Building Capability 2013 - Ian Newcombe RBS
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Building Capability 2013 - Ian Newcombe RBS

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Ian Newcombe from RBS's presentation at our May 2013 Building Capability Conference. 'The role of integrated online assessment in high volume recruitment'

Ian Newcombe from RBS's presentation at our May 2013 Building Capability Conference. 'The role of integrated online assessment in high volume recruitment'

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Building Capability 2013 - Ian Newcombe RBS Building Capability 2013 - Ian Newcombe RBS Document Transcript

  • 1The role of integrated online assessment in high volumerecruitmentIan Newcombe C.Psychol, C.Sci, AFBPsSHead of AssessmentIan.Newcombe@rbs.co.ukObjectives Group Talent at RBS Choosing, using and evaluating assessments in high volume scenarios Case Study – High volume assessment process redesign Questions and discussionSlide 2
  • 2Group Talent at RBSOperating modelSlide 3RBS Group TalentDirector,Group TalentPeople Strategy,Insights& ChangeEarly Career ResourcingExecutiveSearchDiversityand InclusionOrganisationalEffectivenessCultureDevelopmentLearning
  • 3Resourcing Operating ModelRetailM&IBBusiness ServicesGroup FunctionsRegionalFulfilment–ServiceandOperationsFulfilment–SpecialistFulfilment–ExecutiveSupport–AssessmentSupport–CandidateAttractionSupport–Policyandgovernance,BusinessMgtetcSlide 5Fulfilment–EarlyCareerSupport–CandidateSourcingHigh Volume AssessmentChoosing, using and evaluating toolsSlide 6
  • 4Sifting vs. Selection Selecting out (Sifting)Early removal of those who are least suited tothe role– Often online, high volume, low touchassessments Selecting inMore detailed assessment to identify the bestcandidates– Offline, higher touch assessmentsSifting options in high volume contexts Realistic job previews Fact based disqualifiers (e.g. experience, qualifications etc) Aptitude/ability tests (verbal, numerical etc) Personality/behaviour/motivation tools Telephone screening interviews Situational judgment measures
  • 5Sifting options in high volume contexts Realistic job previews– Pros• Simple, easy to implement within an Applicant Tracking system• Associated with positive candidate experience– Cons• Require regular updates and reviews to ensure that they remain current• Efficacy cannot be guaranteed as they encourage self selection rather than judge a candidate’s suitability Fact based disqualifiers (e.g. experience, qualifications etc)– Pros• Simple, easy to implement within an Applicant Tracking system– Cons• Blunt tools, easy to deselect people on spurious essential qualifications, insufficient on their own to manage the size of anapplicant pool Aptitude/ability tests (verbal, numerical etc)– Pros• Generally solid predictors of performance in roles where problem solving and/or capacity to learn is important– Cons• Potential adverse impact by gender or ethnicity, so should not be the sole decision-making tool Personality/behaviour/motivation tools– Pros• Relevance for tapping into corporate culture/values• Capacity to differentiate across roles (e.g. sales vs service orientation)• Generally limited adverse impact– Cons• Fakeability (therefore generally less predictive than tests) Telephone screening interviews– Pros• Can be structured and standardised – good way of managing volume prior to a f2f assessment• Good candidate experience – opportunity to speak to a real person– Cons• More resource intensive than other sift tools• Cannot be used in very high volumes Situational judgment measures– Pros• Provide good insight into the nature of the role• Generally measure different attributes to tests/questionnaires– Cons• Complexity to design and maintain in a fast changing environment.Define the role and identify the critical capabilities and experienceEstimate the overall candidate : hire ratio- previous experience- industry benchmarkingChoose assessments and their position in the funnel (estimate the selectionratios necessary at each stage)- Assessment characteristics, best practice, adverse impact etcModel the end to end process, integrate assessments, candidate comms etcPilotLiveEvaluationStaging the process
  • 6Factors to consider in the choice of Assessments Quality/Predictiveness– www.psychtesting.org.uk Cost Level of detail Time taken (both candidate and assessor) Relevance (tailored vs. off-the-shelf) Level of touch Technological sophistication Candidate experienceEvaluation standards Time to hire Cost per hire Candidate experience feedback Quality of hire– Typically composite metrics including:– Hiring manager satisfaction survey datae.g. would you rehire this individual?, rate your overall satisfaction with quality of hire– New hire appraisal datae.g. average performance rating for new employees in the first 12 months, percentageof employees gaining “achieves expectations or above” in first 12 months– Employee retention % in first 12 months of employment– Good QoH measurement is elusive
  • 7Service and OperationsEnd-to-end recruitment process re-engineering case studySlide 13Drivers for Change Business structure/strategy– Restructures in 2009 set out the need for a more cost-effectiveprocess– Greater use of online sifting– Greater use of more resource intensive assessments Short term tenure– Internal research highlighted that lack of clarity about jobrequirements was a key reason for STT Candidate feedback– Desire to enhance candidate experienceSlide 14
