#psychometric test for retail managers

[biosssa]

What Are Psychometric Assessments?

The steerage obtained from laws on fairness, equality and fairness which may be eliminated with the use of HPCSA permitted assessments. The assessment benchmarks the candidate’s present skill in opposition to what can be anticipated of an English mom tongue speaker. Thinking preferences are your most well-liked methods of considering while working in your most natural state.

Being competency-based assessments, the Dilemma Series permits practitioners to watch how potential workers would respond to on-the-job conditions, making it a particularly useful tool for aiding hiring decision-making. Our team includes qualified psychologists and psychometrists who've enterprise savvy and publicity together with intensive information of, and expertise in, psychometric assessments. We work throughout a variety of industries including, however not restricted to, finance, authorized, tourism, manufacturing, engineering, mining, IT, retail, and telecoms in South Africa and Africa. We actively search to understand our clients’ wants and are capable of co-create, deploy, and implement bespoke assessment processes and frameworks, while ensuring alignment to nationwide and worldwide greatest follow.

Surveys provide a wholesome actuality check which builds insight that is critical to stimulating change. Our capacity to design powerful assessments is complemented by our straightforward to use, on-line and customisable survey engine. Well-constructed and applied surveys make certain that the feedback course of is positive, balanced and fair promoting a strong progress mindset, open communication and accountability. The 16PF is a complete measure of the fundamental traits comprising regular grownup personality. It is troublesome to offer a high stage view of a psychometric assessment battery, as for every position there are completely different psychometric assessment that can be utilized. Personality and integrity are normally two features that are related to most positions.

All we need are a few basic bits of information and two hours of your time for coaching, both face-to-face or remote. It combines the Trainability matrix with our licensed work-style and pursuits questionnaires (work orientation scale and work-type orientation scale). Go via the hiring course of to place your thoughts comfy and to raised put together for what's about to come.

As part of the assessment programme, members go through a debriefing session, during which they're provided with information on accepted approaches as decided by the norm for the precise management stage. This session can additionally be used to give feedback to the individuals concerning psychometric test the relative energy they already have in comparability with the norm. Each particular person receive a Career Management and Planning file containing Personal Development Plans, Development Contracts, Development Suggestions and so forth. As quickly as they obtain their feedback reports, these shall be integrated into the file.

Comprehensive psychometric assessments have become essential for employers trying to put the ‘right’ folks in the ‘right’ positions. These assessments are fast becoming an indispensable tool for providing efficient coaching, helping managers turn out to be more environment friendly, and ensuring that those people who are promoted, will in reality succeed. Section 8 of the Employment Equity Act fifty five of deals with psychological testing of employees. Section eight to of the EEA units out 4 necessities before tests/assessments can be used on workers. Section 8 of the EEA supplies that psychological tests will have to have "been licensed by the Health Professions Council of South Africa" before they may be utilized by an employer. Our earlier article on the Employment Equity Amendment Bill briefly dealt with the removing of section 8 of the EEA.

The line manager then additionally trusts the assessment as part of the method and doesn’t hinder the decision making. We will remain agnostic towards assessments so that we are able to inform you what's greatest in your psychometric assessments organisation to use – regardless of assessment house and affiliation. I provide a big selection of psychometric checks for psychologists engaged on household and forensic issues, to use and administer themselves.

Help with the identification of potential no matter expertise or qualifications. Please notice that in light of the lockdown interval introduced by President Cyril Ramaphosa to cease the spread of Covid-19, we're conducting consultations electronically via Zoom. This is a video convention tool you can download out of your app store or access online right here. Checking ability test questions are introduced in a 5-option multiple selection format, which requires a respondent to corroborate no less than 2 items of reference material earlier than identifying any errors.

Our approach is totally compliant with the Employment Equity Act requirements of validity and reliability and we use HPCSA recognised psychometric assessment tools. We supply a carefully chosen combination of psychometric devices to supply excessive predictive validity options. Our options embrace a combination of assessment centre devices, psychometric instruments and technical assessments.

[surbhibsooni-blog]

Skills gap that hinder your success .

Companies these days are working aggressively to diagnose the current workforce’ skill gaps. Meanwhile, ML and AI, blockchain, agile, design thinking, lean startup, product management or many more advancement in technology field are creating lot of buzz these days, but this growing technological landscape is facing acute deficit of workforce.

Meanwhile, there are some evolving ecosystem for learning and sharing which help in creating skilled workforce through different mediums, for example, webinars, weekend workshops, meetups, and high end training. Also, there is ample scope for online solutions providing assessment, coaching and benchmarking with peers and others globally.

In this shifting paradigm, the overall situation has become crucial for corporate because of ongoing demand of skill sets especially in intermediate and mid level career. Companies are working on front foot to inculcate habits to learn, share, discuss, acquire startup and entrepreneurship mindset through several development and learning plans. Another important aspect is succession planning in which skills gap works as an important factor for any prospective candidate.

On other hand, even for an individual’s growth there are several applications available online and other channels to inculcate the habit of learning and making oneself more advanced, skilled and competitive. There are several tests available on talent grooming, skills assessment, succession planning and psychometric assessment which help people fix their skills gap. The overall ecosystem of learning platform is growing, but still the skills gap remain a major issue for industries across the sectors. For example, supply and demand of skilled workforce for block chain, AI and ML, or any emerging advanced technology is quite imbalanced. The gap is prevalent in the intermediate and senior management roles due to less supply of right talents. For examples, a recent report from Nielsen says there is around 56 percent gap in leadership and communication skills which delays in leadership hiring or succession planning in many organizations.

The ultimate journey of an individual career comes from risk taking and learning new things. Staying within the comfort zone can never make anyone a successful leader or entrepreneur. While there is a growing demand for experts, product leaders etc across the industries which is the right recipe for growth, the supply of such talents are still a big question mark. To overcome this threat a collaborative approach is required where companies, education bodies, professionals and training and assessments providers work together to redefine the meaning of talent by mitigating the skill gaps.

For instance, when a person wants to join a retail organization in order to service and design the data driven strategy through AI and Machine learning, a candidate with analytics or reporting background will not be a right fit. Similarly management techniques such as conflict management, negotiation skill, people management or product leadership are must haves for any inspiring leader or mid manger for long term sustainability and growth.

It is time for you to take a step back, assess your skills and then take a big leap on your career for long term growth and prosperity.

[cornerstonechina]

CORNERSTONE CHINA-GLOBAL EMPLOYER SERVICES IN CHINA WITH ADVANCED EXECUTIVE SEARCH

China's leading research based executive search firm Cornerstone basically deals with aiding global companies solely with the recruitment process by using advanced search processes. The company was officially started in 1995 and currently has over 60 offices across 35 countries.Having Top PEO firms in China Cornerstone assists companies with the recruitment of efficient individuals who makes the Company a success and also further gets advanced with their careers.The company network delivers a superior service due to its unique structure that reflects present day dynamic Business milieu also their internationally acclaimed boutique firm delivers unbeatable standards in practice search and recruiting services for client organizations. An international team with 7 locations across China and 16 locations across Asia. Cornerstone has a global reach of over 40 Countries in 70 cities.

