Breakfast with The FIRM - PWC on assessment and selection

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A presentation from Tamsin Egerton at PWC giving an insight into how they use assessment and selection tools and techniques

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Breakfast with The FIRM - PWC on assessment and selection

  1. 1. Delivering assessment solutions<br />PricewaterhouseCoopers<br />23 June 2009<br />PwC<br />
  2. 2. Contents<br />Outline of Assessment Services team at PwC<br />Use of assessment at PwC<br /> Student hires <br /> Experienced hires<br />Assessing our top talent<br />Current challenges for our use of assessment<br />Future opportunities<br />
  3. 3. Section one<br />Outline of Assessment Services team at PwC<br />
  4. 4. Slide 4<br />© Assessment Services 2009<br />Assessment Services at PwC<br />Section one<br />Global centre of excellence <br />Driving global assessment standards and best practice<br />Integral part of PwC’s recruitment offering<br />Specialist team of 4 - Occupational psychologists (Chartered) and assessment specialists<br /> Work directly with Student and Experienced Recruitment<br />Design assessment processes and tools<br />Validate and monitor effectiveness<br />Manage the use of assessment <br />Training, feedback, fairness, standards<br />
  5. 5. Section two<br />Use of assessment at PwC<br /> Student hires<br /> Experienced hires<br />
  6. 6. Slide 6<br />© Assessment Services 2009<br />How do we use assessment at PwC? For Student hires<br />Student Recruitment at PwC:<br />c.17,000 applicants per year<br /> c.1,100 hires per year<br /> Generalist route and some specialist routes – c. 10 different vacancy types<br /> Generalist route is rolling process<br /> Managed by team of 35 recruiters UK-wide<br /> Plus a central service centre to manage operations<br />Section two<br />
  7. 7. Slide 7<br />© Assessment Services 2009<br />How do we use assessment at PwC? For Student hires – generalist route<br />Section two<br />HIRE<br />Application form<br />Online testing<br />First interview<br />Assessment day<br />Group exercise<br />Numerical<br />reasoning<br />P&P tests - <br />Numerical, Logical<br />Logical<br />reasoning<br />Written exercise<br />Situational <br />Judgement <br />Questionnaire<br />Senior interview<br />
  8. 8. Slide 8<br />© Assessment Services 2009<br />How do we use assessment at PwC? For Experienced hires<br />Experienced Recruitment at PwC (not including Partners):<br />c.45,000 applicants per year<br /> c.1,500 hires per year, c.30% of total hires were internal applicants<br /> Many small-volume roles, at all levels<br /> Often specialist roles<br /> Ongoing recruitment as and when vacancies come up<br /> Managed by team of 30 recruiters UK-wide<br /> Plus a central service centre to process offers<br />Section two<br />
  9. 9. Slide 9<br />© Assessment Services 2009<br />How do we use assessment at PwC? For Experienced hires<br />Section two<br />HIRE<br />CV<br />First <br />interview<br />Assessment<br />Second <br />Interview<br />Job analysis<br />/selection of <br />tools<br />Written exercise<br />P&P tests - <br />Numerical, Logical<br />Case study<br />Personality <br />questionnaire<br />
  10. 10. Slide 10<br />© Assessment Services 2009<br />
  11. 11. Slide 11<br />© Assessment Services 2009<br />
  12. 12. Slide 12<br />© Assessment Services 2009<br />Our global competency framework <br />All assessment is designed to measure our Global Core Competencies<br />Global framework<br /> 10 competencies <br /> Across employee lifecycle<br /> www.pwc.com/uk/eng/car-exp/exp/apply.html<br /> www.pwc.com/uk/eng/car-inexp/student/home.html<br /> www.pwc.com/uk/eng/car-inexp/student/employability.html<br /> Each competency measured at least once through the interviews and other assessment exercises where used<br /> Preferably through observed evidence as well as reported evidence<br />Section two<br />
  13. 13. Slide 13<br />© Assessment Services 2009<br />
  14. 14. Section three<br />Assessing our top talent<br />
  15. 15. Slide 15<br />© Assessment Services 2009<br />Partner and Director recruitment<br />Clear and transparent process<br />Assesses skills required in the role<br />Strong emphasis on candidate experience<br />Efficient – time is money <br /> Tough but fair assessment<br /> Parallel to internal process <br />Section three<br />
  16. 16. Slide 16<br />© Assessment Services 2009<br />Our relationship with SHL<br />PwC has the luxury of a team of inhouse psychologists<br /><ul><li>PwC global centre of expertise – advice, consultancy, delivery
  17. 17. we can do much ourselves eg. design of process and some tools, some validation and modelling
  18. 18. use SHL to support where necessary </li></ul>Assessment Services team uses SHL as an advisory partner<br /><ul><li>design of bespoke personality questionnaire output
  19. 19. validation and modelling
  20. 20. ongoing occasional analysis</li></ul>Section three<br />
  21. 21. Section four<br />Current challenges for our use of assessment<br />
  22. 22. Slide 18<br />© Assessment Services 2009<br />Current challenges for our use of assessment<br />Section four<br />Increased applicant volumes in the marketplace<br /> Student Recruitment<br /><ul><li>sift more out upfront with online testing
  23. 23. increased costs for online testing but saves Partner time and money down the line</li></ul> Experienced Recruitment <br /><ul><li>chance to pick cream of the crop
  24. 24. use more thorough processes of assessment to ensure our hires are top quality and low risk</li></ul>Less cash for new external Experienced hires <br /><ul><li>more internal mobility – focus on redeployment, emphasis on transferable skills, assessment of ‘soft’ skills rather than ‘hard’ skills
  25. 25. where internal and external candidates for the same role, assessment process must be suitable for both</li></li></ul><li>Slide 19<br />© Assessment Services 2009<br />Current challenges for our use of assessment<br />Section four<br />Increasing assessment value for money<br /><ul><li>more inhouse design of assessment tools where possible
  26. 26. making optimum use of assessment data from recruitment process</li></ul>Keeping incumbent key talent engaged<br /><ul><li>joined-up talent management, talent pools, links in with other areas of the firm eg. L&D, Reward, Engagement
  27. 27. use of assessment in other areas of the firm eg. L&D on training and development programmes </li></li></ul><li>Section five<br />Future opportunities<br />
  28. 28. Slide 21<br />© Assessment Services 2009<br />Future opportunities<br />Continued use of technology to enhance assessment process<br />Increased use of applied/work sample assessment<br />Align recruitment more effectively with people processes<br />Broader use of assessment<br />Introduction of objective assessment to Partner process<br />Increasing global reach of assessment centre of excellence<br />Section five<br />
  29. 29. Slide 22<br />© Assessment Services 2009<br />Any questions?<br />
  30. 30. Tamsin Martin<br />Assessment Services<br />tamsin.martin@uk.pwc.com<br />0207 804 0642<br />This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents accept no liability, and disclaim all responsibility, for the consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. <br />© 2008 PricewaterhouseCoopers LLP. All rights reserved. 'PricewaterhouseCoopers' refers to PricewaterhouseCoopers LLP (a limited liability partnership in the United Kingdom) or, as the context requires, other member firms of PricewaterhouseCoopers International Limited, each of which is a separate and independent legal entity.<br />PwC<br />

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