Talent MGT Strategy C

Client X (National Tourism Office)
Talent Management Strategy
Final Report
©2006 Deloitte
©2006 Consulting
Deloitte Consulting
Contents
Executive Summary
1. Objectives and Scope
2. Key Findings & Recommendations
a. Summary
b. Workforce Snapshot
c. Critical Workforce Segmentation
d. Readiness
e. Workforce Scorecard
f. Demand & Supply
3. Planning & Roadmap

Appendices
2
Executive Summary
• Client X’s workforce is critical to execute the strategy of the

organisation
• A differentiated workforce strategy will maximize the value of
investments in the workforce and ensure the right people are
performing in the right roles
• There are a number of internal factors (high turnover, lack of HR
infrastructure, pockets of low morale) and external factors (ageing
workforce, shortage of critical skills) that are challenging the
effectiveness of the workforce
• Client X Value Map provides a framework to segment workforce roles
• The workforce segmentation identified 3 types of roles -“A” Weight
Bearing Roles, “B” Key Roles, and “C” Core Roles
• A high level scorecard provides Client X with a number of measures
to track the workforce
3
Executive Summary
• There are four workforce elements to measure and track:

– Is the workforce performing (Workforce Success)
– Is the workforce developing towards strategy execution (Competencies)
– Are we deploying the right behaviors (Behavior)
– Are people connected to the strategy and others (Mindset/Culture)
• Key talent will be difficult to source and retain in the future
• The workforce segmentation and metrics provide a solid foundation for
Client X’s Talent Management Strategy
• To complete the strategy, Client X must address the “individual” side
to match up critical talent to the critical roles
• Quick-wins projects and a medium-term roadmap prioritizes the talent
management activities and needs
• A longer-term roadmap incorporates People & Culture plan priorities,
projects and recommendations
4
Contents
Executive Summary
a. Summary
d. Readiness
f. Demand & Supply

Appendices
5
Client X’s Corporate Strategy prioritized HR as a Core
Enabling Platform
Source: Client X Corporate Strategy, 2005/6- 2007/8. page 10 & page 18.
6
The People & Culture Strategy highlighted talent
management priorities and needs…
Corporate Best NTO on the
Effective strategy Client Xvalued by
Vision execution planet stakeholders/partners
A global organisation where great people work, who provide global competitive
Workforce advantage as a team to execute our global strategy
.
Vision
PEOPLE - Ready and capable CULTURE -One Client

X
Desired
Succession
workforce depth
Knowledgeable Adaptive Tasked Engaged
outcomes
Motivated Skilled Equipped Consistent Integrated
Execution
Strategy Continually
Our Game Plan Differentiate and Embed core
Respect reality increase
customise values
capacity
Align to Ensure clarity Lead and
strategy and simplicity follow
Core operating Engagement

Motivation
platforms Establish IR and remuneration frameworks that are Reinforce strategy through timely induction programmes
simple and provide an incentive for performance. and effective internal communications.
Ensure performance mgt systems continually raise Ensure roles, responsibilities and KPIs are clearly linked
standards and reinforce Client X Values. to strategy execution.
Provide a stimulating work environment Constantly align organisational structure to strategy .
Development Appointment
Leadership to actively identify, develop capacity, ensure Tailor job descriptions for all positions from a zero base
depth and readiness in key roles and segment workforce to ensure they meet current strategy/ workforce needs
to actively develop, mentor and promote ‘ A’ performers. Recruit candidates with strong organisational fit that
Focus training on key ‘ on the job ’ requirements as a complement internal workforce balance.
priority – i. e. Client X’s strategy, systems and processes. Prioritise internal appts to meet staff dev’t objectives.
Core enabling
platforms Policies and Measures and tools Training & Education Admin. and support
compliance Performance measures Training programmes HR consulting and advice
IR – CAs , AWAs , Contract Data collection Training resources
Recruitment and
Legislation and regulation Staff surveys Training delivery Outplacement
Public sector guidelines Databases External programmes Staff counselling/ enquiries
Codes of Conduct Reporting systems Induction programmes
Staff well being
Client X Values Benchmarking Performance mgt framework
Accreditation Payroll admin
Operations manuals, polices Performance records
Job evaluation Skills assessment HR information systems
and procedures
Source: Client X People & Culture Strategy, 2005. page 2.

7
…and programs
1. Motivation 2. Engagement
• Establish IR and remuneration frameworks that are
• Reinforce strategy through induction programmes,
simple and provide an incentive for performance
training and effective internal communications
• Ensure performance management systems continually
• Ensure roles, responsibilities and KPIs are clearly linked
raise standards and reinforce Client X Values.
to strategy execution
• Provide a stimulating and supportive work environment
• Constantly align organisational structure to strategy
for staff
3. Development 4. Appointment
• Leadership to actively identify, develop capacity, •Tailor job descriptions for all positions from a zero base
ensure depth and readiness in key roles to ensure they meet current strategy/workforce needs
• Leadership to segment workforce to actively develop, •Recruit candidates with strong organisational fit that
mentor and promote ‘A’ performers complement internal workforce balance
• Focus training on key ‘on the job’ requirements as a •Prioritise internal appointments to meet staff
priority – i.e. Client X strategy, systems and processes development objectives
5. Policies & Compliance 6. Measures & Tools

•Measures and Tools
•Industrial relations framework •Performance measures
•Legislation and Regulation •Data management
•Benchmarking
7. Training & Education 8. Admin. & Support

•Training •HR consulting and advice
•Competencies •Human Resources Info. System & Payroll System
Source: Client X People & Culture Strategy, 2005. page 2.
8
The initial project will address several of the priority
projects…
People & Culture

Action Items Report Section
Priority Projects*
3.1. Leadership to Conduct a detailed assessment

actively identify, to identify mission critical
•Workforce Snapshot
roles, competencies, skills and
develop capacity,
knowledge relevant to the •Critical Workforce Segmentation
ensure depth and fulfilment of our Corporate Plan
readiness in key and the achievement of our •Workforce Performance
roles strategic objectives
Design, construct and compile

key workforce performance •Workforce Scorecard
6.1. Performance
measures to be used by
measures managers for performance
management
*Source: Client X People & Culture Strategy Status Report Update, 2006.
9
…and provide a framework for ongoing talent management
needs outlined in the People & Culture Strategy
People & Culture Priority

Report Section
Projects
Critical Workforce Segmentation

Assess readiness in key roles by assessing
and Talent Assessment
current competencies
Framework
Identify a succession pool and assess

3.1. Leadership to succession depth within that pool in
and Talent Assessment
actively identify, relation to competencies, skills and
Framework
develop capacity, knowledge required in key roles
ensure depth and
Design, implement and manage continuity Critical Workforce Segmentation
readiness in key roles
and succession plan for identified and Talent Assessment
leadership positions Framework
Develop tailored development Critical Workforce
programmes for all people in key roles Segmentation, Key Role
and within the succession pool in order to Readiness Index and Talent
boost our KRR index performance. Assessment Framework
Undertake scenario planning on workforce
2.3 Constantly align size based on expected funding levels post
organisational 2008 and target remuneration budgets to
structure to strategy model
identify steps required to address these
scenarios
10
Report Section
Projects
3.2 Leadership to Assess readiness in key roles by assessing Talent Assessment Framework
actively identify, current competencies Recommendations
develop capacity,
ensure depth and Roadmap
readiness in key Develop a talent management program
roles Recommendations
and supporting learning delivery
framework Roadmap
Develop and implement a comprehensive

global learning and development strategy Recommendations
and plan Roadmap
3.3.Focus training on
key ‘on the job’
requirements as a
Identify the core competency
priority – i.e. Client X
strategy, systems requirements and operational and Critical Workforce Segmentation
and processes technical skills requirements for all staff, model
in particular those that provide Client X
with competitive advantage as a leverage Talent Assessment Framework
marketing organisation
11
Report Section
Projects
Review international relocation provisions
4.2. Recruit to ensure they are appropriate to
providing international project and job Recommendations
candidates with
strong rotation opportunities for identified Roadmap
organisational fit potential leaders and to ensure
that complement transference of key skills
internal workforce Develop a talent management program Recommendations
balance and supporting learning delivery
framework Roadmap
Identify key ‘development’ roles within the Recommendations

organisation and quarantine for internal
appointments Roadmap
4.3. Prioritise
internal
appointments to
meet staff Promote turnover within development Recommendations
development roles to ensure their effective use for
training and development purposes Roadmap
objectives
Establish a customised recruitment

programme for development roles that Recommendations
mentor applicants with senior staff and
provides for post appointment feedback Roadmap
sessions
12
A multi-phased work plan was followed to develop findings
and recommendations
Preparation Data Collection & Analysis Development Validation & Finalize
Reporting
Review Strategy Collect Workforce Data Develop Workforce Database Develop Conclusions
Background & Doc’s, Structure, Prepare
Workforce Competencies, Inputs for
Analytics Job Descriptions Collect datadata
Collect fromfrom
external sources
external sources Develop view on external labour pool Report
Conduct Background Interviews (Exec’s)

Develop CWS Summary and Validate CWS criteria and
Key Role Conduct CWS Discussions Categories for Validation weightings
Review &
Finalize
Critical Workforce
Identify preliminary drivers of talent demand
Workforce Segmentation
Segmentation
Identify Critical Needs / Future Roles Identify Future Roles
Identify Current HR Metrics/Available Data

Workforce
Performance Develop preliminary model of
Scorecard Collect views on broad workforce workforce scorecard, Role Finalize
Validate Workforce Scorecard
measures applicable to Client X. Scorecard
Readiness and other measures
Talent Review People & Culture Plans, HR Priorities and Develop Talent Roadmap, Conclusions & Finalize
Management programs Recommendations Roadmap
Roadmap
13
Structure of the Report
Executive Summary: Highlights of the project findings
1 Objectives & Scope: Background to project, scope and workforce model
Analysis & Findings:

a. Workforce Snapshot – profile of the current state of the workforce
b. Workforce Segments – identifying the weight bearing roles
2
c. Readiness – role gaps, differences between segments, competencies
d. Scorecard - hierarchy of measures to track / manage the workforce
e. Demand/Supply – talent management issues/trends
3 Planning: Recommendations & Roadmap for Action
4 Appendices*: Consultation list, segmentation model, talent frameworks
*
See appendices for additional tools, frameworks and models delivered to Client X outside this
presentation
14
Contents
Executive Summary
a. Summary
d. Readiness
f. Demand & Supply

Appendices
15
Client X’s workforce is widely dispersed, with varied
backgrounds and career expectations
UK/Europe
X Staff, 2 Locations
North America
X Staff, 2 Locations Japan
X Staff, 1 Location
North Asia/China
X Staff, 4 Locations
South/South-East Asia
Widely Quoted Expectations* X Staff, 3 Locations
1. Gain marketing know-how

2. Career growth and opportunities
3. Assist in development of globally Australia
recognised brand X Staff, 2 Locations
4. Work for own country

5. Mentoring, access to top leaders
*Source: Dec ’05 and Jan ’06 staff interviews
16
The workforce is central to the execution of Client X’s
strategy
Workforce Differentiators
1. Local market
knowledge (industry,
partners etc.)
2. Marketing
experience/know-how
3. Strong culture in
regional offices
4. Strong mix of technical
and generalist skills
17
A number of internal and external factors are challenging
the effectiveness of the workforce
Internal Factors External Factors
• High turnover rate • Global talent crisis due

• Early stages of new to ageing workforce
organisation • Competition for skills
• History of a lack of critical for Client X’s
focus on people, HR success
and culture • Change in employees
• Lack of HR expectations of
infrastructure employers –
• Pockets of low morale opportunity, growth,
and low engagement development
18
Data collection and document review refined the challenges
and questions to be addressed…
Review and Validation with GM,

Executive
planning sessions followed by
Leadership
with Corporate ELTpresentation/
Interviews
Services Director, review
(6 x 2 sessions)*
Director of and
Strategy ELT and G
Review of Deloitte
Interviews with Global talent Key
senior Discussions with management workforce
management HR manager information, issues,
team (35)* and staff (3) frameworks needs &
& best practices questions
Review of job
Validation sessions
Review of HR descriptions,
with key
strategy, competency
stakeholders &
programs and dictionary,
Executives
capabilities performance
plans etc
A full consultation list is available in appendix A