Main Services:

Executive     Search - Best Candidates are selected by the Company's Professionals for     the required job.

Leadership     Development - Includes assessment, reinforcement and ongoing executive     coaching.

Board     Consulting - Inorder to build a strong future business environment, board     performances are effectively handled.

Executive     Coaching - Leadership development, On-boarding Career and Role transition     and succession.

Talent Solutions - Talent     mapping, Outplacement services and assessment.

Specility groups are used by the company in a defined way for two reasons:

To     give the client direct access to the best thinking and service in each     business category or specific role, regardless of geography.

To enable advanced     learning and industry-specific knowledge to the group members of the     company so that it will benefit the clients.

Having Global Employer services in China Cornerstone uses search processes that is well defined and organized as it includes Initial Consultation, Position Description, Research/Candidate Targeting, Candidate Identification, Evaluation and Interview, Presentation of Candidates, Candidate and Client Interviews, Reference Checking and Psychometric Testing, Preferring Candidates and Smooth Transition.The workings goes deep into industry, functional and candidate networks that is guaranteed with speed, quality and value.

Cornerstone has many other leading PEO firms in China with a stable client base consisting of astute decision-makers in many of the world’s top ranked companies who consistently assist companies in the appointment of globally competitive individuals. Their approach is about starting with an extensive & complete understanding of our clients. This means in-depth study of the organization from a holistic perspective including their culture, values, business model and strategic goals.Infrastructure, Financial and Professional services, Consumer and Retail Automotive, Digital Media Space, Life Sciences, Media and Entertainment etc.are some of the industry verticals. Fit, Speed and Communication Count are the three critical elements used.

Coming to the authenticity of Cornerstone it uses the key qualities of Diversity, Equity and Inclusion by fully subscribing to the AESC pledge of allegiance to eliminate racism and discrimination within the organization. It uses a strong code of practice like amiable approach with the clients, guaranteed data management, presenting candidate information in confidence etc. in all of their business dealings. Career and Transition services are also included which includes Leadership development, On-boarding, Career-Role transition, Career planning and Succession planning.

Some other Code of Practices used are :

Cherishing     the association with all their clients and treating them with absolute     integrity.

Taking     only assignments of which they're confident of delivering to an excellent     standard.

Ensuring     and guaranteeing that all data on the client company are handled with     Complete confidentiality.

Presenting     candidate information in confidence only after interviewing and with the     permission of the individual involved.

Introducing a candidate to     only one client at a time.

[xtruss]

What No One Tells Uou About Psychometric Testing

Posted by Roxanne Abercrombie on March 31, 2015 View Blog

Psychometric testing has long been splitting opinions in the recruitment industry, with one camp of recruiters labelling them a valuable assessment resource and the other labelling them a pseudoscientific pile of crock. Despite the substantial doubt cast over their value, psychometric tests are used by some 70% of large companies in the hiring process. In fact, all evidence suggests that the popularity of psychometric testing is on the rise.

So, why is it that a practice which is widely regarded as hokum is so frequently used by recruiters? It would seem that psychometric testing is the Marmite of the recruitment world, and its advocates are just as passionate as its skeptics. If you’re in the former camp, it might be time to reconsider your stance…

What’s It All About?

As a science, psychometrics began in Cambridge between 1886 and 1889. In those days, it was a field largely interested in trying to measure the differences in human intelligence levels. Over the years, psychometric testing began to be integrated within employment procedures to gauge a candidate’s cultural fit.

Used to assess the suitability of potential employees, the most common recruitment psychometric tests of today are designed to reveal details about behavioural traits and personality which don’t come to light within the interview process. The other type of test comes in the form of an aptitude or ability assessment, devised to measure reasoning or cognitive ability.

What Are The Perceived Benefits?

Recruiters who champion psychometric testing as a hiring tool assert that it reduces risks by revealing a candidate’s character. Personality profiling can (potentially) help to ascertain how a candidate behaves in certain working situations, providing a projection of how they might work if offered the job. The argument exists that the tests can be instrumental in making people aware of their strengths and weaknesses – leading to better self-management in the workplace.

During interviews, it is always more difficult to evaluate a candidate’s personality and performance traits than it is to evaluate their education, experience and skillset. Psychometric testing aims to solve this problem and offer as much insight into a candidate’s suitability possible. For these reasons, many recruiters use psychometric tests in conjunction with a range of recruitment strategies to inform their hiring decisions.

Are the Benefits Real?

Despite a century of trial and error and countless tests being given and appraised, there is still no conclusive scientific evidence that psychometric testing works. Though some tests are better than others in the sense that they have been designed specifically for the purpose of the candidate’s job performance, many are entirely irrelevant. Even the ‘better’ examples can only offer a rough measure of what they claim to show.

Psychometric testing was founded on inaccurate theories about multiple intelligences, and the tests used today are largely HR voodoo which offer no certainty of validity. Aside from the fact that people often lie on these tests and they can easily be manipulated, establishing the legitimacy of psychometric testing through means other than the tests themselves is near impossible. Given the fact that personality tests tend to confuse correlation and causation, they cannot be used as any kind of reliable indicator that s candidate is fit for the job.

Simply put, psychometric testing is inaccurate, unreliable, unfounded and easy to influence.

Could Psychometric Testing Actually Be a Harmful Practice?

For recruiters, psychometric testing is a waste of time and money. More concerning that the wasted resources, however, is the limitation that these tests put on a recruiter’s gut instinct. In an industry reliant on powerful and intuitive interpersonal skills, psychometric testing can often cloud the impression that was formed during the face to face interview. The instincts of a seasoned recruiter are incalculably more accurate than a pseudoscientific questionnaire, and these instincts shouldn’t be complicated with unnecessary procedure.

For candidates, psychometric testing is as impersonal as it is encumbering. A candidate looking for retail jobs in a supermarket shouldn’t be expected to spend their time completing a zany online personality test. It’s a barrier, and a barrier which can eliminate candidates who may not test well but who would make a committed and competent employee. People are highly complex, and a psychometric test takes a broad (and therein unfair) approach in attempting to understand their multifarious traits and talents.

There is also a real risk that psychometric testing puts candidates into pigeon-holes. By telling someone what ‘type’ of character they have, you label them and consequently limit them. Psychometric testing is a bad practice for recruiters and candidates alike, and should have no place in a modern hiring process.

The Real Impact of Psychometric Testing

Last year, the use of psychometric tests came under fire in the UK after a bank chief was hired based predominantly on his test results. Despite having no relevant previous experience in finance jobs, Reverend Paul Flowers was hired as chairman of the Co-op Bank for a lucrative three-figure salary after performing exceptionally well on his psychometric test. Flowers was later forced to quit in ignominy over a £1.5billion black hole in the Co-op’s balance sheet – causing psychologists to compare psychometric testing to little more than a Victorian superstition.

