2. “Safe Harbor Statement”
Spherion Corporation
June 7, 2005
“Safe Harbor Statement”
This presentation contains statements that are forward looking in nature and, accordingly, are subject to risks and uncertainties. Factors that could cause future results to differ from current expectations include risks associated with the company’s, competition, changing market and economic conditions, acquisitions/divestitures, corporate strategy, currency fluctuations and additional factors discussed in this presentation and in Spherion’s filings with the Securities and Exchange Commission. The company’s actual results may differ materially from any projections contained in this presentation.
Additionally, this presentation includes certain Non-GAAP financial measures. Management believes the Non-GAAP financial measures are useful in evaluating its operations but should not be considered in isolation or as an alternative to financial measures of performance as determined by generally accepted accounting principles. See April 27, 2005 Earnings Release for a reconciliation of Non-GAAP financial measures to our GAAP financial results. 2

3. About Spherion Our foundation for growth
Diversified staffing company
58 + years experience
715 company owned, license & franchise locations
5th largest in U.S.
North American Focused
$80 billion market
Top 5 competitors = 15%
50% of market is professional
Leverageable model
Breadth of skills and services
National office network
Modern technology
$2.7
$2.2
$1.8
$1.7
$2.0
REVENUES
(in billions)
Spherion has been around for a long time. We are a diversified staffing company that was founded in 1946.
-The vision of the company’s founder about connecting the right employee…
Is still largely what we are about today
-We have organized ourselves into two operating segments which are primarily focused on North America.

4. About Spherion Strategic Evolution
Create Value
CREATE VALUE
Customer Candidates
Shareholders
Targeted growth
Gross profit margin expansion
Operational effectiveness
Financial discipline
1990s
2005+
Expand
Skills
Integrate
&
Execute
Grow Earnings
&
Cash Flow
Spherion has been through a lot of change over the last several years. I want to give you an overview of our evolution.
-We may have used different words to describe what we do over the last decade, but our primary business has always been about delivering “premier recruitment services”
-1990’s were focused on adding to the skills we offered. The market was booming and expanded through a combination of organic growth and 35 acquisitions.
-2001 In addition to the market weakening, we realized that we needed to rationalize our business after all of those acquisitions
-We looked at the geographic markets in NA, customers and certain LOBs
-Smaller markets we converted to franchises or exited all together; Exited unprofitable or higher risk client relationships; Divested some smaller LOB where we were not competitive or unprofitable
-2004 There are a few remaining key milestones to get the company in the shape we would like to be to maximize profitability over the long-term
-Growth in targeted areas of the business, complete the ERP implementation, and further growth in targeted areas of the business
-2005 We should be in position to accelerate that targeted growth particularly professional services; Have an infrastructure that will allow us to grow with a lower cost structure; Focus on expansion with appropriate capital management
Deliver premier recruitment- based services

5. Strategic Initiatives Targeted Growth & Margin Expansion
Expand relationship business
Increase mid-market penetration
Strategically manage large accounts
Expand permanent placement
$3,000
$2.7B
$2,500
$2.0B
60%
$2,000
45%
$1,500
$1,000
40%
$500
55% $0
2004
2007
Large
Small/Medium

6. Strategic Initiatives Service Offering Leadership
Delivering a Competitive Advantage through Technology Investments
Candidate
Experience
Hiring Manager Experience
Client Enterprise Experience
Recognize my skills &
attributes
Place & prepare me
for success
Make it easy for me to
work with you
Fill my requirements
Respect my time &
Keep me informed
Provide me with
quality placements
Help me manage demand
& control costs
Give me full visibility into
workforce metrics
Ensure appropriate
governance & controls

7. Strategic Initiatives Operational Effectiveness
Branch Network
Fill unused capacity
More recruiters, more calls,
more assignments
Optimize service mix
Perm placement and client mix
Increase candidate flow
Speed, Speed, Speed
Shared Services
Contract compliance
Customer/Candidate self-service
Best practices/SLAs

