive
remedies which stimulate
innovative thinking and
encourage collaboration.
To establish and maintain
assessment, selection and
development processes which
enable Exel to have the right
skills at the right place and at
the right time.

 Business Academy
 Campus
 Global Competency Model
and related applications for
selection and assessment
 360 & Personal
Development Planning
Curriculum

8. DELIVERED VIA
STRATEGIC DRIVERS
Globally
To establish a one-look and one-way
people development agenda that is
aligned to the most vital business
imperatives.

Company training interventions
- Such as Sales Academy

Integrated global learning and
development curriculum
Regionally
 Company training
interventions
- Such as Sales Academy

9. GOALS
1.
To provide dependable tools and processes
for understanding the talent pipeline
demands and progressing the associated
actions.
KEY PERFORMANCE INDICATORS



2.
3.
4.
Percentage of openings filled utilizing the MDSR
process against target
Number of short term (0-12 months) successors to
critical roles
Percentage of internal/external hires against target
To continuously seek to identify capability
related barriers to success and drive
remedies which stimulate innovative thinking
and encourage collaboration.

International measures being evaluated to
determine fit into KPI reporting

Attainment of training measures on utilization
To establish and maintain assessment,
selection and development processes which
enable Company to have the right skills, at
the right place and at the right time.

Percentage of participation in 360 feedback
process

Percentage that have a Personal Development
plan in place
To establish a one-look and one-way people
development agenda that is aligned to the
most vital business imperatives.

Percent participation in Training against target

10. The regional and HR KPI reporting will use
the same calculation methodology
 Each measure will have an annual goal
and be reported on a quarterly basis
 The KPI results should be reported in a
quarterly and year to date basis
 KPI’s will be tracked and reported


11. 
Percentage of senior exec
openings …..

Number of short term…..

Percentage of internal/external….



Using MDSR bench plan charts, for
positions filled in the quarter,
determine what percent used the
successor identified on the bench
plan
For critical roles (locally
determined), how many of these
have 0-12 month backfills
For all positions filled, calculate
percentage that were
internally/externally filled

12. 
% Participation in the 360
degree …..

% participation in training
versus target
Determine % that have gone
through the Exel 360 feedback
process
 For each training offering,
determine the % of
participation
