Ian Newcombe from RBS's presentation at our May 2013 Building Capability Conference. 'The role of integrated online assessment in high volume recruitment'
Manjunathan Muddaliar has over 10 years of experience in business analysis, customer service, and accounts payable roles. He is currently a Business Analyst at Maerskline India Pvt Ltd where he manages tender contracts, customer service, documentation, and dispute handling. Previously, he worked at Infosys BPO as a Senior Accounting Executive in accounts payable and at WNS Global Services and Reliance BPO in customer service roles. He holds an MBA in Finance and a B.Com degree. His skills include process management, stakeholder management, revenue management, and he is proficient in Microsoft Office, SAP, and accounts payable systems.
This job posting is for a Supervisor at the DQ Call Centre in Mount Edgecombe, KZN. The key responsibilities of the role include operational planning for the call centre to meet targets, recruiting and managing a team of call agents, ensuring high quality customer service, and reporting on key performance indicators. The supervisor will be responsible for coaching agents, monitoring performance, and developing the team to handle customer queries effectively. Maintaining systems and resolving any issues that impact service quality or customer satisfaction are also important aspects of the role.
Customer Experience Roadmap and Call Center AlignmentColin Taylor
This document discusses designing a customer experience roadmap. It begins by defining key terms like customer satisfaction, customer experience, and quality monitoring. It then discusses measuring the current customer experience and identifying gaps between the actual experience and the desired brand attributes. Potential corrective actions are proposed to better align the customer experience with goals. The document emphasizes that the contact center is where marketing promises meet product delivery and different stakeholder views intersect. It also stresses examining internal policies and processes to ensure they support the desired customer experience.
This document summarizes the career experience and qualifications of Maivel Mounir Riad. It outlines over 6 years of experience managing localization projects from beginning to end at Euro-com, including developing project plans, managing budgets and risks, and resolving issues. It also details over 5 years of experience as a Customer Service Team Leader and Senior Specialist at Mobinil in Egypt, where responsibilities included meeting SLAs, analyzing churn trends, and ensuring customer satisfaction. The document lists educational qualifications including a Masters in International Business Administration and a Bachelor's Degree of Commerce from Cairo University.
Affida Abdul Wahab has over 13 years of experience leading operations and customer service teams across diverse industries. She is currently the Manager of Patient Services at Prince Court Medical Centre, overseeing a team of 52 that manages patient admissions, billing, and collections. Prior to this role, she held management positions at Prince Court and Citibank focused on improving processes, customer satisfaction, and financial performance. She has a proven track record of enhancing efficiency, reducing costs and risks, and motivating employees through goal setting and performance management.
Hany Mohamed Abd El Monem is seeking a job utilizing his background and experience in a reputable company. He has over 10 years of experience in IT technical support and customer service roles. His most recent role is as IT Manager at Masa For External Trading since August 2014. He has strong computer, English language, and customer service skills.
This document provides a summary of Sunil Kumar Sharma's 15 years of experience in operations management, project management, quality assurance, customer service, and team management in the telecom industry. It outlines his roles and responsibilities managing projects, operations, vendors, and teams. It also lists his educational qualifications and technical skills in areas like Six Sigma, analytics, problem solving, and decision making.
Manjunathan Muddaliar has over 10 years of experience in business analysis, customer service, and accounts payable roles. He is currently a Business Analyst at Maerskline India Pvt Ltd where he manages tender contracts, customer service, documentation, and dispute handling. Previously, he worked at Infosys BPO as a Senior Accounting Executive in accounts payable and at WNS Global Services and Reliance BPO in customer service roles. He holds an MBA in Finance and a B.Com degree. His skills include process management, stakeholder management, revenue management, and he is proficient in Microsoft Office, SAP, and accounts payable systems.
This job posting is for a Supervisor at the DQ Call Centre in Mount Edgecombe, KZN. The key responsibilities of the role include operational planning for the call centre to meet targets, recruiting and managing a team of call agents, ensuring high quality customer service, and reporting on key performance indicators. The supervisor will be responsible for coaching agents, monitoring performance, and developing the team to handle customer queries effectively. Maintaining systems and resolving any issues that impact service quality or customer satisfaction are also important aspects of the role.
Customer Experience Roadmap and Call Center AlignmentColin Taylor
This document discusses designing a customer experience roadmap. It begins by defining key terms like customer satisfaction, customer experience, and quality monitoring. It then discusses measuring the current customer experience and identifying gaps between the actual experience and the desired brand attributes. Potential corrective actions are proposed to better align the customer experience with goals. The document emphasizes that the contact center is where marketing promises meet product delivery and different stakeholder views intersect. It also stresses examining internal policies and processes to ensure they support the desired customer experience.
