1. Strategic Talent MobilityRichard Doherty, Fusion Human Capital Management1 | 2012 Oracle Corporation Proprietary and Confidential

2. When there is a position to be filled in your organisation When there is a position to be filled in your organisation2 | 2012 Oracle Corporation Proprietary and Confidential 3. why do managers so often decide to recruit outside talent?3 | 2012 Oracle Corporation Proprietary and Confidential 4. Why External? Its because they dont haveinformation systems that canmatch the job requirements to the profile of someone who alreadyworks for the organisation. 4 | 2012 Oracle Corporation Proprietary and Confidential 5. Its the Wrong Thing to DO However, promoting or hiring from within is usually the betterbusiness decision.5 | 2012 Oracle Corporation Proprietary and Confidential 6. Why?This is because doing so: Retention Costs the company less(External hires cost moreand perform worse) Improves your reputation asan employer 6 | 2012 Oracle Corporation Proprietary and Confidential 7. DefinitionTalent mobility is the ability to rapidly andstrategically move people from role to roleand function to function as business needschange.7 | 2012 Oracle Corporation Proprietary and Confidential 8. The Critical IntersectionThe need is to make the most of the people already in place by balancing the experiences and skills that organisations need todrive the business forward against the capabilities and aspirationsof each individual. Organisation IndividualNeeds DesiresExperiences Capabilities Skills Aspirations Competencies8 | 2012 Oracle Corporation Proprietary and Confidential 9. Recent Talent Mobility Research In 2011, Taleo Research commissioned a comprehensive survey on Talent Mobility of 500 HR decision makers in the UK. UK Talent Mobility in 20119 | 2012 Oracle Corporation Proprietary and Confidential 10. UK Survey Market Breakdown10 | 2012 Oracle Corporation Proprietary and Confidential 11. Conclusion of the Research Organisations are at a talent tipping point: aware of the strategic importance of talent mobility but often held back because of data and systems shortcomings.11 | 2012 Oracle Corporation Proprietary and Confidential 12. Reasons for Retention DifficultiesPercentage of Survey RespondentsUK Better salaries / benefits packages offered by othercompanies48 Better opportunities offered by other companies45Inability to find / create internal roles that meetemployees capabilities / career aspirations 31Lack of information internally about employees capabilities / career aspirations23 Other2None of the above1912 | 2012 Oracle Corporation Proprietary and Confidential 13. Reasons for Retention Difficulties Percentage of Survey Respondents Australia UKBetter salaries / benefits packages offered by other 75 companies48Better opportunities offered by other companies 78 45 Inability to find / create internal roles that meet51 employees capabilities / career aspirations 31 Lack of information internally about employees31capabilities / career aspirations23 Other 192None of the above4 1913 | 2012 Oracle Corporation Proprietary and Confidential 14. Talent Mobility Momentum In the UK 71% agree that it is important for companies to be able to pro-actively and strategically move people from role to role 82% Retail/Wholesale 81% Construction/Manufacturing 57% say that the current economic climate has led to an increased focus on talent mobility 54% say they are more focused on retaining than recruiting talent the Australia survey provided similar results.14 | 2012 Oracle Corporation Proprietary and Confidential 15. Talent Mobility on employees agenda % who agreed that talent mobility is increasingly on employees agendas when they choose an employer: 51% in the UK 65% Hospitality/Leisure companies 33% Pharmaceutical companies 55% in Australia15 | 2012 Oracle Corporation Proprietary and Confidential 16. Organisational characteristicsPercent rating their organisation a 4 or 5 on 5-scale UKA culture that supports the sharing of talentacross the company55 Quality of leadership pipeline / successors 57 Employee engagement rates 59Processes that support the movement /retention of talent within the company50 Ability to drive change / business growth64Employee retention rates 66Profitability compared to competitors in our sector54 16 | 2012 Oracle Corporation Proprietary and Confidential 17. What about Technology Support?