Associated British Foods plc

Associated British Foods plc

Minimum Standards in

Selection:GWF

May 2013

2

Agenda

• Opening – why are we here?

• Purpose and outcomes

• Introductions and housekeeping

• Minimum Standards in Selection – a Framework

• Next Steps

3

HRD Conference Seville 2011

• What do we do well/need to improve across ABF as regards Selection?

4

HRD MeetingBackground of the Review

Objectives of the Review• Review current ABF practice

- What is ABF doing well, and what could be improved, in assessment methodology and process?

• Review/evaluate current ABF assessment tools.- Which tools are used, how and when? How are tools interpreted? How do

tools inform decision making? What has/is being done to validate the link between performance and subsequent job performance?

• Assess the flow of information, and action taken, from role initiation through assessment and interview stages to onboarding and on the job performance.

• Identify issues arising, where improvements could be made and where development needs identified.

The methodology of the review of current practice of recruitment for George -1&2 included desk top research, interviews with CEOs and HRDs, review of psychometric and assessment tools used, external benchmarking, literature review and analysis.

5

Issues arising, where improvements could be made and development needs identified

Dimensions of role/

“ABF Fit”

Use of assessment information

The ABF proposition Candidate radar Role of HR

Emphasis Experiential activity Headhunters National culture Role of

sponsor/boss

Difference line/staff roles Rigour Referencing Women Interviewer

capability

ABF culture/ “ABF Fit”

Use of selection data

Rejected candidates

Internal candidates

Onboarding/induction

Pre-Selection Assessment & use of insights

Role & capability of

ABF stakeholders

Finding, attracting & evaluating potential

candidates

Finding and assessing

different groups of candidates

6

Defining a Minimum Standard

• Role initiation• Advertising/Application• Shortlisting• Psychometrics• Assessment• Interviews• Experiential• Analysis• Selection decision• Acceptance procedure• Rejection procedure• Induction/On-boarding• Performance management

Minimum Standard

Approach to defining a minimum standardBased on the insights from the review about current practice, discussions about solutions to issues and other points raised during the workshop the participants discussed minimum standards in small groups and made their suggestions on a chart visible to all.

An approach was agreed in plenary and only points finding general acceptance were included in the minimum standards. The minimum standard was captured and actions agreed.

7

Core elements of minimum standards framework………..

• Role initiation

• Advertising/Application

• SUCCESS PROFILES

• ASSESSMENT OPTIONS

• COMPETENCY-BASED INTERVIEWING

• ASSESSING ABF AND LOCAL “FIT”

• SELECTION DECISION

• INDUCTION/ON-BOARDING

• Performance management

8

SUCCESS PROFILES

9

What is a Success Profile?

• Way of capturing the essential skills, knowledge, experience and personal attributes that would set someone up for success in a critical role or leadership level.

• Separates out distinct types of data and evidence into specific categories.

• It should clearly link back to the business context – Emerging out of future focussed discussions about business challenges and opportunities.

• Created through interviews with key business leaders.

• It’s not a job description, can complement one.

• Not, “what would be nice if…” more… “What would they struggle without…”

• Is specific to the level or the role and the business.

Capabilities(Skills/

Competencies)What I can do

Knowledge

What I Know

PersonalAttributes

Who I am

Experience

What I’ve done

Success Profiles


Competencies)Experience

PersonalAttributes/ ABF “Fit”

Knowledge

Success Profiles




Knowledge

Assessment Tools & Options

CV’sInterviewsKnowledge & Experience ChecklistsObservationPerformance Reviews

QualificationsCV’sInterviewsPresentationsKnowledge & Experience ChecklistsObservationPerformance Reviews

Assessment InterviewsAssessment CentresCase Study AnalysisPresentationsCognitive Ability Tests360 SurveysNomination FormPerformance Reviews

Personality ProfilingInterview QuestionsObserved behaviour-AC360 SurveysPerformance Reviews

13

Assessment Coverage Grid

13

14

ELP Phase I : Personal Insight -Data Points

360HOGAN HPI, HDS, MVPI

HBRI

K&E Checklist AC

14

15


• Role initiation









16

COMPETENCY-BASED INTERVIEWING

17

Selection Funnel

18

Session Objectives

• Increase the accuracy of our decisions, enabling us to choose the right person.

• Achieve equity by treating all applicants fairly.

• Make a positive impression on candidates by selling the organisation so that we can select and retain the best-qualified candidates.

• Ensure consistent high standard of interviewing for GW-3 roles across ABF.

• Provide solid data to support on-boarding of successful candidate.

19

Interviewer Challenges

• Knowing what questions to ask.

• Getting the right quality of data.

• Candidate talking too much or too little.

• Important information is missed.

• Interviewers ignore job motivation and fit.

