Departure View Summary Report Alpha Company Corporate Leadership Council Human Resources Q3 - 2010 Departure View Summary Report Alpha Company Report Highlights Executive Summary - Pg. 3 Top Reasons for Departure - Pg. 5 Employment Value Proposition - Pg. 8 Net Promoter Score - Pg. 12 Future Job Analysis - Pg. 17

About Your CLC HR Departure View Report Thank you for your recent participation in CLC HR’s Departure View tool. Your exit report is designed to answer these main questions: 1) What are the top reasons why employees are leaving the organization? 2) Which employment value proposition (EVP) attributes* are driving dissatisfaction for departing employees? 3) How likely are employees to recommend your organization as a great place to work (i.e., your Net Promoter Score**)? 4) Have employees accepted another job at a different organization, and what does that job look like? We believe that the answers to these questions are critical inputs to the successful management of any workforce. Your report is based on the responses of 78 Alpha Company employees that completed the survey during the second quarter of 2010. The benchmark information in this report is based on 22 pilot organizations from 7 countries and 12 industries. Thank you again for your participation. We look forward to speaking with you soon. Best wishes, CLC HR Product Team * The Council’s 38 EVP attributes and based on the Attracting and Retaining Critical Talent Segments quantitative research study. ** Net Promoter Score (NPS) is calculated from the question in the survey, “How likely is it that you would recommend [organization] to a friend or colleague as a great place to work?”. This question is asked on a 0-10 scale with 0 being not at all likely and 10 being extremely likely. The net promoter score equals the percentage of employees who selected 9 and 10 (they are known as promoters) minus the percentage of employees that selected 6 or below (they are known as detractors). Therefore the higher the score, the more positive the outcome. Net Promoter Score is the trademark of Satmetrix Systems, Inc., Bain & Company, and Fred Reichheld. © 2010 The Corporate Executive Board Company. All Rights Reserved.

Top Reasons for Departure Employment Value Proposition Road Map for Your Report Executive Summary Top Reasons for Departure Employment Value Proposition Net Promoter Score Future Job Analysis © 2010 The Corporate Executive Board Company. All Rights Reserved.

CLC Departure View – Q2 2010 Executive Summary Dashboard Top Reasons for Departure Departing Employee Net Promoter Score Alpha Company Q3 Benchmark Alpha Company Benchmark Dissatisfied with Work – 45% (Benchmark – 33%) Better Job Offer – 42% (Alpha Company – 31%) Better Job Offer – 31% (Benchmark – 42%) Dissatisfied with Work – 33% (Alpha Company – 33%) Retirement – 22% (Benchmark – 35%) Retirement – 35% (Alpha Company – 22%) N = 78 N = 978 Net Promoter Score Percentage Benchmark High Likelihood (9 and 10) 50% 60% Medium Likelihood (7 and 8) 30% 22% Low Likelihood (6 or below) 20% 18% Which Employment Value Proposition Elements Are Departing Employees Least Satisfied With? Percent of Employees Accepting Other Positions Alpha Company Q3 Benchmark Alpha Company Benchmark Future Career Opportunities – 65% (Benchmark – 31%) Compensation – 42% (Alpha Company – 19%) Work-Life Balance – 31% (Benchmark – 39%) Work-Life Balance – 39% (Alpha Company – 31%) Manager Quality – 22% (Benchmark – 24%) Manager Quality – 24% (Alpha Company – 22%) N = 78 N = 978 © 2010 The Corporate Executive Board Company. All Rights Reserved.

Top Reasons for Departure Employment Value Proposition Road Map for Your Report Executive Summary Top Reasons for Departure Employment Value Proposition Net Promoter Score Future Job Analysis © 2010 The Corporate Executive Board Company. All Rights Reserved.

Top Reasons for Departure Analysis: Primary Reasons for Employee Departure Alpha Company Q3 Benchmark N = 78 N = 978 © 2010 The Corporate Executive Board Company. All Rights Reserved.

Percent of Employees Leaving Due to Dissatisfaction Top Reasons for Departure Analysis: At-Risk Segments for Employee Satisfaction The chart below presents demographic segments within Alpha Company that have the greatest percentage of employees leaving due to dissatisfaction with employment at Alpha. Employee Segment Percent of Employees Leaving Due to Dissatisfaction Segment N Size Benchmark 14% 978 Alpha Company Overall 9% 78 Business Unit A 45% 10 Business Unit B 38% 11 Business Unit C 36% 15 Age Group 1 32% 7 Age Group 2 18% 8 Age Group 3 12 Geography X 8% 9 Geography Y 4% Geography Z 2% Male 1% 20 © 2010 The Corporate Executive Board Company. All Rights Reserved.

Top Reasons for Departure Employment Value Proposition Road Map for Your Report Executive Summary Top Reasons for Departure Employment Value Proposition Net Promoter Score Future Job Analysis © 2010 The Corporate Executive Board Company. All Rights Reserved.

