Leadership Programs and Training. What are the programs called? Global Consumer CAREER Group Management Associate program (GCGMA)

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1 399 Park Avenue New York, NY Phone: Locations In over 100 countries: Africa, Asia- Pacific, Central America & Caribbean, Europe, Middle East, North America and South America. Leadership Program Contact Melanie Stave Senior Vice President 388 Greenwich Street, 18th Floor New York, NY Phone: (212) Diane Shults Manager 1 Court Square, 9th Floor Long Island City, NY Phone: (718) shultsdi@citi.com Defining Leadership How does your company define leadership? The size and complexity of prevents us from subscribing to a single leadership definition. Instead, focuses on creating leaders with a broad set of skills which can be applied to different roles and challenges. We measure our leaders against a broad set of core competencies that focus not only on hard skills but also a set of values and behaviors which flow out of our Shared Responsibilities to our clients, our franchise and each other. Leadership Programs and Training What are the programs called? Global Consumer Group Management Associate program (GCGMA) 120 Cards Management Associate program (CCMA) Risk Management Associate (RMA) Program Finance Management Associate (FMA) Program

2 What is the duration of the programs? GCGMA: Two years CCMA: 2 years (four six-month rotations) RMA: 18 months (three six-month rotations) FMA: 18 months (three six-month rotations) Please describe the programs. GCGMA: This program is designed to attract high potential individuals with superior leadership skills into a two-year cross-business, cross-functional general management development program. The program gives the Management Associates (MA s) a holistic view of the consumer businesses within. The rotational assignments are designed to provide exposure to how we conduct business on a daily basis as well as structural and cultural challenges that face Global Consumer Group leaders globally. The program is comprised of four sixmonth rotations in at least three Global Consumer Group business units (Global Consumer Group, Cards, North American Operations & Technology, Commercial Business Group, Student Loan Corporation, etc.). Rotations will focus on four functional areas of credit/risk, finance, sales/marketing, and operations. There is an opportunity to complete a six-month overseas rotation after the first year. There is exposure and interaction with senior management on a regular basis and an executive mentor will be assigned to enhance the development process. There is a senior management sponsored team project between the first and second years on the program. CCMA: The Cards MA program is for exceptional MBA students with an expertise in marketing, analytics and/or general management whose primary interest is to build in-depth understanding of and experience the credit cards business. The program consists of three eight-month rotations within various Cards businesses, providing robust and challenging cross-functional development assignments to build leadership skills and general management breadth. The first two rotations are analytical (Risk Management, Decision Management, Finance, or Strategy) and marketing. The third rotation is an elective rotation where the MA has the option to complete another marketing or analytic rotation, or can choose a rotation in the Center of Excellence (Human Resources, Legal, Chief of Staff, Chief Administrative Officer, Operations, or Technology). Rotations are primarily based in North America and all MA s are encouraged to rotate through at least two different geographic sites to gain the most development and exposure during the program. There may also be select opportunities in the International Cards business, based on business needs. There is also classroom training, on-the-job Visit Vault at for insider company profiles, expert advice, career message boards, expert resume reviews, the Vault Job Board and more. 121

3 learning and individual development resources. MA s gain a broad exposure to leaders at all levers of the organization and are provided feedback throughout each rotation. RMA: Risk Management is an independent organization within that partners with each of its major businesses, globally. Risk Management plays a critical role in developing and implementing business strategies that help grow responsibly. s profitability could be affected by a number of global and local economic factors such as liquidity of the global financial markets, the level and volatility of interest rates, equity prices, investor sentiment, inflation or the availability and cost of credit. Risk Management s independent judgment allows it to take these factors into consideration and make important risk decisions for the organization. The goal of the Risk Management Associate (RMA) Program is to develop global risk managers who bring their varied experience and knowledge into every transaction to help influence the overall strategy of the business. - It is a two-year developmental program providing accelerated learning with the opportunity for each associate to shape his or her career. Rotations are designed to expose the associate to s different businesses; Alternative Investments, Commercial Markets Group, Corporate Center, Markets and Banking, Global Consumer Group and Global Wealth Management - The program provides four, diverse, six-month rotational assignments, one of which may be overseas; dependant upon factors including but not limited to the associate s work performance and business needs. - The program begins in August with one month of classroom training in New York City with the first rotation starting in September. FMA: The Financial Management Associates Program (FMA) provides Financial Management Associates with the challenge of diverse rotational assignments in various finance areas across all sectors. Financial Management Associates have the opportunity to work closely with senior-level finance managers in key areas including strategy, business development, planning and analysis, treasury, accounting and financial reporting/control. The program consists of three sixmonth rotations with an optional international rotation, which broadens the Financial Management Associates global perspective both professionally and personally. Financial Management Associates can choose the location where they want to be based, including New York City, EMEA, Asia, Latin America and Japan. 122

