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- 1. Getting results through people Version 1.0 © SHL 2012 1 COMPANY CONFIDENTIAL January 23, 2013
- 2. Who we are “We have a unique insight into the total talent pool, putting us in a position to develop and invest in our best assets – our people – for future and ongoing success.” Kellogg‟s Version 1.0 © SHL 2012 2 COMPANY CONFIDENTIAL January 23, 2013
- 3. Who we are • SHL is the leader in talent measurement • We drive better business results through superior People Intelligence • We help organizations transform the way they assess, hire and manage talent. SHL es el líder en la medición del Talento Nosotros conduicimos a mejores resultados de negocio a través del talento superior de las personas Ayudamos a las organizaciones a transformar la manera de evaluar, contratar y gestionar el talento Version 1.0 © SHL 2012 3 COMPANY CONFIDENTIAL January 23, 2013
- 4. Helping you understand, benchmark SHL People Intelligence and make better decisions about people • SHL People Intelligence is the insight into people’s behavior, ability and potential we offer through: • More than 30 years’ experience and innovation • Delivering 25 million assessments a year • A database of over 80 million records across 38 countries, 31 business functions and 40 industry sectors Más de 30 años de experiencia e innovación Más de 25 millones de pruebas al año Una base de datos de mas de 80 millones de registros a través de 38 países y 40sectores de industria Version 1.0 © SHL 2012 4 COMPANY CONFIDENTIAL January 23, 2013
- 5. • Te invitamos a participar de un conversatorio con Jeff Holmen , vicepresidente de SHL para latam y Felipe Andrade, Socio – Consultor de HTT; el proximo miercoles 26 de Septiembre en el Hotel Park 101. Version 1.0 © SHL 2012 5 COMPANY CONFIDENTIAL January 23, 2013
- 6. The talent challenge Ahora estamos usando el potencial de nuestro capital de humano de una mejor manera “We are now using the potential of our human capital in a better way.” GlaxoSmithKline 6 © SHL, 2011
- 7. People are critical to success • Talented people have never been more difficult to attract, identify and retain • High performance = right person + engagement • But few organizations have clear insight into their talent’s potential or value. “Talent is now at the top of the CEO Agenda with 83% of CEOs anticipating making changes to their talent management strategy in 2011” PWC, Annual CEO Survey, Feb 2011 Version 1.0 © SHL 2012 7 COMPANY CONFIDENTIAL January 23, 2013
- 8. People Intelligence: industry experts recognize the need “Organizations have started to realize the data they are leaving at the door in terms of People Intelligence.” Bersin, “The Latest in Enterprise Learning & Talent Management”, June 2011 “ Pregunta para su jefe de RRHH: Estamos usando la información de nuestra gente para crear valor?” “Question for your HR chief: Are we using our „people data‟ to create value?” McKinsey Quarterly, March 2011 “The concept of „People Intelligence‟ addresses what our research shows as persistent and growing problems.” Aberdeen, Kevin Martin, August 2011 Version 1.0 © SHL 2012 8 COMPANY CONFIDENTIAL January 23, 2013
- 9. “We have received extremely positive feedback from the areas about the calibre of candidates selected. They are performing well above expectations and progressing rapidly, in line with the organisations business objectives.” “Hemos recibido una retroalimentación muy positiva por parte de las áreas de la organización sobre la calidad de los candidatos seleccionados. Su desempeño esta siendo por encima de las expectativas y están progresando rápidamente, en línea con los objetivos de la organización” Maria Bannon Hilton International Version 1.0 © SHL 2012 9 COMPANY CONFIDENTIAL January 23, 2013
- 10. “Ahora nosotros podemos How we help asegurarnos que las personas apropiadas con las habilidades y comportamientos adecuados están en el lugar y momento correctos.” “Now we can make sure that the right people with the right skills and behaviors are in the right place at the right time.” Coca-Cola 10 © SHL, 2011
- 11. Business Results Our in-depth understanding of what makes people high performers helps you: • Improve hiring decisions • Make better people development and succession decisions • Achieve more successful reorganizations and restructuring • Achieve greater alignment of people with strategy We call this: People Intelligence, Business Results Version 1.0 © SHL 2012 11 COMPANY CONFIDENTIAL January 23, 2013
