Talent Leaders Connect - Feb 27th

Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT

Average tenure in the S&P 500

65 years

10 years

1930s

2000s

Brand
TALENT
POWER HAS SHIFTED FROM THE BRAND TO THE CONSUMER.

What CEOs Think of Marketing

Marketing is of
Critical Importance

Confidence in
Marketing to
Succeed

What CEOs Think of HR

HR is of Critical
Importance

Confidence in
HR to Succeed

markITing

Brand
Experience

=

Technological
Experience

Marketing’s role is to source new, and
retain/upsell existing customers.

HR’s role is to source new, and
retain/develop existing talent.

POWER
BEFORE
NOW
EMPLOYER

TARGET

CHANNEL

Brands

Markets

Mass Media

Consumers

Individuals

?

Talent

Individuals

?

Awareness

Consideration

Conversion

Loyalty
Advocacy

B2C = B2B = P2P
PRODUCT = COMPANY = EMPLOYER = PERSONAL

It’s Not About You
Don’t Promote, Educate

- Journalist = Academic = Employee
- Make Your Employees Heroes

Make a
Connection

PEOPLE “TRANSACT”
WITH COMPANIES

PEOPLE “BUY”
FROM PEOPLE

IN THE ABSENCE OF
SOMEONE TO BUY FROM,
THEY’LL TAKE RECOMMENDATIONS
FROM STRANGERS


Rajeeb Dey

Employers views

Big Data and the factors impacting
employee attrition
Russell Beck
Head of Consulting
February 2014

References

The following were references for this presentation:
•
•
•
•
•
•
•
•
•
•

Wikipedia - definitions
Forbes – “Big Data in Human Resources: A World of Haves And Have-Nots”
Deloitte Bersin – “Big data in HR – Talent Analytics comes of age”
REC/Markit - labour usage data direct from REC
Evolv - Workforce performance report
ONS/US government – salary data together with demographic profiles
Job Openings and Labor Turnover survey – Bureau of Labor Statistics – US job data
Freakonomics - website, book and podcast
Futurestep - „Futurecasting: How the rise of Big Social Data is set to transform the business of recruiting.‟
Quotes from:
•
•
•
•
•

•

Wall Street Journal
The Economist
Financial Times
Deloitte
New York Times

Impellam data - varied

Who are Impellam?

Multibrand
Structure

2,500 £1.2bn £1.6bn
Managers and
consultants

Turnover

270+

5

10,000 75,000

Outsourced &
Managed services
contracts

th

Largest in
the UK

UK customers

Recruitment
spend under
management

Placed into work
each week

What is „big data?‟

Big data is about "building new analytic applications based on new
types of data, in order to better serve your customers and drive a
better competitive advantage"

Big Data as the three ‘Vs’: Volume, Variety and Velocity

100 to 1
As a business example…..

This will be the next big thing in HR

“Work-force science is what happens when Big Data meets HR. It adds a large
dose of data analysis, a k a Big Data, to the field of human resource
management, which has traditionally relied heavily on gut feel and established
practice to guide hiring, promotion and career planning.”
“In the case of hiring American workers who toil by the
hour, number-crunching has uncovered
some surprising correlations.”

“We have clearly entered an economy in which talent is
considered a critical and scarce commodity. When this
happens, companies should get smarter
about every single talent decision. Enter the
world of ‘data-driven’ people decision-making.”

“Technologies such as big
data have transformed
business intelligence from
the stuff of
stodgy analyst
reports to an
instant stream
of information.”

How does this apply to attrition…?

Data analysis of:

And this is what they found in relation to staff attrition:
8%

40

1.3bn

16%

11%
11%

60
54%

Macro Economic factors
Company Practices
Workforce Relationships
Job Characteristics
Worker Characteristics

50%

Macroeconomic factors

16%

Job openings and employment (seasonally adjusted, in thousands)

Attrition costs will rise
by 25% as resignations
returns to historical
norms

Dec-97
Jun-98
Dec-98
Jun-99
Dec-99
Jun-00
Dec-00
Jun-01
Dec-01
Jun-02
Dec-02
Jun-03
Dec-03
Jun-04
Dec-04
Jun-05
Dec-05
Jun-06
Dec-06
Jun-07
Dec-07
Jun-08
Dec-08
Jun-09
Dec-09
Jun-10
Dec-10
Jun-11
Dec-11
Jun-12
Dec-12
Jun-13
Dec-13

The same effect is already true within the UK

16%

Index of staff demand (seasonally adjusted)

80

70

60

50

40

30

20

Period of recession

Skills shortages will get worse

0

In the US, for every 100,000 students entering the 9th grade in 2013, only
68,000 will graduate from high school in 2016.
Only 40,000 will then enter college that same year and when they
graduate in 2021, less than 17,000 will get a degree.

