Aon Talent Acquisition Middle East Study 2017

Transcription

1 Aon Talent Acquisition Middle East Study 2017 Deploying Talent Assessment for Business Results Aon Assessment Solutions

2 Last 10 Years: How has the world of Talent Acquisition Changed? 2

3 557 Talent Acquisition Professionals from APME region participated Telecommunication Services Other Health Care Energy 17% 9% 3% Financials 8% 3% 4% Industry 22% Consumer Staples 17% 18% Consumer Discretionary Information Technology 5,000 20,000 1,000 5,000 Above 20,000 13% 27% 9% Full-time Employees 15% 36% Under 500 Industrials 500 1,000 20% China (109) South East Asia (180) 33% Region Middle East (37) 7% 41% India (226) 3

4 Reality Check: Feedback from Talent Acquisition Experts Satisfied with current state of Talent Acquisition Technology 51% 14% Leverage technology enabled assessments Satisfied with Employer Branding initiatives 40% 57% Don t measure RoI or effectiveness of branding initiatives Satisfied with the Quality of Candidate Experience 77% 42% Don t capture candidate feedback Middle East data, n=37 4

5 Key Trends for 2018: Talent Acquisition World is Changing Rapidly along 5 Dimensions High Impact Skills Core skills / behaviors for future readiness are taking priority : learning, curiosity, adaptability and results orientation are foundational Effective Interviewing Interviewers have their task cut-out; focus on increasing effectiveness with shorter interview time Deploying Tech-Enabled Assessments Rise in tech-enabled assessments will help organizations predict fit, performance and retention; stronger linkage with applicant tracking system is on the cards Superior Business Results Superior Candidate Experience Candidate is the king: targeted communication, capturing candidate experience and continuous engagement are emerging as imperative for creating a connect with the employer value proposition Effective Employer Branding Bring alive the employer brand to attract, engage and differentiate your employer value proposition and measure results Technology Usage of technology and AI in recruiting Analytics Talent analytics to take decisions with confidence 5

6 Insight 1: High Impact Skills Skills / behaviors for future readiness are taking priority : learning, curiosity, adaptability and results orientation are foundational 6

7 Talent Supply Gaps: Despite literacy rates reaching 100% in GCC (Gulf Cooperation Council), companies are struggling to bridge the talent supply gap Talent Supply Gaps at Entry Level APME Middle East Technology Roles 37% Business Operations 28% Sales 30% Sales 25% R&D and Innovation 29% R&D and Innovation 25% Business Operations 23% Human Resources 25% Marketing 16% Marketing 22% Customer or Client Service 14% Technology Roles 11% Information Technology (internal) 13% Customer or Client Service 11% Finance 12% Finance 8% Human Resources 10% Supply Chain 6% Supply Chain 6% Information Technology (internal) 6% Administration 2% Administration 0% APME data, n=557 Middle East data, n=37 7

8 Desired Skills: Are we getting ready for the Future? Desired Skills Indicators of Future Readiness Entry / Junior Levels Functional & Domain Skills Verbal Communication Collaboration & Team Work 1 2 Personality Cognitive / Aptitude 17% Common Skills Across Levels 1 2 Innovation & Creativity Results Orientation & Drive Mid / Senior Levels Strategic Thinking People Management Managing Change 1 2 Personality Cognitive / Aptitude 22% 8

9 Success Factors Develop Acquire Building a Digital Ready Workforce: A case story around acquiring & developing Digital Ninjas (experts in digital marketing and product) at a large multinational telecommunications company Candidate Job Navigator Portal Digital Worker Assessment Analytics Segmentation Gamified Landing Page Dynamic Registration Assessment Talent Analytics Discovery Attraction Engagement Reverse Mentoring for Senior Leaders Globally, 200+ millennials are mentoring Senior Leaders to enable them to: Understand the digital tools used by the client to get things done and serve customers Learn how millennials use technology and ways of working Give Millennials themselves exposure and time with the senior leaders The model consists of four main areas that describe the behavioural styles: Thinker (Cognitive Oriented) Achiever (Action Oriented) Socialiser (Relational Oriented) Explorer (Emotional Oriented) These areas are made up of 16 competencies that explain the way in which people behave in a digital context 9

10 Insight 2: Superior Candidate Experience Candidate is the king: targeted communication, capturing candidate experience and continuous engagement are emerging as imperative for creating a connect with the employer value proposition 10

11 Candidate Experience: When candidates have poor experiences, business is affected Bad Experience Social Network Business Loss 46% of candidates rate their experience as poor or very poor. + = 64% say they share information about their candidate experience on social media. 88% of candidates are more likely to buy from a company that has a positive applicant experience. Source: ICMS, Candidate experience playbook ; cut-e 11

12 South East Asia India China Middle East Capture Candidate Feedback: Just doing that cuts early attrition by half! 8% 42% Early Attrition at Entry Level 50% 14% 70% 26% 31% 12% 17% 43% Reduce by 50% for companies that capture feedback Early Attrition at Junior Level Reduce by 25% for companies that capture feedback How do you enhance candidate experience? Ensure Visibility - Open and Consistent Communication With Candidates Provide Realistic Overview of the Job Easy and Impactful Application Process Simplify the Interviewing Process Candidate Engagement Through Social Media 28% APME data, n=557 Middle East data, n=37 60% Don t capture candidate feedback Capture only hired candidate feedback Capture all candidate feedback 12

