the secret to success: why qualitative data in talent acquisition is the secret to success in...

WORKFORCE ACQUISITION & MANAGEMENT

STRATEGIES IN OIL & GAS

www.wfn360.com/l ive

THE SECRET TO SUCCESS Why Qualitative Data In Talent Acquisition Is The Secret To Success In Building Organizational Capability

Denise Mannix Global Director of Organizational Development & HR, Weatherford International


©Denise Mannix July 2014

the secret to success why qualitative data in talent acquisition is the secret to success in building organizational capability

Denise MannixWorkforceNEXT

Houston July 24, 2014


Pre-hire assessments are critical in providing essential data in not merely supporting and enhancing the hiring process but underpinning and optimizing the effort in, spend on and outcomes of post-hire development and management to drive exponential performance and program outcomes, both individual and organizational.

Discussion will center around -

1.The critical link between Talent Acquisition and Talent Development:Building Organizational capability starts during the process of Talent Acquisition – companies too often fall into the trap of using limited, outdated pre-hire checks when this is the most critical point in the Talent continuum

2.The Importance of Qualitative Data in Achieving Talent-Related Outcomes:Particularly given the ‘Big Shift’ and focus on ‘Big Data’ that has occurred, companies need to review and improve their qualitative data practices to optimize outcomes for both talent acquisition and talent development opportunities. The recruitment process should be integral to the talent development process, not separate.

3.Types of Pre-Hire Assessments that accelerate Talent Development and Organizational Capability:Understanding what types of assessments should be included in the pre-hire stage and how they optimize not only selection but are foundational to achieving workforce planning and career development outcomes is critical.

overview


perspectivesvarious & provocative


curren

t climate

The Big Shift

The Great Crew Change

Changed Demographics

Performance & Productivity Requirements

War for Talent


som

e statistics% of new hires that fail within 18 months

% of new hires that fail for attitudinal reasons not for lack of skill

% of organizations skip the reference check/ when done, 80% of time vital info is missed

Forbes01/23/12

Study tracking

20,000 new hires

Forbes01/23/12

Study tracking

20,000 new hires

Aberdeen Group

2013 Study


McKinsey study shows the value of hiring top performers:

%increase in profits in

management roles

%increase in

productivity in operations roles

% greater revenue

in sales positions

Source: McKinsey’s “War on Talent”

com

petitive ad

vantage


wh

at we all kn

ow

•the main reason people leave their job is . . .exit

• lack of requisite . . .career derailer

•Performance . . .predictor


TALENT GLOBAL/LOCAL

REFERENCE/

BACKGROUND

CHECKS

EXPERIENCE

ho

usto

n. . .

With a focus on . . .


NOMENCLATURE

SILOS

COMPENSATION

METRICS

traditio

nal H

R &

leaders


wh

at is a mu

st have?

The University Degree!


UNIVERSITY RANKINGS BASED ON SPECIFIC CRITERIA

PISA STUDY OF US HIGH SCHOOL STUDENTS HANDOUT

PRODUCTIVITY AND EDUCATION STANDARDS

yet the tru

th is . . .

RANKINGS

SCORES

CORRELATION


Biographical Data

Cognitive Ability Tests

Integrity TestsJob Knowledge Tests

Personality Tests Physical Ability Tests

PRE – HIRE ASSESSMENTS

Types of Employment

Tests

SIOS su

ggests . . .

Work Samples & Simulations

Society for Industrial and Organizational Psychology

SKILLSURVEY


and

wh

at else?

Emotional Intelligence

Improved Interview

Skills e.g ‘Truth &

Credibility’ training

Multi-Rater Pre-Hire

Assessment

Global Mindset

Inventory

TALENT POOL DATABASES / SKILL BANKS

NEW HIRE CAREEER &

DEVELOPMENT PLANS


my exp

erienceSO

UR

CIN

G Reliance on

- Job ads for sourcing

- Compliance

- Competitors / O&G

- Tenure

REF

EREN

CE

CH

ECK

ING - Poor, limited

or none

- Compliance

INTE

RV

IEW

ING - Over reliance

- Poor skills

- Too few/too many

- ‘Like me’ approach


talent or sciencefinding a solution


lies and

flaws

The candidate’s perspective

Discrepancies in ResumesADP Hiring

The Truth of Interviews

Brent Weiss and Robert S. Feldman, University of MassachusettsSelf-assessments


the ap

paren

t need

ensure ‘reference checks’ were completed as part of the routine talent acquisition process

identify a legal, compliant process

improve time taken

improve quality of feedback

improve consistency

improve retrieval of critical / relevant information, particularly behavioral in nature

improve hiring manager satisfaction / enhance HR partner role


build a more complete & qualitative picture – serving short & long term goals for candidates and the organization

provide better and earlier information about candidates not about reference – checking but enhanced data gathering

the real n

eedensure ‘reference checks’ were completed as part of the routine

talent acquisition process

identify a legal, compliant process

improve time taken

improve quality of feedback

improve consistency

improve retrieval of critical / relevant information, particularly behavioral in nature

improve hiring manager satisfaction / enhance HR partner role


loo

king fo

r science n

ot art

Reliability • To ensure consistency

Validity • To ensure behavior prediction

PYSCHOMETRIC INTEGRITY

Compliance• To show no adverse impact

or bias

“Talent Science is not about the technology,

but rather a mindset that sees data as a basis for decision making.” Gartner Analytics Hype Cycle, December 2013


getting to successAbout Pre-Hire 360


abo

ut p

re-hire 360

Pre-Hire360™

automates a new kind of

reference collection

and analysis to accurately

predict success in

each specific job.