*
19
…to provide a model for assessing and managing the
workforce
What is the shape and
nature of our workforce?
What trends appear among
our employees?
How can we identify “high
potentials” and develop bench How does it compare to
strength to ensure future other National Tourism
success? Workforce Offices?
What are the implications for Snapshot
HR, ELT? What are the weight
bearing roles that
What is the roadmap for Workforce deliver the most value
action? Planning to Client X?
Segments
Client X Which roles are key for
Client X’s success?
Talent and Which roles are
strategically important
Workforce vs. functionally
Model important?
What are the trends and Workforce
issues in the external
labour market that will Demand & Workforce Given the current business
impact Client X? Supply Readiness environment and strategy,
What are the key supply do any role gaps exist?
and demand drivers for How are the segments
Client X? Workforce
performing?
Scorecard
What are the ‘readiness’
indicators for weight-
bearing, key and core
roles?
What is the most appropriate hierarchy of
measures to track and manage the workforce?
What are the People & Culture Plan KPI’s?
20
Summary of Key Findings
1. Internal factors – high turnover, lack of HR infrastructure, pockets of

low morale – are impacting the effectiveness of the workforce
2. External factors – ageing workforce, shortage of critical skills,

employee expectations – are impacting the availability of Client X’s
future workforce
3. A widely dispersed workforce with high turnover magnifies the talent

issues
21
4. Workforce Segmentation Identified 3 types of roles:
– “A” Weight Bearing Roles (or critical workforce segment) roles are
contributing most to strategy execution
– “B” Key Roles are important, but are more likely to contribute through a
specific set of skills or a contribution to Client X’s function
– “C” Core Roles are important, but provide support for weight-bearing and
Key Roles
22
5. A Client X Value Map provided a framework to assess role value
through a set of criteria, weighted to Client X’s strategy
Role Value
1. Contribution to
2. Intrinsic Value 3. Internal Value to
Client X Strategy
(40%) + (30%) + Client X (30%)
•Executes •Specialised skills e.g. •Influence: Guides

plans/programs to digital marketer (7.5%) others towards achieving
increase spend (15%) strategic outcomes within
•Marketing & Industry
business unit (10%)
•Executes Know-how e.g.
plans/programs to understands how market •Brokerage: Provides the
increase dispersal (12%) and consumers operate key information to allow
(7.5%) others to achieve goals
• Executes
(across business units)
plans/programs to meet •Investment to rebuild
(10%)
the needs of (7.5%)
stakeholders (8%) •Sweeper Role
•Availability of
(Leadership) (5%)
•Influence over setting replacements (7.5%)
new and updated goals •Feeder Role
(5%) (Development) (5%)
23
6. Weight Bearing Roles (or critical workforce segment) roles are
contributing most to strategy execution
Weight Bearing Roles
Role
Consumer/Market Insight Manager

International Liaison Manager
Digital Marketing Manager
Brand Development Manager - Global
Regional GM
Product Marketing Manager
Digital Analyst
Brand Development Manager - In-market
Partnership Marketing - In Market Manager
Public Relations Manager - In-Market
24
7. “B” Key Roles are important, but are more likely to contribute
through a specific set of skills or a contribution to a Client X function
Key Roles
Role
Country Manager - Large
Executive Team
Digital Marketing Operations
Distribution & Industry Development Manager
Product Marketing Operations
Partnership Marketing - Domestic Manager
Global Programs Manager
Public Relations Manager - Global
Country Manager - Small
Brand Development Manager - Domestic
Board Member
Insights Manager - In-market
Marketing Generalist
Corporate Strategy Manager
Event Marketing Manager - In-market
Event Marketing Manager - Global
External Communications Manager
People & Culture Manager
Risk Manager
Industry Research Niche Manager
Corporate Services Generalist
Trade Events - Manager
CIO/IT GM (Missing)
Industry Research Analysis/Forecasting Mgr.
25
Consumer/Market Insight Operations
8. “C” Core Roles are important, but provide support for weight-bearing
and Key Roles
Core Roles
Role
Human Resources Manager
Internal Communications Manager
Industry Research Design Mgr
Distribution & Industry Development Operations
Brand Development Operations - In-market
PR Operations - Global
International Liaison Operations
Brand Development Operations - Domestic
Brand Development Operations - Global
Event Marketing Operations - Global
Tech - Management
Partnership Marketing - Domestic Operations
Partnership Marketing - In Market Operations
Finance Manager
PR Operations - In-Market
Risk Operations
Tech - Operations
Event Marketing Operations - In-market
Trade Events - Operations
Creative Services
Industry Research Analysis/Forecasting Operations
Industry Research Design Operations
Tech - Development
Tech - Infrastructure
Administration
Data Analyst
Finance Operations
Human Resources Operations
Tech - Service Desk
26
9. Several role gaps exist:
• People & Culture GM/Manager

– Guiding People & Culture Strategy
– Developing programs
– Strategic HR, Talent and Organisational Development Focus
• GM of IT/ CIO
– IT strategy & governance
– Planning, resourcing
• Research & Insights Competitive Intelligence

– Environmental scans
– NTO activity, campaigns etc.
27
10. A high level scorecard was identified to enable Client X to measure and track the workforce
•Domestic Leisure & International Spend

•Dispersal Ratio
Workforce
•Funding Levels by Country A’s Government
Success
•Stakeholder Knowledge, Engagement with Client X
•Increase in % of target consumers intending to visit
• Role Readiness Index (RRI)

Develop • Training & Development investment in Weight Bearing
(Workforce
vs. Critical Vs. Core
Competency)
• Growth rate of competencies in WB roles
• Leadership index (3600)

Deploy • Turnover/Retention in Weight Bearing vs.
(Leadership & Critical vs. Core
Workforce • Performance Level of Weight Bearing vs. Critical vs.
Behaviors) Core
• Retention of A players (individual talent)
Connect • Engagement levels of Weight Bearing vs. Critical vs.

(Workforce Core
mind-set & • % Understanding of Client X Strategy & Goals
Culture) • % Agreement that culture supports strategy & goals
28
Contents
Executive Summary
a. Summary
d. Readiness
f. Demand & Supply

Appendices
29
Overview: Workforce Snapshot
• Client X’s workforce information and metrics are spread across a number of
systems, databases and physical file locations
• A workforce database was developed to collect information on individual HR
and talent data elements
• Broad workforce analytics were drawn from the database:
– Client X has a young workforce, with 16% of staff less than 5 years from the average
age of retirement
– The age profile also reveals generational differences within the workforce, the majority
of the workforce are “baby boomers” or ‘Generation X’
– Client X has a relatively high turnover rate – over the last year 57 people were
recruited, and 47 people terminated
– A widely dispersed organisation also magnifies the talent and workforce issues
• Broad comparisons have been made between NTO organisations
• The database also provides Client X with an ongoing tool to manage talent,
assess the criticality of roles, and run modelling on organisation size and shape
30
Snapshot
Workforce Snapshot
Workforce
Snapshot
1. What is the shape and
Planning Workforce nature of our workforce?
Segments
2. What trends appear among
Client X our employees?
Talent and
Workforce 3. How does it compare to
Model other National Tourism
Workforce Offices?
Demand & Workforce
Supply Readiness
Workforce
Scorecard
31
Client X has a young workforce, with 16% of staff less Workforce
Snapshot
than 5 years from the average age of retirement
Aging Workforce General Workforce Snapshot

Age Profile
• Many organisations are facing an ageing
workforce and building strategies to keep 18
knowledge and people 16
Number of Employees
14
• An ageing workforce strategy typically involves 12
knowledge transfer, flexible work opportunities 10
and succession planning strategies. 8
• Client X’s workforce is relatively young, with 6
more than 50% under age 40 4
2
0
20 23 26 29 32 35 38 41 44 47 50 53 56 59 62 65
Total number of staff members 269 Age
Years to Retirement (Number of Employees)
Mean Age 36 20
19
Median Age 18 18
34
Number of Employees
16
At Age
14 0-2 Yrs Away
12 3-5 Yrs Away
# of Staff >5years away from 42 10
Average Retirement Age*
8
# of Staff >5 years away from 8 6
Average Intention to Retire age* 5
4 4
3
2
1
0
Source: ABS Retirement Report 2006. The average intent to retire is higher, Retirement Age (1)
Intention to Retire Age (2)
than actual retirement age due to drop off in participation rates, changes in (1) Based on average retirement ages of 58.1 yrs for males; 47.4 for females (2) Based on
circumstances, that occur later in working lives. average intention to retire age of 63.2 for males; 61.1 for females (Source: ABS Retirement
Report 2006)
Source: Client X HR reports; ABS Retirement Report 2006
32
Client X has a relatively high turnover rate Workforce
Snapshot
Impact of Turnover
General Workforce Characteristics
• Since 2004, approximately 100 people Hiring & Terminations since Jan 2005*
have left Client X, representing 300+ 60 57
years of service 50 47
• Average length of service for terminated 40

employees was 3.3 years 30
• Each year Client X must re-hire a large 20
proportion of its workforce 10
• The high ‘churn’ rate increases 0

Hired Terminated
recruitment, on-boarding and training * Includes terminations of contractors due to end of contractual agreement
costs, and contributes significantly to a

loss of knowledge and skills Tenure in Positions
International - Sydney 2.35
International - Japan 3.62
International - Asia 3.27
International - Americas 2.79
International - Europe 1.40
Region A 0.83
Marketing 1.00
Research & Strategy 1.58
Corporate Affairs 0.59
Corporate Services 2.73
Board 1.34
Managing Director 1.13
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00
Source: HR Database
33
The age profile also reveals generational differences Workforce
Snapshot
within the workforce
The Generation Gap

• Analysis of Client X’s workforce reveals the General Workforce Snapshot
workforce is dominated by Generation X and Generational Profile
Baby Boomers
• Generational differences can result in 80%
misaligned expectations and engagement levels 70%
67.5%
• The younger generations are also defined by 60%

different career life-cycle points – for example:
50%
– Higher need for training, mentoring
40%
– Measuring value of a job based on challenges,
30% 26.1%
flexibility
– Higher propensity to travel and seek opportunities 20%
10% 4.8%
1.6%
0%
Traditionalist Baby Boomer Gen X Gen Y
Source: Client X Human Resources Database, Deloitte
Research
34
A widely dispersed organisation also magnifies the
Workforce
Snapshot
talent and workforce issues
Geographical Spread of our Workforce

General Workforce Characteristics
• A large proportion of the workforce (54%) work
Staff by Location
outside Location A’s Offices
International - Sydney 6
• The hiring of local in-market employees brings International - Japan 14
into Client X different cultural and educational International - Asia 43
backgrounds International - Americas 20

International - Europe 39
• The in-market offices have historically operated Region A 31

28
independently – varying leadership styles, sub- Marketing
Research & Strategy 32
cultures (organisation), management practices Corporate Affairs 6
have emerged Corporate Services 35

Board 9
• Leadership focuses on marketing and industry Managing Director 2
activities and the running of an office with risk, 0 5 10 15 20 25 30 35 40 45
finance, report and HR etc. needs Number of Employees
Average Length of Service by Location

International - Sydney 6.63
International - Japan 6.17
International - Asia 5.36
International - Americas 3.88
International - Europe 2.23
Region A 1.47
Marketing 2.98
Research & Strategy 3.12
Corporate Affairs 1.00
Corporate Services 3.99
Board 2.36
Managing Director 1.13
0 1 2 3 4 5 6 7
Length of Service (Yrs)
Source: insert source information here
35
Comparisons between NTO’s are made difficult by the
different challenges and issues facing each country…
e.g. 1. Canada
1. North America Focus Client X Examples

2. Smaller funding base
1. Conversion focus
2. Strong domestic tourism
e.g. 2. USA 3. Distance barriers
4. Awareness/Perception high
1. State based offices
2. Access routes/
infrastructure strong
36
However, a high level view provides some insight on the
relative size and organisation of Client X against other
NTO’s
NTO Organisations – Staff Size Revenues (incl. Government Expenditure)
500 476
450 160,000
145,799
140,873
400 140,000
116,715
350 315 120,000 108,162
297
300 98,001
100,000
250
80,000
65,843
200 164 153
134 60,000 51,257
150 122
40,000
100
20,000
50
0 -
UK Hong Kong Country A Canada South New Germany UK Hong Country A Canada South New Germany
Africa Zealand Kong Africa Zealand
Source: NTO Annual Reports, 2004
Source: NTO Annual Reports, 2004
Tourism & Travel Industry GDP Number of International Offices

