SRTech13

Why and how aspects of the recruitment process are

likely to change

Belinda Johnson - WorkLab Ltd – 12th February 2013

Today…

Why some changes to the process of recruitment are inevitable.

Fragmenting Workforce.

Enabling Technologies.

How those changes are likely to play out.

Conclusions for Hirers, Candidates and the Recruitment Industry.

Research

REC - Recruitment 2022

A distillation of opinion from 40+ interviews + substantive 3rd party research

Contributors included:

Available free to REC corporate members: http://www.rec.uk.com/store/item/1547

RBS McDonald’s Steinhoff Group

Computacenter Recruiter Magazine Akamai

Centrica General Dynamic IT Lloyds

Fujitsu Autodesk Fieldglass

G4S Northgate Arinso Safe Screening

Freelance and Contractor Services Association (FCSA)

The Talent Board / Candidate

Experience Awards

Social Media commentators &

strategists

Research

Enabling informed decision making Improving the perspective of schoolchildren, FE & HE students on

the world of work Working with employers and those who affiliate talent to

understand how skill needs, capabilities and preferred means of engagement (hirer and candidate) are evolving

Mapping the impact of revolutionary emerging technologies, and supporting the determination of workforce strategies to capitalise upon/drive change

Why? Workforce Fragmentation is increasing across the Extended Enterprise

collaborations

temps/

contractors/freelancers

time, part-time & fixed-term employees

sourcing & recruiting

productivity & performance management

interims

Why? European buyers plan to further fragment usage

Source: KPMG - Rethinking Human Resources in a Changing World – 2012 Survey

Off-sho

European Buyers planning to buy more…

2012 2011

outcomes-based working

role-based working

Why? Interest in working on a contingent basis is rising

“The world of work has changed… The intelligent individual is in control of his or her own market, while the rest still require patronage.”

Andreas GhoshPersonnel and Development Director for London Borough of Lewisham (and Policy Lead for Workforce Strategy at the Public Sector People Managers’ Association)

Source: Randstad’s Navigator Report 2012

Why? Interest in working on a contingent basis is rising 1.65 million ‘temps’ in the UK – 6.5% of working population

Roughly the same number of ‘self-employed’ freelancers

The rise of ‘I-pros’ (study commissioned by PCG)

The rise in (European) I-pro numbers between 2000 and 2011 was +82%

Between 2008 and 2011 there was growth of 12.5% which was driven by four countries; Germany, France, Poland and the UK

In same time period, UK achieved double the European growth level – UK I-pros = 19% European total

Why? Interest in working on a contingent basis is rising

PAYE: front-line operations

PAYE: operational support

Day rate: Under £500 per day

Day rate: over £500 per day

Average of all the categories

0% 10%20%30%40%50%60%70%80%90%

I choose to work on a temp/contract/interim basis

Additionally: • 46% of employed workers considered a freelance role when last looking

for work• 48% will consider it when looking next time

Source: Randstad World of Work Report 2011/12

Why? Interest in working as crowd labour is rising Crowd workers

Nearly 60% of all crowd workers live in North America and Europe.

Almost 50% have a bachelor degree.

The number of crowd workers is growing in excess of 100% a year.

Crowd members work at least once a month; about half work as often as once a day.

Nearly 77% of all workers have a primary job.

Source: Massolution

Why? Interest in deploying crowd labour is rising Crowd providers

Revenues grew over 75% from 2010 to 2011.

Share of revenues: Internet Services - 29% Media and Entertainment - 20% Technology sector - 18%

North America and Europe collectively hosting more than 90% of crowdsourcing clients.

