Culture FactsCulture is King

Culture accounts for 89% of whether your people will thrive or fail

70% of culture initiatives do not succeed

Culture initiatives can have negative repercussions because it is a one-time initiative

Culture change and culture alignment requires a dedicated commitment

An organization must measure, manage and monitor their unique culture

RoundPegg Culture Alignment A Different Perspective on Culture

Alignment is key - are employees pulling

in the same direction?

There are no bad cultures - just strong and

weak cultures. Strong cultures thrive.

Culture doesn’t come from the top down -

everyone contributes.

Everyone owns the culture and must have

access to the proper tools to manage it.

Simplicity - understanding and managing

culture does not have to be hard.

RoundPegg Culture SuiteApps for All Culture Levers

CulturePeggMeasure Culture | Track Alignment

HirePeggHire for Alignment

TeamPeggDevelop for Alignment

EngagePeggReward for Alignment

Mark Lucier Company Culture

Culture Compare

Mark LucierCollaborationCollaborative cultures value synergy and cooperation.Individuals are expected to listen to others' ideas andtreat each other with respect. The open, sharing

environment often results in prolonged decision-making - withindividuals sometimes refraining from voicing dissent. Individualachievement is generally sacrificed in lieu of celebrating teamsuccess.

Roundpegg Inc.CultivationCultivation cultures value bringing out the best inindividuals. Focus is on potential and providingopportunities for growth, with less importance placed on

rules and controls. The environment is people-focused andindividuals generally feel inspired to develop their abilities. Systemscan be relatively inefficient when people are prioritized over details.

Alignments0 Alignments

Variance1 Variance

Collaboration Overall Culture Preference

Overall Culture Preference Variance

Mark Lucier collaboration Roundpegg Inc. cultivation

The Dynamic The Potential Challenge The Complement

Your team has a Cultivation culture so tends tovalue a focus on potential, personal growth, andon opportunities overriding rules, while Markhas a Collaboration cultural preference andlikely values synergy and cooperation -prioritizing team success over individualachievement.

Mark has the potential to create friction withinthe team by allowing opportunities fordevelopment or growth to pass by becausethere was no opportunity for discussion orconsensus building.

Mark has the potential to complement the teamby ensuring all team members have discussedand agreed to any development initiative takenon by the team.

Actions

Suggest that Mark either join or initiate a project or task force that requires collaborative, cooperative efforts.

Encourage Mark to preface any suggestions of collaboration with, "I think we can leverage the potential strength each of us brings by joining forceson..." to prevent misinterpretation.

Suggest that Mark share with you, at your regular 1:1 meeting, specific situations where economies of scale and synergies between team membershave the potential to lead to more impactful results.

Allow Mark to take lead on projects that require synergy and cooperation.

Table Stakes Variance

There are no variances between Mark Lucier and Roundpegg Inc. in this category.

Culture Value Variance

There are no variances between Mark Lucier and Roundpegg Inc. in this category.

CulturePegg- Culture SimplifiedTrack Progress Toward Alignment Goal

Measure, manage and monitor culture in the cloud

Identify differences and misalignments in subcultures

Track toward desired culture for long term success

Move the needle and track culture alignment improving through the organization

RoundPegg Quarterly Culture AnalysisJune 2012 Prepared by Brent Daily

Core Values: Sharing information freely, Creativity, Adaptability, Being people oriented

Risk takingInformalityBeing supportive

Seeking consensus7.4% More Important 61

16.02% YTD

22%cost to replace $1,246,000

Trending Values

Above metrics on 0 - 100 scale. Exited Employee Fit is the only number where lower is desired.

