permanent tsb Group Career Development Framework Our Journey

permanent tsb Group Career Development Framework Our Journey So Far – A Lot Done, More to Do December 2016

Agenda • A bit on Permanent TSB • Why implement a CDF - ‘The Burning Platform’ • Who Owns Career Development? • The PTSB Career Development Framework • Implementation Project 2

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Agenda • A bit on Permanent TSB • Why implement a CDF - ‘The Burning Platform’ • Who Owns Career Development? • The PTSB Career Development Framework • Implementation Project 4

Career Management is an Executive Level Concern 5

Career Development Framework Programme The Why? - Operational Context - Attrition and Retention Research CEB Research On Attrition CEB research also shows that taking effective action can increase intent to stay by up to 33% Looking at HR metrics for voluntary resignation within PTSB in a 12 Month Period to February 2016, shows some interesting statistics around the reasons why people are leaving the bank: PTSB Resignation Analysis The table adjacent indicates that “Career Change” and “Career Development” are in the top three reasons that PTSB staff are leaving the company. These areas which are the key building blocks of a Career Framework are the areas of most dissatisfaction within PTSB. 6

Agenda • A bit on Permanent TSB • Why implement a CDF - ‘The Burning Platform’ • Who Owns Career Development? • The PTSB Career Development Framework • Implementation Project 7

It is Critical that Organisations encourage their people to focus on Career Growth, not just Promotions 8

Career Development Framework Programme The Why? - Benefits of Focusing on Career Growth not just Promotions The CDF will be designed to create a agile organisation, rather than just focusing on upward promotions it will also facilitate lateral, career moves offering breath & depth to employees CV’s 9

Moving Towards a Career Partnership Approach 10

Agenda • A bit on Permanent TSB • Why implement a CDF - ‘The Burning Platform’ • Who Owns Career Development? • The PTSB Career Development Framework • Implementation Project 11

Career Development Framework Programme The PTSB Career Development Frameworks aims to: • Create a “Career Partnership” where the employee can own their career but are proactively guided by PTSB • Provide a simple transparent structure for individuals to visualize where they fit within PTSB • Highlight what L&D is relevant to each role so employees can see what competencies and development they require to advance or move laterally within or across Career Families • Rather than just focusing on upward promotions it will also facilitate lateral, career moves offering breath & depth to employees CV’s • Enable PTSB leverage internal career opportunities to prevent loss to the market and provide staff with information on potential career opportunities they may not have known or thought about • Provide a Cloud based CDF Portal with Career Development Tools to enable individuals to easily navigate and discover opportunities across the business and enable them to plan and manage their career and development. This can be done any time and anywhere. 12

Career Development Framework Programme Career Framework Architecture Career Families Business Specialism Reflects the way in which roles progresses and provides different options for career growth based on skills and type of work Business Delivery Competencies are mapped to each role/ level • Behavioural competencies define how you should “behave” and Are aligned to the Strategy • Business competencies are what you need to “learn” • Competencies will have proficiencies with definitions of what good looks like at each level Role Profiles • Jobs are grouped into generic roles • A role profile will be a description of a role with similar purpose, accountabilities scope, skills, capabilities and similar levels • Salaries ranges are mapped to levels • Roles are also mapped to levels and Career Maps L 1 L 2 Strategic Core Behavioural Competencies L 3 Business Competencies L 4 L 5 Assistant Manager Dealer Specialist Accountant Customer Service Advisor Underwriter Individual Jobs Employees and their individual job within ptsb 13 Customer Service Managing Through People

Career Development Framework Programme There will be 4 Career Families within PTSB which will reflect the nature of our Business ü ü ü Career Families map Roles into coherent groups based on shared characteristics All the functions within the Bank will have career profiles sitting across the 4 Career Families Where each career profile is located within this structure will depend on what is the main focus of each roles work* Clear Guiding Principles on how to allocate roles within Career Families have been developed Work is currently underway streamlining roles and mapping them to this structure Business Delivery The key emphasis of these roles is to deliver support to the business It involves fulfilment of PTSB’s services to Internal & External Customers Uses organisation knowledge ( e. g. process, structures, people etc. ) & administrative skills to complete work in line with established processes & procedures Business Expertise Managing Through People Customer Relationship Management The key emphasis of these roles is to provide specific functional expertise The key emphasis of these roles is on leading and guiding the action of others The key emphasis of these roles is to deal directly with the customer May provide specialist guidance to others. Achieves business objectives through their expertise. Usually an individual contributor. Achieves business objectives through the work of others to deliver individual, team, business unit & group performance Managing others & applying line management, operational & or strategic management skills Expertise typically gained through education and/ or experience To provide direct contact with customers & to positively influence the service experience. To develop/maintain existing business and/or to acquire new business. Provides professional and/or regulated advice /product proposition information to customers / clients * When allocating roles to Career Families the guiding principle will be that 70% or more of the roles work would need to fit within that family 14

Career Development Framework Programme Linking Learning & Development to Career Infrastructure PORTAL Career Families Summary Role Profiles Competencies and associated proficiency by level Behavioural Competency “Customer Focus” Business Specialist Customer Focus Definition & Proficiency Training & Dev List of Development Behavioural Competency Career Development Portal “Managing Risk Customer Service Agent Level 5 Behavioural Competency “High Performance Teams” Business Support Managing Through People Business Competency “Planning and Organising” Business Competency “Problem Solving & Decision Making” Drive for Results Definition & Proficiency One Bank Definition & Proficiency Planning and Organising Definition & Proficiency Problem Solving & Decision Making Definition & Proficiency Training & Dev List of Development & Cloud Enabled ) Training and Development by Competency • • • Training & Dev List of Development Career Development Tools to help employees plan and manage their Career 15 LMS (Rebranded Training & Development linked to Competencies • • ILT Courses LMS Books Papers Accreditation Useful development tips

What Might it Look Like? 16

What Might it Look Like? 17

What Might it Look Like? 18

Agenda • A bit on Permanent TSB • Why implement a CDF - ‘The Burning Platform’ • Who Owns Career Growth? • The PTSB Career Development Framework • Implementation Project 19

Career Development Framework High Level Plan 2016/2017 Key Milestones July June Aug Sep Oct Nov Dec Jan Project Management July 28 th Why /Stakeholder Commitment Workshop Branding July 8 th Competencies Build & Review Career Architecture Design Sept 30 th June 24 th Oct 28 th Career Architecture Build Nov 25 th L&D (CDF) Nov 25 th CDF launch Training – Design & Build Portal Vendor Selection July 29 th Oct 28 th Portal Design & Build & Upload Nov 11 th Portal Pilot & Test Nov 18 th Map Individuals to CDF/Role Profiles Ongoing Communications CDF Go Live Launch/ Comms Jan 20 th CDF Implementation Training 20

And Finally Some Learning (So Far) • Vital to use HR Metrics to build a strong and rational fact base and build a compelling business case for implementation • Define and agree the ‘Why’ and the ‘What’ early with Leadership Team • Only involve HRIS vendors when you have a clear and agreed vision. Its easy to get blinded by the gadgets and gizmos • Tap into the wisdom within the HR/L&D Community. We are all very easy to talk to and forthcoming (or maybe we have just been lucky!) • Involvement of and engagement with the business is the most critical success factor • Expect and embrace the bumps and curves on the road 21