Worker assessment is the most prevalent quality control method, offered by more than 92% of the providers; peer and expert review are also common and offered by 80%.

oDesk – Projects completed in US – 165k

Source: oDesk “oConomy”

oDesk – Projects completed in India – 293k

oDesk – projects completed in Bangladesh – 132k

oDesk – projects completed in UK – 23k

Why? The fragmentation of roles is increasing across the Extended Enterprise

collaborations

temps/

contractors

/freelancers

full-ti

part-ti

me & fixed-

term employees

sourcing & recruiting

productivity & performance management

outcomes-based tasks

Why? Crowd working in the UK has many drivers Underemployment:

“People in work wanting more work increases by £1m since 2008” - ONS

Over 3 million people - 1 in 10 workers - want/need more work

One of the key drivers for the introduction for Real Time Information (RTI) is to capture multiple income streams

Number of under-employed workers in

Britain (m)

Want more hours in current job (2.33m)Want re-plcement job with more hours (0.46m)Want an addi-tional job (0.27m)

Why? Crowd working in the UK has many drivers Worker stagnation

Significant participation in crowd activities – it is likely that these crowds will eventually be monetized

45% 44%

The under-utilised

19%10%

The unidentified

2010 2011 Source: Ranstad World of Work Report 2011/12

Fragmenting workforce – generic conclusions It is not just the fragmentation of worker types that will

present greater challenges from a sourcing/resourcing perspective in the future – this will be further exacerbated by the fragmentation (micro-tasking) of roles. Workers will be increasingly become hired to deliver outcome-based

tasks rather than assume broad roles

With requisitions emerging for increasingly shorter-term skills requirements the concept of ‘permanent’ employment will become obsolete.

Talent will be selected based on evidence that they can deliver against the required task – how they are engaged is of secondary interest.

Reward will become far more outcomes based, both for the worker and, potentially, for those involved in the recruitment process

Why? The technology is available to manage people across the Extended Enterprise

HR Information Systems (HRIS)

Applicant Tracking Systems (ATS) + affiliations

Vendor Management Systems (VMS)

Employed workforce

Contingent workforce

Technology is ready to enable workforce optimisation Technology-enabled real (global) workforce optimisation comes

into view

The productive interoperability of the fragmented workforce is critical to any organisation’s success

Recruitment could finally become acknowledged as the most important

HR/People process

The ability to measure productivity/efficiency = Quality of Hire becomes the only future recruitment metric.

Use of more flexible and virtual resource = less will be left to chance Integrity Cultural match Reputation – i.e. the ability to deliver outcomes

Why? The connected world creates opportunity & challenge

With the social footprint we are all putting down, eventually – whether we like it or not – we will all be ‘found’

Hirers (and intermediaries) can use digital technology to facilitate a seamless and personal, multi-channel ‘dialogue’ with prospective candidates – from sourcing/selling to de-selection or shortlisting, to on-boarding into working and beyond – but few do.

Why? The candidate is also a consumer – and will increasing expect to be treated as such

40% had an existing relationship with the

company prior to applying, either as a

customer, advocate or with family/friends already

at the company

20% admit to being an actual

customers of the organisation

they applied to

74% say they would share a positive with their inner

circle - 61% would share a negative

27% say they would share a positive CE on social channels – 16% would share a

negative one Source: UK CandEs 2012 – www.thecandes.org.

one third of those surveyed admitted to receiving no response

at all to an application

The connected world – an opportunity & a challenge

Source: REC – Recruitment 2022

Conclusions relating to the connected world The dynamic, competitive and efficient multi-channel

experience that is becoming an expectation within retail and consumer services will arrive at the door of HR services.

Time invested, from the candidates’ perspective, will become the currency that will fuel their expectations. Their key expectation/requirement will be timely, accurate and transparent communication.

A personalised experience, and all that entails, will become the norm.

The monitoring and influencing of brand sentiment (corporate and personal) will become an essential.