Con!ict Value Movement Company Alignment At-Risk Employees

Recruiting Avg. Fit New Hire Avg. Fit Exited EE Avg. Fit Top Performer Avg. Fit

5.7% QoQ 2.1% QoQ 3.2% QoQ 8.4% QoQ

Engineering Marketing Sales Product

6.2% QoQ47

1.4% QoQ52

8.9% QoQ84

7.4% QoQ94

EMEA G&A Professional Services Support

2.2% QoQ55

3.4% QoQ61

1.7% QoQ19

4.3% QoQ68

Key Cultural Alignment Indicators

Culture Tracker

Sub-Culture Alignment Tracking

100

80

60

40

20

0

<40 47% more likely to turnover | 40-64 your existing turnover rate | 65+ 27% less likely to turnover

Overall Culture Avg. FitNew Hire Avg. Fit

64 78 42 56

HirePegg- Hire for AlignmentHiring for Culture Fit

Improve retention by hiring for good fits

Understand how candidates fit to the company’s core values

Predictively recognize misalignment to the team and manager

Identify how best to work with the candidate

Customized behavioral interview questions for every potential misalignment

TeamPegg- Develop for AlignmentImproving Team Cohesiveness

Get the best out of human capital

Develop by leveraging employee strengths and values

Simple tools for managers

Custom coaching guides for every employee

Onboarding- blueprints for new hires setting them up for success

Transparency encourages team cohesiveness and camaraderie

Mark Lucier Company Culture

Culture Compare

Mark LucierCollaborationCollaborative cultures value synergy and cooperation.Individuals are expected to listen to others' ideas andtreat each other with respect. The open, sharing

environment often results in prolonged decision-making - withindividuals sometimes refraining from voicing dissent. Individualachievement is generally sacrificed in lieu of celebrating teamsuccess.

Roundpegg Inc.CultivationCultivation cultures value bringing out the best inindividuals. Focus is on potential and providingopportunities for growth, with less importance placed on

rules and controls. The environment is people-focused andindividuals generally feel inspired to develop their abilities. Systemscan be relatively inefficient when people are prioritized over details.

Alignments0 Alignments

Variance1 Variance

Collaboration Overall Culture Preference

Overall Culture Preference Variance

Mark Lucier collaboration Roundpegg Inc. cultivation

The Dynamic The Potential Challenge The Complement

Your team has a Cultivation culture so tends tovalue a focus on potential, personal growth, andon opportunities overriding rules, while Markhas a Collaboration cultural preference andlikely values synergy and cooperation -prioritizing team success over individualachievement.

Mark has the potential to create friction withinthe team by allowing opportunities fordevelopment or growth to pass by becausethere was no opportunity for discussion orconsensus building.

Mark has the potential to complement the teamby ensuring all team members have discussedand agreed to any development initiative takenon by the team.

Actions

Suggest that Mark either join or initiate a project or task force that requires collaborative, cooperative efforts.

Encourage Mark to preface any suggestions of collaboration with, "I think we can leverage the potential strength each of us brings by joining forceson..." to prevent misinterpretation.

Suggest that Mark share with you, at your regular 1:1 meeting, specific situations where economies of scale and synergies between team membershave the potential to lead to more impactful results.

Allow Mark to take lead on projects that require synergy and cooperation.

Table Stakes Variance

There are no variances between Mark Lucier and Roundpegg Inc. in this category.

Culture Value Variance

There are no variances between Mark Lucier and Roundpegg Inc. in this category.

EngagePegg- Reward for AlignmentKeep a finger on the pulse

Drive performance with aligned rewards

Track engagement regularly- not once a year

Proactively reengage employees

Early warning alerts for managers if team engagement falls

Pointed suggestions for managers to boost engagement based on preferences of team

Getting StartedRoundPegg Rollout for Culture Alignment

One-time change initiatives fail. On-going alignment works and RoundPegg makes it simple.

Dedicated Account Manager to assist in rollout

Internal marketing materials and communication templates

Training for recruiters and hiring managers

Executive presentation of culture baseline

Social applications that encourage participation

Start working to culture alignment in 4-8 weeks

Culture: EvolvedSocial Applications Allow for Lasting, Long-Term Culture Management

RoundPegg ROIPerformance, Retention