• Process takes recruiter less than 1 minute per candidate

• Minimal candidate Information required – first name, last name, email, job title, and choose survey

• Candidate Enters reference information – takes approximately 5 minutes

• Candidate agrees to Consent

• Reference receives automated email from candidate• Reference verifies information entered by candidate• Reference completes assessment on candidate,

personal comments on strengths and could improves• Reference is asked their interest in new career

opportunities

• Report is available in 2 seconds

• Report comes in PDF

• Report aggregates all scores into 1 summary report

• Blue bar for all references• Orange bar for managers

• Recruiter alerted by email that report is ready to be finalized once minimum number has been reached

• System allows user to see live updates

PERFORMANCE = BEHAVIOR

• References, now passive candidates are added to customer’s proprietary database


Manager and peer ratings more predictive than self ratings

Peer Reviewed confirming –

Internal Consistency

Test-retest Consistency

Inter-rater Consistency

Predictor of involuntary turnover

Predictor of supervisor evaluations

No statistically significant difference based on Race/Ethnicity, Gender or Age

statistics are pred

ictive & …


85%

• Personal - the reference assessment request is delivered personally from the applicant

• Waiver - the candidate releases references/ organizations from liability

• Confidential - reference feedback is averaged into the Summary Report

reference p

articipatio

n


0 10 20 30 40 50 60 70 80 90

Minimal

Moderate

Great

Percent

Dev

elo

pm

enta

l Nee

d

Pre-Hire360 References Perceive That Up to 20% or More OfCandidates Have Moderate to Great Developmental Needs

Avoidable, High Risk

Coachable, Moderate Risk

decisio

n-m

aking


Team of 14 Industrial / Organizational Psychologists

350+ surveys based on specific job competencies

Behavioral safety

Hiring Managers and Interviewers have more data for interview purposes

Efficiencies in time and timing:Candidate response time (0.87 business days)Reference response time (0.75 business days)Report turn-around time (1.80 business days)

A 5 year-period study showed 95% reduction in time spent reference checking 9,727 Candidates

Decision-making power

satisfiers “The speed in which the candidates and referrals respond -- typically under 24hrs -- is much quicker than the way we did references in our past. Plus, the quality of candid feedback data helps us to effectively screen candidates. Finally, we’re identifying a terrific new passive candidate source through the opt-in option for references.”

Stacey MarrTalent Acquisition ManagerWeatherford (Canada)


Organization has 100 job openings

3 candidates apply on average for each job

= 300 candidates

3 candidates take Pre-Hire 360, providing 5 references each = 1,500 potential contacts

30% of references opt in = 450 passive candidates

bu

ild talen

t po

ols/skills b

anks


final commentssecret to success


add

ition

al success

LEADERSHIP DEVELOPMENT

PROGRAM

Types of Assessments

Selection of preferred candidates

Quick offers


no

n-silo

edtalen

t app

roach

TALENT ACQUISITION

TALENT DEVELOPMENT

TALENT MANAGEMENT

TALENT STRATEGY


Talent Acquisition (and the data) that drives it should effectively be driving our talent development and talent management in order to build, channel, accelerate and

reinforce organizational capability

Data and metrics

should inform about the

talent being acquired,

developed and managed not about the

process or tool being

used, or the effectiveness

of the user using it.

no

lon

ger recruitm

ent


AUTHOR: Denise MannixCONTACT DETAILS: [email protected]; +1 8325763446

ARTICLES:

‘Emergence of The New Breed’ May/June 2014 (Procurement Leaders)

‘Coming Out from Behind the Eight-Ball – A Fresh Look at the Next Generation of Work and Employees in Oil & Gas’ (OGHR)

‘Putting the ‘Trans’ into Performance . . . Linking individual performance with corporate performance to achieve organizational development success’ (Hanson Wade)

PLEASE NOTE: The article to support this presentation,

‘The Secret to Success - Why qualitative data in talent acquisition is the secret to success in building organizational capability’

will be available shortly.

mailto:[email protected]

TALENT MANAGEMENT, DEVELOPMENT AND ACQUISITION STRATEGIES IN ENERGY SUMMIT Tuesday, Sept 30th, 2014 | Omni Houston Hotel at Westside

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