Delivering Better Quality Hires

Delivering Better Quality Hires#QualityHires

9th September 2011


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…

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…


9th September 2011

Hiring for quality

Agenda

The Think Big Project

• Evolution • Experiment• People

Evolution

Recruitment

• No structured assessment• Hiring for efficiency• Inconsistency

http://www.youtube.com/watch?v=7LzE_qEvWCw

http://www.youtube.com/watch?v=7LzE_qEvWCw

Living Lab

• The Living Lab• The Customer Experience• How we recruited the best people• Our partners

http://www.omexperts.co.uk/index.html

Richmond

Richmond Creative

Landing Site

Facebook

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?


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…

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

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?…


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

[email protected]

For further details please contact:

www.alexandermannsolutions.com


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

+ 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

+

“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

+ Key Forces - Expectations

+

Connected Broadcast

Employees

Alumni

Everyone Else

Employer

Employer Brand Reality

+ Support Multiple Talent Journeys

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 [email protected]

TalentPuzzleInternational House1-6 Yarmouth Place

London W1J 7BU

Delivering Better Quality Hires

Technology

Transcript of Delivering Better Quality Hires