Upload
others
View
1
Download
0
Embed Size (px)
Citation preview
Using Smart Assessment Technology the “Ricoh Way”
Mike Bishop, Na>onal Resourcing Director Ricoh UK and Ireland
The way we think about and handle informa>on has changed...
Ricoh – Who are we?
• Japanese organisa>on Headquarters in Tokyo • Presence in 130 countries • T/o $130bn worldwide • Manufactures of Mul>func>onal devices – purveyors of IT Services
• Document Management specialists. • Forbes list us as no 7 – largest IT company in the world (January 2014)
What does Ricoh offer customers?
• Document services: office and prin>ng equipment, full document
managed service, digitalisa>on and networking of office equipment,
support services for these devices
• IT solu1ons: safe-‐guarding informa>on, security checks, IT support
services, procurement services and configura>on of hardware and
so`ware, diagnos>c services, consul>ng services, informa>on sharing and
processing services
• Help organisa>ons meet the challenges of today’s office environment and
reduce environmental impact with Total Green Office Solu1ons
What makes Ricoh abrac>ve to customers? • A broad range of services • Very price compe11ve solu>ons; aims to deliver value to
customers • Value-‐added services in place; 5-‐>ered solu>ons structure • Up-‐to-‐date solu>ons; services evolve customer needs evolve • Knowledge , exper1se and expert advice • Solu>ons enhance 1me-‐effec1veness, produc1vity & control costs • Build customised solu1ons based on client situa>on and needs • Wide client base from major corpora>ons, government bodies,
educa>onal ins>tu>ons and small-‐to-‐medium enterprises • Commibed to reducing environmental footprint, crea>ng a
‘paperless’ office; overall aiding corporate social responsibility
Market Context • Fiercely compe>>ve, price-‐driven market has lead us to a
service based mentality
• Many compe>tors – need an “edge” – focus on our customers and make them more important than ever before
• Technology is rapidly changing, we need to be at the
forefront of innova>on • Threats & opportuni>es as new solu>ons are designed,
e.g. cloud technology -‐ demonstra>ng a winning spirit.
Our current situa>on
• 3000 UK and Ireland employees • 400 vacancies recruited a year. • Abri>on 15% • Resourcing team of 4 • 80% direct hiring ra>o – 20% recruitment partners
• Complete 360 turnaround since 2008 • Yearly savings of £1.2m • Total savings over £8m in fees.
Our core employee values? The Ricoh Way Ricoh, our customers and the world we live in are changing rapidly. As such Ricoh needs to evolve and change to remain compe>>ve. Therefore being able to react to new trends more quickly and create new products and services is vital in order for Ricoh to be able to offer value to our customers. To support this, Ricoh launched the global management philosophy "The Ricoh Way", a set of values shared amongst all Ricoh Group companies and is the founda>on of all our daily ac>vi>es. It consists of founding principles, The Spirit of Three Loves, and our Mission, Vision and Values for the 17th MTP. • to have a winning spirit, • to show dedica>on to innova1on and teamwork, • to demonstrate a customer centric focus, and • to commit to the highest standards of ethics and integrity. By demonstra>ng The Ricoh Way in our day-‐to-‐day work, we will be able to remain compe>>ve and innova>ve in all we do, to support our business transforma>on.
What kind of Person?
The Ricoh Way -‐ Winning Spirit -‐ Innova>on -‐ Teamwork -‐ Customer Centricity -‐ Ethics & Integrity
Winning Spirit
• Understanding the business vision, mission and strategy will allow employees to develop solu>ons or take ac>ons that will fulfil organisa>onal needs. Having a strong business and commercial sense in order to evaluate business risks, opportuni>es and trends. This sense allows the individual to inspire others.
Innova>on
• The ability to generate new ideas and crea>ve alterna>ves to current methods of doing business to enhance overall quality and performance within the organisa>on. Innova>on and crea>vity allows employees to make changes to processes and procedures and implement new ways of doing things. It encourages ques>oning the status quo and improving things for customers and colleagues.
