Booz Allen HamiltonEmployee experience/engagement model

Ideation session report (v1 Draft) June 20, 2016

Contents

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A. Informing our thinking B. Ideation C. Post-session thoughts /

follow-up D. Next E. Appendix

SESSION NOTES AT A GLANCEINDEX

A. Informing our thinking

What success looks like

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WHAT WE’D LIKE TO HEAR EMPLOYEES SAY… •BAH makes me better•Opportunities abound•Best and brightest work here —I see a path for myself and don’twant to leave•Career and manager support•Management listens• I feel valued here• I get to grow; try something new

I’m motivated and inspired here!

Headlines from the future

Brand, culture, employee engagement

Booz brand elements — the latest

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•Purpose: Applied perspectives doesn’t capture CEO’s desired sentiment: “Advancing society” •Concept of “Leaving it better than I found it…” was introduced and gained a lot of traction as a possible positioning •A more differentiated way to tie to CEO’s sentiment for purpose •Conveys a sense of stewardship — for the environment, safety, security • It’s scalable, has storytelling legs: [it] can apply to mentoring, BAH, the community, clients, a particular mission, personal impact (defined contextually) •Accessible language, everyone “gets” •Conveys integrity, quality, character •Works two ways for the employee: – “I, contribute to leaving it better than I

found it through the work I do…” – I leave BAH with better skills/

experience/accomplishments than when they arrived here…”

Leaving it better than I found it became the de facto positioning we used to evaluate whether the ideas we generated later in the session were authentic, meaningful and ownable to Booz Allen.

Reframing the challenge

What problem are we trying to solve?

Using a design thinking approach, we try to understand the human needs at the heart of the problem.

•Get people interested in the long game •Help them see and understand the multiple areas that BAH invests in (programming) that can be customized for personal fit •Encourage proactivity •Make people crave a connection

• Inspire people to take advantage of all that BAH has to offer — and how it’s connected •Explain how a person can become a better professional here •Design and communicate the EX in a way that feels attainable for everyone

•Make the information about existing opportunities easy to find •Create a framework to explain what we have to offer (even in the absence of consensus on the underlying “why”) •Develop new, fresh, clean, clever ways to talk to talent

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•5 FSOs • 15 markets •Different locations •etc.

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Holy crap!Mapping the journey

Need to telegraph the message •Awareness •Access •Authenticity •Connection

•The potential journey of an employee could span across several markets, from the Navy, Air Force and NASA in DIG to JHT in CCG to Innovation Services in SIG. •With each new experience comes the possibility to expand your skill sets, work with new teams, grow, learn, lead, etc.

THE BREADTH OF EXPERIENCE YOU CAN GET HERE IS MASSIVE

The latest in engagement

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We reviewed the progression of Deloitte’s model from Mass Career Customization (The Corporate Lattice) to The Simply Irresistible Organization, as well as other trends on employee engagement.. With this frame of reference, we discussed how Booz enables employees to customize several areas of the EX, including: • location/work environment • learning/dev opportunities • teams/people •work (accounts/industries) •career pathways

“On-trend” initiatives underway at BAH or in the planning stages include: •Leadership development – Promoting into positions of responsibility

sooner (based on potential vs. accumulated experience)

– Rotating approx. 10% of leaders annually to gain broader experience (looking to incorporate beyond leadership into the general talent mobility strategy)

•Learning & development: employee-shaped experiences •Recruiting: disrupting the process

Trends

Values

How the values manifest

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AREAS OF STRENGTH The strongest values apparent today at BAH often center around the business and clients:

Professionalism

Integrity

Respect

Client service

AREAS OF WEAKNESS •Transparency (Trust): corporate spin is inauthentic and belies what we stand for – breeds mistrust, misunderstanding and

deflates the spirit

•Teamwork: hard to have team spirit when team members… – don’t understand the underlying business

reasons behind their efforts – don’t feel appreciated or recognized for their

efforts (always “taking one for the team”)

•Prior era of cutbacks still felt •We stopped talking about our values, and this has had a detrimental impact – removed from new hire orientation,

performance evaluations

OTHER ISSUES•Business always comes first (at the cost of people) – Deloitte has an excellent reputation for

investing in their people •Going public minimized partner role — less skin in the game

Personality

Personality through the values lens

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Before starting our brainstorming in earnest, we revisited the Booz Allen brand personality in light of our values discussion.

The brand personality describes the tone and manner of the Booz Allen brand that we want to communicate — in both the things we say and in the interactions we have with clients, employees, and other key audiences. They are the characteristics we project at every touch point, consistently and continually. A general consensus was reached during the meeting (see asterisks). Please see Section C — Post-session Thoughts/Follow-up for additional recommendations.

