1. Sustaining a Successful RPO Partnership GE Money & KellyOCG

2. Kelly Services, Inc. AmericasEMEAAPAC Commercial Professional Technical Kelly Outsourcing & Consulting Group Recruitment Process Outsourcing Contingent Workforce Outsourcing Business Process Outsourcing Outplacement & Career Transition HR Consulting Executive Search Proprietary & Confidential - Kelly Services, Inc. 2 KellyOCG – Company Structure

3. Fortune 500, Billion dollar company with 60+ years experience Six practice areas 50+ Countries and Territories RPO leader since 1995 HROA Recognition: “Client Relationship of the Year 2009” “Global RPO Leader 2008 & 2009” (Highest Quality score overall, 2009) “RPO Bakers Dozen” (the top 13 RPO providers ranked annually) 2004-2009 Why RPO? Major cost savings opportunity Better quality / increased productivity Improved stakeholder satisfaction Leverage best-in-class process & technology Manage unpredictable hiring demands “Always-on” candidate pipeline KellyOCG Overview

4. GE Organizational Overview GE Infrastructure Technology GE Infrastructure Energy GE Capital NBC Universal

5. GE Money Evolution Today providing the financial resources to make dreams come true by granting credit to more than 130 million customers in over 55 countries.

6. The Evolution of Our Partnership 2000 2001 2002 2004 2006 2008 Drivers & Decision to Outsource Business Transformation Begins Global Expansion Latin America Cost Reduction Initiative Exempt Process Implementation Non-Exempt Expansion Structure CoE to Meet Individual Business Needs 2003 2005 2007 Special Initiatives Expansion External Hiring Peaks

7. 2000 – Decision to Outsource Baseline Data Volume – Number of exempt employees hired Cycle Time (CT) – Date posted to date offer accepted Voice of the Customer (VOC) –Quality of candidates sourced –Satisfaction of hiring manager –Candidate Satisfaction (Experience) Cost – Cost per Hire Baseline 115 Days CT N/A VOC $9,280 CpH 1056 Hires

8. Need vs. Ability to Deliver RPO Value Proposition

9. 2001 - Implementation Year One Implementation US Outsourced Process Developed Results 65 Days CT N/A VOC $10,644 CpH 780 Hires

10. Process Model ID Vacancy Posting Source/ Screen InterviewOffer REQ Close Day 1 Day 1-14 Day 14-40 Day 40-45 Primary Owner Shared Ownership GE RPO

11. Benefits of Kelly RPO Partnership Shared ownership Centralized process An end-to-end solution Enhanced screening process Hiring logistics strategy Applicant tracking systems and tool automation Measurement of staffing and activity costs Pre-Employment testing & assessments

12. 2002 – Program Expansion Expansion to Non Exempt Results 60 Days CT N/A VOC $8,195 CpH 600 Hires

13. Candidate Activity 2002 - 2008 11,212 HIRES Applicants1,885,191Applicants1,885,191 1,149,616Evaluated1,149,616Evaluated 466,028Screened466,028Screened 43,985Interview43,985Interview 13,678Offer13,678Offer

14. 2003 – Business Transformation Business begins to change –Multi products/service Customer Satisfaction Surveys implemented * Customer Satisfaction based on a 5.0 scale Results 58 Days CT 3.8 VOC $6,893 CpH 525 Hires Credit Cards Products Pre-2003 Loans Retail Finance Mortgages Auto Finance Insurance Post-2003

15. 2004 – Special Initiatives Expansion Special Initiatives: –Third Party Vendor Management –Short Term International Rotation (STIR) –Leadership Development Programs (LDP) –Canada & Puerto Rico Expansion Results 58 Days CT 4.4 VOC $9,216 CpH 531 Hires

16. 2005 - External Hiring Source Industry Talent –Change from internal to external hires Results 52 Days CT 4.5 VOC $10,847 CpH 1012 Hires

17. Industry Experts Fill Talent Gaps Internal/External Mix 200320042005 188 2006 357 525 168 357 302 229 531 404 608 1012 1015 558 457 External Internal

18. 2006 – Cost and Productivity Staffing changes to meet business needs Manage costs due to ongoing need for external talent Implemented LEAN process improvements to create efficiency 1.Proactive cost management & education 2.Improved search strategies 3.Leverage industry hires to increase pipeline 1.Proactive cost management & education 2.Improved search strategies 3.Leverage industry hires to increase pipeline Results 50 Days CT 4.6 VOC $5,911 CpH 1015 Hires

19. 2007 & 2008 – Program Transformation Completed Phased Restructuring Shared Service Sourcing and Logistics –Reduced search firm utilization by 70% Global Support Results 48 Days CT 4.7 VOC $3,600 CpH 817 Hires

20. Team Structure CoE Leadership Account Managers Americas Exempt Staffing Leader Regional Teams Business Teams CPS Personal Finance RCFHQPMG Canada Sales Finance LATAM Shared Services Logistics Logistics & Compliance Team Sourcing Shared Services Sourcing Sourcing Team

21. Shared Services Sourcing CoE Model Features: – Shared Service Recruiters – Offsite sourcing engine –Leveraged sourcing tools and expert sourcing knowledge –Sourcing Subject Matter Experts –Accountability to metrics/SLAs –Reduced reliance on Search Firms Provides for dedicated “Headhunters” at a reduced cost. Search Firm Costs 200520062007 5.3 MM 4.2 MM 1.3 MM 20% 70%

22. 2009 GE Money divests of multiple business units Re-organization of GE Capital GE Money branded as GE Retail Finance Hiring volumes reduced Kelly RPO scales to maintain cost of hire Results 45 Days CT 4.7 VOC $3,300 CpH 175 Hires

23. KellyRPO Contributions Increased Customer Satisfaction Cycle Time Reductions Process Improvements Proactive Cost Management Reduced Cancellations Improved Search Strategies

24. The Results Volume Cycle Time VOC Cost

25. Keys to a Successful Partnership 1.Cultural Fit 2.Stakeholder Support 3.Partner Capabilities 4.Ability to Execute