The document provides a summary report of a 2011 business outcomes study conducted by SHL to evaluate the link between employee assessment scores and key business metrics. Some of the key findings from 47 case studies across different industries and jobs included:
1. Managers at a retail organization who scored highly on assessments provided 15% more sales and added £1.18 million to the bottom line in 6 months.
2. Contact center agents at a cable company who scored highly handled over 500,000 more calls than low scoring agents over a year, generating an additional £807,000 in sales.
3. Sales staff at a technology retailer who scored highly generated over £3,000 more in sales per month, increasing total
Strategic HRM
Strategic HRM refers to Human Resources Practice that is coordinated and consistent with the overall business objectives in order to improve business performance. Strategic HRM emphasises the importance of Human Resources – and the people in the business – to the success of an organisation. Businesses with an emphasis on strategic HRM may have an HR representative in the boardroom or advising/feeding back to senior executives, and may also make use of HR business partners.
Critics of strategic human resource management say that it is a good idea in theory but often hard to implement at the organisational level. Translating the organisation’s objectives and values into tangible initiatives that can be driven by the HR department is a complex problem underlying strategic HRM. Almost all the big companies of the world are following Strategic HRM practices to improve their organizational efficiency to the fullest.
HR Metrics
Human resources metrics are different measurements that are used to show the value that the human resources function provides to the organization. These measurements demonstrate how effective the efforts of the human resources department are to the overall success of the organization.
There are three types of human resources metrics:
• Metrics that measure the effectiveness of the human resources function
• Metrics that measure the efficiency of the human resources department
• Metrics that measure the effectiveness of the employees within the organization
Global companies are facing challenges from volatility, diversity, and rapid technological change. This requires innovative human resource management practices to develop skills in employees and align human capital with business strategies. New techniques like the People Capability Maturity Model evaluate employee performance and maturity. Training programs are also evaluated through models like Kirkpatrick's to ensure learning outcomes are met. HR analytics has emerged to measure how HR activities impact business outcomes, helping companies develop strategic workforce plans. Innovation is crucial for companies to gain competitive advantages and sustain success in this dynamic environment.
Bsc performance evaluation in hospitality industry (alfred quintano)João Vilhena
This document discusses performance evaluation in the hospitality industry using the Balanced Scorecard approach. It argues that some dimensions and objectives within the Balanced Scorecard framework may be more important than others at different times, so there is a need to prioritize dimensions and objectives. The document suggests that merging the Balanced Scorecard with the Analytic Hierarchy Process could allow for better prioritization and more effective performance evaluation and management in the hospitality industry.
HR impacts the bottom line. But how do you prove it?
Discover the outcomes organisations like yours have achieved with talent measurement and the latest innovations in best practice assessments.
The document discusses effective communication strategies for communicating a new total rewards package to employees. It outlines a methodology with 7 steps: 1) analyze the current situation; 2) define communication objectives; 3) establish key messages; 4) conduct audience research; 5) choose communication media; 6) implement the communication strategy; and 7) evaluate the communication. It then provides an example application of this methodology to communicate a new incentive compensation plan that represents significant cultural change.
Business Functions, Meaning and Definition of Business Functions, Planning, Strategy, Decision-Making, Supply Chain, Finance, Marketing, Human Resource, Legal, Accounting and Auditing, Administration, Information and Technology, Social Functions, Corporate Social Responsibility
The document discusses workforce performance management (WPM) and Development Dimensions International (DDI) as a WPM vendor. It provides an overview of WPM, noting its benefits include improved strategy execution, employee engagement, performance management, and talent management. The document evaluates DDI's WPM capabilities, finding its strengths are in aligning goals with strategy, viewing employees holistically across their careers, providing consulting expertise, and facilitating change management.
Strategic HRM
Strategic HRM refers to Human Resources Practice that is coordinated and consistent with the overall business objectives in order to improve business performance. Strategic HRM emphasises the importance of Human Resources – and the people in the business – to the success of an organisation. Businesses with an emphasis on strategic HRM may have an HR representative in the boardroom or advising/feeding back to senior executives, and may also make use of HR business partners.
Critics of strategic human resource management say that it is a good idea in theory but often hard to implement at the organisational level. Translating the organisation’s objectives and values into tangible initiatives that can be driven by the HR department is a complex problem underlying strategic HRM. Almost all the big companies of the world are following Strategic HRM practices to improve their organizational efficiency to the fullest.
HR Metrics
Human resources metrics are different measurements that are used to show the value that the human resources function provides to the organization. These measurements demonstrate how effective the efforts of the human resources department are to the overall success of the organization.
There are three types of human resources metrics:
• Metrics that measure the effectiveness of the human resources function
• Metrics that measure the efficiency of the human resources department
• Metrics that measure the effectiveness of the employees within the organization
Global companies are facing challenges from volatility, diversity, and rapid technological change. This requires innovative human resource management practices to develop skills in employees and align human capital with business strategies. New techniques like the People Capability Maturity Model evaluate employee performance and maturity. Training programs are also evaluated through models like Kirkpatrick's to ensure learning outcomes are met. HR analytics has emerged to measure how HR activities impact business outcomes, helping companies develop strategic workforce plans. Innovation is crucial for companies to gain competitive advantages and sustain success in this dynamic environment.
Bsc performance evaluation in hospitality industry (alfred quintano)João Vilhena
This document discusses performance evaluation in the hospitality industry using the Balanced Scorecard approach. It argues that some dimensions and objectives within the Balanced Scorecard framework may be more important than others at different times, so there is a need to prioritize dimensions and objectives. The document suggests that merging the Balanced Scorecard with the Analytic Hierarchy Process could allow for better prioritization and more effective performance evaluation and management in the hospitality industry.
HR impacts the bottom line. But how do you prove it?
Discover the outcomes organisations like yours have achieved with talent measurement and the latest innovations in best practice assessments.
The document discusses effective communication strategies for communicating a new total rewards package to employees. It outlines a methodology with 7 steps: 1) analyze the current situation; 2) define communication objectives; 3) establish key messages; 4) conduct audience research; 5) choose communication media; 6) implement the communication strategy; and 7) evaluate the communication. It then provides an example application of this methodology to communicate a new incentive compensation plan that represents significant cultural change.
Business Functions, Meaning and Definition of Business Functions, Planning, Strategy, Decision-Making, Supply Chain, Finance, Marketing, Human Resource, Legal, Accounting and Auditing, Administration, Information and Technology, Social Functions, Corporate Social Responsibility
The document discusses workforce performance management (WPM) and Development Dimensions International (DDI) as a WPM vendor. It provides an overview of WPM, noting its benefits include improved strategy execution, employee engagement, performance management, and talent management. The document evaluates DDI's WPM capabilities, finding its strengths are in aligning goals with strategy, viewing employees holistically across their careers, providing consulting expertise, and facilitating change management.