Of these graduates 800 will be engineers, of which 125 will be mechanical
engineers.
15 of these will be women and less than 5 of them will remain working in
that profession for more than 5 years.

4,300,000

215 11,157

Location, Location, Location

20%
58%

Increase in tenure for employees
if they live 0 – 5 miles from work

Increase in tenure for middling
walking scores over worst scoring
locations

Office locations with the worst walking
scores have the highest rates of employees
quitting, and getting fired

Office locations with amenities lead to
increased employee tenure

16%

Company Practices

Job applicants know the system

11%

“The problem with the employee
assessments that many companies use is
that they are transparent.”
“Assessments where the right answers are
obvious are counter productive to success”

67%

Percentage of self proclaimed “rule
followers” who are more likely to be
terminated for breaking rules

Company Practices

Recruiters could lead employees to quit

11%

“Consistent of job function, industry or
country, recruiters often promised better
shifts, pay and advancement.”

33-54%

Percentage of workers who felt
misled or confused about shift
availability, compensation, or career
growth

5-20%

Percentage of workers that
researchers estimate that quit
due to misaligned expectations

96%
Percentage of workers
who felt they had a clear
picture of the job reality if
a comprehensive, realistic
job preview is included

Workforce relationships

“Employees do not leave their jobs, they leave
their managers”

6x
£

Tenure increase of employees with best
managers vs. employees whose managers
are worse at retaining staff

The more managers are
paid the better their
employees perform

Tenure

54%

Managers tenure at a
company does not lead to
better employee
performance

Worker characteristics

A workers previous job-related
experience does not predict
future performance or tenure…

11%

…aptitude and work
style do.

Employees with high technological proficiency are more
productive, stay on the job longer and miss 15% fewer days of work. In
addition, they adhere to company policies better than those with low
technological proficiency scores.
Employees who use Chrome and Firefox perform better across the
board than those who use standard browsers that come with most
computers. They provide higher customer satisfaction and close
more sales.

Summary…

•
•
•
•
•
•
•
•
•

Attrition will increase in 2014
Do you know what good looks like?
Do you select based on this knowledge?
Are you honest in representing your roles and company
Employees leave managers not jobs
Train your poor people managers…..
…. pay them well…..
…. or replace them with external hires…
…. who use Firefox or Chrome?
“The use of data and analytics in general is going to be a basis of
competition going forward for individual firms, for sectors and
even for countries. Those companies that are able to use data

effectively are more likely to win in the marketplace.”

Thanks
Russell Beck
07710 898904

russell.beck@impellam.com


War for Talent

The Rise of Mobile

Matt Alder
matt@metashift.co.uk
metashift limited © 2013

@mattalder


What I’m going to talk about
• The Mobile Landscape
• Persuasion & Conversion
• Practicalities / Case Study


Exponential Growth

Imagine that this event is at Wembley.
We are sitting at the top of the stadium

Exponential Growth

One drop of water that doubles in size every minute
How Long Until We Drown?


Landscape

© MetaShift 2012

A New Age


Mobile isn’t actually mobile

Home

Work

On The Go


Mobile and Social


Mobile and LinkedIn


Mobile & Search

Google expects a site to load on a
smartphone / tablet in 1 second

Big News….


+

Action Orientated Medium

70% of mobile searchers act within
an hour; only 30% of PC searchers
do
Source Mobile Marketer


+

What about Recruitment?