What is likely to change for the hirer?

sourcing / selling• Protocols established to

determine where and how within the extended enterprise resource should ideally be deployed

• Scare skills/capabilities and worker choice may create a need to be completely flexible around means of engagement • Shift to capability

sourcing rather than engagement type preference

• Candidate acknowledged as and treated as customer

• Community identification and engagement will be highly prized skills – blurring with marketing• In-depth market

knowledge of sourcers – could/should mirror the emerging talent communities

• Content and context will be key

• Adoption of social media monitoring/influencing essential

• Effective community engagement will require a strategy for enabling individual conversation within corporate persona

• Outcomes-based screening starts here

recruiting on-boarding

sourcing / selling

Recruiting • It is in all parties’

interest that fewer, more qualified people commence the application process• Filtration processes

will be added at the widest end of the funnel

• Shift towards outcomes-based screening, particularly reputation and integrity, continues to replace historical dependency on chronology of events

• Smaller steps in the recruitment process allow for relationships to build throughout the process – dramatically improving the candidate/consumer experience

• Increasing use of video – for two-way transparency

on-boarding

sourcing / selling Recruiting

on-boarding

• Instances of fall-out dramatically reduced as relationships established much earlier in the process

• Post offer-acceptance screening reduced down to time- stamped information only, BUT

• The complexities associated with on-boarding , maintaining compliance and monitoring the required outcomes (the Quality of Hire) across the Extended Enterprise will require specialist skills/capabilities

What will change for the candidate? The need to demonstrate reputation and influence – the ability to

deliver outcomes. Demonstrating influence and results delivered - will become an

imperative. Evidence of this nature could morph into a passport/badge/pin – a

pre-qualification. Academic achievement/career history will become of decreasing

importance.

Work and reward will become more task orientated than role based.

Needs will become far more transient - the concept of ‘permanent’ employment will become obsolete.

Communication within the recruitment process will dramatically improve. Technology will enable it - candidates (i.e. as customer and

consumer) will demand it.

What will change for the Recruitment Industry?

“The recruitment industry of the future will be very different to today’s – but whether that future is dull or bright depends on whether it can answer a key question: What are we being paid to do?”

Peter Whitehead – Financial Times

Contacts

Belinda JohnsonOwner- Work-lab

e: belinda.johnson@work-lab.co.ukt: 07771 534365

www.work-lab.co.uk

Data-Driven Sourcing Strategy

Nina Bosco

Head of Sourcing Intelligence

Introducing AMSOur Global Reach

Insight

ATS Data

SpendJob

Boards

Then…

Data landscape – Then and Now

Social MediaAssessment

PerformanceData

RetentionData

MarketData

Web Analytics

Employer Brand

Now Insight

Talent Acquisition in 2013

Our businesses expect the right talent at the right time

The ‘year of the quitter’

How can data help us?

We hear the term ‘big data’ a lot

Start with a clear expectation and make sure the outcome you want is realistic – What you get depends on the channel

Channel Insight

ApplicationGood on

Paper Right SkillsRight

Behaviours

Internal

Talent Pool

Referral

Agency

Job Board

Careers Site

Talent Pool

Talent Pools vs. CRM

Could be right

Right NowShortlist

Think outside a specific business function – Some skills can be valuable in many functions

Talent Pools - Strategy

Business Functions

Leadership

Administrators

Analysts

Project Managers

Analysis of offers and a forecast can help you tailor your strategy to fit your business

CRM Strategy and data capture

Do this in a way that enables you to speak to the person and not just ‘the job’

Do this in a way that enables you to target future talent

Do this in a way that enables you to keep them engaged

Specialist

Graduate

Competitor

Manager

Senior Manager

Thank you

Any questions?

Startfolie

INTEGRATED & SIMPLE:

PSYCHOMETRIC ,SKILLS ,VIDEO INTERVIEW ASSESSMENT FASTER, USER FRIENDLY ASSESSMENT PROCESSES, DRIVING DOWN COST AND IMPROVING NEW HIRE QUALITY

David Barrett MSc Occ PsychManaging DirectorE-Mail: david.barrett@cut-e.com

Could you purchase one of these for your

organisation without a business case ?

But..have you recently hired these people ?