The document discusses strategy maps and the balanced scorecard as tools for strategic planning and management. It provides examples of strategy maps for different types of organizations, including generic, classic Kaplan/Norton, and public sector examples. It also discusses templates and presents an empty template for a strategy map. Finally, it introduces the Quickscore software application for implementing strategy maps and balanced scorecards.
This document summarizes 10 key human capital trends from 2017 to 2020 according to annual surveys. The trends include the changing nature of careers, learning, talent acquisition, employee experience, performance management, leadership, digital HR, people analytics, diversity and inclusion, and the future of work involving new technologies. Organizations are shifting from hierarchies to empowered networks and teams and redesigning jobs to leverage both human and technological capabilities. Learning is becoming more continuous, personalized and integrated with work. Well-being, the hyper-connected workplace, data privacy, and social impact are also emerging as important issues.
This document summarizes the key findings of a 2010 survey report on HR transformation in Europe, the Middle East, and Africa. Some of the main points are:
- The survey had over 500 responses from organizations across 39 countries in the EMEA region, showing that HR transformation remains a high priority.
- HR functions are transforming to better align with business needs and market shifts in the post-recession economy. Transformations aim to enhance HR's strategic partnership with the business.
- Drivers of HR transformation include changes in business strategy requiring new HR services, HR's desire to elevate its strategic role, and cost reduction mandates. Many transformations are still ongoing processes of continuous improvement.
The document discusses the evolution of Recruitment Process Outsourcing (RPO) from a tactical administrative service to a more strategic endeavor responsible for driving organizational change and business outcomes. It notes that 53% of organizations are currently investing in RPO or planning to over the next 12 months. RPO is helping companies improve efficiencies, reduce costs, and enhance processes. The document also examines how successful organizations build trusted partnerships with RPO providers, consider total talent acquisition of both permanent and contingent workers, and implement key capabilities like customizing processes while maintaining performance standards.
Procurement analytics enabling journey to value zzw03395 usenNick Triantafel
This document discusses how procurement organizations can leverage data analytics to drive transformation even without robust systems or clean data. It outlines a three step process for "innovative data leveraging" (IDL) that involves: 1) Understanding business challenges, 2) Developing hypotheses by asking the right questions, and 3) Creating data to address questions, even using proxy or external data. IDL allows procurement to engage stakeholders and provide insights that build their credibility and value. The document provides examples of organizations that have successfully used IDL at different stages of procurement maturity.
How to use annual plan to set your company for Win !!!Browne & Mohan
At the end of the financial year, everyone makes business plans for the next financial year. The process consumes resources, time, and yet often remains a just another ritual to be followed. This paper discusses why annual plans fail to yield results, and what should be done to make it a guiding document for the coming FY.
Creating the Performance Driven Organisation - Paul LimPaul Lim
The document discusses the importance of performance management for organizations. It outlines a methodology called VisionBridge for developing performance management programs. The methodology has three phases - identify, design, and execute. The identify phase uncovers business assumptions and maps operations. The design phase identifies key performance drivers, objectives, and indicators. The execute phase implements the performance system. The document argues that properly identifying and prioritizing the right performance metrics is critical for success. VisionBridge uses a technology architecture to integrate performance data across systems and support decision making.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Operational excellence in the era of digital transformationHans Toebak
The document discusses how operational excellence needs to adapt to the digital transformation era. Traditional improvement methods are no longer sufficient and must blend with digital enablers. The future of improvement lies in rapid, event-driven processes supported by real-time analytics and business intelligence from digital data. To succeed, organizations need an approach that focuses on designing digital operations, simplifying processes, and implementing continuous improvement at the right pace of digital transformation. Leadership is also key to drive cultural change and commitment to continuous improvement as the standard for excellence.
This whitepaper summarizes the findings of six studies on performance management. The studies found that effective performance management systems are linked to improved organizational outcomes like financial performance and productivity. They also identified trends in performance management practices, like an increased use of competencies and training. The studies highlighted characteristics of successful systems, such as alignment with organizational goals, accountability, and senior management support.
This document discusses how organizations can optimize their talent through talent optimization. It presents a model for talent optimization that includes achieving maturity in human capital management (HCM) change management, processes, and technology. The model is based on a survey that found these three elements are independently associated with more strategic HCM and better organizational performance. However, the survey also found that most organizations have not fully developed all three elements. It concludes that organizations that can achieve maturity across change management, processes, and technology will gain a competitive advantage through optimizing talent.
Browne & Mohan consultants conducted a survey on what factors constitutes the best workplace or a place where employees would love to work. Findings show three aspects which influence an organisation to move towards being a 'lovable workplace'.
Human capital management aims to increase employee satisfaction and commitment by aligning employee skills and knowledge with organizational objectives. This gives employees a sense of belonging while making them feel valued. Developing a human capital management strategy involves defining goals, identifying required measures, and analyzing how human capital impacts business performance. High-performance work systems utilize practices like training, empowerment, and rewards to facilitate employee involvement, skills, and motivation. Evidence suggests these systems can positively impact financial performance, culture, job satisfaction, and work design.
Five strategies to acquire new ideal clients in a tough economyGUY FLEMMING
It is our sense that there has never been a better time to be in professional services. While budgets are tight and clients and prospects scrutinize every project for value, there have never been more buyers of professional services who are this open to new providers.
This document provides a summary of the balanced scorecard approach implemented by Tesco PLC. It examines the 4 perspectives of the balanced scorecard - financial, customer, internal business processes, and learning and growth. For each perspective, it outlines some of Tesco's key performance indicators and strategies. For example, under the financial perspective it discusses Tesco's profit margins and cost cutting measures, and under the customer perspective it mentions their loyalty clubcard program. The document also notes some criticisms of Tesco's approach, such as putting pressure on suppliers and employees.
The document discusses various aspects of corporate communications and marketing, including marketing communication, integrated marketing communications, and different communication tools. It explains that marketing communication aims to disseminate information about an organization to selected markets in order to induce initial purchases and achieve post-purchase satisfaction. Integrated marketing communications involves blending different communication elements, such as advertising, personal selling, and sales promotion, to communicate consistently with the market. Direct marketing and exhibitions are also discussed as important communication tools.
Bco226 sales & purchasing management case & rubrics thoney690131
This document provides instructions for a case study assignment on sales and purchasing management. Students must answer 6 questions based on a case about MicroEar, a company that produces custom hearing aids. The report should be 1,500 words and follow Harvard referencing style. It will be worth 20% of the student's grade and assess their understanding of sales management functions, sales relationships, and selling processes.