100000 8%
35 32
90000
7% 29
80000 Tourism Industry GDP 30
% of Total GDP 6%
70000 25 22
60000 5%
20 18
50000 4% 16
15
40000 3% 10 11
30000 10
2%
20000
1%
5
10000
0 0% 0
United Hong Kong Country A Canada South Africa
New ZealandGermany UK Hong Country A Canada South New Germany
Kingdom Kong Africa Zealand
Source: WTTC, 2005 League Tables Source: NTO Annual Reports, 2004
37
Efforts in the future should be made to contrast Client X’s
strategy, structure and programs against commercial
marketing organisations
Potential Benchmarking Sites
Brand & • Proctor & Gamble

Marketing
Organisation
• Coca-Cola
Managing a
Global • Trade Commission X
Organisation • Deloitte Consulting
38
…and for internal functioning, additional benchmarks and
best-in-class metrics
Sample of Benchmarking Analysis & Report*

SUB-PROCESS
HUMAN RESOURCES MANAGEMENT PAYROLL
Strategic HR Recruit Training Staff OHS & Manage Maintain Maintain Capture Process Payroll
Metric HR Managem ment & Redeploy Workers HR Establish Employe Time & Payroll Reports
Managem ent & Processe Develop ment Comp. Informat -ment e Data Leave
ent Advice s ment Processes Admin ion Data Data
Admin (Reporti
ng)
HR Labour Cost $13,890,9 $25,452,5 $8,787,2 $4,815,7 $1,439,10 $4,015,6 $3,087,3 $3,098,2 $4,622,0 $6,439,7 $9,331,3 $1,269,7
37 59 06 26 3 32 04 46 15 68 38 22
Cost of Externally $924,260 $932,849 $596,000 $722,205 $6,000 $526,205 $53,517 $10,111 $111,039 $406,056 $1,397,1 $33,407
Provided Services 43
Overhead Cost $6,310,23 $13,571,6 $5,769,5 $2,886,8 $813,050 $2,425,1 $1,822,2 $1,945,6 $3,356,5 $4,653,0 $6,893,0 $851,725
8 00 75 00 50 75 50 00 75 75
Labour Cost per HR $77,047 $65,640 $53,306 $58,387 $61,950 $57,954 $59,297 $55,734 $48,196 $48,439 $47,380 $52,177
FTE
Total Cost per HR $117,173 $103,046 $91,921 $102,143 $97,208 $100,548 $95,325 $90,771 $84,354 $86,494 $89,475 $88,550
FTE
Total Cost per $260 $493 $187 $104 $28 $86 $61 $62 $100 $142 $217 $27
Agency FTE
*Example of Public Sector Agency Benchmarks, Deloitte Research Project,
39
Recommendations: Workforce Snapshot
People & Culture

Recommendation Plan Link
Priority
Continue to track and report workforce profile and talent 6.1 Performance
0-3 Mths
movement Measures
Develop benchmarking/best practice research program to identify

6.3 Benchmarking 12+ Months
optimal structure, support ratio and resource profile
40
Contents
Executive Summary
a. Summary
d. Readiness
f. Demand & Supply

Appendices
41
Overview: Critical Workforce Segmentation
• Critical workforce segmentation (CWS) provides a method for identifying

the roles that contribute the most value to an organisation’s strategy execution
• Identifying segments within a workforce allows HR programs and talent
retention efforts to be focused on the most critical resources
• Our analysis revealed 3 types of roles:
– Weight Bearing Roles (or critical workforce segment) contribute most to
the execution of strategy
– Key Roles are important, but are more likely to contribute through a specific
set of skills or a contribution to a Client X function
– Core Roles are important, but provide support for weight-bearing and Key
Roles
• The segmentation analysis was based on a set of criteria and weightings (a
model) that the organisation defined as valuable to the execution of strategy
• The model identified internal factors (e.g. feeder roles) and external factors
(e.g. difficulty to replace skills) critical to Client X
• The Client X Value Map provides a framework for analysing how roles contribute
value to the elements of the organisation
42
A differentiated workforce strategy begins with identifying the
roles that contribute the most value to the organisation…
Workforce Segmentation
Workforce
Snapshot
1. What are the weight bearing
Planning Workforce roles that deliver the most
Segments
value to Client X?
Client X
Talent and 2. Which roles are key for
Workforce Client X’s success?
Model 3. Which roles are strategically
Workforce
Demand & Workforce
important vs. functionally
Supply Readiness important?
Workforce
Scorecard
43
…which facilitates planning and decisions on workforce Workforce
Segments
investments, programs, resourcing, and priorities
Role
Segments Differentiated Workforce Strategy
“Weight Coaching/ Knowledge Recruiting

Leadership Development
Bearing” Mentoring Transfer Strategy A
“Key Leadership Recruiting

Roles” Core Skills Career Mapping
Development Strategy B
“Core Recruiting
Roles” Specialist Skills Job Sharing Career Mapping Development
Strategy C
44
Three workforce segments emerged from the analysis… Workforce
Segments
1. Weight Bearing
2. Key Roles 3. Core Roles
Roles
Strategic
Importance Functional Core Importance
Investing in Importance Contribute to
recruitment, training & There is an impact to functioning and
development, Client X if roles missing delivery of Client X
leadership preparation, or not performing well, outputs. Support
attention, talent but further investment Key Roles and Weight
retention etc. will will have limited impact Bearing Roles
contribute most to on executing strategy
Client X’s ability to
execute strategy
* The workforce was grouped from 203 job titles, to 59 roles (see appendix for more detail)
45
…based on desk research, interviews and reviews of Client X strategies Workforce
and plans
Segments
Corporate Plan Labor Market Research
Deloitte experience, knowledge, and observations

30% 2002
2012
20%
Workforce Segments & Criteria
10% Weight Strategically Important – Investing in recruitment, training &
Bearin development, leadership preparation, attention, talent retention etc.
g Roles will contribute most to Client X’s ability to execute strategy
0
16- 25- 35- 45- 55+
Functionally Important – impact to Client X if not in place and
24 34 44 54 Key
Roles
performing well, but further investment will have limited impact on
executing strategy
Other Strategies/Plans Other Core – contribute to functioning and delivery of Client X outputs.
Interviews Roles Support Key Roles and Weight Bearing Roles

Interviews focused on the collection of views across Workforce
Segments
the organisation regarding critical roles…
In the context of the strategies and direction of Client

X:
• What are the critical roles in your area?

• Why are they critical? (e.g., is it due to strategy, or
based on supply demand/issues?)
• What are the critical roles in other departments of Client
X that you rely on to deliver value?
• Why are they critical? (e.g., is it contacts, information,
work product)
• What are the critical roles outside of the organisation
that you rely on for delivering value?
• Why are they critical? (e.g., specialty expertise,
additional resources, advice)
• Are there any new roles needed to support the future
strategy? What are their characteristics?
47
…which highlighted the criteria for ‘value’ across Workforce
Segments
Client X
Role Value & Weightings
1. Contribution to
2. Intrinsic Value 3. Internal Value to
Client X Strategy
+ (30%) + Client X (30%)
(40%)
•Executes plans/programs •Specialised skills e.g. •Influence: Guides others

to increase spend (15%) digital marketer (7.5%) towards achieving strategic
outcomes within business
•Executes plans/programs •Marketing & Industry
unit (10%)
to increase dispersal (12%) Know-how e.g.
understands how market •Brokerage: Provides the
• Executes plans/programs
and consumers operate key information to allow
to meet the needs of
(7.5%) others to achieve goals
stakeholders (8%)
(across business units)
•Investment to rebuild
•Influence over setting new (10%)
(7.5%)
and updated goals (5%)
•Sweeper Role
•Availability of
(Leadership) (5%)
replacements (7.5%)
•Feeder Role
(Development) (5%)
48
The criteria for value provided a framework for Workforce
assessing roles, each weighted to reflect Client X’s Segments
strategy
* Criteria and weighting to be validated by Client X Leadership

NB: Model was determined from interviews conducted by Deloitte team and validation by ELT (for complete list of interviews see
Appendix).
49
Client X’s value map highlights where roles contribute to Workforce
Segments
strategy execution, the relative importance of roles, and any

role gaps
Strategy Map– Client X
Vision, Mission &
Objectives
EXECUTION
Client X’s Performance

Become& Remain
the Best NTO on the STRATEGY
Planet The Game Plan PRIMARY SECONDARY ROLE GAP
ROLE ROLE
Maximize
Competitiveness
Increased Visitor
Target Ideal Visitor
Expenditure and
Dispersal Expenditure
Affirm Brand
Perception
Client X Increase Brand Strategy& Stakeholders Marketing& Industry Execution Capability Operating Efficiency
valued by Salience
Role 2 : Gathering&
Stakeholders Role1 : Working with communicating reliable Role3 : Championing Role4 : Identifying& Role5 : Articulating& Role6 : Facilitating sales
partners who can market intelligence
/ insights
Realise Bonus Points a clear destination supporting the promoting a by engaging&
extend Client X’s for improved decision marketing strategy development of unique compelling tourism supporting the
influence. making Australian experiences destination brand distribution network
Organisation Liaison & Finance & Risk Information&
Strategy Stakeholder Understand the Develop the Create Offerings Develop the Execute Marketing H uman Capital Communications
Sustainable increase Ensure Effectiveness Accountability Management Marketing Strategy Programs Plans Development Coordination Management
in destination demand Market Technology
pool
Engage Stakeholders
Increase positive
awareness of Client X
activities
Consumer/ Market
Insights Manager
International
Digital Marketing Liaison Manager
Manager Brand
Development
Manager–
Global Product Marketing
WEIGHT BEARING Regional GM
Manager
Public Relations
Manager– In- Market
ROLES Digital Analyst
Regional Manager
Brand
Development
Manager– In- Partnership
Market Marketing– In-
Market Manager
Country Manager( Large) Public Relations Country Manager

Manager- Global ( Large)
Digital
Marketing Global Programs Executive Leadership
Executive Leadership Team Operations Team
Distribution& Industry
Product Marketing Dev Manager
Operations
Partnership
Marketing–
Domestic
Brand Operations
Country Manager Development
( Small/ Emerging) Manager– Country
Domestic Manager
Board Member Insights Manager– ( Small)
KEY ROLES In- Market
Corporate Event Marketing

Strategy Manager- Global
Manager
External Comms People & Culture Manager
Manager Industry
Research Niche Risk Manager
Manager Chief Information
Event Marketing Officer/ IT GM
Chief Information Officer
/ IT Industry Research
GM Manager– In- Market Trade Events
Analysis/ Consumer/ Market
Forecasting Insights Operations - Manager
Manager
Human Resources
Industry Manager
Research Design Distribution& Internal Comms Manager
Manager Industry Dev
Brand Operations
Development
Operations– In-
Market
PR Operations- International Liaison
Brand Global Operations
Development
Operations-
Domestic
Brand
Development Event Marketing
Operations- Global Tech- Management
CORE ROLES Operations-
Global
Partnership Risk
Marketing– Operations
Domestic Tech-
Manager Operations
Partnership Tech-
Marketing– In- Finance Development
Market Manager
Operations
Industry
Research
Industry Analysis/ PR Operations– In- Tech-
Research Forecasting Market Infrastructure
Design Operations
Operations
Event Marketing
Creative Operations– In- Trade Events Finance Tech–
Market Human Resources Administration Operations Service Desk
Services - Operations Operations
Data Analyst
© 2006 . All rights reserved. Confidential. Client

X
50
A number of weight bearing roles were identified Workforce
Segments
Weight Bearing Roles
Role
Consumer/Market Insight Manager

International Liaison Manager
Digital Marketing Manager
Brand Development Manager - Global
Regional GM
Product Marketing Manager
Digital Analyst
Brand Development Manager - In-market
Partnership Marketing - In Market Manager
Public Relations Manager - In-Market
51
..and key Roles Workforce
Segments
Key Roles
Role
Country Manager - Large

Executive Team
Digital Marketing Operations
Distribution & Industry Development Manager
Product Marketing Operations
Partnership Marketing - Domestic Manager
Global Programs Manager
Public Relations Manager - Global
Country Manager - Small
Brand Development Manager - Domestic
Board Member
Insights Manager - In-market
Corporate Strategy Manager
Event Marketing Manager - In-market
Event Marketing Manager - Global
External Communications Manager
Risk Manager
Trade Events - Manager
CIO/IT GM (Missing)
Industry Research Analysis/Forecasting Mgr.
Consumer/Market Insight Operations
52
…and Core Roles Workforce
Segments
Core Roles
Role
Human Resources Manager
Internal Communications Manager
Industry Research Design Mgr
Distribution & Industry Development Operations
Brand Development Operations - In-market
PR Operations - Global
International Liaison Operations
Brand Development Operations - Domestic
Brand Development Operations - Global
Event Marketing Operations - Global
Tech - Management
Partnership Marketing - Domestic Operations
Partnership Marketing - In Market Operations
Finance Manager
PR Operations - In-Market
Risk Operations
Tech - Operations
Event Marketing Operations - In-market
Trade Events - Operations
Creative Services
Industry Research Analysis/Forecasting Operations
Industry Research Design Operations
Tech - Development
Tech - Infrastructure
Administration
Data Analyst
Finance Operations
Human Resources Operations
Tech - Service Desk
53
Recommendations: Critical Workforce Segmentation
People & Culture