This document summarizes the career experience and qualifications of Maivel Mounir Riad. It outlines over 6 years of experience managing localization projects from beginning to end at Euro-com, including developing project plans, managing budgets and risks, and resolving issues. It also details over 5 years of experience as a Customer Service Team Leader and Senior Specialist at Mobinil in Egypt, where responsibilities included meeting SLAs, analyzing churn trends, and ensuring customer satisfaction. The document lists educational qualifications including a Masters in International Business Administration and a Bachelor's Degree of Commerce from Cairo University.
Affida Abdul Wahab has over 13 years of experience leading operations and customer service teams across diverse industries. She is currently the Manager of Patient Services at Prince Court Medical Centre, overseeing a team of 52 that manages patient admissions, billing, and collections. Prior to this role, she held management positions at Prince Court and Citibank focused on improving processes, customer satisfaction, and financial performance. She has a proven track record of enhancing efficiency, reducing costs and risks, and motivating employees through goal setting and performance management.
Hany Mohamed Abd El Monem is seeking a job utilizing his background and experience in a reputable company. He has over 10 years of experience in IT technical support and customer service roles. His most recent role is as IT Manager at Masa For External Trading since August 2014. He has strong computer, English language, and customer service skills.
This document provides a summary of Sunil Kumar Sharma's 15 years of experience in operations management, project management, quality assurance, customer service, and team management in the telecom industry. It outlines his roles and responsibilities managing projects, operations, vendors, and teams. It also lists his educational qualifications and technical skills in areas like Six Sigma, analytics, problem solving, and decision making.
King Khalid "Kenzo" D. Arabia has over 15 years of experience in various industries including banking, pharmaceuticals, real estate, and telecommunications. He holds a Bachelor's degree in Commerce with a major in Banking and Finance and is seeking a stable position that allows him to enhance workplace culture. His qualifications include extensive experience in customer service, sales, operations management, and quality assurance roles.
This document provides a summary of Nitesh D. Rai's career objective, qualifications, and professional experience. Rai has over 7 years of experience in the banking sector and is currently pursuing an MBA in finance. He has held roles in areas such as costing and budgeting, project management, auditing, expenses and invoicing, quality analysis and training. Rai has received several awards for his performance and has expertise in financial analysis, process development, and customer service. He is proficient in various banking tools and Microsoft Office and seeks a challenging career with opportunities for growth.
OPERATIONS MANAGEMENT PROFESSIONAL
A result oriented business professional with over 12 years of extensive experience and proven abilities in improving efficiency of operations, strategic planning, managing projects, team building and detailing project information to determine effective process of operations. Able to identify areas of strength & weakness and implement company policies, standards, changes in operations and systems that will optimize productivity.
This document provides a summary of qualifications and experience for Denise Crowell. She has over 20 years of experience in management roles within call centers, most recently as a Call Center Manager at Comcast from 2001 to 2009. Her skills include staff training and development, project management, customer relations, and quality assurance. She holds a bachelor's degree in computer forensics and has received recognition for her work reducing contact rates and starting new departments.
Ayan Chakrabarti is a Manager of Bids & Solutioning and Operations with over 12 years of experience in project management, pricing, business improvement, and compliance. He holds an MBA in Marketing Management and has successfully secured multiple clients and projects during his career. He is currently managing two projects for a telecom company and non-profit focused on tuberculosis.
The document summarizes a call center capability assessment tool called SnapshotZ. It provides a structured approach to assessing call centers across 8 primary sections and 29 sub-sections. The assessment examines areas like organization, customers, strategy, performance, CRM, reporting, policies/procedures, technology, and operational risk. It uses a 3 step process including an operational assessment, in-depth analysis of 5 key areas, and optional certification. The tool has been used to assess over 700 call centers globally and helps identify strengths, weaknesses, and opportunities for improvement.
Hitender is applying for a Talent Acquisition role and has over 3 years of experience in Talent Acquisition and related fields such as real estate. He holds a Bachelor's degree in Electronics and Telecommunications Engineering. Hitender has strong communication and interpersonal skills and experience screening and shortlisting resumes, identifying talent needs, and maintaining applicant tracking systems. He is looking for a challenging position that allows him to utilize his recruitment knowledge and skills.
This document contains a resume for Guru Prasad, who is seeking a senior level position in customer service, operations management, process management, or quality management in Bangalore, India. He has over 8 years of experience in call center operations, customer service management, process management, quality control, and team leadership. His core competencies include operations management, process management, team management, and customer relationship management. He provides details of his work experience and academic background.
This document is a 3-page resume for Morgan Pashley. It summarizes their work experience including roles as a Senior Quality Analyst, Senior Specialist, Client Service Officer, Operations Manager, and Customer Service Representative for Citi Global Transaction Services and Allianz Life. It also lists their education including a Bachelor's Degree in English from St. Joseph's University and Series 6 License. The resume demonstrates over 15 years of experience in customer service, operations management, quality analysis, and project management.
