Sample LDP Survey Report

SURVEYedItIon
by

second

all
programs
> <report
2017-18 WItH tHe
survey support oF

of practices
for early-career
development

programs

LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm

WELCOME TO THE 2017-18 SURVEY
OF PRACTICES FOR EARLY CAREER DEVELOPMENT PROGRAMS

(“LDP SURVEY”).

The survey was conducted by LDP Connect (host of the annual Leadership development Program
Summit—www.LdPsummit.com), in consultation with development program managers, and in
response to requests for benchmarking data on practices related to managing development programs

for early career hires. The overall survey was completed
by the 45 organizations listed below on 113 different development programs across many functions.

Abbott CVS Health IBM Pfizer The Hartford
Johnson & Johnson Prudential Financial The Walt Disney Company
AbbVie Danaher Corporation J&J Medical Devices Thermo Fisher Scientific
Raytheon
Aetna Dell Inc Lam Research Rexnord Thomson Reuters
Liberty Mutual Insurance Sanofi Travelers Insurance
Baxter DICK'S Sporting Goods State Street
Medtronic Stryker Corporation Unum Group
Becton Dickinson Discover Financial Services MetLife Sun Life Financial Vanguard
Nielsen Textron Inc Verizon
Cardinal Health Eaton Owens Corning Whirlpool Corporation

Cargill Excelon Corporation

Cigna Fifth Third Bank

Comcast NBC/Univeral Hexcel Corporation

This report provides a summary of all results collected in the LdP Survey. custom reports and
additional data analysis services are available. contact
[email protected] for more information.

LDP Connect would like to thank all who participated in this survey,
and all who contributed to the creation of its content.

© WdR Enterprises, LLc. no portion of this document may be reproduced
or distributed externally without the express written consent of WdR Enterprises, LLc.

> cOnTEnTSLdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm <cOnTEnTS 3

RESPOndEnT cHaRacTERISTIcS|4–10
PROgRam STRUcTURE|11–20

TRaInIng &dEvELOPmEnT|21–40
PLacEmEnT| 41–43
RETEnTIOn|44–50
REcRUITmEnT|51–59
EvaLUaTIOn| 60–64

APPENDIX A: COMPENSATION DATA|65–85
APPENDIX B: RETENTION DATA|86–87
APPENDIX C: BUDGET DATA|88

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm RESPOndEnT cHaRacTERISTIcS 4

question 1. What is your organization's industry? (If your organization operates in
multiple industries, please check all in which participants in your various development
programs work.)

113 RESPONDENTS

ACCOUNTING Responses %
8 7%
1%
ADVERTISING 1 10%
1%
AEROSPACE 11 5%
5%
AGRICULTURE 1 1%
1%
AUTOMOTIVE 6 12%
6%
BIOTECHNOLOGY 6 1%
2%
CONSTRUCTION 1

CONSULTING/PROF SVCS 1

CONSUMER PRODUCTS 13 note:
multiple answers per
DEFENSE 7 participant possible.
ELECTRONICS 1 Percentages added may
exceed 100 since a
ENERGY 2 participant may select
more than one answer
for this question.

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm RESPOndEnT cHaRacTERISTIcS 5

ENGINEERING Responses %
ENTERTAINMENT 4 4%
2
2%

FINANCIAL SERVICES 40 35%
HEALTH CARE 32
28%

HOSPITALITY 2 2%
INTERNET/TECHNOLOGY 13
LEGAL 2 12%

2%

MANUFACTURING 24 21%
4
MEDIA/BROADCASTING/ 12 4%
PUBLISHING 2
11%
PHARMACEUTICALS
2%
RETAIL & WHOLSALE

SPORTS 1 1%

note:

TELECOMMUNICATIONS 7 multiple answers per
UTILITIES 6 6% participant possible.
OTHER (PLEASE SPECIFY) 13
Percentages added may

5% exceed 100 since a
participant may select

12% more than one answer
for this question.

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm RESPOndEnT cHaRacTERISTIcS 6

OTHER:
• Life sciences
• Medical device
• Information technology
• Technology
• Insurance
• Advanced materials
• Science, Technology
• Market research

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm RESPOndEnT cHaRacTERISTIcS 7

question 2. What are your organization's annual revenues?

113 Respondents

Responses %

$10-$100 Million 5 4%
$100-$500 Million 3 3%
$500 MILLION-$1 billion 2 2%
$1-$10 billion 17 15%

$10-$50 billion 53 47%
$50-$100 billion 14 12%

>$100 billion 19 17%

question 3. does your organization have multiple development programs
for early career hires?

113 RESPONDENTS

Responses %

YES 107 95%

NO 6 5%

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm RESPOndEnT cHaRacTERISTIcS 8

question 4. Please indicate the functional areas in which your organization
has development programs for early career hires. (check all that apply.)

