IBM Smarter Workforce Summit Toronto 2015: Creating a “Quality” Quality of Hire Program

Westinghouse Non-Proprietary Class 3 © 2015 Westinghouse Electric Company LLC. All Rights Reserved.
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Michelle Yokitis – Westinghouse Electric Company
Geri Barrison - IBM
Creating a “Quality” Quality of Hire Program

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Safety Brief
• Use Situational Awareness
– Be aware of any tripping hazards
• Emergency Exit
Be safe, think safe and always be on the
lookout for others.

3
Westinghouse Electric Company –
What We Do Matters
Mission: As the need for electricity grows around the world, our
mission is to remain focused on delivering new plants, developing
and improving our products and services, and excelling in our
operations.
Vision: Our vision is to be the customers' choice in supplying
leading-edge nuclear technology to satisfy the world's growing
demand for energy. Nearly 50 percent of the nuclear power
plants in operation worldwide are
based on Westinghouse technology

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Leading Through Technology
Westinghouse’s AP1000® pressurized water reactor design features
safe passive technology design certified in multiple countries, and
based upon Westinghouse’s 50+ years of experience
V.C. SUMMER
VOGTLE
HAIYANG
SANMEN
•Eight AP1000 units under construction
worldwide
- Four units in China
- Four units in the United States
Photos © Georgia Power Company; South Carolina Electric & Gas Company;
Sanmen Nuclear Power Company Ltd.; Shandong Nuclear Power Company Ltd.
All rights reserved.

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IBM/Westinghouse Relationship
• Kenexa client since 2002
• Became system administrator in March 2009
• Been working with Geri as our CSC for 5 years
• Completed projects such as
– Global implementation (Germany, Belgium, France, Spain, Sweden, United
Kingdom and China)
– Integration with onboarding tool
– Integration with HRIS
– User Integration
– Foundational Integration
Strong business partnership has enabled
us to utilize the system to it’s fullest
extent

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Business Case
• Cost savings/cost elimination mode
• Recruiting challenges
– High number of potential retirees
– Lack of nuclear experience
– Hard to find skills sets
• The average cost of hiring a new employee now exceeds
$3,479 (Bersin & Associates, 2012)
• Cost of a poor hire = $300K – 500K impact
(HCI SWP Participant Guide)
• Turnover with less than 1 year of service = 1.2%
• A high performer can add 2-3 times more value than an
average employee
Strong quality of hire should be equated
to cost and productivity – speak the
language of the business

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Metrics Journey
Reactive –
Operational
Reporting
Proactive –
Advanced
Reporting
Strategic
Analytics
Predictive
Analysis
http://www.bersin.com/Lexicon/Details.aspx?id=15302
Strategic
Analytics

8
Why BrassRing?
BrassRing
Demographic data already
available
Slice data by any data in
BrassRing
Can pull reports at any time
Can pull all detail
No Cost
Other
Required asking demographic
questions to survey recipients
Limited options for demographic
data
Quarterly reporting only
Summary only
No cost for basic; Additional cost
for desired functionality

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Project Overview
• Go live date of April 1 – First day of Fiscal Year
• 6 weeks to complete project
• Global process
• Internal and external hires
• Includes interns
• Three surveys:
– Quality of Hire
– Manager Satisfaction
– Talent Acquisition Satisfaction
• Metrics

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Project description - Surveys
1. Quality of Hire
– Sent to Hiring Manager via BR communication and RAM
– Sent 60 days after HIRED
– Results will be stored in Talent Record and Recruiters will
have access to see this
– Request for them to complete it within 1 week
– Recruiters will be responsible for notifying manager the
survey is coming
Helping our recruiters to focus on
becoming a Talent Advisor

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2. Manager Satisfaction
– Sent to Manager
– Sent immediately after HIRED
have access to see this
– Recruiters will be responsible for notifying manager the
survey is coming and reminding them if they have not
completed it in 7 days
– Additional text included on the Manager Satisfaction survey to
indicate they will be getting the Quality of Hire survey in 60
days
Manager satisfaction reflects our ability
to positively impact the business

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3. Talent Acquisition Satisfaction
– Sent to New Hire or Internal Transfer
– Sent immediately after "Hired" date
– SENT TO PERSONAL EMAIL
NOT have access to see this (they will only see the results as
an aggregate)
– Recruiters will be responsible for notifying new hire the survey
is coming and reminding them if they have not completed it in
7 days
Satisfaction with the hiring process is the
start to a positive onboarding
experience

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How BrassRing Supported It
Candidate Forms
Communications Templates
Rules Automation Manager
Data Insight Tool

