The document proposes a Talent Relationship Management (TRM) system that would treat a company's top talents in the same way it treats key customers, by gathering data on talents, using CRM and business intelligence technologies to track talent metrics and relationships, and partnering with technology providers to pilot the system. The goal of the TRM system is to help companies focus resources on retaining their key talent assets, especially during economic downturns, by providing tools and services to manage the entire talent lifecycle in a measurable, technology-supported way. The document seeks partners for pilot testing and further developing the proposed TRM system and approach.

1. To protect the confidential and proprietary information included in this material, it may not
be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.
TRM – Talent Relationship
Management
Zsolt Szelecki, Hewitt Associates

2. 2
What is the idea?
Why can not we treat or key, critical talents as we do with our Key
Accounts for a long time? Once we know, or could tell who they are,
we have all what it takes: data, technology platforms, metrics and
tools.
TRM (workname) is a bold initiative to put it all together – particularly
in turmoil / recession times, where we need to focus resources on key
assets – in HR too.
The promise is using / re-using the firm’s already made technology
investment in CRM, and finding another business critical outcome. We
have connected with the providers of major CRM, Business
Intelligence technology providers, gathered our own proprietary
market data, searched the available tool and has come to the
conslution: this is doable.
We are seeking for pilot project partners / Beta testers, who can
explore this with us and be the pioneers in this field.

3. 3
elevator pitch - organizations
CEO
Have you ever challenged your HR “ I wannna meet my top talents” – would you do it more
efficiently, in a consistent, regular, technology supported way? And see the full spectrum
of Talent Management done on a measurable, transparent way?
Owners / Board Committees / VCsts
Is your industry / company sensitive of talent sourcing? A transparent, independent
service keeps your management focused on outperforming competitors. Your strategy
execution will not fail due to talent issues.
HRVP
A specialized, dedicated talent point solution help you to deliver tangible outcome on the
Talent agenda by requested business leaders. Have resources? – use the tools; missing
resources –we’ll do it for you.
Line Managers
If you ever feel that taking more control on your own talents actually helps you to deliver
the results you are pressed for – and help your career at the same time – well you may like
a toolkit that reduced your dependency form the corporate HR talent services that you may
or may not appreciate today.

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Defining
Talent:
Business
Talent
Gap
Sourcing
External
talent
Career,
Development
Performance
Reward
Talent
Value
Proposition
“the “deal”
Identifying
internal
talent
Talent
Brand
onboarding
Metrics
reporting
Quarterly status updates Communication portal
Risk and Opportunity assessment
Financial Impact Modeling
Cockpit: Monthly metrics
Talent chat – hotline
Line managers / Executive toolkits
Forum / community
Identify Source Leverage Measure
Deliverables
Strat Aligned
Talent Criteria
Internal client
interface
Deliverables
Talent list
Talent scores
(CTV)
Communication
Portal
Deliverables
Lifecycle maps
Critical list
Industry watch
Deliverables
Community
Forum
Strategic source
Relationship
Mgt portal
Deliverables
Communication
Portal
Onboarding
Plans / self
service
Deliverables
Deal statement
Deal scores
Hotline
Deliverables
Toolkit portals
Financial
modeling
Deliverables
Risk reports
Ops Metrics
In this demo deck:

5. 5
Modules / deliverables
Talent Identification – Quarterly status updates – who are they and why? – regular
business strategy / operations alignment reflecting business changes
Cockpit: Monthly metrics on - Talent engagement, Performance, Potential, career
perspectives, pay and reward competitiveness, development and external competitive
inteligence
Communication portal – what we say and what not. How to address aspiring, but not
selected talents?
Risk and Opportunity assessment – Alert function - list of most endangered / at risk
talent – rapid taskforce to fix burning issues
Financial Impact Modelling. How much talent(s) worth, what is the economic limit on
retention costs
Talent chat – hotline for key talents – perspectives, self management, etc
Managed Talent onboarding – retention – managed exit/damage contr
Line managers / Executive toolkits on talent management (checklists, case studies,
templates, best practices)
Forum / community management for knowledge sharing (HR, Line Mgrs, Talents)

6. To protect the confidential and proprietary information included in this material, it may not
be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.
Delivery screenshots

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Change in
capital
structure and
composition
Change in
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TaxesTaxes
Invested
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costs
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costs
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Skills
Behaviors
Attitudes
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on Invested
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on Invested
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Invested Capital
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EVA
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Change in
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Customer
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Innovation
Focus
SkillsKnowledge Behaviors Metrics
Criteria