107 Respondents

ActuARiAl Responses %
22 21%

AnAlytics 28 26%
communicAtions 5 5%
customeR seRvice 10 9%
design/cReAtive 0 0%
41 38%
engineeRing 2 2%
enviRonmentAl/ 89 83%
nAtuRAl sciences 39 36%
finAnce/ 1 1%
Accounting 1 1%
geneRAl mAnAgement
goveRnment/public policy
HeAltHcARe/HeAltH policy

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm RESPOndEnT cHaRacTERISTIcS 9

HumAn ResouRces 61 57% note:
infoRmAtion tecHnology 81 76% multiple answers per
legAl 2 2% participant possible.
logistics/supply cHAin 37 35% Percentages added may
mAnufActuRing/opeRAtions 55 51% exceed 100 since a
meRcHAndising 2 2% participant may select
pRocuRement/buying 11 10% more than one answer
pRoduct development 10 9% for this question.
ReseARcH & development 18 16%
sAles & mARketing/ 61 57% Other:
business development 2 2%
SECURITY 14 13% •Physician
UNDERWRITING 17 17% •Internal Audit
OTHER (PLEASE SPECIFY) •Commercial Banking
•Consumer Banking

•Wealth & Asset
Management

•Risk Management
•Global sourcing
•EHS
•LEAN Methodology
•Financial Advisors &

Investment
Management
•Contracts, Security,
Global Trade
•Managed Care

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm RESPOndEnT cHaRacTERISTIcS 10

question 5. How many full time equivalent (FTE) staff at your company are dedicated to
supporting one or more development programs (including recruiting, program management,
support, etc.)?

113 Respondents

Responses %

less tHAn 3 15 13%

3-6 35 31%

7-10 28 25%

11-15 11 10%

16-20 7 6%

21-50 11 10%

51-100 4 4%
moRe tHAn 100 2 2%

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm PROgRam STRUcTURE 11

question 6. How many full-time equivalent (FTE) staff are dedicated to managing/
supporting/recruiting for your program?

113 RESPONDENTS

low 0.25

mediAn 2

HigH 199

AveRAge 5

question 7. How many of those full-time equivalent (FTE) staff directly oversee
participants in your program?

113 RESPONDENTS

low 0

mediAn 1

HigH 20

AveRAge 1

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm PROgRam STRUcTURE 12

question 8. Please indicate the degree level required for participants in your
development program. If you accept multiple degree levels into the program, please
indicate the PRImaRy degree type targeted by your program.

113 Respondents

BACHELORS Responses %
MBA 83 73%
GRADUATE (MASTERS) 22 19%
GRADUATE (PhD) 5 4%
3 3%

question 9. How many participants are currently in your development program?

113 RESPONDENTS

low 1
mediAn 18
HigH 270
AveRAge 32

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm PROgRam STRUcTURE 13

question 10. On average, how many people graduate from your development program
each year?

113 Respondents

less tHAn 3 Responses %
3-5 8 7%
6-10 34 30%
11-15 30 27%
16-25 14 12%
26-50 14 12%
50-100 8 7%
moRe tHAn 100 4 4%
1 1%

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm PROgRam STRUcTURE 14

question 11. does your development program have rotations?

113 Respondents

Responses %

YES 110 97%
NO 3 3%

question 12. On average, how many rotations are required in your development
program before program completion?

110 Respondents

Responses %

2 17 15%
3 59 54%
4 30 27%
5 4 4%

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm PROgRam STRUcTURE 15

question 13. On average, how many months long is each rotation in your development
program?

110 Respondents

Responses %

3 OR LESS 2 2%

5 1 1%
6 27 25%
7 1 1%

8 13 12%
9 8 7%

10 1 1%
12 40 36%

14 1 1%

15 1 1%
10%
18 11 1%
20 1 3%
24 OR MORE 3

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm PROgRam STRUcTURE 16

question 14. On average, how many months does it take to complete your development
program?

113 RESPONDENTS

Responses %

2 2 2%

10 1 1%

12 2 2%

18 5 4%

20 1 1%

24 47 42%
26 1 1%
30 5 4%

32 1 1%
34 1 1%
36 35 31%
moRe tHAn 36 12 11%

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm PROgRam STRUcTURE 17

question 15. What term best describes how your development program is funded?

113 Respondents

Responses %

witHin tHe business 39 35%
units wHeRe pARticipAnts 34 30%
woRk 17 15%
centRAlly OUTSIDE OF 15 13%
HumAn ResouRces 7 6%
HybRid: mostly 1 1%
in tHe business units
centRAlly WITHIN
HumAn ResouRces
HybRid: mostly
CENTRALIZED BUDGET
OTHER (PLEASE
SPECIFY)

Other:
Budget is central, but cost is ultimately charged back to the business.

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm PROgRam STRUcTURE 18

question 16. Primarily, where are your development program participants geographically located
throughout the course of their program?