Professional Service Performance AccelerationJeanne Urich
This document provides an overview of Service Performance Insight's Professional Service Performance Acceleration Program. The program uses Service Performance Insight's PS Maturity Model to assess professional service organizations across five pillars: vision/strategy/leadership/culture, client relationships, human capital alignment, service execution, and finance/operations. The assessment identifies the organization's maturity level for each pillar. Service Performance Insight then facilitates an executive workshop to develop consensus on priority improvement initiatives. The goal is to provide an objective assessment of strengths and weaknesses to guide strategic planning and accelerate performance improvement. Typical client engagements include a maturity assessment, employee survey, leadership interviews, and a benchmarking report with recommendations.
The document is a benchmark report on employee engagement that was sponsored by Demand Metric Research Corporation. It contains research on measuring and promoting employee engagement. The report found that companies with over 50% of employees engaged have higher productivity, morale, customer loyalty and profits. Engagement is driven by company culture and leadership commitment. Measuring engagement helps manage it and the most direct way is through employee surveys. High engagement levels create a culture that benefits both employees and customers.
This document outlines a five-step process for professional service organizations to develop a successful annual business plan:
1. Build a shared vision of success including mission, values, charter, and business model.
2. Conduct a SWOT analysis to assess organizational strengths, weaknesses, opportunities, and threats.
3. Expose any key themes or disconnects between different organizational priorities.
4. Confront reality by comparing objective performance data to industry benchmarks to identify areas for improvement.
5. Use the insights from steps 1-4 to develop initiatives for the upcoming year's plan that will help achieve the organization's vision.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
The document summarizes Capita's services for optimizing employee reward and benefit programs. It provides data-driven strategic reviews and designs of programs to improve engagement and identify cost savings. Key services include benchmarking current programs against market data, conducting workforce demographic analyses, and establishing governance processes to ensure programs meet evolving business needs. Clients have realized direct annual savings of over £17 million through Capita's evidence-based optimization approach.
The document discusses strategy maps and the balanced scorecard as tools for strategic planning and management. It provides examples of strategy maps for different types of organizations, including generic, classic Kaplan/Norton, and public sector examples. It also discusses templates and presents an empty template for a strategy map. Finally, it introduces the Quickscore software application for implementing strategy maps and balanced scorecards.
This document summarizes 10 key human capital trends from 2017 to 2020 according to annual surveys. The trends include the changing nature of careers, learning, talent acquisition, employee experience, performance management, leadership, digital HR, people analytics, diversity and inclusion, and the future of work involving new technologies. Organizations are shifting from hierarchies to empowered networks and teams and redesigning jobs to leverage both human and technological capabilities. Learning is becoming more continuous, personalized and integrated with work. Well-being, the hyper-connected workplace, data privacy, and social impact are also emerging as important issues.
This document summarizes the key findings of a 2010 survey report on HR transformation in Europe, the Middle East, and Africa. Some of the main points are:
- The survey had over 500 responses from organizations across 39 countries in the EMEA region, showing that HR transformation remains a high priority.
- HR functions are transforming to better align with business needs and market shifts in the post-recession economy. Transformations aim to enhance HR's strategic partnership with the business.
- Drivers of HR transformation include changes in business strategy requiring new HR services, HR's desire to elevate its strategic role, and cost reduction mandates. Many transformations are still ongoing processes of continuous improvement.
The document discusses the evolution of Recruitment Process Outsourcing (RPO) from a tactical administrative service to a more strategic endeavor responsible for driving organizational change and business outcomes. It notes that 53% of organizations are currently investing in RPO or planning to over the next 12 months. RPO is helping companies improve efficiencies, reduce costs, and enhance processes. The document also examines how successful organizations build trusted partnerships with RPO providers, consider total talent acquisition of both permanent and contingent workers, and implement key capabilities like customizing processes while maintaining performance standards.
Procurement analytics enabling journey to value zzw03395 usenNick Triantafel
This document discusses how procurement organizations can leverage data analytics to drive transformation even without robust systems or clean data. It outlines a three step process for "innovative data leveraging" (IDL) that involves: 1) Understanding business challenges, 2) Developing hypotheses by asking the right questions, and 3) Creating data to address questions, even using proxy or external data. IDL allows procurement to engage stakeholders and provide insights that build their credibility and value. The document provides examples of organizations that have successfully used IDL at different stages of procurement maturity.
How to use annual plan to set your company for Win !!!Browne & Mohan
At the end of the financial year, everyone makes business plans for the next financial year. The process consumes resources, time, and yet often remains a just another ritual to be followed. This paper discusses why annual plans fail to yield results, and what should be done to make it a guiding document for the coming FY.
Creating the Performance Driven Organisation - Paul LimPaul Lim
The document discusses the importance of performance management for organizations. It outlines a methodology called VisionBridge for developing performance management programs. The methodology has three phases - identify, design, and execute. The identify phase uncovers business assumptions and maps operations. The design phase identifies key performance drivers, objectives, and indicators. The execute phase implements the performance system. The document argues that properly identifying and prioritizing the right performance metrics is critical for success. VisionBridge uses a technology architecture to integrate performance data across systems and support decision making.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Operational excellence in the era of digital transformationHans Toebak
The document discusses how operational excellence needs to adapt to the digital transformation era. Traditional improvement methods are no longer sufficient and must blend with digital enablers. The future of improvement lies in rapid, event-driven processes supported by real-time analytics and business intelligence from digital data. To succeed, organizations need an approach that focuses on designing digital operations, simplifying processes, and implementing continuous improvement at the right pace of digital transformation. Leadership is also key to drive cultural change and commitment to continuous improvement as the standard for excellence.
This whitepaper summarizes the findings of six studies on performance management. The studies found that effective performance management systems are linked to improved organizational outcomes like financial performance and productivity. They also identified trends in performance management practices, like an increased use of competencies and training. The studies highlighted characteristics of successful systems, such as alignment with organizational goals, accountability, and senior management support.
This document discusses how organizations can optimize their talent through talent optimization. It presents a model for talent optimization that includes achieving maturity in human capital management (HCM) change management, processes, and technology. The model is based on a survey that found these three elements are independently associated with more strategic HCM and better organizational performance. However, the survey also found that most organizations have not fully developed all three elements. It concludes that organizations that can achieve maturity across change management, processes, and technology will gain a competitive advantage through optimizing talent.
Browne & Mohan consultants conducted a survey on what factors constitutes the best workplace or a place where employees would love to work. Findings show three aspects which influence an organisation to move towards being a 'lovable workplace'.