Suchitra Rajan is seeking new assignments that provide challenge, growth and allow her to utilize her abilities. She has over 9 years of experience in operations management, sales data management, business analysis, forecasting, workforce management, change management and customer service management at Dell and Mphasis. She is proficient in running process operations and developing procedures. She possesses strong communication, analytical and customer relationship skills.
- Atinder Pal Singh has over 7 years of experience in marketing and customer service roles in the telecom industry, currently serving as Deputy Manager at Tata Teleservices handling revenue enhancement.
- He has expertise in areas like revenue planning, churn management, product innovation, and loyalty programs.
- His current role involves tasks like revenue forecasting, launching new products, retention campaigns, analyzing product performance, and driving key business metrics.
Mohamed Hafez Mohamedhfz15@gmail.com 055-8017990
Mohamed Ahmed Abdulla Hafez is seeking a position that utilizes over 12 years of experience in the general insurance sector. He has held roles such as Assistant Manager of Claims and Senior Underwriter. Mohamed has strong relationship building, communication, and problem solving skills. He is knowledgeable in all phases of insurance from receiving inquiries to claims settlement. Mohamed has a bachelor's degree in sociology and several insurance qualifications and certificates.
This document describes the position of a Senior Customer Service Representative at iiNet. The position involves building advocacy for iiNet by delivering excellent customer service. Key responsibilities include consistently providing high quality service, resolving customer issues on the first contact, maintaining product knowledge, coaching and developing other representatives, and communicating effectively. The position requires a Certificate III or IV in telecommunications or equivalent experience, as well as at least two years of customer service experience and technical expertise in iiNet's infrastructure, products, policies and procedures.
The document discusses performance management at The Bank of Punjab (BOP). [1] BOP measures employee performance based on criteria like achieving targets, implementing procedures correctly, customer service standards, and teamwork. [2] Performance is appraised semi-annually through reviews of the past 6 months' work. [3] Employee compensation and promotions are linked to performance appraisal results.
Paul Pinto, Managing Partner of Sylvan VI, and Barry Diamond, VP of Business Development at Pinstripe, share a new “do-it-yourself” RFP tool designed to give small-to-medium businesses the ability to better create and manage the RFP process when engaging a sourcing advisor is not an option. This online SAAS (software-as-a-service) tool incorporates industry best practices to guide companies through crafting insightful questions that will result in a better quality RFP as well as help facilitate the decision-making process.
SQ Lecture Seven - Managing People for Service AdvantageSQAdvisor
The three cycles of HRM are failure, mediocrity, and success. Failure occurs from narrow jobs, rule-focus, bored employees, and high turnover. Mediocrity stems from standardized jobs and lack of motivation. Success involves investing in training, empowerment, and building high-performance teams to create loyal customers and profits. Good HRM like recruitment, training, empowerment, and motivation can move a service firm from failure or mediocrity towards the cycle of success.
Oyudo Chinenye Nwamaka provides her resume, including her contact information, career objective, employment history, skills, work experience and duties in various roles at Diamond Bank PLC from 2010 to present including as a Customer Service Representative, Quality Assurance, Training & Development Team Lead, and Contact Centre Supervisor. She also lists her education history and qualifications.
Rajesh Kumar Menon is a Process Specialist with over 8 years of experience in customer service. He currently works at Infosys in Bangalore, where he provides process training to new hires and handles quality audits and performance reporting. Prior to his current role, he worked as a Senior Customer Service Advisor at Infosys for over 3 years, where he resolved broadband issues for customers in the UK. He is seeking a management position where he can utilize his skills and contribute to company growth.
This document contains the resume of Ana Marie Bellosillo, who has over 15 years of experience in customer service roles across various industries. She has a strong track record of resolving complex customer issues and ensuring high levels of customer satisfaction. Her most recent role was as a Senior Customer Service Executive at Capita PTE LTD, where she handled technical support inquiries, managed a team, and identified process improvements.
This document is a resume for Muhammad Nazim Khan summarizing his professional experience and qualifications. Nazim has over 10 years of experience in customer care and services with Mobilink, Pakistan's largest cellular company, holding various roles in customer support, operations, network support, and subscriber management. He also has 2 years of previous experience in machine maintenance and training. Nazim holds an MBA in Marketing and a bachelor's degree in electronic engineering, and has undergone several professional trainings. He is seeking a challenging position to contribute to organizational productivity and processes through his problem-solving, leadership, and multitasking skills.
#FIRMday Oct 22nd London - Hireserve - How can academia transform your grad r...Emma Mirrington
This document discusses how collaborating with local universities can help small and medium enterprises (SMEs) with graduate recruitment. Universities provide access to a large talent pool of students and can promote opportunities. Collaboration could involve knowledge transfer partnerships where graduates help with commercial projects. Universities also offer networking opportunities to connect SMEs with potential partners or customers. Overall, academic-business partnerships can open doors for both graduates and employers.
