April 2021 HR Lineup

— HR Lineup

April 2021

— Table of contents

Project Fusion: Become a digital people manager with Workday+ Enhance how you manage your team with real-time data and user-friendly tools ABB’s Internal Career Portal Are you and your teams making the most of the Open Job Market? What is your ABB story? We need your support to bring How you can help as we align our recruitment processes with ABB’s Diversity & Inclusion (D&I) 2030 strategy Performance Management: Giving Feedback Timely, regular and meaningful feedback is a core component of people performance management and is key in continuing to grow, improve, and recognize a job well done. our employer brand to life Attracting and recruiting diverse employees

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— HR Lineup

Bi-monthly publication for ABB line managers

Welcome to the April 2021 issue of the HR Lineup , a tool created in response to your requests for the sharing of relevant information and updates regarding annual processes, special projects and initiatives, and other items of interest. We need your help and partnership to ensure the content we include is meaningful and of use to you! Please share your feedback and questions, as well as suggestions for content to include in the future, by sending an email to ch-gbshrcoms@abb.com.

Thanks, and enjoy!

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— Project Fusion: Become a digital people manager with Workday+ Enhance how you manage your team with real-time data and user-friendly tools

Becoming a digital people manager allows you to:

With the introduction of the ABB Way last year, we empowered our people and our businesses, placing more autonomy in their hands. We all use mobile applications and digital communication tools, perform- ing more and more tasks remotely and achieving efficiency and flexibility. HR is now also transforming our people pro- cesses and ways of working to set us on a path toward digitalization. Project Fusion is how we’ll make this happen!

Have direct access to data , interactive dashboards and real-time reports to take educated decisions

Enjoy greater transparency and autonomy in initiating and concluding people-related actions

Get necessary guides and support directly in the system for easier and faster operations

Create a better experience for your employees and candidates through simpler, streamlined processes

Use Workday via mobile app to do necessary transactions anytime anywhere

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Project Fusion will replace fragmented HR tools existing in our countries and busi- nesses with five globally integrated sys- tems. Workday, a leading cloud-based solution used by numerous Fortune 100 companies all over the world, will become our new core HR platform. Along with the new technology, we will take the opportunity to revamp our people processes and introduce global standards and consistent ways of working. Equipped with direct access to the system and data, you will be able to view real-time informa- tion about yourself, your team and your or- ganization, initiate changes for your em- ployees and make informed, data-driven decisions. By increasing transparency, re- ducing process steps, and limiting neces- sary approvals, we will achieve a higher de- gree of control and eliminate complexity which is holding us back. Workday’s deployment is currently in the design stage and the system will go live globally in 2022, but other elements of Project Fusion are already being rolled out.

Have you visited our Internal Career Por- tal? Built upon award-winning Phenom People technology, the portal hosts new Talent Profiles, displays open jobs in ABB all over the world and offers personalized job recommendations and job alerts. Once you sign up, you won’t miss out on an in- teresting career opportunity. Our new External Career Portal, which will enable us to provide a similar digital and personalized experience to external candi- dates, is set to launch toward the end of May 2021. With a faster and smoother re- cruitment experience, we’ll be able to in- crease the caliber of candidates we at- tract. We’ll also leverage enhanced to data analytics so we can gain insights into what works. And as a hiring manager, you’ll ben- efit from greater transparency and more instantaneous progress updates. Stay tuned for more information about Project Fusion and how it will help you be- come a truly digital people leader!

Sample team compensation dashboard visible to managers

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— ABB’s Internal Career Portal

Are you and your teams making the most of the Open Job Market?

265,500 views of the Internal Career Portal pages

Since the launch of the new Internal Career Portal in January, thousands of ABB em- ployees have built their talent profiles, taken advantage of the AI-selected job recommendations and found new career opportunities!

