hudson belgium - all lighthouse 14 06 2011 · 2012-01-19 · -introduce strategic hr...

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LIGHTHOUSE THE INNOVATIVE POWER OF THE PUBLIC SECTOR:FOCUS ON RECRUITMENT & SELECTION

Moderated byLieven Verbrugge, Hudson

14/06/2011

Hudson Lighthouse

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1. INTRODUCTORY INTERVIEW with Luc

Drieghe

2. RECRUITMENT & SELECTION: CURRENT TRENDS & CHALLENGES by Prof. Dr. Eva Derous

3. CASE STUDY: EPSO by David Baerfield

4. BREAK

5. HOW R&D PROVIDES ANSWERS TO THE FUTURE OF RECRUITMENT & SELECTION by Jeroen Bogaert

6. PANEL CONVERSATION

7. CONCLUSIONS


14/06/2011


Drieghe



4. BREAK



7. CONCLUSIONS


14/06/2011

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Drieghe



4. BREAK



7. CONCLUSIONS


14/06/2011

http://www.youtube.com/watch?v=AhNW4uV-hro


Drieghe



4. BREAK



7. CONCLUSIONS


14/06/2011

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14/06/11 – Eva Derous

Werving & SelectieTerug van nooit weggeweest

Eva Derous

Universiteit Gent


Drieghe



4. BREAK



7. CONCLUSIONS


14/06/2011

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16.06.2011 EPSO PRESENTATION

Selecting Staff for the European UnionHudson seminar, Brussels, 14th June 2011


http://www.youtube.com/watch?v=XXWZ3uAEKsw&feature=player_embedded

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We select staff for:

Council

European

Commission

Court of Justice Court of Auditors Ombudsman

Economic &Social

Committee

Committee of the Regions

Data ProtectionSupervisor

European Parliament

…and many other agencies of the EU

5000 354934 345

2015895


Some figures

Since the creation of EPSO in 2003:

- more than 504 000 candidates have

participated in a competition;

- around 658 open competitions organised;

- 18 328 successful candidates;

- 12 110 successful candidates recruited.

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Why change?

- Recruitment process out-dated: based on

1950’s competition model;

- Extremely long procedure both for candidates

and Institutions;

- ‘War for talent’: need to compete efficiently to

attract the right people and create a positive

image of the EU Institutions as potential

employer.


A mandate for change

EPSO Development Programme, a

fundamental reform of the HR selection

system, is based on the following 3 pillars:

- Planning and Needs

- Testing and Professionalism

- Attractiveness and Diversity

Implementation timeframe : 2009-2011

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Goals

• Ensure services have the right staff in place (meeting the

EU’s Institutions’ governing bodies needs);

• Efficient and reliable tests (improving delivery and making

content more relevant);

• Much faster selection process: 5 to 9 months (not 24…)

• Better dialogue with candidates and improving user friendliness;

• Creating a positive image of EU employment.


Fact Finding

- World Bank;

- IMF;

- Public Service Commission, Canada;

- UN Secretariat General;

- UNDP;- UNICEF;

- Office of Personnel Management in the US Federal

Department;

- US Department of State;

- EU Member States.

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Planning and Needs

-Introduce strategic HR planning;

-Annual competition cycles;

- Speed (5 to 9 months).


Recruitment challenges

• No strategic HR planning : - only ad-hoc/reactive process when needs become acutepeaks and troughs, leaving services with gaps

0

200

400

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1200

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1600

1994

1996

1998

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2002

2004

2006

2008

2010

2012

EPSO delivery

Ideal planning

Inst itut ions needs

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16.06.2011

EPSO PRESENTATION

Re

cen

ttim

elin

e

Month

24

Month

23

Month

21

Month

s

18-1

9

Month

15

Month

s

12-1

3M

onth

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6M

onth

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Computer-based testing

Admission

Written exams

Oral exams

Flagging

Interview and medical

examination

Formal offer of

employment

Identification of needs

by Institutions

Publication of Notice of

Competition

16.06.2011

EPSO PRESENTATION

Ne

w co

mp

etitio

n cy

cle

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Testing and Professionalism

- Competency-based testing: Introduce Assessment Centres for graduate administrators;

- Creation of a competency passport as a comprehensive feedback mechanism to candidates;

- Extensive job analysis undertaken;

- Introduction of self-assessment;

- Certification of permanent Selection Board members.


