taking a closer look at our talents talent management - toolkit for coaches 31.10.11 - asr

Taking a closer look at our talentsTalent Management - Toolkit for coaches

31.10.11 - ASR

OverviewTalent Management Introduction 4 - 6

Talent Identification FrameworkPerformance and Potential 8 - 17

Talent Review ProcessPrepare 19 - 22Conduct 23 - 28De-brief and discuss 29 – 30

PwC Development GuideDevelopment Approach 32 - 39Development Options 40 – 48

AppendixPoint of Contact 50Questions to consider while preparing your coachee’s feedback 51 –

54Frequently Asked Questions 55 - 59

Talent Management Introduction 4 - 6

Talent management as a value creator

Creating value

We are a people business. This means that our most precious resource is the talent of our people.

Talent = Performance x Potential

We believe that all our employees have talent. When we have dedicated staff who are passionate, motivated and enthusiastic about their work, the result is satisfied clients.

We want to enable our people to give their best and develop on an ongoing basis. This is a responsibility shared by the coachee, their coach and the firm. The result is shared success.

.

Our vision is for people at PwC to deliver optimum performance and realise their full potential. Each individual steers their own course from their own career cockpit.

Your investment

• As a coach, you help your coachee develop on a personal and professional level and achieve their best.

• You help align the firm’s strategy with your coachee’s development goals.

• You can proactively tackle critical resource gaps or risks because you have made an effort to understand the talent portfolio for your area of responsibility.

• You play a critical part in attracting, developing and retaining talented people from within and outside PwC. 4

Value proposition for Talent ManagementTalent Management creates a ‘win-win-win’ situation for coachees, coaches and PwC as a whole.

What’s in it for…me as a coach

Attracts, develops and retains talented people from within and outside the organisation

Helps align PwC’s and LoS’s strategy with the development goals of my coachee

Facilitates my workforce planning functions (succession planning, performance management, etc.)

I enable the personal and professional success of my coachee and take joint responsibility for developing the next generation

Enables us to do succession planning and understand our people portfolio

Underpins an attractive employee value proposition and employer of choice brand

Enables us to have the right people in the right place at the right time

PwC

Manages the firm-wide introduction and sustainable integration of the new approach, providing guidance and supporting tools

What’s expected of… PwCme as a coach

me as a coachee

Identifies tailored solutions in support of my further growth

Helps create the value I am looking for and realise my potential

Encourages and motivates me to take responsibility for my growth

I take ownership of my personal and professional development and proactively address my aspirations with my coach

me as a coachee

5

What is expected of the coach

• Talent Management is a primary leadership task that cannot be delegated. So coaches have the ongoing responsibility of managing performance and creating an environment that encourages all coachees to realise their full potential.

• Coaches need to ensure a strong talent pipeline.

To make this happen, coaches are expected to:

Identifying & developing the next generation

Know their coachees (ambitions, development goals and specific skills and abilities) and bring them into alignment with existing business plansLead a meaningful and candid development discussion with all coachees and make sure that the defined actions are recorded in the PC&D or PPP and are implemented and reviewed Actively seek out development opportunities for all coachees within other areas and promote cross-functional/LoS/regional movements to enable broader exposure and experiencesAct as a role model and get involved in broad talent development initiatives to nurture the next generation

Actively support the continuous learning process of staff by defining learning goals and monitoring their transfer and application in daily business

6

Talent Identification Framework

Performance and Potential 8 – 17

Talent identification process

Performance assessment Potential assessment

Talent review

Tailored talent development & succession planning

8

Two factors to talent: performance and potential

Measurability

Performance Potential

Good

Appraisal horizon

Benchmark

Rather difficult

Soft facts firstHard facts first

Past Future

Assignment

FocusHigh performance

in future role

Objectives vs. actual

achievement

Present tasks Future tasks

Talent Performance Potential

9

Performance at a glance

10

Rating

4 3 2 1

Underperforming Contributing with development needs

Strong Exceptional

Creating value

Relative to peers, the individual adds little value to internal and external clients through their overall contribution to the business.

Relative to peers, the individual adds some value to internal and external clients through their overall contribution to the business.

Relative to peers, the individual adds significant value to internal and external clients through their overall contribution to the business.

Relative to peers, the individual adds exceptional value to internal and external clients through their overall contribution to the business.

Building relationships

Relative to peers, the individual rarely build relationships or only weak ones; does not encourage others or even constrain them.

Relative to peers, the individual sometimes builds stable relationships; encourages others rather rarely.

Relative to peers, the individual generally builds strong relationships; encourages others and acts as a role model.

Relative to peers, the individual consistently builds sustainable relationships; encourages and inspires others.

Core Competencies & Responsibility Framework

Objectives

Relative to peers, the individual often does not meet the expectations and standards defined in:

• the behaviours of the Core Competencies & Responsibility Framework

and/or

• the objectives within the Development Plans.