18,600 ABB employees logged into the portal

with 3,000+

internal applications. We have closed 31% of our positions internally

8,400 job alerts set up to stay informed about interesting opportunities

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— What is your ABB story? We need your support to bring our employer brand to life

Why do you work for ABB? Is it the work that fulfills you? Your colleagues? Your team? What made you press the submit button on your application to join ABB? And what keeps you engaged? What makes you feel proud? Providing potential candidates with in- sights and “peeks behind the curtain” is a powerful means of attracting talent and boosting our employer brand. Today’s candidates look for authentic stories about working for a company – real life examples that resonate with them and help them evaluate if the company is in line with their values and aspirations. In this digital era, they also expect a mod- ern, simple and customer-centric process that allows them to submit their applica- tion instantly and on-the-go. We are gearing up to launch our new Ex- ternal Career Portal toward the end of May 2021. With this new portal, we’ll be able to provide this type of digital and personalized experience to external can- didates. And sharing authentic stories from our very own people will allow us to reach those candidates on an emotional level. Whether it is via Social Media chan- nels or directly on our new External Career Portal , we aim to lever-age this opportunity to its fullest poten-tial. Hence, we invite you and all our col- leagues to engage with our employer brand!

There are numerous ways to do so: Do you have a new opening o n your team? Make sure you promote it on LinkedIn and give a flavor of what interested candi- dates can expect. Are you hitting a 1 year, 5 year or even 10 year+ service milestone at ABB? Why not tell your story and share insights on your journey at ABB with oth- ers? Have you experienced a “wow” mo- ment that exemplifies what you love about working here? You can share your ABB story by sending an email to ch-gbshrcoms@abb.com. Thank you in advance for helping us bring our employer brand to life by sharing your experiences!

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— Attracting and recruiting diverse employees How you can help as we align our recruitment processes with ABB’s Diversity & Inclusion (D&I) 2030 strategy

Every year, we publish around 10,000 open positions. Each open position is an opportunity to diversify our workforce with new employees from different back- grounds, experiences, skillsets, views and perspectives. More diversity means more innovation, and opportunities to be more disruptive and entrepreneurial. Diversity also allows us to better respond to changing conditions – the markets we operate in, customer re- quirements, ABB’s products, services and solutions portfolio – and to secure our con- tinued success.

There is a natural tendency to seek out can- didates who r emind you of others you know who have been successful in a role, but challenging assumptions and seeking out individuals with different backgrounds and education can increase our agility and help us to better address market requirements. In turn this means we will be more competi- tive and more attractive to new employees. Are you curious to learn more about what we have introduced to improve our recruit- ment process and drive diverse hires? Are you wondering why and how you, as a Hir- ing Manager, play a vital role and can make a difference? Read on!

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Changes to the recruiting process

Attend an unconscious bias workshop (available in MyLearning → Search for ‘Un - conscious Bias’) to be more alert in the way you think, behave, act and communi- cate. The workshop helps embed inclusive leadership behaviors into our organization and create a culture that nurtures and brings together our differences. How you can help us reach our D&I goals

Removing Biases

Often, we make biased decisions without being aware that they are biased. To raise awareness of unconscious bias, all our Tal- ent Partners globally participated in a workshop we have designed and imple- mented together with Catalyst, a D&I con- sultant, centered around ‘consciously re- cruiting for diversity, minorities & inclusion’. In addition, we are implement- ing tools such as the new internal career portal (external career portal to be launched in May) and HireVue (leveraged for AI-based video interviewing and as- sessments) that provide a nonbiased view on candidates. Thanks to their artificial in- telligence (AI) technology, these tools indi- cate potential fit for a role based solely on experience, skills and competencies. Job ads are an important way to market opportunities to potential employees. To help ensure ABB roles resonate with di- verse candidates and therefore we receive diverse applicants, we’ve recently intro- duced a diversity statement at the begin- ning of all job ads. This is a bold statement that demonstrates how serious we are about D&I and our commitment to actively welcoming diverse candidates. In addition, we revised all global templates to ensure gender-neutral or balanced language. Together these steps help position ABB as a top diverse employer in the labor market. A key to any recruiting strategy is to meet diverse talent where they are. One of the ways we have done this is by identifying Job Boards specifically known for Diver- sity, Minorities & Inclusion.

Job Ads

When recruiting for an open position, be sure to consider the skills and capabilities that are truly needed to be successful in the role. For example, is a college/univer- sity degree really more important than the experience a person has? Being clear on must haves vs. nice-to-haves at the begin- ning stages of recruitment is valuable and allows for objective decision making.