VIA – an American psychology organisation – recently admitted that their personality test is a failure and told a UK government agency to stop using it on jobseekers. After flunking its scientific validation, the test was discredited and put out of use. To reiterate, this was a test being used by an official UK government agency. Worrying, isn’t it?

In further controversy, Carl Filer hit the news when he was offered a promotion by store chain B&Q, only to be sacked because he subsequently failed a psychometric personality test. Examples like this are alarmingly commonplace, and a quick Google search can tell you how much damage psychometric testing can have when used as a serious science.

Time to Choose

In 2015, psychometric testing should no longer be given weight as a plausible recruitment procedure. In her 2006 book, The Cult of Personality, Annie Murphy Paul claims that personality tests are leading us to mismanage our companies and misunderstand ourselves. When used in recruitment, all reasonable logic would conclude that these tests also cause us to cloud rather than clarify our judgments.

With absolutely no authentic evidence supporting its validity, it’s time to cull psychometric for the sake of the recruitment industry’s credibility. Would you agree?

[drmyler]

.Organisational Psychology

Emotional Labour – Organisational Behaviour

 by

 Dr Stephen F. Myler

 Abstract:

 Putting on a good show, keeping face, professionalism in customer treatment can all be examples of emotional labour. When in the workplace dealing with others whether they be colleagues or customers we tend to give a positive emotional response despite the negativity of the other person (customer complaint) or our own current mood state (sadness, irritability) known as emotional dissonance. In this paper we will explore the phenomenon of emotional labour and its effect on workers productivity and social relations. The general outcome being that the strain of that dissonance creates mental health problems in the workplace.

 Introduction:

 Emotional labour can be seen as the affect of the current mood of a worker whilst engaging in interactions with others – putting on a good face for example despite feeling emotionally uncomfortable. (1. Robins/Judge 2013) These emotions can be driven by organisational expectations of an employees behaviour towards customers, clients and co-workers in support of the business goals to profit. For example in the service industry, customer complaints should be handled with a polite professional smiling attitude so that the customer perceives that their complaints are receiving serious attention. Despite the fact the service provider (customer relations officer) maybe be in a personal bad mood, have life problems or employment concerns – all this is swept aside to provide the company's public positive image to the customer. For the employee engaged in such activities the strain of appearing positive and enthusiastic may cause both physical and emotional strain often leading to further deterioration in mood after work and in between assignments. You could argue that a good deal of the time we are in fact faking our emotions (feelings) in front of and towards others to support social conventions for example being polite. If a customer's complaint is unreasonable, they are showing anger, accusing the company or misleading them and selling shoddy products – the company service support worker must maintain control over their own emotions despite feeling that the customer is wrong and the complaint is unwarranted or even ridiculous they still have to maintain the company driven reaction to the customer with calm professionalism. (2. Myler – Case Studies 2018) Some companies make being happy at work almost mandatory – where staff entertain, create an atmosphere or encourage excitement over the product and its associated feelings of happiness. For example, theme park staff forced to smile all day – try it yourself – it is very stressful to keep a happy demeanor in the face of disgruntled visitors waiting hours in a queue for a five minute ride or the phone shop worker being asked to entertain the queue of waiting customers with hi-fives and silly games. (3. Grandey et.al. 2010) Many customers in fact reporting discomfort at being targeted for unwanted attention and interaction). Therefore there is a difference between felt emotions (what I am actually thinking and feeling) than with displayed emotions (what is expected of me). After an interaction the employee can feel both exhausted by the forced situation and emotionally angry at faking their feelings for the benefit of others. Many people who suffer from depression report that faking happiness is the biggest strain of the day.

 Culture and Emotional Labour

Culture may impact on how someone sees emotional labour as the expectations of others in the  light of social comparison. (4. Matsumoto etal. 2009) For example many American service jobs, such as retail staff, service providers and customer interaction workers all feel that a positive upbeat smiling enthusiastic person is a definite requirement for the companies image management. The monocor – have a nice day – often rings false in the ears of those who understand this is not a genuine sentiment but a practiced social grace. In other cultures such as Japan or Asia in general – forced politeness or deference to not displaying emotions may in fact cause particular strain on everyday life where displaced emotion can be seen in acts of violence and sexual deviance. The French tend to not display openness in dealing with customers but in fact a non-smiling or even impolite attitudes towards their clients. This can cause companies dealing in global markets problems with staff in having to adapt and understand policy in line with the cultural underlying expectations of behaviour.

 Mental Health

 Many psychologists, counsellors and others such as nurses encounter patients (clients) who maybe presenting mental health problems such as anxiety (worry about future events) or depression (living with the past) that report difficulties in the work place in faking their emotions towards both colleagues and customers – that they feel the strain of the day at home later through irritability, sexual indifference a lack of appetite and sleep. Keeping up appearances at work therefore effects the very quality of our lives both in and out of the work place. (5. Myler Case Studies 2018) Dealing with difficult people whether customers or colleagues leaves us feeling exhausted physically and mentally. In therapy the psychologist maybe searching for psycho-dynamic reasons for the negative feelings from past patterns of behaviour and often miss the power of the here and now effect of faking your feelings at work simply due to enforced company policies that require us to present an image of well- being and happiness that actually is not there. Treatment therefore should focus on workplace stress rather than personal history.

 Role Play & Emotional Labour:

 Of course we are schooled from an early age in how to act given certain social situations, for example being happy at a birthday party ( don't spoil it for everyone) to look sad at the funeral (even when we did not even like the deceased). We have learned behavior for situational displays of affect. Have you ever been told off – criticised – looked at the person with a smile on your face – and they say, “what are you smiling at?” they think you are not taking them seriously enough, acknowledging their concerns – the truth maybe that we think their remarks are unwarranted and silly – however our learned correct response is to – look serious and be intently listening – while all the time inside feeling what an idiot this person is! In other words we are often asked to fake it – for the sake of the other persons feelings – this is often seen as high empathy when in fact it is more often just a learned reaction to a situational event. Emotional intelligence is seen a as a panacea for management effectiveness but maybe little more than learned responses to situations, rather than a genuine cognitive response to some event. In other words emotional intelligence maybe more pop psychology than a fact. Measurement for emotional understanding may reflect no more about the learned response to given situations we have come to understand through cultural, generational and traditional customs of our community or group behaviour. Psychometric tests for emotional intelligence may in fact be invalid and not robust enough to provide any useful measure of a persons feelings towards others but in fact reflect that learned behaviour – what should be the response not what I actually feel inside.