Job Analysis - Background

• Comprehensive Job Analysis for all entry grades of

EU-officials;

• To create and apply a competency framework on which selection process will be based;

• Identify common core competencies and their

relative importance that have to be assessed in the

selection process;

• Identify corresponding behaviours as a basis for

designing assessment tools;

• Define the framework for a competency passport

(feedback to candidates, added value for the

recruiting services).

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Analysis and Problem Solving Identifies the critical facts in complex issues and develops creative and practical solutions

Communicating Communicates clearly and precisely both orally and in writing

Delivering Quality and Results Takes personal responsibility and initiative for delivering work to a high standard of quality within set procedures

Learning and Development Develops and improves personal skills and knowledge of the organisation and its environment

Prioritising and Organising Prioritises the most important tasks, works flexibly and organises own workload efficiently

ResilienceRemains effective under a heavy workload, handles organisational frustrations positively and adapts to a changing work environment

Working with

Others

Works co-operatively with others in teams and across organisational boundaries and respects differences between

people

Leadership Manages, develops and motivates people to achieve results

EPSO Competency Framework


The 3 dimensions of performance

Performance

1. Personal Characteristicsand cognitive abilities

2. Technical Expertise(Knowledgeand skills)

3. BehaviouralCompetencies

(How I do my job)

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Testing for competency (1)

s

Verbal

Numerical

s

s

Abstract

gg – General Ability

s – Specific Abilities

CBT: cognitive testing

+ Situational / behavioural+ Professional competencies (where appropriate)+ Second language


New competition content

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1

2

3

4

5

6

7

Recruitment

Administrators

Month

Assistants Linguists

Month

8

9

-1

1

2

3

4

5

6

7

8

9

Publicity and self-assessment

CBT: Verbal + numerical

+ abstract reasoning +

behavioural tests

Admission +

Assessment centre:

•Case study in the

field (written)

•Group exercise

•Oral presentation

•Structured

interview

Online registration

CBT: Verbal + numerical +

abstract reasoning +

behavioural tests

Admission +

•Professional skills

test (practical tests)

•Structured

interview

Online registration

CBT / professional

linguistic skills test –

CV sift

Admission + Assessment

centre:

•Practical linguistic

tests

•Group exercise

•Oral presentation

•Structured

interview

Online registration

Specific

competitions

CV sift

Admission +

•Detailed case study

•Structured

interview

•Group exercise

•Verbal + numer +

abstract reasoning

tests

Online registration

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Summary• At the preselection CBT phase:

- Over 37,000 candidates were tested, representing a 94% increase of candidates handled within a 58% shorter period in respect to the largest previous procedure delivered since the introduction of CBT;

- Successful introduction of 23 language testing.

• 1st AD competition successfully competed in 9 ½ months;

• 308 laureates now available;

• Average age of the laureates = 32 years;

• Services provided with a competency passport for each laureate;

• +/- 14 months reduction in time taken to run a large-scale competition.;

• +/- 9 months reduction in time taken to run specialist competitions.


Reserv

e L

ist

Reserv

e L

ist

Reserv

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ist

Old Timeline Vs Post EDPMonth

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Month

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Month

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Month

18-19Month

15

Month

12-13

Month

9-10

Month

6Month

0

CB

T

Adm

issio

n

Written e

xam

s

Ora

l exa

ms

Fla

ggin

g

Inte

rvie

w a

&

medic

al exa

m

Form

al offer

of

em

plo

yment

Inst id

entify

needs

Notice o

fC

om

p

Published

Inst C

onfirm

needs

Month

1

Notice o

fC

om

p

Published

Month

1-3

CB

T –

Ove

rlappin

g

Month

20

Adm

issio

n &

Assess C

entr

e

AD Cycle

Inst C

onfirm

needs

Notice o

fC

om

p

Published

CV

Sift &

Assess C

entr

e

Specialist

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Attractiveness and Diversity

- Winning the war for talent;

- A new employer brand;

- Improve employer image of the EU;

- Making the EU more relevant to today’s job seekers;

- More efforts to achieve better geographical balance, and to attract people with disabilities, as well as people

from different ethnic backgrounds.


Which companies would you like to apply to upon graduation?