Job Boards

Think about opportunities for the role(s) you’re hiring for. Is there a local college that has a great program in your field? Is there a diverse professional organization that aligns with your role? Perhaps you know of a Job Board that has a diverse au- dience? Share your knowledge of these re- sources and be open to discussing this during your kick-off meeting with the Tal- ent Partner.

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Changes to the recruiting process

Challenge yourself and others to include more diverse candidates on the shortlist. Perhaps you could compromise on the time it takes to fill a position to allow for a longer period and potentially attract a more diverse candidate pool? You could also consider forming a diverse panel of interviewers to mitigate biases. How you can help us reach our D&I goals

Diverse Slates

According to this study, if there is only one woman (out of four) on the shortlist, statistically there is no chance she’ll be hired. However, if there are two women out of four candidates, the likelihood in- creases to 50%. Keeping this in mind, we are committed to ensuring a diverse slate of candidates. This means recruiting for and supporting the best qualified avail- able candidate inclusive of all genders, LGBTQ+, abilities/disabilities, race, ethnic- ities and generations. Last but not least, it goes without saying that we always stay compliant with local legislation and com- pliance requirements at each step of our selection and hiring process. By creating campaigns on social media that feature authentic employee stories, we allow potential candidates to see what it is really like to work at ABB – and to see themselves here! Many of these campaigns are developed to help attract diverse can- didates (i.e. women in STEM) to current or future ABB roles.

Authentic stories on social media

Lead by example – be active on social me- dia and share success stories about di- verse teams or provide interesting stories to HR/communications whenever there is a need for new content. Encourage your team to do the same!

ABB D&I Statement: At ABB, we have the clear goal of driving diversity and inclusion across all dimensions: gender, LGBTQ+, abilities, ethnicity and generations. Together, we are embarking on a journey where each and every one of us, individually and collectively, welcomes and celebrates individual differences.

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— Performance Management: Giving Feedback Timely, regular and meaningful feedback is a core component of people performance management and is key in continuing to grow, improve, and recognize a job well done.

Why is feedback important? Feedback is an important tool in both rec- ognizing and driving performance. When given effectively, it can: • Recognize effort, motivate and en- gage • Help people understand how they are performing against expectations • Provide a better understanding of contributions and unique strengths towards the organization’s priorities and values • Identify and reinforce positive behav- iors, and the impact these have on others • Provide opportunity for improvement • Support professional growth and de- velopment by creating continuous op- portunities for learning • Strengthen relationships through reg- ular and active engagement on work and development

— Have you received feedback lately? Have you given feedback recently?

At the center of building a more engaged, inclusive and capable workforce is strong communication and transparency. Timely, regular and meaningful feedback is a core component of people performance man- agement, and is key in continuing to grow, improve, and recognize a job well done. Feedback assists in having honest conver- sations on areas for focus and/or develop- ment, and keeps people connected to their work and the organization.

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Giving feedback When providing feedback, it is important to ensure it is relevant and effective. Some tips to help give effective feedback in- clude: • Ensure it is specific and timely • Focus on observed performance and behaviors • Be balanced in the delivery; be authen- tic and fair • Make sure the feedback is respectful and tailored to the person receiving it

Feedback does not have to follow a top down approach; meaning it is not just an exchange from manager to employee. Feedback can also be: • Peer to peer • Employee to manager • Between anyone else that people in- teract with at work Additionally, you do not have to wait to receive feedback. You can and should ask for feedback any time from the people you work with, as well as provide it.

When giving feedback, remember these important dos and don’ts!

DO • Follow the tips and hints provided in the Quick Reference Sheet • Use a structured approach to support giving effective feedback • Ask for feedback on your performance and/or behaviors • Be open to feedback and how you can use it to develop and grow

DON’T • Jump in without giving it any thought (not in the heat of the moment) • Provide feedback that is too vague or confusing • Sit back and wait for feedback to come • Dismiss feedback or react emotionally Additional resources and information can be found on the People Performance Man- agement page on Inside+ (see the section for other related links).

— GBS HR Your People Partners Trista Schlick, Global HR Communications & Experience Lead trista.schlick@ch.abb.com

go.insideplus.abb.com/corporate-functions/human-resources/working-at-abb

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