talent leaders connect - feb 27th
TRANSCRIPT
Talent Leaders ConnectThe year ahead #TLConToday’s WiFi AccessNetwork: VENUE GUESTS, Password: EVENT
THE NEWHRM
Average tenure in the S&P 500
1930s 2000s
65 years
10 years
POWER HAS SHIFTED FROM THE BRAND TO THE CONSUMER.
BrandTALENT
Marketing is of Critical Importance
Confidence in Marketing to
Succeed
What CEOs Think of Marketing
HR is of Critical Importance
Confidence in HR to Succeed
What CEOs Think of HR
markITing
Brand Experience
Technological Experience=
Marketing’s role is to source new, and retain/upsell existing customers.
HR’s role is to source new, and retain/develop existing talent.
ThinkLike a Publisher
Brands
Consumers
Markets
Individuals
BEFORE
NOW
POWER TARGETMass Media
?
CHANNEL
Talent IndividualsEMPLOYER ?
Awareness
Consideration
Conversion
Loyalty
Advocacy
PRODUCT = COMPANY = EMPLOYER = PERSONAL
B2C = B2B = P2P
It’s Not About You
Don’t Promote, Educate
- Journalist = Academic = Employee
- Make Your Employees Heroes
PEOPLE “TRANSACT” WITH COMPANIES
IN THE ABSENCE OF SOMEONE TO BUY FROM,
THEY’LL TAKE RECOMMENDATIONS FROM STRANGERS
PEOPLE “BUY” FROM PEOPLE
Make a Connection
TRANSPARENCY
FLAWSOME
Behind the Scenes
@toddwheatand
Talent Leaders ConnectThe year ahead #TLConToday’s WiFi AccessNetwork: VENUE GUESTS, Password: EVENT
Rajeeb Dey Employers views
Big Data and the factors impacting employee attritionRussell BeckHead of ConsultingFebruary 2014
References
The following were references for this presentation:• Wikipedia - definitions• Forbes – “Big Data in Human Resources: A World of Haves And Have-Nots”• Deloitte Bersin – “Big data in HR – Talent Analytics comes of age”• REC/Markit - labour usage data direct from REC• Evolv - Workforce performance report• ONS/US government – salary data together with demographic profiles• Job Openings and Labor Turnover survey – Bureau of Labor Statistics – US job data• Freakonomics - website, book and podcast• Futurestep - ‘Futurecasting: How the rise of Big Social Data is set to transform the business of recruiting.’• Quotes from:
• Wall Street Journal• The Economist• Financial Times• Deloitte• New York Times
• Impellam data - varied
Who are Impellam?
5thLargest in the UK
Structure
Multi-brand
2,500Managers and consultants
£1.2bnTurnover
75,000Placed into work each week
270+Outsourced & Managed services contracts
£1.6bnRecruitment spend under management
10,000UK customers
What is ‘big data?’
Big data is about "building new analytic applications based on new types of data, in order to better serve your customers and drive a
better competitive advantage"
Big Data as the three ‘Vs’: Volume, Variety and Velocity
As a business example…..
100 to 1
This will be the next big thing in HR
“Work-force science is what happens when Big Data meets HR. It adds a large dose of data analysis, a k a Big Data, to the field of human resource management, which has traditionally relied heavily on gut feel and established practice to guide hiring, promotion and career planning.”
“In the case of hiring American workers who toil by the hour, number-crunching has uncoveredsome surprising correlations.”
“We have clearly entered an economy in which talent is considered a critical and scarce commodity. When this happens, companies should get smarter about every single talent decision. Enter theworld of ‘data-driven’ people decision-making.”
“Technologies such as big data have transformed business intelligence from the stuff of stodgy analyst reports to an instant streamof information.”
How does this apply to attrition…?
