Experian 2011 Annual Report Download - page 17

Introduction Key resources 15
Succession planning –
building bench strength
Succession planning ensures that
appropriate senior leadership resources
are in place to achieve Experian’s
strategic objectives. The plans are
regularly reviewed by the Board’s
Nomination and Corporate Governance
Committee.
For the broader leadership, plans are
reviewed twice-yearly by the Experian
executive team. The most recent review
highlighted the following:
l 70% of senior leadership appointments
are internal promotions. This ratio is in
line with best practice and corporate
governance guidelines.
l 11% of the senior leadership team are
occupying developmental roles outside
their home market and geography. This
mobility of talent continues to be a key
focus, especially across Experian’s
biggest markets.
l Approximately 80% of senior leadership
roles within Experian have successors
ready to cover these roles in the short,
medium and long-term.
In order to achieve increasingly strong
levels of bench strength for all key
senior leadership roles, Experian is
planning to further develop its ‘Employer
Brand’ proposition. This will define and
differentiate the attractions of working
for the organisation, in order to support
the recruitment and retention of talented
individuals.
Talent development – investing in
high potential employees
Experian remains committed to checking
and challenging its assessments of
people, in order to ensure that it is
investing in the development of the right
individuals. Actions taken this year
include expansion of the global talent
forums for high-potential employees,
a continued focus on career planning
as part of the performance review
discussion and the active alignment of
the global mobility and talent agendas
to identify individuals who will develop
personally and professionally from
international experience.
To date, approximately 800 leaders
have been through Experian’s regional
leadership development programmes,
implemented during 2009 and 2010.
These have now evolved into a plan
to introduce a globally consistent
development programme. A leadership
development framework has been
created to align existing programmes
and this will be piloted with leaders from
the Global Product and Technology
Services function during early 2012.
Developing the talent within
Experian’s diverse workforce
Recognising and developing talent within Experian’s diverse employee
population is vital to the Group’s successful growth. The Experian Business
Network is one of the ways in which the Group helps to ensure that individuals
achieve their full potential. This development forum focuses on emerging
talent by bringing together employees who have been identified as having ‘high
potential’ so that they can develop their skills and network with peers and senior
management. Participants are invited to join the forum for 12 months, during
which time they are personally mentored by a senior business leader.
Izabella Jagiello-Marks, who works for Experian in Nottingham, UK, participated
in the Experian Business Network during 2010. She said: “It was an opportunity
to step back and review my career under expert guidance. The relationship with
my mentor was invaluable, helping me to make an important career move during
the period and to develop my business network. I came away from this experience
on a real high, with even greater motivation and a desire to build a career with
Experian for the long term”.