1. Organizational Development & People EffectivenessRelated costs & budgeting

2. Planning Process Phase 1 April 08 OrganizationalAssessmentPhase 2- MayCompetencies DevelopmentPhase 3 JunePeopleAssessment & Development Phase 4 September Consolidation & Succession Results 3. Organizational Analysis: where are we now ?

Organization & People Assessment Tool

Purpose: To permit an unbiased appraisal and assessment of current organization structure and management competencies in order to assist in the evaluation, development and placement ofcurrent personnel and to fill future vacancies in terms of succession planning activities.

Methodology: The process will be to evaluate senior management s staff (VP and Director level) in terms of management competencies and job fit through performance discussions, possible testingand on-the-job evaluations.

4.

Create Succession & Development plans that:

Reinforce The CompanyCompetencies through skills assessmentand

in developmental activitiesin order to insure a performance culture and results driven organization.

Drive The CompanyCORE Competencies:

Innovation & Creativity - identifies/pursues new ideas/methods

Makes & Meets Commitments

Good Communicator - keeps others informed; open & honest

Integrity & Trust - widely trusted, direct, & truthful; admits mistakes

Team Player - cooperative & considerate

Practices Continuous Improvement - looks for better ways to work

Customer Focus - responsive to others needs

What are we going to do? 5. What are we going to do?

Create Succession & Development plans that:

Drive The Company Management Competencies:

Management Leadership - inspires/motivates people toward common goals

Global Approach - looks at worldwide perspective

Business Acumen - knows how business works; current with trends & tactics

Develops People - mentors/coaches/empowers others & supports their growth

Delegation - Clearly & comfortably delegates

Managerial Courage- faces people problems & gives actionable feedback

6. How are we going to do it?

Projectcompletion:Theassessment and recommendations to be completed no later than August 31 st 2008 and processto commence in April with organization assessment process.

• Define organization structure in terms business strategy and commercial unit priorities

• Better defined roles and responsibilities, as well as deliverables and performance expectations

• Determine percentage of STIfor completion of Group objectives at the senior leadership staff.

• Offer incentives, rewards & recognition for

• Group Behavior and exchange of best practices.

7. How are we going to do it?

Offer training & development programs in:

• • • Leadership

• • • Project management

• • • People skills

• • • Functional expertise

Createbehavior change byasense of urgency, results driven and motivation and balance between consistency andchange by:

Shows support and helps the people in development areas

Be honesty with other people and recognizes mistakes

Allocate tasks and know how to delegate autonomy

Seek a continuousimprovement philosophy

Support teamwork - create a professional environment

Develops a sense of leadership and purpose, as

well as of vision and strategy

Shares recognition for a job well done

Co-operate to achieve shared objectives

• Offer incentives, rewards & recognition for Group Behaviorand exchange of best practices.

8. 9. Succession Planning Training & Development Build people andorganizationalcapabilities Increasedorganizationaleffectiveness Create Group Identity & Behavior Bringing it together 10. WhatRewards & Motivates ?

Financial (recognition)

• salary

• bonus

• share option

• fringe benefits

Non-Financial (motivation)

• Status

• Assignments

• Career Opportunities

• Development

• Training

11. policies procedures benefits employee relations succession planning compensation management training & development BUSINESS IMPACTMANAGEMENT EXCELLENCE high low functionalexpertise 12.

Phase 1: OrganizationalReview and Analysis

Focusing on headcount, people and structure

Analysis of current organization in terms of headcountand staffing requirements

Job descriptions:functions and responsibilities

Proposed organizational structure focusing on

• • Current business requirements

• • Benchmarking

Implementation: communication and receiving buy-in

Timeframe, next steps and savings

13. Organization Structure Validation

BUSINESS UNIT-Bound to commercial strategy

MANAGEMENT -Bound to Cultureand Organization

FUNCTIONAL -Bound to Business Processes

• • Recognizing a need for change

• • Define strategy /organization/function

• • Define leadership challenges

• • Define future organizational structure

• • Define development positions

• • Validate competencies (interview, questioning & test)

• • Assess current competencies

• • Actionplan to bridge gaps and track careers

14. 15. Organizational Assessment Process Company objective setting Process/Unit objective setting Indivdual objective setting Performance ReviewOn-Going Feedback Corrective actions Re-setting objectives Training and Development Career Planning Rewards and Recognition 16.

