Scoot Case Study Hiring Right First Time

Size: px

Start display at page:

Download "Scoot Case Study Hiring Right First Time"

Benedict Stewart
6 years ago
Views:

1 Scoot Case Study Hiring Right First Time Kate Woodley Managing Director

2 The Missing Piece Short Haul (<4h) Long Haul (4h<) Full Service 100% No Frills 40% 100%

3 May 2011 the beginning The Mission: Create an airline in 12 months and everything that goes along with it

4 May 2011 the beginning

5 Get outta here

6 2011: First Fleet 6 aircraft: All Boeing s from parent company SIA

7 Current Fleet 20 Dreamliners

8 Schedules Direct and between destination cities

9 Network 47 Destinations

10 Milestones 16 th of January 2014

11 Scoot the offering ScootBiz ScootinSilence Fly/FlyBag/FLyBagEat MaxYourSpace Wifi and connectivity

12 2013: valentines day in-flight kissing competition Longest inflight kiss on record

Talent Shortages Costly Recruitment Potentially long recruitment processes

13 Human Capital in an aviation context number needed to fly a plane An airline hires Pilots Cabin Crew Service Technicians And many more An airline faces Talent Shortages Costly Recruitment Potentially long recruitment processes An airline wants The same as everyone else.. The best candidate for every role

14 Human Capital? Any airline hires a wide variety of people A new airline in addition needs a lot of people Consider these positions: Captains First Officers Cadets Cabin Crew (new & experienced) Accountants HR Staff Technical Maintenance

15 cut-e: Experienced aviation assessment partners

Provision of validated International models Domain /Role Interactive Operative Intellectual Emotional Entrepreneur Influence Networking Business Development Bottom-Line Focus Vision & Strategy

16 Provision of validated International models Domain /Role Interactive Operative Intellectual Emotional Entrepreneur Influence Networking Business Development Bottom-Line Focus Vision & Strategy Initiative & Responsibility Manager People Management People Development Execution Systematic Approach Organisational Awareness Steadiness Expert Effective Communication Constructive Teamwork Analysis & Judgement Professional Expertise Self Development Innovation

17 At each stage - Company Wide Buy-In Key stakeholders involved in all parts of the design process High face validity of processes Building in-house capability both formally and informally

18 cut-e & SCOOT partnership Cut-e scoot partnership began in 2013 AC selection DC - development Testing all roles Internal Capacity building - HR

19 Rapidly built in-house robust assessment capabilities Training courses delivered in Singapore and across the region: Fundamental concepts in psychometric testing Competency Based Interviewing techniques (CBI) Assessor Training (ORCE) Competency models which underpin selection and development processes Ensures standardisation in the hiring process Quality assessment processes Confidence in the hiring decisions

20 Robust Selection Processes We partnered with Scoot to provide variety of assessment methods to hire for: Pilots Cabin Crew Ground Staff Online Assessments Video Interviews Assessment Centre Competency Based Interview

21 Stringent Hiring Processes 3 Types of Hiring take place within Scoot: Pilots Cabin Crew Ground- Staff Each Process includes a combination of the following elements: Online Assessments Assessment Centre Video Interviews Competency Based Interview

22 CABIN CREW

23 Sample Process Cabin Crew Application Stage Stage 1 Key Criteria Online Assessments Stage 2 Meet Min. Requirements Video Interview Stage 3 English & Communication Assessment Centre Stage 4 Full Day AC Final Decision Stage 5 Combination of All the Above

24 Cabin Crew Hiring Role Models (phase 1) Cabin Crew (Junior & Senior) Complex Leader CIC / Team Leader Initiative & Responsibility Initiative & Responsibility Effective Communication Execution Execution Organisational Awareness Systematic Approach Systematic Approach People Development Steadiness Influence Influence Constructive Teamwork People Management People Management Networking Analysis & Judgement Analysis & Judgment

25 Cabin Crew Phase 2 Validation 2015 Validation Study: Analyses were conducted Found personality dimensions predictive of performance data Conducted workshop together with key Scoot stakeholders Presented findings to Scoot Reworked the competency model together with Scoot based on the findings Competencies not predictive of performance data replaced by those found to predict performance data Former Model Initiative & Responsibility Networking Execution Systematic Approach Steadiness Constructive Teamwork Current Model Initiative & Responsibility Innovation Execution Effective Communication People Development Constructive Teamwork

