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Using Employee Profiling To Win The War For Talent . Presented By David Reynolds Executive General Manager – Consulting Chandler Macleod Australasia. Session Objectives. Define Employee Profiling Explain its growing popularity and use

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using employee profiling to win the war for talent

Using Employee Profiling To Win The War For Talent

Presented By David Reynolds

Executive General Manager – Consulting Chandler Macleod Australasia

session objectives
Session Objectives
  • Define Employee Profiling
  • Explain its growing popularity and use
  • Outline the different Employee Profiling options available
  • Demonstrate how organisations can use Employee Profiling to help win the war for talent
who is chandler macleod
Who is Chandler Macleod?
  • Australia’s leading firm of people consultants
  • Established in 1959
  • Employ over 700 people across 70 offices in Australasia
  • Specialise in people attraction, assessment, development and impact initiatives
  • Focus on helping our client partners maximise people performance and manage risk
  • Profile 8000+ employees each year
management speak
‘Management Speak’

“We expected that Good to Great leaders start out by setting a new vision and strategy.

We found out instead that they first got the right people on the bus, the wrong people off the bus, the right people in the right seats – and then they figured out where to drive it”.

Good to Great – Jim Collins

what is employee profiling
What is Employee Profiling?

Understanding the individual

Understanding the organisation

general employment trends year to april 2006

Employment Trends

Unemployment Trends

General Employment Trends (Year to April 2006)
  • Employment increased to 10,079,800
  • Unemployment decreased to 543,100
  • Unemployment rate stable at 5.1%
national employment forecast may 2006 quarter
National Employment Forecast May 2006 Quarter
  • Australian labour market growth will slow
  • Skills shortage and high demand = rising wages
  • WA skills shortage now the worst on record
  • State and Federal Governments issuing infrastructure projects warnings
  • Queensland and Western Australia will account for almost half of all new jobs created
what does this mean for employers
What Does This Mean for Employers?
  • In short “War for Talent”!
  • Skills shortages, coupled with high demand, are driving wages higher
  • Employers and recruitment firms are finding it increasingly difficult to find and retain talented employees
  • Suitable applications to recruitment advertising continues to fall
  • Newspaper “Positions Vacant” adverts are attracting as little as 5-10 responses
  • Your competitors are targeting your talented employees, right now!
did you know that

Average Salary

Increase in Output

Increase in ROI

Job Level

Unskilled

$40k

19%

$7,600

Skilled

$70k

32%

$22,400

Management

48%

$48,000

$100k

Did You Know That…
  • Replacing an employee in the first year costs up to 3 times their salary
  • Selecting a top performer can mean significant impact on your people investment
did you know that10
Did You Know That…

TOP THIRD PERFORMERS MAKE YOU MONEY

MIDDLE THIRD PERFORMERS MAINTAIN STATUS QUO

BOTTOM THIRD PERFORMERS LOSE YOU MONEY

did you know that11
Did You Know That…
  • When managers were asked:

Q:”If you knew at the time of hire what you now know, would you rehire?

A: 32% of current staff would not be rehired!

the cost of getting it wrong
The Cost of Getting it Wrong
  • Recruitment is not a perfect science…in the people business, mistakes can occur
  • The cost of hiring the wrong person includes:
    • Salary cost of payout/notice period
    • Lost productivity (of the hired person and co-worker overload)
    • Lost productivity (morale drop of co-workers and teams)
    • Re-hire costs
    • Learning curve ‘productivity lag’ of new starter
    • Re-training costs
    • Loss of intellectual capital
common problems in selection
Common Problems in Selection
  • Important information is missed
  • Applicant data is misinterpreted
  • Biases and stereotypes affect judgement
  • Decisions are made too quickly
  • Too much reliance on interview
  • Pressure to fill positions affects judgement
  • Interviewer’s hiring decisions not systematic
  • Availability of candidates affect judgement
the case for employee profiling

Incorrect Decision

Correct Decision

CORRECT DECISION

INCORRECT DECISION

Suitable Candidate

The person “looks right and is right”

- obvious hire, can demand higher salary

The person “looks wrong and is right”

- missed opportunity

Unsuitable Candidate

The person “looks wrong and is wrong”

- risk avoided

The person “looks right and is wrong”

- management problem

The Case for Employee Profiling
slide15

Understanding the Person

Abilities

Cognitive or intellectual abilities. Some are learned or formalised, others are more innate.