• Interviewers’ judgments can be affected by biases and stereotypes.

• Interviewers use different standards to evaluate applicants.

• Interviewers’ skills stagnate or diminish over time.

• Falling prey to error or bias.

Sources of Error or Bias

• Primacy and Recency

• “Similar to me”

• Personal Liking

• Stereotyping

• Halo/Horns

• Positive or Negative Information Bias

• Central Tendency

• Red Flag Observations

21

Overcoming Error and Bias

• Ask behavioural, competency based questions.

• Take full notes.

• Relate the interview data to the competency behaviours and rate accordingly.

22

Interviewer Best Practice: Summary

• Competencies: Targets for Success

• Selection System

• Data Gathering– Data and STARs– Interview Techniques (Preserve Self-Esteem/Empathy)– Selling the job/ organisation

• Motivational / Organisational Fit

• Data Evaluation– Data Analysis– Data Integration/Decision Making

• Legal Credibility

Sample Coverage Grid

TestInterviewer

AInterviewer

B

Interviewer C

(Hiring Mgr.) Simulation

Reference/ Background

Check

Key Background Review X

Decision Making X X X

Planning and Organizing X X X

Initiating Action X X

Applied Learning X X X

Motivational Fit X

Technical/Professional Knowledge and Skills X

24

Sources of Information or “Targets”

• Knowledge - Technical and/or professional information needed to perform job activities successfully. What people know.

• Experience - Educational and work achievements needed to perform job activities successfully. What people have done.

• Competency - A cluster of behaviors performed on a job. What people can do.

• Personal Attributes/ Motivation/ Fit - Dispositions that relate to satisfaction, success, or failure in a job. Who people are.

25

PAST BEHAVIOUR PREDICTS

FUTURE BEHAVIOUR

Premise of Competency-Based Interviewing

Questionable Question #1

“If you were a tree (or animal), what kind would you be, and why?”


“What would you do if I gave you an elephant?”


“What do you think of the artwork hanging on the walls?”

STAR

Situation/Task = Why?Action = What done and how done?

Result = Effect of Action

30

Exercise in Pairs:Building Organisational Talent

• Tell me about a talented individual you have persuaded to stay in the business. How did you successfully keep that person in the business?

• Tell me about a time when you were unsuccessful in retaining someone. Why were you unsuccessful on that occasion?

OPERATIONAL DECISION-MAKING

DEFINITION:Securing and comparing information from multiple sources to identify business issues; committing to an action after weighing alternative solutions against important decision criteria

KEY ACTIONS:Gathers informationOrganises information Selects the best of alternatives Demonstrates decisiveness/action Involves others

1. Describe a problem which required you to consider a number of different angles or sources of information to find a solution. How did you about analysing the problem and arriving at a decision?

2. Tell me about a time where there were a number of possible options to choose from in solving a problem or providing a recommendation. How did you go about choosing the best option? What alternatives did you consider and reject. Why?

3. When have you had to make an important decision without having enough time to gather all the data or consider all the options?

4. We’ve all made mistakes at times. Can you tell me about a decision you made at work which you later regretted? Why?

RATING_______________

Planned Behavioural Questions

32

Planning Your Questions

•Choose the best planned behavioral question to ask first.

•Don’t start with a negative question.•Always ask at least two questions and be sure one is designed to gather negative examples.

• If you get two complete, meaningful STARs, ask for another (“Can you give me another example?”).

Candidate Provides/ Interviewer Asks

Candidate Provides

• Partial STAR

• False STAR

• Complete STAR

Interviewer Asks

34

False STARs - Part 1

• I usually had no problems with the doctors. Some of the staff did, but I generally got along well with them.

• We really struggled when it came time to implement the new system. But, after a few days, we had all the problems worked out and everything was running smoothly.

35

False STARs - Part 1 - Vague

• I usually had no problems with the doctors. Some of the staff did, but I generally got along well with them.

• We really struggled when it came time to implement the new system. But, after a few days, we had all the problems worked out and everything was running smoothly.

36


• I believe that people have an obligation to suggest new approaches, even if their ideas are controversial.

• I think if you asked anybody they would tell you that my goals are very difficult and that meeting them is one of my greatest sources of satisfaction in my job.

37

False STARs - Part 2 - Opinions

• I believe that people have an obligation to suggest new approaches, even if their ideas are controversial.

• I think if you asked anybody they would tell you that my goals are very difficult and that meeting them is one of my greatest sources of satisfaction in my job.

38


• If it had been my decision, I wouldn’t have started the work until I had the design specifications.

• The next time I get that kind of resistance, I’ll know how to handle it.

39

False STARs - Part 3 - Theoretical

• If it had been my decision, I wouldn’t have started the work until I had the design specifications.

• The next time I get that kind of resistance, I’ll know how to handle it.