The Bottom Line: Retention & Performance

More Green & Less Red & Some Yellow

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

Who are Cut-e Talent Solutions

- Professional talent process and legal advisory services on screening and assessment

- Assessment platform with tools 38 Asian & European & Arabic languages

- Over 7 Million Candidates Per Annum Assessed

- Fully integrated with all ATS providers – Taleo / Lumesse / SAP e-recruit Advorto / JobLink / AMRIS

- Full time consulting teams in 23 countries with UK offices in Old Street London

- 200 staff world wide – combination of Psychology , Technology , Talent & Recruitment Specialists

Integrated Screening & Assessment Solutions

Online psychometric & competency assessment systems

Full suite of technical knowledge tests MS Office / IT / Call Centre / Aviation / Accounting / Health

Online automated video interviewing systems

Some Clients……

A weekend in Monaco…..

“...He was rattled. This was not the usual interview format, this was not cut-e...”

Expanding the Online Toolbox

(c) cut-e 2012

Online Candidate

Management System

Assessment

• Ability tests• Personality questionnaires• Situational Judgement Questionnaires

• Skills / Language Tests

•Video Interview

Assessment Hub

• The cut-e assessment hub connects assessment tools that measure behaviours, technical skills, abilities, future potential and experience

• This meets the needs of all stakeholders in the resourcing process and delivers the best candidates

• The process is configurable for different roles and stakeholder requirements – You can control this

(c) cut-e 2012

On Psychometric Assessments

Situational Judgement Questionnaire

(c) cut-e 2012

You are helping a customer with a payment from their account. Based on the conversation, you think that they would be well-suited to one of your new mortgage deals; but the customer stated specifically at the start of the call that they just wanted help with the payment and did not want to be sold any new products. What do you do?

Finish the call without mentioning the new mortgage deal

Check again that the customer is not interested in hearing about products that may suit them

Say to the customer that you think, based on their needs, they may be suited to your new mortgage deal

Technical & Knowledge Tests

Custom Questionnaire Builder

Automated Video Interview & Assessment

Validity

Interview

Graphology

Assessment Centre

Ability & Skills Tests

Trial Period

Application biodata

Structured CBI Interview

Personality Questionnaires

Biograph & Situational Questionnaires

The Universal Economic Case For Online Psychometrics

based on:Metaanalyse, Mike SmithUniversity of Manchster; IS&T

Structured video Interviews

The 2 key drivers to achieving ROI from use of online assessments

Process EfficiencyThe lean talent process screening machine – speed and cost efficency

High volumes and abundance of external or internal applicants

Employee ProductivityThe high value selection decision making – Managing risk and making the right decsion

Moderate to low volumes, more scarcity of right talent , high business contribution by hire

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 . €9,500 gain per employee

• 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.

An Overview of our Solution = Sourcing Speed & Secure Selection

Talent Pool Building / Sourcing / Advertise /

Agency

Online Application System

Online psychometric, skills, language Assessments

Online Automated Video Interview

Final In Depth Assessment & Selection Process

Hiring Decision / Offer

A Cost Efficient, High Quality Process

Questions

Understanding How Talent Makes DecisionsChrister Holloman

Twitter: #SRTech13, @glassdoor

MEDIA CONSUMPTION IS EVOLVINGMEDIA CONSUMPTION IS EVOLVING

Questions or comments? Tweet me: #SRTech13 @glassdoor

The Evolving LandscapeTraditional media is becoming obsolete

THE EVOLVING MEDIA LANDSCAPETraditional media is becoming obsoleteTHE EVOLVING MEDIA LANDSCAPETraditional media is becoming obsolete

THE EVOLVING LANDSCAPESources for entertainment.THE EVOLVING LANDSCAPESources for entertainment.

LEARN TO ADAPTMillennials are in front of “screens” all day.LEARN TO ADAPTMillennials are in front of “screens” all day.

12 hoursTime uni students spend each day with digital media

18%Social media now accounts for approximately 18% of time spent online.

A SOCIALLY CONNECTED WORLDThe Social Media LandscapeA SOCIALLY CONNECTED WORLDThe Social Media Landscape

BARTON’S 3 LAWS OF THE WEBBARTON’S 3 LAWS OF THE WEB

If it can be SHARED, it will be SHARED

If it can be RATED, it will be RATED

If it can be FREE, it will be FREE

SOCIAL MEDIA REVOLUTION = TRANSPARENCYIt will be Shared. Brands are listeningSOCIAL MEDIA REVOLUTION = TRANSPARENCYIt will be Shared. Brands are listening

71%Say reviews from family members or friends exert influence when deciding to use or not use a company, brand or product.

