Transcript Document

Jobs.nsw Recruitment
User Group
28 February 2013
[email protected]
1800 562 679
2
Agenda
Introduction/First level
support
Carolyne Marnell/Roy Holdsworth
8.15 a.m. - 8.30 a.m.
Recruitment Reform
Program
Janene Browning
8.30 a.m.- 8.45 a.m.
New Reporting Suite
Melinda Dagg
8.45 a.m. - 9.15 a.m.
Psychometric Testing
Amy Conroy
9.15 a.m. - 10.00 a.m.
Knowledge Exchange
/Branding Project /Service
Packs
Keenan Whittle
10.00 a.m. - 10.15 a.m
Depart/Discussion
All
10.15 - 11.00 a.m.
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4
Roy Holdsworth
Stacey Andia
Akila Rengasamy
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• Launched
in October 2009
• Over 30,000 jobs advertised, 700,000
applications with over 10 million visits.
• Over 406,000 candidates registered
• Over 4000 applications received per week
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•Around 300 incidents weekly
•Approximate 40/60 split on candidate/agency enquiries however
this does fluctuate
•Locked accounts/Password resets a large percentage of the
work done.
•Around 90% of queries resolved at 1st level
•Approximate 24 hour turn around on new users request but vast
majority done on the same day
•All incidents logged in our CRM (Salesforce)
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•Avoid locked Accounts!
•Bulk New User Requests
•Accessing Training Material and Website Information
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Recruitment Review
Overview
Throughout 2012:
• Research
• Consultation
• Questionnaire
• Workshops
• Briefing sessions
Throughout 2013:
• Delivery of recommendations including ongoing
consultation and support
Planning for Recruitment
Decision Making
Job Analysis
Attraction
Application
Shortlisting
Selection Techniques
Pre-employment checks
Executive Recruitment
Mobility
Evaluation and Research Based
Continuous Improvement
Principles
Principles
Better Capacity to Manage
• To provide the situation where senior management can
make objective decisions about an executive or nonexecutive candidate’s suitability for a role.
Meet Service Needs
•To provide for an agile sector, responsive to government
priorities and service needs, requires the ability to
proficiently reallocate resources
Planning for New Challenges
•Increasing the quality of hires requires the effective use
of a variety of assessment techniques, ensuring
consistency in approach and economies of scale.
Approach to change
What’s happening in 2013
Develop Change Management Plan
•Break recommendations into logical sequence
•Confirm resources and timeframe
•Confirm ongoing consultation groups
Deliver on recommendations
•Continue to consult with the sector
•Continue to develop and provide support for the
implementation of the recommendations
•Monitor the progress and amend where necessary
jobs.nsw Recruitment
Reporting
jobs.nsw Reporting
jobs.nsw Recruitment has a suite of standard reports
available for agency use:
• Reports relating to a single recruitment
• Reports relating to overall recruiting activities
• Reports to assist with strategic planning
Single Recruitment Reports
There are number of standard reports available in the
system for use by selection panels during the
recruitment process:
• Shortlist Worksheet
• Shortlist Outcome Report
• Interviews Scheduled
• Selection Report
Shortlist Worksheet
• Traditional shortlisting tool
• Incorporates selection criteria, comments and scoring
Trigger:
• Candidates
must be in
Shortlist Step
Conflict of Interest
• Conflict of Interest declared prior to the short listing
process.
• Approval for declaration through Request Contribution.
• Recorded on the History Tab.
Shortlist Outcomes
• Details unsuccessful decisions at shortlisting
• Used in conjunction with Selection Report for overall
picture
Shortlist Outcomes
Triggers:
• Candidates must be in Shortlist Step
• Comment captured from Status - To be reviewed to
Unsuccessful
Interview Schedule
• Lists candidates interview time and date
Interview Schedule
Triggers:
• Candidates must be in
Interview Step – Scheduled
Status
• Event Time and Date must
be completed
Selection Reports
• Official record of the recruitment process
• Demonstrates selection based on merit
• Provide sufficient information for the delegated
approving authority to make an informed and fair
recruitment decision
Report Features
It includes the following features:
•Automatically populates with data from the Requisition
and Candidate file
•Collates comments attributed to each Candidate as
they are moved through the selection process and
includes them in the report
Benefits
• Information locked down, securing it for record keeping
purposes.
• One electronic report that can be accessed by all
members of the recruitment process at any time
• The ability to incorporate electronic sign off procedures
Report Sections
The Selection Report can be divided into three areas:
• Requisition Information
• Interview Information
• The Recommendation
Requisition Information
Pre-populates with information in the Requisition
including:
• Requisition Title and Number
• Number of Openings
• Grade
• Selection Criteria
Interview Information
All Candidates progressed in the Candidate Selection
Workflow to the Step of Interview, are included in the
Candidates Interviewed section of the Selection Report.
