ChallengePredict future internal recruiting needs

StrategyInternal talent analytics team

SolutionA model using data from finance, HR and the talent acquisition team to estimate hiring required. TA performance management framework.

Interesting remarkLeap frog the maturity curve by finding quick wins.

ResultPredicted annul hiring requirement within 5% ; 15% under budget for the year and saved millions

ChallengeEnable recruiters to add strategic value and to find critical talent

StrategyOperational reporting capability

Key findings• Build a team that can translate their findings to the Business and drive

real action• Don’t forget to involve the employee and focus on how to get adoption

of any new tools

SolutionTalent Cloud (talent insights, skill assessment, skills gap, strengths)

ResultHigh-level hires considerably under target cost-per-hire (source: Glassdoor)

Challengerecruit 5,000 new constables in 18months by appointing higher numbers of female and minority ethnic recruits

Solution• surveying to create buy-in and get a base• visualize through dashboards with KPIs using “what was available” to find potential

bias and significant drop-out at certain stages;

Interesting findings • Excel works even with over 100 steps in the recruitment process• effectiveness between each data capture iteration allowed constantly assessing

organizational needs and usefulness for decision making

ChallengeThe stack ranking system used for performance reviews creates an environment that feeds unethical competition and kills morale

SolutionCheck-ins. Managers set clear expectations and there is bi-directional continuous feedback. Compensation is linked to goals.

Strategy“But what if there is no bottom 10 percent to let go and everybody is performing well, or if everyone just needs more opportunities to improve?”

ResultVoluntary attrition decreased by 30 percent and involuntary departures increased by 50 percent

ChallengeThey were the first to introduce People Analytics

StrategyInternal analytics team

Results• helped limit the number of interviews required (company analysis

showed that more than four interviewers didn’t lead to higher quality hiring),

• revealed the optimal organizational size and shape of various departments,

• shown how to better manage maternity leave resulting in a fifty percent reduction in defections,

• created on-boarding agenda for an employee’s first four days of work that boosted productivity by up to 15 percent

• and produced an algorithm to review rejected applications (Google gets over two million applications every year) that has helped the company hire some talented engineers its screening process would have otherwise missed

Challenge: Keeping a highly engaged workforce with smaller teams and a new vision of the presidential administration.

Strategy: Given the complex dynamics that shape the culture of an organization as large and diverse as NASA, the activities necessary to realize this vision cannot be rigidly predetermined, sequenced, and executed with the precision of an engineering management plan. With that in mind, there are actions to guide NASA’s Human Capital organizations in planning, mid-course adjustments, and measurement of the desired change.

Key drivers: building model supervisors and leaders relying on 360 assessment tools to measure impact on major touch points.

Result: 78% engagement, highest for federal agencies

Challengethe global sales teams not achieving their targets

Strategydiagnose the hiring process through interviews and surveys

Key findingsA deep statistical analysis determined the behavioral and psychometric differences between their high and low performers; the behaviors required for strong sales in one country were completely different to those required in others

Solutiona low cost and simple recruitment process which only accepted applicants who demonstrated the high performing sales behaviors for the specific country

ResultAfter one year, applicants recruited via the new system were selling 30% more than applicants recruited under the old system

Strategystarted as an operational reporting initiative (aggregating all data sets from their HR databases into a data lake); basic predictive capability at this point

Interesting findings:

Correlations between turnover rates and employee attributes resulted in two distinct leaver profiles.

It also uncovered five reasons why people were leaving: remuneration, leadership, recruitment and induction, leadership and culture.

Armed with this information, Nestlé has been able to changes in all those areas to try and improve engagement and reduce leaver numbers “ (article)

Challenge Broken recruiting process (poor candidate experience, inefficientuse of recruiter’s time, missed opportunities to engage talent)

StrategyComplete redesign of recruiting process towards social (and later throughout their company - Holacarcy)• A strong social media foundation• Empowered recruiters• Blogging, Tweet chats, Google+ hangouts• New CRM for candidate engagement• Zero job board postings

SolutionZappos Insider Program

Result • Compared to the 8,635 unique applicants in 2013, there 26,315 unique Insiders (projected)

over the same period; • Recruiters handling fewer applications (only quality ones) • Lower bounce rate on career website

Challenge Stack ranking no longer worked to improve performance

StrategyMobile app to encourage empowered, collaborative, cross-functional teams

SolutionApp to encourage continuous dialog and shared accountability through “touchpoints” between managers and direct reports. A sticky vocabulary with new labels like “strength” and “weaknesses”.

Results• An Engineering team redesigned a cooling system for better performance and 50% lower

cost.• The percent of purchase orders placed with a should-cost analysis increased 10X in one

year to more than 60%, driving teamwork between Engineering and Procurement and significant savings. (Should-cost analysis is a methodology that builds an estimate of supplier costs associated with a given design. This approach sensitizes Engineering to cost tradeoffs in design decisions, and provides Procurement with a benchmark for negotiations with suppliers.)

• Procurement and Engineering linked with Operations and Sales to improve forecasting and develop volume commitments with suppliers.

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