Sponsored by

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Assessment Centers A better way to identify
potential talent gaps and training needs
Sponsored by Hudson (http//us.hudson.com)
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Who We Are?

• Hudson is a leading provider of permanent
  recruitment, contract professionals and talent
  management solutions worldwide. We help our
  clients achieve greater organizational
  performance by assessing, recruiting and
  developing the best and brightest people for
  their business.
• The company employs approximately 3,600
  professionals, speaking multiple languages in 25
  countries, operating in four regions (Americas,
  Europe, Asia, Australasia).
• http//us.hudson.com

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Our Global Services
TALENT MANAGEMENT
PERMANENT CONTRACTRECRUITMENT
CONSULTING CONTRACT PROFESSIONALS
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Hudson Talent Management
Hudsons Talent Management Solutions can be
integrated into the recruitment process and HR
initiatives to drive performance and align with
the companies objectives.
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Hudson Assessment Suite

• Standardized global methodology supports
  pan-national projects
• One of the worlds largest talent management
  consultancies
• 400 experienced professionals across the globe
• Dedicated RD Centers with highly skilled
  technical experts
• Hudson offers a comprehensive talent management
  and consulting service in assessment including

• Job Competency Profiling
• Psychological Assessment
• Behavioural Assessment
• Assessment and Development Centers
• Competency Based Interviewing
• Employee Assessment Surveys

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Transforming Business Performance
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Hudson Research Programs

• Hudson is committed to the collection and
  publication of thorough intelligence on the
  forces that impact career decisions and business
  performance. Check out Market Insights at
  www.us.hudson.com.
• In the past, we surveyed nearly 10,000 workers
  monthly to provide insight into a variety of
  workplace trends and issues. Our programs have
  included

• Trends Topics Surveys
• Topics include aging workforce, work-life
  balance, absenteeism and more
• In-Depth Research Initiatives White Papers
• Retention Initiatives, Compensation Benefits,
  Pay Performance, and Independent Professionals

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Labor Market Whos Got The Power?
Employees?
Employers?
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Managing The Talent War

• The war for talent exists, organizations need to
  address the
• workforce gaps and their future potential to
  remaincompetitive.
• Issues that need to be addressed include
• How do I find and grow my knowledge workers and
  leaders?
• How large is the gap between my needs and
  reality?
• Buying talent will not be sufficient as a
  solution to meet my business needs.
• Growing talent internally is key, but how?
• We must retain talent, but how?

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Hudson Global HR Insight

• In March/April 2009 Hudson conducted a global
  survey across
• 30 countries with HR leaders exploring how HR
  priorities and
• challenges have changed during the global
  economic downturn.
• Key Findings
• There has been a clear shift from talent
  attraction to talent engagement, organizational
  development and people development.
• 79 of North American companies reported that
  their HR strategy incorporates downsizing.
  Internal talent assessment is a key focus for 52
  of these organizations
• Employees with the most potential will take care
  of the high impact roles and high value
  specialists to fulfill their complex jobs. A key
  question is Do companies know where their high
  potentials are and what roles they can fit?

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Winning The Battle For Hearts And Minds

• In order to achieve increased performance
• management must fully unlock the potential of
  their
• people.
• Organizations need to increase objectivity for
  internal promotion
• They need to minimize poor hiring decisions
• Identify high potentials for fast track
  development
• Utilize a consistent and reliable measurement of
  important competencies
• Create and deliver a powerful learning experience
  for participants
• Provide transparency, equal opportunity
  fairness for all

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If you want 1 year of prosperity, grow grain.
If you want 10 years of prosperity, grow trees.
If you want 100 years of prosperity, grow
people. Ancient Chinese Proverb
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The Importance Of CareerSource Hudson /
Vlerick Hipo Research Study
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Identifying Developing Top Talent
Journal of Applied Psychology
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Clusters of HiPo CompetenciesResearch
University of Brussels
Through Principal Factor Analysis a cluster of
three competencies was detected explaining 70 of
variance between HiPos and others
Source The Journal of Management Development
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Increasing Fit To Drive Performance Retention
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Talent Assessment

• An important part of your overall talent
  management strategy is the development of the
  process organizations will use to evaluate
  performance and potential, and to identify future
  leaders, successors, and/or high potential
  employees.
• An effective talent assessment process should be
• Consistent across your organizations business
  units
• Aligned to your organizations business needs and
  future leadership needs
• A multi-level process that involves several data
  points
• Well-defined and understood across the
  organization
• Assessment is often equated and confused with
  evaluation, but the two concepts are different.
  Assessment is used to determine what a person
  knows or can do, while evaluation is used to
  determine the worth or value of a course or
  program. Assessment data effects employee
  advancement, success and development (Herman
  Knuth, 1991).

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What Types of Assessment?

• How can organizations assess existing staff to
  track high potentials
• and ensure new hires meet the future needs of the
  business?
• Assessment
• Online Psychometric Assessments
• Leadership/Management Assessment Batteries
• Assessment and Development Centers
• 360 degree feedback surveys and business
  assessments
• Competency model profiling, behavioral based
  interviews, multi-rater assessment tools

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Assessment Benchmarking
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Assessment/Development Centers?