Teamwork
• The ability to ac>vely work and cooperate with colleagues and clients in order to achieve a common set of team results or objec>ves in a manner which will op>mise and enhance a posi>ve work environment. Teamwork and collabora>on is enhanced when you are able to value the input and ideas of other team members in order to achieve common goals.
Customer Centricity • Determining, mee>ng and exceeding customer expecta>ons. This includes being able to develop client rela>onships built on trust as well as delivering the appropriate solu>ons tailored to client needs. This behaviour aims at understanding customers’ business in order to develop and deliver appropriate solu>ons to meet their needs. The commitment to serve and sa>sfy the needs of other is key to this competency. This applies not only to external customers but to all rela>onships.
Ethics & Integrity
• Ac>ons are based on stable values driven by The Ricoh Way. Employees ac>vely take on responsibility and ownership of own and others ac>ons and resul>ng outcomes. These ac>ons take place in a consistent way with honesty, trusuulness. Conflicts are recognised and managed in an objec>ve manner.
What kind of Talent Solu>on?
• Easy to communicate and distribute in decentralised structures
• Scalable at low HR resource • Ease of connec>vity to applicant tracking systems and learning management systems
• Predic>ve of HR metrics • Customised to Ricoh requirements
The Solu>on Ricoh and Cut-‐e
Shapes Work Style Ques>onnaire
Shapes Work Style Ques>onnaire • direc>ng • persuasive • socially confident • sociable • agreeable • behavioural • prudent • focused on results • systema>c
• conscien>ous • analy>cal • conceptual • imagina>ve • open to change • autonomous • achieving • compe>>ve • energe>c
Approach
1. Map the personal abributes measured by Shapes to the Ricoh way; e.g.
Ricoh Way: Innova1on
“Is able to look at things from different points of view”
Shapes Analy>cal: data-‐driven; grasps complex issues and problems; iden>fies the core of a problem; evaluates informa>on thoroughly
Approach
2. Test to see if the mapping is evident in the data; e.g.
– Are people in our sample who indicate a tendency to be more Analy>cal rated higher on Innova>on from their Power2Perform appraisal?
Approach
3. Implement a customised output report that iden>fies poten>al strengths and areas for development, based on the findings of the research
Research Findings
• Managers are good at differen>a>ng the areas of the Ricoh Way measured at the performance appraisal
• Ra>ngs given in the performance management process are generally high
• We see strong rela>onships between Shapes and the different areas of the Ricoh way where we expect to see them
• The data also suggest some role level differen>a>on
Research Findings: Example
Q. What kind of person is rated higher on Winning Spirit?
A. Someone who... ...tends to take a long term, more strategic view ...enjoys working with concepts and ideas ...analyses problems thoroughly (Levels 1&2) ...likes to control projects and people (Level 3)
The Report
What difference does it make?
Example: Based on a ‘fit’ score from Shapes for Winning Spirit... ...44% of the ‘lower fit’ group have a ra>ng of 4 or greater on ‘Winning Spirit’ ...55% of the ‘higher fit’ group have a ra>ng of 4 or greater on ‘Winning Spirit’
Where next?
• Road test report before full implementa>on • Fine tuning – constant process as our business evolves
• Full rollout phased in through 2 main areas. Ini>ally to all people we are looking to interview, then, when trusted as a selec>on/de-‐selec>on tool
• European role out • Global role out.
What have we learnt?
• Preferred work style can be a powerful way of understanding core values and support business transforma>on
• Manager & Senior Manager buy-‐in to the model is cri>cal: they must believe in it and use it as their ‘currency of performance’
• Empower the end user rather than instruct them, and keep their goals in mind (e.g. run an effec>ve and efficient interview)
Our Aims
• Reduc>on of interview hours by 5,000 in year one. (intangible cost saving)
• Reduc>on of recuitment admin by 45% year one
• Abri>on to be reduced by 2% by end of year one in tested employees.
• Cost saving in excess of £200,000 in year one • Increase in performance overall of tested employees – efficiencies.
Thank You And
Ques>ons