Agenda

1. Talent Management –Keeping yourself relevant in a changing environment !Fiona McCarthy – Exec HR Director- Global Business PartnerMairead Murphy – TA leader – Dell Limerick

2. Agenda • Dell • Global Transformation • Dell Ireland • Talent Acquisition • Direct Recruitment Model • Social Media • CV Preparation • Talent Management • Leadership Competencies • Dell Finance Programs

3. Dell Global – Who we are Fortune 100 Every Fortune 100 company does business with Dell. No. 3 worldwide with Q2 growth of 22% year on year 103,000 employees around the world Revenue for Q2 was $15.5 billion 3 103,000 Delivering technologysolutions that enablepeople everywhereto grow and thrive $15.5 billion We offer our customers best-in-class solutions that are simultaneously open, capable and affordable. Dell Confidential

4. Dell today “Technology has always been about enabling human potential.” -Michael Dell

5. Industry trends 2x $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ IDC estimates that the Digital Universe will double every 18 months 3 billion 44x people will connect electronically via mobile or Internet technology by 2014 By 2020, the Digital Universe will be 35ZB - 44 times as big as it was in 2009 $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $73 billion $420 billion worldwide spending on Cloud Services by 2015 2011 IT spending in emerging markets – an increase of 10.4% over 2010

6. Dell Today Our growth strategy Solutions that drive efficiency and flexibility for the virtual era Efficient IT Solutions End-User Computing Enterprise • Next Gen Computing Solutions & Intelligent Data Management • Virtualization • vStart • AIM Systems Management • Modular Data Centers • Networking Fluid Data Architecture • SAN & Scale-out NAS • Deduplication • Services, Security • & Cloud • Multi-vendor support • BPO & applications • IT infrastructure outsourcing • Security & cloud • ITaaS, SaaS, PaaS • End-User Computing • Flexible & optimized value chain • Mobility solutions • Tablets & smartphones • Desktop Virtualization

7. What people are saying Dell’s extended ProSupport to competitors is a testament of its solutions focus—avoid protectionism and do what’s best for customers. Greg Richardson of TBR What is the Dell difference? To me, one of the big ones is that Dell’s approach is pragmatic and personalized. Laurie McCabe, SMB Group Dell has a strategic advantage starting in the mid-market. It’s a huge market and Dell has trusted advisor status. Michele Caminos, APAC, Gartner Dell execs are doing a great job linking the company’s traditional/future markets and investments with strategies for growth. Charles King, Pund-IT We get it, it’s not the old Dell. It’s about Solutions. Bill Rust, Gartner My big takeaway…is that Dell’s recent success is largely the result of Dell focusing on being a better Dell. Rob Enderle, in IT Business Edge

8. Dell Limerick - Transformation Now Then A Strategic Hub for Dell: aligning with the company’s future strategies through Solutions and Services capabilities, Global Operations execution, Customer Engagement and Inspiring Leadership. Manufacturing Site - supplied hardware to EMEA customers for 18 years

9. How We TransformedChanging Work We focused on changing our thinking: leveraging company change, taking customer view, building our new brand and developing inspired leadership Regional Global Physical Virtual Functional Cross Functional Vertical Knowledge End to End Knowledge Campus/Functional Individual/Global Passive Leadership Inspired Leadership Internal CE View NPS Customer View Random Interactions Cadence My Change Our Change

10. DELL Ireland 2011 – Our Businesses Dell Services Dell Services • Solutions Portfolio Management • Infrastructure Managed Services, EMEA • IT Applications Support • Applications Development & Support • DELL Solution Centre • Global Command Centre • Service Quality & Engineering • Service Parts & Logistics, EMEA • Configuration Services • Service Delivery Management • Global Modular Support SaaS • EMEA Take Back Team • Services Training & Development • Cloud R&D Centre • Global Support Services Operations • Technical Account Management Dell EMEA Commercial Sales Operations & Technology CHERRYWOOD LIMERICK • CSMB Pan EMEA Sales • UK Ireland Medium Business • UK Large Enterprise/Corp • EMEA LE Sales Operations • Ireland Public Large Enterprise • UKI Partner Direct • EMEA OEM Sales (multilingual team) • Global Supply Chain Operations • Global Procurement • Strategy and Program Management • Global Operations Engineering • Supply Chain Design • EMEA Logistics • PG Client Development Other Teams Other Teams • Sales Process Re-Engineering • Global Software & Peripherals • IPS Engineering • Business/Sales Operations • Global Finance • Legal Affairs • Human Resources • EMEA Marketing • EMEA Finance • Human Resources

