ibm smarter workforce summit toronto 2015: creating a “quality” quality of hire program

Westinghouse Non-Proprietary Class 3 © 2015 Westinghouse Electric Company LLC. All Rights Reserved.

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Michelle Yokitis – Westinghouse Electric Company

Geri Barrison - IBM

Creating a “Quality” Quality of Hire Program

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Safety Brief

• Use Situational Awareness – Be aware of any tripping hazards

• Emergency Exit

Be safe, think safe and always be on the

lookout for others.

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Westinghouse Electric Company –

What We Do Matters

Mission: As the need for electricity grows around the world, our mission is to remain focused on delivering new plants, developing and improving our products and services, and excelling in our operations.

Vision: Our vision is to be the customers' choice in supplying leading-edge nuclear technology to satisfy the world's growing demand for energy.

Nearly 50 percent of the nuclear power

plants in operation worldwide are

based on Westinghouse technology

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Leading Through Technology

Westinghouse’s AP1000® pressurized water reactor design features

safe passive technology design certified in multiple countries, and

based upon Westinghouse’s 50+ years of experience

V.C. SUMMER

VOGTLE

HAIYANG

SANMEN

•Eight AP1000 units under construction

worldwide

- Four units in China

- Four units in the United States

Photos © Georgia Power Company; South Carolina Electric & Gas Company;

Sanmen Nuclear Power Company Ltd.; Shandong Nuclear Power Company Ltd.

All rights reserved.

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IBM/Westinghouse Relationship

• Kenexa client since 2002

• Became system administrator in March 2009

• Been working with Geri as our CSC for 5 years

• Completed projects such as – Global implementation (Germany, Belgium, France, Spain, Sweden, United

Kingdom and China)

– Integration with onboarding tool

– Integration with HRIS

– User Integration

– Foundational Integration

Strong business partnership has enabled

us to utilize the system to it’s fullest

extent

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Business Case

• Cost savings/cost elimination mode

• Recruiting challenges – High number of potential retirees – Lack of nuclear experience – Hard to find skills sets

• The average cost of hiring a new employee now exceeds $3,479 (Bersin & Associates, 2012)

• Cost of a poor hire = $300K – 500K impact (HCI SWP Participant Guide)

• Turnover with less than 1 year of service = 1.2%

• A high performer can add 2-3 times more value than an average employee

Strong quality of hire should be equated

to cost and productivity – speak the

language of the business

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Metrics Journey

Reactive – Operational Reporting

Proactive – Advanced Reporting

Strategic Analytics

Predictive Analysis

http://www.bersin.com/Lexicon/Details.aspx?id=15302

Strategic Analytics

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Why BrassRing?

BrassRing

Demographic data already available

Slice data by any data in BrassRing

Can pull reports at any time

Can pull all detail

No Cost

Other

Required asking demographic questions to survey recipients

Limited options for demographic data

Quarterly reporting only

Summary only

No cost for basic; Additional cost for desired functionality

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Project Overview

• Go live date of April 1 – First day of Fiscal Year

• 6 weeks to complete project

• Global process

• Internal and external hires

• Includes interns

• Three surveys: – Quality of Hire

– Manager Satisfaction

– Talent Acquisition Satisfaction

• Metrics

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Project description - Surveys

1. Quality of Hire – Sent to Hiring Manager via BR communication and RAM

– Sent 60 days after HIRED

– Results will be stored in Talent Record and Recruiters will

have access to see this

– Request for them to complete it within 1 week

– Recruiters will be responsible for notifying manager the

survey is coming

Helping our recruiters to focus on

becoming a Talent Advisor

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2. Manager Satisfaction – Sent to Manager

– Sent immediately after HIRED


have access to see this


– Recruiters will be responsible for notifying manager the

survey is coming and reminding them if they have not

completed it in 7 days

– Additional text included on the Manager Satisfaction survey to

indicate they will be getting the Quality of Hire survey in 60

days Manager satisfaction reflects our ability

to positively impact the business

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3. Talent Acquisition Satisfaction – Sent to New Hire or Internal Transfer

– Sent immediately after "Hired" date

– SENT TO PERSONAL EMAIL


NOT have access to see this (they will only see the results as

an aggregate)


– Recruiters will be responsible for notifying new hire the survey

is coming and reminding them if they have not completed it in

7 days

Satisfaction with the hiring process is the

start to a positive onboarding

experience

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How BrassRing Supported It

Candidate Forms

Communications Templates

Rules Automation Manager

Data Insight Tool

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Candidate Forms

Candidate forms are used to collect data in BrassRing

associated with a candidate’s hiring process. • Single/Candidate/Req form is used to ensure the form is associated to both the candidate

hired, and the specific requisition

• Form Formatting allows the user a more visually appealing experience.

