1. STRATEGIC TALENT MOBILITY:CONNECTING PERSONALPOTENTIAL TOORGANIZATIONAL GOALS Thomas Stone Senior Research Analyst TALENT INTELLIGENCE

2. When there is a position to be filled in your organization TALENT INTELLIGENCE 3. why do managers so often decide to recruit outside talent?TALENT INTELLIGENCE 4. Its because they donthave informationsystems that canmatch the jobrequirements to theprofile of someonewho already works forthe organization. TALENT INTELLIGENCE 5. However, promoting or hiring from within is usually the betterbusiness decision.TALENT INTELLIGENCE 6. This is because doing so: helps keep talent knowledge, competence, skill inside yourorganization costs the company less improves your reputationas an employer TALENT INTELLIGENCE 7. DEFINITIONTalent mobility is the ability torapidly and strategically movepeople from role to role andfunction to function as businessneeds change.TALENT INTELLIGENCE 8. THE CRITICAL INTERSECTIONThe need is to make the most of the people already inplace by balancing the experiences and skills thatorganizations need to drive the business forward againstthe capabilities and aspirations of each individual.Organization Individual Needs Desires experiences capabilitiesskills aspirationscompetenciesTALENT INTELLIGENCE 9. RECENT TALENT MOBILITY RESEARCHIn 2011, Taleo Research commissioned comprehensive surveyson Talent Mobility of:500 HR decision makers in the UK 100 HR decision makers in AustraliaUK Talent Mobility in 2011Australia Talent Mobility 2011TALENT INTELLIGENCE 10. UK SURVEY MARKET BREAKDOWN TALENT INTELLIGENCE 11. CONCLUSION OF THE RESEARCHOrganizations are at a talent tipping point:aware of the strategic importance of talentmobility but often held back because of dataand systems shortcomings.TALENT INTELLIGENCE 12. REASONS FOR RETENTION DIFFICULTIES Percentage of Survey Respondents UKBetter salaries / benefits packages offered by other companies 48Better opportunities offered by other companies 45 Inability to find / create internal roles that meet employees capabilities / career aspirations31 Lack of information internally about employeescapabilities / career aspirations23Other2None of the above 19TALENT INTELLIGENCE 13. REASONS FOR RETENTION DIFFICULTIES Percentage of Survey Respondents Australia UKBetter salaries / benefits packages offered by other75 companies48Better opportunities offered by other companies 78 45 Inability to find / create internal roles that meet51 employees capabilities / career aspirations31 Lack of information internally about employees 31capabilities / career aspirations 23Other 19 2None of the above 419TALENT INTELLIGENCE 14. TALENT MOBILITY MOMENTUM -In the UK 71% agree that it is important for companies to be able toprocactively and strategically move people from role to role 82% Retail/Wholesale 81% Construction/Manufacturing 57% say that the current economic climate has led to anincreased focus on talent mobility 54% say they are more focused on retaining than recruiting talent the Australia survey provided similar results.TALENT INTELLIGENCE 15. TALENT MOBILITY ALSO ON EMPLOYEES AGENDAS% who agreed that talent mobility is increasingly on employeesagendas when they choose an employer: 55% in Australia 51% in the UK 65% Hospitality/Leisure companies 33% Pharmaceutical companiesTALENT INTELLIGENCE 16. ORGANIZATIONAL CHARACTERISTICS Percent rating their organization a 4 or 5 on 5-scaleAustralia UKA culture that supports the sharing of talent 49across the company 55 Quality of leadership pipeline / successors 3657 Employee engagement rates 4659Processes that support the movement /37retention of talent within the company50 Ability to drive change / business growth41 64 Employee retention rates 5066Profitability compared to competitors in our50 sector54TALENT INTELLIGENCE 17. TECHNOLOGY SUPPORT?