Key EVP Factors for Focus: Top Areas of Dissatisfaction, Perceived Improvement at New Organization The graph below displays departing employees’ satisfaction levels with the employment value proposition (EVP) drivers at Alpha Company, in comparison to how satisfied they expect to be with them at their new organization. Relative Dissatisfaction with EVP Drivers, as Compared to Perception of Likely Improvement More Dissatisfied and Higher Anticipation of Improvement Lower Anticipation of Improvement Less Dissatisfied and Higher Expectation of Improvement Less Dissatisfied and Lower Expectation of Improvement Future Career Opportunity Development Opportunity Recognition Compensation Manager Quality Retirement Benefits People Management Work-Life Balance Empowerment Senior Leadership Reputation Stability Respect Technology Level Risk Taking Collegial Work Environment Market Position Location Camaraderie Vacation Innovative Work Level of Job Impact Ethics/Integrity Meritocracy Health Benefits Job Interest Alignment Business Travel Organization Size Product/Service Quality Well Known Product Brand “Great Employer” Recognition Inclusion/Diversity Formal/Informal Work Environment Social Responsibility Environmental Responsibility Industry Desirability Customer Prestige Co-Worker Quality © 2010 The Corporate Executive Board Company. All Rights Reserved.

Departing Employee EVP Analysis: Which EVP Elements Are Most Driving Dissatisfaction? Greatest Areas of Dissatisfaction Where Are Your Employees Least Satisfied, Compared to Benchmark? Where Are Your Employees Least Satisfied? Compensation Stability Future Career Opportunities Health Benefits Location Health Benefits Retirement Benefits Stability Location Empowerment © 2010 The Corporate Executive Board Company. All Rights Reserved.

Departing Employee EVP Analysis: Which EVP Attributes Are Believed to Improve at the New Organization? Perceived EVP Improvement at New Organization (for Your Departing Staff) Greatest Perceived EVP Improvement Greatest Perceived EVP Improvement, Relative to Benchmark Compensation Stability Future Career Opportunities Health Benefits Location Health Benefits Retirement Benefits Stability Location Empowerment © 2010 The Corporate Executive Board Company. All Rights Reserved.

Top Reasons for Departure Employment Value Proposition Road Map for Your Report Executive Summary Top Reasons for Departure Employment Value Proposition Net Promoter Score Future Job Analysis © 2010 The Corporate Executive Board Company. All Rights Reserved.

Net Promoter Score (NPS) Analysis: Departing Employees’ Likelihood to Recommend the Organization Alpha Company Q3 Benchmark N = 78 N = 978 Calculated Net Promoter Score Net Promoter Score Percentage Benchmark High Likelihood (9 and 10) 50% 60% Medium Likelihood (7 and 8) 30% 22% Low Likelihood (6 or below) 20% 18% Top 3 Segments Business Unit A Business Unit B Business Unit C ** Net Promoter Score is calculated from the question in the survey, “How likely is it that you would recommend [organization] to a friend or colleague as a great place to work?”. This question is asked on a 0-10 scale with 0 being not at all likely and 10 being extremely likely. The net promoter score equals the percentage of employees who selected 9 and 10 (they are known as promoters) minus the percentage of employees that selected 6 or below (they are known as detractors). Therefore the higher the percentage, the more positive the perception of departing employees, and the greater likelihood of their promoting the organization’s brand in the labor market. © 2010 The Corporate Executive Board Company. All Rights Reserved.

Net Promoter Score (NPS) Analysis: At-Risk Segments by Net Promoter Score for Departing Employees The chart below presents demographic segments within Alpha Company that have the lowest Net Promoter Score. Employee Segment Net Promoter Score Segment Size Benchmark 42% 978 Alpha Company Overall 30% 78 Business Unit A -45% 10 Business Unit B -38% 11 Business Unit C -36% 15 Age Group 1 -32% 7 Age Group 2 -18% 8 Age Group 3 -9% 12 Geography X 8% 9 Geography Y 4% Geography Z 2% Male 1% 20 © 2010 The Corporate Executive Board Company. All Rights Reserved.

Net Promoter Score (NPS) Analysis: Likelihood of Employees to Return Alpha Company Q3 Benchmark N = 70 N = 968 Employee Likelihood to Return Top 3 Segments Business Unit A Business Unit B Business Unit C © 2010 The Corporate Executive Board Company. All Rights Reserved.

Low Likelihood of Return Net Promoter Score (NPS) Analysis: At-Risk Segments With Less Likelihood of Return The chart below lists the departing employee segments that are least likely to return to Alpha Company; each figure represents the percent of employees rating their likelihood of return on a 0-10 scale at a 6 or below. Employee Segment Low Likelihood of Return Segment Size Benchmark 7.1% 978 Alpha Company Overall 5.2% 78 Business Unit A 2.9% 10 Business Unit B 3.0% 11 Business Unit C 3.2% 15 Age Group 1 3.3% 7 Age Group 2 3.6% 8 Age Group 3 4.1% 12 Geography X 4.3% 9 Geography Y 4.4% Geography Z 4.6% Male 5% 20 © 2010 The Corporate Executive Board Company. All Rights Reserved.