B. Ideation

Ideation

Brainstorming

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FORESHADOWING We started off the morning riffing on some “X” ideas that turned out to be a good omen…

SETTING THE STAGE As we began our brainstorming session, we set out objectives and criteria

IDEATION Our ideas ranged the gamut. We consolidated them into several large categories before finally arriving at …

MEANING •Variable in a given situation that could have the most significant impact (“imprint”) on the outcome •A noteworthy special talent or quality •An unknown or unexplained element that makes something more interesting or valuable

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Eureka!Ideation

X Factor: a unique, ownable way of talking about Booz Allen’s EX.

VISUALS •Fingerprints — represent your unique imprint •The collective imprints define BAH’s X factor

MARKET• Incentives • Mobility

FSO’S• Development • Role

CORPORATE• Performance • Communication

LOCATION• Environment • People

BOOZ ALLEN “X” Proof of concept from Aimee

C. Post-session thoughts / follow-up

C. Post-session thoughts / follow-up

Tying it all together Brand Employee

Culture

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Culture Purpose

Vision/mission Values

Brand Positioning

Driver Pillars

Personality Story

Employee Promise

EVP Criteria

Leaving it better than we found it is the core idea and common thread. New or refined external expressions of this sentiment are needed for:

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Leaving it better than we found it

Outward expression needed sentiment/idea

Purpose “Advancing society”

Tagline “Leaving it better than I found it”

EVP Making your imprint on the future.

Culture

Employee

Brand

Personality

Personality recommendations

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The ideas from the session can be grouped into 5 categories.A company like Booz Allen looking to communicate a strong employee message needs to show its unique and humanizing personality.

INTELLECT • Together • Curious • Thinkers • Ingenious • Smart • Enterprising

HONOR • Do Right • Integrity • Honest • Candid • Decency

COURAGE • Courage • Fearlessness • Bold

COMMITMENT • Passionate • Impassioned • Spirited • Pursuit of

Excellence

RELATIONSHIPS • Together • Respectful • Human • Caring • Sincere • Collegial

RELATIONSHIPS • Likable • Fun • Social •Good People

We would advise against adopting any personality attributes too similar to the values or too similar to each other. Based on further review of the meanings and relationships among these words, as well as their relation to the values, we would rank the three strongest as:

BOLD | TOGETHER | CURIOUS

The others seem to be repeats — either of the values or from a category already covered under the groups Bold, Together, or Curious.

Recommendation: finalize list • Confirm first three: Bold / Together / Curious • Determine whether to add an attribute from at least one of the

other groups (Commitment / Honor)

C. Post-session thoughts / follow-up

Problem solving

What problem are we trying to solve?

BOOZ POV

I have limited opportunities here

I don’t have support in my desire to grow

professionally

I don’t understand what a career path looks like

for me here

I don’t feel very motivated

Information on professional development is overly

complex and hard to find

The opportunities that do exist here are unattainable

for a lot of people

Can’t they just explain things, plain and simple?

How an employee might talk about these challenges

EE POV

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Thinking about the issues from an employee perspective (rather than a company/employer POV) opens up our thinking and focuses our intentions towards a solution that will resonate with the “end user”.

Employee POV

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A wide range of employee studies has repeatedly shown what matters most to employees…

Multiple sources: see Appendix for detail

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Clear line of site: employees see the connection between their role and company vision and goals.*

…Matters are aligned with BAH employees’ perspectives

21source: Glassdoor 2015-2016 reviews

Reframing the challenge

Reframe. Rethink. Realize.

How can we ensure all employees can thrive at BAH?

The programming, tools, and building blocks exist.

The core issue is communication. No one is seeing the big picture. We’re not getting the message through. Communications are… • disjointed, too separate • too complex and convoluted • uninspiring • inconsistent

Improve the form & content of our communications to convey how BAH enables employees to thrive.Content • Organize the areas of information logically and elegantly • Describe each of the components — and the interplay among

them — in plain English

Form • Develop a unifying narrative to clarify the message • Package: employ structure, style, and other techniques to

effectively reach and inspire audiences

Core themes to incorporate • Become a better professional here • Be proactive • Customize for your personal fit

Fundamentals • Accessible to all • Information is easy to find, understand • Manager support

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C. Post-session thoughts / follow-up

Solution building

Mapping the journey

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The more the better

BAH offers depth and breadth — something employees increasingly value in today’s market. Relevance matters.

b

Workforce 2020, SAP Success Factors

Forbes, The Top 9 Things That Ultimately Motivate Employees to Achieve

Employees are motivated to achieve to remain relevant…This is an opportunity for leaders to get involved and understand how to build the depth and breadth of their employee’s skill sets and aptitudes.