Data analysis of:
And this is what they found in relation to staff attrition:16%
11%
54%
11%
8%
Macro Economic factorsCompany PracticesWorkforce RelationshipsJob CharacteristicsWorker Characteristics
60
40 1.3bn50%
Macroeconomic factors
16%
Attrition costs will rise by 25% as resignations
returns to historical norms
Job openings and employment (seasonally adjusted, in thousands)
Dec-97Jun-98
Dec-98Jun-99
Dec-99Jun-00
Dec-00Jun-01
Dec-01Jun-02
Dec-02Jun-03
Dec-03Jun-04
Dec-04Jun-05
Dec-05Jun-06
Dec-06Jun-07
Dec-07Jun-08
Dec-08Jun-09
Dec-09Jun-10
Dec-10Jun-11
Dec-11Jun-12
Dec-12Jun-13
Dec-13
20
30
40
50
60
70
80
Index of staff demand (seasonally adjusted)
The same effect is already true within the UK
16%
Period of recession
Skills shortages will get worse
In the US, for every 100,000 students entering the 9th grade in 2013, only 68,000 will graduate from high school in 2016.
Only 40,000 will then enter college that same year and when they graduate in 2021, less than 17,000 will get a degree.
Of these graduates 800 will be engineers, of which 125 will be mechanical engineers.
15 of these will be women and less than 5 of them will remain working in that profession for more than 5 years.
4,300,000 215 11,157
Location, Location, Location
20% Increase in tenure for employees if they live 0 – 5 miles from work
58% Increase in tenure for middling walking scores over worst scoring
locations
Office locations with the worst walking scores have the highest rates of employees
quitting, and getting fired
Office locations with amenities lead to increased employee tenure
16%
Company Practices
11%
“The problem with the employee assessments that many companies use is
that they are transparent.”
“Assessments where the right answers are obvious are counter productive to success”
67% Percentage of self proclaimed “rule followers” who are more likely to be
terminated for breaking rules
Job applicants know the system
Company Practices
11%
“Consistent of job function, industry or country, recruiters often promised better shifts, pay and
advancement.”
5-20%Percentage of workers that
researchers estimate that quit due to misaligned expectations
Recruiters could lead employees to quit
33-54%Percentage of workers who felt misled or confused about shift
availability, compensation, or career growth
96%Percentage of workers
who felt they had a clear picture of the job reality if a comprehensive, realistic
job preview is included
Workforce relationships
54%
“Employees do not leave their jobs, they leave their managers”
6x Tenure increase of employees with best managers vs. employees whose managers
are worse at retaining staff
Managers tenure at a company does not lead to
better employee performance
TenureThe more managers are
paid the better their employees perform£
Worker characteristics
11%A workers previous job-related experience does not predict
future performance or tenure……aptitude and work
style do.
Employees with high technological proficiency are more productive, stay on the job longer and miss 15% fewer days of work. In addition, they adhere to company policies better than those with low technological proficiency scores.
Employees who use Chrome and Firefox perform better across the board than those who use standard browsers that come with most computers. They provide higher customer satisfaction and close more sales.
Summary…
• Attrition will increase in 2014• Do you know what good looks like?• Do you select based on this knowledge?• Are you honest in representing your roles and company• Employees leave managers not jobs• Train your poor people managers…..• …. pay them well…..• …. or replace them with external hires…• …. who use Firefox or Chrome?
“The use of data and analytics in general is going to be a basis of competition going forward for individual firms, for sectors and even for countries. Those companies that are able to use data effectively are more likely to win in the marketplace.”
ThanksRussell Beck07710 898904 [email protected]
Talent Leaders ConnectThe year ahead #TLConToday’s WiFi AccessNetwork: VENUE GUESTS, Password: EVENT
War for Talent
metashift limited © 2013
@mattalder
metashift limited © 2013
What I’m going to talk about
• The Mobile Landscape• Persuasion & Conversion• Practicalities / Case Study
metashift limited © 2013
Imagine that this event is at Wembley.We are sitting at the top of the stadium
Exponential Growth
metashift limited © 2013
One drop of water that doubles in size every minute
How Long Until We Drown?
