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SRTech13 Roadshow - Manchester
Don’t forget the candidateRussell Beck
Head of Consulting
26 April 2013
Who are Impellam?
• Possibly the largest recruitment services company you have not heard of!• Multi-band strategy• Global business; 5th largest staffing company in the UK• 271 outsourced contracts• £1.6bn of recruitment spend under management• 55,000 placements weekly
What have we done to recruitment?
• The job went on-line…… prices went down, volumes went up• We put the CV online……. labour went down, volumes went up• We put the application online…….. effort went down, volumes went up
What does this mean?• Sourcing activity dropped and recruitment became reactive• We loved the benefit without realising the inefficiencies• Recruitment consultants became “rejection consultants”• We created haystacks and then complained about not finding needles• We implemented technology to help; and put distance between us and the candidates• Today we use even more technology to try and “engage”
What do candidates really want…?
Contact in
formati
on
job al
erts
Job searc
h by postc
ode
Details o
n the pro
cess
Real time ap
plication tr
acking
Informati
on about c
ompany
Industry N
ews
Mobile sit
e/Smart
phone App
Links
to So
cial n
etworks
Blogs an
d socia
l conte
nt20%
30%
40%
50%
60%
70%
80%
90%The irony is, they want to engage with you…
…. to get a job
…. and to know more about you
BUT, on their terms
Impellam candidate survey; % respondents who scored ‘features as very important or somewhat important’
How do we help candidates…?
40%Of traffic to a
FTSE corporate web site is
career related
139:1Application to hire ratio via
job boards
56:1Application to hire ratio via
corporate web site
Why isn't it easy?
Where does the time go…?
Recruitment process
0.5 21
0.5
10
312
5
2
5
21 1
Role authorised
Book briefing
Take brief
Approve brief
Attract
Sift and screen
Submit CVs
Obtain feedback
Book (and wait for) 1st interviews
Interview feedback
Book (and wait for) 2nd interviews
Interview feedback
Offer approved
Verbal offer
28%Of Time To Hire is
spent sourcing candidates
When we have them, how do we treat them…?
What do we tell them?
What do we ask them for?
What do we judge/select on?
Nice to havesor
Absolutes?
Good and
Bad?
The process
“Salary consummate with experience”
UsernamePassword
EmailName
AddressMobile numberHome number
AvailabilitySource of application
Killer questions…RTW
SalaryQualifications
ExperienceHobbies
Diversity statsAttachments
Etc
What do you actually judge them on?
74%Of data collected was not used to select the
candidates
When we have them, how do we treat them…?
The Application Process
30 mins?
Test Videoi/view
Data
Data
Once in the process what do we do…?Why can’t we add value…?
What do we select on?
Intellect
Values
Motivators
Behaviours
Experience
75%accurate
25%accurate
Hard tochange
Easy tochange
Potential
Capability
Even with great Social Media, you may not have great candidate experience.
Pretend to be a candidate; put yourself in their shoes.
Focus on the basics.