 Attributions Theory – Misunderstanding Others:

 Attribution theory ( 6. Heider – 1958) suggests that we attend to what we see more than what we know. In other words – we do in fact judge a book by its cover. So if we are busy faking our emotions so must everyone else? So how do we know that the mood being displayed to us is genuine or faked. We pride ourselves on being able to know others feeling by their facial expressions, there seemingly genuineness and authentic sounding responses. In fact much of the time we maybe reacting to the faked emotion rather than the real one. We are often surprised to hear someone committed suicide – we may say – they always seemed so positive and happy looking – but that is exactly what a mis-attribution is – the lack of skills to identify a real emotion from a faked one – we are actually quite good at emotional labour at work and so do we really know what anyone is actually feeling, as opposed to what they are displaying to us. So the helpful shop assistant may in fact be bored rigid at having to seem enthusiastic about a product she has already spoken about ten times that day already.

 In Summery:

 Emotional labour is a situation where the employee expresses the companies desired response to a given situation. Emotional dissonance are our feeling of confusion between our internal feelings and the face we put upon the situation given company policy towards others. Felt emotions therefore being what we actually feel as opposed to displayed emotion being the faked response to another person. Finally emotional intelligence being no more than learned responses to events as we behave given the situation we find ourselves in. The consequences of faked emotions can be strain leading to emotional exhaustion that has both physical and emotional outcomes for mental health and general well-being. Judging others may in fact lead to mis-attributions where we think the faked emotion is in fact the real feelings of the other party.

 To be honest, open and authentic would be real intimacy in our relationships but carries the high risk of rejection and misunderstandings.

 References:

  Robins S.P. Judge T.A. 2013 – Organizational Behavior 15Ed     Pearson Publishing

Myler S.F. 2018 – Myler Case Studies 2018/19 Unpublished

Grandey A. et.al. 2010 – Work in the Global Services Economy –     Journal of Service Management.

Matsumoto D. 2009 – Culture & Emotional Expression – New     York, Taylor & Francis publishing.

Myler S. F. 2019 – Myler Case Studies 2019 Unpublished

Heider F 1958 – Attribution Theory – Oxford Dictionary of     Psychology 2001

[7hrconsultancyuk-blog]

Banking Recruitment Agency in London

A Bank is a financial institution that manages people’s finances, handling all kinds of accounts and providing loans to people to carry out their financial expenses. A power to manage millions of customer's transactions each day with rules and regulation policies. Which also includes in-store and online spending, bills payments, wages and benefits, cash machine withdrawals etc. financial institutions that accept deposits from people and help them to secure their money. Some of the functions that are been carried by the banks are transferring money securely, sale and purchase of foreign exchange, issuing of a letter of credit, collections of cheques and many more. The Bank industry covers the retail and commercial banking activities of deposit-taking activities. Banking Recruitment Agency in London is very much active in hiring candidates in this field.

The topmost companies in the bank Industry in the UK are Lloyds Group, Barclay, The Royal Bank of Scotland, HSBC, Santander. The market share of gross mortgage lending of Santander is 10.5 %, Barclays – 86 %, HSBC - 8% and Lloyds had the largest market share of gross mortgage lending with over 40 million British pounds in lending in 2018. Banking Manpower Recruitment Agency in London is associated with the banking companies in hiring the best of talents for them.

Leading Recruitment Agency in London knows the best of companies that provide opportunities in these sectors. The bank sector is large and where it tends to provide all sorts of roles that are available for all sorts of different skill sets. Talented employees from this stream are highly sought-after in this sector. As these are the people who can contribute to the Bank companies too. Roles that different companies offer in this field are: • Fund Manager • Investment Analyst • Client Adviser • Risk Manager • Compliance Officer • Operations Analyst • Business Technology Specialist • Equity Trader • Brand Manager • Credit Analyst • Customer Service Specialist • Project Manager • Cost control Officer There are a lot many opportunities in this field to endeavour. London Recruitment Agencies helps an individual to reach their goals, by recruiting them within this field by analysing their profiles, their qualification and eligibility criteria as per the requirements mentioned by the banking companies.

Banking Recruitment Agency in UK undergoes a strategic process while hiring the best of candidates as per requirements. The process starts with: • Application form: To register-in for the opening job. The application form plays an important role where it does the crucial filtering in the bank’s application process. After certain criteria (Depends on the requirements) is fulfilled the form is accepted and the candidate is been proceed to the next level • Psychometric tests: Candidates are required to give the psychometric tests as it is essential for the company to carry out the required procedures. Also, some of them go through “personality questionnaire” where the candidates who are more emphasis are been placed for hiring • Telephonic or Video interview: Banking Companies are going trendy with technology. The candidates who have passed all the above levels have to go through video calls instead of travelling and visiting the company. • Final Round Interview at Company or Assessment Centre: If the candidates make through the interview call, they are expected to be called back for a final round interview by the company, could be called as the rigorous interview process • Offer Letter: Offer Letter is been granted to the candidates who pass all the respective criteria from qualifications to the required levels.

Banking Sector has so much to offer and provide opportunities to the job hunters who are looking out for such an opportunity in this field. Banking Manpower Recruitment Agency in UK ensures to provide the best of the talents to the companies as well as providing practical exposure to the individuals within their respective fields.

[educationtech]

Help young people gain skills that employers need | Arya College

With the advent of time, the rapid spread of digital technologies around the world is boosting economic growth and expands opportunities in many ways. But the benefits of technological changes are not evenly distributed to workers globally. For high-skilled BTech students, technology in most cases complements their skills, increases their productivity, and often leads to higher wages. In other words, middle and low-skilled workers provide benefit on the degree to which technology complements or substitutes workers in job functions.

Help young people make the most of online work platforms

Signing up to online work platforms might seem simple, but getting jobs is not as easy. This is because of the lack of skills to secure relationships or contracts, lack of good internet connectivity and lack of computer access. In response, Digital Divide Data train youth in digital skills like transcribing and tagging audio and video files. They match students of Top Engineering Colleges to online work with clients worldwide and provide access to computer centers where young people can do the work.

Provide digital skills training to make youngsters employable across sectors

In recent years, many countries have experienced fast growth in terms of employment. Digital jobs for the students of B Tech Colleges extend far beyond the business process outsourcing industry. Digital skills have become increasingly valuable across different functions.

For instance, there is a high demand for digital skills in sectors like retail, hospitality, tourism, and financial services. Across functions, digital skills can make young entry-level candidates more competitive for customer service, sales, human resources, data management, and information technology positions.

Help young people gain skills that employers need

Training can customize to nurture the right skill sets and attributes for the students of Top 10 Engineering Colleges. This is only if employers provide input into curriculum design and data about what makes a high-performing employee for them,

For instance, Campus Placement colleges focus on partnering with employers who can commit to bulk job placement. Connections to employers and demand-oriented program design resulted in job placement rates as high as 90% across the Digital Jobs training programs.

Provide soft skills training and workplace simulations

Designing programs to include workplace simulations and soft skills training are critical for employers. In addition, soft skills training enable students of Engineering Colleges in Jaipur to improve their communication, collaboration, and resilience in professional settings. They emphasize soft skills training by providing a safe, virtual environment for young people. With this, they can prepare for workplace scenarios that they would encounter on the job.

