Robert W. Baird ConferenceRobert W. Baird ConferenceFebruary 25, 2009February 25, 2009

Tim PayneTim PayneCEOCEO

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Forward-Looking StatementsForward-Looking Statements

All information presented that is not historical should be considered forward-looking statements that are subject to certain risks, uncertainties or assumptions and may be affected by certain other factors, including but not limited to the specific factors discussed in the Company’s periodic filings with the SEC. Should one or more of these risks, uncertainties or other factors materialize, or should underlying assumptions prove incorrect, actual results, performance or achievements expressed or implied by such forward-looking statements may vary materially from those expressed or implied in this presentation. Forward-looking statements are not guarantees of performance and the Company undertakes no obligation to update publicly any of the information presented in light of new information or future events.

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Today’s TopicsToday’s Topics

• MPS Group Overview

• Current Professional Hiring Environment

• Financial Position

• Discussion

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MPS Group MPS Group

• One of the world’s largest providers of white-collar staffing services

• Contract

• Permanent Placement

• 2008 Revenue 2.2 billion

• $115.4 million in operating income (before SFAS 142 charge)

• 224 offices in 12 countries

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Geographic ExpansionGeographic Expansion

Shanghai

United States 58.5%

United Kingdom 33.9% Canada 1.8% Europe 4.8% Australia 0.8% Asia

0.2%Percentages based on 2008 revenue

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Brand StrategyBrand Strategy

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Mix of ServicesMix of Services

9%

6%

14%

29%

42%

Percentages based on 2008 revenue

Information Technology

Accounting

Engineering

Legal

Healthcare

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Why White Collar Staffing?Why White Collar Staffing?

Bureau of Labor Statistics Early 2008

1970 1975 1980 19851970 1975 1980 1985 1990 1995 2000 2005 2007 1990 1995 2000 2005 2007

Current Professional Hiring Environment

Current Professional Hiring Environment

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Professional Hiring EnvironmentProfessional Hiring Environment

• Current recession dates to December 2007

• Professional hiring remained fairly strong through first half of 2008• Not true for blue collar / administrative

• September 2008 financial crisis created a “shock to the system”

• Resulting in poor professional hiring conditions for remainder of 2008

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Temp Employment: YOY ChangeTemp Employment: YOY Change

-25%

-20%

-15%

-10%

-5%

0%

5%

10%

MPS Group grew until October 2008

Recession began December 2007

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The Hiring CycleThe Hiring Cycle

Strong Economy

Temping demand high as skilled

workers in shortage

Strong Economy

Temping demand high as skilled

workers in shortage

Improving Economy

With huge backlog, hesitant to hire

FTE’s, companies turn to temping

companies

Improving Economy

With huge backlog, hesitant to hire

FTE’s, companies turn to temping

companies

Early RecessionTemping cut as companies cut

costs

Early RecessionTemping cut as companies cut

costs

Bull EconomyTemping slows

as focus switches to

“perm” resources

Bull EconomyTemping slows

as focus switches to

“perm” resources

Strong Economy

Bull Economy

Dec. 2007

2006

2003 - 2004 - 2

005

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Shed HappensShed Happens

• We know clients will shed temporary workers during downturns

• We have an operating model that adjusts simultaneous with shedding

• Variable cost model

• Changes made after last recession

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Last Time AroundLast Time Around

Year 2000 Today

Mix of Revenue

60%IT revenue

43%IT revenue in 4Q08

Geographic Coverage

75%US revenue

62%US revenue in 4Q08

Financial Strength Net debt position

$83 millionNet cash - 12/31/08

Bench Businesses

16%

Revenue from “bench”

5%Revenue from “bench”

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Company Position TodayCompany Position Today

• High demand professional specialties

• Diverse service offerings

• Variable cost business model

• Strong balance sheet

• Experienced management team

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Investment ConsiderationsInvestment Considerations

• Long term supply of and demand for white collar talent

• Anticipated duration of current recession

• Secular trend toward greater use of temporary white collar talent

• Historical behavior of employment-related stocks in an improving economy

Tyra TutorTyra TutorSVP – Corporate DevelopmentSVP – Corporate Development

Financial PositionFinancial Position

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Full-Year RevenueFull-Year Revenue

$1.0

$1.2

$1.4

$1.6

$1.8

$2.0

$2.2

2002 2003 2004 2005 2006 2007 2008

$’s in billions

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Full-Year Operating IncomeFull-Year Operating Income

$1.0

$21.0

$41.0

$61.0

$81.0

$101.0

$121.0

$141.0

2002 2003 2004 2005 2006 2007 2008*

$’s in millions

* = Before non-cash charge

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FAS 142: Goodwill Write-downFAS 142: Goodwill Write-down

• Each fourth quarter the goodwill valuation is reviewed

• With declining valuations for our peer group and uncertain economic conditions, fourth-quarter review resulted in goodwill impairment charge

• Charge was non-cash and does not impact availability of borrowings from credit facility