Relative to peers, the individual sometimes meets the expectations and standards defined in:


and/or


Relative to peers, the individual always meets and occasionally exceeds expectations and standards defined in:


and


Relative to peers, the individual consistently exceeds expectations and standards defined in both:


and


Potential ratingsAssess your people’s potential

A =High potential

B =

Clear potential

Demonstrates high potential to take on significantly more complex and substantial roles and to do so more quickly compared to the majority of peers.

Demonstrates clear potential to take on more complex and substantial roles over time in line with the majority of peers.

C =Moderate potential

Demonstrates moderate potential to progress to broader or more complex roles but may take on roles of similar complexity or scope in the future, and is likely to remain longer at current level compared to the majority of peers.

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Potential criteriaAssess your people’s potential

Flexible, tolerating change in methods, approaches and objectives. Maintaining performance in difficult and challenging circumstances. Coping with significant levels of stress and controlling others’ exposure to stress.

Determination, effort and enthusiasm to deliver results. Energetic, taking initiative, action originated and maintaining momentum.

Learning agility

Resilience and stress

management

Creating/seeking learning situations for oneself and apply learning to improve performance in diverse and rapidly changing environments.

Strong intellectual and analytical abilities to engage with complexity in economical and results-focused ways.

Awareness of self and others

Relationships and

cooperation

Awareness and management of self and others, bringing about effective and productive relationships with colleagues and clients.

Vision and strategic perspective to increase business success, by developing internal and external collaboration and cooperation with others, including individuals with different characteristics to oneself (e.g. culture, gender, age, etc.).

Mastering complexity and change

Drive and leadership

Bu

sin

ess

im

pact

Pers

on

al

ag

ilit

y

12

Potential criteria descriptions: business impact

Drive and leadership

Eager and persistent to achieve results, strives for personal excellence.

Promotes strong team connection, ensures people feel trusted and respected.

Takes personal responsibility and accountability.

Creates and communicates a vision which creates enthusiasm and passion about work in others.

Fosters a learning environment where it is also acceptable to learn from mistakes.

Relationships and cooperation

Networks quickly and effectively to establish positive relationships, especially with key people.

Works cooperatively with others to achieve win-win situations.

Handles political, cultural and delicate issues effectively, especially with key stakeholders.

Works cooperatively with individuals who have complementary skills to increase performance and potential.

Treats people with respect regardless of gender, level, cultural background, etc.

Mastering Complexity and Change

Thinks systematically, quickly comprehends complex situations and considers all relevant dimensionsThinks broadly and is intellectually curious, and brings fresh thinking and ideas to the table which add value.

Makes reasoned decisions, also when faced with ambiguity and/or lack of information.

Asks insightful open questions, understands diverse points of view.

Recognises and drives change as an opportunity, considering long-term impacts. 13

Potential criteria descriptions: personal agility

Resilience and stress management

Manages and expresses him/herself appropriately under pressure.

Responds constructively and optimistically in face of setbacks and recovers quickly.

Recognises when people are under pressure and provides appropriate supports

Recognises and discloses own limits (workload and time, acts appropriately and effectively)s

Challenges questionable behaviours in others and takes personal risks in terms of sharing their viewpoint candidly.

Learning agility

Seeks challenging opportunities to develop him/herself (in terms of both technical and soft skills).Responds positively to new experiences, embraces new ideas and has the capacity to innovate (related to both technical and soft skills).

Challenges the status quo, and responds positively to being challenged.

Drives personal change based on feedback and self reflection, mistakes, success and role models.

Quickly assimilates new information and incorporates other perspectives into own learning/thinking.

Awareness of self and others

Recognises and understands own strength sand weaknesses and is willing to disclose when appropriate.Considers others’ reaction to a situation and responds effectively, modifying own behaviour to obtain optimum outcome.

Applies own distinctive strengths to bring unique value to the firm.

Shows genuine empathy with others and provides appropriate support when necessary.

Understands and regulates own impact on others and creates conditions which bring out the best in others.

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Potential at a glanceRating Some possible indicators

A High

potential

• Consistently and actively shows high ambition, motivation and engagement in taking on progression oriented assignments and at the same time also shows the capacity to fulfil them.

• Persistently and proactively seeks and successfully builds up internal and external relationships to help increase overall performance and progression.

• Frequently challenges complex processes, is innovative in improving quality and embraces change as an opportunity.

• Actively seeks new challenges and tasks, and shows the ability to assimilate quickly to new responsibilities or a changing work environment.

• Actively manages and reflects on own behavioural development and positively influences others’ development.

• Recovers quickly when things go wrong and maintains enthusiasm under high work pressure, also over a longer period of time.

B Clear

potential

• Largely displays motivation and engagement to succeed in current role and shows clear ambitions and skills to further progress beyond current job requirements.

• Often networks beyond direct work environment to help increase own or others’ performance.

• Challenges existing processes or circumstances and is able to optimises them; has the capacity to see the need for change and also assimilate to it.