SRTech13 Roadshow - Manchester
Recruitment Crowdsourcing:Super-charge your supply-chain
John Paul Caffery
Founder & CEO
A new approach to sourcing talent
1. Internal Direct Sourcing
2. External Direct Sourcing
3. Agency Suppliers
4. Crowdsourcing Suppliers
A new approach to finding talent
A new approach to sourcing talent
TheJobPost is a crowdsourcing
platform enabling employers
to access the UK’s entire
recruitment industry as one supplier
A new approach to finding talent
First identified by Jeff Howe – Wired Magazine in 2005
Crowdsourcing is when a company takes a job once
performed by employees, and outsources it in the form of
an open call to a large group of people using the internet
A new approach to finding talent
A smarter way to solve complex problems
20
Crowdsourcing platforms that we all use
Recruitment: Perfect for Crowdsourcing
Crowdsourcing allows a company to involve large
groups of specialists to:
• Extend visibility and reach
• Leverage specialist knowledge and experience
• Improve speed and delivery
A new approach to finding talent
Our platform is already delivering
• 34,000 specialist UK recruiters registered on the platform
• Over 300 UK employers users
• Average of 3 recruiters engaged per vacancy
• Current CV to interview ratio of 3:1
• Typical reduction in recruitment fees of 10-15%
• Salary range posted between £20,000 - £150,000
A new approach to finding talent
TheJobPost: Super-charge your supply-chain
• Add an extra dimension to existing sourcing channels
• Access the extended UK recruitment community
• One platform, one contract
• Choose when to present vacancies to recruiters
• Set the fee level
• Each vacancy presented to a focused selection of potential suppliers
• Only suppliers that believe they can deliver will pay to access the role
• Once engaged, communicate direct and retain end to end control
A new approach to finding talent
Employer - Posts a job asking for engagement
Recruiter - Reviews the vacancy market by sector
Recruiter selects the job & pays to engage
Review applications & feedback
Employer/Recruiter – Easy on-going communication
A simple solution that offers real returns
• One contract– easy access to a network of 33,000 recruiters
• Set the fee– vary fee level by role, sector, urgency or versus your PSL
• Access new suppliers with fresh talent pools – trial a range of recruiters in a controlled manner
• Standalone or integrate with your ATS– dependent on volume
A new approach to finding talent
We deliver excellent results for these companies
A new approach to finding talent
Super-charge your supply-chain
A new approach to finding talent
SRTech13 Roadshow - Manchester
Richard BunkhamE-Recruitment Specialist
14 September 2010
Page 33
Empowering line managers to become virtual recruiters
• The University recruitment environment is complex, consisting of 163
departments, 38 colleges & 6 Permanent Halls
• 12,500 staff
• Approximately 2200 recruitment activities 2011/12
• Recruitment is devolved - 256 recruitment administrators
• Main university jobs page, additionally 76 departmental web pages where
jobs are advertised
Page 34
Evidence based approach to recruitment
Candidate Centred Recruitment
Management Information Tracking Innovation and Pilots
Involvement from Line Managers
Informed RecruitmentAdvice
Aggregators
Social Media
Segment your applicant pool
Page 35
Candidates are central to the recruitment process
Understand your applicants journey. How do they approach their job search?
Where do they spend time online? How do they communicate with their peers?
What information are candidates receiving during the recruitment process and from who?
Page 36
What we have achieved at the University of Oxford over the last 2 years
Recruitment Advertising Spend 2009 - 2010 2010 - 2011 2011 - 2012
Advert costs £776,323.90 £347,951.57 £215,977.50
Year on year reduction 55% 38%
Total number of jobs advertised 1754 1911 1945
Total number of paid adverts 836 388 248
By value online 14% 35% 51%
By volume online 20% 48% 74%
Page 37
How have we done this?Advertisement source 2011 2012 Percentages
% Applied % Shortlisted % Appointed
Agency 0.1% 0.1% 0.1%
Job Centre 0.7% 0.5% 0.1%
Press 0.4% 0.6% 0.4%
Social media 0.9% 1.5% 0.9%
Unknown 1.6% 1.4% 2.7%
Online 11.4% 11.3% 6.9%
Jobs.ac.uk 30.0% 23.5% 16.3%
Word of mouth/referral 4.9% 8.6% 13.2%
University website 50.0% 52.5% 59.3%
Grand Total 100.0% 100.0% 100.0%
Understand your applicants, their job search behaviour and go where they are going.
£105k
Page 38
Recruitment from social media sources 2011- 2012
Source Facebook.com Linkedin.com Twitter.com Blogs
Applied 54 331 26 10
Shortlisted 12 51 8 3
Offer Accepted 1 3 3 1
Page 39
What prompted the changes in our approach?
Changes in applicant behaviour• The majority of applications and appointments come from unpaid sources
• Referral, word of mouth and social media account for 14% of appointments: our 3rd most successful source of appointments
• What we wanted to do is broaden this route out and make it easier for staff to share jobs and applicants to share jobs with their professional networks
Page 40
Which social media are we using?