88% of UK Job Seekers have used
a mobile device to search for jobs
in the last year
Google Consumer Survey 2013


Persuasion & Conversion

© MetaShift 2012

Persuasion Problem


Online Candidate Attraction
Social Media

At least 60% on
mobile

SEO

Google desktop
search declining

Email

More personal
email read on
mobile / tablet

Advertising

Persuasion

Apply or
Register

20% to 30% of
recruitment web
traffic on mobile

Social Media

SEO

At least 60% on
mobile

Google desktop
search declining

Email

More personal
email read on
mobile / tablet

Advertising

How much talent
is being leaked?
Can you multiply
ROI on current
activities?

20% to 30% of
recruitment web
traffic on mobile


Practicalities & Case Study

© MetaShift 2012

Thinking has to change


Adaptive (Device Specific) Design


Candidate Journey and Cloud Apply

Indeed Search for Software
Engineers in Peterborough

Career micro-site selling the
opportunity

Cloud Apply

Remember This?

One drop of water that doubles in size every minute
How Long Until We Drown?


Exponential Growth

After 45 mins the stadium is still 95% empty


Exponential Growth

But in 5 minutes later we will all be swimming


% Job Board
mobile web
traffic

Mobile Recruitment =
Exponential Growth

2010

Now

2015


Key Points
• The majority of your traffic will soon be mobile
• The opportunity and the threat is enormous

•

Experiment and Optimise

•

Work on every device (Adaptive Design)

•

Reduce registration / apply friction


matt@metashift.co.uk


Hiring great tech talent
Joel Spolsky
CEO
Stack Exchange

co-founder
fog creek software

“The company where the best
developers want to work”

please come work for
us its fun

I am the Chief Human
Recruiting Officer

hello!

I tried to ask on Twitter why
programmers hate recruiters.

this crashed Twitter

recruiters are
different than
programmers

recruiters

like people and don‟t mind
calling them on the phone

recruiters

thrive on ambiguity

recruiters

are competitive and ambitious

recruiters

are motivated by commissions
and bonuses

programmers

not super competitive

programmers

choose to code because
computers respond predictably

programmers

probably hate the telephone

if you are a recruiter

you would be a bad
programmer

if you are a recruiter
programmers don‟t like you
because you don‟t realize that

steak dinner
they may not think that going out
to a steak dinner with strangers is
fun

what are
programmers
looking for?
Please figure out how to make
this happen at your workplace.

what are programmers
looking for?

Or, give up and outsource the
programming.

pleasant workspace

quiet place to work

pleasant workspace

nice office

pleasant workspace

good equipment

pleasant workspace

independence

engineering quality

spec first

engineering quality

version control

engineering quality

one step build / deploy

stuff that matters

product company

stuff that matters

creative work

stuff that matters

identify with company goals

stuff that matters

identify with company products

smart, learning
organization

code during interview

smart, learning
organization

boss is a programmer

smart, learning
organization

good managers

smart, learning
organization

high quality team

smart, learning
organization

growth and learning

1. Do you use source control?
2. Can you make a build in one step?
3. Do you make daily builds?
4. Do you have a bug database?
5. Do you fix bugs before writing new code?
6. Do you have an up-to-date schedule?
7. Do you have a spec?
8. Do programmers have quiet working conditions?
9. Do you use the best tools money can buy?
10. Do you have testers?
11. Do new candidates write code during their interview?
12. Do you do hallway usability testing?

the joel test

12 quick sanity checks

google zurich office

make work remarkable, and people will remark


Kirstie

How video technology is positively affecting the
world of recruiting…

Kirstie Kelly – Director
LaunchPad Recruits – video selection experts
helping businesses deliver a great candidate experience through technology

Over 15 years experience
recruitment, hospitality, technology, brand and communication

This session….
How are behaviours changing?
How does that change things?
Is that a good or a bad thing?
How can recruiters benefit?
How do businesses/recruiters need to adapt?
Who‟s getting it right…

Find the best-fit
candidates
Video
helps you
identify…
the
hidden
gems
…by providing the tools for
structured, consistent and auditable
assessment.

Review candidates at a time
and place that suits you

Rate and score to ensure fair
and ethical recruitment
decisions

We work with a
range of companies

How are we seeing behaviour changing?
“Recruiters and companies are buying more
technology to manage their recruitment
process

• Use of technology is
expanding at a gallop!

