Future-Focused Rewards - Risk - Retirement - Health | Aon · Future-Focused Rewards ......

Future-Focused Rewards

Preston J. Handler

Robert E. Rothschild, CCP

2010 Total Rewards Conference & Exhibition

Your Presenter(s)

Preston Handler, [email protected]

Robert Rothschild, Canon

[email protected]

About Canon


About CanonFounded in 1937

Global net sales: $44.9 billion

Global employees: 167,000

Canon USA employees:2,400

Canon Americas employees: 11,000


Strength Through Diversification

25% Business Machines 65%

Office Imaging Products

Monochrome NW MFDsOffice color MFDsFull-color copiersPersonal PPCs/MFDsOther products

Cameras Digital camerasDigital video camcordersFilm camerasLensesLCD projectorsOther products

Optical & Other Products

Semiconductor systemsLCD exposure systemsBroadcasting equipmentMedical equipmentOther products

Business Information Products

Document scannersHandy terminalsElectronic dictionaries

10%

2.0%

36%Computer Peripherals

LBP and MFP PrintersInkjet printersInkjet all-in-onesImage scannersOther products

27%

Calculators Other products

$44.9 billion

Source: Canon Annual Report Canon Global

2008 Global Sales Breakdown by Product Category


Kyosei philosophy“All people, regardless of race, religion, or culture, harmoniously living and working together into the future”

Seek to foster good relations with customers, communities, nations, and the environment

Contribute to global prosperity and the well-being of humankind

In accordance with the philosophy of kyosei, Canon will continue contributing to society through technological innovation, aiming to be a corporation worthy of admiration and respect worldwide

http://www.usa.canon.com/templatedata/AboutCanon/envirothon.html

The Case for (Transformational) Change


Why Change Now?To keep up with the changing business world, Canon has to upgrade its business practices and talent profileWe’re not the company we used to be; In just over two decades we went from one billion dollars to twelve billion dollars in net sales While the company is doing well, now is the time to revitalize the HR system, to ensure alignment with changing business drivers and emerging human capital needs

Presenter

Presentation Notes

1984: 1 Billion in Gross Sales 2007


Current and Desired States

Current State

• Purveyor of stand-alone products

•

Evolutionary business culture

•

Bias toward stability/equilibrium

•

Reactive to business changes

• Transaction-focused HR function

Desired State

•

Create customized “solutions”

•

Transformational business

culture

•

More bias to action and

reinvention

•

Proactive posture on business change

•

Strategic, customer-focused HR function

Business Character and Culture


Current and Desired States

Current State

• Neutral to cultural changes

• Pay-for-pulse culture

•

Internal equity focus

• Collection of loosely related programs

• Complex, hierarchical job structure

• Discrete communication

Desired State

• Support or drive cultural changes

• Pay-for-performance culture

•

External market focus

• Integrated strategy and programs

• Single, defined, flexible job structure

• Clear/comprehensive communications

Character of Pay Programs


Human Capital Management (HCM) Framework

Deep Expertise

Longevity

New Skill Sets

Workforce Adaptability

Flexibility

Workforce Mobility

Productivity Quality Innovation Customer Satisfaction

Key Performance Drivers

Economic Value Added

TM / Revenue Growth / Market Share / Stock Performance

Business Results

Human Capital ProcessesCareer Development

Performance Oriented Awards

Succession Planning

Dual Career Tracks

Competency Management

Canon AcademyCareer Bands

Employee Engagement

High Performance Orientation

Human Capital Capabilities

Tier 1

Tier 2

Tier 3

Tier 4

The Plan of Attack


Corporate Performance

Attract, Retain and Motivate Talent

Our HR StrategyCompetencies


Create tools and measures to more objectively and more accurately evaluate employee performance and behavior and serve to identify development needs

Build a high-potential identification, development and succession planning systemFocus on continuous learning as a source of competitive advantage

Develop competitive and motivating rewards that are performance based

Define title hierarchy, job position responsibilities and career paths

Our HR Strategy


Project Guiding PrinciplesIf we are to be successful, the outcomes of this project must be:

Carefully integrated—We will need to work closely with the other project teams to create a cohesive HR systemThoroughly validated—We will seek to draw guidance from and build buy-in among those most impacted by the programs we develop

Executive interviews, employee focus groups, frequent Committee updates, Project Team meetings, check-ins with subject matter experts

Extensively communicated—The best design will fail if it is not properly implemented, with adequate time for training and communicationOwned by the line—What we are developing are management tools, not HR programs and policies


Guiding Principles of the HR SystemWhen creating the HR system, the guiding principles we used were:

Longevity-based to maintain a culture and environment that encourages employees to stay with Canon

Flexible To meet the unique needs of the individual business units, groups, and employees

Performance oriented to create an accountable, high-performance culture at Canon

The Design Phase


Which best characterizes your approach to managing talent?

