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www.cut-e.com Delivering clear ROI in talent selection and development Through online measurement, psychometrics and predictive analytics
Transcript of Delivering clear ROI in talent selection and development › fileadmin › user_upload › ROI ›...
www.cut-e.com
Delivering clear ROIin talent selection and development Through online measurement, psychometricsand predictive analytics
www.cut-e.com
cut-e – who we are
Predictiveanalytics
Robustpsychometrics
Enabled byweb technology
Measurement solutions for all target groups, sectors and challenges you might
want to assess.
Online assessment products for all levels, jobs
and aspects you might want to assess.
Unparalleled integration expertise and truly mobile
solutions to measure wherever you want.
www.cut-e.com
What we do… we do it a lot
7 milliontest & questionnaires
carried out each year
over70online assessment tools
Online assessment available in
40 languages
400client references
250employees
around the world
33offices
worldwide
more than
300integrations with HRMS
Candidates from over
70countries
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Customers who trust in cut-e
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Our measurement tools… the real ones
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Item formats today…
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Need to work on mobile devices…
Sample mobile device testing& reporting
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The case for assessmentOptimum person-job match
Attrition
Employee Satisfaction
Leadership Success
Absenteeism
Burn out
Organizational Climate
Engagement
Corporate Image
attributesperson
tasks
competencies
requirements
talent
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Predicting job performanceCorrelations & regression
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Predicting job performanceCorrelations & regression
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Predicting job performanceWhat can you expect?
valid
ity
.1
.2
.3
.4
.5
.6
No Prediction
Perfect Prediction
Personality Questionnaires (.40)
Cognitive Ability & Integrity (.65)
Cognitive Ability & Work Sample (.60)
Cognitive Ability (.51)
Integrity Tests (.41)
Biodata (.35)
References (.26)
Graphology (.02)
Interests (.10)
Years of Job Experience (.18)
Assessment Centre (.37)
Cognitive Ability & Structured Interviews (.63)
Robertson, I. & Smith, M. (2001). Personnel Selection. Journal of Occupational and Organizational Psychology, 74, 441-472
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Comparing predictionsSome data from the medical field
valid
ity
.1
.2
.3
.4
.5
.6
No Prediction
Perfect Prediction
Meyer, G.J., Finn, S.E., Eyde, L.D., Kay, G.G., Moreland, K.L., Dies, R.R., Eisman, E.J., Kubiszyn, T.W., & Reed, G.M. (2001). Psychological testing and psychological assessment. A review of evidence and issues. American Psychologist, 56(2), 128-165
Bypass Surgery & 5 Year Survival (.08)Smoking & Lung Cancer within 25 Years (.08)Anti-histamines & Reduced Sneezing & Snot (.11)
Intake of Ibuprofen & Pain Reduction (.14)
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Translating this into real figures….
Reduced interviews by 40% and saved 6.000 hours and reduced logistical costs
Pinpointed characteristics that make highest performers contribute 50% more to store revenue
Increased sales from new hires by 14% (€9,500 gain per employee) following the introduction of cut-e tests.
Increased successful completion of apprenticeship training from 88% to 95%
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Driving sales productivity through assessment & selection
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Why consider a new approach to sales selection?
•Key Facts Dell’s transformation agenda needed to be externally driven by the acquisition of
I.P. and people with the necessary skills, especially in sales
We needed to ensure we had a more comprehensive, consistent, and ‘predictive’ approach to selecting sales talent
Empower our Hiring Managers to make better decisions by giving them easy to use selection data on candidate
Standardise approach to interviews ensuring a more consistent interviewing capability
Increase revenue & productivity on new hires
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Standardised approach
•What was required? An assessment was introduced to the process, designed to assist managers in the
decision-making process at the final interview stage
The assessment has been validated against sales revenue and profitability performance within this employee group, to ensure it accurately identifies candidates who are likely to succeed on the job
The assessment and report are configured through trialling with an internal top 10% sample of Dell’s Commercial and Services sales group
Final stage interview using the cut-e shapes assessment report as an tool in the pre screening and decision making stage.
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What needed to happen?