• Willingly takes on new challenges when offered and sometimes also actively seeks them; performs well in new responsibilities after some period of adjustment.

• Manages own behaviour in a manner that has a positive developmental effect on self and often also on team and stakeholders.

• Needs a bit of time to recover and gain back enthusiasm when things go wrong and is able to cope with high work pressure over a reasonable period of time.

C Moderate

potential

• Shows motivation and engagement to succeed in current scope of responsibility.

• Networks beyond direct work environment to help increase own performance.

• Challenges existing processes or circumstances from time to time; ensures maintaining a stable status-quo; requires some time to adjust to change and/or shows less capacity to assimilate to fast pace change.

• Takes on challenges when required, however rarely self-initiates new learning opportunities; shows some difficulties or takes longer to perform well with new responsibilities or challenges.

• Manages own behavioural development and provides others with developmental impact when requested.

• Needs time to recover and gain back enthusiasm when things go wrong; is able to cope with reasonable stress within known work environment over some period of time.

Distribution for performance and potential

all staff in PC&D and

Directors in PPA

10 – 15%

20 – 25%

55 – 60%

0 – 10%

Desired distribution

1

3

2

4

Performance Potential

Neither a desired nor a forced distribution is applied to the Potential RatingExceptional

Strong

Contributing with development needs

Underperforming

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Talent Identification Matrix

3Contributing with development needs

High potential

- Underperformin

g

High potential

- Contributingperformance

High potential

- Strong

performance

High potential

- Exceptional performance

Clear potential

- Underperformin

g

Clear potential


Clear potential

- Strong

performance

Clear potential


Moderate potential

- Underperformin

g

Moderate potential


Moderate potential

- Strong

performance

Moderate potential


Performance rating

Pote

nti

al

rati

ng

AHigh

BClear

CModerate

4Underperforming

2Strong

1Exceptional

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Talent Review Process Prepare 19 – 22Conduct 23 – 28De-brief and discuss 29 – 30

Introduction

To ensure that the performance and potential ratings given to coachees is not just subject to the assessment of only their coach, Talent Review meetings are an integral part of our Talent Management & Succession Planning approach.

The primary purpose of the Talent Review meetings is for the coaches, as well as the leadership teams, to gain additional insights on the coachees’ performance and potential. Besides reviewing each coachee, there will also be a peer-group review, to on one hand obtain a more comprehensive view about our talent portfolio and on the other hand gain a differentiated view on the individual’s development options and opportunities.

This guide is to provide an overview on the Talent Review meetings and to explain how best to prepare for them, how to conduct them and how to best consolidate the findings emerging from the Talent Review meetings.

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Talent ReviewOverall components and content

Minimum outputs

Reviewed performance andpotential rating in peer

group

Talent Matrix

Critical resource

gaps / risks

Future leadership pipelineKey Talent Programmes

Performance review Potential review

Performance Rating

Potential Rating

Talent Review meeting

Changes made to performance and/or potential rating • Coaches must be informed about any changes made to their originally suggested ratings• Coaches must discuss the final rating with their coachees at Senior Manager level and

below by end of June (ratings also visible via PC&D database), coachees at Director and Partner level as part of the PPA/PPP process (deadlines to be defined)

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Talent Review – step IPrepare

CoachesPrepare an executive summary per coachee, ready to present and discuss at the Talent Review meeting, containing the following aspects:• Key achievements compared against the defined performance objectives• Strengths / areas of development• Performance and Potential Rating• Career and development options

Performance Summary needs to be submitted in PC&D

HC• Set-up of Talent Review meeting (in co-ordination with the meeting leader)• Produces Talent Identification Matrix for respective groups • Knows the Career Guide and the respective options (e.g. L&D curricula, Key Leadership

Development Programmes)

Prepare Conduct De-brief and Discuss

21

Talent Review – step IOverall Objectives & Benefits

• It ensures all coaches are well versed in the application of the Talent Management framework and therefore have the same level of understanding required for efficient and effective discussions in the Talent Review meetings

• It helps coaches have well thought through reasons as to why they gave a particular rating to their coachee

• It supports a qualitative discussion about ratings, potential promotions as well as strengths and areas of developments of each coachee

• It reduces the time investment of all participants during the Talent Review meetings

Preparation is key!


22

Talent Review – step IIConduction

Coaches• For Assistants - Assistant Managers: submit your Performance Summary (incl.

potential rating) to be discussed at the Talent Review meeting. During the Talent Review meeting the coach will then have max. 5 minutes time per coachee to answer questions the Talent Review meeting committee might have regarding the Performance Summary.

• For Manager - Senior Manager: the coaches present the coachee's Performance Summary directly and answer questions in connection with the summary, in addition the coaches need to present the Potential evaluation of their coachees.