Exponential Growth
metashift limited © 2013
Landscape
© MetaShift 2012
metashift limited © 2013
A New Age
metashift limited © 2013
Mobile isn’t actually mobile
Home Work On The Go
metashift limited © 2013
Mobile and Social
metashift limited © 2013
Mobile and LinkedIn
metashift limited © 2013
Mobile & Search
Google expects a site to load on a smartphone / tablet in 1
second
metashift limited © 2013
Big News….
metashift limited © 2013
+Action Orientated Medium
70% of mobile searchers act within an hour; only 30% of PC searchers doSource Mobile Marketer
metashift limited © 2013
+What about Recruitment?
88% of UK Job Seekers have used a mobile device to search for jobs in the last yearGoogle Consumer Survey 2013
metashift limited © 2013
Persuasion & Conversion
© MetaShift 2012
metashift limited © 2013
Persuasion Problem
metashift limited © 2013
Social Media
SEO
Advertising
At least 60% on mobile
Google desktop search
declining
More personal email read on mobile / tablet
20% to 30% of recruitment
web traffic on mobile
PersuasionApply or Register
Online Candidate Attraction
metashift limited © 2013
Social Media
SEO
Advertising
At least 60% on mobile
Google desktop search
declining
More personal email read on mobile / tablet
20% to 30% of recruitment
web traffic on mobile
How much talent is being leaked?
Can you multiply ROI on current activities?
metashift limited © 2013
Practicalities & Case Study
© MetaShift 2012
metashift limited © 2013
Thinking has to change
metashift limited © 2013
Thinking has to change
metashift limited © 2013
Adaptive (Device Specific) Design
metashift limited © 2013
Indeed Search for Software Engineers in Peterborough
Career micro-site selling the opportunity
Cloud Apply
Candidate Journey and Cloud Apply
metashift limited © 2013
One drop of water that doubles in size every minute
How Long Until We Drown?
Remember This?
metashift limited © 2013
Exponential Growth
After 45 mins the stadium is still 95% empty
metashift limited © 2013
But in 5 minutes later we will all be swimming
Exponential Growth
metashift limited © 2013
Mobile Recruitment = Exponential Growth
% Jo
b Bo
ard
mob
ile w
eb
traffi
c
2010 Now
approx 40%
2015
metashift limited © 2013
Key Points
• The majority of your traffic will soon be mobile
• The opportunity and the threat is enormous
• Experiment and Optimise
• Work on every device (Adaptive Design)
• Reduce registration / apply friction
metashift limited © 2013
Talent Leaders ConnectThe year ahead #TLConToday’s WiFi AccessNetwork: VENUE GUESTS, Password: EVENT
Hiring great tech talentJoel SpolskyCEOStack Exchange
co-founderfog creek software
“The company where the best developers want to work”
I am the Chief Human Recruiting
Officerhello!
please come work for us its fun
I tried to ask on Twitter why programmers hate
recruiters.this crashed Twitter
recruiters are different than programmers
recruiters like people and don’t mind calling them on the phone
recruiters thrive on ambiguity
recruiters are competitive and ambitious
recruiters are motivated by commissions and bonuses
programmers not super competitive
programmerschoose to code because computers respond predictably
programmers get in the zone
programmers probably hate the telephone
if you are a recruiter you would be a bad programmer
if you are a recruiterprogrammers don’t like you because you don’t realize that
I tried to ask on Twitter why programmers hate
recruiters.this crashed Twitter
steak dinnerthey may not think that going out to a steak dinner with strangers is fun
what are programmers looking for?Please figure out how to make this happen at your workplace.
what are programmers
looking for?Or, give up and outsource the programming.
