Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT

THE
NEW
HRM

Average tenure in the S&P 500
65 years
10 years
1930s
2000s

Brand
TALENT
POWER HAS SHIFTED FROM THE BRAND TO THE CONSUMER.

What CEOs Think of Marketing
Marketing is of
Critical Importance
Confidence in
Marketing to
Succeed

What CEOs Think of HR
HR is of Critical
Importance
Confidence in
HR to Succeed

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.

Think
Like a
Publisher

POWER
BEFORE
NOW
EMPLOYER
TARGET
CHANNEL
Brands
Markets
Mass Media
Consumers
Individuals
?
Talent
Individuals
?

Awareness
Consideration
Conversion
Loyalty
Advocacy

B2C = B2B = P2P
PRODUCT = COMPANY = EMPLOYER = PERSONAL

It’s Not About You
Don’t Promote, Educate

- Journalist = Academic = Employee
- Make Your Employees Heroes

Make a
Connection
PEOPLE “TRANSACT”
WITH COMPANIES
PEOPLE “BUY”
FROM PEOPLE
IN THE ABSENCE OF
SOMEONE TO BUY FROM,
THEY’LL TAKE RECOMMENDATIONS
FROM STRANGERS

TRANSPARENCY

FLAWSOME

Behind the Scenes

@toddwheatand

Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT
Rajeeb Dey
Employers views

Big Data and the factors impacting
employee attrition
Russell Beck
Head of Consulting
February 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?
Multibrand
Structure
2,500 £1.2bn £1.6bn
Managers and
consultants
Turnover
270+
5
10,000 75,000
Outsourced &
Managed services
contracts
th
Largest in
the UK
UK customers
Recruitment
spend under
management
Placed into work
each week

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
100 to 1
As a business example…..

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 uncovered
some 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 the
world 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 stream
of information.”

How does this apply to attrition…?
Data analysis of:
And this is what they found in relation to staff attrition:
8%
40
1.3bn
16%
11%
11%
60
54%
Macro Economic factors
Company Practices
Workforce Relationships
Job Characteristics
Worker Characteristics
50%

Macroeconomic factors
16%
Job openings and employment (seasonally adjusted, in thousands)
Attrition costs will rise
by 25% as resignations
returns to historical
norms

Dec-97
Jun-98
Dec-98
Jun-99
Dec-99
Jun-00
Dec-00
Jun-01
Dec-01
Jun-02
Dec-02
Jun-03
Dec-03
Jun-04
Dec-04
Jun-05
Dec-05
Jun-06
Dec-06
Jun-07
Dec-07
Jun-08
Dec-08
Jun-09
Dec-09
Jun-10
Dec-10
Jun-11
Dec-11
Jun-12
Dec-12
Jun-13
Dec-13
The same effect is already true within the UK
16%
Index of staff demand (seasonally adjusted)
80
70
60
50
40
30
20
Period of recession

Skills shortages will get worse
0
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%
58%
Increase in tenure for employees
if they live 0 – 5 miles from work
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
Job applicants know the system
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

Company Practices
Recruiters could lead employees to quit
11%
“Consistent of job function, industry or
country, recruiters often promised better
shifts, pay and advancement.”
33-54%
Percentage of workers who felt
misled or confused about shift
availability, compensation, or career
growth
5-20%
Percentage of workers that
researchers estimate that quit
due to misaligned expectations
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
“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
The more managers are
paid the better their
employees perform
Tenure
54%
Managers tenure at a
company does not lead to
better employee
performance

Worker characteristics
A workers previous job-related
experience does not predict
future performance or tenure…
11%
…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.”

Thanks
Russell Beck
07710 898904
russell.beck@impellam.com

Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT
War for Talent

The Rise of Mobile
Matt Alder
matt@metashift.co.uk
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

Exponential Growth
Imagine that this event is at Wembley.
We are sitting at the top of the stadium
metashift limited © 2013

Exponential Growth
One drop of water that doubles in size every minute
How Long Until We Drown?
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
do
Source 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 year
Google Consumer Survey 2013
metashift limited © 2013

Persuasion & Conversion
© MetaShift 2012
metashift limited © 2013

Persuasion Problem
metashift limited © 2013

Online Candidate Attraction
Social Media
At least 60% on
mobile
SEO
Google desktop
search declining
Email
More personal
email read on
mobile / tablet
Advertising
Persuasion
Apply or
Register
20% to 30% of
recruitment web
traffic on mobile
metashift limited © 2013

Social Media
SEO
At least 60% on
mobile
Google desktop
search declining
Email
More personal
email read on
mobile / tablet
Advertising
How much talent
is being leaked?
Can you multiply
ROI on current
activities?
20% to 30% of
recruitment web
traffic on mobile
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