• Once all coachees have been presented and discussed, a peer review is conducted – looking at the Talent Identification Matrix (by peer group)

• Every coachee‘s performance and potential ratings are reviewed and agreed• The Talent Identification Matrix is reviewed (possible factors of review: desired

distribution, potential critical resource gaps, leaving and other risks, future leadership pipeline, Key Talent Programmes discussed)

HC• Facilitates the meeting• Ensures differentiation and provides support and challenges as and where required• Captures the key findings emerging from the Talent Review meeting in the relevant

data-files


23

Talent Review – step II Overall Objectives & Benefits

• Get additional insights and perspectives on the individual's performance and potential

• Conduct reviews in comparison to peer group

• Increase differentiation based on individual’s performance and potential

• Ensure fair and consistent process by reviewing individual’s performance and potential from different perspectives

• Conclude on Performance and Potential Ratings

• Discuss individual aspirations

• Discuss individual development options in alignment with business strategy

• Get a more comprehensive view about the talent portfolio and a joint understanding on possible resource gaps or risks


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Talent Review – step II Basic Principles

• All Performance Summaries are on status “discussed and agreed “ within PC&D, before the Talent Review meeting takes place

• The Talent Review meeting team consists of participants reflecting the organisational structure of the respective population being reviewed (i.e. the respective Sub-LoS/Cluster/Office/Business Unit Leader, all relevant coaches and HC)

• No employee who is being reviewed is present in the meeting while being discussed

• The discussions in the Talent Review meeting are confidential and must not be shared with others outside

• Feedback on the individual‘s performance and potential is given in a constructive way; i.e. by

• being specific, clearly explaining the observed behaviour

• staying with observable facts, making judgements based on known facts / behaviours rather than generalisations or hear-say

• avoiding judgmental and emotional language; feedback is provided by using objective language to describe the performance and potential of the individual, not their personality


25

Talent Review – step II Overall critical success factors

• The outcome of the Talent Review meetings depends on an honest, transparent and confidential discussion

• Coaches are well prepared to present their coachees in a differentiated way

• Participants are open to give and receive constructive feedback

• Remain focused on the primary purpose of the Talent Review meeting, i.e.

• to get additional insights on the individual's performance and potential;

• leading to a more comprehensive view about the talent portfolio and individual's development options and opportunities


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Talent Review – step II Meeting Output

MINIMUM OUTPUT

MAXIMUMOUTPUT

Conduct Talent Review

meeting

Performance & Potential reviewed

Peer Review conducted

Performance & Potential Ratings agreed

Talent Matrix reviewed

Desired distribution for Performance reviewed (on Cluster, Sub-LoS level)

Future leadership pipeline reviewedDevelopment Options („Wheel”) reviewed

Critical gaps or risks analysed

Critical gaps or risks analysed

Nominations for - key talent development

programmes- secondments- strategic projects- etc.

Solutions identified

Solutions identified

27

Talent Review – step II

Possible Exceptions and special cases (in alignment with PC&D)

Cancelled work contract Contractors

Disability leave Expiration of the contract

Freelancer In- and Outbounds

Leavers Leavers of absence

Maternity Leave Military leave (only long term 6 month)

New Joiners (depending on start date)

Part-time workers (depending on activity rate)

Stagiaires Temporary work contract / trainees

Unpaid leave Visitors

For LoS specific further/detailed information, please visit the KC

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Talent Review – step III

Coaches

• Changes to the performance or potential ratings (resulting from the Talent Review meetings) must be submitted to the respective HC LoS Leader

• The coach personally informs the coachee of his/her final performance and potential rating by the end of June

HC

• HC LoS Leader submits any changes to the performance or potential ratings collectively to HC Processes & Controlling by mid May


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Swiss Talent & Development Council

To manage Talent Management & Succession Planning at a firm-level, we have established a Swiss Talent & Development Council, comprising of the members of the MB, supported by HC.

The key objectives are to:

• Understand the short, medium and longer-term business resource needs

• Have an overview of the firm's talent portfolio, understanding potential risks and how to tackle them

• Review and monitor the Key Talent pool and actively manage its' development

• Oversee the nomination pipeline for key Leadership Development Programmes

• Create succession plans for key roles

• Monitor the Partner pipeline

30

PwC Development Guide

PwC Development Approach 32 – 39PwC Development Options 40 – 48

Talent management as a value creator

Making development happen

The most effective way to learn and develop a skill or behaviour is to practice it on the job and apply it in real-life situations. Remember the 70:20:10 formula:

70% of learning is on the job and self-directed (experience)

20% comes from mentoring and coaching (exposure)

10% comes from formal classroom-based training (education)

• The outcome is integrated learning and development.

• The focus is on continuous and customised development with a focus on personal and professional development.

• Learning solutions should always integrate formal and informal elements so that real learning takes place and ‘sticks’ (people remember what they have learned).

Your contribution

As a coach you are asked to talk with your coachee to agree a ‘70:20:10’ development plan aligned with PwC’s business plans. You also need to agree how you both will follow up and track progress against the defined development plan.

