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Why personality matters

In graduate recruitment

1st December, 2016

© 2016 Korn Ferry. All rights reserved 2

Your presenters

Matt ChaplinClient Partner, Products

Maryke SeveraSenior Assessment Consultant


Welcome to the new Korn Ferry


A total approach to talent


1. The value that personality data brings to the selection process

2. How to articulate the value and the ROI of personality assessments to stakeholders to win their support

3. How to link assessment in selection with graduate development

Poll: Do you currently use personality assessment in graduate recruitment?

Graduate assessment methods (AAGE Employer Survey, 2015)


88%

79% 76%68%

51%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

BehaviouralInterview

Panel Interview Aptitiude Testing References PersonalityQuestionnaires

Selection & Recruitment Techniques

Poll: How effective do you feel personality assessment data is used in your organisation?


Talent trends for 2016

The building tension


Business performance & Results

Succession planning

Innovation

Health & Wellbeing

Diversity

52% of graduates struggle to build relationships at work

42% find it difficult to deal with stress

49% say that senior leaders rarely listen to their ideas

37% of graduates leave

within 5 years – 50% say its

because they don’t “fit in”


Our Early Talent study revealed:

Graduates today have excellent technical skills but

lack the necessary emotional and social skills.

of business leaders believe that less than 25% of their graduates have the soft skills they need.

of business leaders believe that graduates are not prepared for the working world.

of business leaders believe that graduates who don’t develop people skills create toxic environment.

73%

76%

85%


New study by the Foundation for Young Australians

Study concluded:

For young people to engage with a complex world of work they need to develop soft skills.

Soft skills are a powerful predictor of long-term job success.

Increase in market demand between 2012-2015:

Critical thinking

Creativity

Source: https://www.fya.org.au/wp-content/uploads/2016/11/The-New-Work-Mindset.pdf

158%65%

Personality assessment:

− Assess behavioural style and preferences, i.e. how an individual typically thinks, feels and behaves.

− Are an effective predictor of performance at work.

Personality drives performance

− Personality influences the way people behave, which in turn impacts their performance and success in the

role.

Why use personality assessments



The cost of getting it wrong


The value of doing it right

Prediction of performance (%)

Low cost

effectiveness

Personality questionnaire

Assessment centres

Ability tests

References

Unstructured interview

Competency based interview

Based on Schmidt & Hunter (2006) meta-analytic review of validation studies and Talent Q (2008)

analysis of average direct and indirect costs of assessment for UK organisations

High cost

effectiveness

Co

st

HighLow


The value of personality

Challenge

20-60% turnover in year 1

40% turnover in year 2

Result

Decreased

turnover by 30%

Reduced team

turnover under

graduate managers

Reduced

recruitment costs

(time and $)

Best in class companies 2x as likely to provide hiring managers with insights into whether graduates are good cultural fit for jobs or not.

(Aberdeen Group, 2015)

Solution

Understand what success looks like

Understand the traits and characteristics of success

Use data-driven insights to predict performance

Global Supermarket Graduate Program


Case study


Graduate selection process

Current project with a large property development organisation

Integrated into selection process following video interview stage

Utilised personality and ability assessments to support decision making


Mapping Traits to the clients Competency Framework

A tailored approach to assessing personality fit

Map client competencies to personality and abilities assessments

Use candidate results to determine fit against the required graduate competencies and organisational values


Digging deeper into individual results

The Graduate interview

Tailored interview questions allow the client to ‘probe into ‘red-flag’ areas

Creates a more robust interview process and meaningful questioning for candidates

Establishes a personalised candidate experience

“Tell me about a time when

you have been required to

adapt to a sudden and

unanticipated change”

“Tell me about a time when

you have had to act with

minimal planning. How did

this impact your work?”


Tailored and meaningful feedback

Assessment debrief

Delivered by a qualified Organisational Psychologist

Supports hiring manager decision making

Kick-starts the professional development of successful graduate applicants

Establishes targeted areas for development to guide the program for the longer term

Step 1: Think about the role you are recruiting for

Step 2: Ask questions around these competencies

Step 3: STAR model

Step 4: Take notes

Step 5: Rate candidate

Easy as 1-2-3-(4-5)


Page 9

Page 3


The Talent Q assessment suite


Manager-friendly reports

Thank you

why personality matters - korn ferryinfokf.kornferry.com/rs/494-vuc-482/images/...recruitment costs...

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