pleasant workspace quiet place to work
pleasant workspace nice office
pleasant workspace good equipment
pleasant workspace independence
engineering quality spec first
engineering quality schedule
engineering quality version control
engineering quality one step build / deploy
stuff that matters product company
stuff that matters creative work
stuff that matters identify with company goals
stuff that matters identify with company products
smart, learning organization code during interview
smart, learning organization boss is a programmer
smart, learning organization good managers
smart, learning organization high quality team
smart, learning organization growth and learning
the joel test 12 quick sanity checks
1. Do you use source control?2. Can you make a build in one step?3. Do you make daily builds?4. Do you have a bug database?5. Do you fix bugs before writing new code?6. Do you have an up-to-date schedule?7. Do you have a spec?8. Do programmers have quiet working conditions?9. Do you use the best tools money can buy?10. Do you have testers?11. Do new candidates write code during their interview?12. Do you do hallway usability testing?
make work remarkable, and people will remark
google zurich office
make work remarkable, and people will remark
google zurich office
make work remarkable, and people will remark
google zurich office
make work remarkable, and people will remark
google zurich office
make work remarkable, and people will remark
google zurich office
make work remarkable, and people will remark
google zurich office
make work remarkable, and people will remark
google zurich office
make work remarkable, and people will remark
google zurich office
make work remarkable, and people will remark
google zurich office
thank you.
Talent Leaders ConnectThe year ahead #TLConToday’s WiFi AccessNetwork: VENUE GUESTS, Password: EVENT
Kirstie
How video technology is positively affecting the world of recruiting…
Over 15 years experience recruitment, hospitality, technology, brand and
communication
Kirstie Kelly – DirectorLaunchPad Recruits – video selection expertshelping businesses deliver a great candidate experience through technology
How are behaviours changing?How does that change things?Is that a good or a bad thing?How can recruiters benefit?
How do businesses/recruiters need to adapt?Who’s getting it right…
This session….
What we do…
Find the best-fit candidates
Videohelps youidentify…thehidden gems
…by providing the tools for structured, consistent and auditable assessment.
Review candidates at a time and place that suits you
Rate and score to ensure fair and ethical recruitment decisions
Who with…
We work with arange of companies
How are we seeing behaviour changing?
“Recruiters and companies are buying more technology to manage their
recruitment process
• Use of technology is expanding at a gallop!
• Smartphone usage and behaviour is changing all the time…
How is behaviour changing
“We’re all digesting more information, more quickly and often on the move”
How is behaviour changing
We’re consuming more video…In fact, we find video content more
appealing…
The web trending towards video is obvious…
After all, YouTube is the number two search engine in the world. This may lead you to the conclusion that we simply don’t like to read anymore.
162
Any businesses where personality
matters
• There are very human reasons why video is so appealing…
#1: The Fusiform Facial area makes us pay attention to faces
#2: Voice conveys rich information#3: Emotions are contagious#4: Movement grabs attention
But is it just for kids…
Nope!
Video killed the CV star
Screenshot of review page?
So how are recruiters reacting?
They’re critically assessing their entire process… with positive results…
How do you hire and engage?
Attraction
First stage
screening
eligibility to work
Interview
Validate CVAssessing
experience
Testingi.e Cut-e
Assessing
Seeing the proof!
Face to Face
Interview
Offer and
Onboard
Video ad’s Video onboardVideo engagement and selection
Clear EVP communication at every stage….
How do you decide?
Where do you start… usually from the bottom up…
Motivation
Skills
Attributes
Experience
Stage three
Stage Two
Stage One
Motivation
Skills
Attributes
Experience
How do you decide?
Imagine flipping it on its head… begin with
motivation and attributes for
right fit candidates who know what
you want and need…
Stage three
Stage Two
Stage One
How technology is enabling candidate
engagement
The best job advert ever…
http://www.youtube.com/watch?v=j5Ftu3NbivE
7. On-going communications
6. First 90 days 5. From job offer to first day
1. Awareness / Introduction to the company
2. Campaign specific / Entry points
3. Making an application
4. Assessment and selection
Stages of engagement
8. Exit communications
Multiple chances to engage and connect
with candidates
Sony bring the role alive
Harrods show the personality behind the brand…
What candidates say they want?
181
Can I please get some feedback?
Be honest & transparent
Why do I want to be in your community?
