9 Blocker Model 8712

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Talent Development - AnInvestment vs A Cost?

ICBE Conference

18th April 2007


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Genworth Financial Company Confidential 1

If you want one year of prosperity, grow grain

If you want ten years of prosperity, grow trees

If you want 100 years of prosperity, grow people

Chinese Proverb Kouzes & Posner, The Leadership Challenge


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Why Invest Time in HR?

Key message; over 30 reports in the US and Europe conclusively prove that management

capability in clearly articulating and implementing coherent values and underlying HR

practices is the most significant driver of long term business performance

Collins & Porras

"Built \to Last" 1997

Visionary companies have outperformed the stock market

by a factor of twelve since 1925

Kotter & Heskett Quoted in

"Innovation Explosion" 1997

Impact of the soft stuff on business performance and the capability of managers (at all levels) to deliver this

New companies offered on the US stock market are 42%

more likely to survive for 5 years if they score highly on

an index of 'valuing human resource'

Pfeffer, "The Human Equation", 1998

Successful innovating companies have found clear values

and vision to be practical keys to higher productivity

over a 11 year period such companies increased their

Revenues by 678% vs 166%

Stock prices by 901% vs 74%

Net income by 756% vs 1%

60-90% of the market value of companies is in their

intellectual assets, with Human Capital being the highest %

Hope & Fraser Mgt Accounting, 1997

IPD paper #22 "Impact of People

Management Practices on

Business Performance" 1987,

drawing on the work of

the Sheffield Effectiveness

Programme

Using research over the period 1991-2001 in 100 UK

manufacturing companies, the findings showed;

Implementation of good HR practices had a higher

impact on the positive profit variability and

productivity on these companies than strategy, quality

or R&D initiatives combined

"concern for employees welfare was the single mostimportant predictor of organisation performance"


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HR - Impact of Managerial Styles onResults and Work Environment

Balanced style compared to

Controlling Novice

Work Group Effectiveness(results) +20% +80%

Morale +34% +45%

Tension -33% -15%

Commitment +97% +103%

Team Building +33% +51%

Balanced Managers were proven to score better in terms of both

results and work climate dimensions

Key Message: focused management development can deliver better

business results and the work climate needed for long-term success


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TalentManagement

Our approach to buildingthe pipeline

> A Learning Culture

> Performance Management Identifying the Pipeline

> Leadership Success Path &Derailers

> Training & Development Growing the Next Generationof Talent


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> Active Learning of Every Point in the Compnay

> Senior Leadership Team Drive Down Into the

Organisation

> All Management Role Model

> Active Development Plans - Reviewed Quarterly

>

Underpinned by Genworth Values

A Learning Culture


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Whats expected of me?

How am I doing? How can I improve/develop?

GOAL SETTING

ANNUAL

APPRAISALEMS

DEVELOPMENT

PLANS

GOAL REVIEW

FEEDBACKCOACHING

Performance Management


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Force rank talent by performance and promotablity (AKA

the 9 Blocker)

Review and give feedback on the performance,promotability, and developmental needs of top

management Make the tough call where needed

Review succession plans for key management jobs e.g.,

feeder positions

Make early identification of high-potential talent andensure their development Best Bets

Assess the talent base in key growth areas Finance,

Actuarial, & Sales

Review the business quality initiatives, resources

needed, skills inventory, performance assessments and

training priorities

The Annual Talent/people Review by Each BusinessWith the CEO, Members of the CEO Team

100% focused on Peopleand Culture

Much More Than Just a Rack &Stack


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Best Bets

Currently Senior Professional

Next Role EB+ Potential

Keep in Mind Quality DNA

Best BetsEB

High PotentialEB

EarlyCareer EBPotential

Our Process to Fill the LeadershipPipeline

Pipeline Development

Currently Senior Professional

One Additional Role Prior to EB+

EB Role 18-24 Months

High Potential

Early Career

Greater Than 24 Months for EB Role Less Than 5 Years Experience Currently Lead Professional Potentially Off Program


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Promotability

High Medium LimitedO

ve

ra

ll

Ra

t

ing

T

20

HV

70

LE

10

The 9 Blocker


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Definitions of Potential An individuals capacity for development based on performance, aptitude, and demonstrated ability to take on broader

responsibilities

To what extent could someone do a BIGGER job, not just a different job? Think about the persons leadership ability as againstthe GE values and behaviours the more senior roles require demonstrated leadership ability

Potential may change year by year depending on when people start to grow out of their roles and show that they are ready forbigger challenges

Limited

An individual who is performing as a professional or expert; should remain in that position or make a lateral move with similar

responsibilities/depth. Has found their right level or niche. Does not mean that they will never move could easily take anotherrole at same or similar level. Can be an outstanding performer but has reached a ceiling for the time being

Medium Potential

An individual with the likelihood of competing successfully for a higher banded position or lateral position with somewhat broaderresponsibility. ie Have seen the person demonstrate enough for you to confidently imagine them performing well in a bigger andmore demanding role

