Alghanim presents how to measure the impact of your hires at ConnectIn Dubai 2015. Connectin Dubai 2015 gathered 270 talent professionals and executive leaders on April 23rd from across the GCC to share talent acquisition best practices and thought leading content on employer branding, internal mobility, and measuring quality of hire. Speakers and agenda can be found here: https://lnkd.in/Connectindubai2015

1. Andy Finch
Director Organisational Development
Alghanim Industries
From Old School Recruiting to
Integrated Talent Management: Some
Ways of Measuring the Quality of
Managerial Hire

2. • Why Talented People Matter
• From Recruiting to Talent Management
• Attracting Quality Candidates
• Some Quality Measures
Flow

3. War for Talent
Supply of talent
shrinking & more
elusive:
•Supply of
tomorrow’s leaders
declining
•Talent more mobile
across companies
& geographies
Greater competition
for ‘best’ talent:
•More sophisticated
skills required for
leading growth,
globalization &
technological change
•Companies waking
up to their talent gap
& vying to upgrade
their talent
• Smaller companies
increasingly attractive
It will become
increasingly difficult
to attract & retain
best talent

4. Source: McKinsey’s War for Talent 2000 survey of 410 corporate officers at
35 large US companies
Increased productivity in
operational roles
Increased profit in general
management roles
Increased revenues in
sales roles
40%
49%
67%
Bottom Line:
Good people are great for business
“How much more does a high performer generate annually
than an average performer?

5. Talent Matters
“If you ask me what our competitive advantages are…it’s not because
we’re smarter, it’s not because we do strategy better. It’s because we
work super hard to make sure we have the best people in the best
positions …”
“… this is a region that has no shortage of capital and no shortage of
opportunities. The true scarce resource is talent …”
“I always felt like the organization that was able to retain, develop and
effectively deploy talent, was always going to be the organization— all
else equal—that would win.”

6. Alghanim’s Balanced Scorecard Format
Financial Customer
Process
Learning
Growth
Talent
Management

7. • Why Talented People Matter
• From Recruiting to Talent Management
• Attracting Quality Candidates
• Some Quality Measures
Flow

8. Integrated Talent Management
Talent Strategy
& Planning
Sourcing &
Recruiting
Performance
Management
Learning &
Development
Succession
Planning
Leadership
Development
Compensation
2 3
1 4
7
6
5
Competency
Management
HR Systems &
Metrics

9. Integrated Talent Management Framework

10. Source: Bersin by Deloitte, 2014.
Where could you be in 2yrs /
5yrs?
Where are you currently?
Modernising Your Approach
?
?

11. The Value of High-Impact Talent Acquisition
HR organizations at Level 4 of the maturity model are …
3X
more likely to
have well-
developed
candidate pools
2.6X
more likely to
achieve higher
TA performance
outcomes
30%
better on overall
business
outcomes
2X
more effective at
“building a seat”
at the executive
table
Source: Bersin by Deloitte, 2014.

12. • Why Talented People Matter
• From Recruiting to Talent Management
• Attracting Quality Candidates
• Some Quality Measures
Flow

13. Brand Reputation Matters
of Americans would not take a job with a
company with a poor reputation … even if they
were unemployed! (Corporate Responsibility Magazine)
75%

14. Our Employee Value Propositions (EVPs)

15. Our New Career Site
Our Culture
• Talent Development
• Diversity
• History & Legacy
Meet our people
Kuwaitization
• Mentoring
• AFLP
• FAQ
Join the team
• Diversified Businesses
• How to Apply
• Current Opportunities
• Career Advice
• Working in Kuwait
• FAQ
Campus & Student programs
• Internships
• Job Fair
• Club Sponsorships
www.alghanimcareers.com

16. Our Employees as Brand Ambassadors

17. Following Alghanim’s LinkedIn Page
• Increased
followers from
14000 to
41000 since
June 2014
• Posts reflect
our EVPs
• Branded posts
• More to
come…
https://www.linkedin.com/company/alghanim-industries

18. • Why Talented People Matter
• From Recruiting to Talent Management
• Attracting Quality Candidates
• Some Quality Measures
Flow