Strategy Setting

Career Flexibility

Career Predictability

3

1

2

4

5

Current Future

Rewards programs often are impacted by the degree to which a company develops and promotes its talent by setting relatively stable career paths, or by providing multiple (not always pre-

established) paths for growth and advancement


Which best characterizes your approach to managing talent?

Strategy Setting

Career Flexibility

Career Predictability

3

1

2

4

5

Current Future


Performance OrientationNonexistent Aggressive Ruthless

No ratings(counter cultural)

Forced

distributionBottom 10%-20%

removed

No differentiationbased on

performance

Top performers

receive 2.0-3.0X of

average performerswith no cap

Top:Avg

>3.0%

(usually a carve–

out for top 5-10%);

no cap; no

position in range

No differentiationbased on

performance

2nd

lowest rating

gets 0%; average

rating gets

nominal increase

Average rating

gets 0%

No individual

component

Individual

component

25-40% of total

opportunity;

formulaic or MBOs

Individual

component

>40% of total

opportunity;

MBOs

Management of

Performance

Ratings

Merit Pay:

High Performers

Lip Service Balanced

Ratings fall as

they mayDistribution

guidelines

Top performers

receive 1-1.5X of

average performers

Top performers

receive 1.6-2.0X of

average performers

Lowest rating

gets 0%2nd

lowest rating

nominal increase

Individual modifier

+/-

5%;

discretionary

Individual modifier

+/-

10-15%;

formulaic

Merit Pay:

Low Performers

Variable Pay

Collaborative Culture High Performance Culture

Paternalistic “Tough Love”Management Style

Work Environment


Band ABand ANonNon--ExemptExempt

Band BBand BExemptExempt

Band CBand CSenior Exempt

Band DBand DManagement

Band EBand ESenior Management

Band FBand FExecutive

Canon USA Career Bands

Presenter

Presentation Notes

Here’s an illustration of our new six-band structure. It is hierarchical, from non-exempt employees in Band A up to executives in Band F. It is pyramidal, in that most employees are in Bands A and B, with fewer employees in each Band as you go up the structure. You’ll notice also that Bands C, D, and E are split into a managerial track and an individual contributor track. The latter will have greatest application in IT, but it also represents a new way of thinking throughout CUSA. Managerial track jobs are assigned to bands on the basis of title. For example, all Directors are in Band E, and all Managers are in Band D. Our new set of “available” titles is limited to those you see here. Each title has been defined, which will make it easier to title new positions and make decisions about promotions.


HierarchyHierarchies provide clear markers that let us know how far and fast we are climbing the ladder of success

Identity and self-esteem are tied up in our organizational station and title

Hierarchies fulfill our deep need for order and security

Hierarchy is inevitable and necessary in an organization of sufficient magnitude and complexity

Source: “Why Hierarchies Thrive”, Harvard Business Review, March

2003


Band DesignSupervisory jobs assigned to bands based on title

Title criteria have been developed

Non-supervisory jobs assigned to bands on basis of FLSA classification and role

Competencies based on bands

Bands do not have pay minimums and maximums; competitive compensation is managed through market clusters

The bands can be used to determine eligibility for certain privileges and to differentiate target award amounts for the incentive plan

Canon Academy participation based on bands


Important to Recognize…Broadbanding is not a guaranteed solution

Broadbanding is more of a career management support vehicle than a salary administration tool

Broadbanding helps support organizational change; by itself, it will not be successful in reshaping organizational values

Training and education should not be under-committed; success depends more on implementation than design


PromotionsWith the introduction of Broadbanding, Canon USA will recognize and reward three types of career advancement:

Band-to-Band Promotions—Movement to a different job in a higher Band

Within-Band Promotions—Movement to a different job in the same Band

Role Enhancement—Adding significantlymore value within the same role

No distinctions will be drawn between

band-to-band and within-band

promotions from a pay standpoint

Organizations use various

names to describe this kind

of advancement:

Career MoveDevelopment MoveGrowth MoveProfessional DevelopmentRole ExpansionCompetency Progression


Career Pathing StrategiesElite Individual

Contributor (IC) Program Dual Career Ladders

Primary DriverRecognize, reward, and retain top IC’s

Advance technology

Advance technologyCreate career path for IC’s

Improve quality of managers

1% of total 30-35% in advanced IC track

Normal promotion processNomination

Role profile criteria and job openings

Based on individual characteristics

Typically remain in expert/ elite technology role

Encouraged to move across tracks

Population SizeHow Chosen

Selection Criteria

Mobility

Secondary Driver





Band DBand DMgmt.

