Presentation given by Denise Mannix - Global Director of Organizational Development & HR, Weatherford International at the WorkforceNEXT July Forum: Workforce Acquisition & Management Strategies in Oil & Gas on July 24, 2014.

1. WORKFORCE ACQUISITION
& MANAGEMENT
STRATEGIES IN OIL & GAS
www.wfn360.com/live

2. THE SECRET TO SUCCESS
Why Qualitative Data InTalentAcquisition IsThe Secret To
Success InBuilding Organizational Capability
Denise Mannix Global Director of Organizational Development & HR,
Weatherford International
www.wfn360.com/live

3. ©Denise Mannix July 2014
the secret to success
why qualitative data in talent acquisition is the secret to success in building
organizational capability
Denise Mannix
WorkforceNEXT
Houston
July 24, 2014

4. ©Denise Mannix July 2014
Pre-hire assessments are critical in providing essential data in not merely supporting and
enhancing the hiring process but underpinning and optimizing the effort in, spend on and
outcomes of post-hire development and management to drive exponential performance and
program outcomes, both individual and organizational.
Discussion will center around -
1.The critical link between Talent Acquisition and Talent Development:
Building Organizational capability starts during the process of Talent Acquisition – companies too
often fall into the trap of using limited, outdated pre-hire checks when this is the most critical point
in the Talent continuum
2.The Importance of Qualitative Data in Achieving Talent-Related Outcomes:
Particularly given the ‘Big Shift’ and focus on ‘Big Data’ that has occurred, companies need to
review and improve their qualitative data practices to optimize outcomes for both talent acquisition
and talent development opportunities. The recruitment process should be integral to the talent
development process, not separate.
3.Types of Pre-Hire Assessments that accelerate Talent Development and Organizational Capability:
Understanding what types of assessments should be included in the pre-hire stage and how they
optimize not only selection but are foundational to achieving workforce planning and career
development outcomes is critical.
overview

5. ©Denise Mannix July 2014
perspectives
various & provocative

6. ©Denise Mannix July 2014
currentclimate
The Big
Shift
The Great
Crew Change
Changed
Demographics
Performance &
Productivity Requirements
War for
Talent

7. ©Denise Mannix July 2014
somestatistics
% of new hires that fail within 18 months
% of new hires that fail for attitudinal
reasons not for lack of skill
% of organizations skip the reference check/
when done, 80% of time vital info is missed
Forbes
01/23/12
Study
tracking
20,000 new
hires
Forbes
01/23/12
Study
tracking
20,000 new
hires
Aberdeen
Group
2013 Study

8. ©Denise Mannix July 2014
McKinsey study shows the value of hiring top performers:
%
increase in
profits in
management
roles
%
increase in
productivity in
operations roles
%
greater revenue
in sales
positions
Source: McKinsey’s “War on Talent”
competitiveadvantage

9. ©Denise Mannix July 2014
whatweallknow
•the main reason people
leave their job is . . .exit
• lack of requisite . . .career
derailer
•Performance . . .
predictor

10. ©Denise Mannix July 2014
TALENT GLOBAL/LOCAL
REFERENCE/
BACKGROUND
CHECKS
EXPERIENCE
houston...
With a focus on . . .

11. ©Denise Mannix July 2014
NOMENCLATURE
SILOS
COMPENSATION
METRICS
traditionalHR&leaders

12. ©Denise Mannix July 2014
whatisamusthave?
The
University
Degree!

13. ©Denise Mannix July 2014
UNIVERSITY RANKINGS BASED ON SPECIFIC CRITERIA
PISA STUDY OF US HIGH SCHOOL STUDENTS HANDOUT
PRODUCTIVITY AND EDUCATION STANDARDS
yetthetruthis...
RANKINGS
SCORES
CORRELATION

14. ©Denise Mannix July 2014
Biographical
Data
Cognitive Ability Tests
Integrity Tests
Job Knowledge Tests
Personality Tests Physical Ability Tests
PRE – HIRE ASSESSMENTS
Types of
Employment
Tests
SIOSsuggests...
Work Samples &
Simulations
Society for Industrial
and Organizational Psychology
SKILLSURVEY

15. ©Denise Mannix July 2014
andwhatelse?
Emotional
Intelligence
Improved
Interview
Skills
e.g ‘Truth &
Credibility’ training
Multi-Rater
Pre-Hire
Assessment
Global
Mindset
Inventory
TALENT POOL
DATABASES /
SKILL BANKS
NEW HIRE
CAREEER &
DEVELOPMENT
PLANS

16. ©Denise Mannix July 2014
myexperience
SOURCING
Reliance on
- Job ads for
sourcing
- Compliance
- Competitors /
O&G
- Tenure
REFERENCECHECKING
- Poor, limited
or none
- Compliance
INTERVIEWING
- Over reliance
- Poor skills
- Too few/too
many
- ‘Like me’
approach

17. ©Denise Mannix July 2014
talent or science
finding a solution

18. ©Denise Mannix July 2014
liesandflaws
The candidate’s
perspective
Discrepancies in Resumes
ADPHiring
The Truth ofInterviews
BrentWeissandRobert S.Feldman,University ofMassachusetts
Self-assessments

19. ©Denise Mannix July 2014
theapparentneed
ensure ‘reference checks’ were completed as part of the routine
talent acquisition process
identify a legal, compliant process
improve time taken
improve quality of feedback
improve consistency
improve retrieval of critical / relevant information, particularly
behavioral in nature
improve hiring manager satisfaction / enhance HR partner role

