1. Performance-Driven Learning: Closing the LoopYou 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 924 151 376 #You will be on hold until the seminar begins. #CLOwebinar

2. Performance-Driven Learning:Closing the LoopSpeaker: Stephan Millard Director of Product Marketing SumTotal SystemsModerator: Mike Prokopeak Vice President, Editorial DirectorChief Learning Officer magazine#CLOwebinar 3. Tools You Can Use Q&A Click on the Q&A panel (?) in the bottom right corner Type in your question in the space provided Click on Send. #CLOwebinar 4. Tools You Can Use Polling The poll will appear on theright side of your screen Select the best option foreach question Click on Submit#CLOwebinar 5. Frequently Asked QuestionsWill I receive a copy of the webinar recording? YES Will I receive a copy of the slides? YESPlease allow up to 2 business days to receive these materials #CLOwebinar 6. Performance-Driven Learning:Closing the Loop Mike Prokopeak Vice President, Editorial Director Chief Learning Officer magazine#CLOwebinar 7. Performance DrivenLearning: Closing theLoopPresented By:Stephan MillardDirector of Product Marketing 8. Agenda Process of Performance Driven Learning How to Align Technology to be Successful Understanding The Metrics Implementation & Easy Steps to StartPage 7 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 9. Process of Performance Driven Learning Process of Performance Driven Learning How to Align Technology to be Successful Understanding The Metrics Implementation & Easy Steps to StartPage 8 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 10. Bersin: Talent Management Maturity ModelLevel 4: Business-Integrated HRHR strategy part of the business strategy. HR helps to drive business decisions through people, data and insights.Business and HR systems integrated and advanced. Level 3: Strategic HR Department HR aligned with business strategy.HR functions supporting business needs.Initiatives split between HR process improvements and talent needs.Level 2: Fundamental HR ServicesHR strategy partially or fully defined. Siloed HR functions.Some standardized processes and policies; core services managed well.Some automated talent systems, but little integration of data.Level1: Compliance-Driven HR Services No HR strategy.Personnel function, mostly separate from business and talent needs. Line managers perform HR activities as they see best. Bersin & Associates, 2010Page 9 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 11. Higher Degree of Maturity = Better ResultsPage 10 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 12. Effectively Integrating Talent Management ispositively correlated with Market PerformancePlease state the extent to which you agree with the following statements:Correlation Percent indicating high or very high extent with MPIOur leaders see integrated talent mgt.73.6%.21**as vital to organizational success 36.7% My organization has processes in 69.4%.20** place to align talent management to33.3% business goalsMy organizations processes and 65.3%.22**policies support integrated talent 23.3% managementMy organization effectively integrates61.1%.23**the components of talent20.0% managementMarket PerformanceIndicator Score (MPI) 0.0% 10.0%20.0% 30.0% 40.0% 50.0%60.0%70.0%80.0%Higher PerformersLower Performers **Correlations with Market Performance Index are all significant at p Learning)Page 32 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 34. Where do you start? Best practices in phased integration rollouts Focus on process before technology Automating a poor process will just result in getting bad resultsquicker! Often starting with a process that wont require a cultural change canhelp establish that quick win.Real World Example; Mid-size manufacturing organization Has been talking about revamping the Performance & Compensation process for yearsand planned on redoing the competency model at the same time. Wound up spending over a year in the politics of revamping the way performance ismeasured rather than achieving a quick win over their biggest issue differentiation inpay between high and low performersAnother Example; Another manufacturing organization Although getting agreement on job-specific competency models was a goal, the teamdecided first to focus on compensation This addressed the issues of managers overspending their budget and forcedconversations when managers wanted to pay above or below the guidelines Quick wins were achieved because lengthy, committee-based decisionswere not required just to move from Excel to an on-line spreadsheetPage 33 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 35. Implementing Performance Driven LearningCentralizedData HR data Goals / Revenue Key org. Establish rev.competenciesrelated goalsPerformance Job profiles Establish Establish key org.goals to track PerformanceLMS / Dev. Talent profiles Align individual Align learning goalsto developmentTM Analytics Establish Align individual Create / importbenchmarks competencies content Createanalytics Page 34 - July 11, 2012 PROPRIETARY AND CONFIDENTIALCONFIDENTIAL 34 36. Steps to Getting Started Now Focus: Current year business goals & group to focus on Pick Competencies: What are 2-3 key competencies that canimprove success at goal Performance Process: Get engaged in before / afterperformance scores for your target audience Execute: Execute your learning program(s) Measure: Look at before / after measures against performance /goal attainment to see success Dont Boil The OceanPage 35 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 37. Performance Based Learning: Calculating Return on Investment Calculate Benefit Gained Reduced time to complete process Improved productivity of a better skilled workforce Equals total direct benefit Calculate Cost of Learning Program Direct costs of course creation & delivery Indirect costs of course (lost time) Equals total costs Return On Training Investment Subtract cost from benefit = Total net benefit Use business specific formula(s) for ROI *Use correlation to show relationship between training and resultPage 36 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 38. 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 37 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 39. Long Lasting Customer Relationships Broader Offerings, Improved Operations, High Customer Retention SumTotal Worldwide Leader in Strategic HCMMarket Share (users) 3,500+Customers Over 45+ Million End-UsersLeader in SMB, Mid-Market &EnterpriseSolutionsGlobal ScalabilityPage 38 - July 11, 2012 PROPRIETARY AND CONFIDENTIALMarch 5th, 2012 40. 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 39 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 41. Free Learning & Performance Resources Visit us at www.sumtotalsystems.comWhitepapers5 Ways to Improve Learning with Performance Management10 Things HR Can Do to Help Align an Organizations GoalsPerformance-Driven Learning: Putting the Horse Before the Cart toLead Organizational GrowthCustomer Success StoriesHowden (Manufacturing & Automotive)NASCO (Healthcare)Reliant Medical Group (Healthcare)Sodexo (Services)Page 40 - July 11, 2012 PROPRIETARY AND CONFIDENTIAL 42. Questions & AnswersStephan MillardDirector of Product MarketingSumTotal Systems#CLOwebinar 43. Join Our Next CLO WebinarDeveloping Resilience- Leading Talent in the 21st Century Thursday, July 19, 2012CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register at www.clomedia.com/eventsJoin the CLO Network: http://network.clomedia.com/ #CLOwebinar