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403/09/2008 SAN
Client Focus
Expectation Cluster Behavior Four Pillars Values
Put Clients First
Deeply understand your clients’ needs in the context of their unique
businesses
Keep Clients First Integrity
Deliver solutions that best meet your clients’ needs Keep Clients First Integrity
Deliver value for your clients as the key measure of success Keep Clients First Collaboration
Commit and Deliver
Make sure your client team is clear on client requirements and
expectations
Keep Clients First Excellence
Deliver solutions with a level of passion, commitment, and excitement
that delights your clients
Keep Clients First Excellence
Build Relationships
Establish credibility and trust with your clients by consistently
delivering on commitments
Keep Clients First Excellence
Communicate with your clients clearly about mutual expectations and
goals
Keep Clients First Excellence
Generate new clients and expand existing relationships to drive
business growth
Grow with Intention Excellence
Create strong internal and external business relationships that help
solve problems, bridge communication gaps, and deliver results
Keep Clients First Collaboration
503/09/2008 SAN
Business Acumen
Expectation Cluster Behavior Four Pillars Values
Focus on Business
Value
Know the key business drivers for both your clients and Hewitt Grow with Intention Excellence
Make sound, fact-based, and fiscally-responsible decisions that are
aligned with Hewitt’s business direction
Grow with Intention Excellence
Reconsider important decisions if you discover your original
assumptions are no longer true
Grow with Intention Excellence
Think Strategically
Prepare and position Hewitt to deal effectively with emerging global
trends and opportunities
Grow with Intention People
Adapt your strategy and tactics to deal with rapidly changing situations
or conditions
Grow with Intention Excellence
Seize new business opportunities and stop projects/programs that no
longer make business sense
Grow with Intention Excellence
Grow with Intention Identify and capitalize on highly profitable new business opportunities Grow with Intention Excellence
Build relationships with others across Hewitt to uncover and win new
business opportunities
Grow with Intention Collaboration
Walk away from bad or unprofitable business and say “no” to clients
without jeopardizing the client relationship
Grow with Intention Excellence
603/09/2008 SAN
Expectation Cluster Behavior Four Pillars Values
Deliver Results
Set challenging goals and establish clear accountability for
performance
Create a Rewarding Work
Experience
Integrity
Drive opportunities and issues to closure with a sense of urgency Keep Clients First Excellence
Promote performance and behavior consistent with Hewitt’s goals
through performance metrics, rewards, and incentives
Create a Rewarding Work
Experience
People
Demonstrate that what matters most at Hewitt is not effort, but results
Create a Rewarding Work
Experience
People
Focus on Quality
Enable colleagues to voice problems, suggest solutions, and deliver
difficult messages that ultimately improve quality
Create a Rewarding Work
Experience
People
Make changes that improve service and process quality based on
client feedback
Keep Clients First Excellence
Manage Risk
Anticipate and plan for potential risks and exposure in Hewitt’s
business
Grow with Intention Excellence
Make decisions that take financial and non-financial risks into account Grow with Intention Excellence
Stay Lean
Continually improve processes and procedures to increase efficiency,
reduce cost, and/or maximize quality
Get Lean Excellence
Create processes to streamline handoffs, minimize waste, and/or
improve efficiency
Get Lean Excellence
Operational Excellence
703/09/2008 SAN
Team Leadership
¦ Expectation Cluster ¦ Behavior ¦ Four Pillars ¦ Values
¦ Model the W ay
¦ Stick to core values and principles when compromising on values
would have been an easier route
¦ Create a Rewarding W ork
Experience
¦ Integrity
¦
¦ Lead by example—Behave in ways that are consistent with Hewitt’s
core values and expected behavior while holding others to the same
standard
¦ Create a Rewarding W ork
Experience
¦ Integrity
¦ Inspire a Shared
Vision
¦ Communicate a compelling vision of Hewitt’s future and business
strategy
¦ Create a Rewarding W ork
Experience
¦ People
¦
¦ Provide focus and direction to associates, especially in situations
that are potentially ambiguous or where there are conflicting
priorities
¦ Create a Rewarding W ork
Experience
¦ People
¦ ¦ Be clear and direct on Hewitt’s focus and priorities and what they
mean for everyone in your part of the business
¦ Grow with Intention ¦ People
¦ ¦ Delegate significant responsibilities to others and empower them to
act
¦ Create a Rewarding W ork
Experience
¦ People
¦ Create a W inning
Team
¦ Display confidence in Hewitt’s ability to achieve challenging business
objectives
¦ Create a Rewarding W ork
Experience
¦ People
¦ ¦ Challenge your team to set ambitious goals and achieve more than
they thought was possible
¦ Create a Rewarding W ork
Experience
¦ People
¦ ¦ Engage your team through your enthusiasm and excitement about
Hewitt’s business and future opportunities
¦ Create a Rewarding W ork
Experience
¦ People
¦ ¦ Value, engage, and fully utilize the talents, abilities, and ideas of
everyone on your team
¦ Create a Rewarding W ork
Experience
¦ People
¦ Act with Courage
¦ Make and stand by difficult decisions in the best interests of your
clients or Hewitt
¦ Keep Clients First ¦ Integrity
¦
¦ Openly acknowledge your mistakes and take responsibility for the
consequences of your decisions and actions
¦ Create a Rewarding W ork
Experience
¦ Integrity
¦ ¦ Take calculated risks to advance new opportunities for the business ¦ Grow with Intention ¦ Integrity
Criteria breakdown