Apply new technology to increase the effectiveness of job matching services

Online career and recruitment platforms can help improve job matching across sectors for the students of Best Engineering Colleges.

For instance, some companies apply psychometric testing to make it easier for young people to find work that matches their interests. The technology also helps youth identify gaps in their skills in relation to jobs they are interested in. Also, it offers them the opportunity to gain those skills through self-learning modules. In addition, employers benefit from recruitment technology solutions such as automated analysis of resumes.

Thanks for Read our blog, you can check out full blog on official Page Arya College, Arya College is one of the Best Engineering College In Jaipur Rajasthan. In This College Many Branches for Engineering you can make great future with us. Arya College Provides Computer Engineering, Electrical Engineering & Electronics Engineering’s Branch for our Engineering students with top companies placements in campus.

[bigyack-com]

Green Light for MotoGP in Buri Ram, Thailand

The Sports Authority of Thailand has confirmed that the MotoGP, scheduled to take place in Buri Ram from 20-22 March, will go ahead as planned. With the COVID19 outbreak affecting a number of locations and events worldwide, especially in south east Asia, the decision required official confirmation that it could proceed.

After consulting with the Ministry of Public Health's Department of Disease Control, the Sports Authority of Thailand has officially communicated, on behalf of the Royal Thai government, that there is no major risk and that strict preventive measures are in place. The FIM Grade A and FIA Grade 1 Chang International Circuit in Buri Ram in the north east of Thailand opened in 2014 and hosted the Superbike World Championship in March 2015. The state-of-the-art circuit hosted its first MotoGP in 2018, and then again in October 2019. The ThaiGP attracts teams, media and fans from around the world, bring much needed income and media attention to this beautiful part of Isaan. See latest Travel News, Interviews, Podcasts and other news regarding: MotoGP, Buri Ram, Roi-Et, Sisaket, Ubon Ratchathani, Khon Kaen. Headlines: AirAsia to Resume Manila - Saigon Flights; Launch Clark - Tagbilaran  COVID19: Qantas and Jetstar Make Major Changes to Network  Air Astana Changes Ticket Rules for Travellers from HK, JP, MO, SG, KR and TH  Hong Kong Int. 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[qmcareers]

What is a graduate scheme?

At this time of year, you might be hearing a lot of people talking about graduate schemes; but what do you know about them?

A graduate scheme is a structured programme that combines working and training, targeted at recent graduates. They allow graduates to experience many aspects of both the role and the organisation as a whole, over a period of anything from 3 months to 3 years.

Things you need to know …

There are a limited number of spaces available on any graduate training scheme, so employers will set minimum requirements to qualify for entry, in a similar way to when you applied to university. It’s common for employers to expect a 2:1 degree or higher for most graduate schemes (see here for information on schemes available to graduates with a 2.2).

In some sectors, such as finance, retail management and surveying, graduate schemes are common in the large companies. Other industries such as the charity sector, journalism and NGO fields run very few graduate schemes.

Application deadlines are often from September to December, almost a year before the start date, so you’ll need to start looking now if you’re in your final year.

Graduate schemes are competitive and only 12-15% of students get a place on one.  They tend to have a longer and more formal recruitment process. 

Salaries tend to be relatively high for graduate roles.

The application process

Usually the process begins with an online application, where you will need to demonstrate your key skills and how you match what the employer is looking for. Applicants can expect to complete multiple rounds of interviews, psychometric tests and assessment days. Telephone and video interviews are now increasingly common as employers look for more efficient ways to filter out candidates in the early stages.

Work experience

Employers value work experience highly, so use your time at Queen Mary to seek out opportunities to develop the skills employers are looking for. You can find more information on this here: The Basics: Job Hunting

What other options are there?

 Although SMEs (small and medium sized enterprises) employ fewer than 250 staff each, they make up 99.9% of all businesses  in the UK, making them a great place to find graduate opportunities. Graduates often overlook smaller businesses and send applications to well-known companies where competition can be particularly fierce.

Smaller businesses tend to ONLY recruit graduates in entry-level roles, rather than running graduate schemes.  Employing graduates this way is more flexible, as you can recruit as and when positions are required by the business.

Positions suitable for graduates could include finance officer, research analyst, trainee community education officer, human resources assistant etc. These can also be found in large companies in sectors where graduate schemes aren’t common.

The selection process for a role in an SME is usually less than two months and vacancies become available throughout the year.

Career development and progression is based on applying for promotions, either inside the organisation or at another company.

Click here to book a one to one career’s appointment

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[rposervices]

The Complete Guide to Skill Testing

Skill testing can give recruiters a competitive advantage in today’s ultra-competitive job market. Not only that, but candidates who are hired on merit, rather than background, tend to stay longer and perform better over the long term. Here’s how to use skills assessments to fill your open positions and to keep your pipeline full of happy, engaged candidates.

What We’ll Cover

What is a skill test? How skill testing works How to run a skill test Using skill tests during hiring Skill test examples and templates Do new hires like doing skill tests? What are the benefits of a skill test? Do skill tests work? Skill tests vs. interviewing Additional resources

What is a Skill Test?

A skills test is an assessment used to provide an unbiased, validated evaluation of a candidate’s ability to perform the duties listed in the job description. Typically, a skills test asks a variety of questions in different formats to see how candidates perform on-the-job tasks. A good skills test includes questions that are capable of being answered by someone already doing the job and can accurately measure key performance metrics. Questions should also be specifically tailored to relate to the responsibilities of an open position. Many skills tests include immersive experiences, like coding challenges or job simulations, to mimic how a candidate performs when faced with a real-life scenario. Other types of job-readiness evaluations deploy validated psychometric assessments to identify those in-demand soft skills: things like motivation, conscientiousness, resilience, and emotional intelligence. A personality assessment varies from a skills test in that it predicts how a person will behave in a specific scenario, rather than their ability to complete a task. While skills test cover task-related abilities, like coding, copywriting, or sales, some pre-employment assessments integrate the less tangible capabilities – things like teamwork and leadership. These qualities are sought after by executives at more than 900 companies, according to a Wall Street Journal survey of executives. Yet, 89% of those surveyed said they have a “very or somewhat difficult time finding people with the requisite attributes.” Where traditional hiring methods fall short, a skills test can easily clarify a candidate’s true talent. Overall, skills tests can play a critical role in predicting on-the-job success. More so than resumes or job interviews, a skills test can assess the true potential of a new hire to go the distance with the company. Here’s how skill testing works, and why more companies than ever are starting to integrate skill testing into the recruitment and hiring process.