Candidate Journey and Cloud Apply
Indeed Search for Software
Engineers in Peterborough
Career micro-site selling the
opportunity
Cloud Apply
metashift limited © 2013

Remember This?
One drop of water that doubles in size every minute
How Long Until We Drown?
metashift limited © 2013

Exponential Growth
After 45 mins the stadium is still 95% empty
metashift limited © 2013

Exponential Growth
But in 5 minutes later we will all be swimming
metashift limited © 2013

% Job Board
mobile web
traffic
Mobile Recruitment =
Exponential Growth
2010
Now
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

matt@metashift.co.uk
metashift limited © 2013

Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT

Hiring great tech talent
Joel Spolsky
CEO
Stack Exchange

co-founder
fog creek software
“The company where the best
developers want to work”

please come work for
us its fun
I am the Chief Human
Recruiting Officer
hello!

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

programmers
choose 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 recruiter
programmers don‟t like you
because you don‟t realize that

I tried to ask on Twitter why
programmers hate recruiters.
this crashed Twitter

steak dinner
they 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

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?
the joel test
12 quick sanity checks

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
make work remarkable, and people will remark

thank you.

Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT
Kirstie

How video technology is positively affecting the
world of recruiting…

Kirstie Kelly – Director
LaunchPad Recruits – video selection experts
helping businesses deliver a great candidate experience through technology
Over 15 years experience
recruitment, hospitality, technology, brand and communication

This session….
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…

What we do…

Find the best-fit
candidates
Video
helps you
identify…
the
hidden
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 a
range 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.

• There are very human
reasons why video is so
appealing…
Any businesses
where personality
matters
162

#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?
Clear EVP communication at every stage….
Attraction
Video ad‟s
First stage
screening
eligibility to
work
Interview
Validate CV
Assessing
experience
Testing
i.e Cut-e
Assessing
Seeing the
proof!
Video engagement and selection
Face to
Face
Interview
Offer and
Onboard
Video onboard

How do you
decide?
Stage three
Motivation
Stage Two
Stage One
Where do you start… usually from
the bottom up…
Attributes
Skills
Experience

How do you
decide?
Stage three
Experience
Skills
Attributes
Stage Two
Motivation
Stage One
Imagine flipping it on
its head… begin with
motivation and
attributes for right fit
candidates who know
what you want and
need…

How technology is
enabling candidate
engagement

The best job advert ever…
http://www.youtube.com/watch?v=j5Ftu3NbivE

1. Awareness /
Introduction to the
company
2. Campaign specific
/ Entry points
3. Making an
application
4. Assessment and
selection
Multiple chances to engage
and connect with candidates
Stages of engagement
8. Exit
communications
7. On-going
communications
6. First 90 days
5. From job offer to
first day

Sony bring the role alive

Harrods show the personality
behind the brand…

What candidates say they want?
Candidate Experience Awards 2013
Be honest &
transparent
Why do I want
to be in your
community?
Treat me
with respect
Can I please get some
feedback?
Remove the long
winded
application
process
181

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.

Kirstie Kelly
Office: 0207 183 0418
Mobile: 07787 130512
Email: kirstie@launchpadrecruits.com
Website: launchpadrecruits.com

Kirstie Kelly – Director
LaunchPad Recruits – video selection experts
helping businesses deliver a great candidate experience through technology
Office: 0207 183 0418
Mobile: 07787 130512
Email: kirstie@launchpadrecruits.com
Website: launchpadrecruits.com

Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT
Video 1
Video 2

Talent Leaders
February 2014
Ken Brotherston
Chairman, 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
Wisdom –
Best decision
Knowledge –
Implications &alternatives
Information –
Trends
Data –
Basic metrics
A new approach to finding talent

A smarter way to solve complex problems
Crowdsourcing
...an open call to a large group
First identified by Jeff Howe
– Wired Magazine in 2005
A new approach to finding talent

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

Crowdsourcing platforms that we all use
195

Crowdsourcing in recruitment …..it‟s not
if or when but how
A new approach to finding talent

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 Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT
Bill Boorman

THE CULT OF CULTURE
@BillBoorman


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
THE UK #CANDEES

DATING SITES – I LOOK LIKE THIS

CAREER SITES: THIS IS THE REALITY


Recruiters as marketeers

Brand attraction

Honesty

Experience

Apply

15% See a spec
THE PROBLEM


Connect: 7 months

Engage

Video

Peer to peer

CRM – ATS – CRM

Personal content and experience

Connection

The one to one mission
SOME THOUGHTS

Click to to edit Master title
Click edit Master title style
ASSEMBLE, ARM style AMPLIFY
AND
When Successful Employee Engagement
Becomes 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

Why Employer Branding Matters
84%
69%
of jobseekers would not
Would leave their current
take a a company with
job for job with a company
that had a bad reputation
an excellent reputation
© Glassdoor.co.uk 2014
@glassdoor @holloman

