1. FY12 Talent Reviews
Talent Review Toolkit
Global Talent
February 2012
Final Version
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2. Content
• Talent Review Program Overview
• FY 12 Talent Review Timeline
• Calibration Toolkit
• Appendix
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3. HPCO Talent Review Program
The annual Talent Review is HP’s core process for identifying internal
successors for HP positions
Our key focus for FY12 is to:
1. Develop leaders internally and promote from within
2. Develop ―ready now‖ successors to assume key positions
3. Secure HP’s future by building a pipeline for leadership talent from within the company
4. Focus on our employees’ career aspirations and the development needed for
continued career growth
5. Begin introducing Potential as a key talent measure starting at the Executive level in
FY12 to full integration into the FY13 Talent Reviews
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4. FY 12 Talent Review Timeline
Activity JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Executive Talent Review with full EC
All day meeting with full leadership team reviewing global top
200+leaders.
Quarterly People Reviews
In depth sessions with each business (Business Group/Function
Leader and HR leader attend) with CEO and EVP HR.
ETR Updates
Update meetings (1 hour) with all Business Group/Function
Leaders updating development progress of key leaders.
Succession Planning Review with Board
CEO & EVP HR lead discussion with full Board on top global
talent with focus on succession.
Business Group/Global Function Talent Reviews
Business led Talent Reviews
Specific scope and timelines will be determined by each
Business/Global Function Group.
Mid-Year Performance and Career Development
Conversations
Employee & Manager performance and career conversations
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5. Calibration Toolkit
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6. Calibration Session Desired Output and
Expectations
Desire Output
– Calibrate on Talent
– Identify and document action items
– Vet succession plans
Expectations of the day:
– All data and discussions to be kept confidential
– Discussions to be fact based; try to provide specific examples to support feedback
– Respect input from others; be willing to change views
– Create clear development plans and be committed to following up on actions
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7. Sample Calibration Session Agenda
1. Review the business
strategy, challenges, and the people
implications
2. Calibrate on Potential using the 9-Box
3. Review the Org/Succession Chart
4. Review High Potentials further in the
organization
5. Review Talent Profiles as required
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8. 1: [BG/GF] Business Strategy, Challenges, People
Implications (Sample)
Strategy Challenges People Implications
• Grow could-based document-centric • Unable to run differentiated operating • 18% of talent base is Gen Y who are
commercial solutions and services models for premium vs. volume attracted to and retained by
• Drive web and mobile content • Product BUs isolated from market CI alternative workplace benefits and
solutions in installed base • Increased complexity and short-term reward strategies
• Accelerate analog-to-digital focus from region influence • Limited talent with ability to strategize
transformation graphics • Lack of operational synergies in & execute across the enterprise
• Grow long-term, high-value recurring supply chain across product BUs • Lack of leadership to drive innovation
businesses & execution
• Complete organizational design and
alignment for optimal performance
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9. • High Potential (HiPo): Boxes 1, 4, 2
2: [BG/GF] 9-Box • Well Placed (WP): Boxes 3, 5, 6
• Individuals with <6 months at HP, can be
noted as Too New
3 2 1
Significantly Exceeds)
High (Exceeds,
Current Performance
6 5 4
(Achieves)
Medium
9 8 7
Low (Does Not Achieve,
Partially Achieves)
Diversity Key
Well-Placed/Low Medium High
Female
US Ethnicity Growth Potential
Female & US Ethnicity
Too New to Rate:
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10. Diversity Lens: Successor Readiness:
Female =  Ready Now
3: [BG/GF] Org/Succession Chart US Ethnicity = 
Female & US Ethnicity = 
Ready 1 – 2 Years
Ready 3 – 5 Years
External Hire
Name 
Business Group: Title
Report(Span): 99 (99,999)
Perf/Pot/Risk: NA/NA/TBD
Ready Now Coverage Hired On: mm/dd/yyyy
XX % Nationality: USA
3 Successors
Jane Employee 
Jane Doe 
John Doe 
Name Name Name Name Name
Title Title Title Title Title
Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999)
Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L
Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy
Nationality: USA Nationality: USA Nationality: USA Nationality: USA Nationality: USA
Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors
Jane Employee  Jane Employee  Jane Employee  Jane Employee  Jane Employee 
Jane Doe  Jane Doe  Jane Doe  Jane Doe  Jane Doe 
John Doe John Doe John Doe John Doe John Doe
Name Name Name Name Name
Title Title Title Title Title
Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999)
Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L
Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy
Nationality: USA Nationality: USA Nationality: USA Nationality: USA Nationality: USA
Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors
Jane Employee  Jane Employee  Jane Employee  Jane Employee  Jane Employee 
Jane Doe  Jane Doe  Jane Doe  Jane Doe  Jane Doe 
John Doe John Doe John Doe John Doe John Doe
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11. 4: [BG/GF] High Potential List (L3s and select
others) Current
Name Role/BU/GF Strengths/Accomplishments Development/Actions
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12. Appendix
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contained herein is subject to change without notice. Confidentiality label goes
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13. 9-Box
Place Employees in 9-Box based on Performance and Growth Potential Definitions
Potential ratings and review in Calibration Sessions to High: Potential to move 2 levels within 3-
determine final Potential Rating. 5 years, 1 level within 3-5 years for L2+,
or lateral move with increased
responsibility or scope.