Social Media Activity Levels
LinkedIn 3,333 followers February 201214,996 followers April 2013
[email protected]@juliansavulescu@ethicsinthenews @Oxford @OxHumanities @Politics Oxford @Oxford shop @MedSci_Oxford @oxmartinschool @said@oxfordalumni
Followers 5011,545 1,50044,0005001191,500903,3978503,315
Facebook Departmental Facebook
635,478 followers: lots of overseas studentsApproximately 25
Page 41
Main Social Media Channel LinkedIn
• 4,646 registered users list Oxford University as their current employer
• Number of members in higher education (UK and globally Dec 2012)• 82K UK 9M ROW
40% of followers of the Oxford company page list research as their sector
Six main ways we use the product but focusing on sharing
1. Post a job like any other job board
2. Sharing jobs with managers professional network
3. Managers and specialists posting the job in groups relevant to the roles
4. Mine the database for skill matches and make direct approaches
5. Passively - using an algorithm LinkedIn matches and suggests suitable jobs
6. Building our company followers Page 42
Other Social Media Channels
• Set up Jobs @ and automate tweets – main use is for others to re-
tweet
• More than one account for the University
• Staff interact with jobs on their own personal Facebook pages
ResearchGate
Online community only open to researchers, academics and Pharma
Blogs and forums
• Ask academics and researchers where they hang out online – ask
them to contribute information about jobsPage 43
Implementing a new approach to recruitment
• Recruitment marketing not just job adverts • Recruitment administrator needs to understand the job
and meet the line manager • Constructive challenge / evidence with line manager• Line manager allocate time to recruitment activities • Monitor recruitment activity while the recruitment
campaign is open and adapt approach if needed • More communication with applicants • Peer to peer recruitment marketing
Page 44
Challenges
• Radical change in approach • Educating staff involved with recruitment
activity and line managers • Planning realistic time frames • Links with the marketing department • Allocate time to proactive searches • Budget• Push back not for Higher Education • Resource intensive
Page 45
Key Points
• Recognise that line managers understand the job better than anyone else
• Encourage line managers and team members to become more involved in
the marketing of job opportunities to their professional networks
• Understand the recruitment needs of your applicant pool
• Clear applicant pathway and landing pages fit for purpose
• Engage with talent, within social media communities and attract them to
the most relevant part of your web site
• Continually evaluate your success and adapt as sites and technologies
change
Page 46
CONTACT DETAILS
RICHARD BUNKHAM
E-RECRUITMENT SPECIALIST
M:07961 102 481
LINKEDIN GROUP
SOCIAL
MEDIA IN UNIVERSITY AND HIGHER EDUCATION REC
RUITMENT
Page 47
SRTech13 Roadshow - Manchester
Can the selection process ever maintain a positive candidate experience?Kirstie Kelly
TheJobPost Future of Talent, Technology & Social Recruiting
“In a market where talented candidates are
sometimes hard to find, your approach to your
candidates, can be the difference between
success and failure.”
Stating the flipping obvious......?
Is an exceptional candidate experience possible?
A study last year of over 800,000 individuals who had applied for
jobs within the past year provided six solid reasons why candidate
experience matters:
• 44% said they had a worse opinion of a company that didn’t respond after they applied for a position
• 32% said were less likely to buy products from a company that didn’t respond to their job application
• 21% said they’ve experienced a recruiter who wasn’t enthusiastic about the company as an employer of choice
• 15% said they didn’t think the recruiter was professional
• 15% said they had a lower opinion of the employer after being contacted for an interview
But why does it matter....
Approach = Perception
How you act + how you look = what people think of
you
Mood
Tone of Voice
sincerity
How you project your brand
Your mannerisms in the selection
process
Your technology becomes an image of a business…
Schizophrenic
So what…
the best candidates will vote with their
feet...
What’s the solution?
Turn recruitment thinking on it’s head....
71
Identify cultural fit and attributes...
Sooner
Reduce the time spent with great candidates who are just not great for you....