Band EBand ESenior Mgmt.


ManagerialManagerialTrackTrack

IndividualIndividual

CContributorontributor

TrackTrack

Canon USA Career Bands

Presenter

Presentation Notes



Role Profiles

Key R

esponsibility & R

ole Criteria

Direct C

ompensation

Perquisites

Benefits

Other B

enefitsExecutive Competencies Perform

ance Managem

ent

Training

Total Rewards


Individual Individual ContributorContributor

TrackTrack

Sr. Management Competencies

Management Competencies

Supervisor Competencies

Exempt Employee Competencies

Non Exempt Employee Competencies

Competencies in the HR System


What are Canon Competencies?

A category of behaviors, knowledge and motivations associated with success or failure in a job family

Competencies define clear and measurable “performance standards” for how an employee must behave in order to reach their objectivesCompetencies provide the glue that integrates and holds together related Human Resources systems and programs

Competencies provide a common language that allows people to talk about what success looks like in an organization

Competency Model Management


A Sales B C D E FBand:

The Canon Competency ModelCompetencies Arranged by Career Band


Sample Pay Mix

Base Salary, 95%

Bonus, 5% Base

Salary, 94%

Bonus, 6%

Base Salary, 93%

Bonus, 7%

Base Salary, 89%

Bonus, 11%

Base Salary, 80%

Bonus, 20%

A

B

C

D

EPay mix will approximate market (shown),with adjustments made to ensure areasonable band-to-bandprogression of

bonus targets


Sample Merit DesignSample Merit DesignProvide a merit increase budget to each division, reflecting market trends and Company/division performance

Provide performance-based merit increase guidelines

Provide training and advice to managers in effectively using the guidelines

Rating C/R Low C/R High

Outstanding N+3 N+2Exceeds Expectations N+2 N+1Meets Expectations N NMeets Some Expectations N-1 0.0

Needs Improvement 0.0 0.0Unacceptable 0.0 0.0

Prior Guidelines

New Guidelines


Merit Increase Decisions—Tools for Management

Desired Degree of Differentiation

Man

ager

Com

fort

with

Diff

eren

tiatio

n

Across-the-board increase

Budget

Merit guidance

Relevant data provided

Budget

Relevant data provided

Managers held accountable


Merit Matrix

–Ranges in each cell

–Moderate slope

Manager training

Merit Matrix

–

Ranges in each cell

–

Aggressive slope and/or carve-out

Manager training


Merit Matrix

–

Discrete values

–

Moderate slope

Merit Matrix

–

Discrete values

–

Aggressive slope and/or carve-out


Impact of Changing TitlesOrganizations that move to broadbanding frequently consolidate titles

A window of opportunity to “clean house”

Reinforces the new compensation approach

Mirrors the flatter job structure

Effective communication is critical

Will be viewed by someas a personal takeaway

The good news is, few employeesremain negative about titleconsolidation

12%Negative initially

and ongoing

37%Neutral

(No reaction)

8%Positive

43%Negative, then

accepting


Implementation of Title Changes

Director & GMDirector & GM

Director & AGMDirector & AGM

Asst. DirectorAsst. Director

Asst. ManagerAsst. Manager

Sr. DirectorSr. Director

Sr. DirectorDirector

Sr. DirectorDirector

DirectorSr. Manager

DirectorSr. Manager

ManagerSr. SpecialistSupervisor

ManagerSr. SpecialistSupervisor

We will continue to have Sr. Director, Director,

Sr. Manager, Manager and Supervisor titles

We will continue to have Sr. Director, Director,

Sr. Manager, Manager and Supervisor titles


Title Validation TableTitle Proposed Title Org Layer

Org Criteria Met?

Supervisor TitleSupervisor

Criteria Met?