- 12. We help you answer everyday talent questions such as… • How do I hire better, faster and more objectively? • How do I maximize productivity? • How can we increase engagement and reduce attrition? • Who should we develop and promote, and who let go? SHL People Intelligence Version 1.0 © SHL 2012 12 COMPANY CONFIDENTIAL January 23, 2013
- 13. And answer the tougher strategic questions… SHL Talent Analytics™ “Is my employment “Which recruiting “When do I lose brand competitive sources deliver the best quality and attracting the the best talent?” candidates – right candidates?” offer or before?” “Are my graduate “Do I have the right “Are any of my teams hires the future talent to likely to put my leaders of my strategically change business at risk?” business?” the direction of our business” Version 1.0 © SHL 2012 13 COMPANY CONFIDENTIAL January 23, 2013
- 14. Demonstrable business benefits • 47 business outcome studies this year • 18 additional days of productivity • $120 million additional overall sales • Reduced time to hire by 3 weeks • 46% reduction in employee turnover • Employees 4 times more reliable Version 1.0 © SHL 2012 14 COMPANY CONFIDENTIAL January 23, 2013
- 15. Greatest benefits are from combined pre- and post-hire SHL customers using assessments in both pre-hire (Talent Acquisition) and post-hire (Talent Mobility) see: Revenue +12% and profit +11% per FTE • 47% greater hiring manager satisfaction • 15% greater first year retention • 18% greater new-hire performance *March 2010 study of over 250 global organisations using people assessments Version 1.0 © SHL 2012 15 COMPANY CONFIDENTIAL January 23, 2013
- 16. Maximizing the quality of recruitment Talent Acquisition Hire faster and smarter, saving time and money, while increasing recruitment quality, Volume Recruitment productivity and retention Maximizing quality, reducing attrition and improving time to hire College Recruitment Finding the leaders of the future Manager/Leader Selection Hiring people who drive business performance Version 1.0 © SHL 2012 16 COMPANY CONFIDENTIAL January 23, 2013
- 17. Engaging and mobilizing talent Talent Mobility Understand your talent and align it to the right roles within your organization Talent Audit Uncovering the gap between desired & actual talent requirements Succession Planning Identifying the potential for more senior roles Employee Development Identifying specific developmental needs Version 1.0 © SHL 2012 17 COMPANY CONFIDENTIAL January 23, 2013
- 18. Compare your talent to that of your competitors SHL Talent Analytics™ Quantify the impact of your talent programs Our People Intelligence database enables you to compare your talent by: • Industry • Region • Job function • Job level Version 1.0 © SHL 2012 18 COMPANY CONFIDENTIAL January 23, 2013
- 19. Our approach “Using the results of the business outcome study, we were able to calculate a profit gain of roughly $24 million on an investment of just over $100,000.” CenturyLink 19 © SHL, 2011
- 20. The power of assessment For every role or job level, we can give you valuable People Intelligence on: • Work style and behavior • Cognitive ability • Fit to your culture and values • Motivation • Performance and development needs • Specific work-related skills Version 1.0 © SHL 2012 20 COMPANY CONFIDENTIAL January 23, 2013
- 21. Word-class consulting services We can create and deliver solutions tailored to your needs through: • A world-class consulting practice • Over 300 consultants worldwide • Across the life cycle solutions, from recruitment to development and succession planning Version 1.0 © SHL 2012 21 COMPANY CONFIDENTIAL January 23, 2013
- 22. Our customer promise Our Customer First engagement model puts you at the heart of everything we do. Our approach: • Ensures anticipated outcomes are achieved • Helps your internal stakeholders recognize the value of your investment • Creates a positive cycle of continuous improvement Version 1.0 © SHL 2012 22 COMPANY CONFIDENTIAL January 23, 2013
- 23. You decide how to work with us • Self-service – with direct access to tools or via our managed Bureau service • Customized – we implement your own in-house system supported by leading edge technology and 24/7 user support • Integrated – seamlessly into your chosen talent management system Word’s leading provider of externally certified and accredited assessment training. Available in online, offline and tailored formats. Version 1.0 © SHL 2012 23 COMPANY CONFIDENTIAL January 23, 2013
