Sustaininga Successful RPO Partnership

GE Money & KellyOCG

Kelly Services, Inc.

Americas EMEA APACCommercial Commercial Commercial

Professional Professional Professional

Technical Technical Technical

Kelly Outsourcing & Consulting Group

Recruitment Process

Outsourcing

Contingent Workforce

Outsourcing

Business Process

Outsourcing

Outplacement& Career

TransitionHR Consulting Executive

Search

Proprietary & Confidential - Kelly Services, Inc. 2

KellyOCG – Company Structure

Fortune 500 , Billion dollar company with 60+ years experienceSix practice areas50+ Countries and Territories RPO leader since 1995

HROA Recognition:

“Client Relationshipof the Year 2009”

“Global RPO Leader 2008 & 2009”(Highest Quality score overall, 2009)

“RPO Bakers Dozen” (the top 13 RPO providers ranked annually) 2004-2009

Why RPO? • Major cost savings opportunity• Better quality / increased productivity • Improved stakeholder satisfaction• Leverage best-in-class process & technology• Manage unpredictable hiring demands • “Always-on” candidate pipeline

KellyOCG Overview

GE Organizational Overview

GE Infrastructure Technology GE Infrastructure Energy

GE Capital NBC Universal

GE Money Evolution

Today providing the financial resources to make dreams come true by granting credit to more than 130 million customers in over 55 countries.

The Evolution of Our Partnership

2000

2001

2002

2004

20062008

Drivers & Decision to Outsource

Business Transformation

Begins

Global Expansion

Latin AmericaCost

Reduction Initiative

Exempt Process

Implementation

Non-Exempt Expansion

Structure CoE to Meet Individual Business

Needs

20032005

2007

Special Initiatives Expansion

External HiringPeaks

2000 – Decision to Outsource

Baseline Data• Volume – Number of exempt employees hired• Cycle Time (CT) – Date posted to date offer accepted• Voice of the Customer (VOC)

– Quality of candidates sourced– Satisfaction of hiring manager– Candidate Satisfaction (Experience)

• Cost – Cost per Hire

Baseline

115Days

CT

N/AVOC

$9,280

CpH

1056

Hires

Need vs. Ability to Deliver

Tools/Technology

Centralize Data

Service

Process

People

Sourcing/Advertising

CoH

Diversity of Slate

Quality of Slate

Offer

Screen

Source

Value Proposition

Process

Compliance

Cost

Cycle Time

Quality

Customer Satisfaction

Candidate ExperienceCustomer Needs

Tools/Technology

Centralize Data

Service

Process

People

Sourcing/Advertising

CoH

Diversity of Slate

Quality of Slate

Offer

Screen

Source

Value Proposition

Process

Compliance

Cost

Cycle Time

Quality

Customer Satisfaction

Candidate ExperienceCustomer Needs

KellyRPOGE Money

Ability to Deliver

KellyRPOGE Money

Ability to Deliver

RPO Value Proposition

2001 - Implementation

• Year One Implementation• US Outsourced Process Developed

Results

65Days

CT

N/A

VOC

$10,644

CpH

780

Hires

Process Model

IDVacancy Posting Source/

Screen Interview Offer REQClose

Day 1 Day 1-14 Day 14-40 Day 40-45

Primary Owner

Shared Ownership

GE

RPO

Benefits of Kelly RPO Partnership

• Shared ownership• Centralized process• An end-to-end solution • Enhanced screening process• Hiring logistics strategy • Applicant tracking systems and tool automation• Measurement of staffing and activity costs• Pre-Employment testing & assessments

2002 – Program Expansion

• Expansion to Non Exempt

Results

60Days

CT

N/A

VOC

$8,195

CpH

600

Hires

Candidate Activity 2002 - 2008

11,212 HIRES

ApplicantsApplicants1,885,1911,885,191

1,149,6161,149,616EvaluatedEvaluated

466,028 466,028 ScreenedScreened

43,98543,985InterviewInterview

13,67813,678OfferOffer

2003 – Business Transformation

• Business begins to change– Multi products/service

• Customer Satisfaction Surveys implemented

* Customer Satisfaction based on a 5.0 scale

Results

58Days

CT

3.8

VOC

$6,893

CpH

525

Hires

Credit Cards

ProductsPre-2003

Loans

Retail FinanceMortgages

Auto FinanceInsurance

Post-2003

2004 – Special Initiatives Expansion

• Special Initiatives:– Third Party Vendor Management– Short Term International Rotation (STIR)– Leadership Development Programs (LDP)– Canada & Puerto Rico Expansion

Results

58Days

CT

4.4

VOC

$9,216

CpH

531

Hires

2005 - External Hiring

• Source Industry Talent– Change from internal to external hires

Results

52Days

CT

4.5

VOC

$10,847

CpH

1012

Hires

Industry Experts Fill Talent Gaps

Internal/External Mix

2003 2004 2005

188

2006

357

525

168

357 302

229

531

404

608

10121015

558

457

External

Internal

2006 – Cost and Productivity

• Staffing changes to meet business needs• Manage costs due to ongoing need for external talent• Implemented LEAN process improvements to create efficiency

1. Proactive cost management & education2. Improved search strategies3. Leverage industry hires to increase pipeline

1. Proactive cost management & education2. Improved search strategies3. Leverage industry hires to increase pipeline

Results

50Days

CT

4.6

VOC

$5,911

CpH

1015

Hires

2007 & 2008 – Program Transformation

• Completed Phased Restructuring• Shared Service Sourcing and Logistics

– Reduced search firm utilization by 70%• Global Support

Results

48DaysCT

4.7

VOC

$3,600

CpH

817

Hires

Team Structure

CoE Leadership

Account Managers

Americas Exempt Staffing Leader

Regional Teams

Business Teams CPSPersonal FinanceRCFHQ PMG

Canada

Sales Finance

LATAM

Shared ServicesLogistics

Logistics & Compliance Team

Sourcing

Shared ServicesSourcing

Sourcing Team

Shared Services

Sourcing CoE Model

• Features:– Shared Service Recruiters– Offsite sourcing engine– Leveraged sourcing tools and

expert sourcing knowledge– Sourcing Subject Matter Experts– Accountability to metrics/SLAs– Reduced reliance on Search Firms

Provides for dedicated “Headhunters” at a reduced cost.

Search Firm Costs

2005 2006 2007

5.3 MM

4.2 MM

1.3 MM20%

70%

2009

• GE Money divests of multiple business units• Re-organization of GE Capital• GE Money branded as GE Retail Finance• Hiring volumes reduced• Kelly RPO scales to maintain cost of hire

Results

45DaysCT

4.7

VOC

$3,300

CpH

175

Hires

KellyRPO Contributions

• Increased Customer Satisfaction • Cycle Time Reductions• Process Improvements • Proactive Cost Management• Reduced Cancellations• Improved Search Strategies

The ResultsVolume

Cycle Time VOC

Cost

Keys to a Successful Partnership

1. Cultural Fit2. Stakeholder Support3. Partner Capabilities4. Ability to Execute