Human capital management aims to increase employee satisfaction and commitment by aligning employee skills and knowledge with organizational objectives. This gives employees a sense of belonging while making them feel valued. Developing a human capital management strategy involves defining goals, identifying required measures, and analyzing how human capital impacts business performance. High-performance work systems utilize practices like training, empowerment, and rewards to facilitate employee involvement, skills, and motivation. Evidence suggests these systems can positively impact financial performance, culture, job satisfaction, and work design.
Five strategies to acquire new ideal clients in a tough economyGUY FLEMMING
It is our sense that there has never been a better time to be in professional services. While budgets are tight and clients and prospects scrutinize every project for value, there have never been more buyers of professional services who are this open to new providers.
This document provides a summary of the balanced scorecard approach implemented by Tesco PLC. It examines the 4 perspectives of the balanced scorecard - financial, customer, internal business processes, and learning and growth. For each perspective, it outlines some of Tesco's key performance indicators and strategies. For example, under the financial perspective it discusses Tesco's profit margins and cost cutting measures, and under the customer perspective it mentions their loyalty clubcard program. The document also notes some criticisms of Tesco's approach, such as putting pressure on suppliers and employees.
The document discusses various aspects of corporate communications and marketing, including marketing communication, integrated marketing communications, and different communication tools. It explains that marketing communication aims to disseminate information about an organization to selected markets in order to induce initial purchases and achieve post-purchase satisfaction. Integrated marketing communications involves blending different communication elements, such as advertising, personal selling, and sales promotion, to communicate consistently with the market. Direct marketing and exhibitions are also discussed as important communication tools.
Bco226 sales & purchasing management case & rubrics thoney690131
This document provides instructions for a case study assignment on sales and purchasing management. Students must answer 6 questions based on a case about MicroEar, a company that produces custom hearing aids. The report should be 1,500 words and follow Harvard referencing style. It will be worth 20% of the student's grade and assess their understanding of sales management functions, sales relationships, and selling processes.
Professional Service Performance AccelerationJeanne Urich
This document provides an overview of Service Performance Insight's Professional Service Performance Acceleration Program. The program uses Service Performance Insight's PS Maturity Model to assess professional service organizations across five pillars: vision/strategy/leadership/culture, client relationships, human capital alignment, service execution, and finance/operations. The assessment identifies the organization's maturity level for each pillar. Service Performance Insight then facilitates an executive workshop to develop consensus on priority improvement initiatives. The goal is to provide an objective assessment of strengths and weaknesses to guide strategic planning and accelerate performance improvement. Typical client engagements include a maturity assessment, employee survey, leadership interviews, and a benchmarking report with recommendations.
The document is a benchmark report on employee engagement that was sponsored by Demand Metric Research Corporation. It contains research on measuring and promoting employee engagement. The report found that companies with over 50% of employees engaged have higher productivity, morale, customer loyalty and profits. Engagement is driven by company culture and leadership commitment. Measuring engagement helps manage it and the most direct way is through employee surveys. High engagement levels create a culture that benefits both employees and customers.
This document outlines a five-step process for professional service organizations to develop a successful annual business plan:
1. Build a shared vision of success including mission, values, charter, and business model.
2. Conduct a SWOT analysis to assess organizational strengths, weaknesses, opportunities, and threats.
3. Expose any key themes or disconnects between different organizational priorities.
4. Confront reality by comparing objective performance data to industry benchmarks to identify areas for improvement.
5. Use the insights from steps 1-4 to develop initiatives for the upcoming year's plan that will help achieve the organization's vision.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
The document summarizes Capita's services for optimizing employee reward and benefit programs. It provides data-driven strategic reviews and designs of programs to improve engagement and identify cost savings. Key services include benchmarking current programs against market data, conducting workforce demographic analyses, and establishing governance processes to ensure programs meet evolving business needs. Clients have realized direct annual savings of over £17 million through Capita's evidence-based optimization approach.
Based in the 2013/14 global contact centre benchmarking report published by Dimension Data, this presentation aims to share the vision that, within contact centres, the agents's role is expanding! According to this report, almost a third of the contact agents are handling transactions from a variety of channels , requiring more collaborative interaction across the entire company. The roles are broadening in scope and becoming more interesting, but also tougher to perform.
Based in the 2013/14 global contact centre benchmarking report published by Dimension Data, this presentation aims to share the vision that, within contact centres, the agents's role is expanding
iSolutions is a human resources consulting firm that provides services to help organizations address major trends impacting business today and gain a competitive edge through effective human capital management. The document discusses trends like rising healthcare costs, an aging workforce, and increased productivity demands. It emphasizes that properly aligning talent management practices like performance management and succession planning with business goals is key to success. iSolutions can partner with organizations to assess their human resources needs, implement best practices, and ensure their human capital supports their strategic objectives. The firm has experience in areas like training, performance management, and benefits analysis to help clients improve workforce engagement and effectiveness.
Special Report: The Secret to Increasing Workforce Performance through Great ...StaffCircle Ltd
The business marketplace has never been more competitive. Lower barriers to entry, a global audience, rapid product development, and several other areas combine to create a fast-moving, ever-changing environment. Against this shifting background it’s vital to take a step back and look at the most important part of your business — your employees.
Engage2Elevate guide to measuring performance engagement R.O.I.Alan Chippindale
The document discusses measuring return on investment (ROI) for performance engagement programs. It provides a 7-step process for achieving ROI: 1) defining clear business cases and measurable behaviors, 2) strategic activities to increase desired behaviors, 3) inspirational communications, 4) learning data on participants, 5) personalized experiences, 6) ongoing economic measurement, and 7) using a leading talent technology platform. The document emphasizes defining quantifiable outcomes, behaviors to achieve ROI, and continuously updating measurement as the key to evaluating a performance engagement program's ROI.
This document discusses workforce performance management (WPM) and assesses Development Dimensions International's (DDI) capabilities in this area. It provides an overview of DDI, noting it is a global human resources consulting firm with expertise in talent selection, development and retention. The document examines DDI's strengths, including aligning organizational goals with strategy, viewing employees across their life cycle, and providing consulting expertise to implement WPM solutions and drive change. Case studies of DDI clients demonstrate how it has helped companies improve employee engagement and performance to better achieve strategic objectives.
Employee Engagement Capabilities Report by Altus and Red BalloonElizabeth Lupfer
- The document discusses findings from a study on employee engagement conducted over three years with nearly 3,000 survey responses.
- Key findings include that highly engaged organizations have the most capability in areas like culture, purpose, and clear key performance indicators (KPIs). Those with lower engagement scores have less capability, especially in these core areas.
- While benefits and perks are not the main drivers of engagement, highly engaged organizations are more likely to invest in coaching, mentoring programs, and cash bonuses compared to average performers. Simply increasing spending on engagement is not enough without focusing on the right capabilities.