Knowledge, Skills and Experience

This information is gathered through standard recruitment steps

Temperament

Behaviour in a particular situation and the use of personal resources

Based on habits, feelings, attitudes and emotions

Interests

Effects both performance and job satisfaction

StandardRecruitment

CM Assessment

the formula for behaviour

Performance

Co-operative

Working

structures

Skills

Knowledge

Experience

Can Do

Ability

Aptitude

Performance

Management

Systems

Want to

Satisfaction

Interests

Organisational

Adaptiveness

How to

Temperament

Power/Politics/

Culture

Motivation

Calibre of

Leadership

Employee

Engagement

The Formula For Behaviour

BEHAVIOUR

PERSON

ENVIRONMENT

= fn ( X )

management speak17
“Management Speak”

“We expected that Good to Great leaders start out by setting a

new vision and strategy.

We found instead that they first got the right people on the bus, the wrong people off the bus, the right people in the right seats - and then they figured out where to drive it.”

Good to Great, Jim Collins

management speak18
“Management Speak”

% Importance of Success FactorsTom Peters

www.tompeters.com/slides/uploaded/Talent50_101305.ppt

performance productivity
Performance & Productivity

Jim’s “Right People”…

Tom’s “Passionate People”…

Performance & Productivity: the constant effort to increase the number of stars, get the best from the core and move low performers as fast as you can

slide22

Best Fit Concept

BEHAVIOUR

PERSON

ENVIRONMENT

= fn ( X )

Performance

Skills

Knowledge

Experience

  • Behavioural Interviews
  • Work Sample tests

Can Do

Ability

Aptitude

  • Cognitive Ability appraisal

Want to

Satisfaction

Interests

  • Behavioural Interviews
  • Personality questionnaires
  • Reference checking

How to

Temperament

Motivation

Employee

Engagement

the use of employee profiling
The Use of Employee Profiling
  • Organisations are increasingly using psychometric assessment to select the right person for the right job:
    • Do they have the skills and abilities to do the job?
    • Are they motivated to do the job?
    • Will they be motivated to stay with the organisation?
    • Will they fit within the culture?
    • Will they do the right thing by the organisation?
testing for skills and abilities
Testing for Skills and Abilities
  • Specialist tests
    • Verbal and Numerical Reasoning
    • Mechanical Reasoning
    • Understanding Instructions
    • Visual Checking
    • Fault Finding
    • Spatial Checking
    • Technical Understanding
    • Abstract Reasoning
  • Work simulations- including role plays, in-tray exercises, presentations
assessment for fit
Assessment for ‘Fit’
  • Use a personality scale to assess what makes the person tick:
  • Teamwork
  • Commitment
  • Work ethic
  • Safety focus
  • Focus on detail
  • Ability to work autonomously
  • Ability to take the initiative
  • Perseverance
  • Results focus
  • Integrity
  • Motivation for the role
  • How to manage the person
  • How to keep them motivated
employee profiling innvovations
Employee Profiling Innvovations

CM developed the ESP, a leading edge system that provides information on the strenghts and weaknessess of an individual in relation to different roles in the organisation

The ESP provides a report that includes:

  • shortlist of jobs that best fit their soft skills including a comprehensive job fit report
  • job fit reports of employer specific jobs and local skill shortages
  • Training & development suggestions
slide27

Understanding the job fit of a candidate and their potential for different roles in your organisation

how esp works
How ESP works

Suitability of candidate for other roles (across and higher up the organisational structure)

Suitability of candidate for a particular role in their organisation

Provision of management and training advice in case there is a gap between job requirements and the candidate’s profile

?

how esp works29
How ESP works

The ability to listen and understand spoken instructions

how esp works30
How ESP works

Pre-tasks

  • Consent
  • Moving Through the Tasks
  • A Short Practice Task
  • Questionnaire

Entry Level - Skilled

  • Humm Wadsworth Temperament Scale
  • Working with Numbers (SHL NWP2)
  • Understanding Instructions (SHL VWP1)
  • Reasoning (SHL DC3.1R )

Professional

  • Humm Wadsworth Temperament Scale
  • Numerical Reasoning (SHL NMG2004)
  • Reasoning (SHL DC3.1R)
  • Verbal Reasoning (SHL VMG2004)
innovation features
Innovation Features
  • Evaluation of all staff possible
  • Against universally-accepted Employability Skills
  • Produces Degree of Fit to Role report, not percentile numbers
  • Online, on-site, on demand
  • Instant access to all reports
  • Average assessment time for both entry and professional level assessments reduced by 40%
  • Assess once – apply each time a decision is required against any role
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