Talent Leaders Connect - Feb 27th

Talent Leaders ConnectThe year ahead #TLConToday’s WiFi AccessNetwork: VENUE GUESTS, Password: EVENT

THE NEWHRM

Average tenure in the S&P 500

1930s 2000s

65 years

10 years

POWER HAS SHIFTED FROM THE BRAND TO THE CONSUMER.

BrandTALENT

Marketing is of Critical Importance

Confidence in Marketing to

Succeed

What CEOs Think of Marketing

HR is of Critical Importance

Confidence in HR to Succeed

What CEOs Think of HR

markITing

Brand Experience

Technological Experience=

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

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

ThinkLike a Publisher

Brands

Consumers

Markets

Individuals

BEFORE

POWER TARGETMass Media

CHANNEL

Talent IndividualsEMPLOYER ?

Awareness

Consideration

Conversion

Loyalty

Advocacy

PRODUCT = COMPANY = EMPLOYER = PERSONAL

B2C = B2B = P2P

It’s Not About You

Don’t Promote, Educate

- Journalist = Academic = Employee

- Make Your Employees Heroes

PEOPLE “TRANSACT” WITH COMPANIES

IN THE ABSENCE OF SOMEONE TO BUY FROM,

THEY’LL TAKE RECOMMENDATIONS FROM STRANGERS

PEOPLE “BUY” FROM PEOPLE

Make a Connection

TRANSPARENCY

FLAWSOME

Behind the Scenes

@toddwheatand

Rajeeb Dey Employers views

Big Data and the factors impacting employee attritionRussell BeckHead of ConsultingFebruary 2014

References

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

• Wall Street Journal• The Economist• Financial Times• Deloitte• New York Times

• Impellam data - varied

Who are Impellam?

5thLargest in the UK

Structure

Multi-brand

2,500Managers and consultants

£1.2bnTurnover

75,000Placed into work each week

270+Outsourced & Managed services contracts

£1.6bnRecruitment spend under management

10,000UK customers

What is ‘big data?’

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

better competitive advantage"

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

As a business example…..

100 to 1

This will be the next big thing in HR

“Work-force science is what happens when Big Data meets HR. It adds a large dose of data analysis, a k a Big Data, to the field of human resource management, which has traditionally relied heavily on gut feel and established practice to guide hiring, promotion and career planning.”

“In the case of hiring American workers who toil by the hour, number-crunching has uncoveredsome surprising correlations.”

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

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

How does this apply to attrition…?

Data analysis of:

And this is what they found in relation to staff attrition:16%

Macro Economic factorsCompany PracticesWorkforce RelationshipsJob CharacteristicsWorker Characteristics

40 1.3bn50%

Macroeconomic factors

Attrition costs will rise by 25% as resignations

returns to historical norms

Job openings and employment (seasonally adjusted, in thousands)

Dec-97Jun-98

Dec-98Jun-99

Dec-99Jun-00

Dec-00Jun-01

Dec-01Jun-02

Dec-02Jun-03

Dec-03Jun-04

Dec-04Jun-05

Dec-05Jun-06

Dec-06Jun-07

Dec-07Jun-08

Dec-08Jun-09

Dec-09Jun-10

Dec-10Jun-11

Dec-11Jun-12

Dec-12Jun-13

Dec-13

Index of staff demand (seasonally adjusted)

The same effect is already true within the UK

Period of recession

Skills shortages will get worse

In the US, for every 100,000 students entering the 9th grade in 2013, only 68,000 will graduate from high school in 2016.

Only 40,000 will then enter college that same year and when they graduate in 2021, less than 17,000 will get a degree.

Of these graduates 800 will be engineers, of which 125 will be mechanical engineers.

15 of these will be women and less than 5 of them will remain working in that profession for more than 5 years.

4,300,000 215 11,157

Location, Location, Location

20% Increase in tenure for employees if they live 0 – 5 miles from work

58% Increase in tenure for middling walking scores over worst scoring

locations

Office locations with the worst walking scores have the highest rates of employees

quitting, and getting fired

Office locations with amenities lead to increased employee tenure

Company Practices

“The problem with the employee assessments that many companies use is

that they are transparent.”

“Assessments where the right answers are obvious are counter productive to success”

67% Percentage of self proclaimed “rule followers” who are more likely to be

terminated for breaking rules

Job applicants know the system

Company Practices

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

advancement.”