Direct Subordinates

Total Subordinates Title

Definition met?Exempt Non

Exempt Exempt Non Exempt

Manager, Income Property Tax

Manager, Income Property Tax Department Yes Director,

Income Property Tax Yes 2 1 2 2 Yes

Manager, Supply

Sr. Specialist, Supply Department Yes Senior Director,

Beauty Products Yes 0 0 0 0 No

Director, Telephone Operations

Director, Telephone Operations Sub-Division Yes Vice President,

Local Network Comms Yes 2 4 2 6 Yes

Senior Director, Electronic Supply

Senior Director, Electronic Supply Sub-Group Yes Vice President,

Electronic Equipment Yes 4 0 5 0 Yes

Senior Director, Design

Senior Director, Design Sub-Group Yes Vice President,

Design Yes 2 0 2 6 Yes


Title Hierarchy—Non-Managerial Title CriteriaNonexempt Positions Job Factors

Coordinator Brings together several facets of operations to ensure maximum efficiency and effectiveness

Operator Operates computer equipment, peripheral equipment, data entry devices, switchboard, or telephone console

AssistantPerforms duties such as copying data, compiling records, filing,

tabulating, posting, distributing mail, and other clerical duties

Technician Applies to jobs requiring knowledge or certification to perform within a “technical”

function

These titles are assigned based on the nature of the work being performed and are not intended to be hierarchical

Exempt Positions Job Factors

Administrator Oversees the day-to-day execution of programs, policies, and procedures

Analyst Researches, plans, and evaluates the effectiveness and viability

of processes, systems, procedures, or methodologies

Specialist Possesses specialized knowledge or skills in a particular functional area

Architect Defines standards, policies, and procedures for the organization

in area of technical specialization

These titles are assigned based on the nature of the work being performed and are not intended to be hierarchical

Advanced Individual

Contributor Positions Job Factors

Senior Specialist Possesses technical expertise and significant practical experience in a particular functional area

Consultant/AdvisorServes as a subject matter resource within a function, contributing to the development of company concepts and providing creative and effective solutions

Fellow Applies their vast amounts of technical experience to make a significant contribution to the success of CUSA

Distinguished Fellow A rare individual who possesses a certain “je ne sais quoi”; brings CUSA external adulation

These titles reflect a progressively higher degree of experience, expertise and impact. Fellow and Distinguished Fellow only apply to functions with a formal dual career ladder

Presenter

Presentation Notes

Manager以下のポジションについても同様である。現在　Coordinatorのように同じTitleである部門ではNon Exempt ある部門ではExemptという例や　ある部門ではAdministrator > Coordinator　ある部門ではCoordinator＞Administratorという例もある。つまり、DefinitionとTitle　Hierarchyが明確になっていないので、再定義する。


SupervisorSupervisorSales

Manager

Sales

Director


Administrator/Coordinator/Operator/Assistant/Representative/Technician



Band DBand DMgmt.

Band EBand ESenior Mgmt.


Sr. ManagerManager

Sr. Director Director

EVP/SVPVP


IndividualIndividual

CContributorontributorTrackTrack

AdvisorArchitect

Fellow

Analyst/Engineer/Sales Representative/Specialist

SupervisorSupervisor Sr. Specialist/Sr. AnalystSr. Engineer/Account ExecSr. Specialist/Sr. Analyst

Sr. Engineer/Account Exec

Titles by Band

Presenter

Presentation Notes


The Implementation Phase


BenchmarkingWhat Is Benchmarking?

A process that organizes, consolidates, and broadly describes all of CUSA’s jobsProcess facilitated by HR; full involvement and accountability on part of functional managementBenchmarking affords CUSA a number of benefits, including:

Simpler, more understandable job documentationEnhanced consistencyPlatform for more effective career pathingCloser alignment with market

An essential first step in CUSA’s hierarchy developmentAvoids “garbage in, garbage out”Enhances credibility


BenchmarkingBenchmarking Process

For each functional area, identify sub-functions and job families

Identify Benchmark Jobs for each job family (the goal is to eliminate redundant titles)

Develop role profiles for each Benchmark Job using existing internal position descriptions and external survey definitions

Map current positions to the new Benchmark Jobs

Market price each Benchmark Job to determine pay cluster

Everything will be validated with management…they own it!


