Leveraging Assessment Centre for Targeted Recruiter Development Anis Baig.

Leveraging Assessment Centre for Targeted Recruiter Development

Anis Baig

2012 STRATEGIC TALENT MANAGEMENT FORUM

Agenda

• Introduction• Why Assessment for Recruiters?• What is assessment and what it is not• Where do you start• Ground work• How to do it• Results• Follow up actions• Questions


Business drivers for assessing the team:

• Best-in-class staffing organizations require a team of Recruiters with well-rounded skills aligned with the business needs

• Complaints from the organization about Talent Acquisition’s lack of speed, quality or cost-effectiveness often link directly to the team’s skill set

• Identifying individual strengths and development needs allows you to drive sustainable ‘fixes’

• An assessment and development center itself is a tool to teach standards and expectations

Why Assess Your Talent Acquisition Team?


Purpose of assessment:

• To develop the skills of each recruiter of the Talent Acquisition team

• To provide honest feedback about their skills from an objective third party

• To drive personalized development

• To ensure team members are in the right roles

Why Assess Your Talent Acquisition Team?


Goals of Assessment Center

• Apply a series of simulations to directly observe team perform job related activities

• Identify Recruiter professional strengths and opportunities for development

• Provide feedback on how to further leverage professional strengths

• Recommend professional growth opportunities through improving specific skills and abilities

• Facilitate staff development and training


Recruiters’ Skills Determine the Effectiveness of the Talent Acquisition Function

The Business Case for Developing Your Recruiters:

• Knows how to leverage technology

• Identifies and uses personal and professional networks

• Is creative and able to adapt, innovate on the fly




• Drives for results

• Takes initiative

• Influences effectively at higher levels




• Identification of individual strengths to leverage

• Identification of individual needs to improve

• Group training intervention needs identified


What it is:• A “Day in the Life” simulation

• Focused on the critical skills

• One-on-one coaching

• Personalized feedback and development

• Tailored for internal relevance

What it isn’t:• NOT a training program.

• NOT a test.

• NOT a performance review.

Recruiter Assessment


Functional Recruiting Competencies Assessed

Prioritizing and Managing

Stakeholders

Finding Candidates

Engaging Candidates

Assessing Candidates

inbox Research and Sourcing Cold Calling Interview

Debrief

45 Minutes 60 Minutes60 Minutes45 Minutes45 Minutes

Closing Candidates

Offer and Close

Intake with Hiring

Managers

Intake Meeting

45 Minutes 45 Minutes

InfluencingHiring Managers


Recruiting and General Competencies Measured


Assessment Exercises

Managing Stakeholders

Finding Candidates

Engaging Candidates

Research and Sourcing

Cold Calling

45 Minutes45 Minutes

In Basket

60 Minutes

Measures:

•Establishing positive relationships

•Communicating effectively in writing

•Linking issues and requests to broader business needs

•Demonstrating a bias for action

•Managing time and prioritizing effectively

Measures:

•Effectively planning for candidate interactions

•Building rapport quickly

•Ease of conversing with new people

•Seeking opportunities to mine sources for candidates

•Persistence in pressing forward despite challenges

Measures:

•Understanding the difference between passive and active candidates

•Creating effective sourcing plans

•Finding the right candidate for key roles

•Leveraging technology

•Thinking creatively about where to find talent


Assessment Exercises

Assessing Candidates

Influencing the Hire

Interviewing Debrief

60 Minutes60 Minutes

Closing Candidates

Offer/Close

Measures:

•Identifying skills and capabilities needed for a position

•Building a strong question set

•Ability to identify strengths and gaps in candidates

•Using thoughtful, probing questions

•Listening carefully and challenging effectively

•Making good selection decisions

Measures:

•Exhibiting sound judgment

•Using facts and insights to navigate conflict

•Influencing others and guiding decision-making

•Objectively presenting strengths and weaknesses of leading candidates

Measures:

•Effectively managing interests of candidates and the hiring manager

•Tactfully negotiating positions, listening to both parties’ interests and needs

•Creativity in problem solving

•Influencing the candidate and the hiring manager with the goal of closing the position

