Predictive Hiring: Are You Still Playing Guess Who?
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#CLOwebinar The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. Predictive Hiring: Are You Still Playing Guess Who?
Predictive Hiring: Are You Still Playing Guess Who?
Great organizations are made of great talent. It starts with finding the right people for the right jobs. Companies must find the right skills and attract the very best top talent to stay competitive and grow in today’s fast-paced business environment. But getting that talent isn’t easy, and getting the right talent for your organization is even more difficult. Predicting performance is the key to success in any organization. So how do you predict fit, engagement and performance to hire like your very best? The landscape for talent acquisition looks dramatically different today, yet most organizations rely on conventional skills and practices. Conventional methods yield conventional results. It’s no secret that technology has changed the way we communicate, think and interact. And it’s now beginning to change how we attract, engage and acquire talent as well. Are you prepared for this new shift? Join us to learn more in this interactive session as we: Explore the latest thinking and address some of the key themes affecting your hiring strategies from the beginning of the employee lifecycle. Share best practices and case study examples on how to take the guesswork out of employee retention and the drive in workforce analytics to make better talent decisions. Review the effective use of assessments, associated data and the impact of technology.
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The presentation will begin at the top of the hour.
A dial in number will not be provided.
Listen to today’s webinar using your computer’s speakers or headphones.
Predictive Hiring: Are You Still Playing Guess Who?
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Speakers: Tiffany M. Greene-Shortridge, Ph.D. Assessment & Leadership Regional Sales Leader IBM Dilip Boury Senior Talent Consultant, Business Psychologist IBM Roberto Blanda Head of Global Talent Acquisition British American Tobacco Ravin Ramji Manager of Talent & Organizational Effectivenes British American Tobacco
Moderator: Sarah Sipek Associate Editor Chief Learning Officer magazine
Predictive Hiring: Are You Still Playing Guess Who?
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Sarah Sipek Associate Editor Chief Learning Officer magazine
Predictive Hiring: Are You Still Playing Guess Who?
#CLOwebinar
Tiffany M. Greene-Shortridge, Ph.D. Assessment & Leadership Regional Sales Leader IBM
Predictive Hiring: Are You Still Playing Guess Who?
Dilip Boury Senior Talent Consultant, Business Psychologist IBM
Roberto Blanda Head of Global Talent Acquisition British American Tobacco
Ravin Ramji Manager of Talent & Organizational Effectivenes British American Tobacco
SMARTER TALENT ACQUISITION
Presenter
Presentation Notes
Purpose of this slide – Title slide
Dilip Boury, Senior Talent Consultant, IBM
Roberto Blanda, Head of Global Talent Acquisition, British American Tobacco
Ravin Ramji, Manager of Talent & Organizational Effectiveness, British American Tobacco
Predictive Hiring: Are You Still Playing Guess Who? 12/4/14 2:00 pm EST
Presenter
Presentation Notes
Dilip: Dilip Boury is a Business Psychologist in IBM’s Smarter Workforce Talent team. He specialises in improving the working relationships between individuals and organisations for mutual benefit. He has worked with clients from across industries and sectors and published numerous papers defining best practice in leadership and management. He is also a published researcher and has written extensively about Leadership, Management, Employee Engagement, Organisational Change and HR. Roberto: Current role : �Group Head of Talent Acquisition�British American Tobacco p.l.c. �Previous role: �Head of HR Italy British American Tobacco �Sales and Marketing Director Mercedes-Benz Financial Services Italy �Corporate HR Director Daimler Chrysler Holding in Italy �Head of HR Toyota Italy �Academics: �MBA - Bocconi - Milan Italy �MSc Educational research - Oxford University UK �BA Linguistics - Seattle, WA USA � Ravin: Current Role: �British American Tobacco, Interim Manager Talent & Organisational Effectiveness �Previous Roles �Korn/Ferry International, Senior Client Partner (Leadership & Talent Consulting) �Education �BSc (Hons) Information Technology Tiffany: Dr. Tiffany M. Greene-Shortridge is Regional Director for the Smarter Workforce Division at IBM. She has worked for IBM for 8 years within both the Assessment & Selection, Leadership and Survey divisions at all levels of the talent acquisition and organizational development process. She has numerous years of experience working with a variety of organizations including Adidas, American Greetings, BlueCross BlueShield, Darden, Trip Advisor, and Buffalo Wild Wings. Dr. Greene-Shortridge has published journal articles and book chapters on employee engagement, quality of life, organizational leadership, and stigma in the workplace. She holds a Bachelor of Arts degree in psychology from Bowling Green State University and a Doctorate Degree in Industrial-Organizational Psychology from Clemson University. Dr. Greene-Shortridge is a member of the Society of Industrial and Organizational Psychology and the American Psychological Association.