Top Reasons for Departure Employment Value Proposition Road Map for Your Report Executive Summary Top Reasons for Departure Employment Value Proposition Net Promoter Score Future Job Analysis © 2010 The Corporate Executive Board Company. All Rights Reserved.

Departing Employee Future Job Analysis: Future Job Status Alpha Company Q3 Benchmark Alpha Company Q3 N = 70 Benchmark N = 968 N = 70 N = 968 © 2010 The Corporate Executive Board Company. All Rights Reserved.

Departing Employee Future Job Analysis: Job Search Process Alpha Company Q3 Benchmark N = 35 N = 445 *Only respondents reporting that they have accepted a new job are included in this analysis. © 2010 The Corporate Executive Board Company. All Rights Reserved.

Departing Employee Future Job Analysis: Number of Offers Received Alpha Company Q3 Benchmark N = 35 N = 445 *Only respondents reporting that they have accepted a new job are included in this analysis. © 2010 The Corporate Executive Board Company. All Rights Reserved.

Departing Employee Future Job Analysis: Total Anticipated Compensation Change Alpha Company Q3 Benchmark N = 35 N = 445 *Only respondents reporting that they have accepted a new job are included in this analysis. © 2010 The Corporate Executive Board Company. All Rights Reserved.

Departing Employee Future Job Analysis: Type of Change Alpha Company Q3 Benchmark N = 35 N = 445 *Only respondents reporting that they have accepted a new job are included in this analysis. © 2010 The Corporate Executive Board Company. All Rights Reserved.

Departure View Appendix: EVP Attribute Definitions Attribute Name Definition Business Travel The amount of out-of-town business travel required by the job Camaraderie Whether working for the organization provides opportunities to socialize with others Collegial Work Environment Whether the work environment is team-oriented and collaborative Compensation The competitiveness of the job’s financial compensation package Coworker Quality The quality of the coworkers in the organization Customer Reputation The reputation of the clients and customers served in performing the job Development Opportunities The developmental/educational opportunities provided by the job and organization Diversity The organization’s level of commitment to having a diverse workforce Empowerment The level of involvement employees have in decisions that affect their job and career Environmental Responsibility The organization’s level of commitment to environmental health and sustainability Ethics/Integrity The organization’s commitment to ethics and integrity Informal Work Environment Whether the work environment if formal or informal Future Career Opportunities The future career opportunities provided by the organization “Great Employer” Recognition Whether or not the organization’s reputation as an employer have been recognized by a third-party organization Organizational Growth Rate The growth rate of the organization’s business Health Benefits The comprehensiveness of the organization’s health benefits Industry The desirability of the organization’s industry to the respondent Innovation The opportunity provided by the job to work on innovative, “leading edge” projects Job-Interests Alignment Whether the job responsibilities match your interests © 2010 The Corporate Executive Board Company. All Rights Reserved.

Departure View Appendix: EVP Attribute Definitions, Continued Attribute Name Definition Job Impact The level of impact the job has on outcomes Location The location of the jobs the organization offers Manager Quality The quality of the organization’s managers Market Position The competitive position the organization holds in its market(s) Meritocracy Whether or not employees are rewarded and promoted based on achievements Organization Size The size of the organization’s workforce Organizational Stability The level of stability of the organization and the job People Management The organization’s reputation for managing people Product Brand Awareness The level of awareness in the market place for the product’s brand Product/Service Quality The organization’s product or service quality reputation Recognition The amount of recognition provided to employees by the organization Respect The degree or respect that the organization shows employees Retirement Benefits The comprehensiveness of the organization’s retirement benefits Risk Taking The amount of risk that the organization encourages employees to take Senior Leadership Reputation The quality of the organization’s leadership Social Responsibility The organization’s level of commitment to social responsibility Technology Level The extent to which the organization invests in modern technology and equipment Vacation The amount of holiday/vacation time that employees earn annually Work-Life Balance The extent to which the job allows you to balance your work and your other interests © 2010 The Corporate Executive Board Company. All Rights Reserved.

Supporting CLC HR Resources Continue to Measure and Monitor—Once an action plan is in place, use the Exit Survey to track changes at your organization on an ongoing basis. Request a CLC On Site Presentation—CLC can present results to senior leaders, research on key EVP drivers, as well as the most effective strategies for improving employee preference Consider Customized Solutions–Conduct detailed analysis with CLC Genesee to uncover more EVP drivers of disengagement and create a customized action plan. Leverage the Employment Value Proposition Solution Center— Use the Decision Support Center to learn more about EVP drivers, make the case for improvement, and discover tactics and best practices to develop the drivers that matter most to your employees