• Smartphone usage and
behaviour is changing all the
time…

How is behaviour changing
“We‟re all digesting more information, more
quickly and often on the move”

How is behaviour changing
We‟re consuming more video…
In fact, we find video content more
appealing…

The web trending towards video is obvious…
After all, YouTube is the number two search engine in the
world. This may lead you to the conclusion that we
simply
don‟t like to read anymore.

• There are very human
reasons why video is so
appealing…

Any businesses
where personality
matters

162

#1: The Fusiform Facial area makes us
pay attention to faces
#2: Voice conveys rich information
#3: Emotions are contagious
#4: Movement grabs attention

But is it just for kids…
Nope!

Video killed the CV star
Screenshot of review page?

So how are recruiters reacting?
They‟re critically assessing their entire
process… with positive results…

How do you hire and engage?
Clear EVP communication at every stage….

Attraction

Video ad‟s

First stage
screening
eligibility to
work

Interview
Validate CV
Assessing
experience

Testing
i.e Cut-e

Assessing
Seeing the
proof!

Video engagement and selection

Face to
Face
Interview

Offer and
Onboard

Video onboard

How do you
decide?
Stage three
Motivation

Stage Two

Stage One

Where do you start… usually from
the bottom up…

Attributes

Skills

Experience

How do you
decide?
Stage three

Experience

Skills

Attributes

Stage Two

Motivation

Stage One

Imagine flipping it on
its head… begin with
motivation and
attributes for right fit
candidates who know
what you want and
need…

How technology is
enabling candidate
engagement

The best job advert ever…

http://www.youtube.com/watch?v=j5Ftu3NbivE

1. Awareness /
Introduction to the
company

2. Campaign specific
/ Entry points

3. Making an
application

4. Assessment and
selection

Multiple chances to engage
and connect with candidates
Stages of engagement

8. Exit
communications

7. On-going
communications

6. First 90 days

5. From job offer to
first day

Harrods show the personality
behind the brand…

What candidates say they want?

Candidate Experience Awards 2013

Be honest &
transparent

Why do I want
to be in your
community?

Treat me
with respect
Can I please get some
feedback?

Remove the long
winded
application
process

181

Leave candidates feeling
positively about the
company.

Give candidates an
opportunity to stand
out from the crowd.

Selection processes
should leave candidates
feeling positively about
the company.

Kirstie Kelly
Office: 0207 183 0418
Mobile: 07787 130512
Email: kirstie@launchpadrecruits.com
Website: launchpadrecruits.com

Kirstie Kelly – Director
LaunchPad Recruits – video selection experts
helping businesses deliver a great candidate experience through technology
Office: 0207 183 0418
Mobile: 07787 130512
Email: kirstie@launchpadrecruits.com
Website: launchpadrecruits.com


Video 1

Video 2

Talent Leaders
February 2014

Ken Brotherston
Chairman, TheJobPost

Agenda
• Recruitment market drivers
• In-House challenges

• Crowdsourcing and TheJobPost
• Trends in 2014

A new approach to finding talent

Recruitment market drivers
• Economic cycle
– Downturn lasted a long time
– Upturn isn‟t yet as strong as it needs to be

• Recruitment business models
– MSP‟s, ATS‟s, RPO‟s etc. now bedded in
– Recruiters are polarising

• Impact of technology
– Rise of online databases
– Direct hiring more effective than ever


In house challenges
• As market rebounds, business critical candidates are harder to find
• Polarisation of recruitment market makes niche agencies difficult to
engage with
• Increased compliance requirements
• Expectations on fill rates, cost per hire and time to hire still rising
• Deeper market insight required

Converting data into wisdom

Wisdom –
Best decision
Knowledge –
Implications &alternatives

Information –
Trends
Data –
Basic metrics


A smarter way to solve complex problems

Crowdsourcing
...an open call to a large group

First identified by Jeff Howe
– Wired Magazine in 2005


Crowdsourcing principles
• Provide maximum access and visibility
• Leverage specialist knowledge
• Increase speed and delivery

Crowdsourcing conditions
• Numerous buyers and sellers
• Inefficient transactions
• Lack of transparency makes overcharging common

• Bigger operators squeeze out smaller providers

Crowdsourcing platforms that we all use

195

Crowdsourcing in recruitment …..it‟s not
if or when but how


Recruitment crowdsourcing – best practice
• Offering has to work for employers and recruiters
– Employers need access to the whole recruitment supply chain
– Recruiters need an effective economic model
– Recruiters pay an access fee

• Facilitation rather than management
– Let the recruiter know who the employer is
– Allow them to engage with each other

• Need to cover permanent and contract
– Allows even the smallest firm to engage on contract roles
– Fully compliant: salary and margin paid every week.