How Skill Testing Works

Skill testing works best when the questions being asked are specifically crafted to the role and needs of the team hiring the new candidate. In designing a skills test, combine different types of questions to get a 360-degree view of how a candidate will perform in different scenarios. There are a variety of ways to set up a skills test – and we’ll get into the mechanics of how to actually run the assessment in the next section. But, designing a thoughtful aptitude test takes some initial foresight on behalf of the hiring manager and team. Research by Deloitte suggests this sample process for selecting and implementing skill testing questions: Define the “human elements” needed to perform the job Compile questions that will measure and predict these human elements Use the data gathered by the skills assessments to empower the next round of the screening process Post-hiring, evaluate the efficacy of the hiring assessment to ensure the questions delivered the best result. Ultimately, the best use for an aptitude test is to help recruiters move away from the resume and allow candidates to prove they are the real deal. Crafting the right series of questions should be a collaborative process between the recruiting team and the team hiring the new employee. Here’s how these teams can set up and run a skills test.

How to Set Up and Run a Skill Test

In designing a skills test or pre-employment assessment, there are a few specific steps to take in order to thoughtfully structure your questions. Vervoe recommends following these best practices in setting up and running your skills test. These tips can help with candidate engagement and lead to high rates of completion. Your skills test should include a minimum of six questions; somewhere in the eight to ten range is best. At least a few questions should require text answers; start with a text-based response in the first question, rather than a video or immersive question. At least one question should be multiple choice. Include an “immersive” style question, in which the candidate edits a document, spreadsheet, or presentation. To retain a candidate over the entire experience, start with easier questions and build up to more difficult ones later in the assessment. Try to minimize use of timers to account for technical difficulties and give the candidate the best chance of success. We also suggest that video responses not be timed; there are too many technical issues that can result from a candidate trying to film a one-way video interview. If you do wish to set a time limit, make sure it’s at a minimum of five minutes. Running a skills test through Vervoe, or any other platform, is relatively straightforward. Vervoe’s Talent Trials let you select questions from a library of assessment tools, or design your own questions based on the specific needs of your company. The Talent Trial library offers questions and trials created by experts in their fields, meaning they have at least 3+ years of experience in their specific area of expertise. You can preview questions from any of the Talent Trial areas and add them seamlessly through the Vervoe platform. Now that you know how to set up an aptitude test, when should you deploy this tool during the hiring process?

Using Skill Tests During Hiring

Timing is everything when it comes to adding a skill assessment to your hiring process. Research by Harvard Business Review revealed that skills tests should come early in the hiring process. According to their study, “Many service companies, including retailers, call centers, and security firms, can reduce costs and make better hires by using short, web-based psychometric tests as the first screening step. Such tests efficiently weed out the least-suitable applicants, leaving a smaller, better-qualified pool to undergo the more costly personalized aspects of the process.” Skill tests should be used to screen candidates in, not out. The issue many recruiters face is that the volume of candidates makes it impossible to carefully consider each person’s ability. Smart algorithms and AI tools can turbo-charge candidate assessments by scoring results quickly and removing human biasfrom the equation. Vervoe’s algorithm scores candidates using a multi-layered approach. Candidates are ranked based on how well they performed, rather than filtered out if they didn’t achieve a certain benchmark. The top candidates easily rise to the top; but no one misses out on being considered for the next round. When used early in the hiring process, Talent Trials can select a more diverse pool of applicants to continue onto the next phase.

Skill Test Examples and Templates

There are many ways to set up a skills test, depending on the position for which you are hiring. Pre-employment skills tests can cover a range of positions: administrative assistant, finance and accounting,and call center reps are just a few roles that companies hire for using Talent Trials.

Excel skill tests, coding skill tests, typing skill tests, and other computer skill tests are the most common forms of pre-employment assessments. Some companies focus on questions that are task-related, e.g. “Create a Powerpoint Slide that has a video embedded in the presentation.” Questions can get hyper specific to test a niche skill, like a coding language, or be posed more broadly to test the general requirements for success at a certain level.

Some companies choose to focus on verifying the skills that will help a candidate succeed beyond the immediate position. This approach skews closer to a pre-employment assessment, with questions designed to reveal if a candidate can climb the corporate ladder, adapt in a challenging work environment, or respond under pressure. For example, one call center rep test included questions such as, “You have an elderly customer on the phone who is having trouble understanding your instructions. A colleague is also trying to transfer a call from a customer you served before, and you have a scheduled follow-up call happening in 5 minutes. How would you handle and prioritize in this situation?”

Multiple choice, open-ended questions, and pre-recorded video responses are all great ways to see if a candidate has what it takes to do the job well. But, do candidates enjoy answering these types of questions?

Do new hires like doing skill tests?

By most accounts, candidates appreciate the opportunity to showcase what makes them great at their job. Orica, the world’s largest provider of commercial explosives, integrated skill testing into their interview process to the delight of their job candidates. In revamping the interview process for graduate students looking to join the Orica team, recruiters consolidated their online evaluation components into one platform, Vervoe. The Talent Trial test combined questions focusing on skills, logic, and values. An average of 86% of candidates completed the online process, and the reviews were mostly positive. Here’s what the candidates had to say about the skills test: “The tests required total engagement and thought, and were a clear demonstration of what makes Orica different from any other company.” “I think the questions were very diverse and it allowed me to showcase myself, my skills and abilities in different ways.” “It gave me an opportunity to showcase who I am as well as challenge my skills” This is just one example of how a skill test can change the entire interview process for a potential new hire. In a job market where people spend an average of 11 hours a week looking for a new job, it’s easy to get burned out, fast. Every job description starts to look the same; every interview begins to feel stale. When given the opportunity to showcase their talent through real-world tasks, job candidates will jump at the chance to be engaged with the job description, rise above their resume, and challenge themselves. Companies that use Vervoe’s Talent Trials experience a 97% candidate completion rate, which is among the highest engagement rates in the industry. Candidates love the opportunity to stand out from the crowd. Even if they aren’t hired, skills testing offers a break from the repetition of the stale interview experience.

What are the benefits of a skill test?

The benefits of a skills test aren’t limited to the candidate experience. Recruiters looking to hire diverse, high-performing teams with better efficiency and consistency can use pre-employment tests to their advantage. Skills tests are a better predictor of performance than resume screenings or traditional interviews alone. Resume screenings are bad for three reasons. First, studies suggest that it’s common for candidates to lie on their CV. The person you think you’re hiring may not actually possess the qualifications you think they do. Second, resumes only provide a high-level view of a candidate’s credentials and work experience. These items don’t offer qualitative insight into actual on-the-job performance. Coupled with recruiting biases that are built into the process, the third threat is that recruiters are privileging candidates based on background and demographics, rather than talent. Perhaps this is why new hires crash out as often as they do. According to one study, 46% of new hires “fail” within the first 18 months of being hired.

Skill tests can help take some of the bias out of the interview process, give recruiters a new evaluation metric to consider, and lead to happier, long-term hires. There’s ample evidence to suggest they really do work better than many of the other traditional hiring methods recruiters have relied on in the past.

Do skill tests work?

In our experience, skill testing works better than traditional hiring methods – with some caveats. Without a doubt, aptitude tests can be used to replace resume screening. This style of sorting through candidates increases the chance that the best candidates will be unfairly eliminated. Good people get screened out, rather than screened in. So-called “pedigree proxies” – resumes and cover letters – are not indicative of job performance, yet they are often the quickest way a recruiter or algorithm can think of to cut down on their stack of candidate resumes. Skills tests improve time to hire while allowing the hiring manager to see how someone will do the job, before they get the offer. This reduces turnover costs, which add up quickly: the cost of making the wrong hire can be up to 2.5x salary, easily over $100,000. Working with Vervoe’s Talent Trials, on the other hand, can help a recruiter identify the best people at under $100 per hire. The best skills tests, however, need the right formula to help the candidates succeed. Some recruiters focus narrowly on the skills that will help a new hire succeed in the immediate position for which they are hiring. Yet, many CEOs emphasize the importance of soft skills – things like leadership and teamwork. New hires may end up being disappointed and leaving because they lacked the soft skills needed to adapt to their new team, not necessarily the skills to perform the job. Recruiters must integrate questions into their skill assessment that focus on critical soft skills that predict long-term success. These validated psychometric assessments are key to assessing “culture fit” without defaulting to recruiter bias.

Skill tests vs. interviewing

In conclusion, we’ll leave you with few thoughts on skill tests compared to interviews. First, interviews, in general, need a total overhaul. Recruiters have been asking the same, outdated interview questions for decades. Many candidates get overwhelmed by the performance anxiety inherent in the interview and may make (forgivable) mistakes. Nevertheless, many recruiters like the security of meeting someone before making an offer. Many recruiters seek the same insight from a group interview or case study that they would get from an individual skill test. Unfortunately, using these methods can’t give you the same valuable information as a straightforward aptitude assessment. Case studies can be too conceptual; rather than seeing how a candidate will approach the work listed in the job description, case studies ask abstract questions. The goal of asking “how many tennis balls can fit on a Boeing 757” is not to see if the candidate can guess the right answer, but to see how they approach the question and reason through their response. But this knowledge doesn’t always serve a recruiter with the best predictor of on-the-job success. Group interviews provide more insight – into a candidate’s teamwork, leadership, and communication, for example. Yet, in a group scenario, extroverts tend to dominate. It can be difficult to see how each candidate performs as an individual while trying to consider the group at once. In summary, skill testing is all about understanding whether a candidate can do something or knows something. It’s about verifying their ability to go the distance with your company. Pre-employment assessments differ slightly in that they focus on predicting how a candidate will behave in certain scenarios, not what they can do. By combining questions from skills testing and pre-employment assessments, recruiters can get a more accurate picture of the candidate’s ability. Read the full article

[careerjugglr]

Aldi jobs: Entry-level graduate positions come with $87K salary

ALDI is paying university graduates more than dentists, doctors and engineers.

The German discount supermarket has opened applications for its 2019 graduate program, with 16 positions available across NSW, Victoria, Queensland, South Australia, Western Australia and the ACT on a starting salary of $87,000.

That’s more than any of the careers with the highest starting salaries in the country. According to Graduate Careers Australia’s 2015 report, dentistry and optometry had a median starting salary of $80,000, followed by medicine on $65,000, education on $61,000, and engineering, earth sciences and mathematics on $60,000.

“I joined the Aldi graduate program in 2016 after studying Law and Commerce at the University of Notre Dame,” area manager Caitlin Gallagher said in a statement released by Aldi, which wants to position the industry as a viable career path and debunk the notion that retail is only for part-time jobs.

“While I was at university, I had a friend who worked at Aldi. I had the opportunity to not only watch his career evolve, but build a career path I didn’t even know existed. After I graduated from university, I looked into the program. The role was really appealing to me ... so I applied and joined.”

At the end of the 18-month training program, graduates take on the role of area manager — a position which attracts more than 9000 applications a year — responsible for running three to five stores.

The position comes with a company car, an iPhone and five weeks’ annual leave. After five years, graduates have the opportunity to increase their salary to $155,000 including superannuation.

Ms Gallagher said the program was a “comprehensive 18-month course in everything Aldi, where you learn about all the departments and how the business works from the ground up”.

“You start by working in the stores to learn how the shop floor operates and the importance of teamwork,” she said.

The role comes with a company car and an iPhone.

Applications close this Sunday 18 March.

“You also spend time in the Sydney head office rotating through different departments learning about quality assurance, logistics, property management and corporate buying, just to name a few.

“Another great aspect of the program is the training provided on developing your leadership skills. Aldi has a unique management system that provides principles to help guide us on how we should lead and develop our own teams.

“Graduates also work with area managers and mentors who show you everything you need to know for when you complete the program and move onto the next level. The graduate program allows you to develop a broader understanding of both the Aldi business, and the retail industry and in particular develop your leadership skills.”

Ms Gallagher said she definitely saw a long-term future at the supermarket. “I’ve watched numerous colleagues move into a variety of different roles within the business,” she said. “There are many interesting and exciting opportunities to pursue within Aldi, so I definitely see myself staying long-term.”

To be eligible, applicants must be in their final year of study or have recently completed a bachelor’s or master’s degree in any discipline and demonstrated “academic excellence”. Graduates must be flexible enough to relocate throughout the state during the training and placement period.

The process consists of an online application — closing this Sunday 18 March — a video interview and psychometric testing, an individual interview and an area manager session. Offers of employment go out in May, with the program commencing in February 2019.

Earlier this year, Aldi said it looked for professionals from all sectors to run its retail stores, with 42 per cent of area managers coming from non-retail backgrounds, and 24 per cent consisting of former scientists, engineers, teachers, IT experts and psychologists.

“Our area managers have an enormous influence on the management and direction of our business, and are one of the key leadership roles we have,” James Buonopane, corporate finance and administration director at Aldi Academy, said at the time. “Most of our top leaders today started their careers as area managers.”

Last year, former lawyer and Aldi area manager Kelly Wells revealed how she made the decision to leave the legal industry to work in retail — the second-largest employment sector in Australia — describing it as “one of the best things” she had ever done.

In October, new figures showed Aldi taking a bigger slice of the $100 billion supermarket sector, further eating into the market share of IGA and Foodland with its expansion into South Australia and WA.

IBISWorld’s supermarket report put market share for Aldi on 8.6 per cent and Metcash on 7.5 per cent, compared with 7.9 per cent and 7.5 per cent respectively 12 months earlier. Woolworths holds 36.8 per cent of the market, followed by Coles on 30.9 per cent.

While Aldi consistently receives high scores in independent employee satisfaction surveys, some former checkout workers and managers have described how employees are required to meet strict performance quotas, such as scanning 1000 items per hour or unloading a certain number of pallets, or face the sack.

frank.chung@news.com.au

Originally published as Aldi’s entry-level job paying $87,000

[builtforjobs231]

Increase your job skill level with secure life.