Employee engagement strategies and practicesadigaskell
This document discusses strategies for improving employee engagement. It begins by providing background on the Institute for Corporate Productivity (i4cp) and its research focusing on identifying best practices of high-performing organizations. The executive summary then outlines key strategies used by high-performing organizations to increase engagement, including aligning culture, strategy, and performance; promoting a culture where employees understand goals and feel empowered; measuring the impact of engagement on business results; and including engagement in manager performance reviews. The document provides examples from companies like 3M and Rio Tinto that have successfully implemented these engagement strategies.
How To "Sell" The Total Rewards Package SuccessfullyCallidus Software
The document outlines a communication methodology for introducing a new total rewards strategy involving incentive compensation. It involves 7 steps: 1) Analyzing the current situation, 2) Defining communication objectives, 3) Establishing key messages, 4) Conducting audience research, 5) Choosing media, 6) Implementing the strategy, and 7) Evaluating communication. An example implementation is described involving surveys, focus groups, videos, meetings and training to explain the new incentives program and ensure understanding and acceptance of cultural and behavioral changes. Progress will be evaluated after implementation through resurveys and manager assessments.
This document discusses the importance of employee engagement for businesses. It notes that engaged employees work harder, stay longer with companies, and provide better customer service. The document recommends using social performance management tools to provide frequent feedback, recognition, and meaningful communication to employees in order to increase engagement. These tools can help align individual goals with company goals to improve execution, productivity, service, retention, and overall business performance. The workforce is changing with more millennials and contingent workers who value different things, so companies need new approaches to attract, engage, and retain top talent.
This document discusses strategies for effectively engaging employees through communication of an organization's employee value proposition (EVP). It emphasizes that leading companies build employee loyalty similar to how brands build customer loyalty. Real-time measurement of employee sentiment, satisfaction, and engagement is important for managing risk, making fact-based decisions, and retaining talent. Developing an EVP framework that is aligned with the organization's brand and values, communicating it consistently through various channels, and measuring engagement can improve revenue, competitiveness, and attract top talent.
Sanoma Media Group conducted an extensive employee engagement survey involving 44 questions in 12 languages to better understand their employees and engage them. The survey had a high response rate of 75% and provided valuable insights into both strengths and areas for improvement. As part of efforts to engage employees and adopt new vision and values, Sanoma launched a cultural change initiative that top management was held accountable for through survey results being tied to incentives. The transformation is progressing well according to Jacqueline Cuthbert, and regular surveys will continue to track progress and discuss results alongside financials.
This document discusses several must-do's for building an agile organization. It identifies developing a culture of high-impact learning, knowledge sharing, expanding learning beyond the classroom, moving away from one-size-fits-all training, transitioning to ongoing performance management, making employee goals clear, and reducing paperwork and documentation as critical things organizations must do to increase their agility. It provides examples of how organizations have implemented these practices to improve engagement, strengthen their employee brand, build stronger work communities, and allow for faster course corrections.
This document discusses several must-do's for building an agile organization. It identifies developing a culture of high-impact learning, knowledge sharing, expanding learning beyond the classroom, moving away from one-size-fits-all training, transitioning to ongoing performance management, making employee goals clear, and reducing paperwork and documentation as critical things organizations must do to increase their agility. It provides examples of how organizations have implemented these practices to improve engagement, strengthen their employee brand, build stronger work communities, and allow for faster course corrections.
We recently supported a leading management consulting firm revamp their employee engagement value proposition. We did this is less than 24 hours and the client loved the results!
Recognition and appreciation of employees plays a key role in driving employee engagement. Gallup studies show that engaged employees are passionate about their work and help move companies forward, while disengaged employees undermine company goals. Appreciation significantly increases engagement levels across industries and cultures. Performance-based recognition systems like CSI International's Stars Performance solution aim to improve engagement and business results by aligning employee goals and behaviors with company values through flexible recognition programs.
This document summarizes a research paper on measuring the impact of effective onboarding practices. It discusses several key measures for determining onboarding effectiveness, including employee feedback through surveys and interviews, retention rates and reductions in turnover, and time to proficiency for new hires. Additional lesser-used measures mentioned include HR efficiency, pre- and post-onboarding videos or tests, emoticon surveys, and positive employment differentiation. The conclusion emphasizes the importance of continuously gathering data on these various measures to evaluate and improve onboarding practices over time.
2. Are you People Intelligent?
What business challenges does your company face? If it’s like most organisations, your
operational procedures, products, services, marketing and sales efforts could be enhanced
to achieve your objectives more effectively. However, an organisation’s ultimate challenges
— such as increasing customer satisfaction and sales — depend much more heavily on the
specific skills, abilities, and traits employees bring to their daily efforts.
As the findings in this report indicate, there is a direct link between employees’ capabilities
and their performance on key business outcomes. It is therefore mission-critical to ensure
that new hires and current staff members have the right mix of skills and abilities to be
successful. This is where People Intelligence comes in. People Intelligence is information
about talent that enables organisations to make better people decisions and ultimately
drive the business outcomes most important to the company. People Intelligence informs
decisions at all stages of the talent management life cycle, from understanding whether a
potential hire will deliver value to the organisation, to determining if an employee would
benefit from skills training or personal development opportunities prior to promotion into a
new role.
As business objectives change, expectations placed on employees are adjusted accordingly.
It is essential to know whether employees have the skills and competencies necessary to
help the organisation achieve these new objectives. Once
again, People Intelligence assists by helping ensure
workers’ characteristics are appropriately aligned
with the new goals, so that new hires and
existing staff can be relied upon to deliver
the day-to-day behaviours necessary to
achieve those objectives.
3. Introduction
In today’s business environment, organisations around the world must demonstrate
the business value of their People Intelligence programmes — which are designed to
generate specific and objective insights into people’s ability and potential to perform.
INTRODUCTION
In preliminary results from a survey conducted by Aberdeen Group in March 2011, 67%
respondents indicated that the number one goal for their assessment programme was
to improve business results by improving the quality of candidates brought into their
organisation. Being able to understand and leverage the competencies, knowledge,
skills, and abilities of current and potential employees drives success in terms of higher
revenue, better customer retention and a stronger bottom line.
Throughout the entire employee life cycle — from hire to retire — People Intelligence
is robust, timely, and quantifiable data to support key business strategies. Anecdotal
evidence cannot drive business decisions or strategy, so the 2011 Business Outcomes
Study Report provides verified, scientifically-sound evidence from around the globe
supporting the proven value of assessments in providing the People Intelligence
organisations need to achieve their objectives.
