Post on 29-Oct-2014
description
Delivering Better Quality Hires#QualityHires
9th September 2011
Delivering Better Quality Hires#QualityHires
Ben FletcherDirector
TalentPuzzle
Hello…
I Was
Wrong…
I Said Value Based Hiring Was This…
Cost
QualityTime
Value Based
Hiring
It’s Not, It’s This…
Cost
QualityTime
Value Based
Hiring
Here it is, in practice…
And again…
And again…
It only works if you
know what you are
measuring…
Intellect
Values
Motivations
Behaviours
Experience
75%
25%
Hard to change
Easy to change
Accuracy in
Predicting
Performance
You need to measure…
Attributes of Value Based
Hiring
① What Good Looks Like is clearly defined
② Hiring process designed to ONLY measure WGLL
③ Tools are simple, easy to use & fun
④ Feedback is available & honest
⑤ Hiring managers ONLY engaged where they add value
Outcomes of Value Based
Hiring
① Diversity of hires increases
② Cost of delivery decreases
③ Calibre of hires increases
④ Hiring manager engagement increases
⑤ Employee Value Proposition enhanced
Chemistry
T: 01344 418300
Follow us on Twitter: twitter.com/chemistrygroup
thechemistrygroup.com
Thanks…
Delivering Better Quality Hires#QualityHires
9th September 2011
Hiring for quality
Agenda
The Think Big Project
• Evolution • Experiment• People
Evolution
Recruitment
• No structured assessment• Hiring for efficiency• Inconsistency
Living Lab
• The Living Lab• The Customer Experience• How we recruited the best people• Our partners
Richmond
Richmond Creative
Landing Site
Charlotte Street
• Richmond to Charlotte Street• Recruitment Days• Employer brand• Thinking Big Acting Brave
Careers Site
People
People
• How we defined characteristics of the best people
• Speed Dating• Mindset shift for Managers• Capability based online recruitment
system
Think Big Restaurants
Recruitment now managed through ATSAverage Applications per Restaurant:
800Candidates per Recruitment Day:
40Average no of days to recruit:
4Average no of applications per hire:
15
Success
• Every transformation/ New Opening since March 2011 has an average uplift in revenue of 17%
– Richmond – 40% Charlotte Street – 27%• Customer Experience surveys have shown an
uplift from 80% positive feedback to 95% on average
• On average every assessment day - 65% attendance
• 50% success rate on every assessment• ATS has celebrated 70,000 submitted
applications since November 2011• We have on average 7,000 visits per week to
the careers site • Staff turnover has decreased by 10%
The Future
• Management profiling – “What Great Looks Like”
• Growth Strategy• Relationship – EVP vs Marketing
Three Words
Think BigQuestions?
Delivering Better Quality Hires#QualityHires
9th September 2011
Becoming a Destination Employer
Paul Smith
Head of Human Resources
what I want to share with you today…
DEPARTMENTAL
COMPANY
REFERENCINGTRA
ININ
G
DE
VE
LOPM
EN
T
REWARDPE
RFO
RM
AN
CE
RECOGNITION
LV=POLICIES
LV=
GO
OD
BYE
REC
RUIT
MEN
T
ATTR
AC
TIO
N
but first – a few numbers…
82%1893 1218
9%507736%
21%
1714
(20568)
9%
2009 Headcount
YTD Headcount
2008 Agency Reliance
YTD Agency Reliance
Average Applications PCM
Conversion rate to hire
Hires YTD
12 month CSR Attrition Reduction
setting out our ambition…
BECOME A DESTINATION EMPLOYER
where it all started…
In-source HR to create an Employer Brand & Proposition
Align tightly with our Business Strategy
this means speaking the same language as the business…
Vision Measure
How our customers view us
How our people view us
How our customers view us
EASY TO DO BUSINESS WITH
Recognised by the praise we receive
GREAT VALUE
Competitive prices that win new business, promotes
retention and enables us to optimise income per
customer at a lower cost than our competitors
PROUD TO BE HERE
Create and maintain a culture where our people
want
to belong, stay and succeed.
The good we do in
society/community
How our people view us
GI Vision Measure
HELPING PEOPLE LOOK AFTER WHAT THEY LOVE
Vision Measure
three key areas of effectiveness…
COST
QUANTITY
QUALITY
so what have we done to recruit “effectively” to resource our business
with quality hires…
so what have we done to recruit “effectively” to resource our business
with quality hires…
so what have we done to recruit “effectively” to resource our business
with quality hires…
so what have we done to recruit “effectively” to resource our business
with quality hires…
Q5. According to recent research what feature of a job posting is cited as being most important to its success?:
Well written copy Hyperlink to website
Employer brand Logo
Q5. According to recent research what feature of a job posting is cited as being most important to its success?:
Well written copy Hyperlink to website
Employer brand Logo
Q6: What day is the most popular to make a job application?
Monday Friday
Saturday Tuesday
Q6: What day is the most popular to make a job application?
Monday Friday
Saturday Tuesday
The most popular day to search for jobs ...
Q12. What percentage of employees have stated they have hired through LinkedIn?
19% 34%
43% 55%
Q12. What percentage of employees have stated they have hired through LinkedIn?
