introducing employee experience (ex) concepts to assessment … · 2020. 3. 18. · experience (ex)...

Introducing Employee Experience (EX) Concepts to Assessment Centres

ACSG Annual Conference, 12 March 2020, Sandton, South Africa

Aim of presentation

To introduce concepts that are used in optimising the employee/candidate experience to ACs, focusing on:

Identifying moments that matter, personalisation, NPS and design thinking

to create an optimal experience


Overview of presentation

• Why the focus on the employee/candidate experience?

• Definition of EX and CX

• Key concepts and its application in assessment centres


Why the focus on the

employee/candidate experience?

https://www.digitalhrtech.com/wider-employee-experience/


It started here

James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger “The Service Profit Chain” 1997


People First Strategies

As one forward-thinking retail executive noted, “We used to prioritize our stakeholders as shareholders first, customers

second, and employees third. We now realize we had it backward. If we put employees first, they in turn take care of

our customers, and they in turn take care of our shareholders.”

The employee experience: Culture, engagement, and beyond. By Josh Bersin, Jason Flynn, Art Mazor, Veronica Melian https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/improving-the-employee-experience-culture-engagement.html

Candidate/ Participant experience

The drivers for a focus on candidate engagement within an AC fell into three broad categories:

• Maximising the chances of successful participants accepting job offers

• Making participants (either internal or external) advocates of the process or organisation

• Role modelling customer service orientation for organisations where this is a key value

• The focus on candidate experience was defined as more important for certain groups such as younger candidates and in certain sectors where “experience” is more of a factor, such as in retail

International Perspective – current practices and future challenges by Nigel Povah, Philippa Riley and Jordon Jones in Assessment Centres: Unlocking People Potential for Growth, edited by Sandra Schlebusch and Gert Roodt. 2019.


EX: Why now? Some reasons

• Greater focus on experiences

• The changing world of work

• Consumerisation of employees

• Technology

• Personalisation

• Consistently low engagement


Why experience?

• Let’s hear what Jacob Morgan says….


It gets written about!


The Business Case

What’s the difference between Employee Experience and Employee Engagement? February 13, 2018 by Carolyn Nevitte. https://www.linkedin.com/pulse/whats-difference-between-employee-experience-carolyn-nevitte

The business Case

• Aon Hewitt 2015 Trends in Global Employee Engagement: a 5% increase in employee engagement is linked to a 3% increase in revenue growth in the subsequent year.

• Dale Carnegie Training uncovered that companies with engaged employees outperform those without by up to 202%.

• PwC cited: Based on stock performance, Wharton professor Alex Edmans determined that companies on the Fortune list of “best companies to work for” outperformed their peers by 2–3 percent per year.

• In a whitepaper by Rutgers, A New Framework of Employee Engagement, they note that: a meta-analysis of the financial performance of 1,979 business units in ten companies found that business units that score above the database median on both employee and customer engagement metrics were, on average, 3.4 times more effective financially (in terms of total sales and revenue, performance to target, and year-over-year gain in sales and revenues) than units that rank in the bottom half on both measures.

• CustomerThink shows that a 5 point improvement in employee attitudes will drive a 1.3 point improvement in customer satisfaction, which in turn will drive a 0.5% improvement in revenue growth.

• https://customerthink.com/the-business-case-for-a-great-employee-experience/


How does candidate experience

affect hiring?

According to a survey by

CareerBuilder, faced with a bad

candidate experience:

https://recruitingsocial.com/2016/03/what-is-candidate-experience/

42% of workers would never seek employment with a company again

22% would tell others not to work there

9% would tell others not to purchase products or services from the company


How does candidate experience

affect hiring?

If they had a good candidate experience:

56% would consider seeking employment with the company again in the future

37% would tell others to seek employment there

23% would be more likely to purchase products or services from the company



Why the focus on the

experience of assessments?

“Recent years have witnessed an emerging body of research on candidate reactions to selection processes. These reactions reflect how candidates perceive and respond to selection tools (e.g., standardized tests, interviews, situational judgment tests) and include feelings of anxiety, levels of motivation, belief in tests, levels of self-efficacy, and perceptions of fairness and justice (Ryan & Ployhart, 2000).

Consideration of candidate reactions is crucial, as reactions have been found to have notable implications for scores on selection procedures, as well as for candidates’ subsequent attitudes and intentions. For example, candidates with positive reactions are more likely to be motivated during the selection process, perceive the organization as an attractive place to work, and recommend the organization to others (Hausknecht, Day, & Thomas, 2004)”.

McCarthy JM, Van Iddekinge CH, Lievens F, Kung MC, Sinar EF, Campion MA. Do candidate reactions relate to job performance or affect criterion-related validity? A multistudy investigation of relations among reactions, selection test scores, and job performance. Journal of Applied Psychology. 2013 Sep;98(5):701-19. doi: 10.1037/a0034089. Epub 2013 Aug 12.


Applicant Perspectives in selection

Applicant Perspectives During Selection: A Review Addressing “So What?,” “What’s New?,” and “Where to Next?” Julie M. McCarthy, Talya N. Bauer, Donald M. Truxillo, Neil R. Anderson, Ana Cristina Costa, Sara M. Ahmed Journal of Management, Vol 43, Issue 6, 2017. https://doi.org/10.1177/0149206316681846


Is the EX optimal?

