1. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL KnowledgeAdvisors Our TDRp Journey October 24, 2014

2. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 2  Getting Started  Our Implementation Journey −Managing Stakeholders −Finding the Right Data −Outputs  Successes & Challenges  Benefits Realized  Tips, Advice, and Lessons Learned  Questions Agenda

3. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 3 Getting Started

4. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 4 The Basics  KnowledgeAdvisors is… −The founding organization for TDRp! −Started in 1999 and acquired by CEB in 2014 −Software (Metrics that Matter) and Advisory Services focused on Talent Analytics  We got started because… −We were doing some of it already.  Given Kent was one of the founders, the basic principles had been important to him for some time. −We wanted to be the ‘learning lab.’  Experiencing it first-hand would help us better understand, and be able to share, the value, challenges, and mitigating factors that others were likely to experience

5. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 5 Our Team  The TDRp team (“the Team”) consisted of 3 people, whose time equated to approximately 1 FTE −Chief Talent Officer (Kendall Kerekes)  Visibility into the broad organizational strategy and able to ‘connect the dots’ with Talent  Executive Sponsor, in addition to the CEO, leading the TDRp initiative −Senior Measurement Consultant (Chris LeBrun)  Expert in measurement and evaluation, reporting, and data management  Focused on turning the data into business intelligence −Director, Human Capital (Michelle Reider)  SME for all things Talent  Responsible for translating the talent strategy into action

6. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 6 Our Focus  Implemented TDRp in our key talent processes: −Learning & Development  Employee Training −Internally Delivered −Vendor Delivered  Customer Training −Talent Acquisition  Low volume but high impact −Performance Management −Engagement  Although not a typical outcome, this was an important focus for us

7. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 7 Our Implementation Journey

8. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 8 What we didn’t want to happen…

9. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 9 What actually happened…

10. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 10 Stakeholder Management  The Team worked with the CEO to establish key linkages between talent and business outcomes, and then determine the associated KPIs to tell the story  Discussions were facilitated with the senior leadership team on: −Our goals and what we were trying to accomplish −How it would benefit them (WIIFM) −What we would do to get there −What we needed from them  Partnerships were established between Talent, Finance and Operations to ensure the right data was reported and understood −The Team established a data collection process

11. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 11 Finding the Right Data  Outcomes Data −Knew the key metrics and they were ‘relatively’ available for us to report on  Effectiveness Data −Had a good amount of data available through MTM but we weren’t sure if it was the right data or not…that’s where we started though  Efficiency Data −Started with the basics −Was not readily available and lived in disparate (or no) systems −Bring on the spreadsheet nightmare!

12. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 12 Sample Outputs: Dashboard  Our dashboard included the following tabs: −Talent Acquisition −Learning & Development −Performance Management −Engagement/Total Rewards −Customer Outcomes −Financial Outcomes

13. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 13 Sample Outputs: Operations Report

14. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 14 Sample Outputs: Program Report

15. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 15 Sample Outputs: Talent Summary Report

16. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 16 Sample Outputs: Effectiveness Statement

17. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 17 Sample Outputs: MTM Reports  Additional, more detailed, reports were automated to key stakeholders that managed certain processes, such as: −Client training −Client relationships −Consulting projects −Services projects

18. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 18 Successes & Challenges

19. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 19 Challenges/Barriers  Getting Clean and Usable Data −Changes to underlying assumptions −No system of record, in some cases −Spreadsheet nightmare!  Lack of Time −Despite having dedicated resources, other organizational priorities often took precedent −Although we accomplished a great deal, there was still a lot of ‘potential’  Change Management −Need to help the organization transition from ‘the old way’ and what they were used to

20. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 20 Successes/Enablers  Training and Development −Core team members attended the first CTR TDRp Certification Workshops −First certified participants −Allowed us to apply the learning and move forward quickly  Senior Leadership Support −CEO sponsored the initiative and supported a team dedicated to TDRp −CEO assisted in facilitating business oriented discussions with the other members of the senior leadership team  Organizational Structure −The team was in a unique position to have sight into the full Talent processes, as well as maintain ownership over the P&L

21. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 21 Benefits Realized

22. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 22 Benefits Realized  Drove Different Conversations −Senior leaders were talking about talent in ways they hadn’t previously  This was a challenge too but overall it was a definite benefit −Positioned Talent more strategically  It wasn’t just ‘something that needed to happen’ (hiring, developing, engaging, etc.)  Better Defined Investments −Collectively, once the alignment was determined, we were able to better understand and prioritize where we made investments

23. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 23 Benefits Realized  Data Knowledge −Through the process, we learned what our data means, how to best track and report on our data, and what story our data was telling  Common Vocabulary −We learned quickly that our operational definition of some terms was different than that of our CEO −The conversations around these differences allowed us to move forward with a common understanding

24. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 24 Tips, Advice, and Lessons Learned

25. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 25 Ah-Ha!  Getting this right requires a lot of buy-in −As the founding organization we thought this part would be easy but it wasn’t always  Getting data is hard! −There is no single source of truth for talent data −It’s going to require a lot of collection and, in many cases, transformation, to make the data reportable  Keep tabs on data you don’t own −We found that in some cases, assumptions and calculations behind the data we received would change without our knowing

26. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL 26 Best Practices/Recommendations  Take the time to understand the data −Ask questions about it and ensure you understand the context  This will help with preparation and also ensuring you are seen as a SME to your stakeholders  Put the extra time up front to ensure you have as automated (or minimally manual) a process as possible for managing your data −There are a lot of points in the process where you can introduce errors, so you’ll want to minimize that  Data integrity is very important when working with the key stakeholders −If they can’t trust the integrity of the data, they will refuse to make decisions from it −Consequently, ‘dirty data’ decreases your credibility and the initiative as a whole

27. © 2014 CEB. All rights reserved. Version: 01 Last modified: 09/25/2014 CONFIDENTIAL Thank you Kendall Kerekes SVP, Analytics Advisory Services, CEB kkerekes@executiveboard.com Chris LeBrun Senior Measurement Consultant, CEB clebrun@executiveboard.com