40

Stay Out of the “Woulds”

Candidate Provides/ Interviewer Asks

Candidate Provides Interviewer AsksPartial STAR One or more follow-up

questions.

False STAR Follow up to get a true STAR.

Complete STAR Ask for another STAR under the same planned question or ask another planned behavioural question for this target.

42

Follow-up: Quick Quiz - Part 1

You say that you like working with others. Does that mean you like

working in a team?

Behavioral? Theoretical? Leading?

Leading – Signals the candidate that teamwork is important.

43


What happened as a result?


Behavioral – Seeks a result.

44


You say that their processes are efficient.

How would you change them?


Theoretical – Asks how you would change; this is hypothetical.

45


Why did you decide to do that?


Behavioral - Seeks Situation/Task, factors that led to the candidate’s decision.

46

Create the Right Environment

BUILD RAPPORT• Maintain or enhance self-esteem.

• Listen and respond with empathy.

MANAGE THE INTERVIEW• Make procedural suggestions.• Check for understanding.

47

Quantity and Quality of STARS

•2-3 STARS•Similarity•Recency•Impact

48

Rating Scale

5 = Much More Than Acceptable - Significantly exceeds criteria for successful job performance / motivational fit.

4 = More Than Acceptable - Exceeds criteria for successful job performance / motivational fit.

3 = Acceptable - Meets criteria for successful job performance / motivational fit.

2 = Less Than Acceptable - Generally does not meet criteria for successful job performance / motivational fit.

1 = Much Less Than Acceptable - Significantly below criteria for successful job performance / motivational fit.

Clarifying Ratings:N = No opportunity to observe or make judgementI = Incomplete data – Indicates a tentative judgement5H = Candidate is too high in target

Sample Coverage Grid

TestInterviewer

AInterviewer

B

Interviewer C

(Hiring Mgr.) Simulation

Reference/ Background

Check

Key Background Review X

Decision Making X X X

Planning and Organizing X X X

Initiating Action X X

Applied Learning X X X

Motivational Fit X

Technical/Professional Knowledge and Skills X

50

Integrate Data

• Each interviewer posts his or her target ratings.

• Interviewers discuss and exchange data to reach a consensus rating for each target.

• Based on the consensus ratings, interviewers decide whether to retain or reject each candidate.

51

Retain/ Reject Factors

• Relative importance of targets. Some are more critical to the job than others.

• Trainability of targets. Some targets represent trainable

behaviors. Some targets are difficult, if not impossible, to train (such as Initiating Action).

• Inter-relationships of targets. A high rating in one target can compensate for a low rating in another.

• Motivational Fit. A candidate must want to carry out the job’s tasks, activities, and responsibilities; that’s why motivation and “Fit” is important when making the retain-reject decision.

52

Make a Decision

• Compare acceptable candidates:

– Post Rating Grid for each candidate.

– Highlight each candidate’s strengths and weaknesses.

– Each interviewer ranks candidates independently; discuss rationale.

– Come to agreement on which candidate to hire.

53

Benefits of Data Integration

• It helps ensure you have good data to support your ratings.

• You learn new interview skills and techniques when you share tips with other interviewers.

• It helps overcome any biases and stereotyping because you benefit from the perspectives and thinking of others.

• Provides on-boarding data.

54

Conducting Objective AssessmentsORCE

54

ObserveRecord

Classify

Evaluate

O

R

C

E

55

Conducting Objective Assessments Observe and Record

Positive and negative behaviourWhat is said AND what is doneBody language and toneNo value judgments

Verbatim if possible – aim for 60 – 70%Avoid editing or interpretationRecord what is said and responses

(uh-huh, mmm)Record if they don’t answer a question

55

56

Conducting Objective Assessments Classify

By competency or by criteriaPositive and negative examples of

evidenceAbsence of evidence

56

57

Conducting Objective Assessments Evaluate

To a common standardUse the rating scale

ABF Rating Scale:

5 Much more than effective4 More than effective3 Effective2 Less than effective1 Much less than effectiveN/E No evidence

57

58

Conducting Objective Assessments Overcoming Sources of Bias

• Halo / Horns Effect• Primary / Recency Effect• Central Tendency• Stereotyping• Similarity / Differences• Non-Verbal Influences

58

59


• Role initiation









60

ABF ‘FIT’

61

ABF ‘Fit’

The journey so far…………..

FITABF FIT LOCAL/SITUATIONAL FIT

• SOCIAL INTELLIGENCE

• COURAGE & DRIVE

• PERSPECTIVE & JUDGEMENT

• PERSONAL ALIGNMENT

Consider the business situation, key players, potential pitfalls, challenges and opportunities relevant to position/level/division to determine specific character traits, motivations, enablers and derailers that are most relevant to the situation. This may lead you to emphasise/prioritise some of the character strengths from the ABF Fit model, or add some additional ones of your own.