4 Several key elements of the FMA program include: - Access Start at the top. FMAs can gain direct access to s senior financial officers and management team while working with carefully selected managers who know how to maximize their potential and develop their careers. Learn about global finance from the people who shape it everyday. - Global Reach Build an endless network. FMAs can select their region from five major global regions. Additionally, FMAs can be exposed to varied global perspectives and businesses by spending one of their three rotations on an international assignment outside their regional hub. Much like the business school experience, FMAs develop close ties within the FMA community at and strengthen these relationships throughout their career. - Leadership As part of a leadership development program, FMAs are viewed as the future finance leaders of. FMAs are encouraged to develop their management skills during their three rotations. - Responsibility Contribute from day one. Part of s growth strategy depends on the entrepreneurial spirit of our employees. As a full-time member of the team, FMAs can apply their leadership skills in a customized curriculum to accelerate their learning and professional development. - Empowerment Be part of the action. FMAs are typically challenged right away to be intricately involved in the fast-paced analytical and dynamic financial environment of a world-class corporation. From the start, FMAs will be paired up with a senior mentor who will guide, support and mentor them throughout the program. These are professionals who have volunteered their time to mentor FMAs, therefore have a strong commitment to the program and the future leaders of. The program unique is the cross-business exposure that the Management Associates experience. Where else could one spend six months in a corporate strategy role assessing s next acquisition, spend six months planning for s biggest business, the Global Consumer Group, and then learn how money is moved at by spending six months in a Treasury function? Describe how your program(s) differ at different levels of leadership. For the GCGMA and CCMA: Upon entering the program, an individual is a Management Associate. During this time, the individual is in the learning stage and may not necessarily have a leadership role during the rotations. After completing all rotations, the individual will gain a breadth of experience regarding the business and will become a Vice President upon graduation. At that time, the individual will begin Visit Vault at for insider company profiles, expert advice, career message boards, expert resume reviews, the Vault Job Board and more. 123

5 to manage other personnel and through time will become a next leader of his or her business. What are the goals of the programs? GCGMA and CCMA: The main goal of the program is to provide an individual with the breadth of experience to become a next generation s leader of their business and in. RMA: It is anticipated that successful Associates will move into positions in one of s Global Risk Management businesses post-program. Associates are encouraged to identify their preferred risk management area of focus. FMA: After learning and contributing to the business during the program, many Financial Management Associates take Vice President-level finance positions that ultimately lead to important leadership roles inside sectors. The FMA program is a great launching point for a successful career path in finance. Qualifications of the candidate: GCGMA: MBA students with a concentration in finance, strategy, marketing, or general management is preferred. - Four to six years progressive work experience, results driven, ability to execute and get things done, foster relationships and promote collaboration, ability to influence others and lead others, excellent communicator, adaptable and comfortable with ambiguity, disciplined decision maker, big picture thinker, exhibits mature confidence, willingness to move every six months. - Full-time position for current second year MBA students. CCMA: MBA students with a concentration in marketing, general management, or an analytic focus. - CCMA: Three to years relevant work experience, demonstrated leadership potential, respect for diversity of thought and experiences, intellectual curiosity, sound judgment, teamwork, ability to influence in a matrix organization. - Full-time position for current second year MBA students. RMA: Currently pursuing an MBA with a concentration in finance or economics course work in corporate finance, capital markets and financial statement analysis - Three to five years of significant, relevant work experience - Strong analytical, quantitative, problem-solving skills 124

6 - Flexibility and adaptability to changing business directions - Willingness to take initiative - Strong communication, leadership and interpersonal skills - Professional and personal maturity - Self-motivated, willingness to learn while keeping an open mind - Willingness to cross borders, businesses, ideas and cultures FMA: The Financial Management Associate Program values individuals who are committed to excellence in whatever they do, who have a sense of urgency and excitement, and who thrive in an environment of change and competition. - MBA with a concentration in accounting, finance, or economics - Three to five years of significant, related work experience - Eagerness for a broad and increasingly demanding career in financial management - Interest in opportunities for international assignments and new business challenges at regular intervals - Willingness to take initiative and offer creative solutions, to take risks and build businesses - Strong communication and presentation skills - Skill at building and maintaining relationships - Ability to speak several languages (not mandatory) Do the programs have a special recruiting relationship with particular universities/colleges/grad programs? For the upcoming recruiting season: GCGMA had a relationship with the following universities: Chicago GSB, Columbia Business School, Duke Fuqua School of Business, Georgetown McDonough School of Business, Harvard Business School, Kellogg School of Management, NYU Stern School of Business, University of Michigan Ross School of Business, the Wharton School, UCLA Anderson School of Management, London School of Business, IESE Business School and ESADE. CCMA had a relationship with the following universities: Chicago GSB, Columbia Business School, Johnson School at Cornell University, Carnegie Mellon Tepper School of Business, Duke Fuqua School of Business, Emory Goizueta Business School, Georgetown McDonough School of Business, Harvard Business School, Indiana Kelley School of Business, Kellogg School of Management, Maryland Robert H. Smith School of Business, University of Michigan Ross School of Business, NYU Stern School of Business, UT Austin McCombs School of Visit Vault at for insider company profiles, expert advice, career message boards, expert resume reviews, the Vault Job Board and more. 125