Our fifth annual Business Outcomes Study Report provides tangible proof that
bottom line business results can be directly correlated to the People Intelligence that
assessment tools provide to inform decisions about talent. Sample findings from this
year’s report:
• Customer-focused sales staff at technology retailer increases sales by £100 million
• Telecommunications enterprise reduces staff turnover by 18% within six months
• High scorers have 53% greater likelihood of advancement at transportation firm
The findings in this report represent the studies that SHL completed with clients
throughout the world, spanning various industry sectors including Healthcare, Retail,
Financial Services and Telecommunications. A wide range of jobs are also covered,
including customer service, sales and management roles. Our evidence connects the
impact of assessment programmes and the resulting People Intelligence to the dramatic
bottom line impact realised by most organisations.
“As part of our commitment to our customers, we continue to work closely with them
to provide People Intelligence strategies that deliver business results,” states Mike
Tims, Chief Customer Officer, SHL Group. “This year’s report again highlights the
measurable success delivered through effective acquisition, selection and development
of talent within the organisation — proving that companies who have a solid strategy in
place are able to reap tangible benefits, increasing revenue, reducing costs, improving
efficiencies, and driving leadership effectiveness.”
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4. Study Methodology
SHL conducts research studies in collaboration with its clients, evaluating the link between real-world
outcomes and a wide variety of hiring and placement decisions. These business outcome studies are designed
to demonstrate the value of online talent measurement solutions against metrics specific to the goals of each
client organisation. We begin by working closely with business leaders to identify key business outcomes.
STUDY METHODOLOGY
Sophisticated research strategies and data analyses are then used to evaluate the link between these
outcomes (e.g., sales, call times, revenue growth) and the use of People Intelligence solutions.
SHL adheres to rigorous scientific guidelines, ensuring reliable conclusions about the assessment
programme are drawn from the results. These include:
• Test scores and performance data for a minimum of 300 people in each job are used in this research.
• Employees must have been on the job long enough to provide a reliable measure of their performance in
their new role, beyond the initial onboarding or training period.
• Reliable performance metrics must be available, and these must be influenced by an individual’s
behaviour on the job. Metrics include individual sales figures, goal attainment, revenue growth, and other
standardised productivity and/or efficiency measures.
• Multiple measures of performance data must be available for each employee. SHL’s Optimisation Services
Team conducts these studies using the scientific method, combined with business metrics, to determine
the true link between hiring decisions and on-the-job performance.
2011 Business Outcome Studies
Over the past year, 47 business outcome studies were conducted for clients across multiple industries,
including retail, healthcare, transportation, telecommunications and more. Extracts from these reports have
been compiled here in the 2011 Business Outcomes Study Report.
The summary results from this year’s studies are as follows:
• 83% had a favourable or very favourable outcome. This means that the assessment solution had a strong
and measurable impact on most or all of the firms’ performance metrics.
• None of the studies resulted in an unfavourable outcome. Outcomes in the remaining 17% were deemed
to be neutral.
“If we’re ever going to improve materially the business outcome
affecting human resource management decisions made every day, we
absolutely must embed as much intelligence as possible right into the
HRM processes that guide and execute those decisions.”
Naomi Bloom, Bloom & Wallace
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5. FINDING 1
Managers at retail organisation provide 15% more sales and add
£1.18 million to the bottom line in only six months.
2011 BUSINESS OUTCOME STUDIES
At a niche retailer, stores led by managers who earned high scores on a front-line
manager assessment averaged 15% more transactions and over £6,000 more
in additional sales during a six-month period. Across all stores this leads to £1.18
million in additional sales over the six-month span.
FINDING 2
Cable and communications agents handle half million additional
calls and generate £807,000 in sales.
High-scoring contact centre agents at a cable and communications provider
handled more than 500,000 additional calls than low-scoring agents over
the course of a year. On average, these high-scoring agents also sold £167 in
additional revenue per month. Across the entire workforce, this translates into an
additional £807,000 sales annually.
FINDING 3
Customer-focused sales staff at technology retailer increases
sales by £100 million.
Sales staff at technology retailer who earned high scores each generated over
£3,000 more in sales per month than low-scoring staff, driving £100 million
in additional sales per year. Furthermore, sales employees who earned high
scores on a customer service assessment had much lower “draw,” in which the
organisation has to spend more on hourly pay than it earns in hourly sales. Over
the course of a year, higher-scoring employees save the retailer £7.2 million with
better per-hour sales production.
FINDING 4
Telecommunications enterprise dials down turnover by 18%
within six months, saving of £682,000.
At a call centre in the telecommunications industry, agents who earned higher
scores on a custom-designed job fit scale were 18% less likely to leave in the first
six months. Results indicated that hiring only those candidates with moderate to
high scores would save the organisation nearly £682,000 annually.
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6. FINDING 5
Insurance agents at financial services organisation increase
sales 150%.
2011 BUSINESS OUTCOME STUDIES
At a full-service financial services organisation, insurance agents who earned
high scores on a sales assessment sold over 150% more in home, life, and car
policy insurance compared to agents who earned low scores.
FINDING 6
High scorers have 53% greater likelihood of advancement at
transportation firm.
At a transportation company, high-scoring individual contributors and front-
line managers across a variety of operational, professional, and technical roles
were more than twice as likely to be identified as excellent performers and
53% more likely to be judged as capable of performing a higher-level role in
the organisation.
FINDING 7
High-potential store managers lead stores that are three
times as likely to be top performers.
At a food retailer, stores directed by high-scoring managers were nearly three
times as likely to be top performers on a set of key performance indicators
that included sales, growth, operating profit, and shrinkage.
FINDING 8
New hires with a knack for functioning independently are
twice as likely to be effective working remotely.
Off-site employees at a health insurance company who earned high scores on
a Remote Work Potential assessment were twice as likely to receive “superior”
performance ratings. Additionally, they were twice as likely to be viewed as
independent and responsible, and 89% more likely to be a good fit for the role.
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7. FINDING 9
High-scoring store managers drive £37 million more in sales.
2011 BUSINESS OUTCOME STUDIES
At a specialist retailer, stores with high-scoring managers averaged £95,700 more
in sales than their low-scoring counterparts. Translated across the entire retail
organisation, this leads to £37.6 million in incremental sales annually.
FINDING 10
Contact centre agents in healthcare sector make 17% fewer
errors and are far more efficient.
At a healthcare call centre, agents who earned high scores on a contact centre
simulation assessment made 17% fewer errors, completed calls 10% faster, and
were over 50% more likely to be rated as superior performers during training.
The greater efficiency translates into nearly 1,200 more calls completed and 24
additional days of productivity per agent per year.
“Year over year we have evaluated the impact
assessments have had on our bottom line.
For example, we have realised a 30%
reduction in turnover since 2005, which
represents £3M in annual turnover cost
savings. The data we gather through our
ongoing business outcome studies help us
to optimise our assessment system while
ensuring it evolves with our ever-changing
business needs.”