Medium: Potential to progress at least 1
job level or laterally with increased
responsibility or scope in the
organization over time.
Low/Well Placed: Appropriately placed,
may move laterally to apply their
expertise in other positions with similar
scope but unlikely to move into broader
role or role with greater scope of
responsibilities.
• High Potential (HiPo): Boxes 1, 4, 2
• Well Placed (WP): Boxes 3, 5, 6
• Individuals with <6 months at HP, can
be noted as Too New
Diversity Key
Too New:
13 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information Female
contained herein is subject to change without notice. Confidentiality label goes here US Ethnicity
Female & US Ethnicity

14. 9-Box Descriptions
Significantly Exceeds)
3 2 1
High (Exceeds,
Well-placed, valued performer. Subject matter
Highest performer. Potential to rapidly Highest performing,
experts. May move laterally to apply their
progress to increasingly higher levels of current and future leaders.
expertise in other positions with similar scope.
leadership.
Performance
6 5 4
Current
(Achieves)
Medium
Well-placed, effective performer. Likely in the Effective performer with future potential to take Potential for rapid or near-term growth to a
right role for now, but may assume greater on expanded role within the same level and/or key leadership position within the Company.
expansion in the future based on performance advancement based on demonstrated
and development. performance.
9 8 7
Achieve, Partially
Low (Does Not
Achieves)
Under performers with limited advancement Potential for expanded scope/responsibility Ability to progress directly tied to improved
potential. May not be able to keep up with exists only with improved performance. May performance. Not a likely combination.
changes to their present role. Consider include those recently stretched into a new
appropriate actions. and/or misaligned role.
Well Placed/Low Medium High
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Growth Potential
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15. High-Level Development Action Guidelines
Significantly Exceeds)
• Develop in role or lateral move • Consider promotion or put in stretch role • Consider promotion and global move
• • •
High (Exceeds,
Action Learning Action Learning Action Learning
• Strategic Projects/Assignments • Business Problem Solving Forum • Business Problem Solving Forum
• Exposure/Networking • Strategic Projects/Assignments • Strategic Projects/Assignments
• Internal or external technical training • Internal or External Coaching • External Coaching
• Exposure/Networking • Exposure/Networking with Sr. Leaders
• Consider for Key Talent Program • Key Talent Program
• Internal or external training • Internal or external training (e.g., MBA)
• Consider promotion or put in stretch role
Performance
• Develop in role or lateral move • Consider promotion or lateral move • Action Learning
• Action Learning •
(Achieves)
Current
Action Learning • Business Problem Solving Forum
Medium
• Strategic Projects/Assignments • Strategic Projects/Assignments • Strategic Projects/Assignments
• Internal training • Internal Coaching • Internal or External Coaching
• Exposure/Networking • Exposure/Networking
• Internal training • Consider for Key Talent Program
• Internal or external training
• Move out of role/organization • Redeploy w/ performance improvement plan • Develop in role or move to new role
Achieve, Partially
Low (Does Not
• Performance improvement plan • Action Learning • Action Learning
Achieves)
• Internal training • Internal training • Internal Coaching
• Exposure/Networking
• Internal or external training
Well Placed/Low Medium High
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Growth Potential

16. Why Move to Potential Rating?
Current Future
• Performance • Performance
Talent Criteria Talent Criteria
• Promotability • Potential
• Differentiation
• Market Calibration
• Promotability focuses on readiness to take on the next position; Potential focuses on the employees’ ability and aspiration for
longer-term growth in more than one position
• Simplifies talent assessment process, which provides better quality data and decision making; moves from four lenses to two
while still considering relative performance and potential
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17. Guiding Principles
1. Define Potential by future runway; performance is the price of entry
2. Develop all talent, with an increased focus and investment in our High Potentials
3. Ensure diverse representation in High Potential pool
4. View High Potentials as HPCo. talent
5. Hold leaders accountable for developing and ensuring success of High Potentials at all levels (i.e., IC
to Executive) with support from HR and Talent Managers
6. View High Potential label as fluid (allow for flexibility in career stages and life events)—not
permanent—and continue to invest in identified High Potentials over a sustainable period of time
7. Take calculated risks to stretch High Potentials for development and career growth. Increase risk
tolerance and provide support to enable their success
8. Communicate how we define Potential transparently to all talent review participants
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18. 2As of Potential Ability Aspiration
To determine Potential, consider the following questions.
Ability Aspiration
Does this person… 1. What do they want to do in the near-term or long-term?
1. Make decisions and take actions based on the HP values? 2. Do they desire to move into a more senior position within HP?
2. Achieve objectives by influencing others, even without direct 3. Do they proactively seek out ways to contribute beyond their
authority? defined role?
3. Inspire, engage, develop and empower others? 4. How well do they learn from experiences and work to
4. Anticipate future trends and challenges? continuously better themselves?
5. Create and contribute to breakthrough strategies that advance the 5. Are they willing to relocate, travel, or work on a short-term
growth of HP and compellingly communicate them? global project now or in the future?
6. Deliver outstanding value and exceed the expectations of internal
and external customers and partners?
7. Build trusting, long-term relationships with customers and
partners?
Key Inputs • End-of-year One Conversation
• Mid-Year Performance & Career Conversation • Employee’s aspirations from Talent2Win employee profile
• EEI and MQI VoW scores
Note: Adapted from research by Hewitt Associates and Corporate Leadership Council (CLC).
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