8. Strategic Initiatives Priorities
Targeted growth
Gross profit margin expansion
Operational effectiveness
Financial discipline
2005+
Grow Earnings
&
Cash Flow
Spherion has been through a lot of change over the last several years. I want to give you an overview of our evolution.
-We may have used different words to describe what we do over the last decade, but our primary business has always been about delivering “premier recruitment services”
-1990’s were focused on adding to the skills we offered. The market was booming and expanded through a combination of organic growth and 35 acquisitions.
-2001 In addition to the market weakening, we realized that we needed to rationalize our business after all of those acquisitions
-We looked at the geographic markets in NA, customers and certain LOBs
-Smaller markets we converted to franchises or exited all together; Exited unprofitable or higher risk client relationships; Divested some smaller LOB where we were not competitive or unprofitable
-2004 There are a few remaining key milestones to get the company in the shape we would like to be to maximize profitability over the long-term
-Growth in targeted areas of the business, complete the ERP implementation, and further growth in targeted areas of the business
-2005 We should be in position to accelerate that targeted growth particularly professional services; Have an infrastructure that will allow us to grow with a lower cost structure; Focus on expansion with appropriate capital management

9. Vice President & Treasurer
Financial Update
Teri Miller
Vice President & Treasurer

10. Strategic Initiatives Financial Discipline — Goals
Grow REVENUE at or better than market
Expand GP MARGIN +50 bp per year
Reduce SG&A to 80% of gross profit
Lower DSO by 1 day per quarter
+ 8.2 %
+ 80 bp temp only
Flat with prior year
- 3 days

11. Financial Update Balance Sheet & Cash Flow (in millions)
2003
2004
Q1 ‘05
Cash
$21.2
$5.2
$7.7
Debt
($105.1)
($49.3)
($28.6)
Net Debt
($83.9)
($44.1)
($20.9)
Operating CF
$50.0
$6.1
$20.3
Cap Ex
$60.5
$12.1
$1.2
Net Debt to Capital
16.9%
9.1%
6.1%
DSO 55 60 57
We are focused on cash flow
-We have had positive cash flow in each of the last two years when the market was the worst
-2003 CAPEX was much greater due to ERP implementation; $60 million includes $38 of ERP spend, total capital $45 includes portion financed
-Cash balances decreased primarily due to higher capex and purchase of our Canadian franchise, as well as increases in DSO
-DSO is a major focus, increase is due to a couple of large customers as well as slippage in the base business
-Net debt is relatively low, debt to total cap is about 15%
-Debt is reduced from $210 at beginning of 2002 -
Goal: Reduce DSO by 1 day per qtr.
Result: 1 Day of DSO = $5.6M cash
4 Days of DSO = $22.2M cash

12. Financial Update Quarterly Trend & Guidance
2004
2005 Q1 Q2 Q3 Q4
Revenue
$467
$486
$508
$572
$506
$480 to 500
y/y Growth
15.4%
16.6%
14.4%
16.7%*
8.2%
(2%) to 3%
Seq. Growth
(0.2%)
4.0%
4.5%
7.5%*
(7.4%)*
(15%) to (1%)
Gross Profit
$99
$105
$106
$116
Temp GP%
16.8%
17.9%
17.3%
18.0%
17.6%
Total GP%
21.2%
21.6%
20.9%
20.3%
20.8%
EBIT
$3.1
$7.7
$5.5
$7.8
$3.2
EPS**
$0.03
$0.07
$0.04
$0.10
$0.01 to $0.05
Fourth quarter revenue was flat with last year on an organic basis
First quarter revenue is up about 5% on an organic basis
-There is always a seasonal pullback in the first quarter versus Q4
And just based on drop in Q1 revenue, we do expect a loss in the first quarter in the range of 1 to 6 cents
*Excludes impact of 53rd week
**Adjusted EPS from cont. Ops. See reconciliation of non-GAAP measures in 4/27/05 press release

13. Positioned for Growth Formula for Success
Strategy aligns most attractive part of market and our capabilities
Sales team aligned with customer needs
Delivery team aligned with candidate trends
Rewards aligned with delivering shareholder value
We talked on our last call about a pause we took in system conversions, we did convert 25 offices this weekend, bringing us to 125 out of 600