WHAT IF YOU COULD ALWAYS HIRE LIKE “YOUR BEST”…
SMARTER TALENT ACQUISITION
Presenter
Presentation Notes
Purpose of this slide : Engage the customer in an exercise, an example to show how we can bring science and precision to their hiring process. Invite them to close your eyes and visualize their top performer, what makes them so great, what job family..Make the connection relevant and personal to them, their business, What Are Your Success Metrics? What Is Your Most Important Job Family? Do you need help to identify your most important job family? Companies may not know what makes their top performers tick, similarly, they are not able to predict pre-hire, who would be successful in their company. By focusing on the performance outliers within pivotal job families, and the related key success metrics, we help companies replicate performance excellence, by helping them hire like their very best. In turn help predict business performance ( in sharp contrast to relying on gut and subjective ratings).
Key Insights
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Research suggests that employees get about 90 days to prove themselves in a new job. The faster new hires feel welcome and prepared for their jobs, the faster they will successfully contribute to the
organization’s mission
50% of all senior outside hires fail within 18 months in a new position
The IBM Work Trends Study, 2013
PREDICT FIT, ENGAGEMENT & PERFORMANCE BEFORE YOU HIRE
Define and discover the “best talent”
for your organization
Engage to shrink time
to productivity
Align hiring objectives
and achieve “fit”
TO ENSURE THE PEOPLE YOU HIRE STAY LONGER, CARE MORE AND WORK HARDER
Create exciting
and compelling experience
s
Presenter
Presentation Notes
Purpose of this slide – Establish the contrast between conventional methods and relying on gut and subjective ratings vs. being able to predict employee success for their unique organization and culture – before they hire. New landscape requires companies need to relook and revamp their talent acquisition. Conventional methods lead to conventional results. It begins with focusing on a talent to grow your business. It’s about eliminating the guesswork and predicting success before you hire. It’s about having the right talent, in the right jobs, at the right time. The 4 pillars are the strategies to making that happen – to get the right talent, in the right job, at the right time. 1. Discover and Define the “best talent” for your company – What does best look like in their company? We can replicate that success by creating a blue print of that talent. We then help them hunt and attract like their best Attraction Strategies- We do this by helping them articulate their employee value proposition(EVP) and differentiating their recruitment brand from competition. Why differentiate? Have you heard the saying “Employees like to work for a cause, not just a company”. What is your cause? Candidates today perceive your cause even without stepping into your organization and they use this perception to determine if they should even consider you for employment. Give them something to be excited about. Tell your authentic organization story and helping candidates self-select in or out. What if all candidates knew what it was truly to be great in your organization? Some people will look at the definition of greatness and will realize they can never be great in this company and they will self select out and honestly, we are doing them a favor. Attract the right talent and re-recruit existing employees by reminding employees why they love working at your company, which impacts employee engagement. Talent Communities & Social Referral - Build and maintain a pool of strong candidates from social networks - Allow candidates to connect and share with your brand ambassadors Hunting strategies- Strategic Sourcing, CRM and Social Recruiting – The conversation pertaining to your relevant industry, to your specific organization is already occurring online, through social media and sites like glassdoor, linkedin , etc. With or without you! Own the conversation, Be a part of it. Understanding how your target audience consumes media and identifying the right outlets is key to ensuring your message gets to the right places and to the right people. 