Mass Career Customization From Corporate Ladder to Corporate

Mass Career Customization™*: From Corporate Ladder to Corporate Lattice Anne Weisberg An Update for the Forte Foundation Best Practices Summit May 7, 2008 Mass Career Customization is a patent pending process.

The convergence of key trends is dramatically changing the talent marketplace… Shrinking Pool of 1 Skilled Labor Changing Family 2 Structures Increasing Number of 3 Women Changing Expectations 4 of Men Workforce in 2008 and Beyond Evolving Expectations 5 of Gen X and Gen Y Increasing Impact of 6 Technology 2 Copyright © 2008 Deloitte Development LLC. All rights reserved.

The workforce has changed, but the workplace has not. Copyright © 2008 Deloitte Development LLC. All rights reserved. 3

4 Copyright © 2008 Deloitte Development LLC. All rights reserved.

A Paradigm Shift is Already Underway The Corporate Ladder is giving way to a Corporate Lattice. TM model of how careers are built Corporate Ladder • • • Corporate Lattice Traditional hierarchy Upward Singular path upward momentum Move up or stop moving Work-versus-life balance Integrated with Fits more traditional talent family structure management systems • Assumes workers’ needs remain consistent over time • More conducive to evolving matrix structure • Multiple paths upward • Move faster, slower, change directions • Career-life fit • Adjusts as workers’ needs change over time 5 Copyright © 2008 Deloitte Development LLC. All rights reserved.

The MCC profile depicts the employee's target level of contribution The Four Dimensions—and Interrelationships of—MCC Pace Options relating to the rate of career progression Workload Choices relating to the quantity of work output Location/Schedule Options for when and where work is performed Role Choices in position and responsibilities 6 Copyright © 2008 Deloitte Development LLC. All rights reserved.

MCC is a new model for how careers are built and talent developed • Recognizes that careers ebb and flow over time • Provides a more fluid structure in response • Institutionalizes framework/ process • Allows choices • Makes trade-offs more explicit • Provides greater transparency • Extends the bounds and consistency of what’s acceptable 7 Copyright © 2008 Deloitte Development LLC. All rights reserved.

What’s your sine? Interactive exercise at www. masscareercustomization. com/interactive. html 8 Copyright © 2008 Deloitte Development LLC. All rights reserved.

Pilot Phase Deloitte piloted MCC from 2005 -2007 and full implementation is well underway Roll-out Phase June 2005 Round 1 Pilots Pilot Phase Complete Round 2 Pilots Book Draft Complete June 2007 June 2006 Capital Markets MCC Steering Committee Recommends Roll-out Book Published June 2008 Tax Chicago Financial Advisory Southeast AERS Talent Human Capital Roll Out Phase Copyright © 2008 Deloitte Development LLC. All rights reserved. June 2009 Strategy, Research & Innovation Planned Roll-out for remaining U. S. -based employees 9

A critical element of our approach is embedding MCC in our annual talent cycle Ø All employees have an MCC Profile, all the time Ø The MCC Profile depicts planned overall contribution to the business Ø MCC provides a framework for on-going employee-manager dialog about career-life fit Ø The employee’s current level of contribution, as depicted in MCC Profile: Goal Setting: Set annual goals reflective of MCC Profile Year-End: Assess performance against annual goals reflective of MCC Profile Career-Life Fit • Shapes annual goals Mid-Year: Review performance against annual goals reflective of MCC Profile • Provides context for performance evaluation • Informs deployment decisions On-going: Review and revise MCC Profile as needed 10 Copyright © 2008 Deloitte Development LLC. All rights reserved.

Primary MCC metric categories Metric Category Sample Measurements Sources Retention • Voluntary and high-performer tenure trends • Reason for leaving trends • Self-reported estimate of expected tenure • • Utilization • Utilization trends and results • Utilization tracking • Analysis of cost savings • Net present value model • Financial Business Case • Perceived improvements to counseling conversations • MCC Survey Commitment • Attitudes regarding satisfaction and loyalty • MCC Survey • Employee Survey Talent Brand Enhancement • Media mentions, speaking engagements, articles, etc. • External eminence monitoring Financial Benefits Quality and Frequency of Career Conversations HR Analytics MCC Survey Exit Interviews Employee Survey 11 Copyright © 2008 Deloitte Development LLC. All rights reserved.

Our MCC pilots and implementation waves provide rich learnings OBJECTIVES Ø Ensuring continued client value and satisfaction Ø Quantifying the impact of MCC on various talent models Ø Supporting a cultural shift in acceptability of career customization Ø Improving practitioner satisfaction and commitment Ø Increasing retention of high talent Ø Creating a sustainable, scalable model 12 Copyright © 2008 Deloitte Development LLC. All rights reserved.

Our MCC pilots and implementation waves provide rich learnings (cont’d) Objectives Ø Ø Ø Client satisfaction Learnings Ø No negative impact on client service Ø More consistent and robust conversations Ø Positive correlation between MCC and retention Ø The dial-down floodgates did not materialize Ø Increased window into those who want to accelerate growth (“dial-ups”) Ø MCC is scalable Ø Integrating MCC with performance management is the ‘moment of truth’ Quantify impact Support cultural shift Improve satisfaction Increase retention Copyright © 2008 Deloitte Development LLC. All rights reserved. 13

MCC is a lot about more and richer conversations Consolidated Results for Initial Implementations Total respondents 100% Had a conversation about dialing up or dialing down 30% After understanding trade-offs, elected to move ahead with dial up / dial down request 13% Received approval to dial up / dial down 72% approval rate 9% 14 Copyright © 2008 Deloitte Development LLC. All rights reserved.

MCC’s value proposition MCC’s greatest worth is its option value— the psychic comfort afforded by the ability to customize the levels of career engagement as priorities change over time. 15 Copyright © 2008 Deloitte Development LLC. All rights reserved.

Learn more at www. masscareercustomization. com 16 Copyright © 2008 Deloitte Development LLC. All rights reserved.

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