Treat me with respect
Remove the long winded
application process
Candidate Experience Awards 2013
Leave candidates feeling positively about the company.
Give candidates an opportunity to stand out from the crowd.
Selection processes should leave candidates feeling positively about the company.
Office: 0207 183 0418Mobile: 07787 130512
Email: [email protected]: launchpadrecruits.com
Kirstie Kelly
Office: 0207 183 0418Mobile: 07787 130512
Email: [email protected]: launchpadrecruits.com
Kirstie Kelly – DirectorLaunchPad Recruits – video selection expertshelping businesses deliver a great candidate experience through technology
Talent Leaders ConnectThe year ahead #TLConToday’s WiFi AccessNetwork: VENUE GUESTS, Password: EVENT
Video 1 Video 2
Talent LeadersFebruary 2014
Ken BrotherstonChairman, TheJobPost
Agenda
• Recruitment market drivers
• In-House challenges
• Crowdsourcing and TheJobPost
• Trends in 2014
A new approach to finding talent
Recruitment market drivers
• Economic cycle– Downturn lasted a long time– Upturn isn’t yet as strong as it needs to be
• Recruitment business models– MSP’s, ATS’s, RPO’s etc. now bedded in– Recruiters are polarising
• Impact of technology– Rise of online databases– Direct hiring more effective than ever
A new approach to finding talent
In house challenges
• As market rebounds, business critical candidates are harder to find
• Polarisation of recruitment market makes niche agencies difficult to engage with
• Increased compliance requirements
• Expectations on fill rates, cost per hire and time to hire still rising
• Deeper market insight required
Converting data into wisdom
A new approach to finding talent
Wisdom – Best decision
Information – Trends
Knowledge – Implications &alternatives
Data – Basic metrics
First identified by Jeff Howe – Wired Magazine in 2005
Crowdsourcing
...an open call to a large group
A new approach to finding talent
A smarter way to solve complex problems
Crowdsourcing principles
• Provide maximum access and visibility
• Leverage specialist knowledge
• Increase speed and delivery
Crowdsourcing conditions
• Numerous buyers and sellers
• Inefficient transactions
• Lack of transparency makes overcharging common
• Bigger operators squeeze out smaller providers
195
Crowdsourcing platforms that we all use
A new approach to finding talent
Crowdsourcing in recruitment …..it’s not if or when but how
Recruitment crowdsourcing – best practice
• Offering has to work for employers and recruiters – Employers need access to the whole recruitment supply chain– Recruiters need an effective economic model– Recruiters pay an access fee
• Facilitation rather than management – Let the recruiter know who the employer is– Allow them to engage with each other
• Need to cover permanent and contract– Allows even the smallest firm to engage on contract roles– Fully compliant: salary and margin paid every week.
• Delivers market insight– Recruiter metrics (in-house and external)– Immediate market feedback
A new approach to finding talent
Other recruitment crowdsourcing platforms
A new approach to finding talent
Other recruitment crowdsourcing platforms
A new approach to finding talent
Trends in 2014
• Polarisation will continue– The ‘run faster’ model of recruitment will continue to decline– Technology-driven efficiency or highly niche will be the main models
• Crowdsourcing will disrupt the industry
• In-House will continue to thrive but with more pressures– Indirect hiring likely to rise across a number of areas– Continue to evaluate and adopt new ideas– Turn metrics into market intelligence– Being strategic comes at a price!