Priority
‘Hard-Wire’ critical workforce model into HR plans and processes:

3.3 Learning 0-3 Months
1. Develop Global Learning Strategy
3.2 Develop/
‘Hard-Wire’:
Mentor/ Promote 0-3 Months
2. Succession Planning
4.3 Appointment
‘Hard-Wire’:
4.2 Recruit 3-6 Months
3. Recruitment & On-boarding
‘Hard-Wire’: 3.1/3.2
3-6 Months
4. Leadership Development Leadership
‘Hard-Wire’: 7.1 Training

9-12 Months
5. Career Mapping 4.3 Appointment
Refresh critical workforce model and assumptions and link back to
3.2 Segmentation 9-12 Months
People & Culture Strategy
54
Contents
Executive Summary
a. Summary
d. Readiness
f. Demand & Supply

Appendices
55
Overview: Workforce Readiness
• A number of role gaps were identified that are impacting the effectiveness
of the organisation
• The critical workforce segmentation allows Client X to understand how the
weight bearing roles are organised relative to key and core roles:
– Weight bearing roles are a relatively small proportion of the organisation
– Weight-bearing roles are mostly focused on in-market activities or
executing Client X’s global marketing strategy in regional markets
• How they are performing relative to key and core roles:
– Weight bearing roles are performing at similar levels to key and core roles
– Weight-bearing roles are paid markedly higher salaries
• Role readiness indicators were developed for weight-bearing and key roles
to track the development and planning aspects across Client X
56
Readiness
Workforce Readiness
Workforce
Snapshot 1. Given the current business
environment and strategy,
Planning Workforce
Segments do any role gaps exist?
Client X 2. How are the segments
Talent and performing?
Workforce 3. What are the ‘readiness’
Model
Workforce indicators for weight-
Demand & Workforce bearing, key and core
Supply Readiness roles?
Workforce
Scorecard
57
Three role gaps were identified based on interview Readiness
feedback and the Client X Value Map analysis
General Manager IT/ or Research & Insights

Chief Information Officer Competitive Intelligence
Key Areas: Key Areas: Key Areas:

• Guide People & Culture • IT strategy & governance • Environmental scans
Strategy • Develop Client X-wide IT • Formal tracking of NTO
• Develop talent programs strategy activity, campaigns etc
• Strategic HR, Talent and • Influence ELT on • Intelligence on other
OD Focus information and marketing practices, brands
• Manage internal communications issues etc.
stakeholders globally • Communication to in-
• Ensure execution of P&C • Set standards and market resources to
strategy frameworks coordinate competitive
• Influence key leaders • Minimize costs and information
throughout Client X on resources • Insight into other marketing
people issues, behaviours • Manage vendor (commercial) organisation
needed, and change relationships practices, ideas, etc.
management • Develop views on emerging
marketing trends
58
Weight-bearing roles account for about 9% of the Readiness
workforce and consist mostly of middle management
WB roles produce WB employees Workforce Segment Characteristics

• Role-to-employee ratio shows Client X’s Roles and Employees
strategy tends to be carried more by
24
unique roles, where few positions of the
79
same nature exist across the organisation Staff
162
• This means a very small number of 265
individuals are largely responsible for 10

driving value in the organisation Role
21
28 Total Core Key WB
• Role-to-employee ratios: 59
– Weight bearing = 1:2 0 50 100 150 200 250 300
– Key = 1:4 Segments by Band

– Core = 1:6 Bands 1-3 Bands 4-5 Bands 6-7
• Two-thirds of weight-bearing roles are WB

Band 4 & 5 employees – or middle
management roles that are responsible Key
for executing the strategy Core
TOTAL
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Source: Talent Database
59
Most employees in weight-bearing roles are based in Readiness
Client X’s regional offices
Focus & Location Workforce Segment Characteristics

• Weight-bearing roles are mostly focused Focus of Role
In-Market Domestic
on in-market activities - or executing
Client X’s global marketing strategy in WB
regional markets Key

• Weight-bearing roles are consequently
Core
scattered in Client X’s offices around the
world, with 10 of the 24 employees based TOTAL
in the Asia region
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Note: In-Market includes all International, New Zealand & Region A's Marketing
Location of Weight-Bearing Roles

Location Staff #
Frankfurt x
Hong Kong x
London x
Los Angeles x
Shanghai x
Singapore x
Sydney x
Tokyo x
60
Large gaps exist between average salary figures for Readiness
each workforce segment

Salary & Performance
Workforce Segment Characteristics
• The average salary for weight-bearing Average Salary
employees is almost double the average
salary paid to all Client X staff $173,994
WB
• This figure has been skewed by high
salaries paid to regional managers who are Key $105,859
responsible for guiding the implementation
of marketing programs in their markets Core $66,107
• Of performance data available for 2004-

TOTAL $87,728
2005 (only 169 employees were rated):
58% of weight-bearing roles received a $- $50,000 $100,000 $150,000
“Consistent” rating, while 37% received
“Excellent” ratings Performance Ratings 04/05
EX C EM
• Due to a high number new starters in
WB
2005, many employees had not yet been
with the firm long enough to be rated at
Key
time of data collection
• However, no central database for collecting Core
performance data exists at present
TOTAL
0% 20% 40% 60% 80% 100%

61
Average length of service among weight-bearing Readiness
employees is significantly higher than Client X average
Tenure & Turnover Workforce Segment Characteristics

• Available data for terminated employees Turnover Rate (Jan 2004-Jan 2006)
shows that only 6 of 96 employees who Core Key Weight Bearing
left the organisation were weight-bearing
Number of Staff
(for the period of Jan 2004 to Jan 2006)
• Average length of service among 64 26 6
employees in weight-bearing roles is
significantly higher than the average for
all employees
• This fact may reflect the contribution of 0% 20% 40% 60% 80% 100%
experience – or ultimately industry and
marketing know-how – to the creation of Current Tenure in Firm & Position
Ave Tenure Firm Average Tenure Position
value within the organisation
4.10
WB 7.58
1.61
Key
3.09
1.93
Core 3.01
2.05
TOTAL 3.48
0 1 2 3 4 5 6 7 8
Source: HR Database
62
Age profile shows a balance between Generation X and Readiness
Baby Boomer employees in weight-bearing roles
Age profile of segments Workforce Segment Characteristics

Generational Profile
• Age profile of work segments shows a Traditionalist Baby Boomer
lean towards Generation X employees in Generation X Generation Y
“weight-bearing” and “key” segments
WB
• Talent programs must address the
Key
different views and opportunities sought
by different generations Core
• The emerging Gen Y group further
TOTAL
highlights the need to develop tailored
views on how the organisation develops, 0% 20% 40% 60% 80% 100%
deploys and connects people
Average Age (Years)
WB 41
Key 39
Core 33
5 10 15 20 25 30 35 40 45
Source: HR Database
63
Key activities related to role readiness were derived Readiness
from Deloitte’s “Develop-Deploy-Connect” model
Develop:
Providing employees with the
Connect ensures
guidance, resources,
that the existing
information and learning
link between the
opportunities necessary to
strength and
accomplish their duties and
diversity of social
improve their performance over
networks and an
time
employee’s
influence, or
social capital, are
taken into
account to
enhance the
Deploy: quality of
interactions
Ensures the correct candidate is within the
matched to a critical job so that organization
an employees’ skills, interests
and capabilities evolve in line
with strategic objectives
64
Role Readiness Index – Weight Bearing Roles Readiness
Gap Developing In-Place
Personal Development No PDP plan or process Structure and discussions PDP agreed and
Plan in place on PDP underway documented
Pool of internal or
Identified Successor No plan for role Plan and resourcing
Develop successor options under discussion
external candidates
Candidates identified
‘Ready-Now’ Successors No ‘ready-now’ Developing ‘ready-now’ Full target of ‘ready-

(Bench Strength) successors successors now’ successors
Growth Assignments
Growth assignments Growth assignments
Planned No growth plan
being developed planned
(experiences/projects)
Executing some growth Fully executing growth
Deploy Growth Assignments No growth assignments
assignments and assignments and
Executing underway
experiences experiences
Career Development Career plan discussions Career plan agreed and

No career plan in place
Plan underway documents
No knowledge sharing Knowledge sharing being Knowledge sharing plan

Knowledge Sharing Plan plan planned in place
Connect Assigned Mentor /
Mentor or coach being
Coach No mentor or coach Mentor/coach in place
sourced
(internal/external)
65
Role Readiness Index – Key Roles Readiness
Gap Developing In-Place
Personal Development No PDP plan or process Structure and discussions PDP agreed and
Plan in place on PDP underway documented
Develop Identified Successor Pool of internal or

No plan for role Plan and resourcing
Candidates external candidates
successor options under discussion
identified
(bench-strength)
Growth Assignments
Growth assignments Growth assignments
Planned No growth plan
being developed planned
(experiences/projects)
Deploy
Executing some growth Fully executing growth
Growth Assignments No growth assignments
assignments and assignments and
Executing underway
experiences experiences
No knowledge sharing Knowledge sharing being Knowledge sharing plan
Connect Knowledge Sharing Plan plan planned in place
66
Recommendations: Workforce Readiness
People & Culture

Recommendations & Next Steps Plan Link
Priority
Develop job descriptions and recruiting/sourcing plan for missing 4.1 Job 0-3 Months
roles descriptions
3.1 Depth/
Capacity
Conduct Role Readiness Baseline Assessment 3-6 Months
7.2 Competencies
3.2 Segmentation
Develop standard tools/templates/processes for Role Readiness 5.3 HR Policies

6-9 Months
elements and Procedures
Implement plan to close role readiness gaps 3.3 Training 6-9 Months
6.1 Measures
Define key metrics (e.g. turnover) and begin to track and report
6.2 Data 6-9 Months
based on workforce segments
Management
67
Contents
Executive Summary
a. Summary
d. Readiness
f. Demand & Supply

Appendices
68
Overview: Workforce Scorecard
• There are four critical elements to measure and track:

– Is the workforce performing (Workforce Success)
– Is the workforce developing towards strategy execution (Competencies)
– Are we deploying the right behaviors (Behavior)
– Are people connected to the strategy and others (Mindset/Culture)
• A number of criteria were developed to identify the most appropriate measures

for Client X:
– Relevance to Client X’s Strategy
– Ease of Measurement vs. Value
– Actionable and Controllable
– Balance of leading and lagging indicator of performance
• A future investment is needed to build processes, systems and reporting

capabilities
69
Scorecard
Workforce Scorecard
Workforce
Snapshot
1. What is the most
Workforce appropriate hierarchy of
Planning
Segments measures to track and
Client X manage the workforce?
Talent and 2. What are the People &
Workforce
Model Culture Plan KPI’s?
Workforce
Demand & Workforce
Supply Readiness
Workforce
Scorecard
70
A simple and relevant workforce scorecard will provide Workforce
Client X with a view of the human capital capabilities

Scorecard
and performance
WORKFORCE SCORECARD
•Is the workforce performing (Workforce Success)
•Is the workforce developing towards strategy

execution (Competencies)
• Are we deploying the right behaviors (Behavior)
• Are people connected to the strategy and others

(Mindset/Culture)
71
Which will connect to the overall Client X’s scorecard… Workforce
Scorecard
Client X’s Role