74%Of job seekers say they are very likely to read employee reviews before accepting a job offer.

64%say they’ve found a new job different than expectations

60%wish they had a better understanding of fair market compensation for a job.

77%Say company culture is just as important to them as salary.

94%Find the employer perspective helpful when making career decisions.

BEST PRACTICESThe Employer Role In Social Media & In the Candidates Decision Making Process

TIP #1: DON’T BE AFRAID OF SOCIAL MEDIA. EMBRACE TRANSPARENCYTIP #1: DON’T BE AFRAID OF SOCIAL MEDIA. EMBRACE TRANSPARENCY

TIP #2: TAKE THE GOOD WITH THE BADTIP #2: TAKE THE GOOD WITH THE BAD

TIP #3: FIX “THE PROBLEM”TIP #3: FIX “THE PROBLEM”

“I never heard anything for weeks after the interview, then by the time I did hear from them I accepted a job somewhere else."

“This wasn’t a very progressive interview. I had to talk about my resume 5 times with 5 different people."

“I got the sense that they were really disorganized. It seemed like they didn’t remember I was scheduled to

interview."

INTERVIEW FEEDBACK FROM JOB CANDIDATESINTERVIEW FEEDBACK FROM JOB CANDIDATES

TIP #4: MAINTAIN & PROMOTE “THE GOOD”TIP #4: MAINTAIN & PROMOTE “THE GOOD”

TIP #5: ENCOURAGE & ENGAGETIP #5: ENCOURAGE & ENGAGE

EMPLOYER ACTIONEMPLOYER ACTION

“We’re embracing Glassdoor as a constant feedback loop for improving lives at our company. The responses I have received from employees after making the announcement have been incredibly positive and they are excited we are embracing this kind of transparency.”

"It's wonderful to see employees sharing constructive feedback about the very special environment we strive hard to create - and their willingness to acknowledge it

in such a public way."

Christer Holloman (christer.holloman@glassdoor.com)

Twitter @holloman and @glassdoor

Free employer account:

www.glassdoor.com/employers

Crowdsourcing the best candidateKeith Robinson & John Paul Caffery

#SRtech13

Keith Robinson

Founder: Personnel TodayCOO: TotalJobsFounder: CandexFounder: ECOM Digital

The mantra of the CEO

“People are our greatest asset”

What do we believe?

If we believe that people are the most important asset of a company…

What business are we in?

Is an in-house recruiter’s goal to source the best talent

or the cheapest talent?

Defining crowdsourcing

Crowdsourcing and mass collaboration allows a business to solve problems and tap

into talent via the internet using a single platform.

This technique enables a business to access information quickly and easily.

Crowdsourcing in action

How does recruitment crowdsourcing work

• One platform, one contract and a single set of terms to access in excess of 35,000 recruitment suppliers

• Access new talent and candidate networks immediately• Plug-in to the entire recruitment supply chain • Compare and contrast against your existing sourcing channels• Only engage suppliers who are confident of delivering the best

talent to you (pay on access model)• Zero cost to access and use• Integrates with all major applicant tracking systems

Crowdsourcing specialists

• Top 10 Global Accountancy & Advisory Firm• Corporate Finance Director Vacancy • Direct sourcing undertaken but little success• 39 CF recruitment specialists notified of vacancy• 4 recruiters agree to engage and supply (pay on access model)• 8 CV’s submitted within 7 working days of vacancy posting• 5 candidates interviewed • 1 offer presented and accepted• 3 weeks to fill vacancy• Successful candidate now on track to become Partner

Our users

Powered by Talent

CANDIDATE SOURCINGBEST PRACTICE FOR 2013

Richard Essex, Corporate Sales Director at Broadbean

what is candidate sourcing best practice?

definition: Best Practice

“A best practice is a method or technique that has consistently shown results superior to those achieved with other means, and that is used as a benchmark. In addition, a "best" practice can evolve to become better as improvements are discovered. Best practice is considered by some as a business.”

source: Wikipedia

so, what is candidate sourcing best practice?

disclaimer:I don’t have the answer for youbut I do have some questions…

resources = talent attraction

• career site?• mobile site?• social media?• professional

networks?• job boards – posting

& search?

