Strategic Talent Management Forum

Citi’s Talent Practices:Emerging from the Financial Crisis

Emily Dancyger KingGlobal Head of Talent Management

Business Context: Ongoing Transformation

2

• Achieved revenue and earnings growth(1)

• Reduced Citi Holdings

• Sold down minority stakes (e.g., MSSB)

• Streamlined and simplified operations

• Continued to build capital

2012: Focus on Growth

• Identified core Citicorp businesses and markets

• Established Citi Holdings

• Centralized global functions (e.g., Risk, Finance)

• Recapitalized company

2008 – 2009: Strategy &

Recapitalization

• Began reinvesting in Citicorp

• Reduced Citi Holdings

• Re-shaped franchise for Basel III and new regulations

• Continued to build capital

2010 – 2011: Reinvestment &

Reshaping

• Deliver consistent high quality earnings

• Improve returns

• Achieve Basel III T1C capital requirements

• Improve accountability

2013 – 2015: Execution

Note:(1) Excluding CVA / DVA and the loss on MSSB.

Talent Context: Ongoing Transformation

3

Citi

Talent2008 – 2011:

Strategy & Foundation

Build and Align

• Create definition of great leadership

• Build global leadership curriculum for all people managers

• Introduce common language around talent and common global processes

2011-2012: Participation

• Businesses, functions and geographies learning while executing

• Introduce talent philosophy, high potential criteria, and approach to critical role selection

• Re-invigorate HR development

• Business plan driving people plan

• Honest assessment & dialogue about people; transparency

• Integrating performance management

• Using scorecards to embed accountability

2013 – 2015: Adoption

2010 – 2011: Reinvestment &

Reshaping

2008 – 2009: Strategy &

Recapitalization

2012: Focus on Growth

2013 – 2015: Execution

Talent Strategy

4

•Talent plans

•Workforce planning

•Leadership framework

Strategic Alignment

•High Potential talent

•Critical roles

•Succession plans

•Competency gaps

Talent Assessment & Succession Planning

•IDPs for HiPos and successors

•Supports post-assessment findings

•Development is tracked

•Coaching/feedback

•Mobility

Learning & Development

•Measurable goals

•Specific feedback

•Underperformance is addressed

Performance Management

•Leaders and managers

•HR professionals

Talent Capabilities

•Informs talent decisions

•Accurate, on-line and integrated

•Linked to business outcomes

Talent Data Management & Analysis

Talent Assessment & Succession Planning

5

Dimension Core Component*

Foundational • Cognitive Skills• Personality Variables

Growth • Learning Agility • Motivation

Career • Leadership Skills• Performance

•High Potential talent is identified and calibrated throughout the organization using consistent, rigorous methods

Talent Assessment & Succession Planning

*Rob Silzer and Allan H. Church, c. 2009

6 Components of Potential

6

Potential Identification Tool

Talent Capabilities

7

•Leaders, managers, and HR possess necessary skills to support effective Talent Management

•HR professionals are expert Talent assessors and organizational consultants

Talent Capabilities

HR Curriculum

2012 2014 New roles and responsibilities

People strategy aligned to Business strategy

Identifying critical roles

Common language and criteria for identifying high potentials

Using the Leadership Pipeline for succession planning

Assessing talent based on the Leadership Standards and Leadership Pipeline

Linking assessment results to targeted development plans

Talent metrics, scorecards, and tracking

HR as Consultant and Trusted Advisor

Influencing and partnering

Coaching leaders on being talent managers

Building and executing sound individual development plans

Using data-driven assessments to inform talent decisions

Engaging the business in talent conversations more frequently