• Forms are available to complete via mobile responsive design

• Easy scale of 1 – 5 used to allow for quick completion and easy data gathering and

calculation

Plan forms before configuring forms

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Communication Templates

Communication templates are available in BrassRing to

create formatted, consistent communications to all parties

involved in the Talent Acquisition Process • Communication (email) templates enable the user to send personalized information using

tokens gathered from other data within the system

• Forms are embedded into the communication for the user to complete.

• Email communications can be sent via automation – there is no manual work for the user.

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Rules Automation Manager

Rules Automation Manager (RAM) is used to create

automated functionality within the BrassRing tool. RAM was

used to: • Send communications and forms to Recruiter, Hiring Manager, and New Hire based on

the Hired HR Status

• Send communication based on language of application to all parties.

• Delay the receipt of the communication (60 day) per the specs

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Data Insight Tool

The Data Insight Tool is the BrassRing reporting structure.

Data is available from all parts of the system and can be

pulled per the needs of that specific data set. • Create templates that are preconfigured for the user with all appropriate output fields and

filters

• Schedule reports to be sent automatically to yourself or other members of your team.

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Metrics – Baseline Data

Ran reports out of DIT for :

– Number of Hires - January through February • Sent Hiring Managers “Quality of Hire Survey”

– Number of Hires - March • Sent Hiring Managers “Manager Satisfaction Survey”

• Sent New Hire and Internal Transfers “Talent Acquisition

Satisfaction Survey”

Baseline data will be used to show progress

over FY15 and translate to cost savings

and performance improvement

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Metrics - Monthly

• Monthly - will be recorded on Monthly Recruiter Dashboard – Average Quality of Hire (QOH) score - average of scores for

all questions on QOH survey to manager

– Average Manager Satisfaction Score - average of scores

for all questions on the manager satisfaction survey

– Average New Hire Satisfaction Score - average of scores

for all questions on the new hire satisfaction survey

Country Recruiter Quality of Hire Manager

Satisfaction

TA Satisfaction (New

Hire/Transfer)

below 3 below 3 below 3

3 to 4 3 to 4 3 to 4

over 4 over 4 over 4

United States Mike Jones 4.1 3.7 4.3

United States Jessica Smith 3.1 4 4.1

United States Sandy Miller 2.9 3.2 3.7

United States Subtotal 3.4 3.6 4.0

Belgium Julie Welch 4.2 3.7 3.9

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Metrics - Quarterly

• Quarterly – % completion per survey

• Quality of Hire

• Manager Satisfaction

• Talent Acquisition Satisfaction - Hire

Communication Total sent Total Completed % complete

Manager Satisfaction Survey 141 17 12.06%

Quality of Hire - Manager Survey 165 68 41.21%

TA Satisfaction Survey - Hire 66 29 43.94%

Total 372 114 30.65%

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Quarterly Metrics

Metric TargetMarch -

FY2014Status Q1 Progress Q2 Progress Q3 Progress Q4 Progress FY2015 Progress

Below 3

3 to 4

Above 4

Below 3

3 to 4

Above 4

Below 3

3 to 4

Above 4

4.13

Manager

Satisfaction3.67

TA Satisfaction

(Hires/transfers)

Quality of Hire 4.14

• Summary of feedback per recruiter – Average score on each question

– Summary of comments

• Summary of suggestions for improvement

• Quarterly comparison/trend (to begin in the second

quarter)

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Why they are important?

• Higher QOH scores correlate to: – cost savings

– higher engagement scores

– higher productivity

• Vacant positions cost $ per day. We can help lower the $

and the time to fill with more targeted recruitment – focusing

what works, not past misses

• Show value add to the business through quantifiable

measures

Translate benefits to the language of the

business

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Next Steps

• Implement Quarterly reviews

• Link to PFP process – New Hire Performance rating

– 9 Box

• Link to other data points for targeted recruitment (and

where to avoid) – Previous employers

– Source of hire (referrals, advertisements, agencies)

– Education/Certification

– Locations

• Drill down to Business Units – Include on Senior Leadership HR Dashboard

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Questions

ibm smarter workforce summit toronto 2015: creating a “quality” quality of hire program

Presentations & Public Speaking

westinghouse technology

shandong nuclear power

nuclear power plants

china integration

average cost

business case cost

ap1000 units

onboarding tool integration