13 Insight 3: Effective Employer Branding Bring alive the employer brand to attract, engage and differentiate your employer value proposition and measure results 13

14 Compelling Employer Brand: Continuous learning with opportunities to innovate will make employer stories compelling to millennial and generation Z candidates What attributes to focus on: Middle East Learning and Careers Products and Service Excellence Innovation and Entrepreneurship Inspirational Leaders Market Leadership Middle East data, n=37 14

15 Compelling Employer Brand: Employer branding is the top HR priority of organizations; RoI focus and use of assessments improve satisfaction with branding initiatives Satisfaction level - Employer branding Middle East 40% 50% 64% Overall Assessments across levels boosts satisfaction by 10% Measuring RoI boosts satisfaction by 24% Metrics to measure RoI 1 st 3 rd 2 nd Cost Per 5 th 4 th Offer to Middle East Early Attrition Rate Number of Applicants Hire & Time to Hire New Hire Engagement Joining Ratio APME data, n=557 Middle East data, n=37 15

16 Realistic Job Previews: A case story on how an airlines company informs candidates about organization s vision, values and services and encourages those aligned to its culture to apply Try before you fly! 10 item, anonymous questionnaire Allows potential applicants a quick insight into life as an easyjet Cabin Crew member easyjet is generating 27,000 active candidates a month and 9,000 applicants, with 28% higher interview to hire ratios 16

17 Insight 4: Deploying Tech-Enabled Assessments Rise in tech-enabled assessments will help organizations predict fit, performance and retention; stronger linkage with applicant tracking system is on the cards 17

18 Technology Landscape Technology and Online Assessments: Increased deployment of tech-enabled assessment with seamless ATS integration will improve quality of hire Prevalent Talent Acquisition (TA) Technologies being used ATS (applicant tracking system ) integrated with HR Tech systems Applicant Tracking Systems Employee Referral Tools CV Screening/ Resume Parsing 53% 43% 42% 47% 42% 38% Job Portals Company Website 44% 46% 42% 43% Interview Management Tools 19% 23% HRIS/ HRMS 36% 40% Technology Enabled Assessments Sourcing Through AI Candidate Relationship Management (CRM) 3% 6% 6% 14% 13% 22% Employee Referral Platform Assessment Platform 11% 17% 14% 25% Region Middle East APME APME data, n=557 Middle East data, n=37 18

19 What Changes with Employee Base: Middle east needs to catch-up in technology adoption; Aon predicts rise in online assessment usage across organizations Tech-Enabled Assessment Adoption 14% Middle East 47% 1 Reasons for not using online assessments Cost/ budget constraints 52% 16% India China 44% Low hiring volume Lack of infrastructure Potential impact on hiring funnel Global 14% Singapore 29% Philippines 5 Prone to socially desirable responses Indonesia APME data, n=557 Middle East data, n=37 19

20 Assessment Deployment: A case story around deploying an Applicant Tracking System (ATS), self-screening out, standardized assessment and informed interviews Dubai duty free needed a rapid ramp up of staffing levels and were committed to grow their internal talent. External talent recruitment was only for entry-level jobs but that comprised 73% of the employees Dubai duty free used to receive ~50,000 applications per year The Challenge Had an inconsistent recruitment process with lack of standards as country specific recruitment agencies were providing them screening services Huge investments in interviewing process The Solution Cute-e implemented an Applicant Tracking System (ATS) to make the process standardized and provide information for filtering and screening To support the standardization of the interview, an Interview Guide was designed A vast talent pool, reduction in recruitment time and better interviews The Outcome Earlier they used to spend 8.5 workdays to identify 50 suitable candidates; now they spend only 0.5 workdays 20

21 Insight 5: Effective Interviewing Interviewers have their task cut-out; focus on increasing effectiveness with shorter interview time 21

22 Interview Process and Effectiveness: Adopt structured and effective interviewing process with focus on culture-fit interviews Prevalent Type of Interviews Areas to focus to improve effectiveness of the interview process Technical / Functional interview Competency-based / Behavioural interview Culture-fit interview 92% 82% 61% 74% 33% 46% Interviewer Capability 63% Interview Structure 43% Consistent Interviewing Methods 59% Preparation of Interviewer 43% Aptitude/ Logical reasoning interviews 25% 43% Region Middle East APME Candidate Skillset 46% APME data, n=557 Middle East data, n=37 22

23 Insight 6: Technology & Analytics Advancement in HR technology provide the opportunity to change the mechanism for talent acquisition, and availability and sharing of data with core HR processes 23

24 The Technology Impact: Performance Rating for Adopted Technologies! % dissatisfaction AI-driven chat bots to engage candidates 65% Analytics & machine-learning tools screen candidates 52% Social media to uncover passive job candidates 46% Consumer-based marketing for candidate engagement 43% Effective use of free agent/gig talent 40% Digital ready compelling candidate experience 37% External labor supply data into workforce planning 35% Simple, reliable, easy-to-use digital job applications 25% Source: The future of talent acquisition, HBR 24

25 Leveraging AI effectively: Find the right balance! Source: Jobvite (2017) Embracing AI in Recruiting: The Definitive Guide for Recruiters 25

26 Contact Us Tarandeep Singh Partner and Assessment Practice Leader at Aon, Asia Pacific & Middle East Pritish Gandhi Practice Leader, Aon Hewitt Learning Center Ayush Gulati Consultant, Insights and Innovation Website: Twitter: LinkedIn: 26