PERFORMANCE MANAGEMENT

A CULTURAL CHANGE AT JLTSarah Dunmore, Director, Talent and Development

Ella Gosling, Director Performance and Reward

Stuart Hearn, Founder ClearReview

THE GROWTH OF JLT

AN EVOLUTION OF CULTURE

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JARDINE LLOYD THOMPSON GROUP PLC 3

We are fiercely protective of our unique culture. JLT is a multinational company with the mindset of a specialist, entrepreneurial business.

We attract and retain the best talent by valuing and celebrating their deep expertise. Our clients, colleagues and trading partners want to work with us because of that culture. They prefer to work with a team that is firmly committed to the value of long-term relationships: one with the creative freedom and tenacity to go beyond the routine and deliver better results, focused firmly on the success of their client.

JLT’s culture ensures our people are free to work with clients as trusted advisers and advocates, bringing all of their expertise and integrity to bear to gain a deep insight into each client’s specific needs, and to experience their clients’ successes as their own.

As we grow, we take care to ensure that our culture remains clear and robust. As a result, we believe that today our culture is stronger, more celebrated and more part of the fabric of JLT than ever before.

OUR CULTUREFROM THE ANNUAL REPORT 2015

CLIENT FIRST

INDEPENDENT ANALYTICAL

ENTREPRENEURIALINNOVATIVE

EXPERTCOLLABORATIVE

OUR

CULTURE

JARDINE LLOYD THOMPSON GROUP PLC 4

BIG SMALL TO SMALL BIG

GROWTH OF JLT

• Headcount doubled in 6 years to 11,500

• 1200 new employees per year

• Growth outside the UK – number of

locations increased

• Moving away from federated structure

JARDINE LLOYD THOMPSON GROUP PLC 5

EVOLUTION OF CULTURE

GROWTH OF JLT

COLLABORATION

We recognise that our people drive

our success.

Our people work together as

‘One JLT’ to share knowledge,

solve problems and deliver the best

solutions for our clients

AGILITY

We think fast, move swiftly and act

decisively.

Our entrepreneurial drive gives us the

freedom to take on new challenges,

think creatively and capture

opportunities that others cannot.

RIGOUR

We work with discipline and stand up

for what we believe in.

Our work is thorough and our

solutions robust, because it really

matters to us to do what is right – for

our clients, our people, our trading

partners and our investors.

THE IMPACT FOR HR

• Resourcing and talent acquisition

• Succession Planning

• Global Mobility

• Performance Management

THE JLT VISION OF

PERFORMANCE

MANAGEMENT

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JARDINE LLOYD THOMPSON GROUP PLC 7

• Lack of consistency of approach across the Group

• No Group-wide standards or measurements for performance

• Lack of clarity around individual and team / organisation goals

• Manager capability

• Not taken seriously and therefore not done well, if at all

• Where there is a system, it is considered an inhibitor

• Negative association with the term ‘Performance Management’

• The lack of differentiation between high and low performers

• Considered an HR initiative and not owned by the business

THE MAIN ISSUESFROM AN HR PERSPECTIVE

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FEEDBACK ON THE CURRENT PROCESSTHE BUSINESS VIEW

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• Engagement from managers to understand the importance of performance management

• Create an environment and culture of ongoing, effective conversations and regular feedback

• Managers take responsibility for managing the performance of their team members; take pride in helping their team members grow, develop and be the best they can be

• Personalise the approach: Managers to take the time to understand the drivers and career aspirations of individuals

• Empower employees to actively seek feedback from their managers, colleagues and business partners

• Managing performance is seen as a positive experience, supporting employees, helping them see a purpose in their work and a future at JLT

THE CULTURAL CHANGE WE WOULD LIKE TO SEE

JARDINE LLOYD THOMPSON GROUP PLC 10

• Higher employee engagement

• Greater retention of higher performers

• Greater ability to identify and grow top talent

• To provide a positive impact for clients (knowledge, experience, client service levels)

• Drive a continuous improvement culture across the business

• A positive impact on revenue

• JLT is considered an employer of choice with a positive brand image in the industry.

THE POSITIVE BUSINESS IMPACT

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PRINCIPLES

• Simple design to provide business leaders with a consistent, fair and straight-forward view of our employee population

• Align business priorities with career development / progression needs of employees

• Identify where managers need to spend the most time - highest and lowest performers

• Add value to the business by ultimately driving higher performance

DESIGN

• A continuous cycle of performance management - it does not start and stop every year

• Future-focussed - less about assessing the past and more about improving performance going forwards

• Check-ins - regular coaching-style conversations between managers and employees to discuss progress against objectives

• Feedback - requested and provided by employees and managers to aid learning

• To differentiate between employees: Stand-Out; On-Track; Off-Track

• Calibration meetings to provide rigour, consistency and fairness in approach and outcomes across the Group

THE PROPOSAL

JARDINE LLOYD THOMPSON GROUP PLC 12

• Collaboration:

− Engagement from HR Directors from our global business

− Engagement from the Group CEO and the Group Executive Committee

− ‘Immersion’ sessions are being held with a number of different business groups globally: UK, US, Australia, Asia and

LatAm to understand their challenges, share the JLT vision and engage with them on the proposed implementation

• Global approach to branding, messages, building belief and building capability

• Local delivery with full support from the business leaders: Launch messages and communication, cascading of

capability development, starting at the top

• New system: We will be piloting ClearReview, a new performance management system designed to enable ongoing

conversations, request and capture feedback, set longer-term objectives and capture shorter-term actions. Our aim is to

roll-out one performance management system globally in 2017.

NEXT STEPS