- 24. Why SHL? • Verifiable business results • Global presence, local flexibility • The world’s largest source of data on people at work • Over 30 years’ global assessment innovation and expertise • Our solutions are used by leading organizations, including over 80% of the Financial Times Stock Exchange (FTSE) • Certified to ISO 27001 and ISO 9001 security & quality management standards Version 1.0 © SHL 2012 24 COMPANY CONFIDENTIAL January 23, 2013
- 25. Who we are 25 © SHL, 2011
- 26. SHL: Who we are • In 2011 merged with US-based PreVisor • Over the past 30 years, we have delivered hundreds of millions of assessments worldwide • Headquartered in London, the company has presence in 50 countries providing assessments in over 30 languages • Integrated with 72 Talent Management systems • With 25 million on-line assessments delivered annually, we deliver an assessment every second of the day! Version 1.0 © SHL 2012 26 COMPANY CONFIDENTIAL January 23, 2013
- 27. SHL’s place in the HR ecosystem Bersin & Associates Talent Management Framework® Talent strategy & business alignment Workforce planning Business metrics & analytics Organization & governance Capability & competency management Leadership development Succession management Talent Total acquisition rewards Career management Performance management Learning & capability development Talent infrastructure SHL presence SHL solutions SHL assessment integration Business outcomes Version 1.0 © SHL 2012 27 COMPANY CONFIDENTIAL January 23, 2013
- 28. World-class customers >50% of Global Fortune 500 >40% of Fortune 500 >80% of FTSE >50% of ASX Version 1.0 © SHL 2012 28 COMPANY CONFIDENTIAL January 23, 2013
- 29. The talent challenge 29 © SHL, 2011
- 30. How we help 30 © SHL, 2011
- 31. The value of People Intelligence Data from over 25 million scientifically validated assessments per year means we can answer questions such as… • Which sales person will achieve 200% of target 10 months out of 12? • Which call center agent will handle calls 50% faster? • Who is least likely to have an accident at work? • Which employee is still going to be with you after the first 90 days? Version 1.0 © SHL 2012 31 COMPANY CONFIDENTIAL January 23, 2013
- 32. Holistic Human Capital Measurement Results Lagging “Hard” Measure Core accountabilities: • Performance Reviews • Track Record Results Behavior Now “Observable” Measure Competencies: • Behavioral • Skills Potential Behavior Potential Leading “Soft” Measure Abilities and Motives: • Personality • Cognitive Version 1.0 © SHL 2012 32 COMPANY CONFIDENTIAL January 23, 2013
- 33. Identify the critical behaviors for success Universal Competency Framework (UCF): • Defines critical behaviors for any role • Firmly linked to observable behavior • Built on empirical evidence and extensive scientific research • A valid predictor of performance Leading organizations across the world, including GlaxoSmithKline, have built their competency models around UCF. Version 1.0 © SHL 2012 33 COMPANY CONFIDENTIAL January 23, 2013
- 34. Proven results across sector Retail Financial Services Sales Associates Branch Managers $120 million extra sales per year 59% higher employee engagement Transportation Hospitality Frontline Managers Reservation Agents 300% higher performance ratings $1,000 per day increase in sales per agent Financial Services Healthcare Collections Agents Senior Managers $163 million extra from improved 30% more likely to be promoted debt collection Healthcare Retail Telenurses Store Employees 46% reduction in staff turnover $75.5 million in reduced losses from staff theft Version 1.0 © SHL 2012 34 COMPANY CONFIDENTIAL January 23, 2013
- 35. Our approach 35 © SHL, 2011
- 36. Precision instruments for People Intelligence Our scientifically proven assessment products and services include: • Personality/behavior • Assessment centers • Cognitive ability and aptitude • 360 multi-rater feedback • Job specific solutions • Interview tools • Simulations • Skills tests (IT business etc) Version 1.0 © SHL 2012 36 COMPANY CONFIDENTIAL January 23, 2013