Administration

Describing the organization in this format enables the individual to see how his/her job fits into the structure

Benchmarking: Mapping the OrganizationFunction Sub Function Discipline Job

General Management

Admin. Support

Central Services

Office ServicesOffice Services

Security

Facilities

Facilities Coordinator III

Facilities Coordinator II

Facilities Coordinator I


New, Streamlined Job DocumentationRole Profiles

One-page descriptions of what theposition requires the job holder to:

Do (key responsibilities)Display (key competencies)Deliver (expected results)

Help us develop consistent jobdescriptions which are usefulin a variety of situations

Allow us to compare therequirements of the job withthe definitions of the bands tofacilitate band placementContribute to our ability toaccurately benchmarkpositions against the marketProvide managers andemployees with a frameworkfor discussion of performanceexpectations

Replaces current documentation format

Role Profile: Senior Product AnalystCI02

Role Snapshot:

Responsible for investigating business opportunities and developing business plans for the implementation of new products and new markets. Responsible for developing feasibility analyses for collaboration or combination with other companies

Track: Individual Contributor

Band: D

Key Responsibilities (“Do”) Strategic Planning and Corporate Initiatives

⎯ Responsible for targeting and consulting with potential market participants, developing pricing schema and detailed revenue models, and selecting initial product offerings for new markets

⎯ Actively participate in senior-level, highly sensitive discussions involving the strategic direction of CUSA ⎯ Responsible for analyzing the potential impact of collaboration with other markets, or combination with other

entities, for new business ventures New Product Implementation

⎯ Manage design and implementation of CUSA’s new index options marketplace. Responsible for developing project scope and goals, leading large multi-departmental teams, selecting initial products, preparing cost/benefit and break-even analyses for each product, and negotiating all agreements with licensors and vendors

Competitive Intelligence ⎯ Conduct primary market research and prepare comparative analyses of other exchanges, including their financial

performance, products, strategic initiatives, and participants

Key Competencies (“Display”)

Competencies

Knowledge and Skill

In-depth knowledge of professional field requiring intensive academic preparation (college degree) May assist in the development of new methods and procedures

Problem Solving/ Innovation

Resolution of problems requires analysis of facts and general principles Varied courses of action require judgment and adaptation of existing philosophy

Freedom to Act

Freedom to choose methods within defined procedures and standard practices Sets own work schedule to meet established objectives

Impact/ Decision Making

Has a significant impact on small department/function or large work area/sub function Contributes influence to decision making process as an advisor

Interaction Uses skill of persuasion in communication

Information and issues are of complex nature

Results Expected (“Deliver”) Proposals on business strategies Financial models

Other Expectations Creative and independent thinking Drive and ability to work independently as required Strong competitive analysis and financial modeling skills

Presenter

Presentation Notes

Every employee receives 3-D glasses to read their profile. It’s as exciting as Avatar.

http://www.usa.canon.com/


Assigning Jobs to Bands

A key issue to consider1 All jobs are “considered equal”

and share a midpoint2 Bands are segmented into “zones”,

each with its own midpoint3 Each job in the Band has its own

Market Reference Point (“MRP”)

$220K

$160K

$280K

Minimum

Midpoint

Maximum

CFOCHO

CMO$220K

$160K

$280K

$200K

$180K

$240K

$260K

Midpoint

Midpoint

Midpoint

ZONE 1

ZONE 2

ZONE 3

Band F Band F Band F

CFO

CHO

CMO

$255K

$230K

$175K

CFO

CHO

CMO

Hypothetical salary data


About Market ClustersCUSA, as with many organizations with broadbands, is assigning its jobs to bands on the basis of role. For example, all directors will be in Band B, and all managers will be in Band C.Competitive compensation levels, however, may vary considerably from role to role within a band, and CUSA needs to react accordingly. Therefore it is establishing “market clusters” to anchor positions to competitive pay levels within the bands.Clusters are “drawn around” jobs that have similar market value within the band. Typically a band has 5-8 clusters, depending on the spread of market values.Clusters provide managers with a useful frame of reference for making pay decisions. They are not intended to be “hard and fast” upper or lower limits of pay.Clusters are typically not communicated to employees (except people managers), lest the clusters be viewed as anything other than a way to organize market data.


Value Reference Ranges -

Example

All three jobs in this example are assigned to Band E by virtue of title

All three jobs are in different Value Reference Ranges because of the variance in market values among them

Each Value Reference Range is 75% wide, affording ample room to accommodate growth in employee salaries

Band EBand ESenior Mgmt

$81K$81K $141K$141K

Director, Real Estate Tax(Value: $113K)

(Employee Salary: $118K)Director, Sports Marketing

(Value: $151K)(Employee Salary: $132K)$96K$96K $168K$168K

Sr. Director, Operations(Value: $174K)

(Employee Salary: $158K)$116K$116K $202K$202K


Presenter

Presentation Notes

To further illustrate the point, here are three sample jobs in Band E. The Value Reference Ranges are different because of the variation in market value of the jobs.