7 Business, Vanderbilt Owen Graduate School of Management, the Wharton School, Yale School of Management. RMA: Duke and UNC and conferences (NBMBAA, NSHMBA). FMA: Chicago GSB, Columbia, Cornell, Duke, Georgetown, Michigan, NYU, Rochester, Tuck, Duke and conferences (NSHMBA, NBMBAA, DISCO). How many people are accepted into the program annually? Graduates: GCGMA: 15 CCMA: 50 RMA: 10 FMA: Others: RMA: Internal Promotion Process FMA: the program also has an internal promotion process, where existing employees with appropriate credentials can apply. How do you identify leadership qualities? Leadership qualities are identified through comprehensive interviews conducted on campus. What percentage of your program participants are hired full-time? 75 percent of summer associates accept the full time position as FMA. Please explain how you incorporate other leadership training and development programs and resources into your career management plan. Currently, offers new managers and mid-level managers a variety of courses around the globe which help managers learn the expectations of leaders at and develop a variety of skills which include but are not limited to: performance management, communication, influence, manager/peer relationships, motivation and delivering positive results in challenging and changing business environments. Within the executive population, s executive development initiatives foster a global cross-business community of best-in-class leaders who build and reinforce a culture of performance, productivity, meritocracy, integrity, transparency and teamwork. Executive development initiatives support the execution of s business strategy through highly focused forums, programs and one-on-one executive coaching engagements designed to promote capability development, culture and alignment with the company s top priorities. 126

8 Examples of core programs include: Leadership 1: This program, for first time supervisors/managers with at least 12 months in a management position, creates a solid foundation for understanding and answering the challenges facing a new manager, and builds strong leadership skills and behaviors at a formative stage in any leadership career. The program focuses on critical skills for new managers by addressing the following issues in group discussions, role-practices and small group exercises: recruitment and selection, diversity awareness, goal setting and motivation, addressing problem performance, performance appraisals, coaching, managing change and leading with development plans. Leadership 2: This program, for supervisors/managers with at least 24 months in a management position, focuses on critical skills for midlevel managers by addressing the following issues in group discussions, role-practices and small group exercises: situational leadership, coaching for performance, diversity behaviors, collaborative peer relationships and effective strategy for managing up. Business Leadership Program (BLP): A highly interactive four-day program designed for s highest potential executive talent, one to two levels below the Management Committee. The BLP focuses on creating alignment and ownership around group s top priorities, strategy and management philosophy while building culture, sharpening leadership skills and forming a new network. Chairman s Executive Forum (CEF): This three to four day experience is group s flagship executive development program. While the program components are similar to those at the BLP, the tenor of the dialogue reflects the greater seniority of the group. The experience is designed to create alignment and ownership around group s top priorities, strategy and management philosophy while building culture, sharpening leadership skills and forming a new network. Who are some notable alumni that have come out of your company s leadership training/program(s)? Many of s management committee members and business heads have attended our top executive development program, the Chairman s Executive Forum (CEF) including: Stephen Bird, CEO, Global Consumer Asia Pacific (CEF, 2001) Steven Freiberg, Chairman and CEO, GCG - North America (CEF, 2001) Manuel Medina Mora, Chairman & CEO, Latin America & Mexico (CEF, 2005) Robert Morse, CEO CMB Asia Pacific (CEF, 2002) Note: bios available on Visit Vault at for insider company profiles, expert advice, career message boards, expert resume reviews, the Vault Job Board and more. 127

9 Going Forward: Plans for Leadership Expansion Does your firm have any plans for future leadership development programs, either formal or informal? plans to roll out a more formalized leadership development pipeline tied to a broader talent strategy for the organization. This formal structure would enhance the offering and availability of leadership development programs at various levels within the organization from new managers all the way through senior managers and executives. 128