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Five steps for effective development planning

Discussaspirations

Agreedevelopmen

t goals

Definedevelopmen

t actions

• Talk to your coachee to find out about their personal development aspirations.• Discuss where your coachee currently stands (in terms of performance and potential).

Don’t forget to consider feedback such as the UFO, DCM report and client feedback.• Talk about how your coachee’s self-evaluation compares with your evaluation of their

development needs, and make sure they are matched.

• Review what development measures need to be considered, making sure your coachee’s aspirations are aligned with the firm’s plans and objectives.

• Ensure the development goals address specific competencies in need of further development (refer to the Core Competencies & Responsibility Framework and the Six Potential Criteria).

• Write down the development goals and corresponding performance goals you have agreed in PC&D/PPP.

• Define concrete development actions based on the 70:20:10 development approach.• Write down the development actions you have agreed in PC&D/PPP (corresponding with

the defined development goals).

Makedevelopmen

t happen

• Throughout the year give your coachee the help they need to develop.• Monitor and review their progress on a regular basis.• Adapt the agreed development measures as and when needed.

Prepare

• Evaluate your coachee’s strengths and weaknesses throughout the year.• Consider what specific development measures would best fit your coachee’s development

needs (in terms of both their performance and potential).• Prepare yourself properly for each development discussion with your coachee (throughout

the year).

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What’s my coachee’s talent development path?

Mapping out your coachee’s talent development path

• When you map out your coachee’s talent development path, think about clear roles, positions or areas of specialism they are likely to move into over time (e.g. within the next 2 years).

• What are your coachee’s career and development aspirations, and how can these be brought into alignment with the firm’s plans and objectives?

• Where does your coachee currently stand in terms of their performance and potential, and what is the desired positioning for the future?

• What development steps need to take place to ensure your coachee develops along their defined talent development path?

Mapping example

Current positioning: “Contributing with development needs”, “Clear potential”

Desired positioning in 2 years: “Strong performance”, “High potential“

Talent development path:Path option 1(initial development measures focus on potential, then on performance)

Path option 2(initial development measures focus on performance, then on potential) 34

Preparing for discussions on development

35

Important key messages and points you may want to raise with your coachee

1 – Exceptional performance

Key messageIn the past year, you have consistently exceeded expectations and standards defined within the Core Competencies & Responsibility Framework and your PC&D development plan.

Points to discuss:• Discuss how to best harness

your coachee’s exceptional performance for their own and the firm’s advancement, now and in future.

• Encourage them to think about the importance of keeping their performance on a level they can sustain in line with their own resources and aspirations.

High potentialKey message:You demonstrate high potential for taking on a significantly more complex and substantial role, more quickly then the majority of your peers.Points to discuss:• Based on your assessment, find out whether your coachee is willing and

ready to take on the challenges linked to the next step in their development.

Clear potential Key message:You demonstrate clear potential for taking on a more complex and substantial role over time, in line with the majority of your peers.Points to discuss:• Based on your assessment, find out whether your coachee wants to move

up to the next level of potential.• Yes? Discuss and define concrete areas of development, actions and

assignments.• No? Think about deepening their current role to enrich responsibilities

that keep them engaged.• Talk to your coachee about whether, on the basis of your evaluation, they

are in the right place for them or have exhausted their potential.

Moderate potentialKey message:You demonstrate moderate potential for progressing to broader and more complex roles, but you may take on roles of similar complexity or scope in the future. You are likely to remain longer at your current level compared with the majority of your peers.Points to discuss:• Based on your assessment, find out whether your coachee wants to move

beyond their current scope of responsibilities and achieve the next level of potential.• Yes? Discuss and define concrete areas of development, actions and


that keep them engaged and motivated.• Talk to your coachee about whether, on the basis of your evaluation, they


1A

1B

1C

Preparing for discussions on development Important key messages and points you may want to raise with your coachee

2 – Strong performance

Key messageIn the past year you have always met, and occasionally exceeded, the expectations and standards defined within the Core Competencies & Responsibility Framework and your PC&D development plan.

Points to discuss:• Acknowledge your

appreciation of their strong performance, and talk about the importance of keeping their performance at a level they can sustain.

• If the coachee wants to raise their performance to exceptional, discuss options that will enable them to do so.

High potentialKey message:You demonstrate high potential for taking on a significantly more complex and substantial role, more quickly then the majority of your peers.Points to discuss:• Based on your assessment, find out whether your coachee is willing and

ready to take on the challenges linked to the next step in their development.