• Delivers market insight
– Recruiter metrics (in-house and external)
– Immediate market feedback


Other recruitment crowdsourcing platforms


Trends in 2014
• Polarisation will continue
– The „run faster‟ model of recruitment will continue to decline
– Technology-driven efficiency or highly niche will be the main models

• Crowdsourcing will disrupt the industry

• In-House will continue to thrive but with more pressures
–
–
–
–

Indirect hiring likely to rise across a number of areas
Continue to evaluate and adopt new ideas
Turn metrics into market intelligence
Being strategic comes at a price!



Bill Boorman

THE CULT OF CULTURE
@BillBoorman



In 2013 it took 95 applicants to fill a job



75% were unsuitable or unqualified



In 2014 it took 205



95% were unsuitable or unqualified

THE UK #CANDEES

DATING SITES – I LOOK LIKE THIS

CAREER SITES: THIS IS THE REALITY



Recruiters as marketeers



Brand attraction



Honesty



Experience



Apply



15% See a spec

THE PROBLEM



Connect: 7 months



Engage



Video



Peer to peer



CRM – ATS – CRM



Personal content and experience



Connection



The one to one mission

SOME THOUGHTS

Click to to edit Master title
Click edit Master title style

ASSEMBLE, ARM style AMPLIFY
AND
When Successful Employee Engagement
Becomes Employer Branding

© Glassdoor.co.uk 2014

@glassdoor @holloman

Agenda
 The Power of Employer Branding
 Employee Engagement Strategies
– Assemble Your Talent Army of Brand Ambassadors
– Arm Your Brand Ambassadors
– Amplify Your Message

 How to Top the Employer Branding Charts
 Questions?



The Power of Employer Branding



Why Employer Branding Matters

84%
69%

of jobseekers would not
Would leave their current
take a a company with
job for job with a company
that had a bad reputation
an excellent reputation



If you don‟t tell your story,
someone else will tell
read reviews before
accepting a job offer
their version of it

96%



Glassdoor adaption in the UK & Beyond
British employers that engage
with their Glassdoor audience

Today British jobseekers
engage with
glassdoor.co.uk

609,000
times a month

UK traffic growth over 5 years
(Source: Software Advice Report, Jan 2014)

22M
members

6M

content

300K
companies


190

countries

15M
jobs


But Where Do You Begin?



Step 1: ASSEMBLE your army of talent brand ambassadors



Step 2: ARM your brand ambassadors



Step 3: AMPLIFY your message



Where to Amplify Your Message

Glassdoor
Profile

Career Sites

“I love working at Marketo.
We have a strong team of
extremely talented people who
are relentless overachievers.
You can feel the buzz of
energy as soon as you walk
into the office.”
Marketo
Professional Services

Highlight the good
on career site and
social media
Networking and
Events


Twitter
Facebook
LinkedIn


How to Top the Employer Branding Charts



Read What Others Are Saying about You



Be a Marketer



Join the Conversation



Measure ROI



Questions?



Claim Your FREE Basic Employer Profile!

Website:
http://glassdoor.com/employers
Twitter:
@Glassdoor
@holloman

Email:
christer.holloman@glassdoor.com



Startfolie
ONLINE ASSESSMENT &
EASYJET CASE STUDY

Delivering Process Efficiency &
New Hire Productivity
David Barrett, Managing Director, cut-e
David.barrett@cut-e.com

The Bottom Line: Retention & Performance
More Green & Less Red & Some Yellow

Performance

Strong Performer – But
Leaves At Approx 2 yrs or
earlier

Strong Performer & Stays 2yrs +

Weaker performer and
leaves or stays at any time

OK performer and stays 2yrs +

Length Of Tenure
234

Who are cut-e Talent Solutions
Screening

ability

Selection
assessment

Develop

personality

capacity

360

align staff
to
corporate
values

Culture
values

Design and implementation of online psychometric, competency based talent
assessment & development systems in 40 Asian & European languages
Over 12 Million Candidates Per Annum Assessed