% of organisations who rate themselvesabove the sector average for technologyto support a strong talent mobility strategy. that is 10% lower than any otherorganisational characteristics.17 | 2012 Oracle Corporation Proprietary and Confidential 18. Impact of Talent Mobility Technology18 | 2012 Oracle Corporation Proprietary and Confidential 19. Technology in the UK Average = 10% using dedicated talent management systems19 | 2012 Oracle Corporation Proprietary and Confidential 20. Vertical, Horizontal, Geographical Percent stating to be effective at UKAustralia 61 49 52 3629 27 Vertical movement or Horizontal or lateral Geographic movement ofpromotion of people within movement of people people into different sites,departments, functions,between departments,regions, countriesinto senior roles business units, functions20 | 2012 Oracle Corporation Proprietary and Confidential 21. Talent Mobility Maturity Model21 | 2012 Oracle Corporation Proprietary and Confidential 22. Talent Mobility Maturity Model22 | 2012 Oracle Corporation Proprietary and Confidential 23. Talent Mobility Maturity Model23 | 2012 Oracle Corporation Proprietary and Confidential 24. UK Organisations Talent Mobility Very few organisations rate themselves as strategic on all ten factors (ortactical on all ten factors). Therefore, respondents have been allocatedto each of three segments based on their relative strategic scores.24 | 2012 Oracle Corporation Proprietary and Confidential 25. Breakdown for UK Organisations25 | 2012 Oracle Corporation Proprietary and Confidential 26. Impact of Strategic Talent MobilityPercent in UK rating their organisation above sector average26 | 2012 Oracle Corporation Proprietary and Confidential 27. Barriers to Improving Talent mobility Top three barriers to improving talent mobility (%respondents) UKAustralia52 524831 30 31 Lack of visibility intoQuality and reliability of Lack of systems / talent gaps and employee talent data technology to supportopportunitiestalent mobility initiatives27 | 2012 Oracle Corporation Proprietary and Confidential 28. Talent Intelligence = Better Data/Insight How do you get better data and insight? By leveraging what we call talent intelligence consistent, readily available information from Recruiting, Performance Management, Succession Planning, Compensation, and Learning and Development28 | 2012 Oracle Corporation Proprietary and Confidential 29. InterContinental Hotels Group (IHG) IHG operates seven hotel brands: InterContinental,Crowne Plaza, Hotel Indigo, Holiday Inn, Holiday InnExpress, Staybridge Suites, and Candlewood Suites. More than 650,000 rooms; over 4,400 hotels; in 100countries Employees in 2010: Direct: 7,858 Employed under IHG estate: 335,000 http://www.oracle.com/us/corporate/customers/customersearch/intercontinental-hotels-taleo-cs-1657047.html#sf4807696 29 | 2012 Oracle Corporation Proprietary and Confidential 30. InterContinental Hotels Group (IHG) Growth challenges: On average, opening one new location per day. Need to find 400,000 people in the next 4 years Must hire externally AND increase talent mobility significantly. We wanted a consistent, across the board approach to managing this, andthat meant being able to give our people the power to share their ambitionsand career preferences with us. We need people who are brand aware what we call brand-hearted who can deliver our vision to our customers and our team so that our hotels are successful.- Claire Guberg, IHGs Global Talent Systems Manager30 | 2012 Oracle Corporation Proprietary and Confidential 31. InterContinental Hotels Group (IHG) Oracle Taleo Recruiting used by IHG since 2004(Asia, then globally) Biannual Careers Week encourages all IHGemployees to create a profile in Taleo Recruiting,to share where they want to work and in what function. Talent Intelligence Talent Pools Talent Mobility Source of hire rates: General Manager: from 61% (2010) to 84% Corporate: from 10% to 26% Hotel vacancies: from 7% to 8% (huge base)31 | 2012 Oracle Corporation Proprietary and Confidential 32. InterContinental Hotels Group (IHG) Talent Intelligence Better Data and Insights Talent Mobility It helps us make better informed decisions about what we need to prioritise and where. - Claire Guberg, IHGs Global Talent Systems Manager32 | 2012 Oracle Corporation Proprietary and Confidential 33. Key TakeawaysBenefits 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 performance33 | 2012 Oracle Corporation Proprietary and Confidential 34. Oracle Delivers the Most CompleteCloud-based HCM and Talent Management Suite Oracle FusionOracle Fusion and TaleoHuman Capital ManagementTalent Management Recruitment andLearning andPerformanceGlobal PayrollGlobal HR +On-boarding Development ManagementWorkforce Engagement Compensation Talent Review Managementand Retention and RewardsSocialMobile Integration Analytics ReliableSecure34 | 2012 Oracle Corporation Proprietary and Confidential 35. Any Questions?35 | 2012 Oracle Corporation Proprietary and Confidential