11. Dell Limerick - Evolution 2011 – Limerick evolving as Multi-functional Global Business Centre of Excellence 2009 – Limerick ceases Manufacturing and is Established as Global HQ for Ops & Engineering 2001-5 – DELL establishes Solutions Innovation Centre and Command Centre 2001 – DELL opens EMF3, achieves Best-in-class Productivity and transformation cost 1991 – Establishes the EMEA Service Parts operation in Limerick 1991 – DELL launches Manufacturing Operations in Limerick building Notebooks and Desktops

12. Dell Ireland Finance – 120+Employees Variety of Finance Disciplines Accounting • EMEA Services • EMEA Statutory • Global SKU Governance • Corporate Governance Services • Controllership • Financial Planning & Analysis (FP&A) • Business Controls Global Ops • Controllership of Global Logistics and Operations/ ODM • Facilities Controllership Other • Audit, Payroll, Tax, DFS • Business Operations Controllership and FP&A • Sales BU Controllership

13. Getting out there ! Talent Acquisition – Changing environment

14. Recruitment Practice Changes Recruitment Practice Changes • Moving away from reliance on agencies towards Direct Recruitment Model • Dell EMEA Sourcing Hub in Cherrywood • Cost effective to invest in internal resourcing • Social Media is becoming the most popular method of sourcing candidates and Linkedin is the most widely used tool. • Companies are operating a more flexible resourcing model • Limited company independent contractors • Fixed term employees • Outsourcing specific functions • “With recruitment costs being tightly reigned in, organisations are reducing their reliance on recruitment agencies, with more expecting to use new media/technology to recruit now (50%) compared to 2009 (30%)”- CIPD Moving away from reliance on agencies towards Direct Recruitment Model Dell EMEA Sourcing Hub in Cherrywood Cost effective to invest in internal resourcing Social Media is becoming the most popular method of sourcing candidates and Linkedin is the most widely used tool. Companies are operating a more flexible resourcing model Limited company independent contractors Fixed term employees Outsourcing specific functions “With recruitment costs being tightly reigned in, organisations are reducing their reliance on recruitment agencies, with more expecting to use new media/technology to recruit now (49%) compared to 2009 (31%)” “CIPD”

15. Evolution of Sourcing Candidates Social Media has brought about a fundamental change in the channels in which we communicate. It gives employers and prospective candidates another avenue to connect, network and scope out potential employment opportunities. It allows organisations to target specific candidate pools, with defined skillsets, which in turn can save time and resources. No longer about “should I use social networks”; now you can’t afford NOT to use social networks. Dell has recently appointed a Social Media Advisor for Recruitment in each of it’s major regions • Social Media To From • Employee Referrals • Career Fairs: University Career Fairs & Industry Career Expo’s www.dell.ie/careers

16. Dell Direct Recruitment Model Recruiting passive candidates is the leading strategy for competing against other employers Referrals, direct sourcing and social networks are the top rated external sources for quality candidates. • @ Dell - Social Media 65% of recruitment is now done through social media platforms including LinkedIn, Facebook and Twitter 40% increase of social media hires YoY LinkedIn helped attract almost 1000 new hires. 150,000 followers – Dell globally Investing $1.6 million in LinkedIn globally Employee Referrals • More than 26,000 applicants referred by team members last year (+13% YoY)

17. LinkedInis…Intuitive and easy to use Employers target professionalsExcellent search capability 120+ million members in 200+ countries – 6m new members per monthLinkedin is the No. 1 direct sourcing tool for Dell recruiters in Ireland89% of companies hiring in 2011 use social networks for recruiting, of this group 87% use LinkedIn55% of hiring companies plan to invest more in social recruiting; only 17% will spend more on job boards and 31% will even spend less on job boards Ireland has the 2nd highest penetration of Linkedin members in the world

18. LinkedIn Profile – Michael Dell

19. Facebook Fastest growing online site of all time Currently over 800m members - (huge potential for recruitment) Individuals expect companies to have a presence on social media sites such as Facebook Dell has 3 Regional Careers Pages – Americas, EMEA & APJ Two way street - use the pages to post jobs, interact with followers, push out relevant information 54% of jobseekers are more likely to apply for a job at a company after becoming a fan or following the company on social media

