High Potential Leadership Development Best Practices Institute Case

High Potential Leadership Development Best Practices Institute Case Discussion May 6, 2011 1

STRATEGY Evolution High Potential (Hi. Po) Development at Fidelity Launch & Test Enhance & Build Broaden & Refine Strategic Alignment 2004 – 2006 2007 – 2008 2009 – 2010 2011 & Beyond Aspiration • Addition of Fidelity specific Hi. Po selection criteria • Soft integration with Talent Review/ Succession • Focus on potential vs. performance • Front, Mid and Senior Level Programs Ability Engagement • Enterprise cohorts IMPACT PROGRAM Focus on Hi. Po Segment 2 Pilots: • Finance ALDP • Enterprise Service ALDP Custom programs: • Fidelity Brokerage • Workplace Investing • HIPo concept introduced • Program designed, launched • 48 graduates • Refine & embed HIPO definition • Clear integration with broader TM strategy • Tracking and ongoing Hi. Po focus and devt • Benchmarking Research • Use of leadership portal • Enhanced team coaching • Expanded partnership Line HR • Launched Front Line Program • Three ALDP cohorts • Launched Alumni Community 7 BU/Functional ALDPs • Broad adoption across Fidelity • Strong participant feedback • Ctd. with Front Line; Two ALDP cohorts • Program redesign: • • Bus impact Duration Acceleration Leader learning • Enhance action learning Talent pool tracking: • Promotion • Retention 209 graduates • • Deeper bench Reduced time to fill Smoother transitions Improved retention

Planning for the Future: A Snapshot of our Thinking Opportunities • Better integration with overall Talent Management/Human Capital approaches • Thoughtful, coordinated management of high potential talent pools Identification • Criteria and process for HIPO talent identification • Manager education about HIPO talent 3 Development Ongoing Engagement • Skill building based on critical role profiles • Increase leverage of ALDP Alumni Community • Enhance business impact of Action Learning; align with BU-specific events • Examine links with broader employee engagement scores • Rotational assignments, other talent movement processes Tracking & Impact • Are we truly accelerating development? Succession plan utilization rate • Tracking Hi. Po talent pools and measuring impact

Key Questions for Discussion How do we expand the reach and impact of our Hi. Po focus? Are we truly accelerating the development of our leaders? How do we make sure our process is deeply integrated with the business? How much should we balance the focus on individual leader development versus business impact? At what level should we be thinking about rotational assignments (e. g. , our Front Line Program – 2 years, 4 x 6 month BU rotations) How to do this with an ever increasing vertical business focus? • How can we improve Action Learning? How can we unlock the potential of this approach to development? 4