- 37. Objective assessment Objective assessment provides a better prediction of a candidate’s likely job performance +1 Perfect prediction +.65 Assessment Centers +.45 Ability Tests/Job Samples +.40 Group Exercise/Personality Composites +.35 Structured Interviews/In-Tray Exercises +.30 Biodata +.15 Employment Interviews +.10 Educational Qualifications 0 Graphology/Astrology/Phrenology Random prediction Source: Mike Smith, UMIST Version 1.0 © SHL 2012 37 COMPANY CONFIDENTIAL January 23, 2013
- 38. Ability tests With regard to the importance of mental ability, Professor Dave Bartram, Chief Psychologist at SHL, explains that: • One hundred years of research has shown that there is an absolute linear relationship between the level of mental ability and job training outcome and job performance measures. It’s one of the best established bits of data in psychology. “Although one can think of examples of exceptionally bright leaders who have failed disastrously, mental ability is undoubtedly important and should be tested for leadership positions.” Corporate Research Forum, 2011 Version 1.0 © SHL 2012 38 COMPANY CONFIDENTIAL January 23, 2013
- 39. Optimize your existing technology investment For an end-to-end solution, we can integrate our assessment portfolio seamlessly into your chosen recruitment, applicant tracking or talent management system. • Over 400 customers integrate our assessments • Combines process efficiency with quality People Intelligence “Best in class companies are 62% more likely to integrate into ATS and 33% into performance management systems.” Aberdeen Group, 2011 Version 1.0 © SHL 2012 39 COMPANY CONFIDENTIAL January 23, 2013
- 40. Client-centered technology and support • 24x7 availability, with support across 30 languages • Technology leader, first with online testing, Computer Adaptive Technology, simulations, mobile assessments • Intuitive, candidate-friendly systems • Hosted by SHL • Twin data centers and high-level encryption ensure data is secure Version 1.0 © SHL 2012 40 COMPANY CONFIDENTIAL January 23, 2013
- 41. Our values • Customer First is the heart of our culture. Version 1.0 © SHL 2012 41 COMPANY CONFIDENTIAL January 23, 2013
- 42. Questions? Presenter name, Company name Contact email/phone Version 1.0 © SHL 2012 42 COMPANY CONFIDENTIAL January 23, 2013
Notes de l'éditeur
- We have also built 8,000 job profiles
- The talent is out there, but attracting, identifying, recruiting and retaining the best has never been more difficult.Engagement of people is key to retention and development “As a service company in a service industry, nothing else matters if we don’t have high levels of employee engagement” Steve Church, Chief Operations Excellence Officer, $20B Global Electronics Distributor (Aberdeen’s 2010 HCM Summit)See also correlation between engagement and EPS in Appendix deck.Organisations need people who deliver real business results. In today’s highly competitive global economy successful organisations, more than ever, need people who deliver real business results.But few have clear insight into their potential or value.While most know people are their most important and expensive asset, few have clear insight into their potential or value.
- Over the last few years, there has been a discernible recognition that superior talent management needs to be one of the reactions to the global economic crisis, and selecting the right people for hire, promotion and restructure is seen as critical to that.
- Animation starts automatically (left to right, level by level)
- Other BOS findings300% Higher Performance Ratings$55 Million Retained Revenue46% Reduction in Turnover$78 Million in Reduced Shrinkage$120 Million in Additional Overall SalesIncreased Successful Graduate Hires by 73%Reduced Time to Hire by 3 Weeks18 Additional Days of ProductivityEmployees 4 Times More Reliable$170 Million in Additional Collections RevenueEmployees 3 Times More Client-focused57% More Likely to be Promoted
- Volume Recruitment – maximizing quality in key, high volume rolesSift out unsuitable applicants online and quickly identify the strongest candidates – all in a fair and candidate-friendly way.Graduate / College Recruiting– finding the leaders of the futureIdentify your future leaders before your competitors , attracting the best talent to ensure future organisational performance. Managerial & Professional Hire – hiring people who drive business performanceMake sure your organisation has the right people at the top, identifying the styles, values and abilities that lead to success.