5-20%Percentage of workers that

researchers estimate that quit due to misaligned expectations

Recruiters could lead employees to quit

33-54%Percentage of workers who felt misled or confused about shift

availability, compensation, or career growth

96%Percentage of workers

who felt they had a clear picture of the job reality if a comprehensive, realistic

job preview is included

Workforce relationships

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

6x Tenure increase of employees with best managers vs. employees whose managers

are worse at retaining staff

Managers tenure at a company does not lead to

better employee performance

TenureThe more managers are

paid the better their employees perform£

Worker characteristics

11%A workers previous job-related experience does not predict

future performance or tenure……aptitude and work

style do.

Employees with high technological proficiency are more productive, stay on the job longer and miss 15% fewer days of work. In addition, they adhere to company policies better than those with low technological proficiency scores.

Employees who use Chrome and Firefox perform better across the board than those who use standard browsers that come with most computers. They provide higher customer satisfaction and close more sales.

Summary…

• Attrition will increase in 2014• Do you know what good looks like?• Do you select based on this knowledge?• Are you honest in representing your roles and company• Employees leave managers not jobs• Train your poor people managers…..• …. pay them well…..• …. or replace them with external hires…• …. who use Firefox or Chrome?

“The use of data and analytics in general is going to be a basis of competition going forward for individual firms, for sectors and even for countries. Those companies that are able to use data effectively are more likely to win in the marketplace.”

ThanksRussell Beck07710 898904 russell.beck@impellam.com

War for Talent

The Rise of Mobile

Matt Alder

matt@metashift.co.uk

@mattalder

What I’m going to talk about

• The Mobile Landscape• Persuasion & Conversion• Practicalities / Case Study

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

Exponential Growth

One drop of water that doubles in size every minute

How Long Until We Drown?

Exponential Growth

Landscape

A New Age

Mobile isn’t actually mobile

Home Work On The Go

Mobile and Social

Mobile and LinkedIn

Mobile & Search

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

second

Big News….

+Action Orientated Medium

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

+What about Recruitment?

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

Persuasion & Conversion

Persuasion Problem

Social Media

Advertising

At least 60% on mobile

Google desktop search

declining

More personal email read on mobile / tablet

20% to 30% of recruitment

web traffic on mobile

PersuasionApply or Register

Online Candidate Attraction

Social Media

Advertising

At least 60% on mobile

Google desktop search

declining

More personal email read on mobile / tablet

20% to 30% of recruitment

web traffic on mobile

How much talent is being leaked?

Can you multiply ROI on current activities?

Practicalities & Case Study

Thinking has to change

Adaptive (Device Specific) Design

Indeed Search for Software Engineers in Peterborough

Career micro-site selling the opportunity

Cloud Apply

Candidate Journey and Cloud Apply

One drop of water that doubles in size every minute

How Long Until We Drown?

Remember This?

Exponential Growth

After 45 mins the stadium is still 95% empty

But in 5 minutes later we will all be swimming

Exponential Growth

Mobile Recruitment = Exponential Growth

traffi

2010 Now

approx 40%

Key Points

• The majority of your traffic will soon be mobile

• The opportunity and the threat is enormous

• Experiment and Optimise

• Work on every device (Adaptive Design)

• Reduce registration / apply friction

matt@metashift.co.uk

Hiring great tech talentJoel SpolskyCEOStack Exchange

co-founderfog creek software

“The company where the best developers want to work”

I am the Chief Human Recruiting

Officerhello!

please come work for us its fun

I tried to ask on Twitter why programmers hate

recruiters.this crashed Twitter

recruiters are different than programmers

recruiters like people and don’t mind calling them on the phone

recruiters thrive on ambiguity

recruiters are competitive and ambitious

recruiters are motivated by commissions and bonuses

programmers not super competitive

programmerschoose to code because computers respond predictably

programmers get in the zone

programmers probably hate the telephone

if you are a recruiter you would be a bad programmer

if you are a recruiterprogrammers don’t like you because you don’t realize that

I tried to ask on Twitter why programmers hate

recruiters.this crashed Twitter

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

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

what are programmers

looking for?Or, give up and outsource the programming.

pleasant workspace quiet place to work

pleasant workspace nice office

pleasant workspace good equipment

pleasant workspace independence

engineering quality spec first

engineering quality schedule

engineering quality version control

engineering quality one step build / deploy

stuff that matters product company

stuff that matters creative work

stuff that matters identify with company goals

stuff that matters identify with company products

smart, learning organization code during interview

smart, learning organization boss is a programmer

smart, learning organization good managers

smart, learning organization high quality team

smart, learning organization growth and learning

the joel test 12 quick sanity checks

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

make work remarkable, and people will remark

google zurich office

thank you.

