Using  Smart  Assessment  Technology  the  “Ricoh  Way”  

Mike  Bishop,  Na>onal  Resourcing  Director    Ricoh  UK  and  Ireland  

e:michael.bishop@ricoh.co.uk      

The  way  we  think  about  and  handle  informa>on  has  changed...  

Ricoh  –  Who  are  we?  

•  Japanese  organisa>on  Headquarters  in  Tokyo  •  Presence  in  130  countries    •  T/o  $130bn  worldwide  •  Manufactures  of  Mul>func>onal  devices  –  purveyors  of  IT  Services  

•  Document  Management  specialists.    •  Forbes  list  us  as  no  7  –  largest  IT  company  in  the  world  (January  2014)  

What  does  Ricoh  offer  customers?  

•  Document  services:  office  and  prin>ng  equipment,  full  document  

managed  service,  digitalisa>on  and  networking  of  office  equipment,  

support  services  for  these  devices  

•  IT  solu1ons:  safe-­‐guarding  informa>on,  security  checks,  IT  support  

services,  procurement  services  and  configura>on  of  hardware  and  

so`ware,  diagnos>c  services,  consul>ng  services,  informa>on  sharing  and  

processing  services  

•  Help  organisa>ons  meet  the  challenges  of  today’s  office  environment  and  

reduce  environmental  impact  with  Total  Green  Office  Solu1ons  

What  makes  Ricoh  abrac>ve  to  customers?  •  A  broad  range  of  services    •  Very  price  compe11ve  solu>ons;  aims  to  deliver  value  to  

customers  •  Value-­‐added  services  in  place;  5-­‐>ered  solu>ons  structure    •  Up-­‐to-­‐date  solu>ons;  services  evolve  customer  needs  evolve  •  Knowledge  ,  exper1se  and  expert  advice  •  Solu>ons  enhance  1me-­‐effec1veness,  produc1vity  &  control  costs  •  Build  customised  solu1ons  based  on  client  situa>on  and  needs  •  Wide  client  base  from  major  corpora>ons,  government  bodies,  

educa>onal  ins>tu>ons  and  small-­‐to-­‐medium  enterprises  •  Commibed  to  reducing  environmental  footprint,  crea>ng  a  

‘paperless’  office;  overall  aiding  corporate  social  responsibility  

Market  Context  •  Fiercely  compe>>ve,  price-­‐driven  market  has  lead  us  to  a  

service  based  mentality  

•  Many  compe>tors  –  need  an  “edge”  –  focus  on  our  customers  and  make  them  more  important  than  ever  before  

 •  Technology  is  rapidly  changing,  we  need  to  be  at  the  

forefront  of  innova>on    •  Threats  &  opportuni>es  as  new  solu>ons  are  designed,  

e.g.  cloud    technology  -­‐  demonstra>ng  a  winning  spirit.    

Our  current  situa>on  

•  3000  UK  and  Ireland  employees  •  400  vacancies  recruited  a  year.  •  Abri>on  15%  •  Resourcing  team  of  4  •  80%  direct  hiring  ra>o  –  20%  recruitment  partners  

•  Complete  360  turnaround  since  2008  •  Yearly  savings  of  £1.2m  •  Total  savings  over  £8m  in  fees.    

Our  core  employee  values?  The  Ricoh  Way  Ricoh,  our  customers  and  the  world  we  live  in  are  changing  rapidly.    As  such  Ricoh  needs  to  evolve  and  change  to  remain  compe>>ve.    Therefore  being  able  to  react  to  new  trends  more  quickly  and  create  new  products  and  services  is  vital  in  order  for  Ricoh  to  be  able  to  offer  value  to  our  customers.    To  support  this,  Ricoh  launched  the  global  management  philosophy  "The  Ricoh  Way",  a  set  of  values  shared  amongst  all  Ricoh  Group  companies  and  is  the  founda>on  of  all  our  daily  ac>vi>es.    It  consists  of  founding  principles,  The  Spirit  of  Three  Loves,  and  our  Mission,  Vision  and  Values  for  the  17th  MTP.                                                                                                                        •  to  have  a  winning  spirit,    •  to  show  dedica>on  to  innova1on  and  teamwork,    •  to  demonstrate  a  customer  centric  focus,  and    •  to  commit  to  the  highest  standards  of  ethics  and  integrity.      By  demonstra>ng  The  Ricoh  Way  in  our  day-­‐to-­‐day  work,  we  will  be  able  to  remain  compe>>ve  and  innova>ve  in  all  we  do,  to  support  our  business  transforma>on.    

What  kind  of  Person?  

The  Ricoh  Way  -­‐  Winning  Spirit  -­‐  Innova>on  -­‐  Teamwork  -­‐  Customer  Centricity  -­‐  Ethics  &  Integrity  

Winning  Spirit  

•  Understanding  the  business  vision,  mission  and  strategy  will  allow  employees  to  develop  solu>ons  or  take  ac>ons  that  will  fulfil  organisa>onal  needs.  Having  a  strong  business  and  commercial  sense  in  order  to  evaluate  business  risks,  opportuni>es  and  trends.  This  sense  allows  the  individual  to  inspire  others.  

Innova>on  

•  The  ability  to  generate  new  ideas  and  crea>ve  alterna>ves  to  current  methods  of  doing  business  to  enhance  overall  quality  and  performance  within  the  organisa>on.  Innova>on  and  crea>vity  allows  employees  to  make  changes  to  processes  and  procedures  and  implement  new  ways  of  doing  things.  It  encourages  ques>oning  the  status  quo  and  improving  things  for  customers  and  colleagues.  

