TALENT REVIEWZONG – A China Mobile Company

Shared understanding of people

performance and future Potential

Commitment for development

needs of individuals The aim of this presentation is to review performance, future potential and development needs for individuals, teams and organization. The reviews will be are run bottom-up with the objective to ensure visibility of top talent in China Mobile Pakistan.

Focus: Create shared understanding of people performance and potential and create leaders commitment to further development

Purpose and Objectives

• Top Talents identified— Performance & potential mapping

• Feedback & development actions agreed & documented as per mapping

• Clear actions for Top Talents, High Performers and Low Performers

• Mobility plan• Retention risk highlighted

and succession plans reviewed

Benefits of Review

The aim of review will be to give employees a more balanced and varied feedback than a single leader normally would (thus minimizing subjectivity), regarding: Current performance and dynamics Future potential

Need for new challenges Best next move Potential to go further

Practical advice on further development of employees

Individual Review

Employee Calibration & Development

Performance Rating Description

Exceeds Expectations

• Performance represents the highest level of contribution i.e. beyond position

• Exceeds Expectations in delivering on all, or majority of targets

• Demonstrated behavior is aligned with Zongers Way. The employee can be role model for others on living the Zongers Way

Meets Expectations

• Performance represents a solid level of contribution

• Demonstrated behavior is aligned with Zongers Way

• Ambitious and Challenging expectations• Strong Performance

Below Expectations• Performance needs improvement• Demonstrates lack of integrity with Zongers

Way

Performance Scale

Identification of Top Talents: Leaders & Experts

Ability Engagement

Aspiration

Top TalentIs a high potential employee (with the ability, engagement and aspiration to rise to and succeed in a more enlarged, critical position), whose current performance exceeds expectations.

Employee has strong desire for advancement, aligned with company aspirations. Is able to handle job stress and geographically mobile.

Employee has the professional and personal skills (both innate and acquired) along with learning agility to handle increasingly complex challenges in a more enlarged, critical position.

Employee's personal values are aligned with Zongers way and employee demonstrates commitment towards the Company (going the extra mile).

High Potential

Employee has the professional and personal skills, along with learning agility to handle increasingly complex challenges in a more enlarged, critical position.

Employee has strong desire for advancement, aligned with company aspirations. Is able to handle job stress and geographically mobile.

Employee's personal values are aligned with Zongers Way and employee demonstrates commitment towards the Company.

Solid Potential

Employee is aligned with current role, but believed to be ready for more complex tasks or to broaden expertise if development provided.

Employee demonstrates desire for advancement. Employee's personal values are aligned with Zongers Way and employee demonstrates commitment toward the

Company.

Latent Potential

Employee is well aligned with current role, but has not demonstrated potential beyond what is expected in the current role.

Employee is not well aligned with the current role and there is uncertainty what other role he/she could take. Employee possesses critical competence, engagement, but has no/low desire for advancement. There is no, or little alignment between employee's personal values and Zonger Way and no or low commitment

toward the Company.

Potential Scale

Ability

• Does this person demonstrate creativity and strategic thinking skills?

• Describe a time that this person solved an ambiguous/complex problem?

• Does this person seek diverse experiences (project, additional responsibilities, new role etc) to learn from, rather than sticking only to what they already know?

• How does this person react to change?

• Does this person has the ability to seek out, connect to, learn from and work with other people?

• Does this person have the ability to drive results against the odds?

Engagement

• Follow CMPak’s Vision• Does this person take

pride in working for company?

• Does this person talks about company positively and enthusiastically

Aspiration

• Does this person has a strong desire for recognition and career advancement?

• How open is he/she to career movement, challenging roles and geographical mobility?

Criteria to Distinguish Potential

Grow through Experience, Exposure & Education

50% Experience

20% Exposure

30%Education

ExperienceSecondmentsAssignments & TasksShort term local projects

Exposure MentoringParticipation in management meetings

Education Employee EducationWorkshop training programs (behavioral/functional)TrainingsForeign Qualification

Organizational review focuses on identifying critical positions, following up on the succession plans in place, and putting such plans in place if they don’t exist: Critical positions are identified Position holders are reviewed in terms of risk of leaving Successors identified High potentials levels are reviewed

Organizational Review

Critical Position Positions that are critical in execution of strategy in CMPakPositions that are critical in enabling cross company interaction – impact on value chain Position critical for Business Continuity Strategy and

organisational impact

Market orientation

Financial contribution

Positions that have great impact on CMPak’s reputation Positions that are exposed externally Position that are difficult to fill

Positions that are important to profitability – level of impact on bottom line Position involved in identifying growth opportunity

The aim of this review will be to check teams in terms of strengths and areas for further development around the following dimensions: Strategic focus: what implications the strategy will have on the team

mix and quality in 1-3 years? How do we accelerate acquiring competence connected to new technologies and services?

Ability to execute: how effective is the team in delivering? Collaboration and value chain support: how effective is the business

cooperation within the business unit and/or cross-functionally? How good are we in supporting each other and the value chain?

Diversity: how do we get a more international mix in this team? What international development positions can be opened in this team?

Review of Teams

Thank You