•Championing a clear destination marketing
strategy
•Articulating and promoting a compelling
tourism destination brand
•Facilitating sales by engaging and supporting
the distribution network
•Identifying and supporting the development
of unique Country A’s tourism experiences
•Gathering and communicating reliable
market intelligence and insights for improved Client X SCORECARD
decision making
•Working with partners who can extend Client
X’s influence.
s
PI’
K
ce
an
m
for WORKFORCE SCORECARD
r
Pe
• Workforce Success
• Develop (Competencies)
• Deploy (Behavior)
• Connect (Mindset/Culture)
72
..and the People & Culture Scorecard Workforce
Scorecard
Client X SCORECARD
s
PI’
K
ce
an
m
for
r WORKFORCE SCORECARD
Pe
• Workforce Success
• Develop (Competencies) HR System
• Deploy (Behavior) • Policies & Compliance
• Connect (Mindset/Culture) • Measures & Tools
• HRIS / Payroll
HR Competencies HR Practices
• Motivation
•Administration & • Engagement
• Development
Support • Appointment
•Consulting & Advice • Training & Education
People & Culture Scorecard
73
The workforce scorecard will allow Client X to answer key Workforce
Scorecard
strategic and operational questions
Strategic Workforce Questions Operational/ HR Questions
•Do we know what the critical workforce •How well are we optimizing our HR Delivery
segments are? And the value they deliver? Costs?
•What is the gap between the Human Capital •Do we have the appropriate controls in place?
resources I have & those I need? Are we in compliance?
•What is my risk of losing High Potential •What level of service is HR providing?
Employees? •Are we providing the best services and plans
•Am I losing high performers at a faster rate to our employees?
than low performers? •Can we effectively benchmark ourselves? Our
•What is the cost of my turnover? vendors?
•Will I have enough skilled employees to •What’s the ROI for key programs, cost to
create/develop new products? recruit, development programs?
•What is the turnover rate in critical workforce •What is the link between engagement,
segments? is it faster than less strategic roles? performance and competencies?
•What are the levels of engagement across the •How are key employees being compensated
organisation? and are they at risk?
74
Developing Client X’s scorecard… Workforce
Scorecard
Possible metrics:
Client X Criteria 1 = Relevance to Client X Strategy
Client X Criteria 2 = Balance of leading and lagging indicator
of performance
Client X Criteria 3 = Ease of Measurement vs. Value
Client X Criteria 4 = Actionable and Controllable
Top Level Scorecard People & Culture Plan KPI’s

•Domestic Leisure &
International Spend
All job
•Dispersal Ratio 1.Appointm 4. 1 Client A job descriptions for all descriptions
 
•Funding Levels by
Workforce Country An Government ent positions from a zero base to ensure they reviewed.
Success •Stakeholder Knowledge, meet current strategy/workforce needs Revised
format
Engagement with client X
includes link
•Increase in % of target to Operating
consumers intending to Plans
visit
• Role Readiness Index

(RRI)
• Training & Development
+
Develop
investment in Weight
(Workforce
Competency) Bearing vs. Critical Vs. 4.2 Recruit candidates with strong Review, develop and implement best practice
Core organisational fit that complement recruitment procedures and tools
• Growth rate of
competencies in WB roles internal workforce balance Review and implement probation and induction
• Leadership index (3600) program– position on probation yet to
• Turnover/Retention in
Weight Bearing vs.
Deploy
(Leadership &
Workforce Critical vs. Core
Behaviors) • Performance Level of 5. Policies 5.1 Industrial relations framework Certified Agreement ratified on 23 November %
Weight Bearing vs. Critical and New AWA, Executive completio
vs. Core
• Retention of A players Compliance n
(individual talent)
• Engagement levels of
Weight Bearing vs. Critical
Connect vs. Core
(Workforce • % Understanding of TA
mind-set & Strategy & Goals
Culture) • % Agreement that
5. 2 Industrial relations framework Database of all relevant legislation, regulations and
culture supports strategy government policies currently being compiled
& goals Annual regulatory
75
Client X’s scorecard must reflect the building of the People
& Culture infrastructure, plus outcome measures of
workforce performance
Activity Measures to Execute People & Outcome Measures Reflecting Performance

Culture Plan and Plan Impact
e.g. e.g.
• % completion of Certified Agreement •Satisfaction levels across Client X of HR
+
• % completion of reviewed job descriptions service and impact
•Engagement levels in Weight Bearing vs.
Critical vs. Core roles
76
The top level scorecard* focused on the few critical Workforce
Scorecard
measures that contribute to Client X workforce success
•Domestic Leisure & International Spend

•Dispersal Ratio
Workforce
•Funding Levels by Country A’s Government
Success
•Stakeholder Knowledge, Engagement with Client X
•Increase in % of target consumers intending to visit
• Role Readiness Index (RRI)

Develop • Training & Development investment in Weight Bearing
(Workforce
vs. Critical Vs. Core
Competency)
• Growth rate of competencies in WB roles
• Leadership index (3600)

Deploy • Turnover/Retention in Weight Bearing vs.
(Leadership &
Critical vs. Core
Workforce
• Performance Level of Weight Bearing vs. Critical vs. Core
Behaviors)
• Retention of A players (individual talent)
Connect • Engagement levels of Weight Bearing vs. Critical vs.

(Workforce Core
mind-set & • % Understanding of Client X’s Strategy & Goals
Culture) • % Agreement that culture supports strategy & goals
* To be validated by ELT/HR
77
Objective Strategies Actions Proposed KPI’s
1.1 Establish IR & Remuneration  Certified Agreement ratified and conversion of bonus system to base salary completed  % completion of Certified Agreement
1. Motivation frameworks that are simple and  Policy around non remunerative incentives under development  Non-Remunerative incentive prevalence
provide an incentive for  All relevant employment contracts amended and new instruments developed prevalence of non-rem. Employees / Em
performance
1.2 Ensure performance  Revised guidelines and forms developed for new Performance Planning and Review (PP&R)  User satisfaction with training programs
management systems continually process. Completion deadline 30 November.  % Increase in alignment of values/perfo
raise standards and reinforce TA  ‘TA Values’ reviewed and incorporated into performance planning process performance results
Values  Training program for managers currently under development  Extent to which TA values are clear and
1.3. Provide a stimulating and  Recommendations of workspace review team discussed and being costed made  % Agreement that culture supports stra
supportive work environment for  Implementation of recommendations arising from workplace inspections incomplete
staff  Social club programme to provide more informal opportunities for engagement between
staff
2. Engagement 2.1. Reinforce strategy through  Induction programme reviewed and implemented. Further refinements scoped  % awareness of corporate plan and stra
induction programmes, training  Communication of performance against Corporate and Annual Operating Plans not evident.  Turnover/Retention in WB vs. Critical vs
and effective internal Revised PP&R process requires linkage of performance plans to Operating Plans, so linkages  Engagement levels TA wide
communications will be established  Engagement levels in WB vs. Critical vs
 Internal Communications Manager appointed and internal communication program
development underway
 Awareness of Corporate Plan and strategic direction, as measured in staff survey,
satisfactory (90+% awareness)
2.2 Ensure roles, responsibilities  All job descriptions reviewed and updated  % completion of reviewed job descriptio
and KPIs are clearly linked to  Deloitte engaged to identify appropriate HR/People KPIs  % missing roles in place
strategy execution
2.3 Constantly align organisational  Develop workforce scenario plans post 2008 and identify steps required to address these  Extent to which there is a process in pla
structure to strategy scenarios workforce planning and modelling
 Develop and implement process to support continuous management review of organisational  Extent to which there is a process in pla
structure reviewing the organisational structure
3. Development 3.1 Leadership to actively identify,  Document key knowledge and competencies and mission critical roles  % level of Role Readiness Index (RRI)
develop capacity, ensure depth  Tailored development programmes for succession and replacement planning  Successor Pool Coverage (Percentage o
and readiness in key roles  360º appraisal program currently being implemented identified successors)
 Percentage of W-B roles occupied by be
Headcount.WB Role.Below Average / He
 Develop and implement talent management program  % Completion of Talent Assessment Pro
3. 2 Leadership to segment  Design and implement development frameworks for all roles  % “Hard-Wiring” of Role Segmentation
workforce to actively develop,  Embed development frameworks into recruitment, induction and probation process programs
mentor and promote ‘A’  Training & Development investment in W
performers  Retention of A players (individual talent
 Performance Level of WB vs. Critical vs.
3.3 Focus training on key ‘on the  Develop and implement a comprehensive global learning and development strategy and plan  Growth rate of competencies in WB role
job’ requirements as a priority –  Develop and customise in house training programmes (including e-learning, video streaming  Development ratings for ‘A’ players
i.e. TA strategy, systems and etc) to ensure all TA staff  % Completion of global learning & deve
processes  Establish a system of recognition for skills and experience attained at TA  Exposure of cross-functional job experie
78
Objective Strategies Action Proposed KPIs
3. Appointment 4. 1 Tailor job descriptions for all  All job descriptions reviewed. Revised format includes link to Operating Plans  Job Design Completion Rate (% of jo
positions from a zero base to roles recruited)
ensure they meet current
strategy/workforce needs
 Review, develop and implement best practice recruitment procedures and tools  % implementation of best practice re
4.2 Recruit candidates with strong  Review and implement probation and induction program  New Hire Performance (Relative mea
organisational fit that complement  Review international relocation processes to ensure congruence with learning and their first year of tenure at TA)
internal workforce balance development strategies  New Hire Success Rate (The average
within 12 months: New Hires.Early D
4.3 Prioritise internal  Identify key ‘development’ roles and supporting targeted development and recruitment  Internal Movement Rate (= Internal h
appointments to meet staff processes headcount: Hires.Internal / Headcoun
development objectives  Mobility Rate (up and lateral) in Weig
5.1 Industrial relations framework  Certified Agreement ratified on 23 November  % completion of Certified agreement
5. Policies and  New AWA, Executive and Management contracts currently being rewritten  % completion of contracts
Compliance  Variations to existing contracts to reflect changes in CA complete
5. 2 Industrial relations  Database of all relevant legislation, regulations and government policies currently being  % compliance with audit program
framework compiled  % implementation of database
 Annual regulatory compliance program initiated – follow-up audit scheduled for 2006
5. 3 HR Policies and Procedures  Review and update of all HR policies and procedures underway  % availability of HR policies on intran
 Policies and procedures will be codified and accessible by all staff via intranet  % complete of updated policies and p
6. Measures and Tools 6. 1 Performance measures  Design and report on key workforce performance measures  % agreement/alignment of People &
 Reporting program for managers and ELT currently being developed  % process in place to measure/track
 % process in place to report KPI’s
6.2 Data management  Annual employee survey conducted and analysis underway  % process in place to track and repo
 Maintain and provide reports on performance records  % database implemented and used fo
 Maintain performance measure database
6.3 Benchmarking  Identify Best Practice HR systems and processes  % completion of best practice resear
 Ensure all positions correctly evaluated and assigned to Job Bands
 Align salaries and benefits to market and industrial relations requirements in each location
and to Job Bands
7. Training and 7.1 Training  Develop, manage and implement internal training programmes  % new hire satisfaction with inductio
Education  Maintain library of education and training resource materials programmes  Training penetration rate (Percentage
 Maintain database of external training courses and training providers programmes Employees Completing All Courses fo
 Develop and oversee implementation of induction programme, including maintenance of Trained)
induction materials  % user satisfaction with training opp
 % user satisfaction with training cond
7.2 Competencies  Design and administer internal accreditation system to recognise skills and knowledge of staff  % completion of internal accreditatio
obtained through either formal training programmes or on the job experience  Extent to which employees and mana
 Maintain a database of skills, knowledge and competencies of all staff
8. Administration and 8.1 HR consulting and advice  Resources in place to provide support to management in managing HR issues  Satisfaction levels across TA of HR se
Support  Resources in place to manage HR consulting projects for ELT and management;  On-time talent delivery (Measures of
 Resources in place to provide staff counselling and respond to staff enquiries Total Days (+ or –)Deviated from Ne
 Time to Fill (Average calendar days t
position: Days to Start / Hires)
 Oracle HRIS currently in production for Payroll  ELT & HR satisfaction levels with Ora
8.2 Human Resources Information  Concerns exist over the utility, accuracy and effectiveness of Employee Self Service and  HRIS maturity level
System and Payroll System Manager Self Service
 Internal data security requires review
 Concerns exist over the effectiveness of current support arrangements
 Reporting capability is limited
79
To be effective, the scorecard and KPI’s must be supported by
systems, processed and education
Three Challenges of Workforce Measurement*
Do our leaders have a view of how the workforce is


Perspective
Challenge contributing towards strategy execution?
Metrics

Have we identified & collected the right measures of
Challenge workforce success, behaviours, culture?
Do our leaders and managers have access to the

Execution
information, and are they motivated and capable to
Challenge
manage workforce behaviours?
*After Huselid, Becker & Beatty, The Workforce Scorecard, 2005
80
Client X has established a solid foundation and must continue
to build the frameworks in order to manage the workforce
proactively with metrics / KPI’s
Level 4 Continuous Improvement
Expanded Geographies
New/Revised Measures
Research/Data Mining/Forecasting
Predictive Modeling
Level 3 HR & Business Strategy Support

Advanced HR Analytics
HR Dashboard
Human Capital Effectiveness Analytics
Level 2 HR Operations Support

