Scene Setting

1. Scene Setting Jon Houlihan Regional Director, Tribal

2. “The Candidate Bites Back” • Applicant Market – Our Experience • Labour Market Trends – Know your markets • Traditional talent pools often depleted • Candidates have more sense of own value • Choosy candidates • More ebay than “Your way” • Candidate Experience • Less process driven • More engaging, more time, rebalancing odds • Genuine 2-way

3. “The Candidate Bites Back” • Changing Lifestyles / Social Changes • immediacy • access to information • more savvy • work / life balance • Passive Applicants

4. Changing Role of Public Sector • Commissioning and partnerships e.g. LSP’s, Care Trusts and Regeneration • Some traditional delivery models not seen to be working • Money • value • Changing employer mindset • No longer ‘procurement’ of a person

5. Technology • E – recruitment / E – resourcing • Front end – Candidate attraction. • Back end – Candidate interaction • Access to info – zoominfo.com / Google • Blogs / Net Reputation • Fuzzylogic

6. Implications Bone Chilling Questions – How Would You Measure Up? • Culture of the organisation? • What makes this a great place to work? • Can I talk to the present incumbent? • Can I talk to staff?

7. Implications Employer Branding ‘Beyond the Fluff’ • Let it be so… • Future – blogs, search engines • Real – warts and all • Robust – access to info • USP • Not promoting Council but a brand • Use selection process as a marketing tool • This will hurt but it’s good for you • “Why should I let you?” • two way • Applicant access

8. Implications Role of Manager • Embody employer brand • Engage and sell not procure • Impact on HR • More knowledge of specific markets – salaries, issues • Creating and managing the experience and the outcome

9. Implications Less Transactional • Less “recruitment”, more “relationship development” • Workshops, seminars/open days as carried out on graduate milkrounds • Talent pools • Internal • Secondment, focus on development, succession planning, ring fencing • Where are depleted talent pools? • Eg. Planning, social work • Proactive • Value for Money • Performance metrics – justify cost of adverts • More interactive • More streamlined process • On-line • Front end – Back end relationships • Individual able to track own application progress • Self-selection

10. Candidate Experience • Process should match the role and organisation • E.g Coventry • Completed application form at the end • Wanted to increase diversity of candidate group • More like speed-dating / graduate fairs • More reliance of skills of interviewer • Question to ask about any step in process – is it necessary? • Process must be empowering

11. Assessment for the Future Chris Small Saville Consulting

12. Who are Saville Consulting? • Saville Consulting is an entirely new international business started by Professor Peter Saville (Founder of SHL Group PLC) • The team comprises experienced Occupational Psychologists, Human Resource specialists, business consultants and information technology professionals

13. Historical Context for Assessment • Large candidate pools • Clearly defined career progression • Organisations are in the driving seat and dictate the recruitment process - no need for employer branding • Well established methods of recruiting • Recruitment & Selection information isolated from other HR responsibilities

14. Resulting 20th Century Assessment • Separate measures for personality, motivation, competency and culture • Under-utilisation of technology • Poor interface between individual and corporate data • Assessment with little attention to candidate experience • Product inertia within HR community

15. 21th Century Assessment • Recruitment process streamlined (move away form AC) • Recruitment process used as employer branding opportunity (ultimate first impression in the War for Talent) • Understanding of individual motivational drivers link to capability (info to be integrated into development and succession plans) • Emphasis placed on environment and cultural fit • Greater use of IT in selection process • Ability to focus on potential specific areas of distortion

18. Vision Judgement Evaluation THOUGHT Leadership Impact Communication INFLUENCE 4 Clusters 4 Clusters Support Resilience Flexibility 12 Sections 12 Sections ADAPTABILITY 36 Dimensions 36 Dimensions 108 Facets 108 Facets Structure Drive Implementation DELIVERY

19. INFLUENCE 4 CLUSTERS Leadership Impact Communication 12 SECTIONS Convincing Challenging Articulate 36 DIMENSIONS Prepared to Disagree 108 FACETS Argumentative Challenging Ideas

20. Case Study • Big 4 Accountancy Firm • One of the UK’s most successful graduate recruiter for the last 5 years • Historically used initial screening and 2 day Assessment Centres • Competing directly for exactly the same candidates as their competitors • Success and future of the business determined by their ability to attract the top graduate candidates • Need to find a balance between identifying the top candidates and attracting them

21. Assessment is now completed on the whole online • Greater emphasis placed on candidate experience • Move away from AC to ‘1 day orientation day’ aimed at ‘selling the business’ • Emphasis on technology (blogs of last years intake, online testimonials and references) • Candidate Experience and Employer Branding

22. Shift to Candidate Tracking Systems • Shift to candidates dictating the recruitment process • Candidates enter the recruitment process online • Job information is available online (JD, PS) • Candidates can view the entire recruitment process and observe where they are within it • Assessments are completed online as the candidates progress • Candidates can schedule interviews at a choice of locations that suit them • All communication with the recruitment team is automated