what the best hires have in common | webcast
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What the Best Hires Have in CommonHow to Define (and Improve) Quality of Hire
What Is Quality of Hire in Today’s New
Work Environment?
How Can I Influence My Business to Focus on Hiring Higher Quality
Talent?
What Does this Mean for Me?
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#HiretoWin
Top Three Metrics Used to Track Quality of HirePercentage of Talent Acquisition Professionals
Turnover/Retention 50 56 53
49 41 51New Hire Performance
Evaluation
44 46 46Hiring Manager
Satisfaction
GlobalNorth AmericaAsia Pacific
WHAT METRICS DOES YOUR ORGANIZATION USE TO TRACK QUALITY OF HIRE?
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n = 3,379.
Source: LinkedIn, Global Recruiting Trends, 2013.
New Hire Underperformance
Source: CEB, Global Labor Market Survey, Q4 2012.
new hires are “bad” or have “regretted decisions”, according to hiring managers on their team
1 in 5
Turnover Costs
1 Per 1,000 hires due to new hire turnover.
$1.6Min rework costsincurred by Recruiting1
New Hire Turnover
Source: CEB, Turnover Benchmarking Database, 2013.
23%among employeeswith tenure of oneyear or less
TOO MANY REGRETTED HIRING DECISIONS
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Teams Job Levels
Job Locations
67 66 6357
Functions
50%
NEW HIRES FACING MORE INTERDEPENDENT WORK
Cross-Silo CoordinationPercentage of Employees Who Regularly Coordinate with People in Different…
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in Reliance on Others to Get Work Done
in How DispersedWorkforces AreAcross the Globe
of Employees ReportWorking with 20+ Peoplein Their Day-to-Day Jobs
57%
30%
n = 23,339.
Source: CEB, HighPerformance Survey,2013.
+ =
Individual Task Performance
Employee’s effectiveness at achieving his or her individual tasks and assignments
Network Performance
Employee’s effectiveness at improving others’ performance and using others’ contributions to improve his or her own performance
Enterprise Contribution
Employee’s effectiveness at his or her individual tasks, contribution to others’ performance, and use of others’ contributions to improve his or her own performance
Up to 12% improvement
in profit
CEB’s Model of High Performance
A NEW TYPE OF HIGH PERFORMER
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Conventional Definition of Quality of Hire
A new hire’s current effectiveness at completing his or her individual task
CEB’s 2013 Quality of Hire Definition1
A new hire’s current and likely future effectiveness at completing his or her individual tasks, contributing to others’ performance, and using others’ contributions to improve his or her own performance
1 As rated by hiringmanagers.
HOW DO WE ACHIEVE HIGHER QUALITY HIRES FOR TODAY’S NEW WORK ENVIRONMENT?
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#HiretoWin
Recruiters
1. Technical skills
2. Culture fit
3. Communication skills
4. Previous work experience
5. Interpersonal skills
n = 214 Talent Acquisition Professionals in the Technology sector located in US, Canada, UK, and Australia.
Source: LinkedIn, Global Recruiting Trends, 2013.
Hiring Managers
1. Problem solving skills
2. Technical skills
3. Communication skills
4. Work ethic
5. Agility/adaptability
vs.
n = 395 Technical Hiring Managers in theSoftware industry located in US.
Source: LinkedIn, Quality of Hire Research, 2013.
What characteristic is most predictive of a new hire’s success within the organization?
THINK LIKE A HIRING MANAGER
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48%
52%
Ability
New hire’s level of attainment of knowledge and skills
Fit
The relationship between new hire and his or her colleagues and organization
Relative Impact on Quality of Hire
FOCUS ON CANDIDATE FIT, NOT JUST ABILITY
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73% n = 4,112.
Source: CEB, Selection Effectiveness Diagnostic, 2013.
Fit with immediate colleagues(e.g., Peers, Manager)
Fit with the work environment(e.g., Competencies, Work Preferences)
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TWO DIMENSIONS OF FIT MATTER
2. HOW?
Relevance to WorkProximity to Colleagues
1. WHO?
n = 500.
Source: CEB, Selection Effectiveness Diagnostic, 2013.
Review the LinkedIn profiles of your hiring manager’s direct reports to see what skills they list, degree types and levels they hold, schools they attended, etc.
Sample Ways to Find Candidates With Network Fit Through LinkedIn• Quality of mutual LinkedIn connections with candidate• Quality of candidate LinkedIn connections with employees
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HIRE MORE FOR NETWORK FIT
n = 500.
Source: CEB, Selection Effectiveness Diagnostic, 2013.
Culture Fit
How well the new hire fitswith the organization’s culture
Impact on Quality of Hire =
12%
Network Fit
How well the new hire fitswith the way colleagues work
Impact on Quality of Hire =
30%
79%of working professionalsaround the globe areconsidered passive candidates
The other 21% areactively seeking a new job
YOUR NEXT HIRE MAY REQUIRE A NEW APPROACH
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n = 3,995.
Source: LinkedIn,Recruitment InsightsResearch, 1/2011-8/2012.
120% more likely to want to make an impact
33% more likely to want challenging work
17% less likely to need skill development opportunities
21% less likely to need recognition for their contributions
COMPARED TO ACTIVE TALENT, PASSIVE TALENT SHINES
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n = 3,995.
Source: LinkedIn,Recruitment InsightsResearch, 1/2011-8/2012.
What Is Quality of Hire in Today’s New
Work Environment?
How Can I Influence My Business to Focus on Hiring Higher Quality
Talent?
What Does this Mean for Me?