Agility within Resourcing - The FIRM and eSift business breakfast outputsEmma Mirrington
We are delighted to present the outcomes of our first regional
business breakfast held in partnership with eSift. The conversations centred around agility within resourcing and the outputs of the session can be found here
King Khalid "Kenzo" D. Arabia has over 15 years of experience in various industries including banking, pharmaceuticals, real estate, and telecommunications. He holds a Bachelor's degree in Commerce with a major in Banking and Finance and is seeking a stable position that allows him to enhance workplace culture. His qualifications include extensive experience in customer service, sales, operations management, and quality assurance roles.
This document provides a summary of Nitesh D. Rai's career objective, qualifications, and professional experience. Rai has over 7 years of experience in the banking sector and is currently pursuing an MBA in finance. He has held roles in areas such as costing and budgeting, project management, auditing, expenses and invoicing, quality analysis and training. Rai has received several awards for his performance and has expertise in financial analysis, process development, and customer service. He is proficient in various banking tools and Microsoft Office and seeks a challenging career with opportunities for growth.
OPERATIONS MANAGEMENT PROFESSIONAL
A result oriented business professional with over 12 years of extensive experience and proven abilities in improving efficiency of operations, strategic planning, managing projects, team building and detailing project information to determine effective process of operations. Able to identify areas of strength & weakness and implement company policies, standards, changes in operations and systems that will optimize productivity.
This document provides a summary of qualifications and experience for Denise Crowell. She has over 20 years of experience in management roles within call centers, most recently as a Call Center Manager at Comcast from 2001 to 2009. Her skills include staff training and development, project management, customer relations, and quality assurance. She holds a bachelor's degree in computer forensics and has received recognition for her work reducing contact rates and starting new departments.
Ayan Chakrabarti is a Manager of Bids & Solutioning and Operations with over 12 years of experience in project management, pricing, business improvement, and compliance. He holds an MBA in Marketing Management and has successfully secured multiple clients and projects during his career. He is currently managing two projects for a telecom company and non-profit focused on tuberculosis.
The document summarizes a call center capability assessment tool called SnapshotZ. It provides a structured approach to assessing call centers across 8 primary sections and 29 sub-sections. The assessment examines areas like organization, customers, strategy, performance, CRM, reporting, policies/procedures, technology, and operational risk. It uses a 3 step process including an operational assessment, in-depth analysis of 5 key areas, and optional certification. The tool has been used to assess over 700 call centers globally and helps identify strengths, weaknesses, and opportunities for improvement.
Hitender is applying for a Talent Acquisition role and has over 3 years of experience in Talent Acquisition and related fields such as real estate. He holds a Bachelor's degree in Electronics and Telecommunications Engineering. Hitender has strong communication and interpersonal skills and experience screening and shortlisting resumes, identifying talent needs, and maintaining applicant tracking systems. He is looking for a challenging position that allows him to utilize his recruitment knowledge and skills.
This document contains a resume for Guru Prasad, who is seeking a senior level position in customer service, operations management, process management, or quality management in Bangalore, India. He has over 8 years of experience in call center operations, customer service management, process management, quality control, and team leadership. His core competencies include operations management, process management, team management, and customer relationship management. He provides details of his work experience and academic background.
This document is a 3-page resume for Morgan Pashley. It summarizes their work experience including roles as a Senior Quality Analyst, Senior Specialist, Client Service Officer, Operations Manager, and Customer Service Representative for Citi Global Transaction Services and Allianz Life. It also lists their education including a Bachelor's Degree in English from St. Joseph's University and Series 6 License. The resume demonstrates over 15 years of experience in customer service, operations management, quality analysis, and project management.
Suchitra Rajan is seeking new assignments that provide challenge, growth and allow her to utilize her abilities. She has over 9 years of experience in operations management, sales data management, business analysis, forecasting, workforce management, change management and customer service management at Dell and Mphasis. She is proficient in running process operations and developing procedures. She possesses strong communication, analytical and customer relationship skills.
- Atinder Pal Singh has over 7 years of experience in marketing and customer service roles in the telecom industry, currently serving as Deputy Manager at Tata Teleservices handling revenue enhancement.
- He has expertise in areas like revenue planning, churn management, product innovation, and loyalty programs.
- His current role involves tasks like revenue forecasting, launching new products, retention campaigns, analyzing product performance, and driving key business metrics.
