Resourcing Transformation
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The document discusses the transformation of a company's resourcing strategies and processes. It outlines 3 steps taken: 1) Communicating the goals of transformation to all, 2) Implementing improved assessment techniques like video interviews to increase hiring quality and retention, 3) Developing forecasting to better identify resourcing needs. It also notes the transformation's success, with the function winning several awards and improving metrics like time to hire and referral rates.
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Resourcing Transformation
- 1. Resourcing Transformation SamanthaRamsay – Head of Resourcing & Employer Brand @ Houseof Fraser 25th February 2016
- 2. It is not the strongest of the species that survive, Nor the most intelligent, But the one most responsive to change. -Charles Darwin
- 3. 1. Theart of thepossible 2. Steal with pride 3. Group and Focus 3 steps to successful transformation
- 4. Browse&Choose Assessment & Selection Resourcing as market leading experts in our field. To continuously provide the best external talent to support immediate and future recruitment demands. To enhance the quality of hires through improved assessment and interview techniques enabling an increase in employee retention and capability. ShopFront Attraction & Sourcing To better attract, engage and educate current and potential talent to successfully place them in the right roles across our business. To create an Employer Brand of choice that captures the essence and culture of our business. Our communications will cleverly focus on job seeker requirements putting us ahead of our competitors Resourcing StrategyBuy&Collect Offer & Onboarding To develop forecasting capabilities and hiring strategies through knowledge of attrition, growth & succession to identify Resourcing requirements across the business. To maintain the engagement of new talent, maximise our referrals and utilise customer feedback to continually advance and improve Resourcing processes. ProvidingaVIPCustomerExperience •ReduceAttrition •ImproveTimetoHire •CreationofTalentPools •EmployerofChoice •AwardwinningResourcingFunction •CustomerExperience
- 5. Communicating the goal to all was key to the success of the programme
- 6. In house RecruiterAwards: – Winner - Best Employer Brand – Highly Commended - Best Retail Recruitment Team The FIRM(Shortlisted, awardsareheld in May): – Recruitment Team of theYear – Best CareersWebsite – Best Development of an Employer Brand – Outstanding Impact Transformation and Change – Recruitment Leader of theYear .....and the result
- 7. Browse&Choose Assessment & Selection Resourcing as market leading experts in our field. To continuously provide the best external talent to support immediate and future recruitment demands. To enhance the quality of hires through improved assessment and interview techniques enabling an increase in employee retention and capability. ShopFront Attraction & Sourcing To better attract, engage and educate current and potential talent to successfully place them in the right roles across our business. To create an Employer Brand of choice that captures the essence and culture of our business. Our communications will cleverly focus on job seeker requirements putting us ahead of our competitors Resourcing StrategyBuy&Collect Offer & Onboarding To develop forecasting capabilities and hiring strategies through knowledge of attrition, growth & succession to identify Resourcing requirements across the business. To maintain the engagement of new talent, maximise our referrals and utilise customer feedback to continually advance and improve Resourcing processes. ProvidingaVIPCustomerExperience •ReduceAttrition •ImproveTimetoHire •CreationofTalentPools •EmployerofChoice •AwardwinningResourcingFunction •CustomerExperience
- 8. Attraction & Sourcing To better attract, engage and educate current and potential talent to successfully place them in the right roles across our business. To create an Employer Brand of choice that captures the essence and culture of our business. Our communications will cleverly focus on job seeker requirements putting us ahead of our competitors. Shop Front
- 9. We’ve built and launched an employer brand
- 11. After a big internal launch and a brand new website – all using House of Fraser people as the stars of the show – the feedback we received was pretty amazing. They loved it. And the results show just how much candidates loved it too. Nearly 720,000 careers site page views between 27th May and 30th July 2015 Over 280,000 site sessions in the same timeframe A conversion rate of nearly 25% 25,712 ‘Apply’ clicks recorded in August 2015 alone (up from 10,567 in August 2014!) 93% completion rate for our ‘Behind the Scenes’ campaign video
- 12. We’ve implemented Live Chat
- 13. Browse and Choose Assessment & Selection Resourcing as market leading experts in our field. To continuously provide the best external talent to support immediate and future recruitment demands. To enhance the quality of hires through improved assessment and interview techniques enabling an increase in employee retention and capability.
