Jan 28, 2015
Why and how aspects of the recruitment process are
likely to change
Belinda Johnson - WorkLab Ltd – 12th February 2013
3
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.
4
Research
5
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
6
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
7
Why? Workforce Fragmentation is increasing across the Extended Enterprise
collaborations
temps/
contractors/freelancers
full-
time, part-time & fixed-term employees
sourcing & recruiting
productivity & performance management
interims
8
Why? European buyers plan to further fragment usage
Source: KPMG - Rethinking Human Resources in a Changing World – 2012 Survey
Off-sho
re*
Outso
urce
dSO
W
Agen
cy te
mps
Inde
p Con
tract
ors
FTE
-40
-20
0
20
40
60
80
European Buyers planning to buy more…
2012 2011
outcomes-based working
role-based working
9
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
10
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
11
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
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
13
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%.
14
oDesk – Projects completed in US – 165k
Source: oDesk “oConomy”
15
oDesk – Projects completed in India – 293k
16
oDesk – projects completed in Bangladesh – 132k
17
oDesk – projects completed in UK – 23k
18
Why? The fragmentation of roles is increasing across the Extended Enterprise
collaborations
temps/
contractors
/freelancers
full-ti
me,
part-ti
me & fixed-
term employees
sourcing & recruiting
productivity & performance management
outcomes-based tasks
outcomes-based tasks
19
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
2000
2002
2004
2006
2008
2010
2012
024
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)
76%
9%
15%
20
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
21
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
22
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
23
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
24
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.
25
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
one
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
26
The connected world – an opportunity & a challenge
Source: REC – Recruitment 2022
27
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.
28
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
29
What is likely to change for the hirer?
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
30
What is likely to change for the hirer?
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
31
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.
32
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
Data-Driven Sourcing Strategy
Nina Bosco
Head of Sourcing Intelligence
Slide 46
Introducing AMSOur Global Reach
Slide 47
Insight
ATS Data
SpendJob
Boards
HRIS
Then…
Data landscape – Then and Now
Social MediaAssessment
Data
PerformanceData
RetentionData
MarketData
CRM
Web Analytics
Employer Brand
Now Insight
Slide 48
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
Slide 49
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
Slide 50
Talent Pool
Talent Pools vs. CRM
Could be right
Right
Right NowShortlist
CRM
Slide 51
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
Slide 52
CRM Strategy and data capture
Do this in a way that enables you to speak to the person and not just ‘the job’
Slide 53
Do this in a way that enables you to target future talent
CRM Strategy and data capture
Man
ager
Sen
ior
Man
ager
Spe
cial
ist
Lead
Gra
duat
e
Slide 54
Do this in a way that enables you to keep them engaged
CRM Strategy and data capture
Specialist
Graduate
Competitor
Competitor
You
Lead
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: [email protected]
57
Could you purchase one of these for your
organisation without a business case ?
58
But..have you recently hired these people ?
59
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 +
60
Length Of Tenure
Perf
orm
ance
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
61
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
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
cut-e
Assessment
Hub
• 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
67
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
69
Custom Questionnaire Builder
Automated Video Interview & Assessment
Validity
Cost
Interview
.3
.2
.1
.4
.5
.6
$
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
73
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
75
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
Questions or comments? Tweet me: #SRTech13 @glassdoor
THE EVOLVING LANDSCAPESources for entertainment.THE EVOLVING LANDSCAPESources for entertainment.
Questions or comments? Tweet me: #SRTech13 @glassdoor
LEARN TO ADAPTMillennials are in front of “screens” all day.LEARN TO ADAPTMillennials are in front of “screens” all day.
Questions or comments? Tweet me: #SRTech13 @glassdoor
12 hoursTime uni students spend each day with digital media
Questions or comments? Tweet me: #SRTech13 @glassdoor
18%Social media now accounts for approximately 18% of time spent online.
Questions or comments? Tweet me: #SRTech13 @glassdoor
A SOCIALLY CONNECTED WORLDThe Social Media LandscapeA SOCIALLY CONNECTED WORLDThe Social Media Landscape
Questions or comments? Tweet me: #SRTech13 @glassdoor
BARTON’S 3 LAWS OF THE WEBBARTON’S 3 LAWS OF THE WEB
#1
If it can be SHARED, it will be SHARED
#2
If it can be RATED, it will be RATED
#3
If it can be FREE, it will be FREE
Questions or comments? Tweet me: #SRTech13 @glassdoor
SOCIAL MEDIA REVOLUTION = TRANSPARENCYIt will be Shared. Brands are listeningSOCIAL MEDIA REVOLUTION = TRANSPARENCYIt will be Shared. Brands are listening
Questions or comments? Tweet me: #SRTech13 @glassdoor
71%Say reviews from family members or friends exert influence when deciding to use or not use a company, brand or product.
Questions or comments? Tweet me: #SRTech13 @glassdoor
74%Of job seekers say they are very likely to read employee reviews before accepting a job offer.
Questions or comments? Tweet me: #SRTech13 @glassdoor
64%say they’ve found a new job different than expectations
Questions or comments? Tweet me: #SRTech13 @glassdoor
60%wish they had a better understanding of fair market compensation for a job.
Questions or comments? Tweet me: #SRTech13 @glassdoor
77%Say company culture is just as important to them as salary.
Questions or comments? Tweet me: #SRTech13 @glassdoor
94%Find the employer perspective helpful when making career decisions.
Questions or comments? Tweet me: #SRTech13 @glassdoor
BEST PRACTICESThe Employer Role In Social Media & In the Candidates Decision Making Process
BEST PRACTICESThe Employer Role In Social Media & In the Candidates Decision Making Process
Questions or comments? Tweet me: #SRTech13 @glassdoor
TIP #1: DON’T BE AFRAID OF SOCIAL MEDIA. EMBRACE TRANSPARENCYTIP #1: DON’T BE AFRAID OF SOCIAL MEDIA. EMBRACE TRANSPARENCY
Questions or comments? Tweet me: #SRTech13 @glassdoor
TIP #2: TAKE THE GOOD WITH THE BADTIP #2: TAKE THE GOOD WITH THE BAD
Questions or comments? Tweet me: #SRTech13 @glassdoor
TIP #3: FIX “THE PROBLEM”TIP #3: FIX “THE PROBLEM”
Questions or comments? Tweet me: #SRTech13 @glassdoor
“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
Questions or comments? Tweet me: #SRTech13 @glassdoor
TIP #4: MAINTAIN & PROMOTE “THE GOOD”TIP #4: MAINTAIN & PROMOTE “THE GOOD”
Questions or comments? Tweet me: #SRTech13 @glassdoor
TIP #5: ENCOURAGE & ENGAGETIP #5: ENCOURAGE & ENGAGE
Questions or comments? Tweet me: #SRTech13 @glassdoor
EMPLOYER ACTIONEMPLOYER ACTION
Questions or comments? Tweet me: #SRTech13 @glassdoor
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."
Questions or comments? Tweet me: #SRTech13 @glassdoor
Christer Holloman ([email protected])
Twitter @holloman and @glassdoor
Free employer account:
www.glassdoor.com/employers
Questions or comments? Tweet me: #SRTech13 @glassdoor
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
(ATS)
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: [email protected]• 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
rs
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
s
The task
External factors and constraints
How do you predict performance?
Team
Performance
Top strategy to predict performance
1) get the right team composition
Team Performance
Work-style
SkillsBehaviour
s
The task
External factors and constraints
eTeamUps: a tool to reveal work-style insights
Sills & Experienc
e
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 [email protected]
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.