Entrepreneurship

Managing vision & purpose

Functional excellence

Dealing ambiguity

Strategic with capability

Business acumen

Financial acumen

DELIVERING VALUE

MAKING PLAN

Innovation Management

Timely decision making

Drive for results

Customer focus

LEADERSHIP

Interpersonal effectiveness

Building effective teams

Withstands pressure

People development

Takes ownership

Organizational Competencies 17. Review Business Unit Structure Team Leader Function Manager PresidentManager RESPONSIBILITY Individual Contributor CAPABILITY Senior Management Middle Management Managerial Staff Top Management 18. Job Specifications

Purpose

Accountabilities

Results

Knowledge, Skills and Attitude

Competenci es

Task Input Behavior 19. Matching People to Jobs

Values, Drives, Traits, Self Esteem

Knowledge, Skills,

Experiences

Characteristics Education Maturity 20. Phase 2: People AssessmentStructure Business Strategy Business Plan

Financials

Customers

Processes

Innovation

Organizational Values Succession Selection Development Performance 21. Performance Profiler

Assessment matrix

• Core Competencies

• Management Competencies

• Interpersonal Competencies

Gear Job Design

• Management

• Professionals

Supported by a Software tool Cambria Consultants

• The platform for a bench strength assessment of the top 50 managers.

22. Competencies Application & Implementation Selection Appraisal Development CareerTracking SuccessionPlanning Group Objectives Unit Strategies Competencies Rewards 23. Example: Assessment Matrix

PURPOSEof the Job

Most importantACCOUNTABILITIES :

• Make the Annual Operating Plan

• Define and Assess performance of key Business Processes

Most importantOUTPUTSof the Accountabilities:

• Accepted Annual Operating Plan

• Adequate Mgmt.Information System

SKILLS, KNOWLEDGE andABILITIESneeded to enable the production of the Outputs:

• Knowledge Functional Mgmt.

• System Thinking

• Sense of Urgency

COMPETENCIESand relatedBEHAVIORneeded to Satisfy Clients/Customers and Management

• Strategic Thinking

• • Demonstrating an integrated Business approach

• • Spotting problems early to prevent them getting bigger

• Leadership

• • Communicating vision/direction clearly and unambiguously

• Make Plan

• • Taking responsibility for decisions, actions and results

24. Assessment (example)

Entrepreneurship

Strategic Thinking

Makes Plan

Knows the Business

Leadership

People Skills

Corporate Values

Set Aggressive goals

• Drives for results

• demonstrates a strong commitment to organizational success

• Works to do what is best for all stakeholders.

Financial Acumen

• Understand the meaning and implications of key financial indicators

• Manages overall financial performance

• Leads sound financial processes tailored to maximize profitability

Driving Execution

• Assigns clear authority and accountability

• Manage change, while maintaining operating effectiveness

• Integrates efforts across units and functions,

• monitors results, tackles problems directly and with urgency

25.

Phase 3:

Training & Development drives performance

..W hat our best people do more often, in more situations, with better results

Training can enhance behaviors and results - which are related to effectiveperformance in a particular job.

Development is vital to the successful delivery of desired results.

Training not only prepares the individual for superior performance but motivates and retains good performers.