Mohamed Hafez Mohamedhfz15@gmail.com 055-8017990
Mohamed Ahmed Abdulla Hafez is seeking a position that utilizes over 12 years of experience in the general insurance sector. He has held roles such as Assistant Manager of Claims and Senior Underwriter. Mohamed has strong relationship building, communication, and problem solving skills. He is knowledgeable in all phases of insurance from receiving inquiries to claims settlement. Mohamed has a bachelor's degree in sociology and several insurance qualifications and certificates.
This document describes the position of a Senior Customer Service Representative at iiNet. The position involves building advocacy for iiNet by delivering excellent customer service. Key responsibilities include consistently providing high quality service, resolving customer issues on the first contact, maintaining product knowledge, coaching and developing other representatives, and communicating effectively. The position requires a Certificate III or IV in telecommunications or equivalent experience, as well as at least two years of customer service experience and technical expertise in iiNet's infrastructure, products, policies and procedures.
The document discusses performance management at The Bank of Punjab (BOP). [1] BOP measures employee performance based on criteria like achieving targets, implementing procedures correctly, customer service standards, and teamwork. [2] Performance is appraised semi-annually through reviews of the past 6 months' work. [3] Employee compensation and promotions are linked to performance appraisal results.
Paul Pinto, Managing Partner of Sylvan VI, and Barry Diamond, VP of Business Development at Pinstripe, share a new “do-it-yourself” RFP tool designed to give small-to-medium businesses the ability to better create and manage the RFP process when engaging a sourcing advisor is not an option. This online SAAS (software-as-a-service) tool incorporates industry best practices to guide companies through crafting insightful questions that will result in a better quality RFP as well as help facilitate the decision-making process.
SQ Lecture Seven - Managing People for Service AdvantageSQAdvisor
The three cycles of HRM are failure, mediocrity, and success. Failure occurs from narrow jobs, rule-focus, bored employees, and high turnover. Mediocrity stems from standardized jobs and lack of motivation. Success involves investing in training, empowerment, and building high-performance teams to create loyal customers and profits. Good HRM like recruitment, training, empowerment, and motivation can move a service firm from failure or mediocrity towards the cycle of success.
Oyudo Chinenye Nwamaka provides her resume, including her contact information, career objective, employment history, skills, work experience and duties in various roles at Diamond Bank PLC from 2010 to present including as a Customer Service Representative, Quality Assurance, Training & Development Team Lead, and Contact Centre Supervisor. She also lists her education history and qualifications.
Rajesh Kumar Menon is a Process Specialist with over 8 years of experience in customer service. He currently works at Infosys in Bangalore, where he provides process training to new hires and handles quality audits and performance reporting. Prior to his current role, he worked as a Senior Customer Service Advisor at Infosys for over 3 years, where he resolved broadband issues for customers in the UK. He is seeking a management position where he can utilize his skills and contribute to company growth.
This document contains the resume of Ana Marie Bellosillo, who has over 15 years of experience in customer service roles across various industries. She has a strong track record of resolving complex customer issues and ensuring high levels of customer satisfaction. Her most recent role was as a Senior Customer Service Executive at Capita PTE LTD, where she handled technical support inquiries, managed a team, and identified process improvements.
This document is a resume for Muhammad Nazim Khan summarizing his professional experience and qualifications. Nazim has over 10 years of experience in customer care and services with Mobilink, Pakistan's largest cellular company, holding various roles in customer support, operations, network support, and subscriber management. He also has 2 years of previous experience in machine maintenance and training. Nazim holds an MBA in Marketing and a bachelor's degree in electronic engineering, and has undergone several professional trainings. He is seeking a challenging position to contribute to organizational productivity and processes through his problem-solving, leadership, and multitasking skills.
#FIRMday Oct 22nd London - Hireserve - How can academia transform your grad r...Emma Mirrington
This document discusses how collaborating with local universities can help small and medium enterprises (SMEs) with graduate recruitment. Universities provide access to a large talent pool of students and can promote opportunities. Collaboration could involve knowledge transfer partnerships where graduates help with commercial projects. Universities also offer networking opportunities to connect SMEs with potential partners or customers. Overall, academic-business partnerships can open doors for both graduates and employers.
Agility within Resourcing - The FIRM and eSift business breakfast outputsEmma Mirrington
We are delighted to present the outcomes of our first regional
business breakfast held in partnership with eSift. The conversations centred around agility within resourcing and the outputs of the session can be found here
#FIRMday Oct 22nd London - Employing disabled people is good for businessEmma Mirrington
Employing disabled people provides several business benefits according to the document:
1) Productivity studies show that disabled employees are as productive as non-disabled employees and some studies found they have higher performance ratings and innovation.
2) Employing disabled people taps into a wider pool of talent, allowing companies to access skills and qualifications they may otherwise overlook.
3) Disabled employees tend to have higher retention rates, with some studies finding they stay in roles 30% longer, saving costs associated with high turnover.
4) Contrary to assumptions, research finds that on average disabled employees have lower sickness absence rates than non-disabled employees, with some studies finding rates are 30% lower.