Baseline Operational Metrics/Scorecard
Integrated HR Reporting
Level 1 Establish Foundation

Implement Information Delivery Infrastructure
Develop Formal Information Delivery Strategy
Develop Standard Data Definitions
Establish Initial Data Quality & a Quality Program
 Define Conceptual Workforce Model
 Understand Workforce Segments
 Understand Business Requirements
81
Recommendations: Workforce Scorecard
People & Culture

Priority
6.1 Performance 0-3 Months

Validate and finalize KPI’s and Top-Level Scorecard
Measures
Communicate/Educate senior management team and above on 6.1 Performance

0-3 Months
metrics campaign, expectations and processes Measures
Establish project and plan to build Level 1 foundation for 6.1 Performance
0-3 Months
workforce metrics (definitions/surveys/tools etc.) Measures
6.1 Performance
Establish project and plan to build Level 2 HR operations support Measures 6-9 Months
6.3 Benchmarking
Establish project and plan to build Level 3 HR & Business Strategy 6.1 Performance
12+ Months
Support/ Advanced HR Analytics Measures
Establish project and plan to build Level 4 Continuous 6.1 Performance
12+ Months
Improvement Measures
82
Contents
Executive Summary
a. Summary
d. Readiness
f. Demand & Supply

Appendices
83
Overview: Workforce Demand & Supply
• The ageing workforce is creating a shortage of critical talent across the globe
• Country A is also seeing greater turnover in jobs, and less available workforce
• Employees are also expecting more from employers and are generally less
engaged than ever before
• The shrinking workforce will impact public sector agencies earlier as the
retirement age drops
• A number of key talent needs within Client X will be in difficult to source and to
retain in the future
• The talent drivers will shift over time as the corporate plan and the
organisation evolves
84
Workforce Demand & Supply
Workforce Readiness
Workforce
Snapshot
1. What are the trends and
Planning Workforce issues in the external
Segments
labour market that will
Client X impact Client X?
Talent and
Workforce 2. What are the key supply
Model and demand drivers for
Workforce
Demand &
Client X?
Workforce
Supply Readiness
Workforce
Scorecard
85
Critical Talent Is Becoming More Scarce Due to Two
Looming Trends: Baby Boomer Retirements and a Growing
Skills Gap Canada Europe
• Growth in the 55 to 64 year old • By 2050, 60% of the working age
age group will account for about population will be people over 602
70 percent of the net increase in • Increase in concern about skills shortage
Canada's working age population almost doubled from 1993 to 1999
by 2010 and all of it by 20201
• 44 percent of businesses in Canada
already report having difficulty
finding qualified labor1
Asia
• Only 50% of Asian
executives believe
the supply of skilled
labor is adequate
US
• In 2000, the US Department of Education
estimated that 60% of all new jobs in the 21st
century will require skills that only 20% of the
workforce possess2
• US colleges will graduate only 198,000
students to fill the shoes of 2 million baby
boomers scheduled to retire between 1998
and 20182
• 20% of Fortune 500 senior executives are
Country A
currently eligible for retirement3
• By 2016, growth in labor force
participation of people age 45-
and-over will be three times less
than growth in the number of
1
Corporate Leadership Council, Managing the Workforce Planning Process, August 2004 people entering the 45-and-over
2
Deloitte Research
3
Corporate Leadership Council
bracket4
4
Hewitt International Report, Oct. 2003
86
Over the next decade, organisations must face the Demand &
prospect of an aging Country A’s workforce…

Supply
1. Labour Force Composition by Age Group 2) Labour Force Growth Index (2006 = 100)
150 15-24
25-34
140
35-44
130 45-54
55-64
120
65+
110
100
90
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Source: Country A’s Bureau of Statistics, Labour Forecast 1999 (6260.0) Source: Country A’s Bureau of Statistics, Labour Forecast 1999 (6260.0)
3) Median Age of Population Aged 15-64 • As the “Baby Boom” generation approaches
retirement, Country A’s Labour Force is getting
41
40 progressively older
40
39
• By 2015, workers aged 55 years and above will
38
account for almost 15% of the workforce, up 6%
37
37
from 1995 (1)
36
35
• Labour force growth in the 65+ and 55-64 age
35 groups will rise dramatically over the next decade,
34 while growth in the 35-44 age group will slowly
33 decline (2)
1993
2007
2009
2013
2015
1979
1981
1983
1985
1987
1989
1991
1995
1997
1999
2001
2003
2005
2011
2017
2019
• Median age of Country A’s population 15-64 years

Source: Country A’s Bureau of Statistics, Labour Forecast 1999 (6260.0) & Labour Force Estimate 2005 old has risen from 35 in the early 1990s to 37 in
(3201.0)
2005, while projections place it at 40 in 2019 (3)
87
… and growing competition for talent as demand Demand &
increases and supply decreases

Supply
Job Vacancies - All Industries

(000s)
160 4) Job Vacancies, All Industries 5) Unemployment Rate
142.5
140 10.0 Unemployment Rate
123.3
9.0
115.8
9.0 Long Term Unemployment
106.3
120
101.1
8.0
98.3
96.8
92.9
100 7.0
84.8
83.7
79.5
77.8
74.0
74.1
6.0
68.7
80
65.4
5.5
64.7
58.9
5.0
60
45.6
43.5
4.0
41.7
40.2
38.5
3.0
33.9
32.7
31.6
31.3
40 3.0
20 2.0
1.0 1.2
0
0.0
1979
1981
1983
1985
1987
1989
1991
1993
1995
1997
1999
2001
2003
2005
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Source: Country A’s Bureau of Statistics, Job Vacancies 2005 (6354.0) Source: Country A’s Bureau of Statistics, Underutilised Labour Statistics 2005 (6105.0)
6) Labour Force - New Entrants (000s) • Employers are finding it harder to hire
90 talent
81.0 79.3
75.0
80 72.6
66.8
• Unemployment rates have dropped to
70
historically low levels, with long-term
60 52.4 50.1 49.5
45.7
unemployment down to 1.2% of the labour
50
40
39.7 force
30 • Simultaneously, more jobs are available with
20 vacancy figures rising steadily since Country A’s
10
economy slumped in 2000
0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 • Labour force forecasts project declining
Source: Country A’s Bureau of Statistics, Labour Force Projections, 1999 (6260.0)
numbers of new entrants going out to 2016
88
Employees are also expecting more from organisations Demand &
Supply
to engage, educate and motivate them

Highly Rated Managers Drive Commitment
Workforce Engagement (50,000 respondents)
80% 73%
70%
60%
50% 47%
38%
40% 34%
30%
20%
10%
0%
Manager Team Organization Job
Increase in level of commitment, top managers
Source: Corporate Executive Board, Driving Performance and Retention Through
Engagement, 2004
Source: Corporate Executive Board, Driving Performance and Retention Through Engagement,
2004 • Highly engaged employees perform 20%
better and are 87% less likely to leave1
% of Age Group Studying at Educational Institutions
May 2005 (including High School students) • As the Country A’s population gets older, it
is less likely to attend educational
Total 18.2% institutions, relying more on employers to
55-64 2.4% provide training opportunities
45-54 5.5% • 45% of the Country A’s population is
35-44 8.3% unhappy in their current jobs2
25-34 13.8% • Quality of Management ranks as the #1
15-24 57.1% factor when searching for a new job, more
important than job security and salary2
0% 10% 20% 30% 40% 50% 60%
5 Source: Corporate Executive Board, Driving Performance and Retention
Source: Country A’s Bureau of Statistics, Education & Work, May 2005 (6227.0)
Through Engagement, 2004
89
Rising retirement rates and an older workforce profile Demand &
means talent planning is more urgent for public sector

Supply
organisations
Retirement Rate by Age Group, Country A’s Public
Sector
Age Profile, Country A’s Public Sector
Source: Country A’s Public Services Commission, State of the Service Report 2004-2005
90
A number of key talent areas will be in short supply for
Client X in the future
Forecast annual growth

Key Talent Areas Workforce Segment
rate* (Country A)
Sales & Marketing
1.56% •Weight-Bearing/Key
Managers
General
Managers/Administrators
Sales Marketing and
Advertising Professionals
Computing professionals 1.81% •Key / Core
Business and Admin.

1.88% •Key / Core
Professions
*Source: Workforce Tomorrow: Dept. of Employment and Workplace Relations, 2006.
91
In addition, a number of qualitative views have confirmed
the difficulty in sourcing and keeping key talent
Roles Difficulty Obtaining* Difficulty Retaining*
Digital Managers/ Digital

Yes Yes
Analysts
Regional/Country Managers Yes No
Brand Managers Yes Yes
PR Managers Yes Yes
Human Resources/ OD No Yes
Partnership Marketing Yes Yes
Marketing Generalist Yes Yes
Distribution Yes Yes
Source: Client X’s staff interviews/ Deloitte research and observations
92
The talent needs for Client X will also shift over time, and
should be tracked in line with the evolution of the
corporate plan
2006 2006 2007 2007 2008 2008

Talent Driver
(1stH) (2nd H) (1stH) (2nd H) (1stH) (2nd H)
Develop Global
Campaign
Focus on
stakeholders
Focus on
conversions/
distributions
Developing the
supporting culture
Coordinating global
teams
Asset Efficiency
93
Recommendations: Workforce Demand & Supply
People & Culture

Priority
4.2 Organisational
Develop sourcing plans for weight-bearing and key roles 6-9 Months
Fit
6.1 Data
Continue to track workforce profile and age to retirement metrics Ongoing
Management
94
Contents
Executive Summary
a. Summary
d. Readiness
f. Demand & Supply

Appendices
95
The workforce segmentation and metrics will provide a solid
foundation for Client X’s Talent Management Strategy..
 Client X’s Corporate

Strategy People
Plan
& Culture
Strategic
Critical Workforce
Segmentation
WB / Key / Core

Critical
 Segments
Trends/Dynamic
s
Roles / Positions
Operational

Develop
Deploy
Connect
96
To complete the strategy, Client X must address the
“individual” side to match up critical talent to the critical
roles…
Client X’s Corporate
Strategy People & Culture
 Plan
Strategic

Critical Workforce Talent Assessment
Segmentation Criteria

WB / Key / Core Talent Criteria
Critical
Segments Talent Indicators
Trends/Dynamic & Behaviors
s

Operational
Roles / Positions People / Pool
97
…and build HR programs that support the strategy
Client X’s Corporate

Strategy People & Culture
 Plan

Strategic
Critical Workforce Talent Assessment

Segmentation Criteria

Critical
Functional Talent Criteria
Segments

Critical
Segments Talent Indicators
Trends/Dynamic & Behaviors
s

Roles / Positions People / Pool
Operational
Develop 1. Recruitment & Selection

2. Workforce Management
Deploy
HR Programs and 3. Performance Management
Solutions Assessment 4. People & Leadership Development
Connect 5. Knowledge Management
6. Rewards & Recognition
98
The immediate next step is to identify talent criteria and
assess performance levels for individual talent
Develop
talent Sample Model for Talent Assessment
categories
Valued Emerging High

Develop
5
Specialist Potential Potential
assessment
criteria
Performance
Solid Emerging
Developing
3
Define Contributor Potential
indicators &
behaviors
Exit or
Rain Check Rain Check
1
Develop
Variable Growth High

Prepare
assessment Potential/ Values
tools
99
…the remaining steps can be packaged into a quick-win
project
Produce talent
ELT evaluates
ELT discuss each list and agree
Create talent employee’s Summarize
Gather data talent and on talent
assessment potential talent
and present development management
profile / tools through management
for approval issues and draw actions and
/ criteria assessment reports
conclusions development
tools
plans
101
A medium term roadmap will incorporate People & Culture
plan priorities, projects and recommendations…
0-6 Months Roadmap
Recommendation People & Culture Plan Link Priority
0-3
Quick-Win: Conduct Talent Assessment project 3.2 ‘A’ performers
months
0-3
Continue to track and report workforce profile and talent movement 6.1 Performance Measures
Months
‘Hard-Wire’ critical workforce model into HR plans and processes: 0-3
3.3 Learning
1. Develop Global Learning Strategy Months
‘Hard-Wire’: 3.2 Develop/ Mentor/ 0-3

2. Succession Planning Promote 4.3 Appointment Months
Develop job descriptions and recruiting/sourcing plan for missing 0-3

4.1 Job descriptions
roles Months
‘Hard-Wire’: 3-6
4.2 Recruit
3. Recruitment & On-boarding Months
‘Hard-Wire’: 3-6
3.1/3.2 Leadership
4. Leadership Development Months
3.1 Depth/ Capacity 7.2

