1. Organizational Development & People Effectiveness Related costs & budgeting

2. Planning Process Phase 1 – April ‘08 Organizational Assessment Phase 2 - May Competencies Development Phase 3 – June People Assessment & Development Phase 4 – September Consolidation & Succession Results

9. Succession Planning Training & Development Build people and organizational capabilities Increased organizational effectiveness Create Group Identity & Behavior Bringing it together

11. policies procedures benefits employee relations succession planning compensation management training & development BUSINESS IMPACT MANAGEMENT EXCELLENCE high low functional expertise

15. Organizational Assessment Process Company objective setting Process/Unit objective setting Indivdual objective setting Performance Review On-Going Feedback Corrective actions Re-setting objectives Training and Development Career Planning Rewards and Recognition

17. Review Business Unit Structure Team Leader Function Manager President Manager RESPONSIBILITY Individual Contributor CAPABILITY Senior Management Middle Management Managerial Staff Top Management

22. Competencies Application & Implementation Selection Appraisal Development Career Tracking Succession Planning Group Objectives Unit Strategies Competencies Rewards

26. 1. IDENTIFY THE TRAINING REQUIREMENT: Identify, prioritise the skills required for superior perfor- mance in the position 2. COMPOSING THE TRAINING PROGRAM Divide the roles between the team members TRAINING NEED ANALYSIS 3. DECISION MAKING Evaluate/compare information/ Identify positive/manage gaps versus needs 4. INDUCTION AND DEVELOPMENT Include plans for bridging skills gaps

29. Development for Team Leaders Individual Contributor Team Leader Functional Manager Functional Development Business Development People Development Product Management Knowing Watch business Job Introduction International Brand Management Situational Leadership II Project Management Managing Marketing (IMD) Motivating People Introduction to business Strategies N/A Executive Development (Wharton) Advanced Management (INSEAD)

31. Examples of Training Middle Mgmt MT Situational Leadership Awareness creating Needs analysis (skills building workshop) Timing for Leadership program Month 1 Month 2 Competency enhancing (seminar) Month 3

32. Project Management Training Target Group B Players with potential Modules Mufti-tasking. Activity planning Timeline and Deliverables Faculty Kepnor Tregor Champion CEO Project Mgr. Human Resources Time Cons. 2 days Start Planned : May 2008 Attendees 25 per program

33. Modules : Marketing Strategy Faculty : Insead, Harvard, Kellogg, Delivery : External Champion : President The CompanyBusiness Project Mgr. Human Resources Time Cons. : 3 x 5 days spread over 1 yr. Start Planned: September 2008 Attendees : 25 senior leaders Business Strategy

35. Phase 4: Succession Planning Top Management Senior Man a gement Management Performance Mgmt. Career Mgmt. Strategic Mgmt. Development Plans Career Tracking Competency Validation Succession Planning

36. Succession Planning helps to identify possible successors and those "high potential" candidates, whose rapid development earmarks them for greater position opportunities or key management positions. Getting the right person in the right job is the goal. Training current employees for roles that may not exist now, but most assuredly will exist in the future. Succession Planning will be conducted for - Director level (i.e. 3rd level) and up. Creating a graphical, easy-to-understand organization chart with visual identification of positional successors and candidate readiness. Succession process evaluates candidate readiness (promotion capacity) as direct correlative competency to success. Succession Planning allows for appraisals and customized views of individuals as well as any development hurdle to preparedness. It also facilitates the identification of those employees whose rapid development earmarks them for greater opportunities. Succession Planning assists in successor selection process, comparing logical and targeted candidates on a broad range of parameters, including job fit and development opportunities. .

37. Development assignments set the stage for a continuous process of identifying strengths, talents and abilities of employees, as well as helping to define their career goals. Also, identified employees that are ready for greater job responsibilities and that should participate in OJT (on-the-job) training as well as on temporary rotational assignments with greater responsibility in order to be ready for promotional opportunities. Regular assessments of employee performance and potential for responsible roles in the future will help map out a people strategy. Identified Successor = ready now Identified Successor = ready 2 -3 years Identified Successor = ready longer term 3-5 years

40. Career Track in Finance – an example Entry position Development position Main Career Path Fin.Accountant Fin.Analyst Internal Aud. Gen. Accountant Gen. Accountant Auditor Controller Controller Mgr.Budget Planning Sr.Auditor Mgr.Staff Dep. Mgr.Marketing General. Mgr. President VP Finance

41. Results of Career Planning Being a member of the wining management team Learning and developing in terms of the wider implications of strategic thinking and consequences of not doing so How the Finance function can best contribute to the business and individuals can be better utilized Focusing on continuous improvement as a competitive advantage towards value added business processes