1. Best Practices & New Innovations for Sourcing & Screening Potential New Hires Jack W. Coapman ADP

2. About Jack Coapman  20 years retail technology focused – TEC, GTE, Triversity  10 years HR technology – VirtualEdge, ADP  Sales, marketing, business development  Motorcycling, cooking, college basketball, and the NY Giants!

3. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 3 Discussion Guide  The Business of Talent in the NFL  Fundamental Changes in Talent Acquisition  Best Practices  Questions & Answers

4. Polling Question #1 Approximately how many employees are in your organization worldwide?  1-999  1000-4999  5000-9999  10000-19999  Greater Than 20000 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 4

5. Polling Question #2 Describe Your Current Function?  Sourcing  Recruiting  HR (Non-Recruiting)  IT  Risk Management  Other - Manager © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 5

6. 6 Business Objectives in the NFL  2 Conferences  8 Divisions  32 Teams  256 Regular Season Games  200+ Coaches  1000+ Players 1 Goal

7. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 7 Talent Management in the NFL PERFORMANCE LOWMEDIUMHIGH POTENTIALLOW MEDIUM HIGH  Alignment  Cultural Fit  Past Experience  Compensation  Stage in Career  Coachable  Availability

8. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 8 Talent Management in the NFL

9. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 9 Talent Management in the NFL  What is my game plan this week?  What are the key positions?  How strong are my “A” players?  How ready are my “B” players?  How do I match up against the competition?  How will this change next week? Next month? Next Year?

10. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 10 Talent Management in the NFL Emerging Talent Demonstrated abilities in other venues and desire to play -NCAA, practice squads Developing Talent Potential long term abilities -NCAA, high school Ready Talent Demonstrated abilities and ready to play -my team, their team

11. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 11 What Can We Learn From The NFL?  The power of a single, understood goal  Know your team, today and tomorrow  Talent must be ready at all times  Recruiting is an on-going effort Goal AlignmentWorkforce Planning Succession Management Sourcing/Screening

12. Polling Question #3 Where does sourcing & screening rank in terms of key business priorities?  Top – In the top 1/3 of business priorities  Middle – In the middle 1/3 of business priorities  Bottom – In the bottom 1/3 of business priorities  Not Sure © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 12

13. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 13 Fundamental Changes  Economic Conditions  Do More With Less  Alignment of Talent  Workforce Demographics  Regulatory Compliance REACTIVE PROACTIVE

14. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 14 The Talent Pipeline Has Shifted More Candidates More Filters More Stringent Processes Fewer Hires THEN NOW

15. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 15 Improve The Quality of Your Talent Pipeline  Strengthen your marketing presence  Expand your sourcing efforts  Focus on relationship building with all prospects-internal and external

16. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 16 Strengthen Your Marketing Presence  What’s your ‘employment brand’ – message and value proposition?  Where does your target audience hang out?  How do you stack up against your competitors?  What vehicles (e g mobile)?

17. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 17 Expand Your Sourcing Efforts  Leverage proven search tools to optimize your recruitment marketing initiatives  Capitalize on social networks to increase brand awareness and optimize employee referrals  Embed social tools into career center

18. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 18 Focus on Relationship Building  Internal  Drive engagement  Develop talent  External  Keep aware  Push message and value proposition  Get candidate community ready for new opportunities Passive Candidate Relationship Management Succession Planning Tools

19. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 19 Integrate “Quality of Hire Tools” Throughout the Process  Identify competencies and assess candidates  Integrate screening and compliance tasks  Improve quality of on- boarding experience

20. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 20 Identify Competencies and Assess 2011 SHL Business Outcomes Report speaks to how high scoring store managers drive $60 million more in sales or how Contact center agents in healthcare sector make 17% fewer errors and are far more efficient.

21. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 21 Identify Competencies and Assess  What does success look like? – Skills – Behaviors – Behavioral interviewing – Reference Checking

22. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 22 Integrate Complex Screening & Compliance Tasks 2011 ADP Screening Index Report, 46% of candidates processed through reference checking came back with information indifference; 36% had at least 1 driving violation; and 45% had a record on their credit

23. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 23 Integrate Complex Screening & Compliance Tasks  Background screening  Skills and/or Behaviors  Electronic I-9 /E-Verify  Employment Tax Credits  Reference Checking

24. Improve Quality of On-Boarding Experience 2010 Aberdeen Report “Onboarding: First Line Of Engagement”, Formal on- boarding process drives greater results, including high engagement scores, ability to attain first performance milestone on-time and receives exceeds expectations.

25. © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 25 Improve Quality of On-Boarding Experience  More than just completion of “HR” forms  Will be more important as “war for talent” gets more serious  Connect to “like” employees  Measurement tools

26. Keys to Success  Identify key positions and define what success criteria  Proactively engage talent outside your organization-continuous effort  Evaluate tools that drive quality of hire metrics  Integration disparate tools-technology and process  Extend recruiting through on-boarding  Seek opportunities to educate your company on “talented” practices

27. Questions? © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 27

28. Thank You © Copyright 2011 ADP, Inc. Proprietary and Confidential Information 28