Welcome to… Doing Business the Randstad Way

1. Welcome to…Doing Business the Randstad Way Get to know your classmates by….. Yell out when you are done. The first person finished gets a prize Scavenger Hunt …getting a scavenger hunt form and find someone who: • Filled a job order last week • Got a talent referral last week • Previously worked in the staffing industry • Has a master’s degree • Has attended a chamber event in the last three months • Has worked as a temporary or contract employee before • Volunteers for a charity organization • Has been mentioned in a magazine article Document their name in the category. Note: Individuals can only fill one category per page. In other words, you can’t put Darlene’s name down for 3 of the 8 categories.

2. Doing Business the Randstad Way Learning Department

3. Key concepts Update with new poster versions

4. Objectives • After completing this course you will be able to … • Analyze your unit and personal performance, identify gaps and set an action plan to meet Administrative Support expectations • Conduct business development activities to build the Randstad brand and generate profitable job orders • Recruit and screen candidates to identify job, boss and company fit criteria • Take a “truer fit” job order and manage the joint hiring process leading to client and talent satisfaction • …The Randstad Way.

5. Path to Profitability Journal <insert picture of house style cover>

6. Agenda Insert final handout version

7. Results that matter Module 1

8. Confidential Information US general staffing ambitions To rank amongst the top 3 commercial staffing companies in the US in terms of revenue, growth and profitability through the pursuit of quantity and quality leadership positions on a regional basis. To achieve minimum organic gross profit dollar growth of between 15-20% in any year that annualized US GDP growth exceeds 2% To attract, retain, develop and engage a top quartile workforce To have a sustainable EBITA level of 5% by 2013

9. Confidential Information Growth Growth: To achieve minimum organic gross profit dollar growth of between 15-20% in any year that annualized US GDP growth exceeds 2%

10. Profitability Profitability: To have a sustainable EBITA level of 5% by 2013

11. Engagement Engagement: To attract, retain, develop and engage a top quartile workforce

12. Randstad performance results <insert performance result trend chart>

13. Competing by segment Confidential Information

14. Confidential Information Branch & RIS revenue mix 2010 vs. 2013 14 9/18/2014

15. Branch key performance indicators (KPIs) • Targets: • Contribution Operating Profit: • Target branch specific • GM $: • 20% Year-Over-Year GM$ Growth • # of New Accounts: • One per Month per Field Staff • GM/Field Staff: • $3500 per Field Staff per Week

16. Linking key wellness indicators (KWIs)

17. Key wellness indicators

18. Exercise: definition matching Break into three groups Your worksheet lists the KWI at the top Match the KWI to the Definition. You have 7 minutes.

19. Key wellness indicators

20. Administrative support unit expectations Measurement of success Admin Support Unit Result Expectations: 30% Growth $2000 fee per week Equal mix of temp versus temp to perm orders Consistent perm fees 35-50 Active TW PBDI = 50 WPI = 100 • Admin Support Individual Result Expectations • xxxx • xxxxx

21. Activity expectations Is this still valid? Are these the unit or individual expectations? I assume weekly?

22. Reports to analyze performance • Results Analysis • OAR Report • Pricing Report • Activity Analysis • SOAR Report • WPI • PBDI

23. Unit performance – example unit • How successful is this unit? • Are results meeting expectations? • Is the branch profitable? Is pricing aligned with goals? • Are the required number of activities taking place? • Are activities generating results? Explain. • Are both unit members contributing equally to the unit’s success? • What are the top three positives? • What are the top three red flags? • On a scale of 1-100 how would you rate this unit’s health? Explain. • What 3-5 recommendations do you have for this unit to drive success?

24. Partner Analysis • Analysis should include… • Are results meeting expectations? • Is the branch profitable? Is pricing aligned with goals? • Are the required number of activities taking place? • Are activities generating results? Explain. • Are both unit members contributing equally to the unit’s success? • What are the top three positives? • What are the top three red flags? • On a scale of 1-100 how would you rate this unit’s health? Explain. • What 3-5 recommendations do you have for this unit to drive success?

25. Goal setting for the week • Name: • Results analysis: • KPI to improve: • KWIs that support KPI: • Identify 2-3 tasks to improve: • This weeks goals: • Connects: • Orders: • Appointments scheduled: • Interviews scheduled: • Referrals: Create your personal Goals Flipchart

26. Module one wrap up… Results that matter Who is Randstad? How is Randatd different? What are the company’s ambitions? How is success measured? How am I performing today? What do I need to improve?