Gartner Quarterly Update on Global Workforce Trends, June 12, 2019. Mary Baker. https://www.gartner.com/smarterwithgartner/gartner-quarterly-update-on-global-workforce-trends/


Is the CX optimal?

• Great Experience: Increase the relationship

• Poor Candidate Experience: sever the Relationship – The resentment factor

2019 EMEA (Europe, the Middle East & Africa) Candidate Experience Research Report. Talent Board and

the Candidate Experience Awards (CandEs)

2016 2017 2018 2019 21% 20% 22% 23%

2016 2017 2018 2019 8% 11% 8% 12%


Reasons why candidates withdraw from recruitment process

2019 EMEA (Europe, the Middle East & Africa) Candidate Experience Research Report. Talent Board and the Candidate Experience Awards (CandEs)


Definition of the Candidate Experience

• The perception of a job seeker about an employer, based on the interaction during the complete recruitment process. This includes all points of contact during recruitment – job search, the application process, interview process and onboarding.

https://www.hrtechnologist.com/articles/recruitment-onboarding/what-is-candidate-experience-definition-components-technology/


https://www.hrtechnologist.com/articles/recruitment-onboarding/what-is-full-cycle-recruitment/?zd_source=hrt&zd_campaign=3894&zd_term=sushmanbiswas



















Definition of EX

“The intersection of employee expectations, needs, and wants and the organizational design of those expectations, needs, and wants” Or “designing an organization where people want to show up by focusing on the cultural, technological, and physical environments”

Sources: Jacob Morgan. What’s the Difference Between Employee Engagement and Experience? August 10, 2017. https://thefutureorganization.com/whats-difference-employee-engagement-experience/ Source: Jacob Morgan. The Employee Experience Equation. February 25, 2016. https://thefutureorganization.com/the-employee-experience-equation/


https://thefutureorganization.com/whats-difference-employee-engagement-experience/













Definition of EX

The employee experience (EX) is the sum of the various perceptions employees have about their interactions with the organization in which they work as expressed in the formula:

EX = Experiences + Expectations + Perceptions

The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results. 2017 by Tracy Maylett and Matthew Wride


The biggest expectation

• Though candidate experience is influenced by the recruitment process in many different ways, one factor stands out:

• “The single strongest factor in a company’s candidate experience rating is the extent to which a candidate leaves the recruiting process perceiving, feeling and knowing they were given a fair chance.

• If you ask a candidate, ‘Were you able to fully share your background, your knowledge, your competency, your skills, your experience with us so that you believe we got what we needed to fairly judge you?’

• The candidates who say yes will absolutely rate their experience higher.”

—Gerry Crispin, Co-Founder, Candidate Experience Awards



KEY CONCEPTS AND ITS APPLICATION IN ASSESSMENT CENTRES

ACSG Annual Conference, 12 March 2020, Sandton, South Africa ACSG Annual Conference, 12 March 2020, Sandton, South Africa

Paul Davies, employee experience leader at

General Electric

"If I think about the language that I used as an HR professional, let's say 18 months ago, the term persona, the term user experience, the term user interface, the term moments that matter, storyboards, journey maps were simply not in my vocabulary.

https://searchhrsoftware.techtarget.com/feature/Five-steps-to-kick-start-your-employee-experience-strategy


Design the EX EX Design Process


The use of personas

“An informed summary of the mindset, needs, and goals typically held by key stakeholders.”

“Not preconceived stereotypes; they are archetypes borne of careful study.” Archetypes generally describe goals and observed behavior patterns and are much more specific than users.”

Each persona represents a significant portion of people in the real world and enables designers to focus on a manageable and memorable cast of characters, instead of thousands of individuals. Personas aid in creating different designs for different kinds of people—designing for a specific somebody, rather than a generic nobody.

https://www.td.org/insights/personas-designing-personalized-learner-centric-experiences https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/personas-to-design-solutions-for-your-workforce.aspx


https://www.td.org/insights/personas-designing-personalized-learner-centric-experiences











https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/personas-to-design-solutions-for-your-workforce.aspx

















Example


Example

https://hrtrendinstitute.com/2017/05/11/personas/


Why personas? • Help to understand employees’ points of view, goals, needs, challenges and frustrations

• With thoughtfully constructed personas, HR strengthens the foundation for design thinking by gaining the perspective of the workers and bringing their voice to the table.

• The result? Workforce solutions designed by HR are better adopted, more efficient and more successful.

• Empathy. By creating personas, you can learn what it's like to walk in the shoes of various workforce segments through a variety of "journeys," such as onboarding, open enrollment and performance evaluations.

• Focus. Personas help HR avoid the "peanut butter spread" approach, which applies vague assumptions about wants and needs across the entire workforce. Most workforces have more than one "user type." Developing a persona to represent each one helps you both define a solution's design and hone its intended targets.

• Efficiency. By walking through processes persona by persona, HR can identify redundant touch points and eliminate inefficiencies like re-entering a name multiple times or requiring three levels of approval when only two are needed.