Kirstie

How video technology is positively affecting the world of recruiting…

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

communication

Kirstie Kelly – DirectorLaunchPad Recruits – video selection expertshelping businesses deliver a great candidate experience through technology

How are behaviours changing?How does that change things?Is that a good or a bad thing?How can recruiters benefit?

How do businesses/recruiters need to adapt?Who’s getting it right…

This session….

What we do…

Find the best-fit candidates

Videohelps youidentify…thehidden gems

…by providing the tools for structured, consistent and auditable assessment.

Review candidates at a time and place that suits you

Rate and score to ensure fair and ethical recruitment decisions

Who with…

We work with arange of companies

How are we seeing behaviour changing?

“Recruiters and companies are buying more technology to manage their

recruitment process

• Use of technology is expanding at a gallop!

• Smartphone usage and behaviour is changing all the time…

How is behaviour changing

“We’re all digesting more information, more quickly and often on the move”

How is behaviour changing

We’re consuming more video…In fact, we find video content more

appealing…

The web trending towards video is obvious…

After all, YouTube is the number two search engine in the world. This may lead you to the conclusion that we simply don’t like to read anymore.

Any businesses where personality

matters

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

#1: The Fusiform Facial area makes us pay attention to faces

#2: Voice conveys rich information#3: Emotions are contagious#4: Movement grabs attention

But is it just for kids…

Video killed the CV star

Screenshot of review page?

So how are recruiters reacting?

They’re critically assessing their entire process… with positive results…

How do you hire and engage?

Attraction

First stage

screening

eligibility to work

Interview

Validate CVAssessing

experience

Testingi.e Cut-e

Assessing

Seeing the proof!

Face to Face

Interview

Offer and

Onboard

Video ad’s Video onboardVideo engagement and selection

Clear EVP communication at every stage….

How do you decide?

Where do you start… usually from the bottom up…

Motivation

Skills

Attributes

Experience

Stage three

Stage Two

Stage One

Motivation

Skills

Attributes

Experience

How do you decide?

Imagine flipping it on its head… begin with

motivation and attributes for

right fit candidates who know what

you want and need…

Stage three

Stage Two

Stage One

How technology is enabling candidate

engagement

The best job advert ever…

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

7. On-going communications

6. First 90 days 5. From job offer to first day

1. Awareness / Introduction to the company

2. Campaign specific / Entry points

3. Making an application

4. Assessment and selection

Stages of engagement

8. Exit communications

Multiple chances to engage and connect

with candidates

Sony bring the role alive

Harrods show the personality behind the brand…

What candidates say they want?

Can I please get some feedback?

Be honest & transparent

Why do I want to be in your community?

Treat me with respect

Remove the long winded

application process

Candidate Experience Awards 2013

Leave candidates feeling positively about the company.

Give candidates an opportunity to stand out from the crowd.

Selection processes should leave candidates feeling positively about the company.

Office: 0207 183 0418Mobile: 07787 130512

Email: kirstie@launchpadrecruits.comWebsite: launchpadrecruits.com

Kirstie Kelly

Office: 0207 183 0418Mobile: 07787 130512

Email: kirstie@launchpadrecruits.comWebsite: launchpadrecruits.com

Kirstie Kelly – DirectorLaunchPad Recruits – video selection expertshelping businesses deliver a great candidate experience through technology

Video 1 Video 2

Talent LeadersFebruary 2014

Ken BrotherstonChairman, TheJobPost

Agenda

• Recruitment market drivers

• In-House challenges

• Crowdsourcing and TheJobPost

• Trends in 2014

A new approach to finding talent

Recruitment market drivers

• Economic cycle– Downturn lasted a long time– Upturn isn’t yet as strong as it needs to be

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

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

In house challenges

• As market rebounds, business critical candidates are harder to find

• Polarisation of recruitment market makes niche agencies difficult to engage with

• Increased compliance requirements

• Expectations on fill rates, cost per hire and time to hire still rising

• Deeper market insight required

Converting data into wisdom

Wisdom – Best decision

Information – Trends

Knowledge – Implications &alternatives

Data – Basic metrics

First identified by Jeff Howe – Wired Magazine in 2005

Crowdsourcing

...an open call to a large group

A smarter way to solve complex problems

Crowdsourcing principles

• Provide maximum access and visibility

• Leverage specialist knowledge

• Increase speed and delivery

Crowdsourcing conditions

• Numerous buyers and sellers

• Inefficient transactions

• Lack of transparency makes overcharging common

• Bigger operators squeeze out smaller providers

Crowdsourcing platforms that we all use

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

Recruitment crowdsourcing – best practice

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

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

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

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

Other recruitment crowdsourcing platforms

Trends in 2014

• Polarisation will continue– The ‘run faster’ model of recruitment will continue to decline– Technology-driven efficiency or highly niche will be the main models

• Crowdsourcing will disrupt the industry

• In-House will continue to thrive but with more pressures– Indirect hiring likely to rise across a number of areas– Continue to evaluate and adopt new ideas– Turn metrics into market intelligence– Being strategic comes at a price!