Interview Date
•Candidates must be in
Interview Step – Scheduled
Status
• Event Time and Date must
be completed
Interview Comments
• Candidates assessed on responses during the
interview.
• Panel identify differences in the assessment of
Candidates and to rank the Candidates in order of merit.
• Statement on the candidates suitability for the role
based on interview developed and entered into the
system.
Interview Comments
Captures comment regardless of whether the Candidate
is progressing or deemed not suitable.
Triggers:
• Candidates must be at Interview - Scheduled
• Comment captured from Status – Scheduled to any
other status
Reference Checks
Comments provided by Referees are added during the
reference check process.
Triggers:
Comments added during the Status change from To be
completed to 1st reference completed or to 2nd reference
completed
Recommendation
Effective recommendation = Clear, Concise, Informative
Recommendations required for Offer and e-List
Triggers:
Comments added during the Status change from To be
Recommended to Recommended for Offer or
Recommended for eList
More Information
Extranet is on the move to a new home - Link directly
from the system
e-Learning – Reporting modules
Other Exciting Stuff – Reporting Guide PDF
Psychometric Testing
Amy Conroy
Senior Specialist Psychologist
NSW Businesslink
Definitions
What is psychometric testing?
Psychometrics – literally means mental measurement
Psychometric Tests – the measurement devices we use
Use in Selection
The most commonly used psychometric tests for selection
purposes:
• Ability & Aptitude Tests
• Skills Tests
• Personality Questionnaires
• Motivation Questionnaires
All are used to gain an understanding of an individual in
some capacity so as to predict future behaviour and / or
capability.
Predictive Validity
Test Providers
OneTest
• Australian based test publisher / psych consultancy
founded in 1999
• More than 800 psychometric assessments and skills
tests
• Australian normative data
• Clear reports which don’t require a psychology degree to
be interpreted
• Support Centre to field candidate enquiries so the Hiring
Manager doesn’t have to
• A range of platforms : OneTest Express
Assessment Management System
Test Providers
SHL
• Industry leaders in ‘Talent Management’:
Volume Recruitment
Talent Auditing
Succession Planning
Employee Development
Consultancy
• UK based company with offices throughout Australia
• Technical support provided
• Platform – SHL Verify
• Large suite of assessments
1. Ability & Aptitude
• Ability – what you are currently capable of performing
• Aptitude – what you have the potential to acquire
Cognitive Ability
Verbal
Reasoning
Numerical
Reasoning
General mental /
cognitive capacity
Inductive
Reasoning
Cognitive Ability
General Cognitive Ability Test (OneTest)
• One of the most powerful predictors of future work performance
• Verbal, numerical and abstract reasoning and the resulting score reflects the
person's ability to acquire, retain, organise and apply information.
• People who score well on cognitive ability tests are more likely to:




Develop a greater knowledge of the job, more quickly
Make effective decisions
Successfully reason and solve problems and
Respond appropriately to new or complex situations.
 Hiring people with high cognitive ability leads to a significant increase
in efficiency and a decrease in involuntary employee turnover.
(Source: OneTest)
• High predictive validity (co-efficient = 0.51)
(Schmidt & Hunter 1998)
Cognitive Ability
Cognitive Ability
Cognitive Ability
Cognitive Ability
Cognitive Ability
Cognitive Ability
Ability Specific Tests
• Individual test focuses only on the specific ability the candidate requires to
effectively carry out the position:
• Verbal Reasoning Test
• Numerical Reasoning Test
• Inductive Reasoning Test (aka Abstract Reasoning or Logical
Thinking)
• Can incorporate all 3 types of tests into a battery, or use them in isolation
depending on the requirements of the role
• Four difficulty levels:
• Operational
• Supervisory / Junior Manager
• Managerial / Professional
• Graduate
Cognitive Ability
Verbal Reasoning Test (SHL)
“Many organisations find it beneficial to employ students over the summer.
Permanent staff often wish to take their own holidays over this period.
Furthermore, it is not uncommon for companies to experience peak
workloads in the summer and so require extra staff. Summer employment
also attracts students who may return as well qualified recruits to an
organisation when they have completed their education. Ensuring that the
students learn as much as possible about the organisation encourages
interest in working on a permanent basis. Organisations pay students on a
fixed rate without the usual entitlement to paid holidays or sick leave.”
Statement 1 - It is possible that permanent staff who are on holiday can have
their work carried out by students.