Capita - Putting innovation at the heart of RPOEmma Mirrington
What is the meaning of innovation in RPO and how can the market become more innovative? New research from Capita seeks to find out what innovation means to resourcing leaders. The research provides an in depth insight on how RPO models can be better configured to realise the benefits from innovation.
Research participants included HR directors and resourcing leaders from large enterprises, with the likes of Arup, BSkyB, The Cooperative Banking Group, Lockheed Martin, TalkTalk, Thales and Virgin Money, among others.
Most of the respondents felt that the sector needed to improve on how it engages with candidates and hiring managers, and improve its capabilities around candidate sourcing. There was a strong sense of a need for research-led RPO, which could help improve conversations with active and passive candidates as well as boost the development of talent pipelines and pools.
Some respondents reflected challenges back on themselves; for instance, respondents linked several shortfalls to their organisations’ tendency to contract on cost alone, a failure to challenge how resourcing was perceived as a business discipline within their own organisation, and a lack of both focus and investment in workforce planning and talent management.
The Innovation in RPO white paper proves to be an interesting and upfront read. Its frank and honest view of the state of RPO comes with recommendations for driving positive change.
The FIRM & IBM : Rewriting the rules for the digital ageEmma Mirrington
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through people performance. Visit the Human Capital area of www.deloitte.com to learn more.
The Forum for In-house Recruitment Managers (The FIRM) and The Write Research Company have partnered on the development of this Strategic Talent Acquisition Report designed to form an analysis of the on-going transformation of resourcing strategy and practice in the UK. The Report focuses on the following areas:
- The increasing strategic importance of talent acquisition
- Key priorities for Resourcing professionals
- Measuring the effectiveness of talent acquisition strategies
- The capability and expertise of in-house teams
- The development of talent pipelines aligned to workforce plans
- Career pathways for in-house Resourcing professionals
#FIRMday Manchester 9th March: Sofology 'Turning candidates into brand advoca...Emma Mirrington
Alyson Fadil, Sofology will be looking at Turning Candidates into Brand Advocates Treating your candidates as you would your customers is ever more important. How do you ensure they get an experience that reflects your brand?
The FIRM & IBM event THE FUTURE OF WORK IS HERE: Is the people function 'fit ...Emma Mirrington
This presentation will look at what you need to consider in order to ensure that the Resourcing/HR function can deliver the talent-based solutions both today and in the future. Key points will include:
• A brief overview of the Future of Work trends being seen in 2017
• What challenges will this create from business leaders and the workforce in our organisations?
• What does this mean for the Future of HR (technology adoption, new talent practices, new ways of acquiring talent etc.)?
“Recruitment Transformation is the process of change required to move away from inefficient, reactive recruitment towards high-value, strategic resourcing”
Intellecta Consultants is a fast-growing staffing and recruitment firm in India with over 5 years of experience. They provide end-to-end recruitment and staffing solutions to clients across various industries. Their core methodology involves thoroughly understanding client requirements and culture to source and select the right candidates through a rigorous screening process. They aim to be a strategic long-term partner to clients by managing vendor relationships and providing compliant payroll processing and other HR services.
Improving Service Quality and Productivity - Service MarketingNuwan Ireshinie
This document discusses improving service quality and productivity. It begins with an agenda that outlines integrating quality and productivity strategies to achieve long-term profitability by delivering high quality experiences to customers more efficiently. The document then covers topics such as defining and measuring service quality and productivity, tools to analyze quality problems, and strategies to improve quality such as addressing gaps in service and implementing quality frameworks like ISO 9000 and Six Sigma. It emphasizes that quality and productivity improvements should focus on redesigning customer service processes to boost both service quality and efficiency.
Six Sigma Leaders For Today Presentation Slides (Six Sigma)JoanMullins
The document describes steps in a Six Sigma process improvement project to increase the contract fill rate and reduce placement cycle time for an interim management recruiting firm. Key aspects of the current "as-is" process are mapped, including excessive wait times between steps. Customer requirements are identified, including needs for communication, timeliness, and quality candidates/jobs. Root causes of low fill rates are analyzed. A new process is proposed where lead recruiters directly qualify jobs and collaborate with clients to address issues and improve performance.
Six Sigma Leaders For Today Presentation Slides (Six Sigma)JoanMullins
The document outlines the Six Sigma DMAIC process for improving the interim management recruiting process at Leaders For Today. It identifies key issues with long wait times between steps and a low candidate fill rate of 37.8%. Data will be collected and analyzed to understand root causes and prioritize factors influencing the fill rate and cycle time. The goal is to increase fill rate by 10% and decrease cycle time by 30% through solutions tested in a pilot and institutionalized controls.
