Amos Herai has over 15 year’s Senior Management experience in Human Resource Management. During his career he has held Senior HR roles in the Manufacturing, Hospitality and Financial Services sectors. His experience has covered all aspects of Human Resource Management, including Executive Recruitment, Executive Development, Expatriate Management and Executive and Managerial Compensation. Mr. Herai is at present the Head of Human Resources of the RBC Caribbean Banking. He leads a diverse HR team from twenty territories in the English and Dutch speaking Caribbean. He is responsible for developing and implementing the HR strategies, programs and policies for RBC Caribbean which include Organizational Development, HR policy and governance and programs covering Reward and Recognition, Talent Management, Employee Relations, Learning and Development, Performance Management, and Compensation & Benefits. Mr. Herai graduated from the University of the West Indies with a Bsc. In Sociology and Management and an Msc. in Management Studies, specializing in Human Resource Management. Amos is also a Past President of HRMATT. PRESENTATION SUMMARY – An Integrated approach to Talent Management and Leadership Development A key component of RBC’s business strategy planning is the development and integration of talent strategies. Our Integrated Talent Management and Leadership Development Framework enables a holistic approach to strategic talent planning to help leaders meet their business/functional objectives. RBC’s executive talent management focuses on the executive team and the high potential pools to succeed that team. The presentation will define: • RBC’s Talent Management Philosophy • RBC Caribbean Talent Management objectives & Programs • An Overview of Current Successes • Towards an Integrated Talent Management Program • Details of RBC Enterprise and RBC Caribbean Specific Programs.

1. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC’s Integrated ApproachRBC’s Integrated Approach
to Talent Managementto Talent Management
Amos Herai
HRMATT’s 9th
Biennial Conference
Hilton Trinidad & Conference Center
May 13 2013

2. HRMATT’s 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 RBC’s
enterprise Talent Management approaches and
programmes as well as Caribbean Banking specific
initiatives to advance Talent Management

3. HRMATT’s 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. HRMATT’s 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. HRMATT’s 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. HRMATT’s 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. HRMATT’s 9th Biennial Conference – May
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RBC Vision
Always earning the right
to be our clients’ first choice

8. HRMATT’s 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
• Canada’s Best Employers for New Canadians
(Mediacorp Canada Inc.)
• Canada’s 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. HRMATT’s 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. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC ENTERPRISE APPROACH TO
INTEGRATED TALENT
MANAGEMENT

11. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
RBC’s 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 management’s 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. HRMATT’s 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. HRMATT’s 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. HRMATT’s 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. HRMATT’s 9th Biennial Conference – May
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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. HRMATT’s 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 (5–10 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. HRMATT’s 9th Biennial Conference – May
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RBC CARIBBEAN
INTEGRATED TALENT
MANAGEMENT INITIATIVES

18. HRMATT’s 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. HRMATT’s 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. HRMATT’s 9th Biennial Conference – May
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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. HRMATT’s 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. HRMATT’s 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. HRMATT’s 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. HRMATT’s 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. HRMATT’s 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. HRMATT’s 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 HIPO’s 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. HRMATT’s 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. HRMATT’s 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. HRMATT’s 9th Biennial Conference – May
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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. HRMATT’s 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. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Conclusion
• Integrated Talent Management is a key people
priority for RBC to attain its business objectives
• RBC’s 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
• RBC’s Integrated Talent Management ensures that
RBC has the Talent to maintain its competitive
advantage today and build strategic capabilities in the
future

32. HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013
Q&A