• What is an assessment/development center?
• An assessment/development center is a process
  designed to identify an individuals strengths,
  weaknesses, and potential in a current or future
  role.
• The assessment process is characterized by
• Multiple participants rated by multiple assessors
  on several varied exercises
• Many of these exercises are designed to assess
  competencies
• Data integration a structured evaluation of the
  participant in which assessors present objective
  evidence and reach a consensus decision
• The outcome of an assessment/development center
  are
• Written reports detailing a participants
  competencies as they relate to job requirements
• One-to-one sessions examining the reports

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Why Assessment Centers?

• Combine multiple assessment and business
  simulation methodologies to achieve the best
  possible predictor of future performance
• Offers comprehensive secondary evaluation of
  preferred candidate strengths and weaknesses
• Are the most powerful tool to predict the profile
  you want to hire save money over time
• Measure performance and potential therefore
  strengthening the leadership pipeline allowing
  organizations to develop training strategies to
  further develop and grow talent
• Hiring managers can be involved and refresh their
  own assessment/coaching skills
• Offer broad range of competencies, individually
  or in group
• Provide wealth of information available to
  feedback to all involved
• Offers great opportunity to seal psychological
  contract

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Assessment Centers Drive Performance

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and Tools To Assess Each Area

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Assessment Centers

• Advantage
• Most powerful tool to predict profile you hire
  saves money over time
• Hiring managers can be involved and refresh their
  own assessment/coaching skills
• Performance and potential
• Broad range of competences, individually or in
  group
• Wealth of information available to feedback to
  all involved
• Offers great opportunity to seal psychological
  contract

• Disadvantage
• Time investment required from candidate though
  they get more in-depth feedback in return and can
  also make an informed decision
• Relatively expensive in short term though saves
  money in the long run

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Case Study A - Assessment Centers ROI In
The Selection Process

• Client Issue
• Very high personnel turnover
• Young graduates selection procedure
• Only one interview
• Or a full assessment center (interview, BAQ, RAT,
  simulation exercises, etc.)
• AC Objective
• Reduce the turnover of personnel
• What is the percentage of young graduates who
  left the company within the first 3 years?
• What is the difference between the young
  graduates who were selected versus an interview
  and the young graduates who were selected versus
  an AC?

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Case Study A- Assessment Centers ROI In
The Selection Process
The turnover of personnel was reduced by 41.
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Case Study B Talent Management
Assesses Future Leaders

• Challenge
• The client, one of the worlds largest energy
  companies, had a program grooming high-potential
  employees for career advancement opportunities
  and broader leadership responsibilities.
• In 2008, the company revamped the process used to
  select employees for the program, making it more
  systematic and rigorous.
• As a result, the company needed a service
  provider with talent assessment expertise to
  evaluate candidates in the United Kingdom, the
  United States and Asia.
• Hudson was selected as the companys partner
  because of our robust methodology, global reach,
  the quality of our assessors and the
  cost-effectiveness of our offerings.

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Case Study B Talent Management Assesses
Future Leaders

• Solution
• Hudsons Talent Management team conducted a
  series of meetings to learn about the companys
  culture, values and leadership framework. Based
  on that background, we developed assessment
  materials that were uniquely suited to the
  clients leadership development program and
  trained our assessors to apply their high
  standards during interactions with candidates.
• In late 2008, we conducted assessments at three
  sites London, Houston and Singapore. Some
  candidates were at a relatively early stage in
  their career with the client, while others had
  already attained senior-level positions. The type
  of assessments administered varied accordingly.
• Overall, about 85 candidates went through a
  series of ability and personality tests,
  simulation exercises, business case studies,
  interviews and group discussions.

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Case Study B - Talent Management
Assesses Future Leaders

• Results
• Hudson provided comprehensive reports about the
  candidates aptitude for performing effectively
  in future leadership roles. Our guidance for the
  client throughout the process provided the
  company with useful information about tailoring
  their development efforts to ensure their
  high-potential employees can continue to progress
  throughout their careers.
• Candidates many of whom had never been through
  an assessment program before came away with a
  better understanding of their strengths,
  weaknesses and opportunities for personal
  development. Even those who did not make it into
  the leadership program found the experience
  valuable.
• The client was highly satisfied.

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Summary

• Identifying talent is going to become more vital
  with the predicted skills shortage and therefore
  more science must be added to the selection
  process
• Although it may look like an additional cost,
  adding science to selection can save thousands in
  the future
• It is important to identify the right solution
  for your organization and the types of roles you
  hire
• Whatever you do, always start with the right
  competencies for each role and build from there
• Always remember, high potential is developed
  through a solid understanding of competency and
  behavior

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Questions/Contacts

• Thank You
• Simon Fenwick
• General Manager, Talent Management
• Simon.Fenwick_at_hudson.com
• 212-351-7249