1. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 RBCs Integrated ApproachRBCs Integrated Approach to Talent Managementto Talent Management Amos Herai HRMATTs 9th Biennial Conference Hilton Trinidad & Conference Center May 13 2013

2. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Introduction At RBC we believe that to achieve our strategic goals a key people priority is to significantly Advance Global Talent Management This requires an Integrated approach to Talent Management with robust processes and best in class talent initiatives This presentation provides an overview of RBCs enterprise Talent Management approaches and programmes as well as Caribbean Banking specific initiatives to advance Talent Management 3. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Roadmap About RBC: Corporate Profile About RBC: Caribbean Profile RBC People Priorities RBC Approach to Integrated Talent Management RBC Caribbean Integrated Talent Management initiatives Q&A 4. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Insert world map 5th largest bank in North America 11th largest bank globally by Market Capitalisation Offices in Canada, the U.S. and 49 other countries 15 million clients worldwide RBC: A Global Financial Institution 80,000 full- and part-time employees worldwide Largest bank in Canada by Assets and Market Capitalization 5. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 RBC International Locations UK Channel Islands Japan Hong Kong Singapore Australia Beijing Dubai Europe 1,576 1,169 6,745 263 96 UK Channel Islands Caribbean (19 countries) Europe & Africa 697 Asia & Oceania Latin America (3 countries) Caribbean India Latin America # Emps 10,500+ employees in approximately 49 Countries10,500+ employees in approximately 49 Countries Brunei 6. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Suriname Trinidad & Tobago Barbados RBC Caribbean Banking Grenada Montserrat St. Vincent & The Grenadines Antigua Saba St. Kitts/Nevis St. Maarten Haiti Dominican Republi c Turks and Caicos Islands Cuba Aruba Curacao Bonaire Bahamas Cayman Islands Eastern Caribbean Dominica St. Lucia Jamaica Dutch Caribbean RBC in the Caribbean Number of Branches 121 Number of ATMs 344 Number of clients >1 Million Number of Employees Number of Countries >6,400 20 7. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 RBC Vision Always earning the right to be our clients first choice 8. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 RBC External Recognition & Rankings North American Retail Bank of the Year 2012 & 2013 (Retail Banker International) 2010 & 2011 Catalyst Award for Diversity Canadas Best Employers for New Canadians (Mediacorp Canada Inc.) Canadas Top 100 Employers (Mediacorp Canada Inc.) 10th largest global investment bank by net revenue (Dealogic, 2012) Several market leading positions in Capital Markets, Wealth Management, Mutual Funds and Banking 9. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 RBC Key People Priorities Significantly Advance Global Talent Management RBC People Priorities Strengthen & Engage the Workforce for Now and the Future Drive Productivity & Performance through Capability, Innovation and Rewards Alignment To be the undisputed leader in financial services in Canada To build on our strengths in banking, wealth management and capital markets in the United States To be a premier provider of selected global financial services RBC strategic goals Significantly Advance Global Talent Management RBC People Priorities Strengthen & Engage the Workforce for Now and the Future Drive Productivity & Performance through Capability, Innovation and Rewards Alignment To be the undisputed leader in financial services in Canada To build on our strengths in banking, wealth management and capital markets in the United States To be a premier provider of selected global financial services RBC strategic goals Drive Productivity and Performance Team and HR Leadership (Talent Management / Leadership Behaviours) Caribbean Banking People Priorities Implement new HR Operating Model Continue to build a robust Talent and Succession Pipeline for Caribbean Banking In collaboration with the Caribbean Banking Operating Committee strengthen and engage the workforce 10. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 RBC ENTERPRISE APPROACH TO INTEGRATED TALENT MANAGEMENT 11. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 RBCs Beliefs About Leadership and Organizational Success: Effective leadership differentiates successful businesses from unsuccessful ones Leadership development must be explicitly aligned to business strategies and long term aspirations, and deliver the capabilities needed to succeed both in the present and future Top managements deep and visible commitment to leadership development and succession management is a fundamental condition for success Through their actions, leaders set the tone for the organization for the vision, values, and open communication that are needed for a high performance culture Leadership potential, which includes knowledge and experience, personal aspiration and leadership behaviours, is best developed through experiences supported by coaching, feedback, and formal learning 12. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 20% Coaching & Feedback Mentoring & peer networks Internal and external coaching Multi-rater & In-depth assessments 70% Experience-based Development Targeted developmental assignments On-the-job support and resources which optimize learning from experiences Action Learning & team-based assignments 10% Formal Learning Proprietary and external programs RBC Leadership Development: How Leaders Learn 13. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Integrated Talent Management The overall objectives of RBC Integrated Talent Management (ITM) are to: ensure RBC has the talent to maintain competitive advantage today and build strategic capabilities for the future build depth, breadth and diversity of our leadership pipeline and ensure succession for Executive and Managerial key roles. In order to do this we must: Increase confidence that the right people have been identified in talent pools Focus on increasing representation of women and visible minorities Provide key talent with experience (including international), exposure, targeted development opportunities and active sponsorship Build enterprise mindset, global perspective and change leadership capabilities 14. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Integrated Talent Management Framework Return on People Performance Engagement Retention SOURCE &SOURCE & ATTRACTATTRACT DEVELOPDEVELOP ENABLE & ASSESSENABLE & ASSESS PERFORMANCEPERFORMANCE CULTURE &CULTURE & CAPABILITIESCAPABILITIES Business Strategy People & Culture Assessment Measures & Monitoring COMPENSATE/COMPENSATE/ REWARDREWARD Identify critical roles/jobs Understand internal workforce demographics and external labour market current and future Define Employee Value Propositions Talent reviews Assessment of potential (internal and external) Succession planning Determine overall implications of strategy and for specific employee segments Define Talent Needs Experienced-based Development Coaching and Feedback Formal Learning Programs DEVELOPDEVELOP ASSESS TALENT ASSESS TALENT DEPLOYDEPLOY 15. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 ITM Road Map Identification Assessment and Nomination Succession Planning HIPO Calibration Leadership Development Planning Identification, assessment and calibration of executive and non-executive high potential talent Succession planning for Caribbean Banking Operating Committee (CBOC) and other key executive roles (including action plans to close gaps) Development planning for successors and high potential talent These activities support and align with RBC People Priorities to Enhance Integrated Talent Management and are the foundation to building a deep and diverse leadership pipeline. HR Business Partners play a critical role in each step of the roadmap in support of the Business. 16. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 High Potential (HIPO) Pool Structure Early Promise (Early in Career) Individuals who demonstrate signs of potential to become a senior manager within 3-5 years and executives within 5-8 years Typically middle management level or equivalent Minimum 18 months tenure at RBC Early in career (510 years) Executive Potential (Advanced Career) Typically senior managers with potential for promotion to executive level within 3-5 years Identified for succession for key roles Non-Exec talent pools Exec talent pools OC Potential (OC Successors) Current OC members identified as successors for other OC role, and Individuals with potential for promotion to OC roles within 0-5 years Typically VP level or equivalent Annual HIPO Identification Performance Potential Aspiration & Ambition Learning Agility & Inquisitiveness Emotional Intelligence Intellectual Capacity Key Leadership Characteristics RBC Capabilities 17. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 RBC CARIBBEAN INTEGRATED TALENT MANAGEMENT INITIATIVES 18. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Caribbean Banking People Priority: Continue to Build a Robust Talent and Succession Pipeline Objectives: 1. Increase the depth, leadership versatility and diversity of our current and future leadership talent 2. Align High Potential Development to business strategies in order to deliver capabilities and performance needed now and in the future 3. Build the Internal Talent Pool through Strategic Recruitment Programs 19. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Talent Identification and Assessment High Potential Development Develop People Managers Managerial Excellence (MEx ) Build the Internal Talent Pool Caribbean Banking People Priority: Continue to Build Robust Talent and Succession Pipeline Diversity remains a key element of our Talent Strategy focusing of Women and Caribbean Nationals. Commitments to Deliver 20. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Talent Identification and Assessment > Conduct 2013 Talent Review and revise Succession Plan for CBOC and critical roles > Cascade Caribbean Banking Integrated Talent Management program to include identification of potential at the business/functional level Middle and Junior managers Caribbean Banking People Priority: Continue to Build Robust Talent and Succession Pipeline 21. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Develop People Managers Managerial Excellence (MEx ) >Cascade current Caribbean Banking MEx program to Junior Managers > Introduce targeted MEx modules to Senior Managers Caribbean Banking People Priority: Continue to Build Robust Talent and Succession Pipeline 22. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 High Potential Development > Identify Executive Potential for CBOC roles and implement development plans in collaboration with CBOC members > Establish Talent Forums at the business/functional Level Middle and Junior Managers > Implement Second Cohort of Mentoring program Caribbean Banking People Priority: Continue to Build Robust Talent and Succession Pipeline 23. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Build the Internal Talent Pool > Build High Potential Pool through the establishment of a Caribbean Banking Leadership program (CLP) > Develop Peer Networking program to Link Caribbean HIPO talent to Experienced leaders in Canada Caribbean Banking People Priority: Continue to Build Robust Talent and Succession Pipeline 24. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Caribbean Banking People Priority: Continue to Build a Robust Talent and Succession pipeline Caribbean Banking Talent Forum The Caribbean Banking Talent Forum is a Sub Committee of the CBOC that meets bi-monthly to discuss the accelerated development of High Potential Talent identified as potential successors for operating committee roles. To date the Forum has been active from 2011 and has accelerated development plans in place for all potential successors to the Executive and Senior Management roles. Market Level Talent Forum The Talent Review forum has been cascaded throughout Caribbean Banking at the Market level for High Potential talent at the Junior and Middle Manager levels Market leaders in different Islands replicate the Talent Forum approach for middle and junior managers 25. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Mentoring Programs Caribbean Banking People Priority: Continue to Build a Robust Talent and Succession Pipeline 1. RBC Leadership Mentoring Program Provides key talent with the opportunity to have relevant, timely and insightful career conversations; gain broader perspectives about the Enterprise, its values, expectations and behaviors; acquire in-depth understanding of other platforms and enhance leadership capabilities To date six High Potential Caribbean employees are partnered with a mentor outside of the Caribbean 2. RBC Leadership Caribbean Mentoring Program Reinforces and integrates personal development for high potential talent through relationship-based mentoring with senior leaders, focused on broadening their view of the RBC businesses and to increase their visibility and profile within Caribbean Banking. Thirteen High Potential Caribbean employees have partnered with a Caribbean Banking Operating Committee member as mentor. 26. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 RBC Caribbean Peer Networking Program Caribbean Banking People Priority: Continue to Build a Robust Talent and Succession Pipeline Objectives: The RBC Caribbean-Toronto Peer Networking Program - the exposure of Caribbean talent to RBC Enterprise best practices and the building of networking partnerships between Caribbean and Enterprise employees of similar disciplines. Overview: Caribbean HIPO is matched with an Enterprise counterpart within a similar discipline, taking into consideration the HIPOs current role, experience, career aspirations and development needs. Program participants are expected to connect with each other at least once per month (virtual) over a 6-month period. Caribbean talent visit peer for a 3-5 day visit, twice during the program. 27. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Caribbean Leadership Program (CLP) Caribbean Banking People Priority: Continue to Build a Robust Talent and Succession pipeline The CLP develops future leaders through a cross-functional approach based on the principle that leaders learn best from experience and exposure to a breadth and variety of challenges. Over a minimum two-year period, CLP Trainees are placed in maximum of 4 assignments of approximately 6 months in various Caribbean Banking businesses and functions. These assignments may entail such opportunities as working directly with clients, researching new products and markets, structuring deals, assessing company and industry risk and exploring strategic options for business growth. 28. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Caribbean Banking People Priority: Continue to Build a Robust Talent and Succession Pipeline Developing Caribbean Talent The selective placement of Caribbean Expatriate staff for development of high potential talent via Intra-Caribbean, experience-based assignments. This Initiative: Builds exposure to Caribbean Banking and facilitates global readiness Facilitates the building of a Caribbean Network/Team Facilitates a robust Caribbean Banking succession planning process Builds Caribbean Banking engagement through increased developmental and career opportunities Aligns to the Caribbean Banking Diversity Objectives of increasing the diversity of representation of Caribbean Nationals throughout the Caribbean Banking platform 33 Caribbean Expatriate staff are currently on experience based assignments surpassing our initial goal of 30. 29. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Caribbean Banking Diversity Focus To increase the representation of women at Executive and Senior Management levels At Present Executives: 33% Senior Managers : 35% Middle Managers 59% To ensure a diverse representation of Caribbean nationals at Business, Functional and Head Office levels Goal of 30 Intra-Caribbean Expats by 2013 (33 achieved to date) To increase the representation of persons with disabilities working at RBC Caribbean Banking 30. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Measuring Success Successor Pool Coverage: 1 to 2 Viable candidates identified as 1-3 year ready for Executive roles 1 to 2 Ready Now candidates for all Senior Management roles Leadership Development Plan Prevalence Rate - High Potential: 90% of High Potential employees with active Leadership Development Plans in place The number of planned high potential moves completed Regrettable attrition rate Specific targets for high potential employees for talent initiatives 31. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Conclusion Integrated Talent Management is a key people priority for RBC to attain its business objectives RBCs Integrated Talent Management consists of deliberate talent processes and Initiatives to assess develop and deploy talent to enable a strong and robust Talent and Succession pipeline RBCs Integrated Talent Management ensures that RBC has the Talent to maintain its competitive advantage today and build strategic capabilities in the future 32. HRMATTs 9th Biennial Conference May 13th & 14th, 2013 Q&A