2. Align hiring objectives and achieve fit. Behavioral & Predictive Assessments : Most selection processes rely on gut and subjective judgment. Its important to go beyond the obvious and superficial talents of a candidate ( how they present themselves, their skills, etc)And get to the root of what will make them successful in your job. Assess for talent and acquired skills – capacity and capability, look for preferences, passions and motivations of candidates. A candidate may have the right talent, but their preferences (e.g work styles – team vs independent contributor, being on the phone all day, etc) may not match what you need on the job. Realistic Job Previews and Brand Ambassadors - Provide candidates the ability to discern the job, thru realistic job previews, and by collaborating with people in the job. Examples of realistic job previews - Share stories of employees in the jobs, showcase a day in the life of , goals for this job etc, to give the candidate a broader and deeper understanding of what the job would entail, and what would be the KPI or success criteria in this job. This will help Culture Fit Assessment – Beyond job fit, ensure fit with your culture ( sub cultures of teams, locations etc) and alignment that the candidate values match those of your organization. Sparkler : ( Source - Analyst - Brandon Hall Report - “The State of Talent Acquisition 2014: Disconnect between Priorities and Process”) Hiring better talent ranked higher as a priority than reducing time to hire and cost per hire combined. Yet, Approx. one in three use behavioral assessments to measure the quality of a candidate. Engage to shrink time to productivity Lead with great candidate experiences – be mobile and social. meet the candidates where they are. Streamline your hiring processes by making it easy for recruiters and managers to collaborate, Track candidates and hiring metrics throughout the process, from candidate sourcing, to assessment and hiring. Pre-boarding & Social Onboarding –Start OB before day 1 to accelerate time to productivity. Get the logistical/ administrative tasks done early and ahead so Day1 can be about the job. Go beyond paper work and orientation to engage new hires by connecting them with the right people, by making it easy for them to find information/help, assimilate them into your culture. Support ongoing collaboration and facilitate exchange of knowledge to accelerate learning and innovation. Sparkler : ( Source - Analyst - Brandon Hall Report - “The State of Talent Acquisition 2014: Disconnect between Priorities and Process”) Less than 3% of organizations have full talent acquisition technology suites; 45% use only tools such as Outlook and Excel to manage their process. Only 7% of companies have a formal social talent acquisition strategy and only 5% have a formal mobile strategy. Onboarding is limited to traditional administrative activities like new hire paperwork and benefits enrollment. 38% include coaching or mentoring, and only 17% include social networking activities 4. Create compelling and engaging candidate & employee Experiences – Provide engaging experiences throughout the candidate and employee journey is vital to their engagement and retention. Mismatch between expectations of talent vs. the organization’s process and ability to support them. ( Analyst - Brandon Hall Report - “The State of Talent Acquisition 2014: Disconnect between Priorities and Process”) High-quality candidates expect high-quality process. These practices pose a serious risk of undermining these organizations’ ability to attract, hire, and retain talent.
Consistent and simplified recruiting process for each of the company’s worldwide markets
Rollout to 30 countries has been achieved within two years – well ahead of Sika’s schedule
Implementing an integrated global recruitment solution – one country at a
time.
Lower recruitment costs and manpower hours
Presenter
Presentation Notes
Purpose of this Slide – share SIKA case study Business Challenge: Sika, a global chemicals company that operates subsidiaries in 74 countries wanted to harmonize its recruiting processes by introducing an applicant tracking system. The Solution: Sika implemented IBM Kenexa BrassRing on Cloud to meet the company’s recruiting needs on a global level. First launched in Switzerland, the solution has now been rolled out to 30 countries worldwide “We needed a place where candidates in any country could search worldwide for job opportunities within Sika. By bringing an applicant tracking system into the company, we were hoping it would give a unified look to our recruiting efforts throughout the world, while giving our recruiters a tool which would make their lives simpler.” — Alex Pentegov, Manager of Global HR Tools and Processes, Sika
Selection and Assessment Tools to support our Strategy
Roberto Blanda, Group Head of Talent Acquisition Ravin Ramji, Head of Direct Recruitment
December 4, 2014
Legacy of Leaders: Talent Tools
Overview
• Presence in over 200 countries globally • We are leaders in 62 Markets • 46 factories across the Globe • Our geographic spread continues to be a source of competitive advantage.
142.4 142.4 22% Americas
Share of Group Revenue
24% Western Europe
Share of Group Revenue
27% Asia-Pacific
Share of Group Revenue
27% EEMEA
Share of Group Revenue
Legacy of Leaders: Talent Tools
Overview - a global presence
Dunhill Kent Lucky Strike Pall Mall Rothmans
We have a portfolio of over 200 global brands.