113 Respondents

Responses %

AcRoss multiple stAtes 49 43%
34 30%
TOGETHER WITHIN A SINGLE METROPOLITAN AREA 15 13%
(E.G. ALL PARTICIPANTS IN CHICAGO) 10%
11 4%
ACROSS MULTIPLE COUNTRIES 4

IN ONE OF SEVERAL POSSIBLE METROPOLITAN AREAS
(E.G. ONE PARTICIPANT STAYS IN ROCHESTER WHILE
ANOTHER STAYS IN SANTA FE)

OTHER (PLEASE SPECIFY)

Other:

• Majority at headquarters location in different units, then ~36% in different units
across other states and countries

• Currently in one location, with potential for others
• Home office and national field placement (x2)

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm PROgRam STRUcTURE 19

question 17. Who manages the relocation process for participants in your development program?

75 Respondents

mobility pRofessionAls witHin youR oRgAnizAtion Responses %
DEVELOPMENT PROGRAM MANAGERS WITHIN YOUR x x%
ORGANIZATION x x%
outside Agency x x%
x x%
tHe pRogRAm pARticipAnt x x%
x
otHeR (pleAse specify)

no RelocAtion

Other:
• Mobility professionals within our organization and a Program Coordinator
• Talent acquisition
• Joint responsibility: Program Manager, Talent Acquisition relocation team
• Rotational colleagues rotate within a manufacturing site so no relo is necessary
• Combination of Agency and Program Participant
• Hybrid of Program Participant and Agency
• Mobility Professionals AND the Program Manager

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm PROgRam STRUcTURE 20

question 18. Is the performance review process for your development program aligned
with the performance review calendar for the rest of your organization?

113 RESPONDENTS

Responses %

yes x x %

no x x %

question 19. When do performance reviews happen in your development program?

113 RESPONDENTS

Aligned witH noRmAl Responses %
xxxxxx x x%
x x%
At tHe end of eAcH RotAtion x x%
x x%
ANUALLY AT A DATE DIFFERENT x x%
THAN THE REST OF THE
ORGANIZATION
ONLY UPON PROGRAM
COMPLETION

ON ANNUAL ANNIVERSARY OF
HIRE

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xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxx xx

xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

xxxxxxxxxxxxx

component offeR? % unique? %

peeR mentoRsHip (moRe senioR x x% x x%
pRogRAm pARticipAnt) x
x% x x%
executive mentoRsHip (A senioR level leAdeR)

mentoRsHip fRom pRogRAm Alum x x% x x%

inteRnAl coAcHing (beyond coAcHing x x% x x%
fRom tHe pRogRAm mAnAngeR) x
x% x x%
exteRnAl coAcHing (vendoR pRovided)

foRmAl in-House tRAining xx x% x x%

exteRnAl tRAining (vendoR pRovided) x x% x x%

otHeR x x % x x%

xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm TRaInIng & dEvELOPmEnT 22

question 21. Comments: Formal in-house training:

Peer mentorship: • All LPs receive
• One week onboarding
• All LPs receive • Curriculum is unique
• Inconsistent • Structured curriculum
• Structured mentor
External training:
Executive mentorship:
• All LPs receive
• All LPs receive • Simulation: PriSim
• Inconsistent • Structured curriculum
• Structured mentor
Other:
Mentorship from program alum:
• Peer buddy
• Not formal • Formal finance training
• Informal/self-directed • Mentor for prog grad
• Field site training
Internal coaching: • Additional networking
• Bi-annual event with... [?]
• Rotation managers • Dev & assessment centers
• All LPs receive
• Assignment manager
• Coaching training

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm TRaInIng & dEvELOPmEnT 23

question 22. If you have mentoring, who bears primary responsibility for matching
participant to mentor?

111 RESPONDENTS

Responses %

PROGRAM MANAGERS x x%

THERE IS NO FORMAL x x%
MENTORING PROGRAM

PROGRAM pARticipAnt x x%

question 23. In what ways do you track the success of mentoring relationships in your
development program?

111 RESPONDENTS

Responses %

pARticipAnt sAtisfAction x x%
x
MENTOR sAtisfAction x x%
x
WE DON'T TRACK THEM x x%
we don't HAve x
officiAl mentoRing note:
NUMBER OF MEETINGS x % multiple answers per

otHeR (pleAse specify) participant possible.
Percentages added may
x% exceed 100 since a partici-
pant may select more than
one answer for this ques-
x% tion.

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm TRaInIng & dEvELOPmEnT 24

Other:

• Ongoing dialog, formal goal and assessment
• Growth of the individual - subjective
• Progress towards goal
• Mentor program too new to evaluate
• We conduct monthly, bi-annual, and end of year surveys through

MentorCliq, our mentoring platform.

• What the participants learns - feedback
• Mentor-Mentee feedback
• We track matches but not metrics
• Annual satisfaction survey sent out (x2)
• Talent brokerage

question 24. do you provide formal orientation for your development program?

111 RESPONDENTS

Responses %

yes xx x %
no x x%

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm TRaInIng & dEvELOPmEnT 25

question 25. about how long is your formal orientation program?

