1. Dusit International
Human Resources Strategy
Succession Planning Process
October 2009

2. Topics for today
• The Business Case for Succession
Planning
• An integrated talent management strategy
• Key Talent Management Concepts
• Dusit Succession Planning Approach
• Objectives, Process, Roles & Responsibilities

3. Companies With Talent Depth
Behave Differently from Others
TOP QUINTILE COMPANIES
• Have a stronger performance ethic
• Believe talent is important and hold line managers accountable for it
• Take more risks on high potentials; move them before they’re ready
• Recognize the cost of keeping poor performers and act accordingly
• Explicitly build development into every staffing decision
• Have a probing, candid and action-oriented talent process
• Develop a strong magnet for top talent (great company, great jobs,
compensation/lifestyle)
• Pay what it takes to get and keep the best talent
• Use pay increases to amplify the performance message
Source: War for Talent Top 200 Survey - McKinsey Co.

4. Building a strong talent bench
What it Takes
• Bring in Highly Talented People
• Know Who the High and Low Performers Are
• Retain Almost All High Performers
• Develop People Quickly and Effectively
• Remove Low Performers Relatively Quickly
Source: War for Talent Top 200 Survey - McKinsey Co.

5. An Integrated Talent Management
Strategy
Retention Management
Reward & Recognition
Performance Management
& Talent Development
Recruitment &
Selection
Succession Planning

6. Succession Planning
Objective
Develop the internal talent pipeline for key leadership positions
at every level in the organization to meet current and future
needs by:
• Gaining broad and deep knowledge of the talent at every level in the
organization
• Assessing the current talent pipeline against current and future business
requirements to identify need areas and implement appropriate talent
strategies
• Identifying key talent at every level in the organization to accelerate their
development and readiness for more complex roles and instill the Dusit /
Thai Culture and values to effectively manage our properties
• Key jobs – Proactively succession management for critical positions –
assessing the risk, retention management, and backfill plans
• Enterprise-wide talent strategies
• Driving a common talent mindset, common process and vocabulary by
promoting talent discussions at every level that are aligned and use a
common framework and tools

7. The Business Contribution -
What do the lines represent?
• Business/Functional Results
• Managing Work Execution
The Job • Generating Talent
• Leadership
• Building Relationships
• Organizational Learner

8. Performance Growth
Cycle
Development to
Start
enable performance
improvement
Does Not Meet Expectations Meets Expectations
Full performer should be
tested before they are
Those with excess capacity moved
can be moved to more
challenging assignments
where they will have a gap Exceeds Expectations

9. Next Assignment Readiness
“Growth”
The individual, at this time, is not ready for a
more complex or larger assignment, therefore,
the development focus should be on building
performance in the current position and
developing required competencies.
Examples:
• A Human Resources Director New in Position
• An EAM Rooms at a B size property who would benefit
from moving to another B size property

10. Next Assignment Readiness
“Mastery”
The individual’s performance has
demonstrated readiness to assume a
similar position in a bigger more complex
property or business.
Examples:
• A Human Resources Director in a “B” size property ready
to assume responsibility as Human Resource Director in an “A’
size property.

11. Next Assignment Readiness
“Turn”
The individual has demonstrated
performance normally observed at the next
level of leadership and therefore is ready to
advance (or “turn”) to the next leadership
level.
Examples:
• An Assistant Human Resource Director ready to move to a
Human Resource Director position
• A Senior Sales Manager ready to assume a Director of Sales
position.

12. Determine Development
Needs
Performance Performance Performance
Results Development
Diagnostics
• Business • What is • How do we
Results facilitating achieve a strong
performance? ROI from
leadership
• Leadership • What is inhibiting development?
Results performance?
• Determine the
priorities

13. Succession Planning
Framework
Corporate Succession Planning
Focus: GMs, and feeder pool (Hotel Managers), Regional &
C Corporate roles
O
Responsibility: Regional VPs, Corp HR, Corporate Discipline
R
P Leaders
O Process: Corporate Succession Planning Council
R
A Property Sr Executive Succession Planning
T
E Focus: Property leadership roles (Exco)
P
R Responsibility: GM, HRD, Regional VPs, Corp HR, Corp
O Discipline Leaders
P Process: Discipline Succession Planning Committee
E
R Property Management Succession Planning
T Focus: Key positions below Exco level
Y
Responsibility: GM, HRD and Department leaders
Process: Property Succession Planning Committee