20. ©Denise Mannix July 2014
 build a more complete & qualitative picture – serving short &
long term goals for candidates and the organization
 provide better and earlier information about candidates
 not about reference – checking but enhanced data gathering
therealneed
ensure ‘reference checks’ were completed as part of the routine
talent acquisition process
identify a legal, compliant process
improve time taken
improve quality of feedback
improve consistency
improve retrieval of critical / relevant information, particularly
behavioral in nature
improve hiring manager satisfaction / enhance HR partner role

21. ©Denise Mannix July 2014
lookingforsciencenotart
Reliability • To ensure consistency
Validity • To ensure behavior
prediction
PYSCHOMETRIC
INTEGRITY
Compliance
• To show no adverse impact
or bias
“Talent Science is not about the technology,
but rather a mindset that sees data as a basis for decision making.”
Gartner Analytics Hype Cycle, December 2013

22. ©Denise Mannix July 2014
getting to success
About Pre-Hire 360

23. ©Denise Mannix July 2014
aboutpre-hire360
Pre-
Hire360™
automates a
new kind of
reference
collection
and analysis
to accurately
predict
success in
each specific
job.
• Process takes recruiter less
than 1 minute per candidate
• Minimal candidate
Information required – first
name, last name, email, job
title, and choose survey
• Candidate Enters reference
information – takes
approximately 5 minutes
• Candidate agrees to Consent
• Reference receives automated email from candidate
• Reference verifies information entered by candidate
• Reference completes assessment on candidate,
personal comments on strengths and could improves
• Reference is asked their interest in new career
opportunities
• Report is available in 2 seconds
• Report comes in PDF
• Report aggregates all scores into 1 summary
report
• Blue bar for all references
• Orange bar for managers
• Recruiter alerted by email that
report is ready to be finalized
once minimum number has been
reached
• System allows user to see live
updates
PERFORMANCE = BEHAVIOR
• References, now
passive candidates
are added to
customer’s
proprietary
database

24. ©Denise Mannix July 2014
 Manager and peer ratings more predictive
than self ratings
 Peer Reviewed confirming –
 Internal Consistency
 Test-retest Consistency
 Inter-rater Consistency
 Predictor of involuntary turnover
 Predictor of supervisor evaluations
No statistically significant difference based
on Race/Ethnicity, Gender or Age
statisticsarepredictive&…

25. ©Denise Mannix July 2014
85%
• Personal - the reference
assessment request is
delivered personally
from the applicant
• Waiver - the candidate
releases references/
organizations from
liability
• Confidential - reference
feedback is averaged
into the Summary
Report
referenceparticipation

26. ©Denise Mannix July 2014
0 10 20 30 40 50 60 70 80 90
Minimal
Moderate
Great
Percent
DevelopmentalNeed
Pre-Hire360 References Perceive That Up to 20% or More Of
Candidates Have Moderate to Great Developmental Needs
Avoidable, High Risk
Coachable, Moderate Risk
decision-making

27. ©Denise Mannix July 2014
 Team of 14 Industrial / Organizational
Psychologists
 350+ surveys based on specific job competencies
 Behavioral safety
 Hiring Managers and Interviewers have more
data for interview purposes
 Efficiencies in time and timing:
Candidate response time (0.87 business days)
Reference response time (0.75 business days)
Report turn-around time (1.80 business days)
 A 5 year-period study showed 95% reduction in
time spent reference checking 9,727 Candidates
 Decision-making power
satisfiers
“The speed in which the candidates and referrals
respond -- typically under 24hrs -- is much quicker
than the way we did references in our past. Plus,
the quality of candid feedback data helps us to
effectively screen candidates. Finally, we’re
identifying a terrific new passive candidate source
through the opt-in option for references.”
Stacey Marr
Talent Acquisition Manager
Weatherford (Canada)

28. ©Denise Mannix July 2014
Organization has
100 job openings
3 candidates apply on
average for each job
= 300 candidates
3 candidates take Pre-Hire
360, providing 5 references
each = 1,500 potential
contacts
30% of references opt in = 450 passive candidates
buildtalentpools/skillsbanks

29. ©Denise Mannix July 2014
final comments
secret to success

30. ©Denise Mannix July 2014
additionalsuccess
LEADERSHIP
DEVELOPMENT
PROGRAM
Types of Assessments
Selection of preferred candidates
Quick offers

31. ©Denise Mannix July 2014
non-siloedtalentapproach
TALENT
ACQUISITION
TALENT
DEVELOPMENT
TALENT
MANAGEMENT
TALENT STRATEGY

32. ©Denise Mannix July 2014
Talent Acquisition (and the data) that drives it should
effectively be driving our talent development and talent
management in order to build, channel, accelerate and
reinforce organizational capability
Data and
metrics
should inform
about the
talent being
acquired,
developed
and managed
not about the
process or
tool being
used, or the
effectiveness
of the user
using it.
nolongerrecruitment

33. ©Denise Mannix July 2014
AUTHOR: Denise Mannix
CONTACT DETAILS: denisemannix@hotmail.com; +1 8325763446
ARTICLES:
‘Emergence of The New Breed’ May/June 2014 (Procurement Leaders)
‘Coming Out from Behind the Eight-Ball – A Fresh Look at the Next Generation of Work and Employees in Oil & Gas’
(OGHR)
‘Putting the ‘Trans’ into Performance . . . Linking individual performance with corporate performance to achieve
organizational development success’ (Hanson Wade)
PLEASE NOTE:
The article to support this presentation,
‘The Secret to Success - Why qualitative data in talent acquisition is the secret to success in building organizational
capability’
will be available shortly.

34. TALENT MANAGEMENT,
DEVELOPMENT AND
ACQUISITION STRATEGIES IN
ENERGY SUMMIT
Tuesday, Sept 30th, 2014 | Omni Houston Hotel at Westside
Your Next Event:
FALL SUMMIT
Save the date!
www.wfn360.com/live

35. THANK YOU
www.wfn360.com/live