Full suite of technical tests MS Office / IT / Call Center / Law / Accounting / Health
Online self service video interviewing systems
Full time consulting teams in 26 countries - London office on Chancery Lane
Professional advisory services provided for….....
large scale recruitment, selection, retention, development, career management
external and internal talent management systems & advisory
individual assessments, assessment centers and development centers
235

Expanding the Online Talent Toolbox
Psychometric Assessments
Ability tests
Personality questionnaires

cut-e
Online Candidate
Management
System

Online
Assessment
Hub

Situational Judgement
Questionnaires

Video Interview System

Skills / Knowledge Tests

236

4 Cases - Clear Communication Of ROI
• Dell - European Technical and Sales Consulting– Through use of cut-e shapes
behavioural styles questionnaire connected with a custom risk management interview
guide. New hires in model against 5 core behaviour areas achieve 36% more revenue and
42% more profit than alternate hiring methods

• Siemens – Though use of cut-e logical tests and interest inventories 7% improvement
from 88% to 95% in successful completion of apprenticeship training. This equates to
approx €4,200,000 ROI per annum in wage and training costs.

• Harveys Furniture –

Second Largest Furniture Retailer In Europe – 14% sales
gain in new hires using cut-e shapes and situational Judgment tools .

• easyJet Airline - use simple verbal test and situational judgment questionnaire to
achieve. 40% reduction in interview volumes across EU to complete hiring 2,500 cabin
crew per annum. Approx. 6,000 less interviewing hours cost and logistical expense.
238

Recruiting cabin
crew, pilots and
graduates at easyJet
Achieving process efficiency, quality of hire and return on
investment

239

A.T.S. and Online Assessment Tools
Our Ambition:
Strategy
•

To reduce costs whilst delivering a robust end-to-end attraction, selection and onboarding process

•

To improve awareness of the easyJet employer brand across Europe

•

To introduce market leading, innovative and creative attraction, assessment and
selection methodologies to enhance the quality of people recruited

•

To create a consistent, quality, candidate experience

•

To effectively screen large numbers using unsupervised online assessments

•

To spend more quality time with those brought to final A/C

•

To improve assessment to hire ratios and post-hire performance metrics

•

Tools:
•

RJP

•

Situational Judgement Questionnaire

•

Ability tests
240

240

Today, we are Britain's BIGGEST airline & 4th in Europe!

Over

Over

Over

135

30

600

airports

countries

routes

Over

Over

8000

60m

employees

passengers
(p.a.)

241

OUR BUSINESS IS GROWING

In 2012,
we flew

In 2012,
we made

In 2012,
we saw a

+7.1%

+11.6%

+27.9%

+8.2%

more
passengers*

more revenue
per seat*

increase in
Profit Before Tax

increase in
profit per seat*

58.4 million
passengers

£58.51
Revenue Per Seat

£317 million

£4.81
Profit Per Seat

Source: full year report 2012 | * compared to 2011

242

Our on time performance (OTP) is best in class

Share of flights leaving within 15min of scheduled departure

Source: as measured byflightstats.com (rolling 12 months)

243

And we‟re proud to serve some of the most
satisfied customers
86%

88%

86%

82%
79%
79%

Satisfaction
with punctuality

FY 2012

FY 2011

FY 2012

FY 2011

43%

Overall
satisfaction

Likelihood to
Recommend *

Source: Full Year Company Report FY11 / FY12
GfK CSAT: H1 2010-11 (42,936) / H1 2011-12 (48,587)
* Based on asking easyJet customers who‟ve flown with BA or Ryanair

244

Our A.T.S. and Online Assessment Tools
Strategy
Our Ambition:
•
To reduce costs whilst delivering a robust end-to-end attraction, selection
and on-boarding process to take many thousands of staff
•
To improve awareness of the easyJet employer brand across Europe
•
To introduce market leading, innovative and creative
attraction, assessment and selection methodologies to enhance the quality
of people recruited
•
To create a consistent, quality, candidate experience
•
To effectively screen large numbers using unsupervised online
assessments and improve face to face assessment and decision making
•
To spend more quality time with those brought to final A/C
•
To improve assessment to hire ratios and post-hire performance metrics
•
Tools:
•
•
•
•