19. Integrated Talent Management Framework

20. What Are You Measuring?
Quality of the Hiring Process or …
Quality of the Hires?

21. Data Rich Environment… But What to Mine!
Our Key Focus Areas:
 Reduced Cost of Hiring
 Reduced Time to Hire
 Increased Quality of Hires
 Enhanced Employer Brand
1. Benchmarking
2. Key Metrics (efficiency and effectiveness)
• % of applicants who become new hires
• Recruiting spend per hire / cost per hire
• Recruiting staff per (category of) hire
• Spending allocations by source
• Average agency fees
• Time to fill
• Openings filled by source / geography
• New-hire turnover / retention
• Recruiter workload (number of job postings per recruiter)
• Applicant volumes (number of applicants per posting)
3. Surveying
• New Joiners (during onboarding)
• Employer brand (in local market)
4. Building Dashboards & Scorecards

22. Hiring With Quality in Mind … Go For:
• High Performers &
• High Potentials

23. Data From:
• Interview Ratings
• Psychometrics (% Job Match)
• Pre-hire Performance Appraisal
• (& Public-domain Social Media ‘Exhaust Trail’)
1. Pre-Hire Measurement

24. Psychometric Profiling Performance Profiling
Examples of Pre-Hire Measurement

25. Data From:
• Formal Probation Process
• Achievement against 100-Day Action Plan
• Traffic Light System – Keep / Watch / Lose
2. First 3-month Measurement

26. Data From:
• Multi-rater (360o) Performance Appraisal
• Annual Managerial Appraisal Process
• Annual Talent Review Process (incl Engagement Score)
• Bonus / Incentive Referencing
• Revenue & Profit per Employee (For P&L and Sales Leaders)
3. First Year Measurement

27. 360° Data

28. 5-Step Talent Review Process

29. Ideal Performance Distribution Curve

30. 9-Box Matrix

31. Risk Heat Matrix

32. Targets
= 95+%
Retention of Promotables /
Top & Exceptional Performers

33. Alghanim Talent Dashboard Metrics (via iPad)
TALENT
DASHBOARD
General Manager,
Business XYZ
Nadine Al-Khaled, E1
Age: 38
Tenure in Role: 2y 2m
Tenure in AI: 10y 12m
Needs
Attention
Box 1 Risk Heat: Low
Succession
Bench
Internal Placements:
(7/10, 70%)
Retention:
(5/10, 50%)
Highly
Valued
Box 4 Risk Heat: Medium
Succession
Bench
Internal Placements:
(3/10, 70%)
Retention:
(5/10, 85%)
Exceptional
Performer
Box 8 Risk Heat: High
Succession
Bench
Internal Placements:
(3/6, 50%)
Retention:
(6/7, 90%)
Senior Manager,
Business 1
Michael Scott, L9
Age: 49
Tenure in Role: 4y 8m
Tenure in AI: 10y 8m
Senior Manager,
Business 2
Duncan Peters, L9
Age: 53
Tenure in Role: 2y 10m
Tenure in AI: 13y 8m
Senior Manager,
Business 3
Abdul Maalek, L9
Age: 34
Tenure in Role: 2y 10m
Tenure in AI: 2y 10m

34. Alghanim Talent Dashboard Metrics (via iPad)
Needs
Attention
Box 1 Risk Heat: Low
Succession
Bench
Internal Placements:
(7/10, 70%)
Retention:
(5/10, 50%)
Senior Manager,
Business 1
Michael Scott, L9
Age: 49
Tenure in Role: 4y 8m
Tenure in AI: 10y 8m
Retention # and % of key
talent in Box 5, 6, 7, 8 and 9
in past year:
High (70 – 100%)
Medium (40 – 69.9%)
Low (0 – 39.9%)
Retention Risk for this
person based on Impact
of Loss vs Risk of Loss:
Low
Medium
High 4-5/75% - 100%
Final Perf. Rating
for this person:
Top/Exceptional Performer
Highly Valued
Needs Attention
9 Box Rating
For this person:
Box 6, 8, 9
Box 2, 3, 4, 5, 7
Box 1
Robustness of succession
pipeline into this position:
Emergency + Ready Now
Emergency + Ready 1-2 yrs
Rest of scenarios
How many L9 + direct repratee
vacancies were filled internally
whether by promotion/ transfer/
inter-company transfer in past year:
High (70 – 100%)
Medium (40 – 69.9%)
Low (0 – 39.9%)

35. Download now
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