Clear potential Key messageYou demonstrate clear potential for taking on a more complex and substantial role over time, in line with the majority of your peers.Points to discuss:• Based on your assessment, find out whether your coachee wants to move

up to the next level of potential.• Yes? Discuss and define concrete areas of development, actions and


that keep them engaged.• Talk to your coachee about whether, on the basis of your evaluation, they


Moderate potentialKey messageYou demonstrate moderate potential for progressing to broader and more complex roles, but you may take on roles of similar complexity or scope in the future. You are likely to remain longer at your current level compared with the majority of your peers.Points to discuss:• Based on your assessment, find out whether your coachee wants to move

beyond their current scope of responsibilities and achieve the next level of potential.• Yes? Discuss and define concrete areas of development, actions and


that keep them engaged and motivated.• Talk to your coachee about whether, on the basis of your evaluation, they


36

2A

2B

2C


37


3 - Contributing performance with

development needs

Key messageIn the past year you have often met

the expectations and standards defined within within the Core

Competencies & Responsibility Framework and your PC&D development plan.

Points to discuss:• Hold an open conversation. What

changes are needed to enhance your coachee’s performance ?

• Develop a structured plan to improve your coachee’s performance and give them coaching support as appropriate.

High potentialKey messageYou demonstrate high potential for taking on a significantly more complex and substantial role, more quickly then the majority of your peers.Points to discuss:• Based on your assessment, identify experiences that would stretch your

coachee within their current role (e.g. new stakeholders, a tougher client or project).

• Work out methods for your coachee to facilitate her/his living up to the role

• Discuss the possiblity that the current tasks and responsibilities do not match the coachees strengths and how the strengths of the coachee could better be used

Clear potential Key messageYou demonstrate clear potential for taking on a more complex and substantial role over time, in line with the majority of your peers.Points to discuss:• Talk to your coachee about whether, on the basis of your evaluation, they

are in the right place for them or have exhausted their potential.• Set more small goals on the way to achieving the ‘real’ objectives.• Agree to meet again to review your coachee’s progress and identify the

next steps.

Moderate potentialKey messageYou demonstrate moderate potential for progressing to broader and more complex roles, but you may take on roles of similar complexity or scope in the future. You are likely to remain longer at your current level compared with the majority of your peers.Points to discuss:• You need further development and experience to take the next step.

Discuss how to work on the identified areas of development.• Based on your assessment, find out whether your coachee’s potential

might be better harnessed in another role.• Talk to your coachee about whether, on the basis of your evaluation, they


3A

3B

3C



4 – Underperforming

Key messageIn the past year you frequently failed to meet the expectations and standards defined within the Core Competencies & Responsibility Framework and your PC&D development plan.

Points to discuss:• An intensive discussion about

the current situation is crucial. Find out the reasons for your coachee’s unsatisfactory performance.

• Underperformers will need a clear development plan with identified measures to be achieved within six to twelve months. If all measures fail, the counselling-out process will start.

• Agree on the required performance coaching measures as appropriate.

High potentialKey messageYou demonstrate high potential for taking on a significantly more complex and substantial role, more quickly then the majority of your peers.Points to discuss:• Focus the discussion on performance.• Work out methods for your coachee to facilitate her/his living up to the role • Discuss the possibility that the current tasks and responsibilities do not

match the coachees strengths and how the strengths of the coachee could better be used

• Agree to meet again to review your coachee’s progress and identify the next steps.

Clear potentialKey messageYou demonstrate clear potential for taking on a more complex and substantial role over time, in line with the majority of your peers.Points to discuss:• Talk to your coachee about whether, on the basis of your evaluation, they

are in the right place for them to best utilize their potential.• Focus the discussion on performance.• Agree to meet again to review your coachee’s progress and identify the next

steps.

Moderate potentialKey messageYou demonstrate moderate potential for progressing to broader and more complex roles, but you may take on roles of similar complexity or scope in the future. You are likely to remain longer at your current level compared with the majority of your peers.Points to discuss:• Based on your assessment, find out whether your coachee’s potential might

be better harnessed in another role.• Talk to your coachee about whether, on the basis of your evaluation, they

are in the right place for them or have exhausted their potential.• Agree to meet again to review your coachee’s progress and identify the next

steps.

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4A

4B

4C

70:20:10 development methods

• Be an exemplary coachee. • Be coached (external professional

coaching). • Get structured and regular

feedback from role models (GROW model).

• Ask a colleague for advice (networks and communities).

• Be mentored (Women Mentoring Programme).

Exposure (20%)

• Technical and soft skills trainings • Development & assessment centres • Development programmes/ESB • Key talent programmes

Education (10%)

Core job experience• Lead or be part of a high-performing team.• Contribute to new engagements or projects outside previous expertise.• Get involved in a strategic project, e.g. growth initiative, Bit Bet or LoS-specific• Apply new knowledge and skills learnt in formal training programmes.• Undertake different international assignments or secondment and local mobility.• Complete a job rotation or deployment.• Teach others.• Build internal and external networks.• Coach others.• Contribute to community initiatives.• Prepare yourself for a

succession.

Personal challenges• Behaving and performing according to the PwC Experience• Being in line with the

Responsibility Framework

Experience (70%)

77020

10

Self-directed learning• Undertake online learning modules.• Read relevant industry, technical and business news and insights.