We would expect individuals in this category to move one band within the next two years or enjoy significant additionalprogression within the same two year period. Unclear at the moment about longer term potential

High Potential

An individual with a high probability of competing successfully for higher banded positions or lateral positions with much broader

responsibilities. ie Have seen this person perform so well against their goals and in demonstrating GE Values that you areconfident that they would perform successfully in much bigger and more demanding roles

We would expect individuals in this category to move at least one band or take a lateral position with much broader responsibilitieswithin 1-2 years and have capability and capacity to enjoy significant additional progression within the next five years


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u Learners for Themselves & for Creating aLearning Environment for People to Grow

u Set & Articulate a Vision

u Synthesize Complex Issues Into Simple Messages(Framework)

u Prioritize & Reprioritize Constantly

u Execute on the 5 to 6 Key Initiatives

u Demonstrate the Values of Genworth Leadership

u Unafraid of Failure - Learn From It When It Occurs

u Creative But Pragmatic

u Passion for Winning

How DoLeadersSucceed in

Genworth?The expectations


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u Miss Commitments

u Behavior Inconsistent With GE Valuesu Poor Fit for the Job

u Dont Face Into the Tough Calls

u Too Slow to Act

u Try to Do Too Much Themselves Fail toDelegate

u Ego Gets in the Way of Energizing Othersu Cant Keep Pace With Changes Around

Them

u Repeated Failures

u Too Selective on Job Opportunities

u More Concerned About Optics & Stature

Than Results and Team Play

And How TheyCan Derail

The differentiators


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Genworth Financial Company Confidential

Leaders

SeniorLeadership

Sr. Executive & ExecutiveLeader

New Employee OrientationKnow Your BusinessProcess Excellence ToolsCompli ance TrainingFoundations of Leadership (for new exempts)Skill building electivesCompetency based j ob & technical t raining

New Leaders Series/ On-boardingExperi enced Leaders CourseGNW M anagement Policies & ProcessesAdvanced functional courses

Advanced Leadership Course (GNW MDC)Center f or Creative LeadershipAdvanced functional coursesOngoing special offerings

Single t eam BMCOutside speakers conductseminars on topics of strategicinterestSelect att endance at Executiv eDevelopment Seminars at topbusiness schools

Presentation Skills

Project Management

Facilitation Skills Work-Out!

Finance for Non-Financial Managers

Influencing Skills

Team Skills SeriesElectives

Associate

Courses from New Leaders Series

IncreasingLeadership

Responsibility

Genworth Financial Leadership Curriculum


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Sample Executive Development Programs,BMC/EDC Level

Week 1: Feb 28-Mar 4 Drivers of Change

Key Benefits:Understanding Why Change Must Be Embracedand Managed

Globalization: Taking Place With or Without Us

Regulation: The Rules of the Game are Changing

Macroeconomics: Forces and Flows

Innovation: Treating Change as a StrategicImperative

Week 2: Apr 4-9 Understanding InternalProblems and Opportunities

Key Benefits:Positioning the Organization for Change andImprovement

Shareholder Value: What It Represents, & How ItCan Be Delivered

Financial Reporting: Compliance, Accuracy andIntegrity

Strategic Communication: Making Your MessageSupport the Strategy

Week 3: May 9-13 Working Within the CompetitiveEnvironment

Key Benefits:Seizing Available Opportunities & Maximizing Leverage

The New Economy: Global Swiftness & Flexibility

Organizational Competence: Building Structure & Skills toSupport Strategic Intent

Accelerating Change: Using Change to Unbalance theCompetitive Structure

Marketing: : Accomplishing Objectives Effectively &Consistently

Technology: Picking Winners Consistently & Using TechnologyEfficiently

Week 4: Jun 20-24 The Challenge of Leadership andDecision Making

Key Benefits:Doing the Right Things at the Right Time

Business Simulation: Testing Your situational Awareness &

Skills Governance: Using Structure & Communication to Get

Adherence to Goals & Values

Leadership: Implementing Vision

Business Challenges: Bringing Real-World Problems to theTable


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Continued Developmental Tools

360 Leadership Competency Model Executive Assessments

Leadership Development Programs

On-line Computer Based Training

Achieving Business Impact Re-missioned FromCourse to on Demand for Initiatives

Mentoring

Short Term International Rotations


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Changes

More focus on development vs. Training Fewer captive courses in-house, more use of external

suppliers

Overhauling new employee orientation and know yourbusiness

Introducing competency approach and functionalknowledge networks Strengthening curriculum design techniques for trainers

in ops, sales, compliance Increased promotion of active industry and professional

group participation and certification


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Our Approach to Developing People

Is Not

Unrelated events Shotgunned curriculum One size fits all

Generic Internally focused

Static, inflexible

Just classes and on linelearning

Focused only on how to moveup

Is

Designed around a continuum ofcompetency acquisition, targeted tokey roles

Balances industry knowledge withexposure to best practices

Dynamic blend of foundationalbuilding blocks & new topics ofcurrent interest

Emphasizes development as well astraining

Encourages broadening & deepeningof capabilities


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Competency Models: A Way to Define What Success Looks Like