Most of the small, emerging (SME's) organization 's CEO or Business heads have a challenge on "PEOPLE MANAGEMENT."
When the business head does not plan and execute the people management process effectively, the organization suffers from slipping deliveries, quality issues, increase in human resources cost, IR related problems and eventually all those failures affecting the business profitability and growth.
The solutions call for a holistic approach to all aspects of the people management process, and this presentation attempts to give some perspectives from my experience with SME's in different regions.
Recently I shared this presentation in one of the SME 's CEO forum and received a lot of interaction and appreciation.
Hope this helps for business heads / CEO's
This document discusses different types of workforce surveys and how to design effective survey programs. It provides an overview of common survey types and purposes, including defensive, offensive, and hybrid surveys. Key aspects of survey design discussed include defining the purpose and goals, determining survey content, timing, participation, incentives, and how to close the feedback loop. The document also highlights best practices like measuring observable behaviors, including negative statements, and addressing survey fatigue. Case studies demonstrate how surveys have been used to reset strategies, drive change, and measure engagement at different organizations.
The document summarizes Accolo's 6-step hiring process which includes profiling the job, developing a recruitment plan, identifying candidates, conducting online interviews, scoring and presenting candidates, and interviewing and making hiring decisions. It also outlines Accolo's services which range from fully managed hiring to shared services support.
The document discusses various topics related to recruitment including key factors in recruitment, trends in e-recruitment, advantages and disadvantages of e-recruitment, the use of social networking and temporary staff, recruitment process outsourcing, screening processes, and challenges for SMME recruitment. It also covers the recruitment process steps and considerations for internal versus external recruitment.
Manoj Nair is seeking a challenging position that leverages his 10 years of experience in operations management, people management, account management, and customer service. He has a proven track record of success in previous roles where he managed teams, met metrics and SLAs, improved processes, and drove performance for clients like Flipkart, DishTV, and Citigroup. His educational background includes a B.Com from Mumbai University.
Stephanie Price is an experienced IT and HR recruiter with over 10 years of experience in recruiting and human resources. She has held recruiting roles at IHS, Sprint, Key Energy, and Kelly Services where she was responsible for attracting, interviewing, and hiring candidates for various technical and engineering positions. She has strong skills in applicant tracking systems, sourcing candidates, onboarding, and full lifecycle recruiting. Price holds a Bachelor's degree in Psychology from the University of Northern Colorado.
Sam Jones is a dedicated Head of Customer Services with over 15 years of experience managing teams and customer service operations. They have a proven track record of leading teams of up to 75 employees across multiple departments, meeting KPIs and service level agreements. Sam has worked in leadership roles at Thomson Local since 2009, most recently as Head of Customer Services, and is now seeking a new opportunity to further utilize their skills.
Competencies are characteristics of employees that lead to effective job performance. They include skills, abilities, knowledge, and behaviors. Competencies help employees deliver better to customers by addressing their needs and skills gaps. They also help organizations achieve high performance by setting expectations for career progression and increased productivity. Developing competency models involves determining the qualities needed for superior performance in functions, leadership, jobs, roles, and organizational culture. It requires collecting data through methods like behavioral interviews, expert panels, surveys, and job analysis.
R. Ayyappan has over 10 years of experience in payroll processing and management. He currently works as a Deputy Manager of Payroll at Wividus, managing payroll for 19 countries in Europe and Africa with a team of 10 people. Previously, he has held roles with increasing responsibility at various companies such as Tata Consultancy Services and Standard Chartered Bank, where he managed payroll for over 15,000 employees across multiple countries. He has expertise in payroll implementation, data migration, ensuring compliance, and team management.
VCS Assist Payment By Results Workshop - slideslvscsteve
Here are some suggestions for turning around the failing PBR contract:
1. Conduct a thorough review of all cases to accurately RAG rate customers based on barriers and likelihood of achieving an outcome. Reallocate caseloads based on advisor skills and specialisms.
2. Develop a realistic flightpath forecast taking into account conversion rates, barriers and local opportunities. Set clear monthly targets for advisors and the organisation.
3. Review staff skills and performance. Provide additional training where needed. Set individual action plans and targets for underperforming advisors. Consider redeploying or making redundancies if necessary.