Ranking of European Commission Europe – Business Edition

Top 10

Rang 11 - 20

Rang 21 - 50

Rang 51 - 120

No brand

Source:Trendence

Graduate

Barometer 2009

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Ranking of European Commission in EuropeCountry Company Rank 2009 % 2009

Austria European Commission 14 4,6%

Belgium European Commission 8 7,1%

Czech Republic European Commission 48 1,5%

Denmark European Commission 20 3,4%

Finland European Commission 19 3,2%

France No brand

Germany No brand

Greece European Commission 3 13,3%

Hungary European Commission 55 1,6%

Ireland European Commission 49 1,5%

Italy European Commission 29 3,4%

Netherlands European Commission 47 1,5%

Norway European Commission 62 0,7%

Poland European Commission 51 1,9%

Portugal European Commission 14 5,4%

Romania European Commission 20 4,1%

Russia European Commission 44 1,9%

Slovakia European Commission 20 3,3%

Spain European Commission 52 1,1%

Sweden European Commission 41 2,0%

Switzerland No brand

United Kingdom No brand

European Commission is listed in 18 countries (Business Edition) Best country performance

Worst country performance

Europe European Commission 39 1,6%

Which companies would you like to apply to upon graduation?


• For info: the revised EPSO logo will be used for office and administrative purposes.

Branding

• The EU Careers visual identity is available for

use by all EU Institutions and agencies- as well as our partners in Member States’ governments.

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Landing pages

• Piloted for 2010 AST selection procedure.

Allow us to:

• Measure success/value for money of adverts.• Adapt unsuccessful adverts during the campaign.• Test new website content for eventual use on www.eu-careers.eu


• Pilot programme to raise awareness of EU

Careers amongst students.

• The ‘Ambassadors’ will receive a training session in Brussels to help them know how to promote EU Careers to their peers.

• Being tested at 18 Universities in 6 of the countries where we still struggle to get an appropriate number of applicants.

• We would like to include more universities from all Member States for the next academic year.

EU Careers Ambassadors

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Branding achievements

Inspiration & Awareness

Jobbrand

SellingBase

Overallbrand

Visual identity

Facebook success (+ 46,000 fans!)

Career ambassadors

Strategies for AD 5, linguists, AST

Raconteurs, twitter sessions

Focus on specific countries & fairs

Cooperation with JRC and others

Surveys on Employer branding

Across Europe, moved up from 39 in 2009 to 28

in 2010!

Introduction of social media

Increased use of multipliers, networks


Vision 2011-2015

Selection and Recruitment in 24 hours by 2015

***********

Reduction in time required for competitions by 1

month each year between 2011-2015

***********

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Drieghe



4. BREAK



7. CONCLUSIONS


14/06/2011


Drieghe



4. BREAK



7. CONCLUSIONS


14/06/2011

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Innovation in recruitment & selection

by Jeroen Bogaert

Starting point

• HR (recruitment & selection) is important

• HR becomes more and more important (war for talent…)

• So, investments in HR and in innovation are important

• The management should be involved in HR processes likerecruitment & selection

• The management can/should improve their HR & people skills(leadership development)

• So, more budget, people, resources, effort needed for HR, since the challenges are “huge”

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Starting point

• Does this happen or is it going to happen?

– Does the HR budget increase with a “huge” amount?

– Does the management spend a “huge” amount of time and effort in

people & HR?

• Or can we realise the opposite?

– The cataract surgery

• Faster

• Cheaper

• More accurate

• Positive experience

Innovation in HR (recruitment & selection)

CHANGING NEEDS

NEW POSSIBILITIES

TOOLS

METHODOLOGY

TECHNOLOGY

Attract & Select talent

Assess competencies, drives, learning styles

Create positive image

(feedback, learning

opportunity)

Objective

Faster, cheaper, more

accurate, positive

experience

CANDIDATE

Fullfilment of motivational

drives

Learn

Generation Y / M / F…

ORGANISATION

Need talent

View on their

competencies

Employer branding

(talent is scarce)

Cost-consciousness

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Who am I, What do I want, Where do I fit? 360ME

Personality questionnaire

Online ?Professional - contextualisedBig 5 (+1) with translation tocompetenciesLink with interview questions

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Reasoning tests

Eg. abstract, numeric, verbalAdverse impact?ContextualisedCheck on integrity?Reduce test stress