Approachability and friendliness
And engage with candidates along the way....
Video killed the CV star
Screenshot of review page?
Video and mobile is supported by three key trends.
Increased bandwidth: 75% of UK homes have broadband access, expected to continuing growing. The average download speed is 9Mbps.
The rise of video calling: Skype has made video an established way of communicating. Its 250m users worldwide rack up over 300m minutes of video calling each day.
An applicant rich market: The current economic climate has increased the number of applicants per available position. This means more potential candidates to interview.
Sources: The Ofcom Communications Market Report 2011, Ofcom Research (August 2012), Skype Internal Figures
Who gets it right?
78
Employer branded videos to engage your candidates
Consistent branding and tone of voice
Video interviewing gives recruiters a fuller picture
of a candidate
Recorded interviews can be viewed remotely, at the
recruiter’s convenience
Recruiters can comment on and share interviews with internal stakeholders
Recorded video screening with LaunchPad
To learn more.....
Kirstie [email protected] 130512
TheJobPost Future of Talent, Technology & Social Recruiting
SRTech13 Roadshow - Manchester
The Power ofMobile to Retain Talent
From mobile banking to m-commerce, we help 1 in 5 of the UK’s top 50 brands transform their businesses
About Us
The Connected Revolution
2012: The Post-PC World ArrivedGlobal shipments of PCs, smartphones & tablets
-6% +31%
+53%vs 2011
Laptops and desktops
346mTablets
130mSmartphones
639m
Source: IDC Worldwide Mobile Phone Tracker, May 2012 & July 2012 & October 2012 / Gartner Worldwide PC Shipments October 2012
2013 Forecast: The Gap Will Widen Global shipments of PCs, smartphones & tablets
-1%vs 2012
Laptops and desktops
345m
Source: IDC Worldwide Mobile Phone Tracker, March 2013
Tablets
200m
+54%+44%
Smartphones
919m
Browsing BehaviourBrowsing behaviour of smartphone owners
Source: Experian Marketing Services January 2013. Mintel Smartphone Survey June 2012, eMarketer January 2013, Flurry Analytics April 2013
Emails are opened on a mobile
44%Smartphone owners in the UK view job listings
550k
Spent on average on a smartphone
per day
182 minsTime spent in app vs. 20% on mobile
web
80%
Acquired for $1bn
Filed for Bankruptcy
In Early 2012: Turning Point…
Mobile In Recruitment
Key principles for a successful Resourcing App
1Position
Discovery
2 Streamlined Application
3 Talent
Retention
Home
From the Home Page, candidates are able to search roles by:• Key Word• Current Location (GPS)• Manual Location• Job Sector• Job Grade (Internal)
Candidates can also access the Menu bar (Top Left) where they can change settings, view history and favourites.
Search Criteria
Candidates can narrow their search using pre-defined Job Sectors to list areas of interest and expertise.
Detailed Search
Existing employees can also use internal pay grades/banding metrics to filter roles most relevant to them.
Search Results
Job results are displayed in either List or Map format, allowing for easy browsing.
Candidates tap once on a job role of interest and are taken through to a more detailed explanation of the opportunity.
Job Role Detail & Application
Once a candidate reaches their desired job role they can perform three major actions:
• Favorite the role – By tapping the star (Top Right), the job is saved to Favorites.
• Apply – The candidate can apply immediately, either by submitting an auto-created CV via Linked-In or by taking an entry test (Aptitude/Verbal/Numerate/Character).
• Share – Sending the role to a contact via email or SMS (to download app and view).
Custom Alert Notifications
Candidates have the ability to choose whether they would prefer to be alerted to new opportunities via email or push message by altering the settings within the application.
This then updates the Candidate database and alters the method of communication for job alerts.
