1. Holistic & Strategic Survey to Identify Classic and Pending Business Pitfalls HR Specialty Products & Services Catalogue Executive Summary A No Frills Distillation of Vendor’s Marketing Collateral Thomas A Ference President & CEO Human Resources Mining & Distribution Co Locating, Validating and Accelerating HR Innovation Office: 219-662-0201 Cell: 630-240-2583 Fax: 219-661-0236 e-mail: tference@hrmdco.comtference@hrmdco.com Website: www.hrmdco.comwww.hrmdco.com

2. Holistic & Strategic Survey to Identify Classic and Pending Business Pitfalls Companies frequently fail and most others perform significantly below their potential because of various organizational ineffectiveness problems in one or more of 12 business areas A more holistic approach to assessing and addressing all key drivers of organizational effectiveness will generate large-scale sustainable gains in organizational performance The missed opportunity is that no single type of survey gets at all of the key drivers of organizational effectiveness across the multiple domains (e.g. employees, customers, risk, IT, etc.) This Organizational Effectiveness Survey quantifies the importance of over 90 critical organizational business drivers within 12 major categories and evaluates how well the organization is performing in each area

3. Organizational Infectiveness Examples Failures Eastman Kodak GM & Chrysler Lehman Brothers, AIG & Bear Stearns Countrywide Financial Washington Mutual Fannie Mae & Freddie Mac Peregrine Financial Group & MF Global Circuit City & Borders Books Arthur Andersen Enron & WorldCom Pan Am, TWA American Motors Polaroid, Woolworth’s Problems Facebook – IPO handling by Facebook, NASDAQ & Morgan Stanley JPMorgan Chase - hedging trading losses BP - Gulf oil spill Apple - labor and environmental issues at China manufacturer Foxconn Wal-Mart - bribery in Mexico to expedite opening of new stores HP (Board & CEO’s) – 4 CEO’s and questionable strategies in just a few years Netflix – pricing strategy/execution Yahoo & Avon – governance, leadership, strategy and execution problems Massey Energy - mine explosion – money more important than safety Barclays (and other banks) – Libor interest rate manipulation

4. 12 Business Driver Categories Strategy Senior Leadership Team Governance Culture Organizational Structures, Systems and Processes Workforce Excellence Performance Measures and Reward Systems Technology and Business Process Effectiveness Financial Planning, Management and Measurement Business Risk Assessment and Mitigation Environmental, Sustainability and Responsibility Overall Organizational Effectiveness

5. Illustrative Survey Comments Key Driver Survey Comment Strategy Organization does not use a systematic or integrated approach to developing or deploying strategy. Mission, vision and values are not communicated Culture There is absolutely no respect for employee work life balance. You are expected to work 70-80 hours a week and if you complain you are next on the layoff list Workforce Excellence Really creative people leave - the top down culture is too restrictive Technology Our IT Department is underfunded and it is taking its toll on the organization Performance / Rewards There is a sense by management that they understand OD and don't need to be transparent or manage change. The culture is becoming fear based.

6. Strategy Map

7. Next Steps This product/service is contained in the HR Specialty Products & Services Catalogue™ Operational level details about this particular service provider can be obtained in conference with the vendor The HR Mining &Distribution Co. is an independent and contracted representative of the vendor Upon your request, we will arrange for an introduction that can range from a simple, quick conference call to a services overview / system demo Tom Ference 219-662-0201 (Chicagoland area) or tference@hrmdco.com Thank you for your potential interest in this fresh thinking