•Driving for hiring decision closure

45 Minutes


Recruiter Capabilities

EXERCISE

COMPETENCY

Managing Stakeholders

(In Basket)

Finding Candidates (Sourcing)

Engaging Candidates

(Cold Calling)

Assessing Candidates (Interview)

Influencing the Hire(Debrief)

Closing Candidates

(Offer/Close)

Accurate assessment of candidate skills and capabilities X X X X Applicant needs assessment X X XBuilds credibility and trust X X X X XCandidate care X X X XClosing/selling the hiring manager X XCollaboration/Teamwork X X Consultative partner to hiring manager(s) X X X XCustomer focus X X XEffective Communication X X X X XEffective interviewing X Effective Negotiation X X XEffective use of technology X Engaging/Closing candidates X X XHiring process management X XInfluencing others X X XLocating and identifying talent X X Network and relationship building X Prioritization and time management X X Problem analysis and decision making X X X XRelating to others/building relationships X X X XRelevant professional/technical and marketplace knowledge

X X

Strategic focus/planning X X X Understands the business X X


The Outcome

Summary Results by Participant

1

Participant Workingwith Clients(ManagingStakeholders)

FindingCandidates(CreativeSourcing)

EngagingCandidates(CallingCandidates)

AssessingCandidates(TheInterview)

Influencingthe Hire(DebriefMeeting)

M. Johnson

F. Davis

A. Junga

T. Watsille

P. Tabor

C. Lopez

I. Dunworth

Strongest skilled:F. DavisP. Tabor

Least skilled:T. WatsvilleI. Dunworth

Strongest set of disciplines:1. Ability to lead a debrief

session2. Basic interviewing

Areas to Invest:1. Teaching the team the

value of ‘hunting fortalent’ and how to dothis well.

2. Modeling executiverecruiting practices,including cold-calling andtalent assessment

KEY:Very GoodGoodNeeds Development

For Participants . . . For Leaders . . .


Linking the Assessment to Your Organization

Linking the Recruiter Competencies• Review of literature,

benchmarking from where they came

• Validated competency model• Ensuring link to organization’s TA

competencies and/or priorities

Tailoring the Development Materials• Language for situations• Focus on relevant positions• Incorporating organization’s

leadership competencies where appropriate

Running the Program/Exercises• Participant and assessor

schedules• One-on-one feedback and

development sessions with personalized reports

• Management summary reports

Validating the Development• Review each exercise and

evaluation guide with key leaders

• External I/O validation


Methodology

• Exercises conducted by subject matter experts/assessors

• Each competency and exercise was rated on a 5-point scale:• 5 = Mastery• 4 = Very Good• 3 = Capable• 2 = Needs Development• 1 = Gap

• Competency scores from exercises were average and placed onto a scale:• Professional Strength (3.50-5.00)

• Effective (3.30-3.49)

• Growth Opportunity (3.10-3.29)

• Developmental Need (1.00-3.09)

• Participants are given a report of results at one-on-one feedback sessions at the conclusion of the Recruitment Assessment Center


Sample Competency Scores

Accurate Assessment of Candidates

Applicant Needs Assessment

Builds Credibility and Trust

Candidate Care

Closing/Selling the Hiring Manager

Collaboration/Teamwork

Consultative Partner to Hiring Manager

Customer Focus

Effective Communication

Effective Interviewing

Effective Negotiation

Effective Use of Technology

Engaging/Closing Candidates

Hiring Process Management

Influencing Others

Locating and Identifying Talent

Network and Relationship Building

Prioritization and Time Management

Problem Analysis and Decision Making

Relating to others/building relationships

Relevant Knowledge

Strategic Focus/Planning

Understands the Business 3.44

3.71

3.13

4.00

3.34

3.25

3.38

2.88

3.29

4.00

3.58

3.00

3.42

3.25

3.85

3.96

3.94

3.94

3.88

3.78

3.78

3.63

3.31 • Group scored highly and achieved “professional strength” ratings in 12 of the 23 competencies

• They exhibited robust relationship building skills for candidates, hiring managers, and organizational partners

• Their lowest scores were for locating and identifying talent and effective use of technology, which show an opportunity to improve sourcing skills

• Other areas in which this team had lower performance include relevant marketplace knowledge, prioritization and time management, effective interviewing, and influencing others

• This group demonstrated the most self confidence throughout the day; logistics were also far better, which could have impacted scores.


