Human Core 1.1

T: 0845 052 7575 E: [email protected] W: www.humancore.co.uk

Scientifically-led

Highly measured approach

Engineers & technical staff

Scales based on top performer data

Us What’s different?

Case study Models

Human Core A measured, scientific and refreshing approach

to Recruitment & Selection


Scientifically-led




Part 1: Us

"We struggled to find the right people for roles in our business. The nature of our business means that the right candidates are few and far between.”


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"We are now able to meet our growth plans and have the ability to find the right candidates so that our business can grow as required.”

About Human Core • Organisation formed from:

– HR Consultancy

– Assessment and development

– Career development consultancy

– Recruitment systems development

– Clients include:


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Our objective • Provide your company with a competitive market

advantage in the attraction and selection of key roles. – For the first time, empirically research top performer

differentiators in an identified job type. – Create a unique and practical model. – Design and enact an emotionally appealing attraction

platform against the model. – Define a highly measured and valid selection process

against the model. – Ensure a candidate journey that motivates towards our

client, and identifies and selects candidates who will become ‘natural’ top performers.

– Target year one - 5 to 10 times ROI.

Fact The average selection interview in the UK has less than 0.3 validity


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What makes us different? • All aspects from job definition, attraction,

recruitment web design, through to assessment and structured interview design.

• Top performer analysis and replication.

• Strong ROI focus.

• Use of professionals throughout the process – Occupational Psychologists, designers, attraction specialists, and so on.

• Expertise and unique tools for candidate cultural alignment.

• Very different fee structure.

Fact 75% of those hiring will check the candidates social profiles


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What makes us different?

• Strong emphasis on branded candidate journey and candidate ‘touch-point’ management.

• Highly measured throughout with up to 8 measurements against needs and culture throughout the candidate journey.

• Heavy emphasis on researching the right ‘types’ of candidate.

• We come from a HR and line perspective rather than a ‘recruiter’ perspective.

“The [client] advert in IET grabbed my attention after only the first line.”


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Our approach compared to a typical recruitment agency?

“I would have no hesitation in recommending [consultant] to provide consultancy services on any aspect of Selection and Recruitment.”

Human Core R&S Standard Approach Typical Agency R&S Approach

Top performer culture, traits and competence scientifically researched Model profile created with full competency definitions and descriptors against top performer criteria

Person specification created or existing one used

Recruitment and selection journey designed to appeal to and socialise candidates to the client and the role. Multiple measurement points – up to 8 measures against top performer profile

Targeted advertising based on traits, emotional appeal and cultural match to researched media points to attract passive candidates as well as those actively seeking employment

CV from database or through low-cost job board credits

CV manually measured and scored against scales based on competency and trait requirements

Key word search on CVs or between 10 and 30 second

manual screening at best Tailored replies and telephone updates throughout the candidate journey following CV screening. Available for questions

Limited communication or software automated replies

Cultural match questionnaire against current top performers Structured, measured and scored telephone interview using questions designed against top performer key traits

Semi-structured conversation. No numeric measurement


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Our approach compared to a typical recruitment agency?

Human Core R&S Standard Approach Cont. Typical Agency R&S Approach

Job sample-based assessment centre – assessed against actual job tasks so candidate can see what the job is like and strictly measured (multiple scales) to understand candidate strengths and limitations against defined traits and competencies for the role across multiple scales

Complete evidence-based file containing 5-8 measures and scores plus candidate strengths, weaknesses. All scores against model profile including further questions to ask at final interview

Send CVs to potential employer and talk through candidates

Final interview questions and measurement scales designed for client – part or whole interview

Outcome Outcome Higher quality and quantity of candidates; greater desire from candidate to join client; shorter training period (up to 50%); higher performers once in situ; higher recruitment ROI from several dimension calculations; better retention due to cultural match; higher financial return per employee; typically lower cost per head employed than typical agency approach

Lower number, lower quality and candidate view of the

business as they would any other business. Mixed levels of

performance

Fact 93% of companies use LinkedIn to recruit. However, most miss the fact that the advert itself will only account for 30-40% of total candidates


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Part 2: Case Study – Top-end Engineers and Scientists as

Forensic Investigators

"We struggled to find the right people for roles in our business. The nature of our business means that the right candidates are few and far between.”


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The issue

About assessment “Process is the best I have seen recently. Makes a change to do real exercises.”

Moreover: • The client was rightly not willing to sacrifice their existing high

quality of staff • The client had tried partial approaches through agency third-

party suppliers, but with very limited success. • Recruitment & selection was just taking too much of senior

staff time. • The business was unable to expand as it wished.


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Research Our Occupational Psychologists designed and applied various structured questioning, investigation and inventory approaches with existing Forensic Investigators to understand the differences between top performers and others. There were significant differentiators in their ‘ways of working’ or cultural style. Traditional engineer/ scientist competencies and traits would be less successful in this environment.

About assessment centre “Certainly makes you think on your feet. A good initial experience of carrying out this type of [work].”


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Our research found that culturally, the right candidates are…

• Assertive

• Authoritative

• Go-getting

• Curious

• Self-starting

• Headstrong

• Resolute

• Autonomous

• Opinionated

• Creative

They also have a very distinctive set of competencies. They were very different to the

typical engineer and scientist.

About assessment centre “Very interesting. Made me think hard and tangentially to my usual processes.”


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Main issues • Forensic Investigation is just not on the engineer/scientist

career radar.

• Competing head-to-head with very large players and their extensive branding and recruitment budgets in a high demand market.

• Recruitment agencies (and some media points) favouring large players due to recurring income.

• A very ‘rounded’ set of skills, experiences and knowledge required. Not the traditional engineer/scientist.

• Siemens, ALSTOM, EON, EDF, Rolls Royce…, or an less-known niche business? Which looks better on the CV and holds more social capital?

