Building Capability 2013 - Outcome based Hiring, Tom Quayle

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Tom Quayle's presentation from our Building capability 2013 conference. 'Get your business to take people seriously, articulating the value outcomes of better selection'

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Building Capability 2013 - Outcome based Hiring, Tom Quayle

  1. 1. “Changing the Conversation”How to articulate the Value Outcomes ofbetter SelectionHello…
  2. 2. “People are our mostimportant asset”Heard this onebefore?
  3. 3. 6/10L+D managers agree thattraining budgets are the firstto be cut when times arehard
  4. 4. 52%Of employers currentlytrying to reduce recruitmentcosts
  5. 5. PerceivedValueActualBehaviourThe Disconnect…
  6. 6. WHAT THIS IS NOT WHAT THIS IS NOTWHAT THIS IS WHAT THIS ISWHAT THIS ISBEHAVIOURBEHAVIOURBEHAVIOUR £
  7. 7. Today1 32Addressingthe problemstatementExamplesof ValueConversationsChanging yourbehaviour
  8. 8. SYSTEMS PROCESSESOTHERPEOPLE£££TheProblem
  9. 9. How quicklydo YOU needthem?How manyhires doYOU need?WhatEXPERIENCEdo they need?Whatbudget doYOU have?TheProblemTheProblemTheProblemTheProblem
  10. 10. What wouldhappen if WEhired the wrongpeople?What wouldtruly great hiresdo for OURbusiness?What would hiringthe right people doto OUR marketshare/revenue…What would WE beable to do that WEcan’t do now whenwe hire the rightpeople?Value Conversations
  11. 11. Cost Per HireTime To HireShortlisted CVsPerformance Rating ?Hiring Manager Satisfaction?Employee Satisfaction ?Share Price?Attrition?Customer Satisfaction?Measuring Value
  12. 12. ROI = (V – V ) / If cTry this…Potentialfuture valuecreatedCurrentvalue beingcreatedInvestmentrequired
  13. 13. A singlemishirecosts UKPlc 4-14xthe basesalary…Example 1
  14. 14. Example 2ValuesMotivationsBehavioursIntellectExperienceHard ToChangeEasy ToChange75%Accurate25%Accurate
  15. 15. Example 3TimeQuota$Q 1 Q 2 Q 3 Q 4 Q 5 Q 6 Q 7 Q 8Authoritative PersuasiveVenturerPromotionalScientificCraftsman Diligence SpecialistOperationalReActiveAltruisticControlSocial InterestProActiveAltruisticCreativeAnalyticalIndividualist    
  16. 16. Example 4
  17. 17. Data Gather30% Attrition1 in 3 new startersfailed probationLow Performance insales teamHappy PlaceCreate a sales teamcapable of sellingmulti-product, newproduct and multi-year solutionsValue Statement£1,000,000increased revenuefrom new productand multi yeardealsHRFinanceBusinessSponsorMeasurementMulti year:£700K to £1,600KNew products:£700K to £2,500KBusiness CaseBy investing£100,000 in buildinga more accuraterecruitment process,we will deliver £1mof valueSalesDirector HRSales DirectorCEOCFODescribing theValue
  18. 18. TodayProjected£5.5msaving (3 yrs)Backthen…What does “Great”look like for Advisorand Guru roles?ValuesMotivationsBehavioursO2 wanted “fan generators” in their new look stores…Identify ResourcingChallengeshigh volumelabour intensemeasured experience, not ‘fit’And designed anew recruitmentprocess “toolkit”!New hiresdeliveringFAN scores ofover91%Increased CandidateExperience!
  19. 19. Implications•  Business value is clearly articulated•  Value outcomes are the measurement•  What Good Looks Like is clearly defined
  20. 20. Implications
  21. 21. ADDINGSUPPORTINGIMPROVINGDOINGExtra projects / Broader tasks outsidemy responsibility /Self developmentTomorrow’s number / Are wecontinuously improving? / Networkingand building relationships with broaderstakeholders / tomorrow’s revenue /Analysing marketplace and candidatetrendsInternal meetings / Admin tasksEmails / Using systems/ UpdatingreportsToday’s number / Candidate meetings /Interviews / Updating and preppinghiring managers / Attending updatemeetingsVALUE TO MY ROLELow HighFOCUSTodayTomorrowTry this!The Do.Model™
  22. 22. ADDINGSUPPORTINGIMPROVINGDOINGVALUE TO MY ROLELow HighFOCUSTodayTomorrowTry this!The Do.Model™
  23. 23. The Do.Model™% %TODAY TOMORROW
  24. 24. What are yougoing to donext?
  25. 25. Tom QuayleT: 07514 090283E: tomq@thechemistrygroup.comTw: @tquayleFollow us on Twitter: twitter.com/chemistrygrouphttp://thechemistrygroup.comThanks…

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