Driving Culture Change Through Pre-Employment Assessment at Sears November 12, 2014

Transcription

1 Driving Culture Change Through Pre-Employment Assessment at Sears November 12, 2014

2 Presenters Don Moretti, Ph.D. Director and Head of Talent Selection & Assessment, Sears Holdings Corporation Provides leadership for the use of assessments for pre-employment hiring and for talent management Over 25 years of diverse experience in talent management, selection and assessment; applied industrial/organizational psychology; and the human resources industry Unique perspectives of consultant, practitioner, executive and academician Laurie Wasko, Ph.D. Senior Consultant, Select International Manages a team of I-O consultants charged with implementing hiring and selection processes for clients, and providing consulting advice Areas of expertise include the development, validation, implementation and evaluation of assessment and selection processes Conducts applied research evaluating the candidate experience in remotely administered internetbased testing (IBT) settings

3 Select International Overview Since 1993, Select International has been a leader in individual testing and comprehensive hiring systems Millions of assessments conducted in over 80 countries Complete and well validated library of testing content across industries and organizational levels Provide tests, enterprise solutions, interviewing tools, executive assessment, consulting services and more 97% Client retention

4 Sears Holdings Overview A leading integrated retailer focused on seamlessly connecting the digital and physical shopping experiences to serve our members - wherever, whenever and however they want to shop Home to Shop Your Way, a social shopping platform offering members rewards for shopping at Sears and Kmart as well as with other retail partners across categories important to them Over 2,000 full-line and specialty stores in the US and Canada Offers consumers leading trusted proprietary brands including Kenmore, Craftsman and DieHard The nation's largest provider of home services, with more than 14 million service and installation calls made annually

5 Culture Change For the last several years, Sears has been going through an extensive organizational transformation and culture change Sears CEO is leading the way: Through internal and external communications Building Shop Your Way Rewards membership program Focus on integrated retail experience for members New offerings In-vehicle pick-up Mobile checkout Connected solutions Aside from financial considerations and transition to a member focused company, change is being driven by HR as well

6 Poll Question How many of you are Shop Your Way rewards members?

7 Culture Change Several approaches are being taken in HR to change the culture: Creating new Cultural Beliefs and Key Results Developing the pre-employment Org Fit Assessment for corporate positions Replacing performance management system with Performance Enablement approach Working to Develop our desired culture

8 Org Fit Assessment Business Case Situation: Multiple selection processes existed across Support Center Business Units with the use of different selection tools, and minimal use of assessments Issue: Needed a standardized tool that measures the critical competencies supporting our new culture and needed to perform successfully in a Support Center role Risks: Without the use of standardized, structured tools, any business unit was at risk of not being able to make the best hiring decision possible. We wanted to give our hiring managers the best tools available to bring the right talent into SHC and those who fit our new culture

9 Project Scope Conducted extensive RFP and chose Select International as our consulting partner The goal was to develop a foundational pre-employment assessment for all corporate roles from individual contributor to senior director In scope were over 900 job codes with more than 5000 incumbents in corporate roles The project involved three major phases: Job Analyses Validation Implementation A project team with HR representatives from over 25 corporate businesses was assembled and met regularly

10 A multimethod approach was used: Job Analysis Interviews One-on-one interviews with key leadership Visionary in nature Focus Groups 18 focus groups in multiple locations across US They discussed the core competencies required for success in the new culture Surveys Confirmatory in nature rate Importance, Level, RUE 120 SMEs invited, 100 completed

11 Job Analysis Requested input from over 250 high performers Spanning a representative sample of different positions (individual contributor through Senior Director), Business Units and regions Coordination took the efforts of the full project team, and occurred over the course of multiple months

12 Job Analysis Results/Next Steps Job analytic evidence supported the use of one global organizational fit assessment Competencies considered for inclusion in SHC s organizational fit assessment: Next Step: Validity Study Develop assessment using Select s existing content Ensure competencies identified for success are predictive of successful job performance and organizational fit at SHC

13 Criterion Validation In addition to the content validity that the job analyses provided, a criterion validation strategy was undertaken Data were collected for 346 matched cases Assessment Data & Supervisor Ratings Criterion form measured performance domains important to both current and future state Analyses conducted on final sample of 326 matched cases Along with supervisor ratings of performance, SHC s Overall Ratings and 9-Box Performance were also used

14 Criterion Validation Results The Org Fit Assessment is significantly correlated with performance in terms of: Supervisor Ratings Overall Annual Performance Ratings 9-Box Performance The strongest correlates at the competency level were Accountability, Adaptability, Leadership and Results Driven Validation results provided strong evidence that all chosen competencies correlate with success at SHC across BUs, and across positions No adverse impact was found in the incumbent sample

15 SHC s Org Fit Assessment Final assessment would be comprised of 7 competencies identified by high performers as important to success at SHC Comprised of personal belief items taken from Select s bank of reliable, well researched items Use of equivalent forms helps maintain test security Designed as an approximately 15 minute screening assessment, accessible via the web 24 hours, 7 days a week Results available immediately Accurately and fairly screens out approximately 15% of the applicant pool

16 Implementation The new Org Fit Assessment was integrated with the applicant tracking system Assessment was quality checked and results were accurate Communication materials were developed Change management plan was devised with HRGs informing their business partners of the assessment User training was scheduled Targeted a Q4 launch..

17 Implementation A Bump in the Road A Q4, 2013 launch BUT we were told to put the project on hold until 2014 July 2014, revisited the project results and next steps with our CHRO Concerns were raised that we were measuring performance in our old culture, not the new He identified two aspirational competencies he wanted to see measured, which are a big part of the new culture: Digital Savviness and Data-Driven Thinking

18 New Culture Performance Scales

19 Implementation Q Results showed significant correlations of the Org Fit Assessment overall as well as each of the competencies with the Digital Savviness and Data-Driven Thinking manager ratings We got the green light to move forward Org Fit Assessment launched on Nov. 3

20 Lessons Learned PLANNING Identify business need and executive sponsors Fold the project under an existing initiative Form project team (be flexible to changing members) Take the time to do a thorough RFP and vendor screening process RFP sent to 10 vendors; 7 replied On-site presentations by 3 to entire project team Developed consistent rating evaluation form for project team Work with Procurement for detailed SOW

21 Lessons Learned DESIGN Balance professional rigor with business realities available SMEs Timing Think about why you re creating the solution, and bake-in measurement where appropriate IMPLEMENTATION Over-communicate with the field; ensure business leaders are on-board Remain flexible to changes Monitor outcome post-launch

22 Questions? Thank You! Join the Shop Your Way Rewards membership program