Teamwork  

•  The  ability  to  ac>vely  work  and  cooperate  with  colleagues  and  clients  in  order  to  achieve  a  common  set  of  team  results  or  objec>ves  in  a  manner  which  will  op>mise  and  enhance  a  posi>ve  work  environment.  Teamwork  and  collabora>on  is  enhanced  when  you  are  able  to  value  the  input  and  ideas  of  other  team  members  in  order  to  achieve  common  goals.  

Customer  Centricity  •  Determining,  mee>ng  and  exceeding  customer  expecta>ons.  This  includes  being  able  to  develop  client  rela>onships  built  on  trust  as  well  as  delivering  the  appropriate  solu>ons  tailored  to  client  needs.  This  behaviour  aims  at  understanding  customers’  business  in  order  to  develop  and  deliver  appropriate  solu>ons  to  meet  their  needs.  The  commitment  to  serve  and  sa>sfy  the  needs  of  other  is  key  to  this  competency.  This  applies  not  only  to  external  customers  but  to  all  rela>onships.  

Ethics  &  Integrity  

•  Ac>ons  are  based  on  stable  values  driven  by  The  Ricoh  Way.  Employees  ac>vely  take  on  responsibility  and  ownership  of  own  and  others  ac>ons  and  resul>ng  outcomes.  These  ac>ons  take  place  in  a  consistent  way  with  honesty,  trusuulness.  Conflicts  are  recognised  and  managed  in  an  objec>ve  manner.  

What  kind  of  Talent  Solu>on?  

•  Easy  to  communicate  and  distribute  in  decentralised  structures  

•  Scalable  at  low  HR  resource  •  Ease  of  connec>vity  to  applicant  tracking  systems  and  learning  management  systems  

•  Predic>ve  of  HR  metrics  •  Customised  to  Ricoh  requirements  

The  Solu>on  Ricoh  and  Cut-­‐e  

Shapes  Work  Style  Ques>onnaire  

Shapes  Work  Style  Ques>onnaire  •  direc>ng  •  persuasive  •  socially  confident  •  sociable  •  agreeable  •  behavioural  •  prudent  •  focused  on  results  •  systema>c  

•  conscien>ous  •  analy>cal  •  conceptual  •  imagina>ve  •  open  to  change  •  autonomous  •  achieving  •  compe>>ve  •  energe>c  

Approach  

1.  Map  the  personal  abributes  measured  by  Shapes  to  the  Ricoh  way;  e.g.  

Ricoh  Way:  Innova1on  

“Is  able  to  look  at  things  from  different  points  of  view”  

Shapes  Analy>cal:  data-­‐driven;  grasps  complex  issues  and  problems;  iden>fies  the  core  of  a  problem;  evaluates  informa>on  thoroughly  

Approach  

2.  Test  to  see  if  the  mapping  is  evident  in  the  data;  e.g.  

– Are  people  in  our  sample  who  indicate  a  tendency  to  be  more  Analy>cal  rated  higher  on  Innova>on  from  their  Power2Perform  appraisal?  

Approach  

3.  Implement  a  customised  output  report  that  iden>fies  poten>al  strengths  and  areas  for  development,  based  on  the  findings  of  the  research  

Research  Findings  

•  Managers  are  good  at  differen>a>ng  the  areas  of  the  Ricoh  Way  measured  at  the  performance  appraisal  

•  Ra>ngs  given  in  the  performance  management  process  are  generally  high  

•  We  see  strong  rela>onships  between  Shapes  and  the  different  areas  of  the  Ricoh  way  where  we  expect  to  see  them  

•  The  data  also  suggest  some  role  level  differen>a>on  

Research  Findings:  Example  

Q.  What  kind  of  person  is  rated  higher  on  Winning  Spirit?  

A.  Someone  who...  ...tends  to  take  a  long  term,  more  strategic  view  ...enjoys  working  with  concepts  and  ideas  ...analyses  problems  thoroughly  (Levels  1&2)  ...likes  to  control  projects  and  people  (Level  3)  

The  Report  

What  difference  does  it  make?  

Example:  Based  on  a  ‘fit’  score  from  Shapes  for  Winning  Spirit...    ...44%  of  the  ‘lower  fit’  group  have  a  ra>ng  of  4  or  greater  on  ‘Winning  Spirit’    ...55%  of  the  ‘higher  fit’  group  have  a  ra>ng  of  4  or  greater  on  ‘Winning  Spirit’  

Where  next?  

•  Road  test  report  before  full  implementa>on  •  Fine  tuning  –  constant  process  as  our  business  evolves  

•  Full  rollout  phased  in  through  2  main  areas.  Ini>ally  to  all  people  we  are  looking  to  interview,  then,  when  trusted  as  a  selec>on/de-­‐selec>on  tool    

•  European  role  out  •  Global  role  out.    

What  have  we  learnt?  

•  Preferred  work  style  can  be  a  powerful  way  of  understanding  core  values  and  support  business  transforma>on  

•  Manager  &  Senior  Manager  buy-­‐in  to  the  model  is  cri>cal:  they  must  believe  in  it  and  use  it  as  their  ‘currency  of  performance’  

•  Empower  the  end  user  rather  than  instruct  them,  and  keep  their  goals  in  mind  (e.g.  run  an  effec>ve  and  efficient  interview)  

Our  Aims  

•  Reduc>on  of  interview  hours  by  5,000  in  year  one.  (intangible  cost  saving)    

•  Reduc>on  of  recuitment  admin  by  45%  year  one  

•  Abri>on  to  be  reduced  by  2%  by  end  of  year  one  in  tested  employees.    

•  Cost  saving  in  excess  of  £200,000  in  year  one  •  Increase  in  performance  overall  of  tested  employees  –  efficiencies.    

   

Thank  You    And    

Ques>ons