Key Benefits of Retaining Talent
Key benefitsof retaining talent
Improve employee moral
Engagement Improve succession planning by
putting power in their hands
Succession
retention tool accessible ‘real-time’ to all
Pro-ActiveSignificant
reduction per hire
Reduce Cost
Case Study
Barclays JobsHelping Barclays become the first UK bank to enable job applications through mobile
Helping Barclays become the first bank to enable job applications on mobile, supporting talent acquisition & retention
A powerful tool to reach and communicate with frontline, in-branch employees who may not have intranet access
The application seamlessly integrates with Taleo and other internal systems
18,000+Active Internal Users
Average Re-visits Per User Per Month
2.2
65,000Sessions Since Launch
15%Of Barclays Work Force Are Active
Barclays JobsConnecting jobseekers to job opportunities whenever, and wherever they are
Innovative Agency of the Year 2012
Marketing Innovation’s
“Grapple has achieved so many incredible successes…driven by their team’s huge passion and expertise”
“Already established as - arguably - the public face of app development”
“Grapple has grown to become one of Europe’s leading app developers”
“Delivering real bottom-line benefits to an impressive list of blue-chip clients…the very serious potential to be a world leader”
Marketing Innovation Mobile Entertainment The Drum Startups Awards
Thank youRyan EdwardsCommercial Manager
07812 076 177020 7952 [email protected]
www.grapplemobile.comtwitter.com/grapplemobile
SRTech13 Roadshow - Manchester
Integrating leading recruitment technology for maximum efficiency
Chris KendrickRecruitment Services Director
www.crimson.co.uk
Introduction
The leading recruitment solution for Microsoft Dynamics CRM
www.crimson.co.uk
Integration
: ‘the act of combining or adding parts to make a unified whole’Collins English Dictionary
: ‘the whole is greater than the sum of its parts’
Aristotle
Synergy
Combining actions, systems or processes to give a much greater result than that of the individual elements.
Integration and Synergy
www.crimson.co.uk
How important is integration?
www.crimson.co.uk
The impact of new platforms
www.crimson.co.uk
2012 Quarter 4 Sales
0.7m 2.6m 2.7m 6.2m
7.3m 43.5m 144.7m
www.crimson.co.uk
Integrating recruitment solutions
www.crimson.co.uk
Your recruitment solution
What is it?
• A single solution or a combination of systems and websites?
• Does it support your processes or it used only when it must be?
• Is it a single source of your most up to date information?
Do you…
• Search multiple networks for candidates?
• Advertise your roles externally?
• Test candidates?
• Use electronic timesheets?
• Have strong real-time management information?
www.crimson.co.uk
Everything in one place
Register Vacancy Search
Candidate Networks
Advertise Positions
Test Candidates
Review Selections & Applicants
Submit only the best
Interviews and Offers
Create and issue
paperwork
Manage invoicing
www.crimson.co.uk
Platform solutions vs. Recruitment software
www.crimson.co.uk
Benefits of an integrated solutionSynergySpeed to candidate networksProductivityVisibility through Management InformationAdoption and simplificationProcess and complianceRecruitment applications
Data LossAdministrationDuplicationInfrastructure costsRisk of technology ageingDevelopment/IT budgetCapital Expenditure
www.crimson.co.uk
Questions
SRTech13 Roadshow - Manchester
TRENDS IN ONLINE RECRUITMENT
Dan Martin, Managing Director - Broadbean
about Broadbean
• Global leader in candidate sourcing technology
• 125 employees based in 6 countries
• 60,000 users sourcing candidates in 65 countries
• Post in excess of 2 million adverts per month
• Track approximately 9 million candidate applications per
month
• 1.5 million candidate searches are performed each month
• Over 3500 job board integrations globally and growing
“Reports of my death
have been greatly
exaggerated”
The Job Board
job board performance - usage
Advert Volumes April 11-March 13
job board performance - usage
Job Boards used per AdvertApril 11 – March 13
job board performance - effectiveness
Response Volumes April 11 to March 13
Application per Vacancy Apr 2011 to Mar 2013
Consider Impact of wider economic conditions on this?
job board performance - effectiveness
rise of the Aggregators
It’s not all about job boards
social media:hot or not?
