Talent & Leadership Development NICE Organizational Development About 2 Software solutions that take organizations from insight-to-impact, addressing three main business segments: • Enterprises enhancing the customer experience and increasing revenues through the contact center • Financial institutions ensuring compliance and preventing financial crime • Government agencies, public and private organizations ensuring safety & security The NICE Offering NICE ENTERPRISE Customer Interactions NICE SECURITY Safety & Security NICE ACTIMIZE Financial Risk & Compliance 4 NICE (NASDAQ: NICE) 1986 Founded Customers Countries * Per guidance provided on July 27, 2011 Expected full year non-GAAP 2011 revenues* Service Professionals Successful Acquisition History Fizzback CyberTech IEX WFM Performix PM Hannamax 2002 Thales EMEA Public Safety 2003 2004 2005 2006 2007 AVT eglue QPC Real-time Analytics & BO 2008 2009 Hexagon Dictaphone Market share FAST Actimize Financial Crime Analytics Syfact 2010 Fortent Financial Crime Analytics 2011 Orsus Security Situation Management Lamda 6 The Cultural Journey Crossing the 1 Billion $ Mark From Silos to ‘ONE NICE’ Creating a shared cognition and value set From Local to Global to ‘Glocal’ Personalized local practices, little coordination From start-up mode to scalability Ad hoc culture to broad perspective Building the infrastructure for HR process and systems From short term to balancing short and long term Balancing execution and planning What about Talent Development? All are a talent and Every talent matters… 8 Development – Populations and Programs High Potential Management Customized Managers Employees 9 The Managerial Competencies Suite Lead the NICE Way Create one managerial language, culture and unified managerial standards Support an ongoing development process that provides managers tools to deal with their evolving role Breaking the Silos Instill empowerment and style Managerial Competencies - The Three Responsibilities Driving Business Accountable for maintaining a winning company Achieve the desired results Meeting our customers’ needs Keep NICE’s leading position in the market Ensure people work in a smart way and that teams collaborate for the success of the company. Cultivate practices of innovation and excellence Enhancing Culture Leading People Connect people to a joint vision, ensure they understand how their work contributes to the company success and motivate them to feel pride in their work. Set expectations, enhance the performance of individuals and hold people accountable for “What “ and “How” they accomplish results. Create and expand the value proposition for our employees, which makes NICE a great place to work. Create and sustain the right organizational climate, in which the communication is clear, the ways to influence are simple and straightforward, and people can easily adapt to the dynamic and competitive environment. Role model and hold others accountable for NICE values Be a role model and promote desired behaviors for the NICE way of doing things. 11 Managerial Competencies Managerial Competencies - Career Shifts 13 Individual Contributor People Managers Managers of Managers / Functional Business Managers We Have a GREAT Model, So What? Significant (Dollar & Time) Investment and Branding Mandatory participation Making the Program Work Choice of ‘Winning Horses’ for first training = SLII Global spread / Regional touch HR Teams in a formal professional role Senior managers involvement A dependable, planned, rhythm 14 Managerial Development Curriculum X On Demand NA Available for Regional Program Open to all mangers Not Available Yet The Learning Approach Mandatory Training Phase 1*: Push Structured Programs • Managers will receive an invitation to a program per regional / divisional needs • All new managers (hire / promoted) enter phase 1 1. Role Perception – The NICE Manager 2. Situational Leadership 3. Additional content per curriculum and regional discretion. * Phase 1 is a prerequisite to enter phase 2 Phase 2 (early adaptors 2012): 1. Your Leadership Signature 2. Additional content per curriculum and regional discretion. Global Infrastructure Pull On Demand learning • Managers are invited to register to sessions of interest • Focused on basic modules and refreshment of Situational Leadership • The managerial development offering will be published in advance 1. Establish global webinars: o 1-3 global webinars per quarter : Situational Leadership, Delivering tough messages, Remote mgmt 2. Strategic learning hubs for in class training: Why Did We Choose Situational Leadership® II A model for leading and developing individuals so that they reach the highest levels of performance based on the task or goal • Becomes a behavioral code – integrated in the culture • Translated to daily action – simplifying a very complex environment • Associated with the organization’s goals • Global – one language • Approach, skills, habits © 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate. 18 Situational Leadership® II © 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate. 19 SUPPORTIVE BEHAVIOR SUPPORT BEHAVIOR SUPPORT BEHAVIOR SUPPORTIVE / INSPIRING BEHAVIOR Individual and Organizational Transformation through a Shared Leadership Model DIRECTIVE / FOCUSING BEHAVIOR Organization PROVIDING DIRECTIVE BEHAVIOR DIRECTIVE BEHAVIOR Teams One-to-One DIRECTIVE BEHAVIOR Self © 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate. 20 SIMPLE ! © 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate. 21 Leadership Leadership is an influence process. It is working with people to accomplish their goals and the goals of the organization. © 2011 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 16600 • V081507 Situational Situational Leadership® Leadership® II II A model for leading and developing individuals so that they reach the highest levels of performance based on the task or goal • Becomes a behavioral code – integrated in the culture • Translated to daily action • Associated with the organization’s goals • Global – one language • Approach, skills, habits © 2011 The Ken Blanchard Companies. All rights reserved. Do not duplicate. The 3 Skills of a Situational Leader • Diagnosis - assessing development needs • Flexibility - using a variety of leadership styles comfortably • Partnering for Performance - reaching agreements with others about the leadership style they need גמישות מנהיגותית אבחון רמת יכולות ומחויבות ® The Purposes of Situational Leadership II • To increase the quality and frequency of conversations about performance and development • To develop a common language for leadership • To develop others’ competence, confidence, and motivation so they learn how to provide their own direction and support • To value and honor differences Leaders’ 3 alternatives Under supervision Frustration Unsatisfied Replace The Leader Match Over supervision Frustration Unsatisfied Replace Phase 2 Guiding Principles MOMs: Empowering Managers – Leading from the Middle 1st Line Managers: Establishing My Personal Managerial Style Deepening the language – SLII On Demand 28 Challenges Consistency & Discipline Teaching the organization to consume ‘on demand’ training Keeping excitement, inventing new attractions, progressing Business challenges that consume the organization and overshadow long term activities 29