A new approach to finding talent
A new approach to finding talent
Talent Leaders ConnectThe year ahead #TLConToday’s WiFi AccessNetwork: VENUE GUESTS, Password: EVENT
Bill Boorman
THE CULT OF CULTURE@BillBoorman
THE UK #CANDEES
In 2013 it took 95 applicants to fill a job 75% were unsuitable or unqualified In 2014 it took 205 95% were unsuitable or unqualified
DATING SITES – I LOOK LIKE THIS
CAREER SITES: THIS IS THE REALITY
THE PROBLEM
Recruiters as marketeers Brand attraction Honesty Experience Apply 15% See a spec
SOME THOUGHTS
Connect: 7 months Engage Video Peer to peer CRM – ATS – CRM Personal content and experience Connection The one to one mission
© Glassdoor.co.uk 2014 @glassdoor @holloman
Click to edit Master title styleClick to edit Master title styleASSEMBLE, ARM AND AMPLIFY
When Successful Employee EngagementBecomes Employer Branding
© Glassdoor.co.uk 2014 @glassdoor @holloman
© Glassdoor.co.uk 2014 @glassdoor @holloman
Agenda
The Power of Employer Branding Employee Engagement Strategies
– Assemble Your Talent Army of Brand Ambassadors– Arm Your Brand Ambassadors – Amplify Your Message
How to Top the Employer Branding Charts Questions?
© Glassdoor.co.uk 2014 @glassdoor @holloman
The Power of Employer Branding
© Glassdoor.co.uk 2014 @glassdoor @holloman
84% Would leave their current job for a company with an excellent reputation69% of jobseekers would not take a job with a company that had a bad reputation
Why Employer Branding Matters
© Glassdoor.co.uk 2014 @glassdoor @holloman
96% read reviews before accepting a job offer
If you don’t tell your story,someone else will tell
their version of it
© Glassdoor.co.uk 2014 @glassdoor @holloman
Glassdoor adaption in the UK & Beyond
6Mcontent
300Kcompanies
15Mjobs
190countries
22Mmembers
UK traffic growth over 5 years
Today British jobseekers engage with glassdoor.co.uk
609,000times a month
(Source: Software Advice Report, Jan 2014)
British employers that engage with their Glassdoor audience
© Glassdoor.co.uk 2014 @glassdoor @holloman
But Where Do You Begin?
© Glassdoor.co.uk 2014 @glassdoor @holloman
Step 1: ASSEMBLE your army of talent brand ambassadors
© Glassdoor.co.uk 2014 @glassdoor @holloman
Step 2: ARM your brand ambassadors
© Glassdoor.co.uk 2014 @glassdoor @holloman
Step 3: AMPLIFY your message
© Glassdoor.co.uk 2014 @glassdoor @holloman
Career Sites
“I love working at Marketo. We have a strong team of extremely talented people who are relentless overachievers. You can feel the buzz of energy as soon as you walk into the office.”
MarketoProfessional Services
Where to Amplify Your Message
Networking andEvents
Highlight the goodon career site and
social media
GlassdoorProfile
Twitter FacebookLinkedIn
© Glassdoor.co.uk 2014 @glassdoor @holloman
How to Top the Employer Branding Charts
© Glassdoor.co.uk 2014 @glassdoor @holloman
Read What Others Are Saying about You
© Glassdoor.co.uk 2014 @glassdoor @holloman
Be a Marketer
© Glassdoor.co.uk 2014 @glassdoor @holloman
Join the Conversation
© Glassdoor.co.uk 2014 @glassdoor @holloman
Measure ROI
© Glassdoor.co.uk 2014 @glassdoor @holloman
Questions?
© Glassdoor.co.uk 2014 @glassdoor @holloman
Claim Your FREE Basic Employer Profile!
Website:
http://glassdoor.com/employers
Twitter:
@Glassdoor
@holloman
Email:
Talent Leaders ConnectThe year ahead #TLConToday’s WiFi AccessNetwork: VENUE GUESTS, Password: EVENT
Startfolie
ONLINE ASSESSMENT & EASYJET CASE STUDY
Delivering Process Efficiency & New Hire Productivity
David Barrett, Managing Director, [email protected]
Risky & Tricky Jobs !
Some Jobs People Make Risk !
Do you trust your judgment ?
Safe & Unsafe ?