26 Cabin Crew Assessment Centre Group Exercise Individual Exercise / Role Play Interview

Custom Scoot Assessments Scoot specific norm groups

27 Cabin Crew Online Assessments Key Points: Internationally trialled assessment suite Standard & Custom Scoot Assessments Scoot specific norm groups Cut-Off Scores that maximise ROI on internal resources in process

28 Cabin Crew Video Interview Why it works for Scoot: Scoot hires Regionally logistical challenge Need to ensure that the right people show up on Assessment Day Competency Based Tool Saves Money, Time & Resources 6 minutes to review a candidate

29 Cabin Crew Assessment Centre Group Exercise Individual Exercise / Role Play Interview

30 Cabin Crew Final Decision

31 NOKSCOOT

Team leader Assessment centre format with local relevance:

32 2012: Nok Scoot Cabin Crew Selection Three roles for cabin crew: 1. Complex leader 2. CIC 3. Team leader Assessment centre format with local relevance: Group presentation Interview Role-play Angry customer/lazy colleague Thai translation of some materials

33 PILOTS

34 2013 Pilot Selection - The business case Cost per hire ~ makes sense to develop Fleet expansion - compelling to keep external hires to a minimum Include shortage of talent Assess and promote within Clear rationale for a Command Development Process

35 Pilots Selection Process for cadets, FOs & Captains Application Online Assessments Assessment Centre Final Interview Hire Same process for all with subtle differences: Cadets Higher emphasis on aptitude assessments FO s & captains in particular experience offsets certain aptitudes: More emphasis placed on behavioural fit Captains assessed against 8 competencies shapes executive

36 Scoot pilot assessment Three Roles within pilots: 1. Captain 2. First Officer 3. Cadet Multiple assessment process - Assessment Centre Focus Strategic in nature Situational Judgement Questionnaire - SJQ Competency framework reflects internationally accepted models Focus on aviation related aptitudes Technical interview

37 Scoot Pilot assessments the process AC processes for FO s and captains Group exercise Individual exercise Interview Shapes assessment

38 Online Assessment the numbers Candidates assessed through online assessments Scoot ONLY Cabin Crew: 5385 Pilots: 1322 Ground Staff: 1036 NokScoot Cabin Crew: 2180 Pilots: 163 Ground Staff: 174

39 GROUND STAFF

40 Ground-Staff An ever evolving workforce characterises an airline: This holds particularly true for ground staff (75 + Roles currently) A growing airline = more support requirements New roles appearing are very much a reality New Role Created Custom Suite & Competency Requirements Roll Out Interview Added to Job Databank

41 Ongoing assessment non flights ops Current roles we assess for : Human Resources Marketing Finance IT Ground ops- Rostering Maintenance

42 COMMAND DEVELOPMENT

43 What is assessed Behavourial Element Technical Knowledge Legal Aspects

44 Process shapes* Development Centre Final Decision & Development Planning** Step 1 Step 2 Step 3 Technical Pass / Fail

Execution Initiative & Responsibility People Development Effective

45 Behavioural Framework First Officers Captains Constructive Teamwork Steadiness Effective Communication Systematic Approach Analysis & Judgment Execution Initiative & Responsibility People Development Effective Communication Systematic Approach Analysis & Judgment** Execution Integrity Stress Resistance

46 And the point of all of this is was Strong Performer But Leaves earlier than you want Strong Performer who will stay with Scoot Performance Weaker performer who may leave at any time. Competent performer who will stay with Scoot Length Of Tenure

47 What s next? cut-e currently integrating with an ATS to ensure a more time effective and efficient applicant tracking process for Scoot India, Africa and Europe are part of the expansion plans

RECRUITING CABIN CREW, PILOTS AND GRADUATES AT EASYJET

RECRUITING CABIN CREW, PILOTS AND GRADUATES AT EASYJET The Journey towards gaining productivity and efficiency gains in hiring pilots, cabin crew and graduates Ruth Spalding, Head of Volume Recruitment