26. 1. IDENTIFY THE TRAININGREQUIREMENT: Identify, prioritise the skills required for superior perfor- mance in the position 2. COMPOSING THE TRAININGPROGRAM Divide the roles between the team members TRAININGNEED ANALYSIS 3. DECISION MAKING Evaluate/compare information/ Identify positive/manage gaps versus needs 4. INDUCTION ANDDEVELOPMENT Include plans for bridging skills gaps 27. Training Framework

Entrepreneurship

Know the Business

Strategic Thinking

Makes Money

Leadership

People Skills

Corporate Values

Marketing

Sales

Operations

Finance

Human Resources

ManagementCompetencies BUSINESS PEOPLE FUNCTION Competency Category DevelopmentFocus Managecoaching tostrengthen Abilities Organizeexperiences to improveSkills Provideplatforms to transfer Knowledge 28. Training Needs Analysis

Desired Results

3 to 5 objectives related to:

• Responsibilities

• Team Scorecard

Desired Behaviour

3 to 5 behaviors related to:

• Job Profile

• Competency Assessment

29. Development for Team Leaders Individual Contributor Team Leader FunctionalManager Functional Development Business Development People Development Product Management Knowing Watch business Job Introduction International Brand Management Situational Leadership II Project Management ManagingMarketing (IMD) MotivatingPeople Introduction to businessStrategies N/A ExecutiveDevelopment (Wharton) AdvancedManagement (INSEAD) 30. Assess ReadinessObjectives Focus DevelopmentPotential B-Players Potential A-Players Target

Role-plays/Excercise

360 oFeedback (PDI)

Round Tables

Role-plays/Excercise

360 oFeedback (PDI)

Round Tables

Methods Execution CambriaPersonnel Decision InternationalOutcomes

Short Report

Development Plan

Short Report

Extended Report

Development Plan

Follow Up

Coaching Dev. Plan

Corporate Training

Mentoring & Coaching Composition Group of 30 participants Group of 20 participants Estimated Costs $ 30,000

• • • $ 50,000

Developing Leaders 31. Examples of TrainingMiddle Mgmt MT Situational Leadership Awareness creatingNeeds analysis (skills building workshop)Timing for Leadership program Month 1 Month2 Competency enhancing (seminar) Month3 32. Project Management Training Target Group B Players with potential Modules Mufti-tasking. Activity planning Timeline and DeliverablesFaculty KepnorTregorChampion CEO Project Mgr. Human Resources Time Cons. 2 days Start Planned :May2008Attendees 25 per program 33. Modules :Marketing StrategyFaculty :Insead, Harvard, Kellogg,Delivery : External Champion :President The CompanyBusinessProject Mgr. Human Resources Time Cons. : 3 x 5 days spread over 1 yr. Start Planned:September 2008 Attendees :25 senior leadersBusiness Strategy 34.

FinanceTraining

Target Group B Players with potential for growth

Modules Business Developments,Project costingValue Creation, Business Controls,

Faculty Corporate Finance

Champion CFO

Project Mgr.Finance Expert (to be selected)

Time Cons. 2 x 5 days spread over 1 yr.

Start Planned :December 2008

Attendees : 25 per program

35. Phase 4: Succession Planning Top Management Senior Man a gement Management Performance Mgmt. Career Mgmt. StrategicMgmt. 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. Developmentassignments set the stage for a continuous process of identifying strengths, talents and abilities ofemployees, as well as helping to define their career goals. Also, identified employees that are ready for greater job responsibilities andthat 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 38. 39. Career Planning - exampleEstablish a Finance function that is seen as a key contributor to business success and growth

Participle actively in drafting operational strategies

Initiate and facilitate improvements of business processes

Find and apply Best Practices in Finance

Manage Finance as a service oriented unit

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. Resultsof Career PlanningBeing a member of the wining management team Learning and developing in terms of the wider implicationsof strategic thinking andconsequences of not doing soHow the Finance function canbest contribute to the business and individualscan bebetter utilizedFocusingon continuous improvement as a competitive advantagetowards value added businessprocesses 42. Implementation Plan

First Design of New Framework- April 08

Discussion concept with senior leaders

Assessment& Outcomes

Communication results to Sr. Management

Infusing final design(August )

Integratingand re-new(FY09 )