MARK RHEIN, ASSOCIATE PRINCIPAL, DIRECTOR L+DMARCH 8, 2017

REIMAGINING A PERFORMANCE CULTURE FOR THE FUTURE

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TODAY

ABOUT US

THE LANDSCAPE

THE APPROACH

QUESTIONS

Who we are

What we faced What we’ve done

What you want to know

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ABOUT USWHO WE ARE

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ABOUT THE FIRM

AREAS OF PRACTICE

DISCIPLINES OUR TEAM OF 2,000 TALENTED STAFFAtlanta Boston Chicago DallasHamilton Houston Los Angeles Miami Minneapolis New York North Carolina

San Francisco Seattle Toronto/Ottawa Vancouver Washington DC Dubai London Sao Paulo Shanghai Corporate

Corporate + Commercial + CivicCulturalHealthcareHigher EducationHospitality + Mixed-Use + ResidentialK-12 EducationScience + TechnologySports + RecreationTransportation

ArchitectureBranded EnvironmentsInteriorsLandscape ArchitecturePlanning + StrategiesUrban Design

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OUR…

PEOPLE PROJECT TEAMS LEADERSHIP OUR BELIEFS

PassionateInnovativeActiveCurious‘Beautifully Nerdy’Diverse

Fast pacedCollaborativeMulti-disciplinaryLed by a Project Manager and Design Principal

Less corporate structure, more collective leadership

Entrepreneurial

Global and local balance

Design has the power to transform lives and enhance communities

Focus on health + wellness

Social + environmental responsibility

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We believe that design has the power to positively transform people and the planet.

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THE LANDSCAPEWHAT WE FACED

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THE CHALLENGE

How best to develop a consistent set of talent identification and growth principles and approaches in a successful, global professional services firm for offices and practices with unique needs?

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SPECIFICALLY…

PERFORMANCE MANAGEMENT• Year-end, backwards looking feedback.• Used, and inconsistently useful. People

wanted different. And more.

TALENT IDENTIFICATION (INTERNAL)• Offices independently used different

approaches to make merit and bonus decisions.

• Not based on complete and consistent information.

LEADER DEVELOPMENT• One high-potential program; few other

options.• No clear strategy.

SUCCESSION• A strong desire to identify successors.• No system or approach linked to strategy and

growth.

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THE APPROACHWHAT WE’VE DONE

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CALIBRATE

Performance

Pote

ntia

l

• Collect performance/potential assessments from managers.

• Chart like roles together.

• Discuss.

• Decide on action items and next steps for each employee.

ROLE – (KEEP LIKE ROLES TOGETHER)

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THRIVE

DEVELOPMENT

CAREER

FEEDBACK

“Where I want to go; what I aspire

to”

“What I’m good at; where I need

to improve”

“What and how I will grow and

learn”

“More and better conversations to grow people and talent.”

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LEADERSHIP DEVELOPMENT

EMERGE LEADERSHIP INSTITUTE

PDC: PROJECT MANAGEMENT

Offers aspiring leaders a chance to focus on what leadership means to them.

Participants learn, explore, and apply important leadership skills in interactive and fun ways.

A firmwide professional development initiative that recognizes the importance of investing in our future leaders.  Each Leadership Institute class includes individuals from across the firm who focus on a variety of topics aimed at developing leadership skills.

Leadership development specific to the role of Project Managers.

Less, how to budget a project and more, how to have a difficult conversation with a client.

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CALIBRATE

Meet9 BoxAction

THRIVELEADERSHIP DEVELOPMENTAligning talent needs at

the office level

• Merit/bonus

• Promotions• Developm

ent Plans

Encouraging year-round feedback, professional goals and career development conversation

Broadening and strengthening programs and tools

DEVELOPMENT

CAREER

FEEDBACK

PERFORMANCE CULTURE

• emerge• Leadership Institute• Project Delivery /

Management

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LESSONS LEARNED

• Analyze and Understand• Involve Your Audience and Others• Use Best Practices and Other’s Success, But…• Be Clear About HR and L+D’s Role• Have Fun!

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QUESTIONS+DISCUSSION

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THANK YOU