Bill Boorman

THE CULT OF CULTURE@BillBoorman

THE UK #CANDEES

In 2013 it took 95 applicants to fill a job 75% were unsuitable or unqualified In 2014 it took 205 95% were unsuitable or unqualified

DATING SITES – I LOOK LIKE THIS

CAREER SITES: THIS IS THE REALITY

THE PROBLEM

Recruiters as marketeers Brand attraction Honesty Experience Apply 15% See a spec

SOME THOUGHTS

Connect: 7 months Engage Video Peer to peer CRM – ATS – CRM Personal content and experience Connection The one to one mission

Click to edit Master title styleClick to edit Master title styleASSEMBLE, ARM AND AMPLIFY

When Successful Employee EngagementBecomes Employer Branding

Agenda

The Power of Employer Branding Employee Engagement Strategies

– Assemble Your Talent Army of Brand Ambassadors– Arm Your Brand Ambassadors – Amplify Your Message

How to Top the Employer Branding Charts Questions?

The Power of Employer Branding

84% Would leave their current job for a company with an excellent reputation69% of jobseekers would not take a job with a company that had a bad reputation

Why Employer Branding Matters

96% read reviews before accepting a job offer

If you don’t tell your story,someone else will tell

their version of it

Glassdoor adaption in the UK & Beyond

6Mcontent

300Kcompanies

15Mjobs

190countries

22Mmembers

UK traffic growth over 5 years

Today British jobseekers engage with glassdoor.co.uk

609,000times a month

(Source: Software Advice Report, Jan 2014)

British employers that engage with their Glassdoor audience

But Where Do You Begin?

Step 1: ASSEMBLE your army of talent brand ambassadors

Step 2: ARM your brand ambassadors

Step 3: AMPLIFY your message

Career Sites

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

MarketoProfessional Services

Where to Amplify Your Message

Networking andEvents

Highlight the goodon career site and

social media

GlassdoorProfile

Twitter FacebookLinkedIn

How to Top the Employer Branding Charts

Read What Others Are Saying about You

Be a Marketer

Join the Conversation

Measure ROI

Questions?

Claim Your FREE Basic Employer Profile!

Website:

http://glassdoor.com/employers

Twitter:

@Glassdoor

@holloman

Email:

christer.holloman@glassdoor.com

Startfolie

ONLINE ASSESSMENT & EASYJET CASE STUDY

Delivering Process Efficiency & New Hire Productivity

David Barrett, Managing Director, cut-eDavid.barrett@cut-e.com

Risky & Tricky Jobs !

Some Jobs People Make Risk !

Do you trust your judgment ?

Safe & Unsafe ?

The Bottom Line: Retention & PerformanceMore 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

- Design and implementation of online psychometric, competency based talent

assessment & development systems in 40 Asian & European languages

- Over 12 Million Candidates Per Annum Assessed

- Full suite of technical tests MS Office / IT / Call Center / Law / Accounting / Health

- Online self service video interviewing systems

- Full time consulting teams in 26 countries - London office on Chancery Lane

Professional advisory services provided for….....

- large scale recruitment, selection, retention, development, career management

- external and internal talent management systems & advisory

- individual assessments, assessment centers and development centers

• abilityScreening • personality

Selection

assessment

• 360Develo

pcapacit

• Culture values

align staff to corpor

ate values

Expanding the Online Talent Toolbox

Psychometric Assessments

Ability tests

Personality questionnaires

Situational Judgement Questionnaires

Video Interview System

Skills / Knowledge Tests

cut-eOnline

Assessment Hub

Online Candidate Management

System

Some Clients……

4 Cases - Clear Communication Of ROI

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

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

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

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

Recruiting cabin crew, pilots and graduates at

easyJetAchieving process efficiency, quality of hire and

return on investment

A.T.S. and Online Assessment Tools StrategyOur Ambition:

• To reduce costs whilst delivering a robust end-to-end attraction, selection and on-boarding process

• To improve awareness of the easyJet employer brand across Europe• To introduce market leading, innovative and creative attraction,

assessment and selection methodologies to enhance the quality of people recruited

• To create a consistent, quality, candidate experience• To effectively screen large numbers using unsupervised online

assessments• To spend more quality time with those brought to final A/C• To improve assessment to hire ratios and post-hire performance metrics• Tools:

• RJP• Situational Judgement Questionnaire• Ability tests 240

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

135airports

30countries

600routes

8000employees

60mpassengers

(p.a.)

