Transitioning from Learning Management to Career Management with Oracle Taleo Learn Cloud Service

1. Transitioning from Learning Management to Career Management with Oracle Taleo Learn Cloud Service Presented By: Paul Ingallinera Director of Business Development Futurestep

2. Introduction Paul Ingallinera graduated from Northeastern Illinois University with an education degree and became a high school teacher. Shortly after, he found his way into education technology and decided to combine his skills as a teacher and technology which resulted in working for companies like CDW, Learn.com, Taleo, INXPO, and now Futurestep. Paul Ingallinera Director, Business Development North America Paul has worked with the Oracle Taleo Learn platform for almost 10 years, and in that time he has engaged with hundreds of organizations to implement and optimize their systems. He has gathered perspective and best practices from being a technology client, employee, and partner.

3. About Futurestep Futurestep, a Korn/Ferry company, is the global industry leader in high-impact solutions. We offer fully customized, flexible services - from RPO to single search and consulting- to help organizations meet their talent management needs. Assessment Learning Management Change Management Sourcing Performance Internal Mobility Redeployment Technology Recruitment Process Metrics & Measurement Employer branding People Project Management Contract Management Talent Acquisition Planning Talent Communications 3

4. Futurestep Consulting Services Talent Advisory Services • Assessment and Strategy • Requirements gathering • Work Force Planning • Gap analysis • KPI development • ROI Analysis Align you talent strategy to your business strategy • System Implementation • Project Management • Change Management • Reporting and Analytics • Data Migration • Upgrades Technology Services Right size technology to fit your processes Managed Services • Service desk • System Administration • Candidate Support • Adoption services • Integration management • Reporting On-going support to drive cost containment

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6. Today’s Career Management Expectations • Traditionalists (1922 – 1945) • Baby Boomers (1946 – 1964) • Gen Xers – (1965 – 1980) • Gen Ys – (1981 – 2000) • Current Trends… • Tenure of Traditionalists and Baby Boomers is almost 4x the tenure of Gen Xers and Gen Ys. R4 • Young employees have greater expectations of job changes, promotions and/or career moves. R4 • According to research done by n-gen People Performance, the number one reason why people leave their job is “lack of career growth”. R4

7. Today’s Professional Jack Smith (Gen Y) Personal Banker 5 Years of College Coaches Football Married; 1 Child Aspires to become Branch Manager in 1 year Jill Johnson (Gen X) Teller 4 Years of College Homeless Mentor Married; 2 Children Aspires to become Branch Manager in 1 year

8. Current State of Jack • Works from 8:30 am – 6:00pm. • Communicates with manager when necessary. • Continually completes on-line compliance courses. • Received an “average” performance review last week. • No positive compensation adjustment. • Feels like he is going nowhere. A recent survey released by the Society for Human Resource Management (SHRM) and CareerJournal.com revealed when asked why they would look elsewhere for work, 67% employees cited they were dissatisfied with their current career path and some said they needed a new experience with new challenges R1.

9. Current State of Jill • Works from 8:30 am – 6:00pm. • Continually communicates with manager. • Completes on-line compliance courses. • Finds and completes career advancement profiles. • Gets invited to shadow other positions. • Received an “excellent” performance review last week. • Received a raise every performance cycle. • Highly engaged and focused with her employer. Why career development planning is important for employee retention… People within your organization need to not only understand there is room to grow, but that efforts will be made from the top down to facilitate that career growth. Creating loyalty is about thinking beyond salary and figuring out how to get your employees to genuinely care about the business R1.

10. Development of Jack • Bank Training Center • Completes course assignments. • Engages with learning plans. • Takes on-demand courses from catalog • Enrolls into instructor led classes. • Values • Jack stays compliant with his job. • Bank stays compliant with regulations. • Professional development courses offered. • Challenges • No career management tools. • No career progression vehicles. • No link between activities and career • opportunities.

11. Development of Jill • Bank Career Center • Engages with job profiles. • Completes learning plans. • Takes on-demand courses from catalog • Enrolls into instructor led classes. • Shares knowledge on discussion boards. • Values • Stays compliant within her job. • Obtains new skills and competencies. • Shows qualifications for other positions. • Establishes herself as a network SME. • Links between activities and career • opportunities. • Bank stays compliant with regulations.

12. How Jill Will Become Regional Manager • Finds and self assigns the Branch Manager job profile. • Obtains all competencies and skills via activity completions. • Continues sharing subject matter expertise within her network. • Meets with management regularly.

13. How the Bank Will Consider Jill for Regional Manager • Manager, administrator, or recruiter will run a Best Match report. • The results will show Jill’s skills and qualify her for the position. • Hiring manager will contact Jill for an interview.

14. Why Does Jill Make the Effort? SHE IS FULLY ENGAGED Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests.R3

15. Employee Engagement and Career Management 12 Elements of EngagementR2 Average OrganizationR2 • I know what is expected of me at work. • I have the materials and equipment I need to do my work right. • At work, I have the opportunity to do what I do best every day. • In the last seven days, I have received recognition or praise for doing • good work. • My supervisor, or someone at work, seems to care about me as a • person. • There is someone at work who encourages my development. • At work, my opinions seem to count. • The mission or purpose of my organization makes me feel my job is • important. • My associates or fellow employees are committed to doing quality work. • I have a best friend at work. • In the last six months, someone at work has talked to me about my progress. • This last year, I have had opportunities at work to learn and grow. 33% engaged 49% not engaged 18% actively disengaged

16. Effects of High Employee Engagement • Lower voluntary turnover • Decrease in recruiting costs • Strategic recruiting • Higher productivity • Positive culture • Acquisition & retention of top talent • Increase in sales • Higher stock prices • Better product quality • More skilled employees

17. What About Jack? Jack Smith added to the voluntary turn over statistics of his employer and decided to take a position at another banking institution. Would you like to know who hired him? Jill Johnson (Gen X) Branch Manager Aspires to become Regional Manager in 2 years

18. Questions and Information? For more information aboutFuturestep consulting services and career management delivery with Oracle Taleo Learn, please contact: Paul Ingallinera Director of Business Development Futurestep paul.ingallinera@futurestep.com 630.890.7596 • Implementation • Optimization • Transformation • Support

19. References R1 - Create a Career Path to Retain Employees; November 5, 2012; Erin Palmer R2 - Employee Engagement What’s Your Engagement Ratio?; 2010; Gallup Consulting R3 – Wikipedia; http://en.wikipedia.org/wiki/Employee_engagement R4 – Career Expectations, n-gen Generational Index Report; 2009