4. Designate an employer engagement specialist to map local opportunities and proactively engage with employers. Ensure job
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In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
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1. 1
The role of integrated online assessment in high volume
recruitment
Ian Newcombe C.Psychol, C.Sci, AFBPsS
Head of Assessment
Ian.Newcombe@rbs.co.uk
Objectives
Group Talent at RBS
Choosing, using and evaluating assessments in high volume scenarios
Case Study – High volume assessment process redesign
Questions and discussion
Slide 2
2. 2
Group Talent at RBS
Operating model
Slide 3
RBS Group Talent
Director,
Group Talent
People Strategy,
Insights
& Change
Early Career Resourcing
Executive
Search
Diversity
and Inclusion
Organisational
Effectiveness
Culture
Development
Learning
3. 3
Resourcing Operating Model
Retail
M&IB
Business Services
Group Functions
Regional
Fulfilment–ServiceandOperations
Fulfilment–Specialist
Fulfilment–Executive
Support–Assessment
Support–CandidateAttraction
Support–Policyandgovernance,BusinessMgtetc
Slide 5
Fulfilment–EarlyCareer
Support–CandidateSourcing
High Volume Assessment
Choosing, using and evaluating tools
Slide 6
4. 4
Sifting vs. Selection
Selecting out (Sifting)
Early removal of those who are least suited to
the role
– Often online, high volume, low touch
assessments
Selecting in
More detailed assessment to identify the best
candidates
– Offline, higher touch assessments
Sifting 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
5. 5
Sifting 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 an
applicant 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 experience
Estimate the overall candidate : hire ratio
- previous experience
- industry benchmarking
Choose assessments and their position in the funnel (estimate the selection
ratios necessary at each stage)
- Assessment characteristics, best practice, adverse impact etc
Model the end to end process, integrate assessments, candidate comms etc
Pilot
Live
Evaluation
Staging the process
6. 6
Factors 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 experience
Evaluation standards
Time to hire
Cost per hire
Candidate experience feedback
Quality of hire
– Typically composite metrics including:
– Hiring manager satisfaction survey data
e.g. would you rehire this individual?, rate your overall satisfaction with quality of hire
– New hire appraisal data
e.g. average performance rating for new employees in the first 12 months, percentage
of employees gaining “achieves expectations or above” in first 12 months
– Employee retention % in first 12 months of employment
– Good QoH measurement is elusive
7. 7
Service and Operations
End-to-end recruitment process re-engineering case study
Slide 13
Drivers for Change
Business structure/strategy
– Restructures in 2009 set out the need for a more cost-effective
process
– Greater use of online sifting
– Greater use of more resource intensive assessments
Short term tenure
– Internal research highlighted that lack of clarity about job
requirements was a key reason for STT
Candidate feedback
– Desire to enhance candidate experience
Slide 14
8. 8
Service 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 by
i-GRasp (ATS)
Slide 15
Process 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., customer
engagement, learning procedures, carrying out administrationtasks)
Enhanced Process
*Non Contact roles
Telephone
Online
Face-
to-face
**Contact roles
Key: *Non Contact Roles: Cash &
Coin
Pass / Fail
Planning &
Attraction
Job
Search
Realistic
Job
Preview
Group
Screen
Capture
Candidate
Details
(CV upload)
Diversity
Capture
Candidate
Offer
Pre-
Employment
Screening /
Onboarding
90%
Progression
Rate
Offer &
Onboarding
Resourcing Services / Consultant / Manager Advice & Overview
Candidate
Decline
Online
Assessment
50%
Progression
Rate
Telephone
Assessment
55%
Progression
Rate
Line
Manager
Interview
50%
Progression
Rate
**Contact Roles:F2F Customer Service; F2F Customer Adviser; Web Customer Adviser; Telephone Customer Service;
Telephone Customer Adviser; Collections & Recoveries; Complaints; Processing / Customer AdministrationBusiness & Resourcing
Business
Resourcing
Workforce /
Demand
Planning
Vacancy
Authorisation
RFI / Position
Creation
Vacancy
Keying
Attraction
9. 9
Assessments Implemented
Realistic Job Preview
– Information on typical activities undertaken and the characteristics of people who are likely to enjoy
the role and those who are unlikely to enjoy the role
– Encourages more self-selection by candidates by providing more detailed and realistic understanding
of 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 exercises
Slide 17
Slide 18
Telephone Interview
12. 12
Evaluation – 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 comparable
companies surveyed
Candidate quality improvements
– LMI selection ratios moved from 1 in 3 to better than 1 in 2 (reduced drop-out and
better 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 23
Evaluation – 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 very
highly (8-10)**
2011
% Scoring very
highly (8-10)**
Improvement
Has a positive attitude to their
work
52% 61% 17%
Engages well with customers 54% 63% 17%
Comes into work on time 55% 76% 38%
Is good at generating
leads/making sales
37% 52% 40%
Slide 24
13. 13
Future Plans
Review process in line with culture change/Purpose Vision and Values
initiative
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 USA
A few last points
COMMON MISCONCEPTIONS ABOUT ASSESSMENT
Assessments do not automatically improve the quality of the overall applicant
pool
– 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 attracting
more people
IN SUMMARY, ASSESSMENTS BRING THE MOST VALUE…
When there are a lot of applicants for a few roles (i.e. you can be highly
selective)
When high performers bring about much greater business benefit than low
performers
When the current success rate is low