1. Leadership for 2013:Strategies and Best Practices You can listen to todays webinar using your computers speakers or you may dial into the teleconference. If you would like to join the teleconference,please dial 1.650.479.3208 and enter access code: 924 254 823 #. You will be on hold until the seminar begins. #TMwebinar

2. Leadership for 2013:Strategies and Best Practices Speaker: Robert C. GreeneTalent Management StrategistSumTotal Systems Moderator: Deanna HartleySenior EditorTalent Management magazine #TMwebinar 3. Tools You Can Use Q&A Click on the Q&A icon on your floating toolbar in the top of your screen. Type in your question in the space at the bottom. Click on Send. #TMwebinar 4. Tools You Can Use Polling Polling question willappear in thePolling panel. Select yourresponse and clickon Submit.#TMwebinar 5. Frequently Asked Questions1. Will I receive a copy of the slides after the webinar? YES2. Will I receive a copy of the recording after the webinar?YES Please allow up to 2 business days to receive these materials. #TMwebinar 6. Leadership for 2013:Strategies and Best PracticesDeanna HartleySenior EditorTalent Management magazine#TMwebinar 7. Leadership for 2013:Strategies and Best Practices Robert C. Greene Talent Management Strategist SumTotal Systems#TMwebinar 8. Effective LeadershipAssessment:Strategies, Tools & Tips forSuccessPresented By:Bob GreeneSenior Talent Management Strategist 9. Agenda How Integrated Talent Management can power success How to use talent analytics to drive better leadership assessments How Successful Companies Assess Their future leaders Quick Tips for Using Talent Management TechnologyPage 8 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 10. Agenda How Integrated Talent Management can power success How to use talent analytics to drive better leadership assessments How Successful Companies Assess Their future leaders Quick Tips for Using Talent Management TechnologyPage 9 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 11. Why Are Effective Leadership Assessments Important? Bad BossesCan be a MajorContributor toTurnoverSenior Leadersfrom the BabyBoomGeneration are Retiring45-50% of TopPerformers are Actively Looking forNew JobsPage 10 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 12. The Growth in Quits Who is quitting?Are you losing yourbest people?This can raise youroverall employmentcosts dramaticallyPage 11 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 13. Polling Question #1 The voluntary quits portion of the overall unemployment rate hasbeen rising steadily for the past two years. Thinking only about yourvoluntary turnover rate since January, 2011, has it? Decreased Stayed about the same Risen moderately (less than about 30% from what it was 1/1/2011) Risen steeply (more than about 30% from what it was 1/1/2011) Not sure, but I think Ill check right after this webinar is overPage 12 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 14. Top 5 CEO Concerns Talent Shortage! Loss of CustomersTalent & Skills ShortageReputational Risk Currently Fluctuation Changing LegislationPage 13 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 15. More Mature HCM Practice = Greater Return HBR Article in 2007 Effective talentmanagement drivesbetter sales & greaterstock return Same correlationshown in many articles& studiesMaximizing Your Return on People, March 2007, Harvard Business ReviewPage 14 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 16. Engaged Employees = EPS Growth High employee engagement translates to improvements across the business"Companies that increaseemployee engagement seeimprovement in operatingmargins.Towers Perrin, New Realitiesin Todays WorkforceGallup Research, 2011- Employee Engagement Overview BrochurePage 15 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 17. Why Integrate Talent Management? Analyst research shows direct correlation to business performance Bersin 2011 HR Factbook shows organizations that have reached maturity (Level 4) by having business-integrated HR functions rather than compliance drive (Level 1) HR show significantly higher performance in the following metricsPage 16 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 18. Why Integrate Talent Management? Analyst research shows direct correlation to business performance Source: Kevin Oakes, i4CP 2011Page 17 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 19. What Talent Processes do High-Performers Do? Where to StartAll relateto filling leadershipgaps i4CP, Kevin Oaks, 2011Page 18 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 20. High Performers Have Good Processes toFill Leadership Gaps i4CP, Kevin Oaks, 2011Page 19 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 21. Agenda How Integrated Talent Management can power success How to use talent analytics to drive better leadership assessments How Successful Companies Assess Their future leaders Quick Tips for Using Talent Management TechnologyPage 20 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 22. Tip: Build an Integrated Data ModelMost companies (well over 50%)Questionsdo not have integrated data today the data is in separate silos Where do you haveyour data today?Why: Without visibility you cannotassess talent or develop itIs your data indata jail?Who holds the keys?The big data sets for fillingleadership gaps are: What is the highest HRMS datapriority data to gain Succession databetter visibility? Learning / competency data Performance dataPage 21 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 23. Polling Question #2 How many separate HCM-relatedsystems are you currently using? None (100% manual!) One Two Three Four Five Six or morePage 22 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 24. Example: Learning, Succession, CoreSUCCESSION CORELEARNINGPLANNINGINFORMATION INFORMATIONINFORMATIONEmployee Succession Learning Profile Plan(s)Activities PerformancePotential DevelopmentInformation