Skills (Capabilities/Competencie

s)

Track Record & Experience Knowledge

For the role or level in mind, what skills (capabilities/competencies) is it essential to have under the belt that would be difficult to acquire once in post.

For the role or level in mind, what experience is it essential to have under the belt that would be difficult to acquire once in post.

For the role or level in mind, what knowledge/qualifications is it essential to have under the belt that would be difficult to acquire once in post.

ABF SUCCESS PROFILE TEMPLATE

ABF FIT draft 4Social Intelligence Courage & Drive Perspective & Judgement Personal Alignment

Integrity.Authenticity.Resilient/ emotionally stable.Manages expectations.Accurate self-insight.Acknowledges & learns from mistakes.Influencer.Culturally aware.

Passion for results & excellence.Persistent.Takes - and promotes -accountability.Talent builder –develops and champions others. Confronts issues & problems.Challenges-respectfully. Willing to take a lead.Shows initiative.

Navigates ambiguity.Analytical rigour.Sees the big picture.Balances decisiveness and reflection.Brings the “outside in”.Willing to ask for help.Adjusts & adapts to new information –without confusing others.Learning orientation –displays eagerness to acquire and use new knowledge, experience and insights.

Knows how to balance autonomy & collaboration.Fits with/ adapts to ABF informality & style.Navigates – knows who’s who and how to get things done.Strong ego-not big ego.

64

Applying the ABF ‘Fit’ Model

•What factors might feature in determining GWF fit?

•What situational factors do you need to consider in one of your key role openings?




Knowledge

Success Profiles




Knowledge






67

Applying the ‘Fit’ Model

In pairs:

•Think of a “problem” leader and “shining star” – can you point to aspects of the ‘Fit’ Model which explain their performance/impact in the business?

68

Applying the ‘Fit’ Model

• What opportunities and challenges do you see in utilising the ‘Fit’ Model?

• How might any issues be addressed?

69

USING HOGAN TO ASSESS

ABF ‘FIT’ (and other applications)

70

Goals of session

• What is personality and why it is important?

• Gain an understanding of the Hogan inventories library

• Gain an understanding of the development and interpretation of the Hogan personality inventories and how to use in conjunction with other tools

• Review additional applications.

71

WHAT IS PERSONALITY

AND WHY IS IT IMPORTANT?

72

What is Personality

From the Inside

Personality from the inside is defined in terms of a person’s identity

• Used to explain a person’s performance

• Reflect people’s core values.

73

What is Personality

From the Outside

Personality from the outside is equivalent to a person’s reputation

• It is defined in terms of traits (e.g. calm, shy, careful, etc.)

• Used to predict a person’s performance

• Reflects how a person’s behaviour has been evaluated after repeated interactions with others

• Easy to study – most of what we know about personality and job performance is based on this

74

Socio-Analytic Theory

• People are group living animals. As a result, we are all, at a deep, unconscious level, driven by three general motives:

– A desire to be liked and accepted by others

– A desire to achieve some status and control of resources

– A desire to make sense out of our lives

• These needs are met through interaction at work. Organisations need people to do the work; people need organisations to fulfill their most important needs:

– Social contact

– Status and power

– Gain meaning and purpose to their lives

Why Personality Matters

General Reasons People Fail• Poor Fit with Job

• Poor Fit with Organisation

Reasons Leaders Fail• Inability to build and motivate a

team

• Inability to develop or adapt

• Poor working relations

• Lack of vision or “big picture”

• No strategic execution

76

Jobs and Personality

• Different jobs have different psychological requirements (Air Traffic Controllers Vs. Sales)

• Every job has a unique psychological profile, and some people fit better than others

77


• Role initiation









78

INTEGRATION, DECISION-MAKING

& ON-BOARDING




Knowledge






80

Integration & Decision-making

• What works well/ less well now?

• What needs improving?

81

Integration & Decision-making - Pitfalls

• Different pieces of data not pulled together well.

• Important pieces of data are ignored – Especially personality data.

• Strong characters push for their favoured candidate.

• Sense of urgency to fill role wins out over concerns.

• Lack of risk management around the concerns when appointing.

82

On-boarding

• Making the very best use of assessment data to set new employee up for success.

• Accelerate their transition into company/new role.

• Provide clear feedback and action planning around their “watch-outs”.

• Ensure support framework is in place.

83

Ensure a Strong Start

•Clearly communicate job and performance expectations.

•Help new employees build a strong network.• Increase confidence and get a faststart on development.

84

On-boarding… continued

• Good and bad examples in your experience?

85


• Role initiation









86

What Next?

• Observations

• Feedback

• Ideas about next steps

87

LUNCH

Associated British Foods plc

Documents

Transcript of Associated British Foods plc