• Goodwill balance at 12/31/08 was $282 million

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2008 Revenue & Margins2008 Revenue & Margins

Segment ($’s in millions) 2008Revenue

2008Gross Margin

2008Operating Margin*

NA Professional $727 30.7% 9.0%

NA Information Technology $614 31.0% 6.9%

International Professional $553 29.8% 4.7%

International IT $329 17.7% 3.9%

MPS Group Consolidated $2,222 28.7% 5.2%

* = Before non-cash charge

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Fourth Quarter 2008 ResultsFourth Quarter 2008 Results

• On February 5th, we released 4Q08 results

• Earnings per share was at high-end of management’s October guidance

• Revenue was below guidance due to volatile, negative valuation of the British pound

• Generated $49 million in operating cash flow

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4Q2008 Revenue & Margins4Q2008 Revenue & Margins

Segment 4Q2008 Year-Over-Year Revenue Change

4Q2008Operating Margin*

NA Professional -4.6% 8.2%

NA Information Technology -12.0% 6.2%

International Professional -26.4% 1.8%

International IT -18.9% 4.4%

MPS Group Consolidated -14.5% 4.0%

* = Before non-cash charge

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Variable Cost Business ModelVariable Cost Business Model

• Temporary Staffing

• Expense of a temporary employee ends simultaneously with an assignment end

• Variable compensation (commissions and bonuses) reduced

• Permanent Placement Fees

• Variable compensation reduced

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Balance Sheet Highlights-12/31/08Balance Sheet Highlights-12/31/08

Cash $90,566Accounts receivable 282,093Other current assets 24,198Goodwill, net 293,275Other long-term assets 105,760Total assets $795,892

Current liabilities $173,147Long-term notes payable 7,313Other liabilities 23,962Stockholders’ equity 591,470Total liabilities & equity $795,892

Working capital $223,710

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Cash Flow From OperationsCash Flow From Operations

2008 2007 2006 2005 2004 2003 2002 2001

Cash flow from operations

$134 $132 $107 $92 $51 $65 $112 $174

$’s in millions

• Strong cash flow from operations• Have $250 million credit facility, which contains

favorable borrowing terms and expires Nov. 2011• $7 million drawn on line as of 12/31/08

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Working CapitalWorking Capital

• When operations slow, cash flow typically accelerates• We pay temporary employees weekly and receive

payment from clients about seven weeks later• As we slow, the cost of temporary employees

stops immediately, but we continue to collect the receivables

• Favorable income tax deduction• In the U.S., our previous acquisitions provide a

$50 million tax deduction through 2011, making our cash taxes less than the tax provision

• Cost reduction measures in place

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Cash Flow TrendsCash Flow Trends

2008 2007 2006 2005 2004 2003 2002 2001

Cash flow from operations

$134 $132 $107 $92 $51 $65 $112 $174

$’s in millions

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First Quarter 2009 GuidanceFirst Quarter 2009 Guidance

• First quarter revenue and EPS guidance was provided on February 5, 2009

• EPS $0.02 to $0.07

• Revenue $410 to $450 million• If 1Q09 revenue is at mid-point of guidance

(assume $425 million), the year-over-year revenue decrease is approximately 25%

• Using the same assumption, but on a constant currency basis, revenue decrease is approximately 15%

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Financial SummaryFinancial Summary

• Strong cash position

• Strong cash flow, even in downturn

• Line of credit in place

• Expense control

• Variable cost business model

• Cost reduction measures in place

DiscussionDiscussion

Reg. G ReconciliationsReg. G ReconciliationsNon-GAAP to GAAP Non-GAAP to GAAP

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2008 Operating Income/Margin2008 Operating Income/Margin

NAProf.

NAIT

Int’lProf.

Int’lIT

MPSGroup

MPSGroup

(in millions)

Operating income/margin before goodwill

impairment charge

9.0% 6.9% 4.7% 3.9% 5.2% $115.4

Goodwill impairment charge

6.9% 33.4% 17.1% 9.1% 17.1% $379.3

Operating income/margin

2.1% -26.5% -12.4% -5.2% -11.9% -$263.9

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4Q2008 Operating Margin4Q2008 Operating Margin

NAProf.

NAIT

Int’lProf.

Int’lIT

MPSGroup

Operating margin before goodwill

impairment charge

8.2% 6.2% 1.8% 4.4% 4.0%

Goodwill impairment charge

29.6% 144.6% 85.9% 44.8% 17.1%

Operating margin -21.4% -138.4% -84.1% -40.4% -73.8%

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U.S. Unemployment RateU.S. Unemployment Rate

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

Bachelor'sDegree

High SchoolDegree

No HighSchool

Jan-08

Sep-08

Jan-09

Overall Rate at 7.6%

Where we focus

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2008 Revenue & Gross Margin2008 Revenue & Gross Margin

Professional NA Businesses($’s in millions)

2008Revenue

2008 Gross Margin

Engineering Staffing $318 25.2%

Legal $183 34.9%

Healthcare $127 28.4%

Accounting $97 44.3%