101 RESPONDENTS

Responses %

2 dAys oR less x x%
3 dAys x x%
4 dAys x x%
5 dAys x x%

6 dAys x x%
7 DAYS x x%
8 DAYS x x%
10 DAYS x x%
11-15 DAYS x x%
16-20 DAYS x x%
xxxxxxxxxxx xxx x xxx

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm TRaInIng & dEvELOPmEnT 26

question 26. aside from a participant’s daily responsibilities on the job, what other
program-specific responsibilities are there in your development program? (check all that apply)

111 RESPONDENTS

Responses %

RecRuiting x x%

community seRvice x x%
x
speciAl pRoject x x%
x
mentoRing of x x%
otHeR pARticipAnts x
EXECUTIVE PRESENTATION x x%
(SVP AND ABOVE) x
CURRICULUM INPUT x%

business cAse study note:
x % multiple answers per
none
participant possible.
otHeR (pleAse specify) Percentages added may
x% exceed 100 since
a participant may select
more than one answer
x % for this question.

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm TRaInIng & dEvELOPmEnT 27

Other:

• Committee involvement (x3)
• Class representatives

• Committees & work teams
• Program participants have project leadership roles on committees

(training, communication, onboarding, recruiting, etc)

• Book club, Newsletter, Maintaining Internal Program Webpage
• Next rotation selection, annual meeting planning and execution
• Program Team involvement - leading teams of their peers
• Independent research project
• Role dependent
• Committees (recruitment, intern, technology, community service,

etc.)

• Supporting "sister" program needs, eg. weekly communication
• Associates are required to allocate 20% of their time to one or

more committees. Activities within such committees include
recruiting, onboarding, innovation, communications,
philanthropy, program engagement and employee development

• Must pass CPA Exam
• Mentoring interns
• Workstreams on HR LDP initiatives
• Action learning

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm TRaInIng & dEvELOPmEnT 28

question 27. How many days, on average, does a program participant spend in formal learning
opportunities throughout the duration of your development program?

110 RESPONDENTS

1-5 Responses %
6-10 x x%
11-15 x x%
16-20 x x%
21-25 x x%
26-30 x x%
31-35 x x%
36-40 x x%
41-45 x x%
46-50 x x%
50+ x x%
x x%

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm TRaInIng & dEvELOPmEnT 29

question 28. What are the main competencies or topics addressed through formal training?
(check all that apply)

111 RESPONDENTS

INTERPERSONAL & COMMUNICATION SKILLS Responses %
x x%
x%
onboARding x
(HR, employee HAndbook, x x%
compAny benefits, etc.) x x%

tHinking skills (design tHinking
cRiticAl tHinking, innovAtion,
pRoblem solving & AnAlysis, etc.)

LEADERSHIP OR MANAGERIAL SKILLS

business Acumen & finAnce x x%
(foR non-finAnce) x
x x%
functionAl skills oR pRocesses x
(it foR it, finAnce foR finAnce, x x%
engineeRing foR engineeRing, etc.) xx
note:
COMPANY PRODUCTS, SERVICES, SOLUTIONS x % multiple answers per

PROJECT MANAGEMENT participant possible.

tecHnology & pRoductivity tools x% Percentages added may
(foR non-tecHnologists) exceed 100 since

OTHER (PLEASE SPECIFY) a participant may select

x% more than one answer
for this question.

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm TRaInIng & dEvELOPmEnT 30

Other:

• Critical IT org capabilities
• Business etiquette
• Sales training & use of sales tools (CRM, Opportunity Funnels, etc)
• Professional development (i.e. Personal Brand)
• Assessment and selection
• Technical skills
• Influencing skills, presentation skills, Six Sigma (x2)
• LEAN methodology
• IT-specific topics, including those of a technical nature (architecture, application

development, etc.)

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question 29. does your development program include an experience of managing other people?

111 RESPONDENTS

Responses %

no x x%
yes, foR some pARticipAnts x x%
yes, foR eveRy pARticipAnt x x%

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question 30. In your view, to what extent do your development program managers try to create a
sense of community among program associates and graduates that is distinct (although not
necessarily isolated) from the company’s overall community? 1=not at all, 10=very much?

109 RESPONDENTS

1 = Not at all Responses vAlue %
2 x1 1 x%
3 x2 2 x%
4 x1 3 x%
5 x2 4 x%
6 x3 5 x%
7 x 6 x%
8 x6 7 x%
9 x 8 x%
10 = Very much x 9 x%
(did not AnsweR) x 10 x%
x
null weigHted scoRe : xx

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LdPcOnnEcT.cOm | LdPSURvEy.cOm | WROnSKITRaInIng.cOm TRaInIng & dEvELOPmEnT 33

question 31. Please comment on your rating above:

• Many of the programs and opportunities to connect are participant driven.

• Through our location-based cohort model, the associates and alumni develop strong relationships that foster
a strong sense of community.

• We continuously engage current participants and alumni in the shaping and reshaping of the program. We
share pertinent organizational information as it is shared with us, and we actively engage all participants
and alumni to engage beyond just program sessions.

• Manager buy-in of the program as well as the extent to which they have time/interest in creating a sense of
community varies. Also, culturally, whereas we want to create some sense of community we do not want to
put program associates on a pedestal.

• There is strong community across each cohort which comes largely in part due to the orientation experience.
• The FPDP is a strong community and network of members, mentors, assignments managers and Sr. Leaders.