19% 34%
43% 55 %
so what have we done to recruit “effectively” to resource our business
with quality hires…
In summary
Using platforms to give people an insight into life at LV=
Publishing strategy - blog and content
Sharing strategy - Facebook and Twitter
Audience generation strategy - location by location
Reputation management
Have our own audience of over 600 followers
Use MI effectively to drive strategy & adapt approach
Work closely with the business to understand its variable
needs & tailor accordingly – cost, quality & quantity
anything not make sense?…
Delivering Better Quality Hires#QualityHires
9th September 2011
Isabelle Hung
Global Head of Internal Resourcing
Employer Brand & Candidate Experience
Corporate & Employer Brand
Same, different, related? Brand message & tone of voice Well known brands Unknown brands Understand ‘your’ brand Both improve bottom line
Candidate & Customer Experience
Everyone is a candidate and customer What is the customer experience? How does the candidate experience mirror? Live the experience The Harrods ‘experience’ – phase 1
Listen, Measure & Communicate
“The way employee engagement operates can take many forms – that is one of the
most fascinating aspects of the topic – and the best models are those which have
been custom-developed for the institution.”
(Source: David MacLeod’s Report 2009)
Listen, Measure & Communicate
Build knowledge Understand the pros and cons Map the journey Get feedback & measure Share the results Communicate through all channels The Harrods ‘experience’ – phase 2
3-Step Transition
Candidate
Journey
Stakeholder
Experience
ProActive
Sourcing
Communication
Technology
Brand Control?
A brand is a promise? One interaction is all it takes Ownership? Partnership & collaboration People buy People Internal first Consistency of content
Yell Telesales Belfast
Harrods Retail Managers
Hints & Tips
Keep it simple Educate stakeholders Reach out and listen (in/ex) Create ‘your’ measures Don’t over promise Continuous approach Collaborate Everyone is a candidate Keep it fresh
Thank You
Isabelle Hung
+44 (0)207 832 2806
Isabelle.hung@alexmann.com
For further details please contact:
www.alexandermannsolutions.com
Delivering Better Quality Hires#QualityHires
9th September 2011
Delivering Better Quality Hires#QualityHires
9th September 2011
+
Recruitment &
Social Reality
Matt Alder
© MetaShift 2011
+
www.Link2Matt.com
www.metashift.co.uk
Introductions
+ What I’m going to talk about
The New Reality
Recruiting Socially & Emotionally
Key Considerations Moving Forward
+
© MetaShift 2011
The New Reality
© MetaShift 2011
+
07/04/2023
© MetaShift 2011
© MetaShift 2011
+ Social is integrated not separate
© MetaShift 2011
+ The New Reality?
Social is already embedded in your recruitment process whether you like it or not
The time for talking has finished and doing has already started
© MetaShift 2011
+
© MetaShift 2011
Recruiting Socially & Emotionally
© MetaShift 2011
+
“I would never trust the information on a corporate recruitment site it’s just spin”
- A senior jobseeker on Monday
© MetaShift 2011
+ Can you blame her?
Major Energy Company
Career Progression = 604 words... no videos, no pictures
Major Retail Chain
Why Join us? – 150 words… no videos, no pictures
© MetaShift 2011
+ Technology and Process
© MetaShift 2011
+ Key Forces - Expectations
+ Conversation
© MetaShift 2011
+ Broadcast
© MetaShift 2011
+ Social Proof
© MetaShift 2011
+
Connected Broadcast
Employees
Alumni
Everyone Else
Employer
Employer Brand Reality
+ This does not exist!
© MetaShift 2011
Advertising & Job
BoardCareers Site
Applicant
Tracking System
+ Everyone now has an Ecosystem
© MetaShift 2011
+ Putting the Human back into Recruitment
© MetaShift 2011
+ Where are your human touchpoints
© MetaShift 2011
+ Candidate Experience
© MetaShift 2011
+ Anti-Social Recruitment
© MetaShift 2011
+
© MetaShift 2011
Key Considerations
© MetaShift 2011
+ Support Multiple Talent Journeys
+ Have the Right Technology
© MetaShift 2011
+ Telling Authentic Stories
© MetaShift 2011
+ Talk WITH Your Audience
© MetaShift 2011
+ Keep Things Simple
© MetaShift 2011
© MetaShift 2011
Digital and Social Recruitment Strategy
matt@metashift.co.uk
Candidate Experience and Employer Brand
Ben Fletcher, director, TalentPuzzle
Delivering Better Quality Hires Seminar
8 September 2011
@benfletch
Intro
• The link between candidate experience and employer brand
• How to ensure agencies represent your brand effectively
• Ensuring a great candidate experience
• Assessing the impact of third parties on experience and brand
Employer Brand and 3rd Parties
• Choose the right agencies in the first place – due diligence processes
• Clear brand briefing and support material
• What is your brand story?
• Immersion
Candidate Experience
• Candidate experience through agencies is different to direct in good ways and bad
• Set expectations, nice to have vs must haves• Be responsive and give detailed feedback (think SLA)• Standardise rejection process and rejection templates
Assessment
• Survey agents to get feedback on brand perception in the market. They are in a unique position as they get to talk to people that do not apply – you do not
• Survey recruits (and failed applicants) to see how well the brand was conveyed, and the experience received. Surveying just successful candidates biases the sample heavily
Thank you
Ben FletcherTalentPuzzleT: +44 (0) 20 3189 2097ben@talentpuzzle.com
TalentPuzzleInternational House1-6 Yarmouth Place
London W1J 7BU