companies that have hired through social media
58% in 2010
63% in 2011
73% in
2012
Source: Jobvite
social media – the facts
Total Jobs Jobsite Monster Twitter Facebook Linkedin0
5000
10000
15000
20000
25000
30000
35000
Dec 2010 - Ad Volumes
Total Jobs Jobsite Monster Twitter Facebook Linkedin0
10000
20000
30000
40000
50000
60000
70000
Dec 2011 - Ad Volumes
Total Jobs Jobsite Monster Twitter Facebook Linkedin0
10000
20000
30000
40000
50000
60000
70000
Dec 2012 - Ad Volumes
social media – the facts
Response growth
January 11 – December 13
talent pooling
All previous applicants can be stored and made available to the whole business
Search using both keywords and facets
Tag candidates to add value to future searches
talent pooling
and don’t forget …employee referral
• Referrals are the #1 source of hires by volume.
• Referrals are also the #1 source by quality.
• Referrals are the #1 fastest time to fill.
• Referrals are #1 for staff retention.
• Referrals make up 46% of all hires at top performing firms …..
• But only c. 28% at lower performing firms
• Applicant-to-hire ratio
Source: ere.net
employee referral
Automatic matching of jobs against your employees’ social networks
Tools to help recruiters utilise this channel, and administer the in house scheme
conclusions
• No obvious signs of jobs board usage falling
• Candidates still see job boards as a primary route to a new position
• Other channels are increasingly playing an important role
• Ultimately we believe recruiters will need a blend of all of these channels
THANK YOU, ANY QUESTIONS?
SRTech13 Roadshow - Manchester
CV RadarUnlocking the power of LinkedIn
‘Find active candidates fast’
www.theitjobboard.co.uk 144
Alex Farrell, MD, The IT Job BoardApril 22nd 2013
www.theitjobboard.co.uk 145
Agenda• Introduction
• Video
• Current Situation
• What’s the problem
• The solution - CV Radar
• How does it work?
• Key Benefits
• Conclusion
• Q+A
www.theitjobboard.co.uk 146
Introduction
Pan European network of IT Job Boards
www.theitjobboard.co.uk 148
Current Situation
www.theitjobboard.co.uk 149
What’s the problem?
www.theitjobboard.co.uk 150
The Solution: CV Radar
www.theitjobboard.co.uk 151
How does it work?
www.theitjobboard.co.uk 152
How does it work?
www.theitjobboard.co.uk 153
How does it work?
www.theitjobboard.co.uk 154
How does it work?
www.theitjobboard.co.uk 12
Key Benefits
• Easy to set up
• Product road tested by recruitment consultants
• Efficient – target active candidates only
• Time effective - instant contact details (no more InMail)
• View and access the full CV
www.theitjobboard.co.uk
• First to market product (exclusivity)
• Addressing a need in the resourcing chain
• Providing recruiters with a market edge
• Improved time to hire
• CV Radar is positively disrupting the online recruitment space
In Conclusion
13
www.theitjobboard.co.uk 14
Q+A
SRTech13 Roadshow - Manchester
159
INTEGRATED & SIMPLE:
PSYCHOMETRIC ,SKILLS ,VIDEO INTERVIEW ASSESSMENT FASTER, USER FRIENDLY ASSESSMENT PROCESSES, DRIVING DOWN COST AND IMPROVING NEW HIRE QUALITY
Howard Grosvenor MSc. C.Psychol. AFBPsSUK Professional Services DirectorE-Mail: [email protected]
Could you purchase one of these for your
organisation without a business case ?
160
But..have you recently hired these people ?
161
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
Per
form
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
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
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
Psychometric Assessments
169
Mechanical Technical Understanding
Situational Judgement Questionnaire
Colour Vision Test – Pre Medical
Technical & Knowledge Tests
173
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 efficiency
High volumes and abundance of external or internal applicants
Employee ProductivityThe high value selection decision making – Managing risk and making the right decision
Moderate to low volumes, more scarcity of right talent , high business contribution by hire
177
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.
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
SRTech13 Roadshow - Manchester
