Learn more about how TalentGuard is transforming talent management!

1. Company Presentation
January 2012
Mission: To build the SocialTalent 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.

2. 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

3. 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

4. WHAT’SYOURTM 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%

5. 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

6. SOCIALTALENT® 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

8. Analytics
• Identify High Potentials
• Develop Successors
• IdentifyTeam
Strength/Weakness
• Create Customized
Development Plans
• PredictWorkforce
Needs

9. CONTENT
10 Years Building Content
• Career Resources
• eLearning
• Articles & Templates
• Webinars & Workshops
• PCM Curriculum
• Career OneStop Partnership
• Eric Digest Partnership
COACHING
3Years Building Community
• 350 trained and certified Professional
Career Managers (PCMs)
• Global Presence (US, Europe,Asia-Pacific)
© 2011 TalentGuard - Confidential
EXPERTISE

10. 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.

11. WHYTALENTGUARD
• 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

12. 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 onTalent 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 SaaSTalent
Management Suite
• Project Management for
Implementation of
Existing Systems

13. CASE STUDY:TOKYO ELECTRON
• Develop competency models for key positions
• Assess potential in key positions using 360Tool
• 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 onTalent 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
• SocialTalent Management Suite
• Talent 360

14. 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?