o succeed today, organizations need to know where their best talent is and how to grow it to create future leaders. But without the right strategies, tools and information, executing leadership assessments are near impossible. So what does an organization need to be successful in assessing and developing leaders? Join us for a discussion about the tools and information you need as well as examples of some of the best practices from industry leading companies. Attendees will learn: How integrated talent management can power success How to use talent analytics to drive better leadership assessments A look at Google’s process for assessing their future leaders Best practice example tools from leading Fortune 1,000 companies

1. Effective Leadership Assessment:
Strategies, Tools & Tips for Success
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2. Effective Leadership Assessment:
Strategies, Tools & Tips for Success
Speaker: Stephan Millard
Senior HCM Strategist
SumTotal Systems
Moderator: Deanna Hartley
Senior Editor
Talent Management magazine
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6. Effective Leadership Assessment:
Strategies, Tools & Tips for Success
Deanna Hartley
Senior Editor
Talent Management magazine
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7. Effective Leadership Assessment:
Strategies, Tools & Tips for Success
Stephan Millard
Senior HCM Strategist
SumTotal Systems
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8. Effective Leadership
Assessment:
Strategies, Tools & Tips for
Success
Presented By:
Stephan Millard
Senior HCM 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
Technology
Page 8 - September 25, 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
Technology
Page 9 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

11. Why Are Effective Leadership Assessments
Important?
Bad Bosses
Can be a Major
Contributor to
Turnover
Senior Leaders
from the Baby
Boom
Generation are
Retiring
45-50% of Top
Performers are
Actively
Looking for
New Jobs
Page 10 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

12. Top 5 CEO Concern’s – Talent Shortage!
Loss of Customers
Talent & Skills Shortage
Reputational Risk
Currently Fluctuation
Changing Legislation
Page 11 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

13. More Mature HCM Practice = Greater Return
■ HBR Article in 2007
■ Effective talent
management drives
better sales & greater
stock return
■ Same correlation
shown in many articles
& studies
Maximizing Your Return on People, March 2007, Harvard Business Review
Page 12 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

14. Engaged Employees = EPS Growth
■ High employee engagement translates to improvements across
the business
"Companies that increase
employee engagement see
improvement in operating
margins.“
Towers Perrin, New Realities
in Today's Workforce
Gallup Research, 2011- Employee Engagement Overview Brochure
Page 13 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

15. 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
metrics
Page 14 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

16. Why Integrate Talent Management?
Analyst research shows direct correlation to business performance
Source: Kevin Oakes, i4CP 2011
Page 15 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

17. What Talent Processes do High-Performers Do?
Where to Start
All relate
to filling
leadership
gaps
i4CP, Kevin Oaks, 2011
Page 16 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

18. High Performers Have Good Processes to
Fill Leadership Gaps
i4CP, Kevin Oaks, 2011
Page 17 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

19. 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
Technology
Page 18 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

20. Tip: Build Integrated Data Model
Most companies (well over 50%) Questions
do not have integrated data today
– the data is in separate silos
Where do you
Why: Without visibility you cannot have your data
assess talent or develop it today?
The big data sets for filling What is the highest
leadership gaps are: priority data to gain
better visibility?
• HRMS data
• Succession data
• Learning / competency data
• Performance data
Page 19 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

21. Value of Integrated Data
Greater Visibility, Feeds Analysis
Overall: Visibility:
• Helps to provide a • Lets organization
single source of see it’s leadership
truth gaps
Visibility: Process:
• Lets organization • Enables unified
see competency way to link
or skill gaps leadership
development and
other related
processes
Page 20 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

22. Example: Learning, Succession, Core
SUCCESSION
CORE LEARNING
PLANNING
INFORMATION INFORMATION
INFORMATION
Employee Succession Learning
Profile Plan(s) Activities
Performance Potential Development
Information Ratings Plans
9-box Competency
Job Profiles
information Data
Page 21 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

23. Example – Succession & Talent Management
Global employee record provides
Integrated Workforce Analytics
complete information to improve the
quality of succession decisions Single Global
Employee Hiring integration provides
Record visibility to drive effective
staffing decisions to fill key
Key competency leadership positions
information provides for Integration Hiring
more accurate comparison Competency
among successors Data Integration
Linking development planning
improves leadership training
effectiveness
Succession
Integrated Integrated
Performance
Planning Development
Assessments Planning
Easily Identify high
performers and put them
into succession pools
Integrated Integrated
Career Learning Better align & improve training
Planning Paths effectiveness for the best talent
Improve overall employee
engagement and
development effectiveness
Page 22 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

24. Tip: Have Analytics That Are Easily Accessible
Organizations are starting to Questions
track cross-organization analytics
What is the question you
Lets you define current are answering by building
benchmark & success metrics a report or dashboard?
Lets each part of organization
see the bigger picture What decisions or actions
do you hope to take based
on data analysis findings
Creates executive visibility and recommendations?
Drives consistently better Has this been done before?
business and talent planning
Page 23 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

25. Executives Need to Receive Reports!
Executive Team /
CEO are the only
groups correlated to
High Market
Performance
Q: Who receives the workforce metrics reports? (Select all that apply)
Page 24 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