Interpersonal,Team andLeadership

PersonalAttributes

Technical

BusinessAcumen

Genworth Values

q Job Role Definitions and Career Path Maps

q Personal Development via Competency Assessment

q Competency Based Training Program Design

q Training Planning

q Recruitment and Selection

q Reward and Recognition Programs

q Strategic Assessment of Organization Capability

Used As a Foundation for Many People Processes


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Examples of Training/Development Topics ByLevel & Focus

Emerging

Leaders Track

Experienced

Leaders

Track

Senior

Leaders

Track

Technical &

Job Skills

Interpersonal &

Leadership

Business

Acumen

How to UseSafari Cost

Tracking

Advancedtechnicalcourse

Developinginternational

businesssavvy

Technicaloverview

courses for newtechnology

Using crossfunctional projectteams and task

forces effectively

Industryassociationleadership

role

Strategic Planning

Business Acumen& Technical Skillsbecome identical

except forTechnical Leaders

Hiring the RightPeople

Associates

Track

Know YourBusiness

How to processan application

Conflict resolution

Developmental

Focus

Basicmanagement

and leadership

skills training

How to lead forbetter

executionacross the

organization

Individualizedpath to developstrategic change

leadershipcapabilities

How to do theirjob well


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Risks and Concerns

Developing Executives & Sr. Executives BeyondTraining

University Partner Concept Is New

Advanced Functional Training Who Is Good Out There?

Learning Management System and Web-site

Creating a Coaching Culture

Establishing a Robust Individual Development PlanningProcess


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Today and Tomorrow

ManagersResponsibility

Employees

Responsibility

ManagersResponsibility

Employees

Responsibility

Training &Development

Career growth:

then now

Employee: When is

my manager going to

do something about mycareer?

Employee to manager:

Ive done some thinkingabout my career and would

like to discuss it withyouwhere do I start?

Yesterday


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Leader Development Process

First Time Managers(Newly-promoted )

Track A

Outcome

Leaders understand expectations,

policies, systems tools and resources;Management/leadership basics

Learning Topics

Managers Role in Communication &Promoting Genworth Culture

Performance Management Cycle HR Policies, Procedures & Systems

Business Cycle, Financial Policies &Procedures

Personal & Professional DevelopmentProcess

Human Resources Manager works withthe new manager & his/her directsupervisor to create a personalizeddevelopment plan to include:

Online learning resources

New Leaders Series*

Electives and online courses

other development tools

Follows new-hire orientation; continues

throughout the business cycle for up toone year

New to Genworth Managers(Newly-hired)

Track B

Outcome Leaders understand GNW culture,

expectations, policies, systems toolsand leadership resources

Learning Topics

Genworth Organization and Culture Managers Role in Communication Performance Management Cycle

HR Policies, Procedures & Systems Business Cycle, Financial Policies &

Procedures

Personal & Professional DevelopmentProcess

Human Resources Manager works with

the new manager & his/her directsupervisor to create a personalizeddevelopment plan that might include:

Online learning resources

New Leaders Series*

Electives and online courses

other development tools

Follows new-hire orientation; continues

throughout the business cycle for up toone year

Existing ExperiencedManagersTrack C

Electives from Tracks A&B

Experienced Managers Course

Advanced Leadership Course

*New Leaders Series: Building Effective Leadership Skills

Advanced Coaching Skills

Targeted Selection Practices

Leadership Academy

The Executive Program


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New Manager Orientation Process

New Manager Orientation

Session

Planning for your arrival

Buddy designated On boarding plan designed

Initial Development Plan

New hire orientation

Training: functional on-boarding training workshops /

online modules Business Cycle modules

(according to plan)

IDP established+ 6 months

New leaderassimilation

+ 3 or 4 months

Online 360 process

within first year

Hire Date

Welcome


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Training Modules

OPENING

Emotional

Intelligence

Cost Of

Disrespect

EffectiveCommunication

Communicationstyles

Dealing withconflict

Giving feedback

Module 1 Module 2 Module 3

Opening

Closing

Agenda

Objectives

Definitions

People Driven Strategy

Review

Personal Action Planning

Legal

Emotional/personal

Productivity/professional

EI competenciesand behaviors

How to develop EI


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New AssignmentNew Assignment

DevelopmentDevelopmentIn PlaceIn Place

CoachingCoaching

SelfSelf--DevelopmentDevelopment

CoursesCourses

ImpactImpact

Return on Development Investment

Source: Centre for Creative Leadership


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What It All Means...

Genworth Puts Time and Thought Behind the Development

of Future Talent

The Genworth Values and Competencies MatterThey Arethe Behaviors and Skills That Will Help You Succeed . . . WeBelieve They Improve the Business Results and Because

They Are a Conscious Screen Against Which You AreMeasured

Employees Have the Primary Responsibilityfor MakingTheir Career Happen, - managers play a supportive coachingrole

Genworth Ensures Your Progress Is Examined Systematicallyat Least Once a Year.


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Documents

9 Blocker Model 8712