A – True
B – False
C – Can not say
Cognitive Ability
Numerical Reasoning Test (SHL)
Cognitive Ability
Inductive Reasoning Test (SHL)
Cognitive Ability
Inductive Reasoning Test (SHL)
Cognitive Ability
How to use in selection / recruitment:
• Cull or reduce down large numbers of applications
based on a cut-off
• Rank order candidates
Other things to know:
• Both OneTest and SHL offer ‘verification tests’
• If using to cull, important to seek guidance on an
appropriate cut-off first
Skills Tests (OneTest)
• Assess current level of knowledge, skill or ability in a specific area, for
example mathematical skills or computer software competencies, to
determine whether they can meet the technical requirements of a role.
Personality Questionnaires
• Also referred to as ‘Work Style Questionnaires’
• Measure a candidate’s personal preferences regarding their work style
• Important to consider in the context of ‘fit’ to the role or environment
• E.g. Change Manager
• Self report and untimed
• ‘Another piece of the pie’ - not advised to cull on the results of these
questionnaires alone, however they provide valuable insight into the way
people will respond to situations, their style of working, leadership style etc
• Should be validated – preference does not imply ability; < predictive validity
• Important information for hiring managers to be aware of – should be
interpreted by qualified professionals
Personality Questionnaires
SHL – Occupational Personality Questionnaire
Persuasive
Influencing
Relationships with people
Sociability
Empathy
Analysis
Thinking Style
Creativity & Change
Structure
Emotion
Feelings and Emotions
Dynamism
Controlling
Outspoken
Personality Questionnaires
• OPQ Example
Work Style Questionnaires
Other SHL Tools:
• Work Styles Questionnaire (WSQ)
• Dependability & Safety Questionnaire
• Customer Contact Styles Questionnaire (CCSQ)
• Motivation Questionnaire (MQ) –
• Key motivators and de-motivators
• Not ideal for selection purposes
• Sources of energy and drive
• Meeting people
• Flexibility in time
• Secure conditions
• Control of own work
• Opportunity for personal growth
• Career advancement
• Status
• Recognition and praise
• Material Reward etc etc etc
Work Style Questionnaires
OneTest:
• Behavioural Profile
Dominance – approach to problems and challenges
Influencing – approach to social situations
Steadiness – approach to pace of the environment
Compliance – approach to rules
• 16PF (personality factors)
• Work Safety Assessment (safety control, risk aversion, stress
management, drug aversion, attitude toward violence)
• Work Reliability Scale (integrity test – attitude toward absenteeism, theft,
dishonesty)
• MSCEIT Emotional Intelligence Test
How Do I Start Using Psych
Testing????
Option 1 – Hiring managers contact test providers directly
• External consultants would discuss requirements of the role and follow
advice on:
 Type of tests
 Comparison group
 Type of report
 How best to utilise the results
• Test set-up and candidate care throughout process
• Feedback (usually at an additional cost)
Option 2 – Recruitment shared services can provide the above
service for applicable agencies as part of the recruitment model (e.g.
NSW Businesslink Senior Specialist Psychologist for FACS
agencies)
What the candidate sees
Contacts
SHL
www.shl.com
Account Manager: Phil Harrington
Ph: 02 8918 1042
[email protected]
OneTest
www.onetest.com.au
General Manager NSW: Daniel Oak
Ph: 02 9191 9313
[email protected]
Amy Conroy
[email protected]
Ph. 9765 5531
THANK YOU
jobs.nsw Recruitment
Change Requests, Knowledge
Exchange, Service Packs
Knowledge Exchange
• http://knowledgeexchange.taleo.com
• Free for system users to register and participate –
get involved!
• Vote on enhancement requests logged by the
jobs.nsw Recruitment team. Search for jobs.nsw
under “Enterprise Ideas” to find our activities
• Quarterly review of ideas posted to the Knowledge
Exchange
What’s next?
• Service Pack 12C4
• Currently determining dates for deployment.
Service pack appears to fix several significant
issues.
• NSW Government Employer Branding
• Contact Michelle Turner/Sarah Jordan to become
involved
• Training
• Training being held in the week beginning 8th
April. Contact Support to register
• User Groups – more info to come on the future of user
groups
A Community of HR Professionals (CoHRP) was
established late last year.
Membership is free and open to any NSW Public Sector
employee working in any area of HR, giving you:
Access to resources and information
The opportunity to meet fellow HR colleagues
from across the sector
The opportunity to share ideas
Free entry to HR specific events with guest
speakers from the public and private sector
Visit the website
www.comprac.nsw.gov.au/HR to
register and become a member.
NEXT EVENT:
Tuesday 4 June 2013
Guest Speaker: Mike Pratt,
NSW Customer Service
Commissioner
Thank you
[email protected]
1800 562 679