% of organizations who rate themselves above the sector averagefor technology to support a strong talent mobility strategy: 40% in the UK 10% lower than any other organizational characteristics 29% in Australia 7% lower than any other organizational characteristicsTALENT INTELLIGENCE 18. IMPACT OF TALENT MOBILITY TECHNOLOGY TALENT INTELLIGENCE 19. TECHNOLOGY IN AUSTRALIATALENT INTELLIGENCE 20. TECHNOLOGY IN THE UK Average = 10% using dedicated talent management systemsTALENT INTELLIGENCE 21. VERTICAL, HORIZONTAL, GEOGRAPHICAL Percent stating to be effective at UK Australia61 49 52 362927 Vertical movement or Horizontal or lateral Geographic movement ofpromotion of people withinmovement of people people into differentdepartments, functions, into between sites, regions, countries senior rolesdepartments, businessunits, functions TALENT INTELLIGENCE 22. TALENT MOBILITY MATURITY MODEL TALENT INTELLIGENCE 23. TALENT MOBILITY MATURITY MODEL, CONT.TALENT INTELLIGENCE 24. TALENT MOBILITY MATURITY MODEL, CONT.TALENT INTELLIGENCE 25. UK ORGANIZATIONSVery few organizations rate themselves as strategic on all tenfactors (or tactical on all ten factors). Therefore, respondentshave been allocated to each of three segments based on theirrelative strategic scores.TALENT INTELLIGENCE 26. BREAKDOWN FOR UK ORGANIZATIONS TALENT INTELLIGENCE 27. TALENT PROFILES IN AUSTRALIA TALENT INTELLIGENCE 28. IMPACT OF STRATEGIC TALENT MOBILITYPercent in UK rating their organization above sector averageTALENT INTELLIGENCE 29. TOP BARRIERS TO IMPROVING TALENT MOBILITYTop three barriers to improving talent mobility (% respondents) UKAustralia52 5248 31 30 31 Lack of visibility into talent Quality and reliability of Lack of systems / technology gaps and opportunitiesemployee talent data to support talent mobility initiativesTALENT INTELLIGENCE 30. THE NEED FOR BETTER QUALITY DATA AND INSIGHTAustralian organizations indicating they would benefit from better qualitydata and inisght for :TALENT INTELLIGENCE 31. TALENT INTELLIGENCE MEANS BETTER DATA AND INSIGHTHow do you get better data andinsight?By leveraging what we calltalent intelligence consistent, readily availableinformation fromRecruiting, PerformanceManagement, SuccessionPlanning, Compensation, andLearning and Development. TALENT INTELLIGENCE 32. TALENT INTELLIGENCE FOR MEASURING AND MANAGINGSuch talent intelligence analytics help you better measureand manage your career development programs.TALENT INTELLIGENCE 33. TALENT INTELLIGENCE FOR BETTER TALENT MOBILITYSuch talent intelligenceultimately leads toimproved talent mobilityand better businessperformance over thelong term.TALENT INTELLIGENCE 34. KEY TAKEAWAYSTalent Intelligence Better Data and Insights Talent MobilityBenefits of strong talent mobility include: Shorter time to productivity. Greater employee engagement & retention. Lower talent acquisition costs. Streamlined information flow. Limited competitive intelligence leakage. Stronger leadership teams. Better financial performance. TALENT INTELLIGENCE 35. TALEO RESEARCH WHITEPAPERS AND BRIEFSTaleo Research whitepapers and briefs: UK Talent Mobility 2011 (12 pg) http://www.taleo.com/researchpaper/uk-talent-mobility-2011 Australia Talent Mobility 2011 (16 pg) http://www.taleo.com/researchpaper/australia-talent-mobility-2011 Talent Mobility: The Need for Insight at the Point of Action (4 pg) http://www.taleo.com/researchpaper/talent-mobility-need-insight-point-actionTALENT INTELLIGENCE 36. WANT MORE? TALEO RESEARCH WHITEPAPERS Talent Mobility (12 pg) http://www.taleo.com/researchpaper/talent-mobility Includes the Five Ps of Internal Mobility: Purpose Clarity, Policy Guidelines, Process Design, Platform Capability, Performance Measures The Payback from Talent Mobility (11 pg) http://www.taleo.com/researchpaper/payback-talent-mobility Covers three critical drivers: Cost of Turnover, Time to Productivity, Employee EngagementTALENT INTELLIGENCE 37. Q&AThomas StoneTwitter:Senior Research Analyst, Taleo Research @TaleoResearchtstone@taleo.com@ThomasStoneTALENT INTELLIGENCE