Strategic Talent
Management Forum
Citi’s Talent Practices:
Emerging from the Financial Crisis
Emily Dancyger King
Global Head of Talent Management
Business Context: Ongoing Transformation
2008 – 2009:
Strategy &
Recapitalization
2010 – 2011:
Reinvestment &
Reshaping
• Identified core
Citicorp businesses
and markets
• Began reinvesting in
Citicorp
• Established Citi
Holdings
• Centralized global
functions (e.g., Risk,
Finance)
• Recapitalized
company
2
• Reduced Citi
Holdings
• Re-shaped franchise
for Basel III and new
regulations
• Continued to build
capital
Note:
(1)
Excluding CVA / DVA and the loss on MSSB.
2012:
Focus on Growth
• Achieved revenue
and earnings
growth(1)
• Reduced Citi
Holdings
• Sold down minority
stakes (e.g., MSSB)
• Streamlined and
simplified
operations
• Continued to build
capital
2013 – 2015:
Execution
• Deliver consistent
high quality earnings
• Improve returns
• Achieve Basel III T1C
capital requirements
• Improve
accountability
Talent Context: Ongoing Transformation
Citi
Talent
2008 – 2009:
Strategy &
Recapitalization
2010 – 2011:
Reinvestment &
Reshaping
2012:
Focus on Growth
2008 – 2011:
2011-2012:
2013 – 2015:
Strategy & Foundation
Participation
Adoption
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
• Businesses, functions
and geographies
learning while executing
• Introduce talent
philosophy, high
potential criteria, and
approach to critical role
selection
• Re-invigorate HR
development
3
2013 – 2015:
Execution
• Business plan driving
people plan
• Honest assessment &
dialogue about people;
transparency
• Integrating performance
management
• Using scorecards to
embed accountability
Talent Strategy
Strategic Alignment
•
•
•
Talent plans
Workforce planning
Leadership framework
•
•
•
•
Performance
Management
•
•
•
4
Measurable goals
Specific feedback
Underperformance is
addressed
Talent Assessment &
Succession Planning
Learning & Development
High Potential talent
•
IDPs for HiPos and
successors
•
Supports post-assessment
findings
•
•
•
Development is tracked
Critical roles
Succession plans
Competency gaps
Talent Capabilities
•
•
Leaders and managers
HR professionals
Coaching/feedback
Mobility
Talent Data Management
& Analysis
•
•
Informs talent decisions
•
Linked to business
outcomes
Accurate, on-line and
integrated
Talent Assessment & Succession Planning
6 Components of Potential
Talent Assessment &
Succession Planning
• High Potential talent is
identified and calibrated
throughout the
organization using
consistent, rigorous
methods
Dimension
Core Component*
Foundational
• Cognitive Skills
• Personality Variables
Growth
• Learning Agility
• Motivation
Career
• Leadership Skills
• Performance
*Rob Silzer and Allan H. Church, c. 2009
5
Potential Identification Tool
6
Talent Capabilities
HR Curriculum
2012
Talent Capabilities
• Leaders, managers,
and HR possess
necessary skills to
support effective
Talent Management
• HR professionals are
expert Talent
assessors and
organizational
consultants
 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
7
2014
 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