• We have a lot of ongoing engagement through events, panels, mentoring, activities and a formal alumni
community with IT ambassadors.

• We hold alumni events and networking events for in program members but we could do more
• We encourage alumni to connect with current participants, get involved in recruiting, serve as assignment

leaders, etc. We do not have a formal effort in place to keep alumni engaged.
• The program's reputation and brand has continued to build through the success of past & present

participants. As program manager, I strive to create a community feel, as there is tremendous power in
having a network that participants can readily tap into.
• We schedule a lot of community team bonding events and get them involved in a Young Professional group
within our company that is also exposed to companies in the area. We also encourage them to coordinate
events with current and alumni LDP participants.
• Through on going education and training sessions. Community service activities and team projects.
• We provide team building opportunities for each class. These are always during work hours.
• The program manager is responsible for creating the sense of community for the program members and not
the managers.
• We foster a sense of community among program participants via monthly group meetings, social and team
building events, lunch and learns and other program-specific activities.
• The company is very involved and committed to the ITLDP program- executive and senior management
embrace the program participants. Opportunities are provided to each participant.
• Brand new program launched in August 2017.
• Consistent feedback from program members is that their cohort is extremely important to them. The value of
the development program community for networking, mentorship and support is high. I work to foster that
sense of community.

• Collaboration and pulling people together are in their goals for each rotation.

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question 31. (Continued):

• Our HRLDP is small, and very connected from day 1 - once graduated, they are part of an alum community
who remain connected and committed to the program and participants.

• We host events and create relationships to drive connectivity.

• Variety of shared resources amongst the participants.

• Through our location-based cohort model, the associates and alumni develop strong relationships that fosters
a strong sense of community.

• Regular programming, training and social events specific to program participants that creates a distinct
sense of community.

• This is a leadership program designed to develop potential future leaders for the company. So it's important
we hold high standards for the participants and even Rotation Managers, when managing them.
Additionally, we provide them with unique opportunities to connect across business units, across other
leadership programs and with senior executives. It's critical that this program has a sense of its own identity
and community, in order to maintain that "elite" status that we want them to feel.

• It is easier to encourage sense of community in same business site location (i.e. Bridgewater, NJ) but difficult
across sites (i.e. Bridgewater, NJ and Cambridge, MA)

• Classes are brought together for 6 weeks of training including community service and team building where
relationships between the participants are strengthened.

• I think alumni try to create a sense of community, but many are simply not aware of the elements of associate
engagement. Until I took the role as program oversight, there has been no real leadership, just program
management by a group of volunteer alumni with varying degrees of accountability and strategic skills. The
steering committee acts more like a project management committee.

• Emphasis on team building among executives and participants.

• Program participants and graduates have specialized training, networking events and are often partnered up
in a mentor relationship.

• As our Finance program has grown, it's been a challenge to keep participants connected. We do this
through Finance roundtable discussions, where participants discuss the details of their rotations, as well as
through mentoring relationships with alumni. We also have Finance-specific manager lunches, where groups
of participants network with current rotation managers, many of whom are alumni.

• We continuously engage current participants and alumni in the shaping and reshaping of the program. We
share pertinent organizational information as it is shared with us, and we actively engage all participants
and alumni to engage beyond just program sessions.

• Prescribed, deliberate networking and team-building activities.
• Multiple events during the year for current participants and graduates to come together. Recently began an

Alumni connection quarterly touchpoint. Engage graduates in mentoring of participants.

• We have participants all over the country, we could improve building connectedness. We bring them all
together 2-3 year and encourage virtual round tables and meetings.

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question 31. (Continued):

• The cohorts from year to year come together for development opportunities and events; they meet regularly on
their own and for formal meetings. The program's success in large part has been due to cohorts'
participation, input/feedback and camaraderie among the participants.

• Managers are held to a high level of accountability to manager entry level program participants - and most
team members enter through a program - but all team members are part of the united Finance family.

• Regular calls, network opportunities, team events.

• We leverage current and former participants to mentor one another and interns (which is a pipeline to the full
time program). A lot of former participants are current assignment managers or are other members of the
leadership teams. Currently, there is no specific programming designed to formally bring people together.
Networking during the program is highly encouraged.

• Emphasis on team building and networking with executives.

• We hire 2x per year in classes/cohorts (Jan and June); 1 orientation across all 5 LDP (HR, Finance, IT,
Operations, Actuarial/Analytics) for all hires; Across LDP committees and projects; Program related
committees; networking within and outside of programs, Alumni committee to engage grads

• We have engagement teams consisting of our program associates that organize activities throughout the
year.

• Connections between program and program alumni are made in the recruitment process and continue
through the program. Monthly lunches, social events and roundtables are facilitated to establish a community
among the program participants.

• Community established through co-hort, quarterly meetings, internal program committees, professional
development.

• Program manager meets quarterly with small groups of participants; quarterly team meeting for all
participants.

• Quarterly team meetings, program committees.