9. 9
Talent Profile sheet
Dynamic Information
Action: to do’s
History
Relationships
Lifecycle
Analytics
Lists
Campaign
Static Information
Company specific – to be mapped

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Critiria - aligned with actual business context and objectives T
K
now
ledge
S
kills
B
ehaviors
M
etrics
A
braham
Lincoln
B
oris
B
ecketr
C
laudiaC
ardinale
6 3 2
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evenues
C
ustom
er
focus
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eturn
on
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C
apital
E
conom
ic
V
alue
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dded
4 3
3 4
6 5
4 4
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evenues
C
ustom
er
focus
Innovation
R
eturn
on
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C
apital
E
conom
ic
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alue
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dded
2 3
R
evenues
Innovation
R
eturn
on
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C
apital
E
conom
ic
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alue
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dded
2 2
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evenues
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eturn
on
Invested
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apital
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conom
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alue
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perating
costs
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eturn
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apital
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conom
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alue
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dded
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perating
costs
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rocess
efficiency
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eturn
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apital
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conom
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alue
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costs
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eturn
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apital
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conom
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perating
costs
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rocess
efficiency
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eturn
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apital
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conom
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alue
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perating
costs
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C
apital
3 5
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rocess
efficiency
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eturn
on
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apital
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conom
ic
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alue
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dded
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C
apital
5 5
P
rocess
efficiency
H
um
an
focus
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eturn
on
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apital
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conom
ic
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alue
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dded
Invested
C
apital
6 4
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um
an
focus
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eturn
on
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apital
E
conom
ic
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alue
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dded
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C
apital
3 2
2 5
5 6
4 6
T
axes
F
inancialaccum
en
H
um
an
focus
R
eturn
on
Invested
C
apital
E
conom
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alue
A
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apital
2 5
T
axes
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R
eturn
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conom
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V
alue
A
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T
axes
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R
eturn
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Invested
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ostofC
apital
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alue
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alue
A
dded
Quarterly status updates
Please select from the list below
…
Upcoming stars
Fading stars
Changes by key criteria
ΔCurrent Talent Value (ΔCTV)
Risk / Opportunity Statement
Major Changes Talent List / individuals
Please select from the list below
…
Career history
Performance history
Development history
Current Talent Value (CTV)
Risk / Opportunity Statement

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Awareness
Apply Don’t Apply
No offer
RejectAccept
Leave
Join
Offer
Stay
Re-Engage
Alumni
Group members selection
Group statistics (age, seniority,
service, etc)
Frank N. Stein
Senior Risk Analyst
Shanghai, PRC
Group
to be defined
Lifecycle history records / Narrative comments
Current state details
Predictive modelling
Peergroup comparisions
Risks and Opportunities
Individual lifecycle status

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Awareness: 103
Apply: 24 NoApply: 64
No offer: 6
Reject: 4Accept: 8
Leave: 8
Join: 6
Offer: 16
Stay: 34
Re-Engage: 7
Alumni
56
Group: Account Managers
Group members details
Group statistics (age, seniority,
service, etc)
Frank N. Stein
Senior Account Manager
Vancouver, Canada
Group
See
individuals
Lifecycle history records / Narrative comments
Current state details
Predictive modelling
Peer group comparisions
Risks and Opportunities
Group lifecycle status