RatingsPlans9-boxCompetencyJob Profiles informationDataPage 23 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 25. Example Succession & Talent Management Global employee record providesIntegrated Workforce Analytics complete information to improve the quality of succession decisions Single GlobalEmployeeHiring integration providesRecordvisibility to drive effectivestaffing decisions to fill key Key competency leadership positionsinformation provides for IntegrationHiringmore accurate comparisonCompetency among successors DataIntegrationLinking development planningimproves leadership trainingeffectivenessSuccessionIntegratedIntegrated Performance PlanningDevelopment Assessments PlanningEasily Identify highperformers and put them into succession pools IntegratedIntegrated Career LearningBetter align & improve trainingPlanningPaths effectiveness for the best talentImprove overall employeeengagement and development effectivenessPage 24 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 26. Tip: Have Analytics That Are Easily AccessibleOrganizations are starting to Questionstrack cross-organization analyticsWhat is the question youLets you define current are answering by buildingbenchmark & success metricsa report or dashboard?Lets each part of organizationsee the bigger pictureWhat decisions or actionsdo you hope to take based on data analysis findingsCreates executive visibility and recommendations?Drives consistently betterHas this been done before?business and talent planningPage 25 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 27. Executives Need to Receive Reports!Executive Team /CEO are the only groups correlated to High MarketPerformanceQ: Who receives the workforce metrics reports? (Select all that apply)Page 26 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 28. Example: Key Performance Indicators (KPIs) Talent Development Overall talent retention Number of training rate hours per employee per Number of senior year positions and the depth Average training cost of bench strengthper employee Average tenure of new Training penetration rate hires Average class size Turnover among high Average score per performers employeePage 27 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 29. Ubiquitous Access to AnalyticsRobust Mobile/iPad Support Single data warehouse Pre-built KPIs to track leadership metrics Provide overview and drill-down capabilities Both diagnostic (rear- view) and predictive Access on multiple platformsPage 28 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 30. Agenda How Integrated Talent Management can power success How to use talent analytics to drive better leadership assessments How Successful Companies Assess Their future leaders Quick Tips for Using Talent Management TechnologyPage 29 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 31. Example: Google Project Oxygen* The Mission: To build better bosses The Challenge: Terrible boss = top three reason for turnover The Outcome: 8 habits of highly effective managers The Result: improvement in manager quality Career Development Clear Vision & StrategyCoachingGoogles Quest to Build a Better Boss New York Times, March 12th, 2011 Page 30 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 32. Google Project Oxygen Outcomes Eight Good Behaviors 1.Be a good coach 2.Empower your team and dont micro manage 3.Express interest in team members success and personal well being 4.Dont be a sissy: Be productive and results oriented 5.Be a good communicator and listen to your team 6.Help your employees with career development 7.Have a clear vision and strategy for the team 8.Have key technical skills so you can advise them Three Pitfalls of Managers 1. Have trouble making a transition to the team 2. Lack a consistent approach to performance management and career development 3.Spend too little time managing and communicatingGoogles Quest to Build a Better Boss New York Times, March 12th, 2011 Page 31 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 33. How to Develop Strong Enterprise LeadersEarly in their careers give potential leaders Experience on cross functional projects and responsibility for themWhen their leadership promise becomes evident, give highpotentials A position on a senior management teamSometime just before their first enterprise promotion, send risingstars To address capabilities they will need at an enterprise management levelAt the time of their first enterprise-level promotion, place newenterprise leaders in new units that are Small, distinct and thriving with a team they can learn from How Managers Become Strong Leaders, Michael D. Watkins, Harvard Business Review, June 2012Page 32 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 34. Agenda How Integrated Talent Management can power success How to use talent analytics to drive better leadership assessments How Successful Companies Assess Their future leaders Quick Tips for Using Talent Management TechnologyPage 33 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 35. Tip: Start where you will get the biggest result Often Thats PerformanceQuestionsSeveral studies say generallyPerformance integration givesthe greatest resultDo you have an agreed upon performance process?Try to keep the processsimple and straight forwardDoes it include leadership skills / competencies?Gives a measurement tool forleadership assessmentsWhat data do we need toexecute our plan?Page 34 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 36. Where do you start? Which processes do High Performing Organizations include?Source: Kevin Oakes, i4CP 2011Page 35 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 37. Where do you start? Which processes do High Performing Organizations include?Source: Kevin Oakes, i4CP 2011Page 36 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 38. Tip: Have an Integrated Process for Leadership DevelopmentMany organizations still have one-off orQuestionssilod processesCan you see