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Development options open to all grades

Option What you do Requirements

70% Job rotation Do job rotation for job enrichment• within LoS/in another LoS• in another office.

Resources and commitment must be available for the new challenge.

Project assignment

Get involved in strategic projects• internal or external.

Internal projects or roles

Get involved in an internal and strategic role or work group.

Teach others • Train our clients or staff. • Lecture at public institutions or within PwC.• Write and submit articles.

Training and language skills

Communities & networks

Participate in PwC communities and internal and external networks to learn about certain topics (e.g. leadership) and meet interesting people.

None

Self-directed learning

• Do online learning modules.• Read relevant industry, technical and business

news and insights which are relevant to your role.

None

Become a buddy Take care of a new joiner. None

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3A 2A 1A

2B 1B

2C 1C

3A 2A 1A

3B 2B 1B

3C 2C 1C

2A 1A

2B 1B

2C 1C

2A 1A

2B 1B

2C 1C

4A 3A 2A 1A

4B 3B 2B 1B

4C 3C 2C 1C

Development options open to all grades


20%

Feedback and coaching

Actively seek regular feedback from your coach and peers. The GPS, UFO and pulse survey are also valuable sources of information for your development.

None

Informal mentoring Organise informal mentoring: • within your team• outside your own LoS • in other sub-LoS.

None

10%

Technical and soft skill training

Look at the courses available on KC and identify possible options which match your development needs.

Depending on the relevance of training for your current or future role, and in accordance with PwC’s policy.

Language training • Do an intensive course in your country of residence.

• Do an intensive course abroad.

External development Enrol for an external development programme or course that covers your development areas and has a clear business case.

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4A 3A 2A 1A

4B 3B 2B 1B

4C 3C 2C 1C

4A 3A 2A 1A

4B 3B 2B 1B

4C 3C 2C 1C

4A 3A 2A 1A

4B 3B 2B 1B

4C 3C 2C 1C

Additional options for assistant managers


70% Global mobility EPIC (Early PwC International Challenge)

• development deployed for personal development

• duration typically 24 months• guaranteed right of return

1. Nomination via TM process2. Business case approved by LoS Leader/ASR Domain Leader

20% Women Mentoring Programme

Our female talents are mentored by PwC partners with the goal to increase the mutual exchange and learning of mentee and mentor.

Nomination by Territory Leadership Team, for female key talents

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2A 1A

2B 2A

1A

Additional options for managersOption What you do Requirements

70% Global mobility Development deployed • duration typically 24 months


Short-term assignment• Non-revenue generating• Between 1 and 12 months

1. Ad-hoc nomination2. Partner approves

Role enlargement • Take on additional roles.• Get involved in additional projects.

Resources must be available for the new challenge.




External professional coaching

External professional coaching gives you space to reflect and explore and enhance your personal and business skills.

There must be a business case for involving an external coach.

10% Development Centre for Managers (DCM)

Use the development centre for managers to identify possible development areas.

Nomination by HC Leader & LoS Leader

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2A 1A

2B 1B

1A

4A 3A 2A 1A

4B 3B 2B 1B

4C 3C 2C 1C

4A 3A 2A 1A

4B 3B 2B 1B

4C 3C 2C 1C

4A 3A 2A 1A

4B 3B 2B 1B

4C 3C 2C 1C

2A 1A

2B 1B

Additional options for senior managers/directorsOption What you do Requirements

70% Global mobility Development deployed• duration typically 24 monthsStrategic deployed• usually 24 months


Short-term assignment• Non-revenue generating• Between 1 and 12 months

1. Ad-hoc nomination2. Partner approves




External professional coaching

External professional coaching gives you space to reflect and explore and enhance your personal and business skills.

There must be a business case for involving an external coach.

10% MyWay • Four modules with self-directed learning and local coaching (15 months)

Nomination by Territory Leadership Team for key talents

Genesis Park • Four months pre-work, ten weeks residential course in a host city, post-work

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2A 1A

2B 1B

1A

1A

4A 3A 2A 1A

4B 3B 2B 1B

4C 3C 2C 1C

2A 1A

2B 1B

Talent development: options wheel

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L&D soft skills training landscape Core Optional

AssistantActivityFoundation programmes:

expectation setting, career direction, skill building, celebrating,

networking

Bu

sin

ess

skil

ls p

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mes:

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ing

peop

le t

o d

o t

heir

job

well

, su

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Key talent programmes

Senior Manag

er

Manager

Assistant

Manager

SeniorDirecto

r

Cli

en

t R

ela

tion

ship

s

Team

&

Lead

ers

hip

Introduction Day

Ready 2 go

New Manager Conference

DCM * SM Review * (tbc) PPAC *

MyWay *

Genesis Park *

Women Mentoring *

CRM Proposal Writing, Pyramid Thinking (tbc)

Good Question : how to communicate effectively

Presentation Skills II

Presentation Skills I

Successful Targeting (CRM 3b **)

PwC Proposal Process (CRM 3a **)