• We host an annual summit to bring all program alumni together with current participants. This includes a
learning element, networking, and a team building element. We host summer brunch for program alumni to
meet summer interns, share their experiences Alumni are assigned as mentors for summer interns, and in
some cases for current program participants The program is a 2 year rotational program - Once offer is
accepted, incoming 1st years area assigned 2nd year buddies.

• Alumni councils create activities to ensure program participants and alumni are interacting and continuing
with development.

• Each class is brought together annually. Each time the program manager visits a site, she invites program
participants and grads together for dinner. Yammer site used.

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question 31. (Continued):

• Ensuring alumni remain highly engaged post graduation is an essential component of the program. Current
program associates are encouraged to establish formal mentoring relationships with individuals who
graduated the program. Furthermore, associates regularly coordinate with alumni to establish networking and
training opportunities. [The program] also developed the Alumni Board whose aim is to inform and engage
Alumni via growth/development-related events.

• Manager buy-in of the program as well as the extent to which they have time/interest in creating a sense of
community varies. Also, culturally, whereas we want to create some sense of community we do not want to
put program associates on a pedestal.

• Our program is not formally managed at this time. Within the business units/operating companies there is
some effort to create a sense of community. It varies by company.

• It varies. In some pockets HR leaders are driving a sense of community for the broader organization more
than for development program associates.

• Focus is on leveraging program brand for opportunity, networking and support.

• There is strong community across each cohort which comes largely in part due to the orientation experience.

• Monthly group meetings, many networking opportunities, team building events.

• Monthly meetings will all Finance LDPs, functional break-out sessions at the bi-annual face to face gatherings
and regular 1:1s keep all current participants highly engaged with each other. We are not doing anything to
to continue that sense of community after program graduation (hence the score of 8 vs 10).

• Aim to create unique experiences to bond together as a team.

• Specific activities in-program for the participants.

• We have monthly and quarterly calls, functional training, constant communication.

• For graduates we do 3 times a year alumni events sponsored by the program office, we engage the alumni in
program execution and events. On-program associates are only in 3 locations so they form bonds through
training together, in rotation events etc.

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question 32. In your view, to what extent does a distinct sense of community ExIST in your
development program (regardless of the program managers' intentions one way or the
other)? 1=not at all, 10=very much

113 RESPONDENTS

1 = Not at all Responses vAlue %
2 x0 1 x%
3 x0 2 x%
4 x1 3 x%
5 x0 4 x%
6 x4 5 x%
7 x 6 x%
8 x 7 x%
9 x 8 x%
10 = Very much x 9 x%
(did not AnsweR) x 10 x%
x
null weigHted scoRe : xx

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question 33. Please comment on your rating above:

• Members are recruited from all around the world, and they have a bond as strong as glue. They begin the
bond through social media and then continue to grow this bond during PDP weeks as well as rotations and
travel.

• Sometimes too much focus on community.

• Our program is extremely high touch between the program office and members and there is a lot of
engagement.

• More so with in program members than alumni. We will be focusing on alumni in 2018.

• Alumni participation and engagement is good but could be improved.

• Many of our alumni continue to stay connected to the program through recruiting, mentoring and attending
our big presentation days, but I'm constantly working on new ways to enhance this community feel. One
recent example was a "hackathon" where we invited alumni to join our current associates in an all-day
event. Geography & limited travel budgets continue to play a major challenge though, especially outside of
the U.S.

• LDRP network is very connected with both alumni and current participants.

• Similar comments to above. They typically get very involved in these non-mandatory events.

• Classes and team works closely with one another on a monthly basis for education sessions; training,
recruiting and planning.

• Community is mostly formed by the participants themselves. Many of them live together when first moving to
Pittsburgh (if not originally from here). Also, we recruit from strategic schools, so the participants have
common background/schooling which allows them to connect. Furthermore, for the first rotation they are in
groups working in our stores. This helps create a bond between those participants working/traveling
together.

• The program participants are very engaged and supportive of each other. Sharing experiences, working on
committees to better the program - providing them opportunities to lead and manage.

• Brand new program launched in August 2017.

• I would say that the vast majority of alums and current program members feel strongly about their
community. They consistently reach out to each other for support on the job as well as interpersonal
engagement outside of work.

• Based on participant feedback.

• Efforts to drive this centrally have only been in flight for past 6-9 months.

• There is more opportunity to make this part of the fabric of the culture. There are annual events and one off
events/mentor pairing but sustainability is in process.

• These efforts began within the last 12 months and have begun to create an environment.

• Program members start as a cohort and are at similar stages in career, so there is naturally a sense of
community among them. They will initiate their own lunches, social events, etc. And many choose to live with
each other. I often have to remind them to branch out and make social connections via other [company]
groups and their Departments.

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question 31. (Continued):

• As we grow into new sites and departments, this has diluted the community sense a little, so we are working to
continue to drive this within our culture.

• Participants have a good sense of community within the program.

• The network of graduates is strong and it is common for there to be happy hours where alum are invited for a
certain geographical location.

• Community exists primarily by class, e.g. class of 2017 and so on.

• Participants are very inclusive of one another and interact outside of work on a personal level.