3-6
Conduct Role Readiness Baseline Assessment Competencies 3.2
Months
Segmentation
Continue to track workforce profile and age to retirement metrics 6.1 Data Management Ongoing
102
..and longer term programs and activities
6-12+ Months Roadmap

People & Culture
Priority
Develop standard tools/templates/processes for Role Readiness 5.3 HR Policies

6-9 Months
elements and Procedures
Implement plan to close role readiness gaps 3.3 Training 6-9 Months
6.1 Measures
Define key metrics (e.g. turnover) and begin to track and report
6.2 Data 6-9 Months
based on workforce segments
Management
4.2 Organisational
Develop sourcing plans for weight-bearing and key roles 6-9 Months
Fit
‘Hard-Wire’: 7.1 Training

9-12 Months
5. Career Mapping 4.3 Appointment
Refresh critical workforce model and assumptions and link back to
3.2 Segmentation 9-12 Months
People & Culture Strategy
Develop benchmarking/best practice research program to identify

6.3 Benchmarking 12+ Months
optimal structure, support ratio and resource profile
103
Contents
Executive Summary
2. Key Findings
a. Summary
d. Readiness
f. Demand & Supply
3. Planning – Recommendations & Roadmap

Appendices
104
Consultations - Country A
•Person A, MD
•Person B, Director Corporate Services (2)
•Person C, Director Strategy & Research (2)
•Person D, Director Marketing
•Person D, Director Marketing
•Person E, Director Region A (2)
•Person F, General Manager Corporate Affairs (2)
•Person G, Tourism Research Country A
•Person H, Online Programs Manager
•Person I, Chief Technology Officer
•Person I, Chief Technology Officer
•Person K, Trade Events Operations Manager
•Person L, Risk & Administration Manager
•Person M, Manager Tourism Economics & Aviation
•Person N, Internal Communications Manager (2)
•Person O, Manager International
•Person P, Senior Management Accountant
•Person Q, General Manager International Operations
•Person R, Manager Global Programs
•Person S, Manager Region A's Marketing
•Person T, Manager Research & Insights
•Person U, Manager Tourism Events
•Person V, Niche Market Manager
•Person W, Financial Controller
•Person X, Consumer Marketing Director
•Person Y, Corporate Planning Manager 105
Consultations – In-Market
•Person 1, GM, Marketing Europe
•Person 2, GM, Marketing, USA/Canada
•Person 3, GM, Marketing, Asia
•Person 4, GM, Marketing, Japan
•Person 5, Regional Mgr NZ

•Person 6, International Corporate Services Director
•Person 7, Strategic Marketing, Manager Japan/Asia
106
Priority Projects – People & Culture Plan
1. Develop key performance measures for evaluating the HR strategy tied to the tiers of the
strategy map
2. Identify timelines and responsibilities for action items for staff and management
3. Identify mission critical roles within the organisation and a professional and a proper
assessment of our capacities and readiness in these key roles;
4. Marginal changes to Client X’s internal organisational structure to better fit our strategy in
the marketing, partnership marketing and human resources areas – these will occur
within the existing line management structure;
5. Identify and develop a simple, relevant and calculable hierarchy of workforce performance
measures, with a clear line of sight to execution of our corporate strategy, supported by a
reliable information and reporting system that can drive our performance measurement
system;
6. Simplify Client X’s industrial arrangements through the offering of a new Certified
Agreement and Country A’s Workplace Agreements to staff;
7. Implement a training and development infrastructure for Client X that is focussed on
developing competencies and capabilities in key roles and key individuals as a priority and
is customised to the specific and differentiated workforce needs of Client X – i.e. tourism,
travel trade, systems and processes, corporate strategy, risk management etc;
8. Clarify, codify, and consolidate all Client X’s policies and procedures, and ensure their
understanding and availability to all staff to ensure compliance and to assist execution of
our corporate strategy
107
Role Definitions – Executives & Support Services
Role Definition
Board Member Board Members
Executive Team Executive Leadership Team - Responsible for the strategy and operations of Client X’s divisions
Regional Manager Responsible for the functioning of a region i.e. UK/Europe GM, Asia GM
Country Manager - Large Manages the operations of a local office in a large country (3+ staff)
Country Manager - Small Manages the operations of a regional office in a small country (≤3 staff members)
Marketing Generalist Oversees several marketing functions in a regional office
Finance Manager Manages the finance functions of Client X
Finance Operations Provides professional services to manage the finance functions of Client X.
People & Culture Manager Develops an internal organisational culture by promoting people initiatives that encourage engagement
Human Resources Manager Manages normal HR duties from recruiting to payroll
Human Resources Operations Performs normal HR duties from recruiting to payroll
Risk Manager Manages all contracts, legal issues and OHS requirements among other tasks.
Risk Operations Performs duties relating to contracts, legal issues and OHS requirements among other tasks.
Administration Includes all business unit assistants and services such as reception and procurement
Tech - Service Desk Provides support services for staff
Tech - Infrastructure Manages corporate infrastructure including network, telecommunications and standard office applications
Tech - Operations Manages all operational systems used in day-to-day business and marketing operations
108
Role Definitions – Executives & Support Services (2)
Role Definition
Tech - Development Execution of all new technology projects and management of IT&C governance
CIO/IT GM (Missing) Technology strategy with influence on entire org
Tech - Management Responsible for guiding technology operations and determining future IT strategy
Corporate Services Generalist Provides an array of support services to individual regions, including finance, HR, risk and technology.
External Communications Manager Manages the communication of information to external audiences including Country A’s media, government and
industry. This role is not, however, responsible for public relations/media relations in international offices - or for
upholding Brand Country A in
International Liaison Manager Manages the communication between international managers and offices and domestic headquarters.
International Liaison Operations Responsible for communication between a specific region and HQ.
Internal Communications Manager Manages the dissemination of information to internal audiences (staff) in Country A
109
Role Definitions – Marketing
Role Definition
Manages the development of Brand Country A through advertising and design materials that are then
Brand Development Manager - Global disseminated around the world for regional offices
Manages the adaptation of Brand Country A for local market purposes, given the characteristics of
Brand Development Manager - In-market consumers
Manages the development of advertising campaigns and brands to market Country A’s tourism
Brand Development Manager - Domestic opportunities to the local market
Develops Brand Country A through advertising and design materials that are then disseminated around
Brand Development Operations - Global the world for regional offices
Brand Development Operations - In-market Adapts Brand Country A for local market purposes, given the characteristics of consumers
Develops advertising campaigns and brands to market Country A’s tourism opportunities to the local
Brand Development Operations - Domestic market
Manages the global Public Relations agenda to ensure that Brand Country A is being represented
Public Relations Manager - Global consistently across all markets, including through the Program A
Public Relations Manager - In-Market Manages PR programs in-market