Karen Wade, Program Manager, Talent Acquisition,
T-Mobile
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8. Business Outcomes Table
Since 2007, SHL has documented over 175 business outcomes. With experience in assessing most jobs across
most industries, we are able to demonstrate the value of People Intelligence across a range of different business
outcomes identified as most important by our customers. The table below provides a sample of key business
BUSINESS OUTCOMES TABLE
results that have been achieved.
Year of
Category Outcome Job Industry
Report
£95K in sales per store Front-line Managers Retail 2011
£808K in additional sales Contact Centre Agents Telecommunications 2011
150% increase in policy sales Sales Associates Financial Services 2011
INCREaSING 15% greater store sales Store Managers Retail 2011
REvENUE
£74.5M in additional overall sales Sales Associates Retail 2010
£106M in additional collections revenue Collections Agents Financial Services 2010
£34M retained by Save Team Customer Retention Agents Telecommunications 2010
£26M in additional overall sales Sales Managers Retail 2009
£168K per salesperson in additional sales Sales Associates Retail 2008
Business Process
107% more likely to convert sales calls Outbound Sales Associates 2008
Outsourcing
44% increase in collecting outstanding
Collections Agents Financial Services 2008
debt
£621/Day increase in sales per agent Reservation Agents Hospitality 2007
£11K additional revenue annually
Outbound Sales Associates Telecommunications 2007
per agent
£7.3M savings against draw Sales Associates Retail 2011
18% decrease in staff turnover Call Centre Agents Telecommunications 2011
46% reduction in staff turnover Telenurses Healthcare 2010
£1.2M saved from reduction in repeat
Broadband Technicians Telecommunications 2009
REDUCING service calls
COSTS Business Process
23% reduction in staff turnover Call Centre Agents 2009
Outsourcing
83% reduction in staff turnover Reservation Agents Hospitality 2009
31% reduction in staff turnover Call Centre Agents Insurance 2008
£48M in reduced shrinkage Store Employees Retail 2007
50% reduction in staff turnover Production Workers Retail 2007
63% reduction in staff turnover Call Centre Agents Telecommunications 2007
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9. Organisations like these have realised consistent positive business results through the People Intelligence they
gained from their talent measurement programmes. From increases in sales and retention to improved efficiencies
and leadership effectiveness, most companies who use assessments and measure the outcome realise a dramatic
impact to their bottom line. And with some of the same organisations optimising their programmes over time,
BUSINESS OUTCOMES TABLE
they have shown that small enhancements to an existing programme can lead to even more impressive results.
Year of
Category Outcome Job Industry
Report
14% increase in call handling volume Call Centre Agents Telecommunications 2011
10% faster call completion, 17% fewer
Call Centre Agents Healthcare 2011
errors
Twice as likely to be evaluated as superior
Off-site Employees Health Insurance 2011
performers
IMPROvING 34% more likely to meet quality goals Call Centre Agents Healthcare 2010
EFFICIENCY
£2.4M realised from improved work
aND QUalITY efficiency
Logistics Retail 2009
18 additional days of productivity per Business Process
At-home Agents 2009
employee annually Outsourcing
Business Process
35% reduction in average handle time Call Centre Agents 2009
Outsourcing
18% more effective and 29% more likely
Claims Adjusters Insurance 2008
to hire again
43% more likely to pass Series 6 Exam Insurance Agents Insurance 2008
8% more calls completed Call Centre Agents Telecommunications 2008
40 second reduction in average handle
Call Centre Agents Telecommunications 2007
time
53% higher likelihood to excel and be
Front-line Managers Transportation 2011
ready for promotion
Three times more as likely to be top
Store Managers Retail 2011
performers in sales, growth and profit
57% more likely to be promoted Branch Managers Financial Services 2009
DRIvING
lEaDERShIP 8% higher sales and profit Territory Managers Retail 2009
EFFECTIvENESS
59% higher employee engagement Branch Managers Financial Services 2009
30% more likely to be promoted Senior Management Healthcare 2007
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10. Employment Testing: What’s Next?
Multimedia Assessments Revisited: Just Cool Looking or Do They
EMPLOYMENT TESTING: WHAT’S NEXT?
■
Provide Value?
Last year’s Business Outcomes Study report reviewed several recent trends in assessment, in particular the move
toward realistic multimedia-based assessments that use audio, video, and/or animation to simulate a “day in the
life” of a particular role. Multimedia assessments are being used increasingly alongside traditional assessments to
enhance realism and candidate acceptance of the assessment experience.
There is little doubt that multimedia assessments offer a visually appealing alternative to more traditional text-
based assessments, but what do they offer in terms of predicting job success? How do job candidates feel about
them? And does the more advanced technology give candidates technical issues? To address these questions,
we examined some recent data from four different multimedia simulations developed for Contact Centre, Retail,
Front-line Manager, and Cashier roles in a variety of organisations.
Front-line Manager Simulation Contact Center Simulation
Simulates a series of first-person interactions with This customer relationship management interface
direct reports and asks the job candidate to provide the simulation assesses candidate’s ability to find
manager’s side of the dialogue by selecting best and responses to customer questions. Measures data entry
worst responses. Measures coaching effectiveness. speed and accuracy, computer navigation skills and
customer service judgment.
Effectiveness
High-scoring managers were 86% more likely to be Effectiveness
effective at managing talent. High-scoring agents handled calls 65 seconds faster,
which means:
Summary • 3.5 more calls per day
• 83% of experienced managers who completed the • 70 more calls/month
coaching assessment agreed that higher scorers • 2 more productive days per month
would be more effective managers.
Summary
• 95% of job applicants agreed the assessment
measured abilities that are relevant to the job.
• 94% agreed that the assessment length was
reasonable.
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11. EMPLOYMENT TESTING: WHAT’S NEXT?
Retail Simulation Cashier Simulation
Simulates interactions between an employee and a Simulated cash drawer that candidates use to handle
customer and asks the candidate to select best and customer transactions; click-and-drag interface offers
worst responses. Measures customer service judgement. improved realism over more traditional multiple
choice format. Measures speed and accuracy in
Effectiveness handling money.
High-scoring sales associates are 67% more likely to
have excellent customer service skills. Effectiveness
High-scoring tellers are nearly twice as likely to
Summary maintain above average drawer balance accuracy.
• 91% of job candidates agreed that their responses on
the assessment accurately reflected their capabilities. Summary
• 81% of experienced retail store employees agreed • 90% of experienced Cashiers agreed that their
the assessment reflected realistic situations they higher-scoring candidates would possibly or
encountered on the job. definitely be more effective Cashiers.
