1. Special Thanks to Workforce Management ©Copyright OrcaEyes Inc. 2007-2011

2.  #1 Objective in Business for HR  Introduction directly to leadership OrcaEyes On Demand Freemium/Consumption Solutions HRBusiness WF PlanningOrg Readiness Risk External Talent Supply and CostingM&A, Expansion, Consolidation Strategic HC AnalyticsBusiness Risk HR RankingsBusiness-HC Risk and Performance* *Supplied by Workforce Management/Crain Publishing

3.  You will deliver real world strategic business value to leadership using your own data during this workshop series ◦ Can upload data for a single business unit or department ◦ Pick “Friendlies” with Problems for increasing success  Whether uploading all company data or an individual business department or business unit ◦ At end of demo, we will show you how to upload your data in 5 minutes  If you have no actual company data, use OrcaEyes demo data for workshop series ◦ demo@Orcaeyes.com, password is “hospital” demo@Orcaeyes.com,  You can catch-up at any time ◦ All Previous sessions are recorded at: orcaeyes.com under insights

4.  Workforce Gaps (& Surpluses) ◦ Talent Supply versus Company Demand ◦ The elements that comprise Gaps  Understanding the variables and their impact on Gap  The science of Prediction  And how to position predictive outcomes  Data-backed Analysis for Decision Support ◦ Intelligent strategic HR decisions ◦ Assessing data viability ◦ Proactively knowing benefits and limitations available ◦ Assessing data accuracy ◦ Using poor data to get increases in HR budget ◦ External Talent Availability and Cost Data  Repositioning HR as Business Strategic and THE HCM Expert ◦ WF Planning is all about the business  The new partnership with HR  Discussing “potential” Business Risk ◦ Empowering leadership to increase profit, operational performance and success of strategic plans Please send in questions, comments, problems or success throughout this session!!! We will not mention names. Please include your industry if possible on your notes

5.  Gaps caused by Turnover and Talent Shortages (Todays Focus) ◦ 12 Companies ◦ In Healthcare, Technology, Utility, Energy, Retail, Insurance and Finance ◦ Impacting revenue, margins and operations ◦ Average turnover of impacted positions increasing by 27% annually over the past two years  Huge business opportunities for Strategic HR

6.  Massive aging demographic problems today ◦ 7 Companies ◦ In Utilities, Energy, Power and Government ◦ Impacting revenue, safety and operations ◦ Getting worse rapidly over the next 3 years ◦ Retirement being impacted less by economic downturn  Huge business opportunities for Strategic HR

7.  Lost Profit due to Excessive OT from Gaps and Time-to-Fill ◦ 10 Companies ◦ In Retail, Insurance, Healthcare, Energy, Power, Banking and Automotive ◦ Impacting Profit and shareholder value by 2%- 17%  Huge business opportunities for Strategic HR

8.  PerformanceTurnover™ of Critical Roles ◦ 3 Companies (only 5 uploaded performance data) ◦ Cannot reveal industries to protect actual companies ◦ Impacting:  Executive Leadership  Revenue and Earnings  Success of Strategic Plans  Business Performance  Huge business opportunities for Strategic HR

9.  Recruiting workloads above current HR ability  EEO Risk due to disparate pay differential by Diversity group  EEO Risk due to disparate pay differential by gender ◦ 17 companies in all industries except for Government ◦ Severe risks to:  Profit  Company brand and customer loss  Huge business opportunities for Strategic HR

10. 1) Basic Formula 2) Metric Explanation 3) Visual Dashboard 4) SME Best Practices 5) Relative Risk Ranking (Future Industry Benchmark Rankings – Free)

11. ◦ Talent Supply versus Company Demand

12.  Understanding the variables and their impact on Gap

13. How to position predictive outcomes  Historical data ◦ Trended ◦ Weighted for most recent data ◦ Projected Forward  Nearly identical to financial forecasting  External data occasionally added  Including  Prediction accuracy over time  Data accuracy

14. ◦ Assessing data viability  OrcaEyes SVOD free data analysis tool and log  Demo at end of seminar today while showing how to upload your data ◦ Proactively knowing benefits and limitations available  What WF Planning and Analytics are available to you today with the data you have ◦ Assessing data accuracy  OrcaEyes SVOD free data analysis log ◦ Using poor data to get increases in HR budget  Simply show business leaders what they can receive if HR had more accurate data  Using data accuracy factors in conversations with leadership brands HR as specialists  Cost justifies: new HRIS, talent systems, onboarding and exit interview software and resources ◦ External Talent Availability and Cost Data  Add invaluable information to actual Talent Supply and Costing analysis  Recruiting, Expansion, Consolidation, M&A

15. ◦ The new partnership with HR  Translating Human Capital into the Language of Business  Risk  Performance  Financial  Operations ◦ Discussing “Potential” Business Risk  POTENTIAL is the key word  Projected with statistical accuracy variables  Understanding and Explaining “Relative Risk”  New SEC Regs (discussed in detail in Part 4)

16.  Simply show this to a business leader  Explain the factors involved in each metric ◦ Print the calculation explanations directly from SVOD  Explain the prediction and data accuracy variables ◦ E.G.: + or – 20%. Always be conservative with leadership  Ask if they see this as a risk to their business and why Revenue at Risk OT Cost at Risk Projected Gap TurnoverPerformanceTurnoverVoluntary Turnover Aging Demographics

17. # #4: Taking it to the C-Suite: Delivering Measureable Human Capital Value through Specific HR Solutions - January 27, 2011 3: Proactively Discovering and Diagnosing Business Opportunities and Risks - January 20, 2011 When you initially begin to formulate a workforce planning program or system, the tools used can be overwhelming. It is critical to understand the data points you are reviewing, how and where the information is coming from and which data points are the most important. As we move through the Workforce Planning Demystified 4 Part Series, we'll take a closer look at the science of data analysis, and a gain a better understanding of the key workforce drivers that impact business. In Part 3 of this series, we'll discuss: The science of data analysis. Gaining the essential skills to pinpoint the critical data elements rapidly without getting lost in irrelevant data overload The key workforce drivers. Understanding and diagnosing the elements that measurably impact business by creating Human Capital-Business Risks The best way to transform business risk into unprecedented HR opportunities—without exposing HR to risk