Company Presentation

January 2012

Mission: To build the Social Talent Management Enterprise.

Description: TalentGuard’s innovative social talent management

software, rich content and coaching community empowers

organizations to connect with and develop people in an effective,

exciting, and enduring way.

© 2011 TalentGuard - Confidential

Building the Social Talent Management EnterpriseTM.

TALENTGUARD OVERVIEW

• Provider of Talent Management Saas Platform

• Fortune 500 and mid-size customer base

• Team of career and talent management experts

• Track record of growth

• Substantial growth opportunities

© 2010 TalentGuard 2

CUSTOMERS

3 © 2011 TalentGuard - Confidential

Competency/Succession/

IDP/Coaching

Competency/Succession/ IDP

360 Assessment Module

360 Assessment Module

Career Center Design and Set-up

Career Coach Training

Career Pathing

Competency/Performance Module

360 Assessment Module

Development Planning Module

Career Development Resources

Career Coaching

WHAT’S YOUR TM LEVEL?

© 2011 TalentGuard 4

Level 1

Individual HR processes or silos.

May have systems in place but not connected.

Level 2

Identification of connection points. Several systems

primarily integrated through manual processes.

Level 3

Focus in on connecting processes. Single person or

team responsible for talent goals & outcomes.

Level 4

Fully integrated processes and systems.

Talent management is aligned to business goals.

Personnel

Department

Strategic

HR

Integrated

TM

Business-

Driven HR

TM Maturity Model Levels of Alignment with Business

Source: Bersin & Associates, 2010.

7%

20%

45%

28%

OUR CUSTOMER’S CHALLENGES

Slow Response to Changing Biz

Needs

• Inability to identify current and

future talent gaps

• Hiring strategy and development

planning not in sync

• No clear picture of future “talent

profile”

• Leadership pipelines in jeopardy

Disconnected Decision Making

• Data and processes not integrated

• Talent not shared across units

• Learning plans not linked to

assessments and skills gaps in

current talent pool

• Lack of visibility into talent gaps

© 2011 TalentGuard - Confidential

Not responsive to Employee

Demands

• Employees want career development

• Defined career paths and

competencies not clear and consistent

• Talent mobility difficult during change

• Managers still the weakest link in

organizational performance

Administratively Intensive

• Data entry is repetitive

• High volume of manual work to

complete HR review processes

• Difficult to obtain executive-level

talent information

• Hard to plan for the future

Bersin and Associates, 2011

SOCIAL TALENT® PLATFORM

Performance Management • Customizable performance appraisal

• Employee Performance Journal

• Multi-Year Performance Tracking

360 Feedback • Customizable Competency framework

• Moderated and Unmoderated Assmt.

• Anonymous and Named Responses

Career Pathing • Career path scenarios

• Identifies gaps

• Custom development plans

Certification Mgmt. • Track certifications

• Generate detailed reports

• Automated workflow

Succession Planning • Visual chart of successors

• Create talent pools

• Mange flight risk

Development Planning • Assign specific development activities

• Track management and coach interactions

• Track progress toward goals

Analytics • Identify High Potentials

• Develop Successors

• Identify Team

Strength/Weakness

• Create Customized

Development Plans

• Predict Workforce

Needs

CONTENT 10 Years Building Content

• Career Resources

• eLearning

• Articles & Templates

• Webinars & Workshops

• PCM Curriculum

• Career OneStop Partnership

• Eric Digest Partnership

COACHING 3 Years Building Community

• 350 trained and certified Professional

Career Managers (PCMs)

• Global Presence (US, Europe, Asia-Pacific)

© 2011 TalentGuard - Confidential

EXPERTISE

OUTSTANDING CUSTOMER ROI

• 26% higher revenue per employee

• 40% lower turnover among high performers

• 17% lower overall voluntary turnover

• 87% greater ability to hire the best people

• 156% greater ability to develop great leaders

• 92% greater ability to respond to changing economic conditions

• 144% greater ability to plan for future workforce needs

© 2011 TalentGuard - Confidential

Organizations who use a talent management

platform achieve this much better and realize

significant advantages

Source: Bersin & Associates, 2010.

WHY TALENTGUARD

• We develop expertise that drives competitive advantage

• We foster specialization that improves quality and reduces cost

• We ensure skills are developed through deliberate practice,

relevant content and reinforcement coaching to increase employee

engagement

• We provide a wide range of developmental experiences that

improves performance and results

• We enable career development that is provided in all critical job

roles that retains employees through continuous learning

CASE STUDY: ST. JUDE MEDICAL

• Identify key leadership competencies

• Plot talent on grid based on competencies

• Identify national training vendors based on competencies

• Develop top 25 HIPO Executive Development plans (EDP)

• Provide coaching services targeted as specific competencies in the EDPs

• Percent of positions with ready now replacements: – Key Positions Identified: 25

– Ready Replacements: 50

– % of Key Positions with Ready Now Replacements: 50%

• Percent of positions covered by succession planning process – Total Key Positions: 225, Key Positions Covered by Plan: 25

– % of Key Positions Covered by Plan: 11%

• Number of people plotted on Talent Grid with development plans – Number of development plans: 25

• Number of executives coached – 2 made significant improvement on most critical plans

© 2011 TalentGuard

Goal: No systematic method to identify and develop future successors.

Our Approach: Metrics:

• Talent Strategy Audit

• Talent Process Design

• Workforce Planning

• Assessment

• Competency Modeling

• Career Pathing

• Succession Planning

• Performance Management

• Executive Coaching/ Staff Dev.

• Integrated SaaS Talent

Management Suite

• Project Management for

Implementation of

Existing Systems

CASE STUDY: TOKYO ELECTRON

• Develop competency models for key positions

• Assess potential in key positions using 360 Tool

• Perform gap analyses to identify potential successors to key positions

• Identified L&D options and mapped to skill gaps

• Develop custom IDPs based on competency gaps

• Populated a 9-grid talent matrix and presented results to executives\

• Percent of positions with ready now replacements: – Key Positions Identified: 4

– Ready Replacements: 8

– % of Key Positions with Ready Now Replacements: 50%

• Percent of positions covered by succession planning process – Total Key Positions: 10, Key Positions Covered by Plan: 4

– % of Key Positions Covered by Plan: 40%

• Number of people plotted on Talent Grid with development plans – Number of development plans: 25

• Number of position filled internally vs. externally

© 2011 TalentGuard

Goal: Create a succession plan to mitigate flight risk and build bench strength

for 4 critical positions.

Our Approach: Metrics:

• Talent Strategy Audit

• Talent Process Design

• Workforce Planning

• Assessment

• Competency Modeling

• Career Pathing

• Succession Planning

• Performance Management

• Executive Coaching/ Staff Dev

• Social Talent Management Suite

• Talent 360

Q&A

© 2011 TalentGuard

Thank you for the opportunity

TalentGuard, Inc.

512-943-6800 Office

Where can we make an impact on your talent management needs?