Some of our Global Drive Brands
2013 highlights
15,260 Revenue (£million)
+0%
Profits from operations (£million)
+5%
5,526
Annual Group cigarette sales (£billion)
-2.7%
676
Share dividend (pence)
+6%
142.4 Annual Group investment in harm reduction(£million)
+5%
161
Legacy of Leaders: Talent Tools
Overview - Our strategy and talent needs
Challenges • Cigarette becomes more and more a commodity • Regulatory environment reduces more and more typical marketing levers • Non combustible business is different from typical tobacco • High growth markets behave differently from the historical high profit geographies
Talent needs • More agile and adaptable workforce • Needs of a sound volume of externally hired workforce. Moving away from a “promotion from
within-only” model • Mixed nationality and diverse workforce but culturally aligned • High quality recruitment becomes strategic
IBM’s Assessment solution for BAT Technology + Behavioural Science
Three circles - trying to get to effective performance in the middle to ensure right people in right jobs. Examples of behavioural competencies: Achievement Analytical Thinking Customer Service Orientation Entrepreneurship Flexibility 6.Holding People Accountable 7. Intercultural Competence 8. Leading and Developing Others 9. Professional Confidence 10. Relationship Building for Influence 11. Self Awareness 12. Team Working 13. Working Strategically
Three circles - trying to get to effective performance in the middle to ensure right people in right jobs. Examples of behavioural competencies: Achievement Analytical Thinking Customer Service Orientation Entrepreneurship Flexibility 6.Holding People Accountable 7. Intercultural Competence 8. Leading and Developing Others 9. Professional Confidence 10. Relationship Building for Influence 11. Self Awareness 12. Team Working 13. Working Strategically
“Will I be able to cope with the demands of the role?”
Presenter
Presentation Notes
So why are we using Cognitive Ability Tests as part of the selection process? There are a number of benefits they bring: Firstly, they are an automated online test which significantly contributes to process efficiency. They help us evaluate a large volume of candidates, in a short amount of time, and they provide us with the information to base high quality selection decisions on. Secondly, when we look at the research on cognitive ability tests it reports two key things: These tests are excellent predictors of job performance, that is, higher scores are related to better performance on the job. Research has also shown that those who score well on these tests show greater trainability, meaning those that score well on these tests are more able to learn new tasks and effectively apply them in the workplace. - And finally, the tests are job and performance related. The tasks/questions are indicative of what people are expected to do on the job so these tests are collecting job relevant information, helping us understand how someone will handle the demands of the role.
Preferences are fixed underlying patterns of behaviour which are unlikely to change overtime Preferences tell you what people like and dislike Outgoing vs preferring own company Risk taking vs avoiding risk Enjoys change vs likes stability
Driving direct recruitment & proactive talent scouting
Legacy of Leaders: Talent Tools
Key Challenges
One Size Fits All? • 200+ countries • Getting the balance right
Legacy of Leaders: Talent Tools
Key Learnings
THE BEST TALENT EXPECT GREAT EXPERIENCES
I was not looking, but still you find
me
I am social and I checked you out. I
like what I see
I identify and emotionally
connect with your culture and values
You made it easy to apply. I used my phone and was done in minutes
You are smart at assessing my
capability, talent and experience to help
me go fast
Everyone I talk with is so excited, it’s contagious and I
want to be a part of this company.
You offered the job and I accepted. I’m
already making friends and haven’t
even started
I’ve never learned so much so fast. I’m stretched and
I’m loving it.
Presenter
Presentation Notes
Purpose of this slide : Highlights the key capabilities/ experiences we deliver with our Talent Acquisition solutions.
HOW DOES IBM MAKE A WORKFORCE SMARTER?
WE START WITH BEHAVIORAL
SCIENCES
WE ENABLE SOCIAL AND MOBILE COLLABORATION
WE TURN BIG DATA INTO BIG
INSIGHTS
WE OFFER AN EXCEPTIONAL DIGITAL WORKPLACE EXPERIENCE
Presenter
Presentation Notes
So how can IBM help companies make their workforces smarter? First, we’re rooted in deep behavioral sciences. We know what makes people good at what they do, individually and as a group. And we understand the dynamics of talent and the science of human behavior like never before. We do more employee research at the psychological level on an annualized basis than any other company on the planet. A smarter workforce works differently. A connected social workforce that gets work done through collaboration and instant access to information and resources. At the core of any successful solution is an exceptional experience. IBM has one of the most broadly deployed digital experience solutions globally and Gartner has rated IBM’s Exceptional Digital Experience as a leader in the industry for 11 consecutive years. We have now applied this consumer style experience to the very solutions we use to attract and manage your workforce. And then lastly, it’s turning big data into big insights. IBM can help companies improve employee and business performance through evidence-based decisions by turning data into insights and by truly tying your people metrics to business outcomes.