Be Careful of the Message Clusters SendClusters are NOT

grades

Grades Clusters

Grades define the limits of payGrades are typically communicated

Eligibilities are typically tied to grade

Clusters provide market referencesClusters are not communicatedNo eligibilities are tied to cluster


Benchmarking Report Benchmarking Report --

ExampleExampleSample TemplateSample Template

Name Location Current Title Band Salary New Title Title Change Type DivisionJones, Bob Lake Success Clerk, Stock A $20 – 35 $27 Assistant, Stock Title Construction Changed Broadcast & Communications

Smith, Peggy Itasca, IL Director, Sales Regional E $88 – 154 $93 Director, Sales Regional N/A Broadcast & Communications

Chen, Stanley Norcross, GA Sr. Manager, Regional D $52 – 90 $57 Sr. Manager, Regional N/A Broadcast & Communications

Value Reference

Range



Introducing the New Canon Human Resources Program

With our engaged, motivated, and talented people,our possibilities

are limitless and our successful future

is assured.


Implementation: TrainingIf the employee is a Band D individual contributor:

Your job is in Band D because it is an advanced professional role. You are in the same band as all Managers and Senior Managers, and some other very high level professionals.

Being in Band D recognizes the significant value of your job and your contributions as a professional. As you continue to grow in your field, you may be eligible for a role expansion increase. We can also explore the possibility of moving to the Managerial Track, if that has appeal to you.

Any questions?

If the employee’s title has been reclassified due to title consolidation in a manner that will likely be perceived positively:

As I indicated, we will no longer be using the [Assistant Manager/Assistant Director] title. Everyone that had that title and that does manage people will now be a [Supervisor or Manager/ Senior Manager or Director].

The decision to make your job a [Manager/Director] role is based on a number of factors, including organizational scope, reporting relationships, and market data. Each managerial title lines up with the organization layers (Group, sub-group, division, sub-division, and department).

Please note that this is not a promotion. This is just a title reclassification. Your salary is not being changed. Your current duties, responsibilities and performance expectations are unchanged.

Any questions?


RETSRETSLOBLOB

Sr. Software

EngineerSeniorDBA

Program

ManagerSr. Business

AnalystSenior

ResearcherSr. Test

AnalystSr. Capacity

& Perf. EngSr. User X

Specialist

Lateral Moves, Immediate Job Families

Career Map: Senior Software Engineer

Lateral Moves, Extended Job Families

Mgr, SWEng

ApplicationArchitect

BusinessTech. Mgr

Promotion, Managerial Track Promotions, Technical Track

CompetenciesTo Develop Flexibility Teamwork

Anal. ThinkingFlexibilityTeamwork

Flexibility

Anal. ThinkingBias for Action

FlexibilityTeamwork

Coach/Dev Others

Achiev. Orient’nAnal. ThinkingBias for Action

TeamworkImpact/Influence

Achiev. Orient’nAnal. ThinkingBias for Action

TeamworkImpact/Influence

CompetenciesTo DevelopExternal Move External Move


AccountingClerk I

AccountingClerk II

AccountingClerk III

Accountant

SeniorAccountant

Tax Analyst

Senior TaxAnalyst

AccountingSpecialist

SupervisorAccounting

ManagerAccounting

DirectorAccounting

VPAccounting

SVPAccounting

SeniorAccountingSpecialist

SupervisorTax Tax Specialist

Manager Tax

Director Tax

VP Tax

SVP Tax

SampleFinance & Accounting

SampleFinance & Accounting

FinancialAnalyst

Senior

FinancialAnalyst

Manager,FinancialReporting

Tax Family Accounting Family Finance Family Tax Family Accounting Family

Management Track Technical Track

Tax Family Accounting Family Finance Family

Wrap-Up


Post MortemWhat’s Worked Well

Employees have a stronger understanding of CUSA goals and values and what it takes to be successful

Alignment as a basis for all Americas

Ties in all programs and levels the playing field

What…Well…Needs WorkMaintain consistency for the future

Incorporate future companies

Reevaluate regularly

It’s baack: the Titling Nightmare

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