RJP
Situational Judgement Questionnaire
Ability tests
Custom reports and interview guides
245

The process –
an overview

246

Cabin Crew
Application
Journey

•
•
•

Fully branded & informative site
Introduction of Taleo to manage online applications
Ensuring a smooth transition for applicants from point of application
247

247

Realistic
Job
Preview

•
•
•

Interactive and fun, learning
experience for candidates
Informs candidates of
suitability for role
Encourages those aligned
with culture, values of
easyJet to apply
248

248

Cabin Crew – Verbal Assessment

250

250

Full Oracle Taleo & cut-e Integration
•
•

•
•
•

Introduced Taleo in January 2012
Challenge to integrate testing results into the candidate individual
record to increase speed and consistency of the selection of
candidates
Introduced a combined rating for candidates by producing a „fit‟
status
Low „fit‟ candidates removed from the process
Mid- high „fit‟ candidates moved through to CV screen

251

251

Year on Year outcome at Assessment centre for
Cabin Crew
Year on year the assessment centre impact of including more robust testing
earlier in the process became more visible:
2010/2011

41% conversion

Paper based testing at Assessment

2011/2012

48% conversion

Online ability and SJQ testing

2012/2013

55% conversion

RJP, SJQ and online ability testing

The increase in conversions reduced the number of assessment centres to achieve
the same number of successful candidates, improving the quality of hire.

The improved model required 586 less candidates at final a/c to reach
correct quality of hire @ 185 GBP per candidate = 108,410 GBP saved
just at A/C & Final Interviews – this does include screening process
efficiency and candidate and assessor logistic costs
253

253

Overall outcome achieved for Cabin Crew
•

Interactive and engaging candidate experience

•

Creation of custom designed tools

•

Selection model focuses on behaviour & culture fit

•

Reduction in screening of applications & administrative
activity

•

Leaner & more efficient selection process

•

Significant increase in onsite attendance to hire ratio than
previous selection model

•

Reduction in training failure

•

Increase in performance in roles –

•

Improved base feedback

254

254

Pilots, cabin managers &
graduates

255

Pilots – First Officers - 2013
•

First Officers complete a
number of online assessments
benchmarked against their
peers (easyJet Pilot norm
group)

•

After screening, First Officers
invited to attend AC

•

Completed group, individual
exercise & interview

•

Assess key behaviours linked to
success as a pilot

•

Conversion rate at AC increased
from 66% in 2012 to 71% in
2013

5% improved conversion at AC =
Saving of £10,150
8% increase through to sim =
•
Saving of £9,750

Conversion rate at sim check
increased from 67% to 75%
256

256

Custom Reports Against Role Competence
Model To Indicate Risk Areas

257

257

Role Specific Interview Guides

258

258

Graduates - 2013
•

•
•

Function

Number of graduates
recruited

IT

2

Finance

3

People

3

Operations

5

PMO

4

Total

•

1

Commercial,
Marketing and Europe

••

Assessment Process
Graduates completed a number
of online assessments to identify
strengths in verbal, numerical
and inductive capability
Outcome of online assessments
determined next stage of
process
Graduates attended a 1 day
assessment event measuring
competencies aligning to easyJet
Assessment centre data
leadership model
Six assessment centres in total
Objective evaluation of
Each assessment centre delivered the
behaviour & suitability
required yield
Achieved improved conversion at
Earliest completion of graduate recruitment
process in three (25%)
assessment years

18

••

• Fewest number of assessment centres run in
•

a single campaign, despite recruiting more
than previous years
Positive feedback received from the business
on assessment centre structure and delivery
259

Talent Leaders Connect - Feb 27th

Recommended

Recommended

More Related Content

What's hot

What's hot (17)

Viewers also liked

Viewers also liked (9)

Similar to Talent Leaders Connect - Feb 27th

Similar to Talent Leaders Connect - Feb 27th (20)

More from TALiNT Partners

More from TALiNT Partners (20)

Recently uploaded

Recently uploaded (20)

Talent Leaders Connect - Feb 27th

Editor's Notes