1. 1 © Copyright Orca Eyes, Inc., 2007-2011 An Influence Intervention – 12 Steps to Leadership Buy-In Translating Human Capital into the Language of Business Presented by: Dan Hilbert, CEO

2. 2 © Copyright Orca Eyes, Inc., 2007-2011 “Grant me the serenity to accept the things I cannot change The courage to change the things I can And an arsenal of cruise missiles to deal with those that don’t understand me!!!” - Steven O. Tonn

3.  “With 10% unemployment, recruiting web developers should be cherry picking. What’s the problem?” ◦ Chief Architect and EVP  “Everyone is laying off in healthcare. Why can’t you find top notch RN’s and techs at cheap prices?” ◦ VP of Nursing  All budgets are tight in this economy. We can’t and don’t need to pay any more than allocated.” ◦ CFO 3 © Copyright Orca Eyes, Inc., 2007-2011

4.  “I am pulling my hair out. The hiring managers don’t get the fierce competition for web developers!” ◦ Recruiter  “One healthcare system laid-off 300 people cause they were closing down unprofitable beds. And they still had open reqs for 172 RNs! The healthcare industry did not experience a recession. People still got older and sick!” ◦ Director of Recruiting  We all want $2 per gallon gasoline. Unfortunately there’s this economic thing called Supply and Demand. That’s why we are paying $5 per gallon. Wishing and rational thinking isn’t going to lower the price we have to pay!” ◦ VP of Recruiting 4 © Copyright Orca Eyes, Inc., 2007-2011

5.  What is the business cost and risk of not filling this hiring manager’s position? ◦ Financial? ◦ Operational? ◦ Strategic?  What’s the personal cost and risk to the Hiring Manager? ◦ Longer Hours? ◦ Bonus? ◦ Stock Options? ◦ Promotion? ◦ Their Job? 5 © Copyright Orca Eyes, Inc., 2007-2011

6. 6 Translating HC into the Language of Business Risk and Performance: Data Backed Human Capital Business Risk FINANCIAL OT Costs Lost Revenue Sales& Billable Revenue Severance/Excess Payroll Costs Total Labor Costs EFTs Contract/Temp Outsource Vendor Contracts Consultants Downsizing Costs Hiring Costs Training Costs Benefit Costs Insurance Costs OPERATIONAL Intellectual Capital Operational Productivity Operational Efficiency Customer Satisfaction Accidents/Errors Procedures Thefts Project Effectiveness Time Cost Overruns Human Capital Drivers Organizational Readiness Position Gaps Skill Gaps Position Surplus Skill Surplus Time-to-Fill Attrition Reasons Performance Turnover Aging Demographics Retirement Leave Engagement Manager Satisfaction Top Performer Flight Risk External Talent Supply External Talent Cost HR Functions Recruiting Training and Development Retention Compensation Base Bonus Stock Options OT Benefits Manager Training Diversity Programs Mentor Programs Strategic Business KPIs Board Risk Financial Operations Strategic Plans Missions Lost Opportunity Costs Industry Rankings © Copyright Orca Eyes, Inc., 2007-2011

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10. 10 © Copyright Orca Eyes, Inc., 2007-2011

11. 11 Commute time is Terrible! -40% spend 30 minutes to over an hour each way each day And the Cost of Living is Really High! -$10,000 per year above the national average © Copyright Orca Eyes, Inc., 2007-2011

12. 12 Projected Gap of over 17,900 in Next 6 years! © Copyright Orca Eyes, Inc., 2007-2011

13. 13 Oh Right – And you need Specialized Software Mobile Phone Programmers. And I want $2 per gallon gasoline!!!!!! © Copyright Orca Eyes, Inc., 2007-2011

14. 14 HIGHLY CONFIDENTIAL © Copyright Orca Eyes, Inc., 2007-2011 Current Open Positions for Software Engineers in Seattle = 6,104 Total Software Engineers in Seattle 21,730 Current Job Openings (Gap) for Software Engineers in Seattle 6,104 Current Job Gap % of Software Engineers in Seattle 28.09%

