Company PresentationJanuary 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

Building the Social Talent Management EnterpriseTM.

© 2010 TalentGuard

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

3

CUSTOMERS

© 2011 TalentGuard

Competency/Succession/IDP/Coaching

Competency/Succession/ IDP360 Assessment Module

360 Assessment Module

Career Center Design and Set-up

Career Coach Training

Career Pathing

Competency/Performance Module

360 Assessment ModuleDevelopment Planning Module

Career Development ResourcesCareer Coaching

WHAT’S YOUR TM LEVEL?

© 2011 TalentGuard 4

Level 1Individual HR processes or silos.

May have systems in place but not connected.

Level 2Identification of connection points. Several systems

primarily integrated through manual processes.

Level 3Focus in on connecting processes. Single person

orteam responsible for talent goals & outcomes.

Level 4Fully integrated processes and systems.

Talent management is aligned to business goals.

PersonnelDepartment

Strategic HR

Integrated TM

Business-Driven HR

TM Maturity ModelLevels of Alignment with Business

Source: Bersin & Associates, 2010.

7%

20%

45%

28%

OUR CUSTOMER’S CHALLENGESSlow 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

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® PLATFORMPerformance Management• Customizable performance

appraisal • Employee Performance Journal• Multi-Year Performance

Tracking360 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

Talent

© 2011 TalentGuard

DELIVER ON SOCIAL PERFORMANCE MANAGEMENT

© 2011 TalentGuard

DELIVER PERFORMANCE DASHBOARDS

Analytics• Identify High

Potentials• Develop

Successors• Identify Team

Strength/Weakness

• Create Customized Development Plans

• Predict Workforce Needs

© 2011 TalentGuardl

CONTENT 10 Years Building Content• Career Resources• eLearning• Articles & Templates• Webinars & Workshops• PCM Curriculum• Career OneStop Partnership• Eric Digest Partnership

COACHING3 Years Building Community• 350 trained and certified

Professional Career Managers (PCMs)

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

© 2011 TalentGuard

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

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

© 2011 TalentGuard

© 2011 TalentGuard

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

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

© 2011 TalentGuard

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

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

© 2011 TalentGuard

Q&A

Thank you for the opportunity

TalentGuard, Inc.512-943-6800 Office

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