PR Operations - Global Carry out PR global agenda
PR Operations - In-Market Carry out PR programs in-market
Digital Marketing Manager Manages the marketing of Country A through digital means, including use of the CountryA.com website
Digital Marketing Operations Markets Country A through digital means, including use of web
Digital Analyst Analyses global digital trends and incorporates them in digital marketing decisions made by Client X
110
Role Definitions – Marketing (2)
Role Definition
Trade Events - Manager Manages the organisation of trade events in Country A and overseas for scores of businesses to get
together and form industry networks to encourage joint offerings and partnering
Trade Events - Operations Organizes trade events in Country A and overseas for scores of businesses to get together and form
industry networks to encourage joint offerings and partnering
Product Marketing Manager Manages the development of "niche" experiences by providing support to industry and working to
package/market them.
Product Marketing Operations Develops "niche" experiences by providing support to industry and working to package/market them.
Partnership Marketing - In Market Manager Manages the development of cooperative marketing ventures with partners as a means of increasing
effectiveness of campaigns and improving return on dollar for all parties involved (in regional offices)
Partnership Marketing - In Market Operations Develops cooperative marketing ventures with partners as a means of increasing effectiveness of
campaigns and improving return on dollar for all parties involved (in regional offices)
Partnership Marketing - Domestic Manager Manages the development of cooperative marketing ventures with partners as a means of increasing
effectiveness of campaigns and improving return on dollar for all parties involved (Country A’s market)
Partnership Marketing - Domestic Operations Develops cooperative marketing ventures with partners as a means of increasing effectiveness of
campaigns and improving return on dollar for all parties involved (Country A’s market)
111
Role Definitions – Marketing (3)
Role Definition
Distribution & Industry Development Manages the provision of training/knowledge to tourism industry operators in respective countries to
Manager educate them on Country A's tourism product; promotes awareness and readiness among tourism
operators to encourage visits to Country A
Event Marketing Manager - Global Manages the marketing of Country A as a desirable place to hold events
Event Marketing Manager - In-market Manages the soliciting of businesses and organisation in regional markets to host events in Country A
Event Marketing Operations - Global Markets Country A as a desirable place to hold events
Event Marketing Operations - In-market Encourages businesses and organizations in regional markets to host events in Country A
Distribution & Industry Development Provides training/knowledge to tourism industry operators in respective countries to educate them on
Operations Country A's tourism product; promotes awareness and readiness among tourism operators to
encourage visits to Country A
Global Programs Manager Global Programs
Creative Services Provides design and creative media services to various Client X divisions; includes graphic designers,
video librarians etc.
112
Role Definitions – Research & Strategy
Role Definition
Charts Client Xs strategy by analysing the organisations role in the industry and how best it can provide value
Corporate Strategy Manager for the Country A’s tourism industry.
Manages the production of market insights based on research and quantitative analysis to help other divisions
develop effective marketing and management strategies - the basis upon which marketing campaigns and
Consumer/Market Insight Manager drives are built
Produces market insights based on research and quantitative analysis to help other divisions develop effective
Consumer/Market Insight Operations marketing and management strategies - the basis upon which marketing campaigns and drives are built
Insights Manager - In-market Provides local in-market insights for regional offices' marketing efforts
Manages the design and production of surveys that are used to collect various data to understand the health of
Industry Research Design Mgr the Country A’s Tourism Industry
Designs surveys that are used to collect various data to understand the health of the Country A’s Tourism
Industry Research Design Operations Industry
Industry Research Manages efforts to turn all data collected from surveys and other sources into meaningful insights about the
Analysis/Forecasting Manager tourism industry, including forecasts on future performance
Industry Research Responsible for turning the data collected from surveys and other sources into meaningful insights about the
Analysis/Forecasting Operations tourism industry, including forecasts on future performance
Forecasts/analyses economic trends, particularly concerning the aviation industry, which are destined to
impact the tourism industry and its operators
Data Analyst Collect and analyse data for various research purposes
113
Job to Role Mapping
Retail & Trade Counsellor Industry Development Operations
Public Affairs Manager PR Manager In-Market Accounting Officer Finance Operations
Industry Servicing Manager Industry Development Manager Country Manager, Korea Country Manager (Small/Emerging)
Industry Insights Manager Industry Research Design Manager Industry Servicing Executive Industry Development Operations
Senior Industry Services Executive Industry Development Operations Industry Servicing Manager Industry Development Manager
Country Manager, Singapore Country Manager (Small/Emerging) IT Support Administrator Technology Operations
Business Unit Assistant Administration Board Member Board Member
Country Manager, New Zealand Country Manager (Small/Emerging) Trade Events Coordinator Trade Events Operations
Infrastructure Architect Technology Infrastructure Senior Research Analyst Industry Reserarch Analysis/Forecasting Operatio
Market Coordinator, Asia Brand Development Operations In-Market Manager, Partnership Marketing Partnership Marketing Manager Domestic
Industry Development Executive Industry Development Operations Business Unit Assistant Administration
Business Events Manager Event Marketing Manager In-Market Marketing Communications Manager PR Manager In-Market
Senior Researcher Consumer/Market Insight Operations
Information Services Coordinator Risk Operations
Business Unit Assistant Administration
Market Insights & Planning (UK) Consumer/Market Insights - In Market
Manager, Marketing & Communications Brand Development Manager Global
Principal Research Analyst Industry Research Design Operations Board Member Board Member
Online Analyst Digital Analyst Manager, Risk and Administration Risk Manager
Manager, International Visitor Survey Industry Research Design Operations Strategic Marketing Analyst Consumer/Market Insight Operations
Trade Events Coordinator Trade Events Operations eMarketing Manager, Asia Digital Marketing Manager
Director International ELT Member Consumer, Direct & E-Marketing SpecialistDigital Marketing Operations
Marketing Development Manager TWA Manager, Australia Marketing Brand Development Manager Domestic
Partnership Development Specialist Partnership Marketing Operations In-Market Support Data Base Administrator Technology Operations
Business Unit Assistant Administration Corporate Services Manager, UK Corporate Services Generalist
Media Relations Coordinator PR Operations In-Market Applications Architect Technology Operations
Strategic Marketing Manager Japan/Asia Marketing Generalist Senior Marketing Executive Brand Development Operations In-Market
Senior Research Officer Industry Research Design Operations Manager, Survey & Marketing Industry Research Design Manager
Business Events Coordinator Trade Events Operations
Retail & Trade Counsellor Industry Development Operations
International Information Coordination International Operations Liaison Operations
Manager, Application Operations Technology Management
Board Member Board Member
Production Supervisor Brand Development Operations Global Data Analyst Data Analyst
Marketing Director, UK Marketing Generalist Tourism and Aviation Economist Industry Reserarch Niche Manager
Trade Marketing Coordinator Industry Development Operations Finance Officer, UK Finance Operations
Industry Development Executive Industry Development Operations Manager, Strategic Insights Consumer/Market Insight Manager
Corporate Services Manager, New ZealandCorporate Services Generalist Manager, Programs Brand Development Operations Domestic
PR Assistant Europe PR Operations In-Market Executive Assistant Administration
Partner Development Specialist Partnership Marketing Operations In-Market Trade Events Coordinator Trade Events Operations
Snr International Media Consultant PR Operations Global Service Desk Trainee Service Desk
Director Strategy and Research ELT Member General Manager, Corporate Affairs ELT Member
Production Supervisor Brand Development Operations Global Retail & Trade Counselling Team Leader Industry Development Operations
Board Member Board Member TWA Marketing Development Manager TWA
Board Member Board Member Partnership Development Director Partnership Marketing Manager In-Market
General Manager International Operations International Operations Liaison Manager
Partnership Development Manager Partnership Marketing Operations In-Market
Market Development Coordinator Partnership Marketing Operations In-Market
Dist & Partnership Development Manager, UK
Database Administrator Digital Marketing Operations
Receptionist Administration Principal Research Analyst Industry Reserarch Analysis/Forecasting Operatio
Manager, Trade Events Trade Events Manager Consumer Marketing Manager, Asia Brand Development Manager In-Market
Campaign Coordinator Brand Development Operations In-Market Niche Market Consultant Product Marketing Operations
Industry Servicing Manager Industry Development Manager Manager, Niche Markets Product Marketing Manager
BT Marketing Manager - Asia Event Marketing Manager In-Market Industry Support Executive Industry Development Operations
Accounting Officer Finance Operations Partnership Marketing Manager Partnership Marketing Manager Domestic
Trade Event/Training Manager Trade Events Operations PR Manager PR Operations In-Market
Marketing Officer (IS) Industry Development Operations
114
Job to Role Mapping Director Marketing ELT Member
Trade Events Coordinator Trade Events Operations Online Marketing Executive Digital Marketing Operations
Senior Researcher Consumer/Market Insight Operations Media Relations Manager PR Operations In-Market
Director Corporate Services ELT Member Senior Software Engineer Technology Operations
General Manager, Japan Regional GM Business Analyst Technology Development
Senior Research Officer (CD Mota) Industry Research Design Operations Corporate Planning Coordinator Corporate Strategy Manager
PR Marketing Officer PR Operations In-Market Project Manager Digital Marketing Operations
Marketing Services Specialist Brand Development Operations In-Market Chief Technology Officer Technology Management
PR Manager PR Operations In-Market Receptionist/Admin Officer Administration
Brand & PR Coordinator PR Operations In-Market Technology Services Administrator Administration
PR Manager PR Operations In-Market Domestic Operations Manager Brand Development Operations Domestic
Market Servicing Asia/Japan International Operations Liaison Operations Manager, Forecasting Industry Research Analysis/Forecasting Manager
Global PR Manager PR Manager Global Survey Manager Industry Reserarch Analysis/Forecasting Operatio
Senior Marketing Executive PR Operations In-Market General Manager, Asia Regional GM
Consumer, Direct & E-Marketing Manager Digital Marketing Manager Business Events Coordinator Event Marketing Operations Global
Senior Analyst Industry Reserarch Analysis/Forecasting Operations
Director Australasia ELT Member
Industry Servicing Manager Industry Development Manager Industry Development Executive Industry Development Operations
Administration Assistant Administration Research Officer Data Analyst
Board Member Board Member Graphic Designer (Canberra) Creative Services
Partnership Development Specialist Partnership Marketing Operations In-Market Network Specialist Technology Infrastructure
Board Member Board Member Online Travel Counsellor Industry Development Operations
Senior Software Engineer Technology Operations Trade Events Coordinator Trade Events Operations
Country Manager, Canada Country Manager (Small/Emerging) Manager, eBusiness and Strategy Digital Marketing Manager
Online Program Coordinator Digital Marketing Operations Accounts Payable Officer Finance Operations
Domestic Marketing Assistant Administration Marketing Coordinator Administration
Campaign Coordinator Brand Development Operations In-Market Marketing Director, USA Marketing Generalist
Senior Industry Services Executive Industry Development Operations Service Desk Analyst Service Desk
Corporate Services Manager, Asia Corporate Services Generalist Public Affairs Executive External Communications
PR Manager PR Operations In-Market
Trainer Industry Development Operations
Marketing Executive PR Operations In-Market
Managing Director ELT Member
PR Servicing Coordinator PR Operations In-Market
Customer Service Officer Administration
Public Affairs Officer External Communications
Marketing Manager, USA Brand Development Manager In-Market
Regional Manager, North Asia Regional GM
Industry Servicing Manager Industry Development Manager
Consumer Marketing Coordinator Brand Development Operations In-Market
Industry Support Executive Industry Development Operations
Financial Controller Finance Manager
Board Member Board Member
Consumer Marketing Manager, Japan Brand Development Manager In-Market
International Media Consultant PR Operations Global
Image Library Assistant Creative Services
Manager, Government Relations External Communications
Business Tourism Coordinator Event Marketing Operations Global
Marketing Officer Brand Development Operations In-Market
Technical Survey Specialist Industry Research Design Operations
Trade Coordinator Industry Development Operations
PR Servicing Coordinator PR Operations In-Market
Industry Servicing Manager Industry Development Manager
Business Tourism Coordinator Event Marketing Operations In-Market
Tourism Events Australia Assistant Event Marketing Operations Global
International Corporate Services Director International Operations Liaison Manager Intenational Media Coordinator* PR Operations Global
Business Event Manager Event Marketing Operations Global Business Tourism Manager Event Marketing Manager Global
Industry Servicing Manager Industry Development Manager Software Engineer (Infrastructure) Technology Operations
PR Manager PR Operations In-Market Research Executive Data Analyst
General Manager, USA Regional GM Corporate Services Manager, USA Corporate Services Generalist
Consultant, Australian Experiences Product Marketing Operations Service Desk Coordinator Service Desk
Manager, Analysis Industry Research Analysis/Forecasting Manager Consultant, Australian Experiences Product Marketing Operations
Service Desk Analyst Service Desk Distribution Development Manager, USA Industry Development Manager
115
Job to Role Mapping
Principal Forecasting Analyst Industry Reserarch Analysis/Forecasting Operations Trainer, Germany/Switzerland Industry Development Operations
Internal Communications Manager Internal Communications Online Travel Counsellor Industry Development Operations
Campaign Specialist Brand Development Operations In-Market Regional Manager, SSE Asia Large Country Manager
Tourism Research Information Officer External Communications Senior Management Accountant Finance Manager
Communications Manager PR Manager In-Market
Country Manager, Thailand Country Manager (Small/Emerging)
Destination Survey Coordinator Industry Research Design Operations
Financial Accountant Finance Manager
Manager, International Media PR Manager Global
Finance Officer, Canberra Finance Operations Business Tourism Sales Event Marketing Operations In-Market
Business Unit Assistant Administration Risk Services Officer Risk Operations
Accounting Officer Finance Operations Senior International Media Consultant PR Operations Global
Retail & Trade Counsellor Industry Development Operations Corporate Services Officer, Asia Corporate Services Generalist
Training Development & Events Coordinator
Industry Development Operations Manager, Service Delivery Technology Infrastructure
Distribution Manager, CAN Industry Development Operations Industry Servicing Manager Industry Development Manager
International Information Coordination International Operations Liaison Operations Manager, Business Events Global Programs
Database and Systems Administrator Technology Operations
Country Manager, Malaysia Country Manager (Small/Emerging)
Assistant Trade Event/Training Manager Trade Events Operations
Industry Development Executive Industry Development Operations
Corporate Affairs Assistant Administration Industry Development Manager Partnership Marketing Manager In-Market
Partner Development Manager Partnership Marketing Manager In-Market
Gateway Website Coordinator Digital Marketing Operations
Market Coordinator Asia Brand Development Operations In-Market
Graphic Designer Creative Services
Procurement Coordinator Administration
Personal Assistant to Chairman Administration
Software Engineer Technology Operations
Trade Events Coordinator Trade Events Operations
PR Manager Continental Europe PR Operations In-Market
Senior Insights Analyst Consumer/Market Insight Operations
Partnership Development Manager Partnership Marketing Manager In-Market
Public Relations Manager, Japan PR Manager In-Market
Event Coordinator Trade Events Operations
Country Manager, Hong Kong Country Manager (Small/Emerging)
PR Manager PR Operations In-Market
Country Manager, China Large Country Manager
Forecasting Analyst Data Analyst
Corporate Services Manager, Japan Corporate Services Generalist
Tourism Events Manager Event Marketing Manager Global
Compliance and System Accountant Finance Operations
Industry Support Executive Industry Development Operations
NICHE Market Consultant Product Marketing Operations
Producer Creative Services
Marketing Coordinator, USA Brand Development Operations In-Market
Market Support Officer Brand Development Operations In-Market
Accounts Payable Officer Finance Operations
General Manager, UK/Europe Regional GM
Brand Communications Executive Brand Development Operations Global
Executive Assistant Administration
Planning and Insights Manager (Asia) Consumer/Market Insights - In Market
Business Event Sales Executive Event Marketing Operations In-Market
116
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Talent MGT Strategy C

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Talent MGT Strategy C

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Client X (National Tourism Office)

Talent Management Strategy

3. Planning & Roadmap

• Client X’s workforce is critical to execute the strategy of the

• There are four workforce elements to measure and track:

3. Planning & Roadmap

PEOPLE - Ready and capable CULTURE -One Client

Core operating Engagement

Source: Client X People & Culture Strategy, 2005. page 2.

5. Policies & Compliance 6. Measures & Tools

7. Training & Education 8. Admin. & Support

Source: Client X People & Culture Strategy, 2005. page 2.

People & Culture

3.1. Leadership to Conduct a detailed assessment

Design, construct and compile

People & Culture Priority

Critical Workforce Segmentation

Identify a succession pool and assess

Develop and implement a comprehensive

Identify key ‘development’ roles within the Recommendations

Establish a customised recruitment

Conduct Background Interviews (Exec’s)

Identify Current HR Metrics/Available Data

Executive Summary: Highlights of the project findings

1 Objectives & Scope: Background to project, scope and workforce model

Analysis & Findings:

3 Planning: Recommendations & Roadmap for Action

4 Appendices*: Consultation list, segmentation model, talent frameworks

3. Planning & Roadmap

1. Gain marketing know-how

4. Work for own country

Internal Factors External Factors

• High turnover rate • Global talent crisis due

Review and Validation with GM,

A full consultation list is available in appendix A

1. Internal factors – high turnover, lack of HR infrastructure, pockets of

2. External factors – ageing workforce, shortage of critical skills,

3. A widely dispersed workforce with high turnover magnifies the talent

4. Workforce Segmentation Identified 3 types of roles:

•Executes •Specialised skills e.g. •Influence: Guides

Weight Bearing Roles

Consumer/Market Insight Manager

Public Relations Manager - In-Market

9. Several role gaps exist:

• People & Culture GM/Manager

• Research & Insights Competitive Intelligence

•Domestic Leisure & International Spend

• Role Readiness Index (RRI)

• Leadership index (3600)

Connect • Engagement levels of Weight Bearing vs. Critical vs.

3. Planning & Roadmap

than 5 years from the average age of retirement

Aging Workforce General Workforce Snapshot

knowledge and people 16

• Average length of service for terminated 40

• Each year Client X must re-hire a large 20

proportion of its workforce 10

• The high ‘churn’ rate increases 0

costs, and contributes significantly to a

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00

within the workforce

The Generation Gap

• The younger generations are also defined by 60%