2. Human Capital Due Diligence This presentation provides insight into the following areas: Human Capital Human Capital Management Internal Branding and Culture Performance Management Plan Design and Implementation

3. Human Capital Due Diligence Agenda Introduction Pain Solutions

4. Introduction

5. Human Capital Due Diligence Introduction Human Capital The knowledge, contributions, and personal attributes of an organization’s workforce embodied in the ability to produce economic value. Human Capital Management The design and implementation of programs and process intended to drive performance of an organization’s workforce.

6. Human Capital Due Diligence Introduction Culture/Internal Branding Culture is the outcome of human capital combined with human capital management. Culture is the result and is partially determined by the validity and ease in the execution of internal processes that make up an organization’s infrastructure; it is 100% designed by those involved in the process.

7. Human Capital Due Diligence Introduction Areas of Due Diligence in Merger and Acquisition Accounting/Finance Commercial Sales Operations Human Resources/Internal Branding/Culture Legal Regulations Information technology Environmental

8. Human Capital Due Diligence Introduction Infrastructure: Human Resources/Internal Branding/Culture Policy, Application and Adherence Performance Management / Leadership Compensation Benefits Hiring and selection Safety Training Interdepartmental Synergy and Communication Documents/Recordkeeping

9. Human Capital Due Diligence Introduction Business is conducted by human beings. Infrastructure is at the root of Internal brand.

10. Human Capital Due Diligence Introduction Internal brand Infrastructure develops the company’s brand internally and externally.

11. Pain

12. Human Capital Due Diligence Pain Who’s Excited? A greater number of acquisitions fail rather than succeed, due to lack of human capital management

13. Human Capital Due Diligence Pain... Productivity freeze or decline Pushback and resistance Questions without answers Collaboration, vision and direction through tough issues/decisions Intensified tension in relationships Elevated chance of losing talent Actions and behaviors driven by lack of knowledge and an underlying desire for power Analysis paralysis in process, policy and application Survivor style Disengagement

14. Human Capital Due Diligence More Pain... Who is in the circle of knowledge? Who speaks? What do they say? How do they say it? What is in it for me? What are customers saying?

15. Human Capital Due Diligence Indeed, More Pain... Defining the outcome People and process integration The dreaded implementation plan of change !

16. Solutions

17. Human Capital Due Diligence Solutions Performance Management Continuum Focus on clarity in process to drive communication. Ensure consistency in delivery, application and adherence by providing human capital with clear direction and definition of infrastructure.

18. Human Capital Due Diligence The Performance Management Continuum Solutions

19. Human Capital Due Diligence Solutions Human Capital Gains TM Programs designed and facilitated by Strategic Solutions that establish, support and maximize the culture. Pre-Acquisition Scientific Management Assessment Hartman Value Profile, Attributes and DiSC Post-Acquisition Talent integration Engagement strategies Horsepower Survey Performance management plan design and implementation Career transition

20. Human Capital Due Diligence Solutions Human Capital Gains TM Programs designed and facilitated by Strategic Solutions retain, engage, evaluate and develop an organization’s workforce RetainEngageEvaluateDevelop Behavioral Interviewing SurveysMulti RateBlended Learning Management Development Performance Mgmt Plan Design Succession Planning Coaching

21. Human Capital Due Diligence Solutions Performance and Talent Management Made Easy www.halogensoftware.com Strategic Solutions in Performance Management LLC is a Preferred Partner of Halogen Software

22. Human Capital Due Diligence Solutions Strategic Solutions in Performance Management LLC was founded in 2010 by Kathryn Weber, PHR; Kathy has been certified as a Professional in Human Resources since 1997. Subsequent to 19 years at Mercer Human Resource Consulting, Kathryn’s work in M&A resulted in her establishment of a playbook entitled: Performance Management Plan Design Post Acquisition – A Blueprint for Consistency. Strategic Solutions in Performance Management LLC dives deep in human capital management, i.e., programs that retain, engage, evaluate and develop an organization's workforce before, during and after an acquisition. Organizations seeking infrastructure with a purpose find value in our relationship.

23. Thank You!