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Am I a talent?
if yes, why?
How can I keep this status
if not, what I need to do
/ display to get there?
So what – what is the deal?
What I can expect /
what the company expects?
Am I at the right place
to enhance my talents?
(internally and externally)
What is the next step?
What is the longer term
perspective?
What options I have.
What are the risks /
opportunities I see?
My toolkits
What are my peers saying.
Talents with similar issues.
Welcome: Frank N. Stein
Senior Risk Analyst
Shanghai, PRC
Talent networks / peergrpoups
Talent News – filtered for your profile
Who are like my in the organization
Who are like me on the web / external community
Talent links
Career news
Development news
…
Communication portal

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Proactive – monthly scheduled calls
Reactive – Talent Hotline
How well are you? Engagement pulse check.
What has changed for you recently ? (dynamics)
What would you challenge around you?
How can you use more your talents?
What impact you achieved?
What risks / opportunities you see for sustained
performance?
Where do you see the company going? Where you see
yourself in the future?
FAQs
•Am I really appreciated? What evidence
is there to support?
•How can I move on?
•What is the market out there?
•…
Talent chat – hotline

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How we hire
Self aware, secure, practical individuals
Professional and friendly presence
Analytical and insightful – not overwhelmed by data
Unique and broad life experiences
Creative thinker – is able to bring together traditional ideas to create new ones
Admires the ‘Company Way’
You will love us if you….
• like to work with smart and fun people
• are passionate about people and their impact on business
• like to work with interesting and diverse people
• like working with data to find valuable insights
• find fulfilment in helping others succeed
You won’t like us if you…
• take yourself too seriously
• feel like an expert – ‘I know all that there is to know’
• introverted to the point of being reclusive
• like working with data for the sake of analysis
• like to succeed at the cost of others
How we hire
How we hire
How we hire
The “deal”
78%
52%
32%
95%
55%
45%

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Currently estimated Talent value (living points)
Talent Economic Value (retention threshold) Talent investment scenario planning (regression)
Group members selection
Group statistics (age, seniority,
service, etc)
Frank N. Stein
Senior Risk Analyst
Shanghai, PRC
Group
to be defined
Current ATP status
ATP History
ATP benchmarking
ATP definitions / calculation methods
FAQs
Current overall cost of talent
Likely overall future cost estimate of the
talent
Current value created by the talent
Current economic value of the talent
Current retention trashold value
Promotion
Project assignment
Learning assignment
Others please select
Please select from the list below
…
Please select from the list below
…
Financial Impact Modeling

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Risk and Opportunity assessment
Internal risk portal
Operational risk statements – talents at risk of loosing
Strategic risk statement – talents with unclear future
Risk mitigation chances – sensitivity analysis
Risk scenario modeler
Risk link - other risks
Action management – tracking
External risk portal
Competitive opportunities watch (sourcing)
Systemic vs unsystemic risk – what is the industry/region
issues and what is controllable
Trend watch
Opportunities for using more the current Talent Potential
System improvement opportunities
Group members selection
Group statistics (age, seniority,
service, etc)
Frank N. Stein
Senior Risk Analyst
Shanghai, PRC
Group
to be defined

18. 18

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Line managers / Executive toolkits
Intervention tools
My metrics
Predictive tools
Frank N. Stein
Manager
Bangalore, India
Deliver on Development
Deliver on Career
Deliver on Reward
Performance assignments
Re-define the “deal”
Ask help
Actions tracking
My key talent list
Talent pool value metrics / change
Key talents performance
Talent Develoipment
Career opportunity watch
Key talent cost
Set alerts
Economy trendline
Industry trends
Key capabilities
My risk profile
Scenario planner
Peer group community

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Talent engagement
Performance -
HC aggregate - ATP points
career perspectives
% of T with 3y perspective
pay and reward
competitiveness,
external competitive
intelligence
Development
Hrs spent on assignments
Aggregate TCM index
304
Zone 1
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Zone 4
10%
20% 30%
50%0%
Zone 3
60%
70%
80%
90%
40%
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20% 30%
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70%
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40%
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40%
2434
+44
(2%)
Cockpit: Monthly metrics

21. 21
Hewitt HPW metrics

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Build Member
Loyalty
Gather
Information
about
Members
Transaction
Offerings Content
Attractiveness
Member
Loyalty
Member
Profile
Promote
Member-to-
Member
Interaction
Define
Product
& Service
Requirements
Behave as
Trusted Advisor
Create Special
Experience
Technology &
Methods to Capture
Information
Deliver
Value - Reinvent
Relevance
Community
Growth
Dynamics
Bring
innovative
solutions for
customization
Draw more
members
Attract
Members
and Promote
Engagement
Generate
Member-
based
Content
Forum / community