The document summarizes ConocoPhillips' journey to excellence in recruiting from 2005 to 2010. It describes how recruiting was initially challenged by rapid growth, inconsistent processes, lack of technology and metrics. ConocoPhillips developed a global recruiting program, implemented the Taleo platform, shifted to a centralized recruiting model in the US, and began routinely using analytics to improve processes and measure results. By 2010, recruiting had consistent global processes, a successful centralized model, and was achieving key performance indicators for efficiency and effectiveness.

1. Journey to Recruiting Excellence Barb Sheedlo Manager, Recruiting & Staffing ConocoPhillips

4. People Strategies Play a Key Role in Business Results People Implications Business Results Business Strategy People Strategies “ We firmly believe that people are the key enabler to implementing business strategies successfully” Global Workforce Planning Succession Planning Employee & Leadership Development Compensation & Benefits Recruiting & Staffing Performance Management Talent Management Processes 4 Changing Business Environment Industry Trends Internal Trends

7. ConocoPhillips Recruiting Analytics Time to Fill 2009 US Applicant Diversity 2009 Sources- External Hires 2009 7

9. Development of COP Recruiting Program Improving Business Efficiency and Effectiveness Building Recruiter Competencies in Organization Growing Talent Pools & Managing Candidate Relationships Recruiting Analytics Employment Branding & Sourcing Strategy Taleo Technology Platform Global Recruiting Process Foundation for Success 9

10. Recruiting Analytics Drive Investments Strong global markets drive significant growth in external hiring Global Recruiting Process Mapping Globalize processes and technology Taleo UK & Norway 2008 2011+ Taleo US & Canada Staffing Process Metrics in Operation Refining Process Metrics Environment Focus Area Processes & Metrics Technology Sourcing Talent Contingent Staffing Project 2010 Careers Website Launch Pilot leveraged recruiting team for Corporate Staffs Recruiting decentralized across BU’s Taleo Rest of World Launch Leveraged Recruiting Model-US & Canada Intl Staffing Process Implementation Recruiter Organization Internet Postings to Major Job Boards Market decline – position recruiting processes for future return to hiring Forecast economic recovery, return to normal hiring levels Talent Pipelines Launch Leveraged Recruiting Model- Europe & APAC Diversity Sourcing: Career Fairs, Univs Employee Referral Analysis Case Study #1 Case Study #2 Case Study #3 ConocoPhillips Recruiting History 10 2009 2006-2007

11. Recruiting Analytics #1 – Taleo Implementation COP Taleo Implementation in North America significantly exceeded project benchmarks, resulting in ~ $ 5 MM in improvements over first two years 11 4.3 Improved by 30% Reduced from 5% to 3% Reduced additional 6 days 2008 Results NA Benchmark year – managers reviewed 50,000 resumes in 2007 Reduced from 16% to 5 % Reduced by 10 days 2007 Results 4.2 out of 5 Recruiter service delivery Hiring Manager Satisfaction $50,000 savings in manager productivity Increase resumes screened by 20% Too many candidates burdens managers Candidate Screening Metric $2.7 MM savings in reduced fees Reduce usage 10% High placement fees drive staffing costs up % Search Agency Usage $2.1 MM savings in reduced vacancy costs Reduce by 5 days Lost productivity costs; loss of highest quality candidates Time to Fill 2 Year Savings Project Benchmarks Why Measure? Project Success Measures

16. Thank You! Questions ? Tomorrow begins today 16