Motivational drives as a basis for mutual

engagement

Assessment of motivationaldrives to build a positive & psychological contract as a basis for mutual engagement

“You need to show yourcompetencies”

versus

“We look together to whatmotivates you, and evaluate towhat extent we can fullfil thattogether”

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Motivational drives as a basis for mutual

engagement

Present in the job Not present in the job

Important to me

(like)

Not important to me

(don’t like)

SJT (as guide for the interview)

StructuredContextualisedStandardised

Iedereen op de werf moet veiligheidsschoenen dragen. Bij de werfinrichting moet gezorgd worden dat er

voldoende schoenen vanuit het depot op de werf zelf aanwezig zijn. Je ziet echter dat iemand zonder

veiligheidsschoenen aan het werken is. Nadat je hem erover aanspreekt zegt hij dat zijn maat niet meer

beschikbaar was op de werf en dat hij wou meehelpen met de rest van zijn ploeg, want zonder hem is het

werk veel zwaarder.

Wat is de beste aanpak?

□ Alternatief 1: Je vraagt de arbeider om onmiddelijk naar het algemeen depot te rijden om veiligheidsschoenen op te vragen. Hij mag hoe dan ook niet werken zonder deze veiligheidsschoenen. De rest van de ploeg moet dan maar even verder doen zonder hem.

□ Alternatief 2: Je belt naar het depot om te vragen of iemand onmiddellijk schoenen kan brengen. Je vraagt aan de ploeg of ze even zonder hem verder kunnen. Ondertussen vraag je aan die arbeider om ander werk te doen waarvoor het niet dragen van veiligheidsschoenen geen groot risico vormt, zoals vegen, ramen wassen, …

□ Alternatief 3: Je legt het werk van de ploeg stil en meldt dit aan de ploegbaas. Hij dient ervoor te zorgen dat zijn arbeiders in de ideale omstandigheden kunnen werken. Je zegt hem dat hij verantwoordelijk is als er iets gebeurt. Ze mogen pas opnieuw beginnen werken als hij voor een oplossing heeft gezorgd.

□ Alternatief 4: Je laat de arbeider toch werken zonder veiligheidsschoenen, maar vraagt aan de ploegbaas om ervoor te zorgen dat er voorlopig geen te gevaarlijk werk wordt gedaan. Op die manier vermijd je dat de rest van de ploeg in de problemen komt. Ondertussen kijk je wel of er nog andere maten van veiligheidsschoenen te kort zijn en vraag je aan het depot om deze zo snel mogelijk te leveren

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Simulation exercises

Info for preparation available onlineContextualisedNew technology

Internet-based In-tray

FlexibilityDatabase of variablesContextualisedEfficient

InterestingFascinating

Measurement of insight in situations & competencies

Increasing accuracy of observations & scoringStandardisation

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Internet-based In-tray: accurate observation of more than

1000 possible actions in 30 minutes


1000 possible actions in 30 minutes

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Electronic interactive assessment

Artificial intelligence


1000 possible actions

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1000 possible actions

Interactive assessment : accurate observation of more

than 100 000 possible actions

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Potential Competencies

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Some conclusions and ideas

• The principle of the cataract surgery:

– Faster

– Cheaper

– More accurate

– Positive experience

• Technology can replace the recruiter, assessor, HR…?

• Imagine we can automate everything that is possible in the selection process… What is then the added value of the recruiter, assessor, HR..?

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Some conclusions and ideas

Build relationships & interaction

Interrogation vs conversation

Build strong psychological contract

Listen to needs

Personal view on talent/candidates

Integration of data

Advice

Feedback

Overall view

Strategy

Stimulate

to engage

optimism

creativity

Recruiter

Assessor

HR people

[email protected]

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Drieghe



4. BREAK



7. CONCLUSIONS


14/06/2011

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Drieghe



4. BREAK



7. CONCLUSIONS


14/06/2011

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14/06/2011

Don’t forget:Passiemanagement - Inkijkblogs - Digitale kloof -

Wijkgerichte jobbeurzen - Diplomafetisjisme -

Behandel ons als volwassenen - Public service motivation - Collega’s kiezen - Formation jury -

Schoorsteeneffect

Presentations:www.belgium.hudson.com/lighthouse

THANK YOU!

hudson belgium - all lighthouse 14 06 2011 · 2012-01-19 · -introduce strategic hr...

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