- 16. We send all candidates a report based on their online assessment telling them how they did, no matter the result… Prefers to focuson daily activitiesrather thanpersonaldevelopment. 1.Ambition The responses that you have provided suggest that you may not actively or consistently feel the need to seek out opportunities to learn, however you are likely to enjoy it when the opportunity presents itself. It's likely that you feel motivated by seeing an improvement in your performance, but you feel happy giving up learning opportunities when a more immediate task needs completing. Wants to mastertheir role. Likelyto seek outopportunities forself improvement. Not energised bytargets. Preferstasks that areeasy to accomplish. 2.Drive The responses that you have provided suggest that you feel content when working towards targets and goals, especially if you can see the meaning of them. It's unlikely that your level of motivation will be greatly affected by targets or KPIs (key performance indicators). Wants to beconstantlychallenged.Driven to overcome anyobstacle. More laid backwith meetingcommitments.Prefers to have abroader view of atask 3.Reliability The responses that you have provided suggest that you may be willing to focus on detail, but may lose concentration under certain circumstances, e.g. when something else interests you more. You may feel more comfortable than others to forgo the accuracy of a task in order to complete it and move on. Ensures all tasksare completed toa high standard.Values accuracy.Prefers to workindependently. Ismore private andfocussed on selfover others. 4.Working Together The responses that you have provided suggest that you are equally as comfortable supporting others, as you are in prioritising your own needs. It's likely that you understand the importance of supporting others around you, however you may not always feel the need to get involved with them. Very supportivetowards others atwork. Getsinvolved withother people'sproblems. More sensitive tofluctuations inown emotionsand those ofothers. Likely towork best instress-freeenvironments. 5.Resilience The responses that you have provided suggest that in general you can work calmly in most situations. Your repsonses suggest that if you constantly experience pressure on a daily basis you may become demotivated. You are likely to be able to adapt your behaviour to cope with more stressful situations. Calm andrelaxed. Unlikelyto feel pressureand recoverseasily fromsetbacks. This section of the report explains your results against the values and motivations which have been deemed important for this role. It is important to note these are not scales of high to low. Culture Fit Assessment Report Prefers to focuson daily activitiesrather thanpersonaldevelopment. 1.Ambition The responses that you have provided suggest that you may not actively or consistently feel the need to seek out opportunities to learn, however you are likely to enjoy it when the opportunity presents itself. It's likely that you feel motivated by seeing an improvement in your performance, but you feel happy giving up learning opportunities when a more immediate task needs completing. Wants to mastertheir role. Likelyto seek outopportunities forself improvement. Not energised bytargets. Preferstasks that areeasy to accomplish. 2.Drive The responses that you have provided suggest that you feel content when working towards targets and goals, especially if you can see the meaning of them. It's unlikely that your level of motivation will be greatly affected by targets or KPIs (key performance indicators). Wants to beconstantly challenged.Driven to overcome anyobstacle. More laid backwith meetingcommitments.Prefers to have abroader view of atask 3.Reliability The responses that you have provided suggest that you may be willing to focus on detail, but may lose concentration under certain circumstances, e.g. when something else interests you more. You may feel more comfortable than others to forgo the accuracy of a task in order to complete it and move on. Ensures all tasksare completed toa high standard.Values accuracy.Prefers to workindependently. Ismore private andfocussed on selfover others. 4.Working Together The responses that you have provided suggest that you are equally as comfortable supporting others, as you are in prioritising your own needs. It's likely that you understand the importance of supporting others around you, however you may not always feel the need to get involved with them. Very supportivetowards others atwork. Getsinvolved withother people'sproblems. More sensitive tofluctuations inown emotionsand those ofothers. Likely towork best instress-free environments. 5.Resilience The responses that you have provided suggest that in general you can work calmly in most situations. Your repsonses suggest that if you constantly experience pressure on a daily basis you may become demotivated. You are likely to be able to adapt your behaviour to cope with more stressful situations. Calm andrelaxed. Unlikelyto feel pressureand recoverseasily fromsetbacks. This section of the report explains your results against the values and motivations which have been deemed important for this role. It is important to note these are not scales of high to low. Culture Fit Assessment Report This section of the report explains your scores against the behaviours that were assessed as part of the assessment. It will also give you some ideas about how to develop these behaviours in the future. 1. Gathering Information The responses that you have provided suggest that you do not tend to prioritise gathering information. You tend to rely on you gut feeling and may use pre-existing assumptions, rather than spend time researching and clarifying. 2. Creating Empathy The responses that you have provided suggest that you do not proactively seek to understand the perspective of others by asking open questions consistently and putting yourself in other people's shoes. 3. Building Confidence The responses that you have provided suggest that you often try to avoid having to make independent decisions. Your answers suggest that you prefer to pass this responsibilty for independent decision-making to someone else. Priority Development Area Potential Strength Strength 50% 50% 75% 100% Priority Development Area Potential Strength Strength 19% 50% 75% 100% Priority Development Area Potential Strength Strength 38% 50% 75% 100% Role Preference Assessment Report This section of the report explains your scores against the behaviours that were assessed as part of the assessment. It will also give you some ideas about how to develop these behaviours in the future. 1. Gathering Information The responses that you have provided suggest that you do not tend to prioritise gathering information. You tend to rely on you gut feeling and may use pre-existing assumptions, rather than spend time researching and clarifying. 2. Creating Empathy The responses that you have provided suggest that you do not proactively seek to understand the perspective of others by asking open questions consistently and putting yourself in other people's shoes. 3. Building Confidence The responses that you have provided suggest that you often try to avoid having to make independent decisions. Your answers suggest that you prefer to pass this responsibilty for independent decision-making to someone else. Priority Development Area Potential Strength Strength 50% 50% 75% 100% Priority Development Area Potential Strength Strength 19% 50% 75% 100% Priority Development Area Potential Strength Strength 38% 50% 75% 100% Role Preference Assessment Report APPLICANT REPORT Name: Bob Smith Role : Sales Advisor - UK Date: 11/05/2015 Please contact the recruiter if you have any questions regarding this report or need help in its interpretation. APPLICANT REPORT Name: Bob Smith Role : Sales Advisor - UK Date: 11/05/2015 Please contact the recruiter if you have any questions regarding this report or need help in its interpretation.