If you don‟t tell your story,
someone else will tell
read reviews before
accepting a job offer
their version of it
96%
© Glassdoor.co.uk 2014
@glassdoor @holloman

Glassdoor adaption in the UK & Beyond
British employers that engage
with their Glassdoor audience
Today British jobseekers
engage with
glassdoor.co.uk
609,000
times a month
UK traffic growth over 5 years
(Source: Software Advice Report, Jan 2014)
22M
members
6M
content
300K
companies
© Glassdoor.co.uk 2014
190
countries
15M
jobs
@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

Where to Amplify Your Message
Glassdoor
Profile
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.”
Marketo
Professional Services
Highlight the good
on career site and
social media
Networking and
Events
© Glassdoor.co.uk 2014
Twitter
Facebook
LinkedIn
@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:
christer.holloman@glassdoor.com
© Glassdoor.co.uk 2014
@glassdoor @holloman

Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT

Startfolie
ONLINE ASSESSMENT &
EASYJET CASE STUDY
Delivering Process Efficiency &
New Hire Productivity
David Barrett, Managing Director, cut-e
David.barrett@cut-e.com

Risky & Tricky Jobs !

Some Jobs People Make Risk
!

Do you trust your judgment ?

Safe & Unsafe ?

The Bottom Line: Retention & Performance
More Green & Less Red & Some Yellow
Performance
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
234

Who are cut-e Talent Solutions
Screening
ability
Selection
assessment
Develop
personality
capacity
360
align staff
to
corporate
values
Culture
values
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
235

Expanding the Online Talent Toolbox
Psychometric Assessments
Ability tests
Personality questionnaires
cut-e
Online Candidate
Management
System
Online
Assessment
Hub
Situational Judgement
Questionnaires
Video Interview System
Skills / Knowledge Tests
236

Some Clients……
237

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 easyJet
Achieving process efficiency, quality of hire and return on
investment
239

A.T.S. and Online Assessment Tools
Our Ambition:
Strategy
•
To reduce costs whilst delivering a robust end-to-end attraction, selection and onboarding 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
240

Today, we are Britain's BIGGEST airline & 4th in Europe!
Over
Over
Over
135
30
600
airports
countries
routes
Over
Over
8000
60m
employees
passengers
(p.a.)
241

OUR BUSINESS IS GROWING
In 2012,
we flew
In 2012,
we made
In 2012,
we saw a
+7.1%
+11.6%
+27.9%
+8.2%
more
passengers*
more revenue
per seat*
increase in
Profit Before Tax
increase in
profit per seat*
58.4 million
passengers
£58.51
Revenue Per Seat
£317 million
£4.81
Profit Per Seat
Source: full year report 2012 | * compared to 2011
242

Our on time performance (OTP) is best in class
Share of flights leaving within 15min of scheduled departure
Source: as measured byflightstats.com (rolling 12 months)
243

And we‟re proud to serve some of the most
satisfied customers
86%
88%
86%
82%
79%
79%
Satisfaction
with punctuality
FY 2012
FY 2011
FY 2012
FY 2011
43%
Overall
satisfaction
Likelihood to
Recommend *
Source: Full Year Company Report FY11 / FY12
GfK CSAT: H1 2010-11 (42,936) / H1 2011-12 (48,587)
* Based on asking easyJet customers who‟ve flown with BA or Ryanair
244

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
245

The process –
an overview
246

Cabin Crew
Application
Journey
•
•
•
Fully branded & informative site
Introduction of Taleo to manage online applications
Ensuring a smooth transition for applicants from point of application
247
247

Realistic
Job
Preview
•
•
•
Interactive and fun, learning
experience for candidates
Informs candidates of
suitability for role
Encourages those aligned
with culture, values of
easyJet to apply
248
248

Cabin Crew SJQ
249
249

Cabin Crew – Verbal Assessment
250
250

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
251

The results
252

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
253

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
254

Pilots, cabin managers &
graduates
255

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
5% improved conversion at AC =
Saving of £10,150
8% increase through to sim =
•
Saving of £9,750
Conversion rate at sim check
increased from 67% to 75%
256
256

Custom Reports Against Role Competence
Model To Indicate Risk Areas
257
257

Role Specific Interview Guides
258
258

Graduates - 2013
•
•
•
Function
Number of graduates
recruited
IT
2
Finance
3
People
3
Operations
5
PMO
4
Total
•
1
Commercial,
Marketing and Europe
••
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
Assessment centre data
leadership model
Six assessment centres in total
Objective evaluation of
Each assessment centre delivered the
behaviour & suitability
required yield
Achieved improved conversion at
Earliest completion of graduate recruitment
process in three (25%)
assessment years
18
••
• 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
259

Any questions?
260

Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT