Joint Presentation by IBM and PWC

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Welcome

• Joint Presentation by IBM and PWC
• Presenters - Seamus McGrath - IBM
• - Lorraine Toole - PWC

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Agenda

• Looking at Organisational Objectives
• How to measure efficiency and effectiveness
• Measurement of Return of Investment
• Bringing Value

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Objectives Metrics
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The Value Cycle
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Understanding Objectives

• Different people in your organisation may have
  different objectives for the grad hire
• The Project Mgr - Practical skills
• Finance Measurable skills
• CEO - Longer term / Strategy

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Realistic Timeframes

• Groom your Graduates in line with business plans
• Can an Experienced Hires roles be re assigned to
  the Grad, maximising efficiency for organisation
  and fast tracking learning of the Grad
• Succession Planning
• How soon can we move them where we need them

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Cost Per Hire

• Advertising
• Promotional Material
• Assessment Centres
• Interview
• Administration
• On Boarding
• Induction Other Training

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Top Tips

• Understand who your stakeholders are, and the
  perspective from which they are viewing
  success.
• Start off with a clear analysis of the
  organisational and commercial outcomes required
  from recruitment.
• What is the business trying to achieve, and what
  part will successful candidates need to play?
• Carry out an objective and open-minded analysis
  of the qualities people need to perform.

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Top Tips

• Be aware of the changing timelines for business
  in the current climate, and focus on measuring
  return against an appropriate scale.
• Anticipate the questions that your business may
  ask you to help you focus your analysis in the
  right areas.

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Top Tips

• Develop clear ways of tracking and measuring your
  outcomes by setting clear, measurable objectives
  which are linked to delivering a return on
  investment.
• The value of these statistics grows if they are
  measured year on year as they can help you to see
  the effectiveness (or otherwise) of the changes
  you make.
• Consider the wide range of measurements that are
  available against the issues faced by your
  organisations to help you decide where to spend
  time analysing.

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Top Tips

• Use the AGR sector focus groups and surveys to
  compare and contrast your own performance with
  that of other recruiters in your sector and
  across the industry.
• Beware the danger of increasing efficiency at the
  expense of effectiveness, or vice-a-versa.
• Use measures such as cost per hire to demonstrate
  the cost savings that your changes are making.

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Return on Investiment ( RoI)

• Lorraine Toole - PWC

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Return on Investment (RoI)

• Direct financial return from graduates can happen
  in a number of ways
• Graduates are sold directly to your clients on a
  daily fee rate model.
• Graduates working on part of a fixed price
  contract.
• Graduates who work in roles which generate
  revenue directly e.g. sales or retail
  management.

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Return on Investment (RoI)

• As well as direct financial return, we should
  consider indirect returns
• Graduates completing an internal project.
• Graduates completing work that leads to savings
• Graduates who have taken on a role which frees up
  another member of staff into a direct revenue
  generating role.
• In the longer term, recruiting graduates and
  developing them into the position where they can
  take on more responsibility

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Return on Investment (RoI) - Investment
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Return on Investment (RoI) Return
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Return on Investment (RoI)
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Qualitative Measures of RoI

• The extent to which the graduate brings the
  competencies required
• The usefulness of the work done
• Speed of promotion compared to non-graduates
• The cost of senior staff carrying out junior
  level work
• Effect on morale and retention
• Knowledge transfer from senior to junior staff
• Mitigating risk of leavers
• More diverse work force

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But how do we measure these qualitative elements?

• Success Stories
• Exposing good graduates to senior management
• Generate positive PR at senior levels
• Advocates of the business
• Share positive experiences with their peers, thus
  promoting the scheme to a wider audience
• Getting senior management involved in other
  aspects pf the scheme
• Events on campus, awards, placements, lectures etc

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What makes it harderto measure RoI?
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What makes it harderto measure RoI?
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Why you shouldnt pull your scheme

• Stopping the graduate scheme will cause gaps in
  talent pipeline which will be expensive to fill
  later.
• These same gaps may have negative impact on the
  morale of other staff who may feel that they are
  being held back to do the jobs that junior
  joiners would be more suited to.
• Maintaining a continued presence on campus and
  amongst the student body adds to your credibility
  as an employer, especially in the tough times.

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Why you shouldnt pull your scheme

• Pulling out of campus based recruitment will
  inevitably have a negative impact on your brand
• These students may be your clients of the future.
  Withdrawal will make turning the tap back on
  harder in future.
• Withdrawal will make turning the tap back on
  harder in future.
• Anecdotal evidence from other recruiters suggests
  that it can take up to 3 5 years to get back
  the original level of reputation, significantly
  delaying your ability to increase your graduate
  intake when times improve.

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Why you shouldnt pull your scheme

• Sudden withdrawal wastes investment already made
  in recruitment as many of the costs are up front.
  
• Continuing the scheme, even at a reduced level,
  helps ensure some level of recuperation of this
  investment.
• Sudden withdrawal fractures the connection
  between recruitment and induction, training,
  development and performance management.
• The process of getting the right people and then
  developing them to the point where the business
  realises their full potential is long and
  fragile.