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#HiretoWin
GlobalNorth AmericaAsia Pacific
37 37 35Utilizing social and professional networks
30 24 33Upgrading employer branding
29 2935Finding better ways to source
passive candidates
29 2424Being a strategic Talent Advisor to the business
251821Boosting referralprograms
What Do You Consider To Be The Most Essential and Long-Lasting Trends In Recruiting for Professional Roles?Percentage of Recruiters
TRENDS THAT AREN’T GOING AWAY
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n = 3,379.
Source: LinkedIn,Global RecruitingTrends, 2013.
Relative Impact of Recruiter Capabilities on Recruiter PerformancePercentage of Impact Explained
19% of recruiters currently qualify as Talent Advisors
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33
52
Process Expert
Pipeline Manager
Strategic Advisor
MOVE BEYOND PROCESS MASTERY TO STRATEGIC INFLUENCE
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Source: CEB, BuildingNext GenerationRecruiter Capabilities.
Order Takers
Trust hiring manager assumptions
Fill requisitions effectively
Drive for satisfaction
Decision Influencers
Challenge hiring manager assumptions
Frame requisitions strategically
Drive for impact
Talent Advisor Defined
Talent Advisors are decision influencers, not order takers. They earn the right to influence by informing staffing decisions with acute knowledge of the organization and deep expertise of external markets.
EXPERTISE EARNS THE RIGHT TO INFLUENCE
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Source: CEB, BuildingNext GenerationRecruiter Capabilities.
A COMPARISON OF TWO APPROACHES
Needs Definition
ASKS
PROBES ANDCHALLENGES
Sourcing
POST AND HOPE ACTIVE MINING
PASSIVE MINING IN NON-OBVIOUS PLACES
Selection
ASSESSES FOR CULTURE FIT
ASSESSES FOR NETWORK FIT
Average Recruiter Approach
Talent Advisor Approach
Use LinkedIn Talent Pools Reports to collaborate with hiring managers to identify hidden pools of talent: lnkd.in/TalentDemand
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Source: CEB, BuildingNext GenerationRecruiter Capabilities.
WHAT RECRUITERS ARE SAYING
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…Source and Recruit in New Regions
“ I am proud to say that the commercial jobs were all filled...I received recognition from the
business…and have learned a lot myself as well... ”
…Build Credibility with Hiring Managers
“ The key was understanding the hiring manager’s needs, translating that to the search efforts, delivering quality candidates, and over communicating status updates! ”
Developing as a Talent Advisor helps me to…
Johnson & Johnson
“…created the Talent Advisorcompetency model andimplemented that across myglobal organization.”
Jeanne FedorykVP, Global Recruiting
Charles Schwab
“The notion of what a Talent Advisor is…helped us get to the next level.”
Frank HynesVP, Talent Acquisition
WHAT RECRUITING LEADERS ARE SAYING
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What Is Quality of Hire in Today’s New Work
Environment?
How Can I Influence My Business to Focus
on Hiring Higher Quality Talent?
What Does this Mean for Me?
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#HiretoWin
Recruiters: 3 Things You Should Do Differently
1. Ask candidates to demonstrate what they can do in situations that reflect the work environment of the role
2. Get peers on the interview slate to avoid over-relying on hiring manager’s assessment of fit
3. Earn the right to influence through firm-specific business acumen and labor market expertise
How to Define (and Improve) Quality of Hire
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#HiretoWin
Recruiting Leaders: 3 Things You Should Do Differently
1. Incorporate Network Fit into assessment and selection strategies
2. Build Talent Advisor capabilities by shifting recruiter mindsets from order takers to decision influencers
3. Measure your results by focusing on quality and tracking your team’s effectiveness over time
How to Define (and Improve) Quality of Hire
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#HiretoWin
KEY TAKEAWAYS
What is Quality of Hire in Today’s New Work
Environment?
How Can I Influence My Business to Focus
on Hiring Higher Quality Talent?
What Does this Mean for Me?
30
#HiretoWin
Hire for Network Fit: How well the new hire fits with the way colleagues work
Develop Talent Advisor Capabilities:Being a Talent Advisor is more tactical than you might think
Recruiter Takeaways:1.Conducting simulation-based
interviews2.Involving peers in interview
process3.Developing as a Talent Advisor
Recruiting Leader Takeaways:4.Selecting for Network Fit5.Building Talent Advisor
capabilities 6.Tracking recruiting effectiveness
CEB is the world’s leading member-based advisory company. We have a unique view into what matters — and what works — when capitalizing on drivers of business performance. With 30 years of experience working with top companies to share, analyze, and apply proven practices, we begin with great outcomes and reverse engineer to help you unlock your full potential.
ABOUT CEB
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Largest collection of best-practice research on talent management
− 500+ researchers across 50+ domains
− Experts in over 220 functional disciplines
− 300,000+ proven best practices
− Largest employer of organizational psychologists
Largest network of functional executives
− 16,000 C-level executives
− 300,000 business professionals
− 94% of Fortune 100; 88% of Fortune 500
− 40+ functions
Extensive global coverage
− Serving 10,000 companies in 110+ countries
− Offices in over 50 countries
− Assessments in 30 languages, customized to regional variations
World’s largest and most proven provider of talent assessments
− 30 million assessments delivered annually
− Across 38 countries, 31 business functions and 40 industry sectors
Proactive Sourcing
Automated Engagement
Metrics and Analytics
Personalized Job Targeting
Talent Brand Development
Strategic Sourcing
and Pipelining
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ABOUT LINKEDIN TALENT SOLUTIONS
An Effective Recruiting Strategy Requires Three Core Elements:
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