OUR BUSINESS IS GROWING

Source: full year report 2012 | * compared to 2011

+7.1% +27.9% +11.6%

In 2012,we flew

morepassengers*

In 2012,we made

more revenueper seat*

In 2012,we saw a

increase inProfit Before Tax

increase inprofit per seat*

58.4 million passengers £317 million

£4.81Profit Per Seat

£58.51 Revenue Per Seat

Our on time performance (OTP) is best in class

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

Share of flights leaving within 15min of scheduled departure

And we’re proud to serve some of the most satisfied customers

Likelihood toRecommend *

82%86%

Satisfactionwith

punctualityOverall

satisfaction

Source: Full Year Company Report FY11 / FY12GfK CSAT: H1 2010-11 (42,936) / H1 2011-12 (48,587)

* Based on asking easyJet customers who’ve flown with BA or Ryanair

Our A.T.S. and Online Assessment Tools Strategy

Our Ambition:• To reduce costs whilst delivering a robust end-to-end attraction,

selection and on-boarding process to take many thousands of staff

• To improve awareness of the easyJet employer brand across Europe

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

• To create a consistent, quality, candidate experience• To effectively screen large numbers using unsupervised online

assessments and improve face to face assessment and decision making

• To spend more quality time with those brought to final A/C• To improve assessment to hire ratios and post-hire performance

metrics• Tools:

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

The process – an overview

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

application

Cabin Crew Application Journey

• Interactive and fun, learning experience for candidates

• Informs candidates of suitability for role

• Encourages those aligned with culture, values of easyJet to apply

Realistic Job

Preview

Cabin Crew SJQ

Cabin Crew – Verbal Assessment

Full Oracle Taleo & cut-e Integration

• Introduced Taleo in January 2012 • Challenge to integrate testing results into the candidate

individual record to increase speed and consistency of the selection of candidates

• Introduced a combined rating for candidates by producing a ‘fit’ status

• Low ‘fit’ candidates removed from the process• Mid- high ‘fit’ candidates moved through to CV screen

The results

Year on Year outcome at Assessment centre for Cabin Crew

Year on year the assessment centre impact of including more robust testing earlier in the process became more visible:

2010/2011 41% conversion Paper based testing at Assessment

2011/2012 48% conversion Online ability and SJQ testing

2012/2013 55% conversion RJP, SJQ and online ability testing

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

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

Overall outcome achieved for Cabin Crew• Interactive and engaging candidate experience

• Creation of custom designed tools • Selection model focuses on behaviour & culture fit • Reduction in screening of applications &

administrative activity• Leaner & more efficient selection process• Significant increase in onsite attendance to hire ratio

than previous selection model• Reduction in training failure• Increase in performance in roles – • Improved base feedback

Pilots, cabin managers & graduates

Pilots – First Officers - 2013• First Officers complete a

number of online assessments benchmarked against their peers (easyJet Pilot norm group)

• After screening, First Officers invited to attend AC

• Completed group, individual exercise & interview

• Assess key behaviours linked to success as a pilot

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

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

5% improved conversion at AC = Saving of £10,1508% increase through to sim =Saving of £9,750

Custom Reports Against Role Competence Model To Indicate Risk Areas

Role Specific Interview Guides

Graduates - 2013

Function Number of graduates recruited

IT 2Finance 3People 1

Commercial, Marketing and

Europe

Operations 5PMO 4Total 18

Assessment centre data• Six assessment centres in total• Each assessment centre delivered the

required yield• Earliest completion of graduate

recruitment process in three years• Fewest number of assessment centres

run in a single campaign, despite recruiting more than previous years

• Positive feedback received from the business on assessment centre structure and delivery

Assessment Process• Graduates completed a number of

online assessments to identify strengths in verbal, numerical and inductive capability

• Outcome of online assessments determined next stage of process

• Graduates attended a 1 day assessment event measuring competencies aligning to easyJet leadership model

• Objective evaluation of behaviour & suitability

• Achieved improved conversion at assessment (25%)

Any questions?

Talent Leaders Connect - Feb 27th

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