• Participants are friends outside of work as well.

• The initiatives mentioned above are relatively new, but I do think they're making a difference. Our program
has a strong brand internally and externally, including with our executives. As such, there is a sense of pride
our participants feel in being part of the program, which drives a close sense of community.

• Since our numbers are small, its not difficult to keep close to all of the participants and alumni.

• It is a small, close knit group

• There is room for improvement. would like to pair up a program "buddy".

• It's very important to the participants that they stay in touch, provide mentoring to less tenured members and
recognized as being part of the program.

• Peers and friends for life.

• Even though there is no formal alumni association or specific in-program social events, there is a strong sense
of community. The program participants get together for networking opportunities, trainings as a cohort, and
are encouraged to discuss their rotations and work experiences with one another to help them learn about
what the other are doing. Because there is a large alumni population, current participants often work with or
for former participants or are mentored by them.

• It is a small close knit program.

• It depends on the and how many program participants and grads are there. It also depends on the
individual.

• There has been progress made with the addition of more networking opportunities in and outside of the LDPs
along with Alumni focus. Still room for more traction.

• In recent months associates attended team lunches (lunch in the park), summer picnic, tennis competitions, and
brewery tours. We meet once a month as a team, and associates present 80% of the content.

• We have a small alumni group and they may an effort to stay connected even in different locations.

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question 31. (Continued):

• This program is still relatively new (two classes of alumni). Alumni and current participants get together often
and continue to support each other.

• Participants sit together on the job and interact very frequently.

• Program is only two years old and building momentum.

• The group is very bonded, they rely on each other, and frequently socialize with each other outside of work.
They are often roommates with each other.

• [The program] prides itself on the high caliber talent the program attracts and ultimately hires. This helps
develop a community with high ethical regard, collaboration, innovation and passion. Associates are
encouraged to work together when completing projects and learning new skills. Program Managers empower
associates to take control of their career, as well as navigate through any barriers within the professional
setting.

• Associates' efforts to create a sense of community also varies. In some pockets there is a very high interest in
being connected to each other. Sometimes they leverage each other as a support network for functional
questions, but in some settings they also want to "fly under the radar" and not be found out by the general
population. They perceive pros and cons to being known as a program associate.

• To some degree the associates are connected to each other through their awareness of being in the same
program and so a natural sense of community exists.

• There is an associate driven monthly call which supports the sense of community.

• Active social network that excludes management for most - reported strong engagement.

• Lots of interaction and support amongst the group.

• Since all program participants, they sit within the functional organizations. They sometimes feel stronger ties
to their specific Finance teams than the program.

• Specific meetings and events lead by participants help to increase this.

• The LDP's connect with each other and share experiences.

• Some locations are better than others with community but overall very good.

• Driving community between people in different US locations and countries/regions; between people in early-
in-career program (newer stream) with traditional, more senior stream.

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question 34. are participants guaranteed a position after graduation from your development
program?

109 RESPONDENTS

Responses %

no x x %
yes x x %

question 35. Where does this position typically come from?

52 Respondents

tHe geneRAl pool of existing Responses %
open positions At tHe compAny x x%
positions cReAted And funded x x%
specificAlly foR pRogRAm gRAduAtes x x%
botH x x%
x
OTHER (PLEASE SPECIFY)

not ApplicAble

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question 36. What term below best describes the level of role graduates of your development
program move into at program completion?

109 RESPONDENTS

Responses %
x
x Other:

IndividuAl contRibutoR (no mAnAgeRiAl oR x •Managerial or
supeRvisoRy Responsibilities) x % individual contributor

MANAGER (OVERSIGHT OVER A TEAM WITH OVERALL •Both managerial and
RESPONSIBILITY FOR SETTING AND DELIVERING
AGAINST TEAM GOALS, GENERALLY NOT PERFORMING individual contributor
THE SAME WORK AS THE PEOPLE MANAGED)
x% roles are available
LEAD/SUPERVISORY (DAY TO DAY OVERSIGHT AND through this program
GUIDANCE OF OTHERS WHO ARE PERFORMNING WORK
SIMILAR TO THE SUPERVISOR, BUT LITTLE DECISION- •For our Finance
MAKING ON TEAM DIRECTION
Leadership

Development Program,

x% individuals move into
Senior Analyst roles with

the potential for some

people mgmnt

(individual contributors/

DIRECTOR (OVERSIGHT OVER MULTIPLE TEAMS OR x x% leads) responsibilities.
MANAGERS, MOSTLY STRATEGIC RESPONSIBILITIES) x Our MBA LDP

OTHER (PLEASE SPECIFY) participants move into

Director level roles.

x%

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question 37. Which answer below best describes how your development program participants
move into roles after graduation?

