T A L E N T I N T E L L I G E N C E

AGENDA09:00 - 09:05 Welcome

Chris Phillips, VP Marketing, Taleo

09:05 - 09:25 UK Critical Talent Pipeline Research 2012Chris Phillips, VP Marketing, Taleo

09:25 - 09:45 Turning Talent Intelligence into Strategic AdvantageDr Ray Glennon, Senior Talent Management Consultant, SHL

09:45 - 10.05 Identifying and Nurturing Critical Talent at InterContinental HotelsClaire Guberg, Global Talent Manager, IHG

10:05 - 10.30 Q & A

Dr Ray Glennon, SHL and Chris Phillips, VP Marketing, Taleo

10:30 - 11:00 Coffee and Networking

Taleo’s UK Social Community

Taleo_UKEvent Hashtag: #TalentPipelines

Taleo, Talent Intelligence UK Community

Critical Talent PipelinesChris Philips, VP EMEA Marketing, Taleo

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Critical Talent Landscape

T A L E N T I N T E L L I G E N C E

Changing size of the workforce in 2012

Increase30%

Stay the same50%

Decrease20%

Higher22%

No change57%

Lower21%

Expected change in size of workforce in 2012

Expected number of people leaving voluntarily compared to 2011

Q1. How do you expect the overall size of your workforce to change in the next 12 months?Q2. Do you expect the number of people leaving the company voluntarily over the next 12 months to be higher or lower than the previous 12 months?

T A L E N T I N T E L L I G E N C E

Ability to grow is the main concerns for companies

Yet only 60% are fully confident they have the best people in the right places to drive growth… 40% are not

94% of companies define some roles within their organisation as critical

T A L E N T I N T E L L I G E N C E

Importance of visibility of talent needs and gaps

Business services

Hospitality / leisure

Public sector

IT / technology

Retail / wholesale

Construction / manufacturing

Pharmaceutical

Financial services

All sectors

52%

60%

57%

63%

66%

75%

69%

71%

64%

41%

33%

37%

32%

30%

21%

28%

29%

31%

Extremely important Important

95%

100%

97%

96%

96%

95%

94%

93%

93%

Q20. How important do you think it is for companies to have visibility of talent needs and gaps for critical roles and plan accordingly?

T A L E N T I N T E L L I G E N C E

What are the Critical Roles?

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Identifying the most critical roles

Other

Through quality talent intelligence / data

Market insight into services most valued by customers

Impact on company brand image

Indirect financial contribution

Direct financial contribution

Impact on business efficiency

3%

31%

31%

36%

37%

45%

60%

Q23. How do you know which are your critical roles?

Pharmaceutical and construction /

manufacturing (69%) share the strongest view on efficiency

10% of companies say they don’t know how to identify the most

critical roles – rising to 22% amongst public sector organisations

T A L E N T I N T E L L I G E N C E

Administrators

R&D

Production staff

Sales professionals

Marketing professionals

Technical & IT professionals

Customer service

Finance & legal professionals

36%

42%

47%

48%

51%

58%

58%

62%

Most critical roles for driving future growth*

Q21. More specifically, which of the following job functions do you consider to be critical roles within your company in terms of driving future growth? Please rate on a scale of 5-1 where 5 is “extremely critical” and 1 is “not at critical” *Asides from HR professionals

% rating as critical (4 or 5 out of 5)

“Without them, the actual operational service that we provide wouldn’t happen efficiently and our customer satisfaction would decline and we would lose business” – HR Director of an energy company cites the

importance of senior technical engineers

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Critical roles that are difficult to fill

Administrators

Customer service

Production staff

HR professionals

Marketing professionals

R&D

Sales professionals

Finance & legal professionals

Technical & IT professionals

10%

11%

15%

22%

22%

22%

23%

24%

32%

Q21. More specifically, which of the following job functions do you consider to be critical roles within your company that are difficult to fill? Please rate on a scale of 5-1 where 5 is “extremely difficult to fill” and 1 is “extremely easy to fill”

% rating as critical (4 or 5 out of 5)

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Critical skills quadrant: all sectors

More critical roles

Mor

e di

fficu

lt to

fill

Technical / IT

Finance / legal

HR

Marketing

Customer service

SalesR&D

ProductionAdministrators

CRITICAL SPECIALISTS

CRITICAL GENERALISTS

NON CRITICAL SPECIALISTS

NON CRITICAL GENERALISTS

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Closing the Gaps

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Effectiveness at managing critical talent pipelines

Identify risk of losing critical employees

Determine gaps between available and needed talent

Fill talent gaps either through development or recruitment

Identify critical roles within the business based on business goals

Match high performing individuals with critical roles

54%

56%

61%

66%

68%

Q24. How effectively is your company currently able to do the following? Please use a scale of 5-1 where 5 is “extremely effectively” and 1 is “not at all effectively”

% saying they are effective (4 or 5 out of 5)

Building a Critical Talent Strategy…

Identify Critical Roles, and Define Current and Future Needs

Understand Inventory of Internal Talent

Determine Target Mix of Internal vs External Recruitment

Define and Nurture Pools of Internal Talent Through

Development, Mobility and Retention Plans

Building a Critical Talent Strategy…

Track Development Progress, Promotion and Turnover Rates

Define Pools of Existing External Candidates

Measure and Refine Continuous Sourcing /CRM Strategies

Measure Health of Internal and External Talent Pools on a

Regular Basis

Critical Talent Pipelines

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Questions

• How can we attract people to skills shortage occupations when other organisations are also after them?

• How do I identify critical roles in my organisation?• How can we retain these people who will be on other

organisation's shopping lists? • How do I decide the balance between internal and external

supply?• How we create a supply route to the these roles, either

internally or externally? • Once we have identified people and placed them into a

talent pool, how can we keep them interested until we need them?

T A L E N T I N T E L L I G E N C E

Oracle and Taleo: Driving Exceptional Organizational Performance

Please join Mark Hurd and Oracle and Taleo executives on Thursday, April 26, 2012 for a webcast presentation on the product strategy for the combined Oracle and Taleo offering.

Together, Oracle and Taleo will:• Create a comprehensive cloud offering to manage Human Resources and

employee careers • Improve the employee experience through every stage of the employee

lifecycle • Deliver powerful intelligence and a complete social experience

Live Webcast: Oracle and Taleo, Driving Exceptional Organizational Performance – Register at Taleo.com or Oracle.comDate: April 26, 2012Time: 9:00 a.m. PT | Noon ET |5pm UK | 6pm Paris

Taleo’s UK Social Community

Taleo_UKEvent Hashtag: #TalentPipelines

Taleo, Talent Intelligence UK Community