14. Property Sr Executive Succession
Planning ExcoTeam Talent
Focus
• ExcoTeam Talent
Objective
• Gain broader knowledge of the talent at the Exco Team level
throughout the organization
• Identify and accelerate the development of key Exco talent for future
positions and instill the Dusit / Thai Culture and values
• Identify short-term and long-term vacancy risks for critical Exco level
positions and actively develop backfill plans
Responsibility
• General Manager and Director of Human Resources
• Corporate Discipline Leaders (Human Resources, Finance, Sales &
Marketing, Food & Beverage, Rooms, etc.), Regional VPs, Corp HR

15. Property Leadership Succession Planning Process
Exco Team Talent
Corporate HR provides each property with pre-populate Property Leadership
1 Succession Planning Matrix using data on Performance Appraisal
GM and HRD complete Succession Planning Matrix for guidance team members
2
in consultation with Discipline leaders and RVP, and submits to Corp HR
3 Corporate HR compiles information, creates reports by discipline, and facilitates
Discipline Talent Reviews
4 Information on key talent and key talent needs review at Corporate Succession
Planning Council
OUTCOME – JOINT PLAN IMPLEMENTATION
5
General Manager Discipline Leader
Career Acceleration & Discipline talent
Feedback, development Retention Plan for highly strategies based on
and career plan for promotable talent business and pipeline
every GT as part of Succession needs (recruiting, career,
Appraisal with input management for critical training, reward &
from discipline leaders positions recognition strategy, etc.)

16. Property Leadership Succession
Planning ExcoTeam Talent
Next Steps
• Incorporate feedback and finalize model and toolkit
• Roll-out to GMs and HRD via regional conference call – 1st
Quarter 2010
HR Role
• Process facilitator at the property level
• Partner with GM on the data gathering, talent
assessment, and feedback and development plan
for GT

17. Property Management Succession
Planning
Mid-Management Talent
Focus
• Talent below Exco Team level
Objective
• Develop backfill plan for every key leadership positions (Exco Team)
and feeder position in each department
• Implement career/development plan for key talent to get them ready for
next position and instill the Dusit / Thai Culture and values
Responsibility
• General Managers, Department Leaders and Human Resources
Directors own the process at the property level
• Corporate discipline leaders (e.g. VPSM) provide input, support
process, help calibrate assessments across properties, and feed
information up on key talent and critical talent needs

18. Property Management Succession Planning
Process Mid-Management Talent
Corporate HR provides each property with pre-populate Property Leadership
1
Succession Planning Matrix using data on Performance Appraisal
2 Department leader works with HRD to complete Succession Planning
Matrix for their team with input from discipline leaders
3 HRD reviews Matrix with Department Leader in preparation for Property
Succession Planning discussion
HRD facilitates Property Mid-management Succession Planning
4 discussion with GM and Department leaders
OUTCOME – PLAN IMPLEMENTATION
5 Property owns execution Feeds into Leadership Succession Planning
Department Leader/HRD provide feedback, Information shared with Corporate Discipline
development and career plan for as part of Leaders and Corporate HR:
Appraisal
– Pre-Exco key talent
Career Acceleration & Retention Plan for key talent
talent – Systemic talent needs/opportunities
Succession management for critical positions

19. Property Management Succession
Planning Mid-Management Talent
Next Steps
• Jan 2010 Roll-out
HRD Role
• Process owner at the property level
• Support Department leaders in data gathering, the
assessment of their talent
• Facilitate property succession planning discussions to
calibrate talent assessments and agree on action plans

20. The Tools
• Succession Planning Training module – PPT
presentation
• Succession Planning Toolkit
– Succession Plan Matrix & Succession Planning Guide
– Supporting materials
- Exco Job Descriptions
- Career Development Guide
- Guidelines for Providing Feedback

21. Locations
• China
• Germany
• Russia
• Middle East
• North America
• South East Asia

22. Dusit Succession
Planning Process
Thank You.