- 17. We’ve improved the candidate experience in store at assessment centre
- 18. We’ve implemented video interviewing…
- 19. Offer & Onboarding To develop forecasting capabilities and hiring strategies through knowledge of attrition, growth & succession to identify Resourcing requirements across the business. To maintain the engagement of new talent, maximise our referrals and utilise customer feedback to continually advance and improve Resourcing processes. Buy and Collect
- 20. NPS& KPI’s
- 21. Wesend new startersawelcomecard signed by their team
Editor's Notes
- #3: The change we went through in a year, People,Organisation Structure, Roles in Resourcing, Systems & Processes including: ATS; Careers site; online testing; Video Interview; Processes; Employer Brand; Recruitment Documents; Mobile Optimization; 33 Projects completed in 2015. Team of 20 making 4500 hires a year. Only 2 remaining of the original team. Difference between what we could be doing and what we were doing was so big that it required a fundamental change. Small changes would only make a small difference and we had big plans. Me not having any patience. The competition was ahead of us, one of the only Department stores without a mobile optimised site. Customers/candidates expectations different.
- #4: talk about blue sky thinking, pushing boundaries, getting team to be radical and not think about why we can’t do something talk though how we should copy best in class from other functions- call centres & live chat and volume communication mgt, Marketing & how they brand and communicate, What great customer service looks like and where have we seen it before – what’s the connecting theme – simple!
- #6: Sam to talk about communicating the change programme to everyone and anyone, why we’re doing it, what each project means – not in HR speak, describe the goal and what people will see. Most importantly for this size of change, ensure own team are on board and excited. Such huge change requires investment from everyone and for everyone to know how important they are to this programme and how we are one team looking to achieve great things. Talk about change exercise
- #9: Sam to talk through: Just going to highlight a 3 of the projects under this strategic line. Implementation of a new ATS, build and launch of our employer brand, the creation of a new career site and the launch of Live Chat.
- #11: We’ve created a mobile optimised Careers site
- #12: We’ve created a mobile optimised Careers site
- #13: Sam to talk about the benefits. 24/7
- #14: Sam to talk through: 3 projects relating to this part of the strategy Bespoke online assessments, including individual reports sent to all candidates as soon as they’ve applied, Video Interviewing & new Assessment Centres
- #15: Sam to talk through online advisor assessment Culture Fit Questions
- #16: Sam to talk though scoring for Role Fit Questions
- #17: 30,000 candidates at adviser level completed the online assessment over the last ¼ of 2015
- #18: Due to better assessment methodology we’ve improved the quality of candidates attending assessment centres, increasing the conversion rates from 47% to 76.6%. Have reached 91% Hiring conversion rates from 50% - 60% also now TalentPooling
- #19: Sam to talk through the benefits Candidates can do it anytime Options to do alternative interview methods
- #20: Sam to talk through: Just going to highlight a couple of the projects under this strategic line. NPS Scores have improved by 53 points in a year from hiring managers. We survey and analyse candidates satisfaction rates on all areas of the process, Recruiters have Candidates and Hiring Manager experience scores as part of their KPI’s, welcome cards sent to candidates & replying to candidates on Glass door
- #23: Sam to talk through: Done a huge amount in a year and the following year is just as big. Looking at how we take Employer Branding and Employee Referrals into a Brand Advocacy model. How we provide a best in class new hire and starter journey and how we use big data, programatics and CRM to take recruitment marketing to the next stage