• Buy-in. A persona document helps HR communicate research findings to other stakeholders in the business, mapping specific journeys that reflect an understanding of what different types of workers truly want and need. This makes building consensus faster and easier.

• Guiding principles. Personas help illuminate what the majority of users want, allowing you to see what is most commonly useful and what is a "one-off." When strategy or process design questions come up, personas are a practical tool for making better decisions.



Typical AC Candidate personas?

• Mary Manager

• Diligent Dave

• Suspicious Susan

• Defensive Darcy

• Nervous Nell


MOMENTS THAT MATTER AND EMPLOYEE JOURNEY MAPS


Tool: Employee Journey map

A journey map visually describes an employee’s journey as he/she attempts to achieve a goal. It depicts a timeline of the employee experience; key touchpoints; what the employee is feeling, thinking and doing; and pain points and opportunities.

http://enterprisestrategies.com/2017/04/06/journey-mapping-for-intranets/


Jacob Morgan’s Moments that Matter


Journey Mapping to identify touch points and moments that matter

experience.deloitte.com


Example of Candidate Journey touchpoints

https://blog.recrutainment.de/2014/10/13/es-ist-in-der-anstand-im-umgang-stupid-ergebnisse-der-candidate-experience-studie-2014/


Mapping the Development AC Journey

Receiving invitation to AC

AC Orientation AC registration AC Introduction

session

Instructions for first simulation

Completion of simulation 1

Debrief by Administrator

Collaborative evaluation and coaching by AC

coach

Completion and debrief of rest of

simulations

Feedback and report

Development plan

Touch Points: Communication by organisation, Service Provider, Line Manager, Simulation Material, Verbal Instructions, Observers, Feedback, Technology, etc.


Examples of Candidate concerns No clear guidance provided on how assessments will be

marked

Not being given sufficient feedback on your

performance after an assessment

Assessments which seemed poorly designed

Being asked to participate in simulations which seem

very unrealistic

Not being provided with any opportunity to wind down and relax after the

assessment centre

The use of tests or exercises which appear to be of little or no relevance

for the role applied for

The assessment centre being located in a rough and intimidating part of

town

The impression that assessors have not been

sufficiently trained

A lack of 'human' contact - an impersonal experience -

feeling like being in a sausage machine

The relevance of certain assessments for the job

you applied for not being explained

Attending an inadequate or inappropriate de-briefing

after the assessment centre

Insufficient time given to complete exercises

Role players with insufficient skill or training

to perform at a good standard

Not being given sufficient food or refreshment

Before an assessment, not being provided with

sufficient information about it

Being given unclear instructions

Not being assured that the results of the assessment centre will be confidential

Assessors making what seem to be exaggerated or inappropriate inferences

from the information obtained

Assessors appearing to have little knowledge of the assessment process

Being assessed in a room which was not fit for this

purpose

After the assessment centre, being asked in front

of other candidates how you feel and whether you

are ok

Being given pre-reading for assessments which imply

that you will receive certain information, when

that information is not provided

Exercises in which the role-player was also the

assessor

Being asked to take part in a single assessment which took three hours or more

Being distracted in an exercise by noise,

conversations between assessors, people being

assessed in adjoining rooms etc.

Dewberry, C., & Jackson, D.J.R. (2016). The Perceived Nature and Incidence of Dysfunctional Assessment Center Features and Processes. International Journal of Selection and Assessment. 24(2): 189-196.

EX AND PERSONALISATION ACSG Annual Conference, 12 March 2020, Sandton, South Africa

What is personalisation?

• Katie Sweet defines personalisation as "The act of tailoring an experience or communication based on information a company has learned about an individual.“ (https://www.evergage.com/blog/personalization-definition-what-is-personalization/)

• “Personalisation is different from customisation, but the concepts are closely related. In personalisation a company modifies an experience, without any special effort of the customer (or employee). With customisation the customer (or the employee) can tailor the experience him/herself”. Tom Haak form the HR Trend Institute

• "Hyper-personalization takes personalized marketing a step further by leveraging artificial intelligence (AI) and real-time data to deliver more relevant content, product, and service information to each user."

• (Todd Lebo: Hyper-personalisation - What it is and why you need it in your 2019 marketing)


How can we personalise the AC

experience?


NET PROMOTOR SCORE

Calculating NPS

DESIGN THINKING

How is the CX being addressed?

• Virtual assessments • Shortening the duration of the centres • Bespoke exercises and “Day –in-the Life” centres to ensure

candidate engagement, inform candidates about the organisation & role and increase the perceived relevance and associated fairness

• The constructs assessed could also influence CX and therefore move to strengths and values focus

• Communication – detailed information on what to expect etc. • Feedback • International Perspective – current practices and future challenges

by Nigel Povah, Philippa Riley and Jordon Jones in Assessment Centres: Unlocking People Potential for Growth, (2nd Ed.) edited by Sandra Schlebusch and Gert Roodt, 2020.


Presenter: Lydia Cillié-Schmidt [email protected]


introducing employee experience (ex) concepts to assessment … · 2020. 3. 18. · experience (ex)...

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