The Bottom Line: Retention & PerformanceMore Green & Less Red & Some Yellow
Strong Performer – But Leaves At Approx 2 yrs or earlier
Strong Performer & Stays 2yrs +
Weaker performer and leaves or stays at any time
OK performer and stays 2yrs +
Length Of Tenure
Per
form
ance
234
Who are cut-e Talent Solutions
- Design and implementation of online psychometric, competency based talent
assessment & development systems in 40 Asian & European languages
- Over 12 Million Candidates Per Annum Assessed
- Full suite of technical tests MS Office / IT / Call Center / Law / Accounting / Health
- Online self service video interviewing systems
- Full time consulting teams in 26 countries - London office on Chancery Lane
Professional advisory services provided for….....
- large scale recruitment, selection, retention, development, career management
- external and internal talent management systems & advisory
- individual assessments, assessment centers and development centers
• abilityScreening • personality
Selection
assessment
• 360Develo
pcapacit
y
• Culture values
align staff to corpor
ate values
235
Expanding the Online Talent Toolbox
Psychometric Assessments
Ability tests
Personality questionnaires
Situational Judgement Questionnaires
Video Interview System
Skills / Knowledge Tests
cut-eOnline
Assessment Hub
Online Candidate Management
System
236
4 Cases - Clear Communication Of ROI
• Dell - European Technical and Sales Consulting– Through use of cut-e shapes behavioural styles questionnaire connected with a custom risk management interview guide. New hires in model against 5 core behaviour areas achieve 36% more revenue and 42% more profit than alternate hiring methods
• Siemens – Though use of cut-e logical tests and interest inventories 7% improvement from 88% to 95% in successful completion of apprenticeship training. This equates to approx €4,200,000 ROI per annum in wage and training costs.
• Harveys Furniture – Second Largest Furniture Retailer In Europe – 14% sales gain in new hires using cut-e shapes and situational Judgment tools .
• easyJet Airline - use simple verbal test and situational judgment questionnaire to achieve. 40% reduction in interview volumes across EU to complete hiring 2,500 cabin crew per annum. Approx. 6,000 less interviewing hours cost and logistical expense.
238
Recruiting cabin crew, pilots and graduates at
easyJetAchieving process efficiency, quality of hire and
return on investment
239
240
A.T.S. and Online Assessment Tools StrategyOur Ambition:
• To reduce costs whilst delivering a robust end-to-end attraction, selection and on-boarding process
• To improve awareness of the easyJet employer brand across Europe• To introduce market leading, innovative and creative attraction,
assessment and selection methodologies to enhance the quality of people recruited
• To create a consistent, quality, candidate experience• To effectively screen large numbers using unsupervised online
assessments• To spend more quality time with those brought to final A/C• To improve assessment to hire ratios and post-hire performance metrics• Tools:
• RJP• Situational Judgement Questionnaire• Ability tests 240
241
Today, we are Britain's BIGGEST airline & 4th in Europe!
Over
135airports
Over
30countries
Over
600routes
Over
8000employees
Over
60mpassengers
(p.a.)
242
OUR BUSINESS IS GROWING
Source: full year report 2012 | * compared to 2011
+7.1% +27.9% +11.6%
In 2012,we flew
morepassengers*
In 2012,we made
more revenueper seat*
In 2012,we saw a
increase inProfit Before Tax
+8.2%
increase inprofit per seat*
58.4 million passengers £317 million
£4.81Profit Per Seat
£58.51 Revenue Per Seat
243
Our on time performance (OTP) is best in class
Source: as measured byflightstats.com (rolling 12 months)
Share of flights leaving within 15min of scheduled departure
244
And we’re proud to serve some of the most satisfied customers
Likelihood toRecommend *
FY 2
012
FY 2
011
FY 2
012
FY 2
011
79%
88%
79%
82%86%
43%
86%
Satisfactionwith
punctualityOverall
satisfaction
Source: Full Year Company Report FY11 / FY12GfK CSAT: H1 2010-11 (42,936) / H1 2011-12 (48,587)
* Based on asking easyJet customers who’ve flown with BA or Ryanair
245
Our A.T.S. and Online Assessment Tools Strategy
Our Ambition:• To reduce costs whilst delivering a robust end-to-end attraction,
selection and on-boarding process to take many thousands of staff
• To improve awareness of the easyJet employer brand across Europe
