Breakfast with The FIRM - PWC on assessment and selection

  • 1,890 views
Uploaded on

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

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

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
1,890
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
0
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Delivering assessment solutions
    PricewaterhouseCoopers
    23 June 2009
    PwC
  • 2. Contents
    Outline of Assessment Services team at PwC
    Use of assessment at PwC
    Student hires
    Experienced hires
    Assessing our top talent
    Current challenges for our use of assessment
    Future opportunities
  • 3. Section one
    Outline of Assessment Services team at PwC
  • 4. Slide 4
    © Assessment Services 2009
    Assessment Services at PwC
    Section one
    Global centre of excellence
    Driving global assessment standards and best practice
    Integral part of PwC’s recruitment offering
    Specialist team of 4 - Occupational psychologists (Chartered) and assessment specialists
    Work directly with Student and Experienced Recruitment
    Design assessment processes and tools
    Validate and monitor effectiveness
    Manage the use of assessment
    Training, feedback, fairness, standards
  • 5. Section two
    Use of assessment at PwC
    Student hires
    Experienced hires
  • 6. Slide 6
    © Assessment Services 2009
    How do we use assessment at PwC? For Student hires
    Student Recruitment at PwC:
    c.17,000 applicants per year
    c.1,100 hires per year
    Generalist route and some specialist routes – c. 10 different vacancy types
    Generalist route is rolling process
    Managed by team of 35 recruiters UK-wide
    Plus a central service centre to manage operations
    Section two
  • 7. Slide 7
    © Assessment Services 2009
    How do we use assessment at PwC? For Student hires – generalist route
    Section two
    HIRE
    Application form
    Online testing
    First interview
    Assessment day
    Group exercise
    Numerical
    reasoning
    P&P tests -
    Numerical, Logical
    Logical
    reasoning
    Written exercise
    Situational
    Judgement
    Questionnaire
    Senior interview
  • 8. Slide 8
    © Assessment Services 2009
    How do we use assessment at PwC? For Experienced hires
    Experienced Recruitment at PwC (not including Partners):
    c.45,000 applicants per year
    c.1,500 hires per year, c.30% of total hires were internal applicants
    Many small-volume roles, at all levels
    Often specialist roles
    Ongoing recruitment as and when vacancies come up
    Managed by team of 30 recruiters UK-wide
    Plus a central service centre to process offers
    Section two
  • 9. Slide 9
    © Assessment Services 2009
    How do we use assessment at PwC? For Experienced hires
    Section two
    HIRE
    CV
    First
    interview
    Assessment
    Second
    Interview
    Job analysis
    /selection of
    tools
    Written exercise
    P&P tests -
    Numerical, Logical
    Case study
    Personality
    questionnaire
  • 10. Slide 10
    © Assessment Services 2009
  • 11. Slide 11
    © Assessment Services 2009
  • 12. Slide 12
    © Assessment Services 2009
    Our global competency framework
    All assessment is designed to measure our Global Core Competencies
    Global framework
    10 competencies
    Across employee lifecycle
    www.pwc.com/uk/eng/car-exp/exp/apply.html
    www.pwc.com/uk/eng/car-inexp/student/home.html
    www.pwc.com/uk/eng/car-inexp/student/employability.html
    Each competency measured at least once through the interviews and other assessment exercises where used
    Preferably through observed evidence as well as reported evidence
    Section two
  • 13. Slide 13
    © Assessment Services 2009
  • 14. Section three
    Assessing our top talent
  • 15. Slide 15
    © Assessment Services 2009
    Partner and Director recruitment
    Clear and transparent process
    Assesses skills required in the role
    Strong emphasis on candidate experience
    Efficient – time is money
    Tough but fair assessment
    Parallel to internal process
    Section three
  • 16. Slide 16
    © Assessment Services 2009
    Our relationship with SHL
    PwC has the luxury of a team of inhouse psychologists
    • PwC global centre of expertise – advice, consultancy, delivery
    • 17. we can do much ourselves eg. design of process and some tools, some validation and modelling
    • 18. use SHL to support where necessary
    Assessment Services team uses SHL as an advisory partner
    • design of bespoke personality questionnaire output
    • 19. validation and modelling
    • 20. ongoing occasional analysis
    Section three
  • 21. Section four
    Current challenges for our use of assessment
  • 22. Slide 18
    © Assessment Services 2009
    Current challenges for our use of assessment
    Section four
    Increased applicant volumes in the marketplace
    Student Recruitment
    • sift more out upfront with online testing
    • 23. increased costs for online testing but saves Partner time and money down the line
    Experienced Recruitment
    • chance to pick cream of the crop
    • 24. use more thorough processes of assessment to ensure our hires are top quality and low risk
    Less cash for new external Experienced hires
    • more internal mobility – focus on redeployment, emphasis on transferable skills, assessment of ‘soft’ skills rather than ‘hard’ skills
    • 25. where internal and external candidates for the same role, assessment process must be suitable for both
  • Slide 19
    © Assessment Services 2009
    Current challenges for our use of assessment
    Section four
    Increasing assessment value for money
    • more inhouse design of assessment tools where possible
    • 26. making optimum use of assessment data from recruitment process
    Keeping incumbent key talent engaged
    • joined-up talent management, talent pools, links in with other areas of the firm eg. L&D, Reward, Engagement
    • 27. use of assessment in other areas of the firm eg. L&D on training and development programmes
  • Section five
    Future opportunities
  • 28. Slide 21
    © Assessment Services 2009
    Future opportunities
    Continued use of technology to enhance assessment process
    Increased use of applied/work sample assessment
    Align recruitment more effectively with people processes
    Broader use of assessment
    Introduction of objective assessment to Partner process
    Increasing global reach of assessment centre of excellence
    Section five
  • 29. Slide 22
    © Assessment Services 2009
    Any questions?
  • 30. Tamsin Martin
    Assessment Services
    tamsin.martin@uk.pwc.com
    0207 804 0642
    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.
    © 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.
    PwC