•To Do Validation process
Trial > analysis
Custom report assessment
Roll-out > training
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Validation study: process outline
Define the pilot groups and performance metric
Deployment of assessments in trial
Evaluation of data
Configure role assessment & selection models to Dell modeland what is predicting against the business metric
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Validation study
•What metrics could we measure? Churn rate
Revenue
Productivity
Profit
Retention
Sales generated
Manager ratings
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Researching the factors
Proven set of questions
shapesquestionnaire
Work relevant traits (24 traits)
Directing
Persuasive
Socially confident
Sociable
Agreeable
Behavioural
etc. …
Our research informed us with of the
measure traits are the most important for
success in sales in Dell
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Making the Dell behavioural model
Proven set of questions
shapesquestionnaire
Report output
Interactingwith customer
Conscientiousness
Professionalism
Organisation
Drive for result
Dell behaviors
Work relevant traits (24 traits)
Directing
Persuasive
Socially confident
Sociable
Agreeable
Behavioural
etc. …
This, in turn, drives the Dell
customised output report
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shapes personality questionnaire
Sample screenshot
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The assessment report
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Timeline
Dell issues invitation email to
candidate
Candidate completes
assessment
Candidate report
emailed to Dell
Report used to assist to
hiring manager at
finale interview
stage
+48 hourswhen
completed
at least24 hours before
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Benefits
•Outputs Significant percentage shift in performance of sales makers across EMEA
Very positive feedback from Hiring Leaders
Data gathered at point of selection is being used to help develop an IDP for each successful candidate
Improved quality of hire
Improved candidate interview experience
Delivering on providing a more solutions oriented approach to selling in line with Dell’s overall transformation
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Return on Investment
•Results High Scorers generate, individually, on average
36%more than Low Scorers in Revenue terms
High Scorers generate, individually, on average
42%more than Low Scorers in Profit terms
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Case Study – sunglass hutA pilot in the future of talent diagnostiscs
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sunglass hut context
•Facts 350 retail stores
1,800 employees
70% casual
Turnover 55% casual, 30% store manager
+700 new hires p/year
75,000+ applications
Time to fill 30+ days
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The process before cut-e
100 candidate applications per vacancy
Screen through 40 resumes and send good ones into recruitment drives
Automatically reject the other 60–70 applicants
Application via job board/careers portal – Taleo
Taleo pre-screening questions x 3 – ACE filtering
Recruiter-resume screens – ACE filtering
Recruitment drive program for all positions
Hire
Deliver a SHG candidate experience
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What was SGH ambition
•How could we help them achieve it Streamline recruitment process for store managers and retail associates
Were they screening out high potential candidates – how many of the70–80 they declined per job (50,000+ candidates per year) could be high performers or future leaders?
Help define a success profile for sunglass hut
Define a people process that is aligned with The ‘sunglass hut experience’ which connects customers to the SGH brand
Define a process with a proven ROI around
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NEW recruitment process with cut-e
Fix bottle neck
Ensure all candidates go through the same experience
Candidates own the input of info against SGH success profile
Screening is initially done by candidates vs. recruiter
Recruiter has greater ownership of calibre
RJP – Connected to new SHG career portal
Online Taleo application
SJQ – Online Assessment
Recruiter – Screen top fit % from SJQ
Recruitment drive / interview
Hire
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Realistic Job PreviewA day in the life …
RJP with sunglass hut language & provides candidates with real-time feedback
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Custom branded assessments
Sample Screenshot SJQ
Answers scaled3,2 or 1
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shapes questionnaire
Interview guides & behavioural questions liked
to individuals profiling results
Interview guides & behavioural questions liked
to individuals profiling results
Sample report SJQ
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Recruiter dashboard in Taleo
Screenshot Taleo
Dashboard filteredby cut-e score
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Results
•Results compared 2013/2014 to 2014/2015*
Reduce time to fill – 25 days to 15 days Retail associates – 15 days, store managers 27 days
Increase sales per hour ratio (top line revenue + profit) Average sales $ per hour in first 2 months of employment
2013/2014: $90.81 v 2014/2015: $102.21
12.55% increase in sales per hour
Reduction in applications Applications increased by 10%
Integrated candidate experience with a customer experience More applications but less admin
3 months since launch October 2014
* Nov 2013 – Feb 2014 to Nov 2014 – Feb 2015
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Case Study – Colgate ChinaCampus recruitment
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Colgate China Campusrecruitment
12%
42%
36%
70%
Can
did
ate
s
Offer
Finalinterview
Panel interview
Assessment centre
Ability tests and questionnaire
620
1,700
67
47
Passin
g r
ate
Online application 14,000+
30%
185
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Ability test effectiveness
•Ability test Ability tests have high correlation with all selection steps and therefore predict up
to 30% of the exercise results that followed
Using all three instruments increases the predictive power compared to the single use
Group Discussion Panel Interview
scales numerical .41 .36
scales verbal (in English) .23 .26
scales lst .42 .29
multiple R .53 .43
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Client own analysis
•Key facts Final interview passing rate is 70%, ie 30%+ increase compare to 2012
Feedback from HRG: candidate report is a good reference for panel interview (focus on competencies with extremely high or low score)
Test result trend aligns with interview result
The test results can be trusted
2,5
3,0
3,5
4,0
4,5
Aptitude Test
Interview
Data pool: total 129 panel interviewees with valid test result
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What‘s next!
•Trends in Assessment Assessment moves up the timeline: candidates get assessed (partly) before they
even submit their application
Recruitment becomes candidate-centric, i.e. aspects like ease of application, fairness, interactivity and feedback, absence of unnecessary duplication will become key
Gamification will happen to attract candidates, but will fail to replace proper assessment procedures
Speed becomes one of the most important KPIs in hiring(with quality being the other)
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Questions?cut-e GmbH
Großer Burstah 18-32
20457 Hamburg
Telefon:040/3250389-0
E-Mail: [email protected]
Web: www.cut-e.com