• To introduce market leading, innovative and creative attraction, assessment and selection methodologies to enhance the quality of people recruited
• To create a consistent, quality, candidate experience• To effectively screen large numbers using unsupervised online
assessments and improve face to face assessment and decision making
• To spend more quality time with those brought to final A/C• To improve assessment to hire ratios and post-hire performance
metrics• Tools:
• RJP• Situational Judgement Questionnaire• Ability tests• Custom reports and interview guides
The process – an overview
246
247
• Fully branded & informative site• Introduction of Taleo to manage online applications• Ensuring a smooth transition for applicants from point of
application
Cabin Crew Application Journey
247
248
• Interactive and fun, learning experience for candidates
• Informs candidates of suitability for role
• Encourages those aligned with culture, values of easyJet to apply
Realistic Job
Preview
248
249
Cabin Crew SJQ
249
250
Cabin Crew – Verbal Assessment
250
251
Full Oracle Taleo & cut-e Integration
• Introduced Taleo in January 2012 • Challenge to integrate testing results into the candidate
individual record to increase speed and consistency of the selection of candidates
• Introduced a combined rating for candidates by producing a ‘fit’ status
• Low ‘fit’ candidates removed from the process• Mid- high ‘fit’ candidates moved through to CV screen
251
The results
252
253
Year on Year outcome at Assessment centre for Cabin Crew
Year on year the assessment centre impact of including more robust testing earlier in the process became more visible:
2010/2011 41% conversion Paper based testing at Assessment
2011/2012 48% conversion Online ability and SJQ testing
2012/2013 55% conversion RJP, SJQ and online ability testing
The increase in conversions reduced the number of assessment centres to achieve the same number of successful candidates, improving the quality of hire.
The improved model required 586 less candidates at final a/c to reach correct quality of hire @ 185 GBP per candidate = 108,410 GBP saved just at A/C & Final Interviews – this does include screening process efficiency and candidate and assessor logistic costs
253
254
Overall outcome achieved for Cabin Crew• Interactive and engaging candidate experience
• Creation of custom designed tools • Selection model focuses on behaviour & culture fit • Reduction in screening of applications &
administrative activity• Leaner & more efficient selection process• Significant increase in onsite attendance to hire ratio
than previous selection model• Reduction in training failure• Increase in performance in roles – • Improved base feedback
254
Pilots, cabin managers & graduates
255
256
Pilots – First Officers - 2013• First Officers complete a
number of online assessments benchmarked against their peers (easyJet Pilot norm group)
• After screening, First Officers invited to attend AC
• Completed group, individual exercise & interview
• Assess key behaviours linked to success as a pilot
• Conversion rate at AC increased from 66% in 2012 to 71% in 2013
• Conversion rate at sim check increased from 67% to 75%
5% improved conversion at AC = Saving of £10,1508% increase through to sim =Saving of £9,750
256
257
Custom Reports Against Role Competence Model To Indicate Risk Areas
257
258
Role Specific Interview Guides
258
259
Graduates - 2013
Function Number of graduates recruited
IT 2Finance 3People 1
Commercial, Marketing and
Europe
3
Operations 5PMO 4Total 18
Assessment centre data• Six assessment centres in total• Each assessment centre delivered the
required yield• Earliest completion of graduate
recruitment process in three years• Fewest number of assessment centres
run in a single campaign, despite recruiting more than previous years
• Positive feedback received from the business on assessment centre structure and delivery
Assessment Process• Graduates completed a number of
online assessments to identify strengths in verbal, numerical and inductive capability
• Outcome of online assessments determined next stage of process
• Graduates attended a 1 day assessment event measuring competencies aligning to easyJet leadership model
• Objective evaluation of behaviour & suitability
• Achieved improved conversion at assessment (25%)
Any questions?
260
Talent Leaders ConnectThe year ahead #TLConToday’s WiFi AccessNetwork: VENUE GUESTS, Password: EVENT