20. 40% of companies use all three top networks – LinkedIn, Facebook and Twitter Twitter processing 230m tweets a day, this has increased by over 100% since the beginning of 2011 100m active profiles with an expected increase of 26m by year end 83% European Companies have a Twitter account Dell is investing resources to tap into this huge database of potential candidates: @CareersAtDell and @Delljobs

21. CV – Key Features Clear contact details - email address and mobile phone number Skills summary - 6 to 7 lines of a synopsis of your career to date Career History - in chronological order including employer, job title, dates of employment Education History/Qualifications - in chronological order only including professional or relevant qualifications Interests - limit to 4 max with at least one related to career Tailor your CV for each job application to reflect the requirements of the particular job • .

22. CV – Do’s & Don’ts Triple check spelling, grammar and punctuation Ask someone to proof read Study the job specification when editing your CV Sell yourself Use bullet points Be cognizant of use of appropriate verbs (.ie managed, lead, created, maintained, etc) Use decorative fonts or pictures Include Junior and Leaving Cert results Use company specific acronyms Include long wordy sentences Don’t leave unexplained gaps (ie. travelling, personal assignments, etc) DO DON’T

23. Networking Networking Choose the Correct Event Select event appropriate to your business TargetPeople and Identify Opportunities Individuals Open groups Closed groups Approach Eye contact, smile, Introduction, Handshake Ask Open Questions Begin asking neutral questions, Don’t sell Follow Up • A powerful way of building professional relationships - process of actively fostering contacts and creating mutually beneficial ways to collect and distribute information. • Internal Network is critically important, most leadership and promotion decisions require buy in of a number of stakeholders. • How to Network • Identify potential sources for your network: • 1x1’s, social events, networking events, • professional development groups, seminars, • business associates, customers • Develop a plan: • Clear: Know what you want, define your needs • Concise: Simple and easy to understand • Engage: Handshake, mannerisms, eye contact • Relatable: Stay conversant

24. Heading in the right Direction Create comprehensive Linkedin profile, keep it up to date and connect with recruiters in your preferred companies Review and tailor your CV Network through business networking groups, social media groups, university alumni and ex-colleagues Set up meetings with a well researched select number of Recruitment Agencies Subscribe to industry specific Publications

25. Talent Management – How relevant are you?

26. Dell Leadership Competencies CUSTOMER FIRST Act with the customer in mind PERSONAL EFFECTIVENESS Listen, take ownership, be a role model, grow and learn ENGAGE OTHERS Provide direction, development and inspiration Engage Integrity & Ethics INCLUSIVE Think globally, value diversity, collaborate and consider the impact DECIDE Be courageous, contribute, provide/solicit input, take action SIMPLIFY Focus on what matters most, keep things streamlined and effective Intellectual Capacity Tickets to Entry Execute Adaptable DRIVE STRATEGY Know the business, look ahead, plan for the future INNOVATE Be creative, take smart risks, continuously improve Drive for Results Excel 26

28. Finance Development Program • Dell’s two-year Finance Development Program gives entry-level undergraduates an opportunity to launch their Finance careers. • Program consists of four different six-month global finance rotational assignments and a significant academic focus to build solid finance and business skills • Year 1 in Bratislava, Slovakia and Year 2 in any EMEA Dell Finance Campus. Development Benefits: • Networking and exposure to executive leadership and pairing with seasoned mentors • Development sessions and workshops • Robust performance feedback and career Development planning

29. FinanceRotation Program

30. Cost Locations and Roles in Dell, EMEA

31. Finance Development Panels • A series of Panel Interviews held with Leaders • Candidates asked series of questions on Individual Development Panel and Dell Leadership Competencies • Customised development feedback report that can be used in conjunction with other data sources to craft/update a focused development plan • Feedback available to management chain and HR in order to drive developmental discussions • Benefits of Development Panels: • Creates awareness of strengths and development areas • Provides visibility to and feedback from broad group of senior leaders • Provides feedback and tips on what to Stop, Start & Continue • Builds expertise in behavioural interviewing skills • Provides forum for Leaders to discuss talent and plan developmental moves

32. Leadership is about deciding to... Take ACTION Lead for IMPACT vs. just making an impression Have real INFLUENCE with your teams to be someone that others want to follow Recognize that influence comes from CREDIBILITY, credibility leads to influence. Dell Confidential

33. Thank you