• existing candidate talent pool?

• agencies?• media buying (online

& print)?• referral?

“The reports of my death have been greatly

exaggerated.”THE JOB BOARDS

agency posting stats

corporate posting stats

resources = talent attraction

• career site?• mobile site?• social media?• professional

networks?• job boards – posting

& search?

• existing candidate talent pool?

• agencies?• media buying (online

& print)?• referral?

resources + tools = a really nice workflow

eg: a ‘best practice’ workflow

ATSjob

board 1job

board 2job

board 3

Career Site

questions to take home…

• Do you use your career site well?• Is your career site mobile compatible?• Do you advertise jobs on social & professional networks? If not,

why not? Who are you trying to attract & where will you find them?

• Should you increase your spend of job boards to post adverts?• Do we have a talent pool & are we using it?• Are we working effectively with the right recruitment

agencies?• Should I spend time recruiting myself or should I employ an

agency? What are the real cost savings?• Should we invest time & resources into a properly run referral

scheme?

a bit about Broadbean

• established in 2001 • multiposting software, aggregated

search tool, media buying service & general advisor on digital recruitment

about me: richard@broadbean.com• recruiter, director of recruitment agency,

director of corporate sales at Broadbean • launched corporate product 2005,

& working well…

ANY QUESTIONS?

The end, thank you

Predicting & Improving Team Performance12 February 2013

Several factors contribute to team performance

Team Performance

Work-style

SkillsBehaviou

The task

External factors and constraints

How do you improve performance?

Top Strategies to Improve Performance

1) improve team behaviours (e.g.

communication)

2) get the right team composition

Team Performance

Work-style

SkillsBehaviour

The task

How do you predict performance?

Performance

Top strategy to predict performance

1) get the right team composition

Team Performance

Work-style

SkillsBehaviour

The task

eTeamUps: a tool to reveal work-style insights

Sills & Experienc

Work-style &

Team Fit

CV, Aptitude TestseTeamUps

…and is complimentary, not conflicting, with other tools and strategies

Why customers love eTeamUps

•Multiple uses: hiring, team formation & development•Leads to increased engagement, reduced churn, improved performance•Proprietary survey and compatibility scoring mechanism based on team fit

Effective

•Light-touch online tool requiring no integrations or development•Short survey•Simple to understand & apply

Easy•Straight-forward, unlimited use packagesAffordable

How it works

1. Request team members, line

manager(s) and candidates to

complete a work-stile assessment.

3. Review compatibility

scores generated based on the assessments.

4. View compatibility

reports and use as a platform for

discussion.

Compatible doesn’t mean clonesOur 17 Dimensions:• Relating to Others• Conscientiousness• Balancing Team & Individual Priorities• Preference for Teamwork• Values• Assertiveness• Pacing Style• Work Life Balance• Time Urgency• Balancing Work Tasks & Relationships• Effort• Problem Solving• Relying on Others• Learning• Seeking Approval• Avoiding Judgment• Resolving Conflict

• “Compatibility” depends on the dimension:

• maximise similarity

• maximise diversity

• Or maximise overall team strength

Get the right team composition to help your employees succeed

Linsey Willaford-West02071004698linsey@eteamups.com

eTeamUps is based on cutting-edge science• Bespoke survey &

methodology

• Unlike anything else on the market today

• Based on Dr. Bell’s research and meta-analytical data from the body of work by other thought leading researchers 160

Dr. Suzanne Bell is a leading researcher in team composition and team effectiveness. She is a professor in industrial and organizational psychology at DePaul University in Chicago.

SRTech13

number of crowd workers

worldof work

working populationroughly

crowd members

randstad world of work

odesk projects

uk 23k17

european growth level

Business