15.  BLS  ACS  Census  Job Aggregators  NACE  Equifax 15 © Copyright Orca Eyes, Inc., 2007-2011

16.  How about M&A Talent Due Diligence?  How about Growth and Expansion Talent Due Diligence?  How about Consolidation Talent Due Diligence? 16 © Copyright Orca Eyes, Inc., 2007-2011

17. 1. Finish the templates and keep them in a single folder a)Remember that a couple need leadership input b)This folder is mainly for Drill-Down if the leader asks 2. Have multiple copies of the completed “1 st Draft” Risk Diagnostic Template and 3. Have multiple copies of the completed “1 st Draft” HR Action Solution Plan Template 4. Have multiple copies of both the example worksheet and the HC-Business Correlation Template 5. Have multiple copies of the SVOD summary report and full report Session 4: How to Convey the Value Proposition to Leadership and Gain their Buy-In Webinar Archive: https://www2.gotomeeting.com/register/729104938 Webinar Archive: https://www2.gotomeeting.com/register/729104938 PowerPoint SlidesPowerPoint Slides: http://orcaeyes.com/Webinar%20Archives/WFManagementWFPlanning-Part4.ppt http://orcaeyes.com/Webinar%20Archives/WFManagementWFPlanning-Part4.ppt

18. 1. Relax. You are loaded with CFO type decision data 2. Explain, “We started to proactively discover for leadership Recruiting Drivers which may be creating potential risks to business: finance, operations and strategic plans.” 3. Every fact is purely data driven. We used standard deviation based on data accuracy to show potential error rates. Explain “Alert Levels” as Purely Directional and Relevancy Assessments to your company 4. Your review is required to assess if these potential risks are actual risks to your business 5. With a few templates we will help you to better understand the relationships between Recruiting drivers and your specific business KPIs. Only you can tell us what may be applicable and what is missing a)When you assess actual Recruiting-Business risk, we will work with you to develop unified HR solutions proactively b)When you agree, we will assess costs and resources for your review c)If you agree, we recommend a pilot project to test validity before full investment d)We will provide you monthly/quarterly reports monitoring the risk trends, improvements and all root cause to share in meetings with you for what you deem as next best steps.

19.  After the leader reviews the SVOD Summary and Risk Tables, show them the 1 st Draft” Risk Diagnostic Template ◦ Explain this is first step of a few examples of potential risk ◦ Ask for the input and questions ◦ Let them know you can generate reports for individual department and position groups  It is far more effective if you are showing the SVOD for that business leaders department or business unit  Show them the Recruiting-Business Correlation Template so that they can visually understand the process ◦ This is where their advice on critical relationships is essential ◦ Be sure to write down exactly what the leader says. These are your tickets to providing customized  Show the leader a copy of the “Example” Recruiting Action Plan Solution” Template ◦ Ask for more advise and questions ◦ Try to get them to come up with ideas for solutions. ◦ Be prepared to answer questions they may have about HR services

20.  If they drill down or ask questions you do not know, simply let them know you will get back to them ◦ The amount of information and data is extremely impressive in any strategic business circle  If they don’t buy-in at first, just ask if they would like to see Quarterly reports ◦ Always do this in person  Always pick “Friendlies” who have a number of potential risks  Relax and enjoy the ride. One or more leaders will tout their results in their staff meetings and you will be getting call from all their peers ◦ Momentum and Pull effect will ensue  Be Real Proud of your self and enjoy the ride  And email or call me with any questions, bumps in the road and especially successes ◦ We can have most of your successes published if you wish

21. Dan Hilbert CEO OrcaEyes Inc. Dan.Hilbert@OrcaEyes. com 512-501-4970. Ext 707 21 Free Product Trials for SMA Seattle © Copyright Orca Eyes, Inc., 2007-2011 http://sonarvisioninsights.com/welcome. php https://sonarvisionod.com/new/