Recruiter Capability Results

Overall Professional Strengths:• Relating to others/building

relationships• Effective Communication• Customer Focus• Selling/Closing the Hiring

Manager

Most Consistent Professional Development Needs:• Engaging and Closing

Candidates• Locating and identifying talent• Effective Negotiation• Influencing others• Prioritization and time

management• Strategic Planning and Focus• Effective Use of Technology• Relevant Technical and

Marketplace Knowledge


Leveraging Professional Strengths

The highest rated competencies demonstrate Recruiters generally have:

• Excellent relational skills

• Excellent communication skills

The skills which need to be leveraged :

• Quickly establish meaningful rapport with stakeholders

• Build relationships to deliver additional support and services

• Better influence stakeholders

• Drive effective talent decisions


Key Developmental Observations

The lowest rated competencies demonstrate Recruiters’ opportunities to improve:

•Locating and Identifying – Recruiters showed limited ability to source, struggled to leverage technology as a research vehicle

•Influencing others – Recruiters were managing processes without leveraging their positions to influence decision-making

•Prioritization and time management – Determining what was most important and fully addressing critical components of exercises was an area for improvement

•Strategic planning and focus- Often, the teams would lose sight of the strategic impact of their work and get lost in the transactional aspects instead

•While there were overall strengths and weaknesses, individual teams exhibited differing professional development needs

•At the core, the two macro themes emerged: “talent hunter/identifier/woo-er” and “strategic talent advisor” were gaps


Follow-up actions

1. Competency model /success profile for recruiters

2. Custom 360 feedback tool against competency model as a follow up measure to provide feedback on development progress

3. Leverage success profile for matching internal team to right job fit

4. Job aids and tools to support recruiters (“core capability” card decks, “motivational fit” decks, etc. to influence and facilitate Hiring Manager discussions )

5. Predictive selection tools for hiring recruiters (customized structured interview guides)

6. Customized workshops and learning events> Accelerate good performance and close the gap on weak

performance> Consider grouping sessions by skills gaps and / or business units> Leverage strengths for peer training


Feedback Survey

• Participants gave very high ratings to the value that they received from the Recruiter Assessment Center

• Exercises were seen as effective at measuring skills

• Participants felt the exercises addresses areas important to their job success

• The feedback sessions were seen as relevant and useful to improving their skills as talent acquisition professionals

= Effective = Growth Opportunity= Professional Strength = Development Needed

Overall, the Recruiter Development Center was a valuable experience

The exercises did a good job of measuring targeted skills

The excerises measured skills important to being a successful Talent Acquisition professional

The Recruiter Development Center increased my own awareness of my strengths and development opportunities

The feedback I received will help me leverage my strengths

The feedback I received will help me improve important skills 4.06

4.12

4.06

4.58

3.50

3.76


Feedback from participants

“Overall it was very positive and the feedback I received was valuable and most importantly I was given action items to start the improvement process walking out the door. Most people don't know (or want to know) their strengths and weaknesses, for me this was enlightening.”

“The exercises were all relevant to our daily work activities. The instructors were excellent in role playing; and provided a detailed, easy-to-understand assessment at the end of the session.”

“I felt overall that the entire exercise was productive.”

“Fast paced exercise that certainly unveiled and/or verified my self-awareness. This is truly an event I would strongly recommend to anyone and any company! Thank you for the insightful, engaging and rigorous event.”


Outcomes

• Individual Development plan

• Alignment with role

• Movement form transactional to consulting

• Proactive stakeholder management

• Higher customer satisfaction


Questions

Date post:	22-Dec-2015
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Leveraging Assessment Centre for Targeted Recruiter Development Anis Baig.

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