Taken together, these results demonstrate that technologically advanced assessments are realistic and predict
relevant business outcomes. In addition, those who complete these assessments consider them relevant and realistic,
resulting in high overall candidate engagement. Finally, technical issues were encountered in only 2% to 4% of the
time, which demonstrates how easy these assessments are to administer without requiring substantial additional
internet bandwidth. These results strongly support the use of media-rich assessments in evaluating the job-relevant
capabilities of candidates.
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12. ■ More Organisations Integrating Assessments into their Applicant
Tracking Systems
EMPLOYMENT TESTING: WHAT’S NEXT?
As organisations are inundated with increasing numbers of applicants from multiple sources, there is a clear
trend to integrate all of that information seamlessly into Applicant Tracking Systems (ATS). ATS integrations
increased 70% in 2010 over 2009. By integrating the People Intelligence derived from assessments into an
ATS, HR professionals may use a single interface to manage the full range of hiring data and processes about
prospective talent.
HR professionals who leverage this approach are driving additional cost savings, a reduced time to hire,
and bottom line productivity benefits from improving the quality of hire. HR executives view the integration
approach as providing a consistent, objective recruitment process where all data can be considereed to match
appropriate applicants to available positions.
■ Structured Interviewing Gains Ground
Although structured behavioural interviews have been around for decades, the interest in this approach has
seen a resurgence with the availability of new, robust online tools. Overall, structured interviews add consistency
and objectivity to what could otherwise be a somewhat arbitrary hiring mechanism.
According to our 2011 Global Assessments Trends Report, nearly 95% of survey respondents’ companies use or
plan to use structured interviews in their hiring processes, up from approximately 85% in the previous
two years.
With multi-location organisations, as well as personal and regional differences in interview style, companies
face unique new challenges in assuring consistency across locations and hiring managers. To address these
challenges, companies leverage online tools to standardise quality and manage global availability of “pre-
approved” interview questions, and are able to deploy tailored interview guides efficiently to all participants in
a particular talent decision process. During the candidate selection process, these types of tools can monitor
interview completion and support remote video-based interviews. Finally, HR professionals can track, record,
and integrate competency-based scoring resulting from interviews with other forms of assessment to facilitate
decision-making.
■ Testing Goes on the Road: Remote and Mobile Assessments
Organisations are embracing the use of remote testing. In a recent survey, 83% of respondents reported that
their organisations use remote assessments as part of their recruitment processes1. Remote testing technology
has dramatically changed since it first began over 10 years ago, and the sophistication of testing helps ensure
content is not compromised.
It is expected that most people in the world will access the Internet via mobile devices by 20202. Smart phone/
mobile testing is inevitable as this type of technology surpasses traditional ways individuals access the Internet
and could potentially prove to be a competitive advantage for companies who want to engage candidates
early in the process. Although only 7% of survey participants reported using mobile devices currently in their
assessment programmes, 33% said they would adopt it when it was made more widely available.
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1. Global Assessment Trends Report, SHL, 2011
2. Anderson & Rainie, 2008 Pew Internet & American Life Project, The Future of the Internet III, 2008
13. ■ Assessments Support Employee Talent Development
Assessments are often thought of as a way to identify the best candidates for a position, but another
EMPLOYMENT TESTING: WHAT’S NEXT?
important and growing use for them is to provide People Intelligence about an organization’s current
workforce. Pairing assessment results with other information, such as multisource performance ratings,
can give decision-makers more refined and informative data to evaluate, develop, or promote talent. More
organisations are implementing assessment programmes to provide the People Intelligence necessary to:
• Inform promotion decisions or succession planning initiatives
• Generate input for employee development plans
• Identify under-used strengths and capabilities
• Provide employees with the feedback and self-insight they need to grow professionally
• Align people capability with organisational strategy
• Assess readiness to deliver future organisational objectives
Personality and ability scores can often be paired with 360 degree feedback and on the job performance
data to provide a rounded picture of a person’s potential and actual performance. In some cases,
organisations ask employees to create their development plans after an in-depth assessment and
integration of the resulting data. Overall, the information from objective assessment programmes can be
used successfully to identify potential in employees and inform a myriad of decisions about an
organisation’s talent.
Employee Development Centres Gaining in Popularity
A large, fast-moving global consumer goods producer Another organisation uses development centres to
has always had a strong focus on developing top talent narrow its top talent pool for a high level leadership
within the organisation. To this end, the company programme. One global retail company identified
created several development centres for multiple its top 25 corporate employees through supervisor
functions. These centres include assessments, role nominations as well as various assessment results
plays, group exercises and in-baskets designed to reflect including personality, ability and interviews to
real-life corporate scenarios. determine where their training efforts should be
focused to develop the leadership talent of tomorrow.
The information gathered helps identify current areas These high potential employees were based around the
where participants perform well and where they need world and came from varying functions within
to improve for current and future roles. Additionally, the organisation.
participants’ leadership potential is measured to
determine how to plan for future leaders in senior The use of development centres can also increase
roles. The company then invests in their top talent engagement and commitment as the organisation is
with training programmes, coaching and mentoring demonstrating a commitment to employees’ growth
relationships to grow their skills. These centres have and development. It is important that the People
been so successful they are now held around the Intelligence generated by a development centre is
world several times per year to find top talent in acted upon — to set training programmes or individual
the organisation. development plans — for employees to feel they receive
real benefit.
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14. Conclusion
In today’s environment, demands on organisations to prove their worth are higher than at
any point in decades. With pressure on leaders everywhere to find ways to do more with
less, an effective People Intelligence strategy can be the key to driving business outcomes
across jobs and industries. Leading organisations will leverage the advancements in both
the predictive nature and operational efficiencies offered in today’s pre- and post-hire
assessment programmes to ensure they have the right workforce in place to drive their
CONCLUSION
bottom line results.
“We feel so privileged to be partnered with customers who fully understand how critical it
is to use their organisation’s People Intelligence information to drive the decisions which
have the greatest impact on their business results,” states David Leigh, SHLPreVisor
CEO. “In any environment, but especially the post-recession environment we are now in,
maximising the return on investment of their talent acquisition and talent management
programmes is essential. We look forward to working closely with our customers in 2011
and beyond to achieve our promise to them — to help select, place and promote the people
most likely to be successful in their organisations.”
Who are SHL?
SHL is the global leader in talent assessment solutions, driving better
business results for clients through superior People Intelligence
and decisions — from hiring and recruiting, to employee
development and succession planning. With a presence
in over 50 countries, SHL delivers more than 15 million
assessments annually in over 30 languages — allowing
clients to benefit from both global expertise and
local insight. Along with its world-class consulting
practices and 24-hour support centre, SHL clients
can access over 1,000 assessments through an
easy-to-use technology platform. Headquartered
in London, UK, the company has offices
throughout the Americas, EMEA and Australia/
New Zealand.
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