  • 8Service and Operations Roles Circa one third of total hires into the UK business Roles which make up much of the bank’s headcount– Annual salary range c. £14k-£20k Currently up to 50,000 applicants per year Found across the bank including Retail Banking and Business Services Five main role clusters:– Telephony Sales– Telephony Customer Service– Face to Face Customer Service– Payments and Processing– Customer Administration Automated recruitment process using online methodology supported byi-GRasp (ATS)Slide 15Process Workflow• Realistic Job Preview– Candidates preview job cluster scenarios to allow informed self selection• Online Assessment (WSA)– Structured questions to assess motivational, attitudinal and preference attributes for each volume role• Telephone assessment– Includes numeracy questions• Line Manager Interview– Structured Interview and Work sample assessmentsto assess observed task capabilities (e.g., customerengagement, learning procedures, carrying out administrationtasks)Enhanced Process*Non Contact rolesTelephoneOnlineFace-to-face**Contact rolesKey: *Non Contact Roles: Cash &CoinPass / FailPlanning &AttractionJobSearchRealisticJobPreviewGroupScreenCaptureCandidateDetails(CV upload)DiversityCaptureCandidateOfferPre-EmploymentScreening /Onboarding90%ProgressionRateOffer &OnboardingResourcing Services / Consultant / Manager Advice & OverviewCandidateDeclineOnlineAssessment50%ProgressionRateTelephoneAssessment55%ProgressionRateLineManagerInterview50%ProgressionRate**Contact Roles:F2F Customer Service; F2F Customer Adviser; Web Customer Adviser; Telephone Customer Service;Telephone Customer Adviser; Collections & Recoveries; Complaints; Processing / Customer AdministrationBusiness & ResourcingBusinessResourcingWorkforce /DemandPlanningVacancyAuthorisationRFI / PositionCreationVacancyKeyingAttraction
  • 9Assessments Implemented Realistic Job Preview– Information on typical activities undertaken and the characteristics of people who are likely to enjoythe role and those who are unlikely to enjoy the role– Encourages more self-selection by candidates by providing more detailed and realistic understandingof the role Online Assessment (WSA)– Motivational, attitudinal and preference attributes for each of the role clusters– Improved upon an older, “one size fits all” personality assessment– Content designed in-house and delivered by a third party test engine– And integrated into the ATS in order to provide a seamless assessment process Telephone Assessment– Delivered by an HR Shared Services team set up specifically to support recruitment activities– Focuses on key predictors of success, such as capability to engage with customers– Includes simple numerical screening questions– On-screen interview script for recruiters Line Manager Interview– Short term tenure assessment– Interview questions (situational and competency based)– Work sample exercisesSlide 17Slide 18Telephone Interview
  • 10Slide 19Telephone Interview (Numeracy)LMI STT Risk Assessment
  • 11LMI Situational QuestionsLMI Work Sample TestSlide 22
  • 12Evaluation – External benchmarking Online assessment the lowest cost of benchmarked organisations – c. 10%of the cost of the most expensive solution– In-house online assessment per-candidate cost of c. £0.25 Time savings and opportunity cost– 30% reduction on duration of telephone interview compared to pre-intervention– Overall costs of telephone assessment amongst the lowest of comparablecompanies surveyed Candidate quality improvements– LMI selection ratios moved from 1 in 3 to better than 1 in 2 (reduced drop-out andbetter candidates) Process improvement– Increase in candidate self-selection at the start of the process– Reduction in candidate drop-out later on in the process Candidate Experience– Candidate feedback is the most positive across all RBS recruitment processes(Alexander Mann, 2011)Slide 23Evaluation – QoH Qualitative feedback from hiring managers in 2011 that candidate QoH has improved. Improvement in quality of candidates in comparison with 2009 performance evaluations.Key differences:2009% Scoring veryhighly (8-10)**2011% Scoring veryhighly (8-10)**ImprovementHas a positive attitude to theirwork52% 61% 17%Engages well with customers 54% 63% 17%Comes into work on time 55% 76% 38%Is good at generatingleads/making sales37% 52% 40%Slide 24
  • 13Future Plans Review process in line with culture change/Purpose Vision and Valuesinitiative Continued focus on enhanced candidate experience– Multi-media online assessment simulations– Explore SJT options Integration with RBS Apprentice programmes Extend workflow methodology to additional roles– Branch managers, Assistant Branch managers– Improved global consistency – e.g. RBS Citizens in USAA few last pointsCOMMON MISCONCEPTIONS ABOUT ASSESSMENT Assessments do not automatically improve the quality of the overall applicantpool– they provide a more accurate stack-rank of your applicant pool. New assessment processes do not automatically improve hire quality– unless the current process is missing out the best people or you are attractingmore peopleIN SUMMARY, ASSESSMENTS BRING THE MOST VALUE… When there are a lot of applicants for a few roles (i.e. you can be highlyselective) When high performers bring about much greater business benefit than lowperformers When the current success rate is low
  • 14QuestionsSlide 27