Hiring in an Unfair Game: The Moneyball of Recruiting
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Hiring in an Unfair Game: The Moneyball of Recruiting

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ERE Webinar from 6/20/12, presented by Paul Basile.

ERE Webinar from 6/20/12, presented by Paul Basile.

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Hiring in an Unfair Game: The Moneyball of Recruiting Hiring in an Unfair Game: The Moneyball of Recruiting Presentation Transcript

  • Hiring in an Unfair Game: The Moneyball of Recruiting June 20, 2012Paul Basile, CEO Matchpoint Careers, Incpaul.basile@matchpointcareers.com
  • Introductions
  • POLL 1: who are we?•  In-house talent acquisition specialist•  Talent management specialist•  HR generalist•  Professional recruiter•  None of the above
  • POLL 2: Moneyball and me•  I know the Moneyball story very well•  I know Moneyball, but what’s the link to recruitment?•  I have heard, vaguely, of Moneyball•  I hate baseball•  I know who Brad Pitt is…
  • Why Moneyball?
  • Why Moneyball?
  • The Moneyball story
  • The Lessons of Moneyball
  • The Lessons of Moneyball
  • The Lessons of Moneyball
  • What’s the Moneyball of Recruiting?1.  Identify the problem to solve2.  Find the solution to that problem3.  Act on what we know: implement the solution4.  Eliminate everything else
  • 1. What’s the problem?What we want What we can afford
  • The difference top performers make Bottom 15% of Top 15% performers of performers $48,000 $80,000 $112,000 ↑↓ 40+%
  • How do we recruit now?
  • How do we recruit now?
  • How do we recruit now?
  • Our results
  • Our results
  • Our results
  • Our results
  • So, what’s going on?Selection approach False True positives positives True False negatives negatives Job performance
  • What we getSelection approach False True positives positives True negatives False negatives Job performance
  • What we want TrueSelection approach False positives positives True False negatives negatives Job performance
  • 2. The solution: predict performanceCorrelation coefficient 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 -0.1
  • Weak predictorsCorrelation coefficient 0.7 0.6 0.5 0.4 0.3 0.2 Unstructured interviews (0.18) Years of job experience (0.18) Weakly 0.1predictive Years of education (0.10) 0 Graphology (0.02) -0.1 Age (-0.1)
  • Medium predictorsCorrelation coefficient 0.7 0.6 0.5 Knowledge of the job (0.48) 0.4 Personality tests (0.40)Somewhat References (0.36) 0.3predictive 0.2 Unstructured interviews (0.18) Years of job experience (0.18) Weakly 0.1predictive Years of education (0.10) 0 Graphology (0.02) -0.1 Age (-0.1)
  • Strong predictorsCorrelation coefficient 0.7 Cognitive ability tests with behavioral assessment (0.67) 0.6 Cognitive ability tests (0.51)Powerfully 0.5 Structured interviews (0.51)predictive Knowledge of the job (0.48) 0.4 Personality tests (0.40)Somewhat References (0.36) 0.3predictive 0.2 Unstructured interviews (0.18) Years of job experience (0.18) Weakly 0.1predictive Years of education (0.10) 0 Graphology (0.02) -0.1 Age (-0.1)
  • Strong predictorsCorrelation coefficient 0.7 Cognitive ability tests with behavioral assessment (0.67) 0.6 Cognitive ability tests (0.51)Powerfully 0.5 Structured interviews (0.51)predictive Knowledge of the job (0.48) 0.4 Personality tests (0.40)Somewhat References (0.36) 0.3predictive 0.2 Unstructured interviews (0.18) Years of job experience (0.18) Weakly 0.1predictive Years of education (0.10) 0 Graphology (0.02) Adapted from I. Robinson and M. Smith, Personnel Selection (2001) British -0.1 Age (-0.1) Psychological Society
  • Predictive selection•  Cognitive ability•  Behavior•  PreferencesDifferentiators Employee performance
  • Predictive selection•  Cognitive ability Baselines•  Behavior•  Preferences •  Skills •  KnowledgeDifferentiators Employee performance
  • Example: Project Oxygen
  • Example: Project Oxygen Technical ability the least important success factor
  • 3. Act: Implement the solution
  • Measure the job demands
  • Measure candidate skills & knowledge
  • Measure candidate cognitive ability
  • Measure candidate cognitive ability
  • Measure candidate behaviors
  • Measure candidate behaviors
  • Measure candidate preferences
  • Bring the data togetherJob
  • Bring the data togetherJob Candidates
  • Bring the data togetherJob Candidates Rank & shortlist
  • Bring the data togetherJob Hire Candidates Rank & shortlist
  • Timing
  • TimingApplication Interviews / Psychometricforms / other assessmentsrésumés assessments Traditio nal rec ruitmen t pipeli ne
  • TimingApplication Interviews / Psychometricforms / other assessmentsrésumés assessments Traditio nal rec ruitmen t pipeli ne ine itme nt pipel ting recru anc e-predic PerformPsychometric Self-selection, Interviews /assessments employer- other specific assessments assessments
  • 4. Eliminate all else
  • What to eliminate
  • But is it practical?Candidate time
  • But is it practical?Candidate time< 1h 30 mins
  • But is it practical?Candidate time Employer time< 1h 30 mins
  • But is it practical?Candidate time Employer time< 1h 30 mins < 30 minutes
  • But is it practical?Candidate time Employer time Data processing time< 1h 30 mins < 30 minutes
  • But is it practical?Candidate time Employer time Data processing time< 1h 30 mins < 30 minutes < 1 minute
  • But is it practical?Candidate time Employer time Data processing time< 1h 30 mins < 30 minutes < 1 minute Current cost-per-shortlist $$$
  • But is it practical?Candidate time Employer time Data processing time< 1h 30 mins < 30 minutes < 1 minute Future cost-per-shortlist $$$
  • Results
  • Results
  • Results
  • Results
  • Recap: Winning an Unfair Game1.  Identify the problem to solve: - Get performance and get it reliably and affordably, while competing with richer, bigger players.
  • Recap: Winning an Unfair Game1.  Identify the problem to solve: - Get performance and get it reliably and affordably, while competing with richer, bigger players.2.  Find the solution to that problem - Predict performance; we know how to do it; the best companies do it – but don’t try to compete on their terms
  • Recap: Winning an Unfair Game1.  Identify the problem to solve: - Get performance and get it reliably and affordably, while competing with richer, bigger players.2.  Find the solution to that problem - Predict performance; we know how to do it; the best companies do it – but don’t try to compete on their terms3.  Act on what we know: implement the solution - Assess people, assess jobs; use technology to do this quicker and cheaper than traditional means
  • Recap: Winning an Unfair Game1.  Identify the problem to solve: - Get performance and get it reliably and affordably, while competing with richer, bigger players.2.  Find the solution to that problem - Predict performance; we know how to do it; the best companies do it – but don’t try to compete on their terms3.  Act on what we know: implement the solution - Assess people, assess jobs; use technology to do this quicker and cheaper than traditional means4.  Eliminate everything else - This is the hardest part; not done, you will lose an unfair game
  • Thank you Paul Basilepaul.basile@matchpointcareers.com