26. 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 strength per employee
• Average tenure of new • Training penetration rate
hires • Average class size
• Turnover among high • Average score per
performers employee
Page 25 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

27. Ubiquitous Access to Analytics
Robust Mobile/iPad Support
Single data warehouse
Pre-built KPI’s to track
leadership metrics
Provide overview and
drill-down capabilities
Access on multiple
platforms
Page 26 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

28. 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
Technology
Page 27 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

29. 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 & Strategy
Coaching
“Google’s Quest to Build a Better Boss” New York Times, March 12th, 2011
Page 28 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

30. Google Project Oxygen Outcomes
■ Eight Good Behaviors
1. Be a good coach
2. Empower your team and don’t micro manage
3. Express interest in team members success and personal well being
4. Don’t 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 to little time managing and communicating
“Google’s Quest to Build a Better Boss” New York Times, March 12th, 2011
Page 29 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

31. How to Develop Strong Enterprise Leaders
Early in their careers give potential leaders …
• Experience on cross functional projects and responsibility for them
When their leadership promise becomes evident, give high
potentials …
• A position on a senior management team
Sometime just before their first enterprise promotion, send rising
stars …
• To address capabilities they will need at an enterprise management level
At the time of their first enterprise-level promotion, place new
enterprise 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 2012
Page 30 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

32. 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
Technology
Page 31 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

33. Tip: Start where you will get the biggest
result – Often Performance
Questions
Several studies say generally
Performance integration gives
the greatest result Do you have an agreed
upon performance
process?
Try to keep the process
simple and straight forward
Does it include leadership
skills / competencies?
Gives a measurement tool for
leadership assessments What data do we need to
execute our plan?
Page 32 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

34. Where do you start?
Which processes do High Performing Organizations include?
Source: Kevin Oakes, i4CP 2011
Page 33 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

35. Where do you start?
Which processes do High Performing Organizations include?
Source: Kevin Oakes, i4CP 2011
Page 34 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

36. Tip: Have an Integrated Process for
Leadership Development
Many organizations still have one-off or Questions
silo’d processes
Can you see development
Studies referenced have shown information from
succession?
integrated processes have better
overall results
For integrated leadership development What are the key cross-
look at connecting Succession and process tasks you would
Learning like to be able to do?
This is where integrated data will help What data do we need to
execute our plan?
Page 35 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

37. Example of Succession & Learning
Succession
Planning
Learning
Programs
Page 36 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

38. Example: Where Technology Helps
Choose Learning Directly Enroll
Create Them
Succession Pools Activities
Powerful Look at Automatically
interactive competency enroll people in
tools can let gaps and other courses as well
you see / pick information & as tracking the
from among all then choose progress /
your from course success in
employees catalog courses
Page 37 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

39. View Detailed Successor Comparisons
■ Compare & Rank
Potential Successors
■ View employee record
information
■ See performance
information
■ View nine-box
information
Page 38 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

40. Multiple Tools for Successor Development
• Competency gap analysis can
be performed against current or
future positions
• Integrated list of learning and
development suggested
resources
Page 39 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

41. Tip: Drive Succession Planning Deeper Into
the Organization
Questions
Most businesses only do have
succession planning at the What are the key feeder
executive level positions you want to track
bench-strength against?
Top performing organizations have
succession planning down several
layers into the organization How many levels down can
you see into your
organization?
Integrate career development into
the organization
Do you have development
plans for key positions?
Page 40 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

42. Value of Deeper Succession Planning
• Visibility • Knowledge
Gives you a
stronger
Better visibility
understanding of
into the
where your talent
organization
strengths &
weaknesses are
Improves Lets you
employee maintain a strong
engagement by bench of “feeder”
touching more of positions for key
the organization leadership roles
• Business • Bench
Results Strength
Page 41 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

43. Long Lasting Customer Relationships
Broader Offerings, Improved Operations, High Customer Retention
SumTotal
Worldwide Leader
in Strategic HCM
Market Share (users)
3,500+
Customers
Over 45+ Million
End-Users
Leader in SMB,
Mid-Market &
Enterprise
Solutions
Global Scalability
Page 42 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
March 5th, 2012

44. 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 community
Page 43 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

45. Most Advanced - Recognized as Leader by Analysts
6+ Years in the Leader’s 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 functionality”
Global Market Share Leader for Learning (Bersin 2011 LMS Systems)
“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 two
customer assurance categories …”
4 + Years in the Leaders Section (Forrester Wave LM)
“Forrester Wave for Enterprise Learning Suites”
Leader in Every Section of Forrester Wave (2011 Forrester TM)
“...among the leaders for integrated performance & compensation solutions”
Highest Rated Overall (AMR Strategic HCM)
“...the broadest and most mature application suite in the strategic HCM specialist
space”
Page 44 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

46. Summary
Integrated HCM has a proven effect on bottom
and top line results
Integrated talent analytics enables better
decision making
Technology helps but people and process
are key
Start by looking at integrated performance then
leadership development
Page 45 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

47. Questions & Answers
Visit us at www.sumtotalsystems.com and through these
social channels:
@SumtotalSystems
http://www.linkedin.com/groups?home=&gid=45382
http://www.facebook.com/SumTotal.Systems
Page 46 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL

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The ROI of Talent Management
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