109 RESPONDENTS

Responses %

DRIVEN EQUALLY BY PARTICIPANTS AND PROGRAM x x%
x x%
PRIMARILY PARTICIPANT-DRIVEN (PARTICIPANTS x x%
EXPECT LITTLE TO NO ASSISTANCE FROM THE x x%
PROGRAM IN GETTING PLACED) x x%

PRIMARILY PROGRAM-DRIVEN (PARTICIPANTS
EXPECT THE PROGRAM TO UNCOVER OPPORTUNITIES
THAT THE PARTICIPANT WILL PURSUE AND EVALUATE

COMPLETELY PROGRAM-DRIVEN (PARTICIPANTS
EXPECT TO BE PLACED-WHETHER OR NOT THEY HOLD
THE FINAL APPROVAL)

completely pARticipAnt-dRiven
(pARticipAnts expect little to no AssistAnce
fRom tHe pRogRAm in getting plAced)

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question 38. What is the average length of employment (in number of months) for those that
terminated while still in the program (either self or forced termination)?

108 RESPONDENTS

Responses %

1 x x%

2 x x%
3 x x%

6 x x%
7 x x%
8 x x%
9 x x%

10 x x%
11 x x%
12 x x %
13 x x%
15 x x%

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question 38. (Continued)

16 Responses %
17 x x%
18 x x%
20 x x%
21 x x%
22 x x%
24 x x%
GREATER THAN 24 MONTHS x x%
DON'T KNOW x x%
x x%

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question 39. What is top reason for voluntary termination during the program?

108 RESPONDENTS

Responses %

no one HAs teRminAted x x%
x x%
RelocAting x x%
x x%
peRceived lAck of CAREER x x%
PROGRESSION OPPORTUNITIES x x%
xx x%
COMPENSATION x x%
x x%
BACK TO SCHOOL x x%

DON'T KNOW x x%

PERCEIVED LACK OF SKILL
DEVELOPMENT/LEARNING
DISSATISFACTION WITH
COMPANY CULTURE
WORK/LIFE BALANCE

PASSED OVER FOR
PROMOTION/DESIRED NEW
OPPORTUNITY
OTHER (PLEASE SPECIFY)

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Other:

• Changed industries
• Within the last 7 years; 1 left the program not willing to relocate & 1 left due to

a layoff situation.
• Visa or immigration issues
• Industry and location have been top two reasons
• There is note a top reason - all disparate
• Nature of work
• Decided actuarial career path wasn't for them
• On a performance plan and leave before they get terminated
• Other employment
• Not a voluntary termination
• Technology was not a good match - or struggling
• Multiple - no trend
• Marriage - significant other
• External career opportunities
• Left to pursue personal passion
• Performance or Career path (wants technical more than leadership)
• Interest in different industry
• Didn't enjoy the work/changed industry
• Industry change - military
• Receive opportunity to work at another organization.
• Interest in NYC/Boston or significant other
• Found other FT opportunity within company
• Program is new, first year, so these numbers are all hypothetical
• Realization that this program isnt what they were looking for
• We're primarily based in the NE and many people want to go back to where

family is.
• Identified internal role outside of program

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question 40. What is top reason for voluntary termination after completing the program?

108 RESPONDENTS

peRceived lAck of cAReeR Responses %
pRogRession oppoRtunities x x%
no one HAs teRminAted x x%
x x%
RelocAting x x%
x x%
DON'T KNOW x x%
x x%
RetuRning to scHool x x%
x x%
COMPENSATION x x%
x x%
PASSED OVER FOR PROMOTION/
DESIRED NEW OPPORTUNITY
PERCEIVED LACK FOF SKILL
DEVELOPMENT/LEARNING
DISSATISFACTION WITH TRAVEL

DISSATISFACTION WITH
COMPANY CULTURE
otHeR (pleAse specify)

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Other:

• Changed industries (x2)
• Within the last 7 years; 1 left due to a medical issue and 1 left due to a layoff

situation.
• Career change
• Other employment (x2)
• Marriage, significant other
• Career change/travel
• Varied (follow partner/school/compensation/manager)
• Only two - follow partner; had child
• Varies. Marketable to other companies, perception that career path not quick

enough to achieve
• Unique opportunity - Cubs Manager Personal Asst, Peace Corps
• Receive opportunity to work at another organization.
• Interest in NYC/Boston or significant other (x2)

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question 41. Other than compensation, what program-specific incentives do you provide to
retain participants ? (Please only include items that are not available as incentives to the general
employee population of the organzation.)

108 RESPONDENTS

Responses %
x
ALUMNI COMMUNITY x x % note:
ACCESS TO EXECUTIVES x
SPECIAL TRAINING x multiple answers per
x
HigH pRofile pRojects x participant possible.
CAREER COACHING x x % Percentages added may
SPECIAL INTEREST GROUPS x
x exceed 100 since a
FLEXIBLE SCHEDULE/ x
WORK HOURS x% participant may select
INTERNATIONAL EXPERIENCE more than one answer for

NOTHING SPECIFIC this question.
OTHER (PLEASE SPECIFY)
x % Other:

•Financial services

x% designation
•Formal milestone

recognition.

x % Nominations to TMR
and advanced

development programs.

x % •[The program] recently

implemented a new

initiative enabling
x % associates to take a

deeper dive into a

x% specific technology-
related field. This

program has its own

x% curriculum and
executive sponsor.

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