For employees, obsolescence is a bigger concern than layoffs.

Mapping the journey

Experience mapping

b

Group leadership

Accounts (examples)

Individual clients(C1 | C2 | C3…)

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•Each color grouping of X’s represent the potential journey of one employee • For each employee, the number represents their chronological progression of work experiences. For example, in Cyber FSO, the person’s assignments progress from:

(1) DIG: Navy > (2) DIG: Space > (3) CCG: Fed >> (4) SIG: Digital > (5) SIG:Innovation Services The darker tone represents a promotion up a level (between assignments 3 and 4)

• a part or element that contributes to a result • an element that influences something • to consider something relevant when making a

decision or conclusion – you “factor in” relevant considerations and

“factor out” those that are not relevant

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X

X Factor

Factor• an unknown quantity or a variable • off the charts • extra • extreme • extraordinary • to indicate choice, as on a ballot or

examination • power of magnification: a 50x telescope • crossing / crossed with • (used at the end of letters to indicate a kiss) • (used to indicate multiplication) 8 × 8 = 64 • (used between figures indicating dimensions)

by: 3″ × 4″ • (used to indicate a place or point on a map

or diagram) • a person, thing, agency, factor, etc., of

unknown identity

Meaning

X Factor

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Meaning to employees

Define your X Factor(s) Tie to imprint concept. Fingerprints represent your unique imprint.

The unique thing about Booz Allen is you.

How do you want your experience to stand out? What are the things that matter most to you? Customize your experience at Booz Allen accordingly.

MARKET• Incentives •Mobility

FSO’S• Development • Role

CORPORATE• Performance •Communication

LOCATION• Environment • People

YOU

All the individual imprints form part of a whole, defining BAH’s X factor

Your X is our whY

C. Post-session thoughts / follow-up

Competitor considerations

PwC career site for students

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Define Your X Factor

Understand Your whY Factor

Eliminate Your Zzz Factor

http://www.pwc.com/us/en/careers/campus/programs-events/personal-brand/define-x-factor.html

Deloitte — brand makeover

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A unique perspective can change everything

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Deloitte — careers messaging

…a place where leaders thrive What impact will you make?• others here made me better • forget professional life…what

do you crave as a human

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Competitor considerations — thoughts and key takeaways

Other professional services firms — direct competitors or otherwise — keep “getting the jump” on language we wish to own. This will keep happening the more BAH hesitates. PWC

X Factor is not used by pwc the way Booz would, so there would probably be no direct conflict

DELOITTE

•Where leaders thrive is similar to the proposed positioning line for Booz: Where leaders go. In Deloitte’s case, they use it strictly for careers messaging. Even so, if they continue to repeat this line more and more as they roll out more content, Booz may risk sounding “me too” if they launch a tagline too similar in a few months • The interrogative “What will your imprint be?” is too similar to Deloitte’s What impact will you

make? line. While we shouldn’t use that end line, the concepts of thinking + doing and perspective + imprint is still something Booz can message around • Finally, Leaving it better than we found it is still ownable, perhaps if we hurry!

D. Next

Brand, Culture, EVP

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Tying it all together

• Interview Horacio to inform purpose and finalize other elements of the corporate and talent brand

•Using Leaving it Better than I/we found it as the core idea, ideate concepts for:

– Purpose

– Corporate tagline?

– EVP

•Finalize personality

•Other elements…

Outward expression needed sentiment/idea

Purpose “Advancing society”

Tagline “Leaving it better than I found it”

EVP Making your imprint on the future.

Culture

Employee

Brand

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Solution building

X FACTOR

•Organize and develop content around the X Factor theme

•Design visuals

•Create applications

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Other items

•Complete active SOW work

– Talent brand, RoleCall, prospeX

– start Pilot 3

•Refresh boozallen.com/careers

•Communications plan for purpose, refreshed values, etc., once final

•Socialization and activation for talent brand

E. Appendix — source information

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Source information

•eremedia.com-Heres Why Your Employees Are Just Not That Into You • forbes.com-The Top 9 Things That Ultimately Motivate Employees to Achieve • juiceinc.com-Beyond Engagement strategy 5 Tap into what matters most •mckinsey.com-Motivating people Getting beyond money.pdf • trackvia.com-What Matters Most To Your Employees 4 Surprising Findings •Workforce 2020: The Looming Talent Crisis, SAP Success Factors