- Talent Audit – uncovering the gap between required and actual talentCan your current workforce really execute your business strategy? We help define your requirements and evaluate your people against them,identifying any gaps and benchmarking talent across your organisation.Succession Planning – identifying the potential for more senior rolesWe make the most of your existing talent by helping you spot potential high-flyers, measure their aspirations, strengths andsuitability for future opportunities, and align them to your future business goals.Employee Development – identifying developmental needsWe help you understand organisational and individual development needs, implement appropriate development plans and measure their ongoing effectiveness.Talent Analytics – quantify the impact of your talent programmesAre your people performing to their full potential and delivering your strategies? Are you even attracting the right staff? Using our Talent Analytics™database of People Intelligence, we give you real insight on talent as a source of competitive advantage and organisational effectiveness.
- Using a database of over 80 million records across 38 countries, 31 business functions and 40 industry sectors (see also slide 4)
- Work style and behaviour – helping you optimise performance, role suitability and safety/reliabilityCognitive ability – helping you match skills to the right role or development pathFit to your culture and values – helping you build an engaged workforceMotivation – helping you improve results and employee retentionSpecific work-related skills – identify which candidates will be productive from day one Performance and development needs - helping you bridge skills gaps to deliver your organisation’s strategy
- Self-service – direct access to our toolsDirect access to our online assessments, self-service set-up and administration.Customised – your own in-house system or delivery websiteWe implement your own in-house system or delivery website, customised to your requirements and including your own branding if required.Integrated – into your chosen talent management systemWe integrate our assessment portfolio seamlessly into your chosen recruitment, applicant tracking or talent management system. SHL Training gives you the skills to deliver and prove real business benefits through assessment. Learn how to apply the world’s leading personality and ability assessments, together with the HR skills you need to implement best-practice talent management.
- Verifiable business resultsSuch as increased revenues, lower costs, greater efficiencies and more effective leadership.Global presence, local flexibilityA presence in over 50 countries and assessments delivered in more than 30 languages and 150 nations worldwide, plus an understanding of the importance of local culture and language.The world’s largest source of data on people at work25 million assessments every year enable us to provide key analytics and benchmark talent across all industries and all roles.Over 30 years’ global assessment innovation and expertiseOur offerings are robust, accurate and fair, based on over 30 years of research and development. We pioneered online testing and launched the first randomised and verifiable cognitive ability test. Leading global organisations choose SHL solutionsOur solutions are used by leading organisations, including over 50% of the Global Fortune 500, over 80% of the Financial Times Stock Exchange (FTSE) and over 50% of the Australian Stock Exchange Certified to ISO 27001 information security management and ISO 9001 quality management standardsISO 9001;2008Our quality management system is certified to the ISO 9001:2008 standard and provides a clearly structured and systematic approach to improving the customer experience, leads to improved self-governance and helps ensure ‘best practice’ with regards to planning, control and management. This helps improve SHL's product, process and service quality and so increase customer satisfaction levels and bring about improvements in productivity. ISO 27001:2005The management of all aspects of security for the SHL On Demand platform is certified to the ISO 27001:2005 standard. This provides a structured and comprehensive approach to all aspects of security management based on risk assessment/risk management and ensures that controls are in place to mitigate the threats to our systems. Customers can be assured that SHL’s security measures are consistent with the highest levels of industry practice.
- Our content is critical to the wider HR ecosystem, providing us with opportunities to partner all major organisations in the talent lifecycle
- See slide 99 in appendix for other logos Leading global organizations choose SHL solutionsOur solutions are used by leading organisations, including over 50% of the Global Fortune 500, over 80% of the Financial Times Stock Exchange (FTSE) and over 50%of the Australian Stock Exchange
- Supplemental to slide 4 of the core deck
- The UCF has the breadth of all roles and depth of specific behaviors, it can be mapped onto any existing model – so you can use the UCF to build your own model from the ground-up OR use the UCF to unlock the potential of your current model by mapping the UCF to your competencies and linking them to Measurement toolsUniversal It can describe all roles in organizations It embraces all other models Competency A business language that describes behaviours succinctly, distinctively and unambiguouslyFramework Most other ‘Frameworks’ are just ‘collections’A framework is an articulated set of relationships