1. Effective Leadership Assessment: Strategies, Tools & Tips for Success 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 1.408.600.3600 and enter access code: 924 930 628 #. You will be on hold until the seminar begins. #TMwebinar

2. Effective Leadership Assessment:Strategies, Tools & Tips for SuccessSpeaker: Stephan Millard Senior HCM Strategist SumTotal SystemsModerator: Deanna Hartley Senior Editor Talent Management magazine#TMwebinar 3. Tools You Can Use Q&A Click on the Q&A icon on your floating toolbar in the bottom right corner. 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. Effective Leadership Assessment:Strategies, Tools & Tips for Success Deanna Hartley Senior Editor Talent Management magazine#TMwebinar 7. Effective Leadership Assessment:Strategies, Tools & Tips for Success Stephan Millard Senior HCM Strategist SumTotal Systems #TMwebinar 8. Effective LeadershipAssessment:Strategies, Tools & Tips forSuccessPresented 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 TechnologyPage 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 TechnologyPage 9 - September 25, 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 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 12. Top 5 CEO Concerns Talent Shortage!Loss of Customers Talent & Skills Shortage Reputational Risk Currently FluctuationChanging LegislationPage 11 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 13. 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 12 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 14. Engaged Employees = EPS GrowthHigh 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 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 metricsPage 14 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 16. Why Integrate Talent Management? Analyst research shows direct correlation to business performance Source: Kevin Oakes, i4CP 2011Page 15 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 17. What Talent Processes do High-Performers Do? Where to StartAll relateto filling leadershipgaps i4CP, Kevin Oaks, 2011Page 16 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 18. High Performers Have Good Processes toFill Leadership Gaps i4CP, Kevin Oaks, 2011Page 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 TechnologyPage 18 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 20. Tip: Build Integrated Data ModelMost companies (well over 50%)Questionsdo not have integrated data today the data is in separate silosWhere do youWhy: Without visibility you cannothave your dataassess talent or develop ittoday?The big data sets for fillingWhat is the highestleadership gaps are: priority data to gain better visibility? HRMS data Succession data Learning / competency data Performance dataPage 19 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 21. Value of Integrated Data Greater Visibility, Feeds AnalysisOverall:Visibility: Helps to provide a Lets organizationsingle source ofsee its leadershiptruth gapsVisibility: Process: Lets organization Enables unifiedsee competencyway to linkor skill gaps leadershipdevelopment andother relatedprocessesPage 20 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 22. Example: Learning, Succession, Core SUCCESSION CORELEARNING PLANNINGINFORMATION INFORMATION INFORMATIONEmployee Succession Learning Profile Plan(s)Activities PerformancePotential DevelopmentInformation RatingsPlans 9-box CompetencyJob Profilesinformation DataPage 21 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 23. 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 22 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 24. 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 23 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 25. 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 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 strengthper employee Average tenure of new Training penetration rate hires Average class size Turnover among high Average score per performers employeePage 25 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 27. Ubiquitous Access to AnalyticsRobust Mobile/iPad SupportSingle data warehouse Pre-built KPIs to track leadership metrics Provide overview and drill-down capabilitiesAccess on multipleplatformsPage 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 TechnologyPage 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 & StrategyCoachingGoogles 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 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 to little time managing and communicatingGoogles 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 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 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 TechnologyPage 31 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 33. Tip: Start where you will get the biggest result Often PerformanceQuestions 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 forwardDoes it include leadership skills / competencies? Gives a measurement tool for leadership assessments What data do we need toexecute 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 2011Page 33 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 35. Where do you start? Which processes do High Performing Organizations include?Source: Kevin Oakes, i4CP 2011Page 34 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 36. 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 35 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 37. Example of Succession & Learning SuccessionPlanningLearningProgramsPage 36 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 38. Example: Where Technology Helps Choose Learning Directly EnrollCreate ThemSuccession PoolsActivities PowerfulLook atAutomaticallyinteractive competency enroll people in tools can letgaps and other courses as wellyou see / pick information & as tracking the from among all then chooseprogress / your from coursesuccess inemployeescatalog coursesPage 37 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 39. View Detailed Successor ComparisonsCompare & Rank Potential SuccessorsView employee record informationSee performance informationView nine-box informationPage 38 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 40. Multiple Tools for Successor DevelopmentCompetency gap analysis canbe performed against current orfuture positions Integrated list of learning and development suggestedresourcesPage 39 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 41. Tip: Drive Succession Planning Deeper Into the OrganizationQuestions Most businesses only do 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 40 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 42. Value of Deeper Succession Planning Visibility KnowledgeGives you astrongerBetter visibilityunderstanding of into thewhere your talent organizationstrengths &weaknesses are Improves Lets you employee maintain a strongengagement by bench of feeder touching more of positions for keythe organizationleadership roles Business BenchResults StrengthPage 41 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 43. 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 &EnterpriseSolutions 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 communityPage 43 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 45. Most Advanced - Recognized as Leader by Analysts 6+ 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 functionality Global Market Share Leader for Learning (Bersin 2011 LMS Systems)Highly configurable Market leading Learning Management best-suited tolarge, 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 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 specialistspacePage 44 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 46. SummaryIntegrated HCM has a proven effect on bottomand top line results Integrated talent analytics enables better decision making Technology helps but people and process are keyStart by looking at integrated performance thenleadership developmentPage 45 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 47. 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 46 - September 25, 2012 PROPRIETARY AND CONFIDENTIAL 48. Join Our Next TM WebinarThe ROI of Talent ManagementTuesday, October 16, 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