• If this is the case, then…

Fact 76% of CV’s are ignored if the email address is unprofessional


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Our alternative approach • Educative approach to candidates about Forensic investigation.

• Direct emotional appeal to the traits of the desired candidates.

• An adult-to-adult relationship. Give as much as we take.

• Soften and make it human. Lots of personal contact rather than standardised system-generated emails.

• In the case of the required Forensic Investigator ‘types’: – Make it a challenging process.

– Make it a ‘real to work’ process – socialise throughout.

– ‘Flirt’ with the media points and give them something for nothing.

– Hit the candidate market from several directions.

– Play outside the pond – passive as well as active candidates.

– Be human – prompt communications, human contact, honest with no throw-away marketing or sales lines.

– Be scientific – rid the candidate of typical generic feelings that it is a subjective process.


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Candidate journey • To create a candidate journey that

reflected their culture throughout. • Advertise using images and text with

direct emotional appeal to the ‘right’ types of candidates, and then to continue with multiple ‘human’ touch-points reflecting the culture.

• Introduce multiple measurement points against the top performer criteria.

• Use exercises that simulated the actual work experience.

• Begin to socialise candidates into the business - not just another application.

• If they are rejected after assessment, provide a free career manual to help them move forward.

“The advert caught my attention as it is an exciting application of my materials science background and appeals to my problem solving and tenacious nature”.


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“I found it most refreshing to read a job description that satisfies my combination of good communication skills and an analytical mind.”

• Target to attract passive as well as active candidates from across a number of non-traditional as well as traditional disciplines.

• Text carefully designed to educate and then emotionally appeal in order to drive the right candidates to apply. A more scientific approach to advertising.

• Adverts were designed to directly reflect the organisational culture based on the psychological contract of the client organisation, as well as to appeal to those that match the top performer profiles. The full recruitment and selection process was created with 8 key measurement points against the top performer criteria.

Advertising


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Multiple and transparent measurement

• CV hand scored against fixed criteria

• Candidate cultural preferences measured against client culture

• Telephone scored interview

• 2 work samples and appropriate psychometrics at assessment – heavy multiple metrics

• Scored final interview (with metrics) and practical ‘test’


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The result • Over 500 CV’s manually scored against top performer criteria.

500 in what is thought to be a tight market.

• 67 candidates culturally tested on-line, and subsequently methodically scored against criteria through telephone interviews.

• 34 candidates advanced to assessment centre with 3 multiple-scale measurements.

• 19 candidates through to final interview for 6 vacancies throughout the UK. All interviewed against scaled measures.

• 6 taken on and evidenced as high quality and with natural fit with ‘investigation’ and with the clients ways of working.

• On a later campaign for the same client, for 5 vacancies they hired 7 engineers and scientists. The high quality was too good an opportunity to miss.

“I'd just like to say that whatever the outcome, the assessment day was by far the most useful course/assessment I have ever attended in furthering my career.”


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What candidates said From advert:

• “[Client] seems like a breath of fresh air in the investigative sector in terms of work culture, methods and technology.”

• “I was very interested in your advertisement in the June issue of 'Materials World'. Had I been twenty years younger this e:mail would have contained a full application and CV as you have made the opportunity sound so attractive.”

• “The Job specification especially ‘about the job’ and the advert as such inspired me to apply for this job.”

• “The advert caught my attention as it is an exciting application of my science background and appeals to my problem solving and tenacious nature.”

Following assessment “All in all a very valuable experience for me and something I have learnt a lot from.”


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What candidates said

Following assessment “Revealing and challenging to way of thinking.”

From assessment centre:

• “I'd just like to say that whatever the outcome, the assessment day was by far the most useful course/assessment I have ever attended in furthering my career. I learnt a great deal and feel it will help my career irrespective - in fact, I think people looking for work would pay good money for it....”

• “Revealing and challenging to way of thinking.”

• “Process is the best I have seen recently. Makes a change to do real exercises.”


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ROI • We have calculated this and it comes to a good six-figure sum

based on: – The differences in annual value of a top v mid-performer (£38K per

annum per starter times 5 new starters = £190K per annum).

– The differences in value through shortened training period (9 months average instead of 18 months average. 9 month additional income including commercial learning curve is approximately £43K per new starter = £215K as one-off additional income).

• Enabling the business to move forward and grow without sacrificing their high quality ethos. The value here is immeasurable. “Had I been twenty years

younger this email would have contained a full application and CV as you have made the opportunity sound so attractive.”


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Part 3: Models

Fact Total for US talent acquisition in 2011 was $124 billion


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Fact The average selection interview in the UK has less than 0.3 validity


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Fact A full assessment centre can achieve a 0.7 validity


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Fact Agencies in the UK charge on average 21% of first year on-cost as a placement fee


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Our consultancy model • No finders fees – that would make us work for

ourselves rather than being client-centric • Straight day rate - £895 • Further reduction for assessment centres with 2

assessors for a total of £1,295 per day • All itemised and transparent (see accompanying

document) • All recruiter incentives from advertising media go to

client • When in ‘normal’ campaign mode, our rates are

significantly more economic than those of agencies. In addition, the client gets far more for their money! Fact

88% candidate rejection rate if there is a photograph on the CV


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What we are looking to do: phase 1 only

• Take a business critical role.

• Model top performers v ‘others’.

• Devise a trait and competence map.

If approved, then phase 2:

• Create a full recruitment & selection process based on the researched trait and competency map.


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Us What’s different?

Case study Models

Human Core A measured, scientific and refreshing approach

to Recruitment & Selection

Human Core 1.1

Documents

performer data

performer differentiators

performer analysis

refreshing approach

right candidates

right types of candidate

recruitment selection

candidate touch