Manage Accounts Effectively (CRM 2)

CRM Basic (core for CSS)

Build Successful Client Relationship (CRM 1)

Client First Basic

GROW Model Training

Leading for results (Leadership 2)

Conflict Management for Leaders

Project Management for Leaders

Time Management

Coaching towards high Performance (Leadership 1)

ESB – Coaching for Performance *

ESB – Managing International Teams *

ESB – Building Business Relationships *

ESB – Building Powerful Customer Relationships *

ESB – Coaching for Potential *

MySupport (core f0r Partner and Team Assistants)

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Overview of our Key Development Programmes

Partner

Director/Senior Manager

Manager

Programme

My Way (15 months)Building the next generation of “distinctive Leaders in the distinctive Firm” by connecting the power of personal leadership visions with the core values of the Firm, Leadership, Excellence, Teamwork.

Women Mentoring Programme (18 months)

The Women Mentoring Programme is an 18 months development programme for female key talents, as mentees, who will be mentored by male Partners, aiming to support their advancement in PwC.

Assistant Manager

GRP of the Future The Global Client GRP of the Future Programme is not a training programme. It is a journey of customised career planning andsuperior coaching. It is a programme focused on the development of future GRPs through customised career planning and superior coaching.

GRP Programme for Central Cluster Priority Accounts (modular )Strengthen the GRPs relationships skills and self-confidence, especially to enable them to develop and be owners of the Firm’s C- level relationships.

Genesis Park (10 weeks)A global residential programme, such as GP, allows participants to step outside of their everyday roles and lives and creates, in an accelerated time frame and at a reasonable price, a consistent, crucible experience.

47

PwC’s Network International Assignment Programme

•Between one and twelve months, home payroll

•Addresses local resourcing needs (revenue-generating)

•Needed for individual development (non-revenue generating)

Short-term assignment (STA)

Gregory Hofstetter

•Duration typically 24 months, host payroll

•Home development need (‘DD Business Case’)

•Guaranteed right of return

•Secondments up to manager level mostly DD

Developmentdeployed (DD)/EPIC

Tanja Sperling

•Usually 24 months, host payroll

•Home and host client or industry need (‘SD Business Case’)

•Guaranteed right of return

•Secondments from senior manager level tend to be SD

Strategic deployed (SD)

Tanja Sperling

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Appendix

Point of Contact 50Questions to consider while preparing your coachee’s feedback 51 – 54Frequently Asked Questions 55 – 59

50

Point of Contact

Talent Management Hotline for general questions:

058 792 12 00

Contact for the Assurance specific roll-out:

Angela Christen, 6315

Learning & Development Contact Assurance:

Annette Méroz, 2137

Contact your responsible HC Business Partner for information and support in your role as a coach

Questions to consider while preparing your coachee’s feedback (1/4)

Performance & Competencies

Where has this individual shown high performance over time? (Performance ratings from last 2 years)

In which situation has this individual lately shown willingness to go the extra mile?

What is the individual’s motivation to go the extra mile?

How is his/her performance and behaviour under pressure? How does the individual react to stress?

Where and how has the individual shown to be a top contributor?

Where does the individual demonstrate competences beyond the current role?

What does this coachee need to learn during their next months or next assignment?

51


Special skills / experience

What are the special skills/experiences/abilities that the individual has acquired so far?

In what other functions/areas could this individual work to further realize his/her potential?

In which concrete situation has this individual displayed leadership skills? Where has he/she shown true leadership?

How does this individual manage low performance in own team?

What examples of innovation have you observed with this person?

Where has this individual influenced beyond own area of control?

Can this person initiate change?

Where and how has this employee influenced others positively?

52


Willingness to take new challenge / flexibility

Is this person willing to “take the extra mile”? Where has he/she shown so in the past?

What kind of initiatives has the individual taken outside of the current job?

How does this employee manage pressure/level of stress resilience?

Key Talents vs. all other employees

Why is that individual key to the organization? (examples)

What is your rationale for the rating this person as a Key Talent?

Could you explain to your other team members why you have nominated him/her and not someone else?

Where does the individual differentiate from his/her peers?

What differentiates this employee from his/her peers, in terms of performance and potential ?

53


Miscellaneous

What would happen if we do not identify this employee as a Key Talent?

Has he/she proven to match all criteria over the last year(s)?

Diversity

Have you considered all diversity aspects when nominating your Key Talents? Such as their gender, educational background, culture, language, professional background, disability, sexual orientation and age?

Studies indicate that well-managed diverse teams are more productive and innovative. Did you include in your Key Talent nomination, people who meet above diversity criteria? If not, why not? If yes, what did you cover?

Are you ensuring that there is no negative impact to this employee due to diversity aspects?

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taking a closer look at our talents talent management - toolkit for coaches 31.10.11 - asr

Documents

performance management

right people

talent portfolio

talented people

coachtalent management

people portfoliounderpins

people business

professional development