Talent Management:

Your Career at KKR

Bob Gottlieb
Joan Lavin
July 20, 2012

Topics
Philosophy and Approach
Global Human Resources Team
HR Workstreams & Priorities
Closing Thoughts
Q&A

Philosophy and Approach

Ensure that we manage our investments in people
our human capital as rigorously and effectively as we do
our financial capital by
Being a proactive, trusted and strategic partner to the Firms
businesses;

Ensuring KKR-relevant, best in class talent management

practices to support growth and evolution; and,
Helping to reinforce the One-Firm approach and KKRs unique
culture and values

Global Human Resources Team

Bob Gottlieb
Global Head of HR

North America
KAM,
NAPE MP,
KKR Capstone,
Business Operations
MP & SF

NAPE NY & Houston, RE,

CPG, KCM, Infrastructure,
Investor Relations, MAA,
Corporate Development, New
Businesses, Balance Sheet,
Business Operations
NY, Houston & DC

Jill Henn

Bhavna Katkar

Europe/MENA

Asia-Pacific

Sandra Ozola

Susan Hutchison

Kathryn Goodall
HR Coordinator

Functional Focus

Joan Lavin

Chief Learning Officer

Hilary McNamara
Equity Plans

Sara Walser

Compensation, Reviews &

Special Projects

Christine Suk
HR Workstream Leads
BVK, JKH, SO

Talent Acquisition

SO, JKH, SDW

Performance & Meritocracy

SO, BVK, SDH

Career Management

JBL, CS

Professional Development

JBL, CS

Organizational Development

RDG, SDW,
HM

Compensation

Generalist

Orla McPolin
HR Coordinator

As reflected above, HR team members serve primarily in

functional, regional, or business coverage roles, providing
appropriate HR support and advisory services to the line.
In addition to these core responsibilities, each team member
is significantly involved in driving and/or contributing to key
HR initiatives which cut across functions/regions and
businesses.

HR Workstreams

Talent Acquisition
Career Management
Performance & Meritocracy
Compensation
Professional Development
Organizational Development & Design
HRIS
5

HR Workstream Priorities: Talent Acquisition

Partner with Businesses to Identify and Attract Highest
Caliber Talent

Prioritization and Implementation of Hiring Plan

Diversity Initiatives

Recruiting Processes and Practices

On-Boarding & New Hire Integration

HR Workstream Priorities: Career Management

Holistic Framework for All Professionals Globally
Career Framework Embedded in:
Recruiting
New Hire Integration

Career Paths
Performance Management
Individual Development
Promotion Processes
Expand Bench of Talent/Develop Future Firm Leaders
Career Management Alignment with Professional Development and
Organizational Development Initiatives
Talent Mobility
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HR Workstream Priorities: Career Management Contd.

Three overarching elements which evolve with seniority inform all of our Performance Criteria & Capabilities:
Driving Commercial Results / Leading & Managing People / Living the Firms Culture & Values

These provide a benchmark for defining skills, behaviors and experiences expected of a fully proficient executive at
each level, underpinning the ability to deliver commercially impactful, high-quality and consistent results

Promotion criteria and decisions driven by long-term potential combined with strong performance and contribution in
three core areas

Investing Acumen
Portfolio & Value Creation
Capital Raising
Products/Markets Expertise
Leveraging the Firm
Innovation, Entrepreneurship & Risk Taking
Investor/External/Third Party Relationships

Leading & Managing People

Self Leadership
Team Management
Business/Functional Leadership

Living Our Culture & Values

Integrity, Fairness and Respect

Open and Candid Debate
Teamwork and Collaboration
Building the Firm

Driving Commercial Results

These performance dimensions incorporate 360 evaluation criteria and build

on them to capture broader and more comprehensive set of concepts

HR Workstream Priorities: Performance & Meritocracy

Performance Management Practices and Processes

Manager Accountability for Performance Management and

Career Development

Meritocratic Promotions and Rewards

HR Workstream Priorities: Compensation

Philosophy

Evolving Model and Components

Decision-Making

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Organizational & Professional

Development

Defining Organizational & Professional Development

Organizational Development - enhancing capabilities within and
across the firm to address our evolving business model and
expanding leadership demands
Building leadership bench strength
Preserving specialness of KKR
Increasing employee engagement and morale / Firm Survey
Advancing one-firm approach, power of partnership brand,
and our focus on innovation and execution
Professional & Leadership Development providing relevant
training, coaching, mentoring and other programs to supplement onthe-job experiences to help individuals in their career progression

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What This Means For You

KKR leaders and individuals share joint accountability to maximize individual and team performance
On-the-job experiences, feedback & coaching accounts for the majority of ones best development with
formal Professional Development serving as a critical supplementary component
Suggested ways of building and developing experience, skills and capabilities

On-boarding and orientation

programs

Transition-based programs

Skills-based workshops

Leadership development

Industry & Product

Knowledge

On-the-job learning

Learning from Experts

Clear
Expectations &
Goals

Firm
Professional
Development

Commercial goals: primary ways to

contribute to the business

Developmental goals: key areas to

advance commercial goals and
professional development

Experiences &
Stretch
Assignments

Maximizing
Your
Performance
On-going
Feedback &
Coaching

Business Specific
Training

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Other
businesses
Other regions

Job Rotations/
Mobility

Increased exposure &

responsibility

New projects

Leadership role

Shadowing
individuals/meetings

Involvement in broader Firm

effort

Building self-awareness

Manager coaching

360 Feedback

Mentor/Mentee

Networking across the

Firm

Professional Development Key Initiatives

Targeted programs at key career transitions with skills/tools essential for success

Integration / Transition

Orientation Programs

Associate/Analyst Training*

Buddy/Mentor Assignments*

Experienced Hire Orientation

Promotion Programs

Newly Promoted Principals (2012 New)

Newly Promoted Directors

Newly Promoted Partners (TBD-2013)

Professional Skills

Relationship Management

Relationship Building & Influencing Skills (Principal, Associate, Analyst)*

Building Lasting Partnerships (Partner, MD, Director)

Communication Skills

Presentation Coaching (All Executives)*

Win-Win Negotiating (2013 New)

Interviewing (All Executives)*

Productivity/Best Practices For Working Most Efficiently (All Executives)*

Leadership & Management

Managing Self/Working Effectively with Your Manager (TBD-2013) (Associate, Analyst)*

Managing Others/Adding Increased Leverage & Value (Principal)
Team/Business Leadership (Partner, MD, Director)
Delivering Effective Feedback & Coaching (Partner, MD, Director, Principal)
= Targeted offerings for Associates & Analysts

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Closing Thoughts

Closing Thoughts
Master the Basics First

Get to Know Others

Embrace Ownership and Responsibility
Take Initiative
Manage Expectations and Communicate Regularly and Proactively

Speak Up and Express Views Openly

Preserve Work-Life Balance
Its a Marathon, Not a Sprint
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Q&A

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