developmentStudies referenced have shown information fromsuccession?integrated processes have betteroverall resultsFor integrated leadership development What are the key cross-look at connecting Succession and process tasks you wouldLearninglike to be able to do?This is where integrated data will help What data do we need toexecute our plan?Page 37 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 39. Example of Succession & Learning SuccessionPlanningLearningProgramsPage 38 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 40. Example: Where Technology Helps Choose Learning Directly EnrollCreate ThemSuccession PoolsActivities PowerfulinteractiveLook at tools can letcompetencyyou see / pickAutomaticallygaps and other enroll people in from among allinformation & yourcourses as wellthen choose as track theiremployees from courseprogress / catalog success incoursesPage 39 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 41. View Detailed Successor Comparisons Compare & Rank Potential Successors View employee record information See performance information View nine-box informationPage 40 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 42. Multiple Tools for Successor DevelopmentCompetency gap analysis canbe performed against current orfuture positions Integrated list of learning and development suggestedresourcesPage 41 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 43. Tip: Drive Succession Planning Deeper Into the OrganizationQuestions Most businesses only have succession planning at theWhat are the key feeder executive levelpositions you want to track bench-strength against? Top performing organizations have succession planning down several layers into the organization How many levels down canyou see into yourorganization? Integrate career development into the organizationDo you have development plans for key positions?Page 42 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 44. Polling Question #3 To what extent have you automated your succession management? Its 100% manual with no solid plans yet for automation 100% manual with plans to automate within the next 2 years Automated, for top level of executives only Automated, for more than the top level of executives but not everymanagement level Automated for all management levelsPage 43 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 45. Value of Deeper Succession Planning Visibility KnowledgeGives you astrongerBetter visibilityunderstanding of into thewhere your talent organizationstrengths &weaknesses are Retain andAnticipate yourEngageTalent Gap Improves Lets you employee maintain a strongengagement by bench of feeder touching more of positions for keythe organizationleadership roles Business BenchResults StrengthPage 44 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 46. Long Lasting Customer Relationships Broader Offerings, Improved Operations, High Customer Retention SumTotal Worldwide Leader in Strategic HCMMarket Share (users) 3,500+CustomersOver 45+ MillionEnd-UsersLeader in SMB, Mid-Market &EnterpriseSolutionsGlobal Scalability Page 45 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL March 5th, 2012 47. SumTotal Strategic HCM Solution Empowering Customers to Become Stronger Strategic Business Partners Providing Actionable Insight Enabling End-to-End Integrated Business Processes Driving Productive, Pervasive Access Improving Time-to-Value and Reducing Cost of Ownership Enabling collaborative solution development communityPage 46 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 48. Most Advanced - Recognized as Leader by Analysts6+ Years in the Leaders Quadrant (Gartner CLS MQ)SumTotal has established itself as the market share and mind share leader 2+ Years Rated Visionary (Gartner EPM MQ)well suited for global organizations seeking best-in-class functionalityGlobal Market Share Leader for Learning (Bersin 2013 LMS Systems Guide) Highly configurable Market leading Learning Management best-suited to large, global organizations.2+ Years Rated Highest Overall (Ventana Total Compensation)The top ranked supplier based on the weighted factoring of five product and twocustomer assurance categories 4 + Years in the Leaders Section (Forrester Wave LM)Forrester Wave for Enterprise Learning SuitesLeader in Every Section of Forrester Wave (2011 Forrester TM)...among the leaders for integrated performance & compensation solutionsHighest Rated Overall (AMR Strategic HCM) ...the broadest and most mature application suite in the strategic HCM specialist spacePage 47 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 49. SummaryIntegrated Talent Management has a provenpositive impact on top and bottom line resultsIntegrated talent analytics drives betterdecision makingTechnology helps but people and process arekeyStart by looking at integrated performance, thenleadership development and succession planningPage 48 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 50. Questions & Answers Visit us at www.sumtotalsystems.com and through thesesocial channels:@SumtotalSystemshttp://www.linkedin.com/groups?home=&gid=45382http://www.facebook.com/SumTotal.SystemsPage 49 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 51. Free Talent Management Resources Visit us at www.sumtotalsystems.comCustomer Case Studies Alfa Case Study - Manufacturing & Automotive Lifetouch Case Study Services Sodexo Case Study - ServicesWhitepapers 10 Things HR Can Do to Help Align an Organizations Goals HR Field Guide: 5 Tips To Effective Performance Management 10 Things a Performance Management System Can Do for You Retaining Talent with Compensation Management: Trends inEmployee CompensationPage 50 - December 6, 2012 PROPRIETARY AND CONFIDENTIAL 52. Join Our Next TM WebinarYouTube-like Solution for Learning Tuesday, December 11, 2012 TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars atwww.talentmgt.com/eventsJoin the Talent Management magazine Networkhttp://network.talentmgt.com/#TMwebinar