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Candidate Forms
Candidate forms are used to collect data in BrassRing
associated with a candidate’s hiring process.
• Single/Candidate/Req form is used to ensure the form is associated to both the candidate
hired, and the specific requisition
• Form Formatting allows the user a more visually appealing experience.
• Forms are available to complete via mobile responsive design
• Easy scale of 1 – 5 used to allow for quick completion and easy data gathering and
calculation
Plan forms before configuring forms

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Communication Templates
Communication templates are available in BrassRing to
create formatted, consistent communications to all parties
involved in the Talent Acquisition Process
• Communication (email) templates enable the user to send personalized information using
tokens gathered from other data within the system
• Forms are embedded into the communication for the user to complete.
• Email communications can be sent via automation – there is no manual work for the user.

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Rules Automation Manager
Rules Automation Manager (RAM) is used to create
automated functionality within the BrassRing tool. RAM was
used to:
• Send communications and forms to Recruiter, Hiring Manager, and New Hire based on
the Hired HR Status
• Send communication based on language of application to all parties.
• Delay the receipt of the communication (60 day) per the specs

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Data Insight Tool
The Data Insight Tool is the BrassRing reporting structure.
Data is available from all parts of the system and can be
pulled per the needs of that specific data set.
• Create templates that are preconfigured for the user with all appropriate output fields and
filters
• Schedule reports to be sent automatically to yourself or other members of your team.

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Metrics – Baseline Data
Ran reports out of DIT for :
– Number of Hires - January through February
• Sent Hiring Managers “Quality of Hire Survey”
– Number of Hires - March
• Sent Hiring Managers “Manager Satisfaction Survey”
• Sent New Hire and Internal Transfers “Talent Acquisition
Satisfaction Survey”
Baseline data will be used to show progress
over FY15 and translate to cost savings
and performance improvement

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Metrics - Monthly
• Monthly - will be recorded on Monthly Recruiter Dashboard
– Average Quality of Hire (QOH) score - average of scores for
all questions on QOH survey to manager
– Average Manager Satisfaction Score - average of scores
for all questions on the manager satisfaction survey
– Average New Hire Satisfaction Score - average of scores
for all questions on the new hire satisfaction survey
Country Recruiter Quality of Hire
Manager
Satisfaction
TA Satisfaction
(New
Hire/Transfer)
below 3 below 3 below 3
3 to 4 3 to 4 3 to 4
over 4 over 4 over 4
United States Mike Jones 4.1 3.7 4.3
United States Jessica Smith 3.1 4 4.1
United States Sandy Miller 2.9 3.2 3.7
United States Subtotal 3.4 3.6 4.0
Belgium Julie Welch 4.2 3.7 3.9

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Metrics - Quarterly
• Quarterly
– % completion per survey
• Quality of Hire
• Manager Satisfaction
• Talent Acquisition Satisfaction - Hire
Communication Total sent Total Completed % complete
Manager Satisfaction Survey 141 17 12.06%
Quality of Hire - Manager Survey 165 68 41.21%
TA Satisfaction Survey - Hire 66 29 43.94%
Total 372 114 30.65%

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Quarterly Metrics
Metric Target
March -
FY2014
Status Q1 Progress Q2 Progress Q3 Progress Q4 Progress FY2015 Progress
Below 3
3 to 4
Above 4
Below 3
3 to 4
Above 4
Below 3
3 to 4
Above 4
4.13
Manager
Satisfaction
3.67
TA Satisfaction
(Hires/transfers)
Quality of Hire 4.14
• Summary of feedback per recruiter
– Average score on each question
– Summary of comments
• Summary of suggestions for improvement
• Quarterly comparison/trend (to begin in the second
quarter)

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Why they are important?
• Higher QOH scores correlate to:
– cost savings
– higher engagement scores
– higher productivity
• Vacant positions cost $ per day. We can help lower the $
and the time to fill with more targeted recruitment – focusing
what works, not past misses
• Show value add to the business through quantifiable
measures
Translate benefits to the language of the
business

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Next Steps
• Implement Quarterly reviews
• Link to PFP process
– New Hire Performance rating
– 9 Box
• Link to other data points for targeted recruitment (and
where to avoid)
– Previous employers
– Source of hire (referrals, advertisements, agencies)
– Education/Certification
– Locations
• Drill down to Business Units
– Include on Senior Leadership HR Dashboard

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Questions

IBM Smarter Workforce Summit Toronto 2015: Creating a “Quality” Quality of Hire Program

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IBM Smarter Workforce Summit Toronto 2015: Creating a “Quality” Quality of Hire Program