Complementing these are general competencies and behaviours that are essential for successful working. These are the key employability skills – the core skills which will cause you to effective at work, whatever job you are doing . they're sometimes referred to as transferable skills because you develop them over time and take them with you as your career develops; consider them as your passport to career success. you will need to draw on your work experience to offer evidence of those skills.

Managing ambiguity

Our advice explains what's meant by managing ambiguity and why it's a very important skill in complex, fast-changing environments, like the retail sector.

Resilience

Graduate employers search for resilience in their recruits because it enables employees to deal with change, problems and stress. determine the way to develop your resilience and the way employers assess it during the recruitment process.

Analytical skills

Analytical skills enable you to figure with different sorts of information, see patterns and trends and draw meaningful conclusions. Analytical skills are often assessed using aptitude or psychometric tests.

Enterprise and entrepreneurial skills

Spotting gaps within the market, suggesting ways to enhance processes, or arising with new ideas are all signs of an entrepreneurial approach. You don’t need to found out your own business to form use of your enterprise skills; many employers are going to be searching for graduate recruits with these qualities.

IT skills

The best thanks to demonstrate your IT skills to employers is to point out that you simply are ready to use them to realize something, and you'll demonstrate this with examples from your studies, extracurricular activities or work experience.

How to describe your skills on your CV

Here are three tips to assist you write your CV during a way that showcases your skills.

When you're     giving details of the talents you developed during a job, internship or     work experience placement, reflect the competencies listed within the     description and provides samples of the foremost relevant skills first.

Use confident     language to explain your skills, for instance , by drawing attention to     awards or praise employers have given you.

If you’re     struggling to seek out how to write down about your holiday or part-time     jobs on your CV, remember that it’s better to specialise in transferable     skills than routine tasks.

To get your best opportunity  just click on "Jobs in USA, UK, Canada."

[mayankrawal18]

Top 5 Female-Founded Startups in India

Female-founded start-ups are on the rise in India. With their determination, perseverance, and passion, women have come a long way in our country and are now set to change the startup landscape of India. In the world of business, which was majorly a man-driven industry, our women are growing by leaps and bounds. Not only are they making their mark in fashion, food/beverages and lifestyle industries, they are also penetrating into the technology and other sectors and doing great for themselves. As per statistics, of the total number of companies that got seed funding in India, more than 15% are founded by women. This might not sound like a great number, but it is an increase from what it was earlier. Let’s take a look at some of the very significant female-founded startups in India and their founders:

1. Shoplues- Radhika Ghai Aggarwal

ShopClues is an online marketplace selling everything from technology and fashion to footwear and jewelry. It was established in July 2011 and is based in Gurgaon, India. Radhika Aggarwal is one of the three co-founders on ShopClues and is India’s first woman to enter the Unicorn Club. She holds an MBA from the Washington University in St. Louis. Prior to entering into the entrepreneurial venture, Radhika worked in the marketing department of companies like  Nordstrom in Seattle and strategic planning at Goldman Sachs. Prior to ShopClues, she had started a company called FashionClues, which was a content portal for NRI women.

2. MobiKwik- Upasana Taku

MobiKwik was founded in 2009 and is a company that provides a mobile phone-based payment system and digital wallet. Upasana Taku and her husband, Bipin Preet Singh are the founding members of this company. The husband-wife duo saw a great opportunity to improve mobile recharge options and this drove them to begin this venture. Before MobiKwik, Upasana had founded another payment gateway called Zaakpay. After completing her MS in Management Science & Engineering from Stanford University, she worked at PayPal in San Jose, California as a product manager, before returning to India in 2008.

3. Freshmenu- Rashmi Daga

FreshMenu is a full-stack online kitchen that serves global cuisine right at your doorstep. Its menu keeps changing on a daily basis unlike ordinary restaurants  and has offerings spread across mains, salads, appetisers and desserts. Freshmenu was founded by Rashmi Daga in 2014 out of Bangalore. It now has its branches in Mumbai, Gurugram and Delhi with 26 operational kitchens. Rashmi Daga is an IIM-A alumnus and has previous work experience in many companies including Bluestone.com, Olacabs, TutorVista, LifeScan and more.

4. Infibeam- Neeru Sharma

Infibeam is an internet and e-commerce conglomerate involved in digital payments, online retailing, e-commerce software and internet services. The company was founded in 2007 and has offices in Ahmedabad, Delhi, Mumbai and Bengaluru. Neeru Sharma is the co-founder of this company and she heads the corporate and business development sector. Prior to venturing into this company, Neeru was working at Alcatel India as product manager, leading R&D projects in the intelligent network services domain for major telecom partners in India, Australia and France. She holds an MBA degree from Carnegie Mellon University.

5. LimeRoad- Suchi Mukherjee

LimeRoad is India's first boutique fashion marketplace for women. LimeRoad was founded by Suchi Mukherjee in 2012 when she realized that there was no way to discover lifestyle and accessories for women online easily. She has previously worked in eBay UK and was also the Director and a member of Executive Management Team at Skype.

The Glow & Lovely Careers (formerly known as Fair & Lovely Career Foundation) offers hundreds of free online courses for girls from the best providers across the world for girls in India to study online anytime, anywhere. strives to encourage women from all sectors of society to go far in life with their education and career choices. We believe that good education can mould a woman’s personality and change her outlook towards the world. In order to enable women to have a great career, the Glow & Lovely Careers provides free online courses and expert career guidance on their portal. It also provides online practice tests for various exams, psychometric tests, free online resume builder tool and much more so that women get the right guidance on education and career.

[jonat941]

$900Million Quality Of Hire Commitment: How to Win the HR Recruitment Strategy Competition?

Or How to Improve Your Quality Of Hire QoH to save you a ton of hiring and onboarding costs.

The quality of hire is the holy grail of recruitment and can ultimately win the HR strategy jackpot. How? Please continue reading to know the How and more importantly, to discern the Why.

Quality of Hire is the value the new hires contribute to the long term existence of the business. The QoH recruitment process will yield a steady stream of qualified new employees who will become top performers and retire from the firm.  

So, the enterprise will gain from QoH just as long as there is a strong commitment. However, this metric is difficult to measure since it needs to gauge the quality of new hires' biannual to annual performance. QoH requires a long-term commitment to succeed. 

QoH is becoming a priority in many organizations globally. Photo:: LinkedIn

According to LinkedIn, 40% of companies' worldview rank it as their top priority.

From surveyed companies, HR doesn't measure QoH due to time or technological constraints.

This article will guide talent hunter professionals to measure and then improve their QoH rating and finally show the strategic business benefits.

What is the quality of hire?

Percent of recruiting pros whose companies currently use these metrics and who say these metrics would be very useful over the next 5 years. Bar Graph: LinkedIn

The quality of hire is the performance and tenure of a new hire that contributes to the long term success of the company. Moreover, QoH KPI rating measures the number of positions filled by the right candidates. These hires are successful and productive employees. Also, research shows that top-performing employees tend to generate 4x the output of average employees.

Consequently, the value a person gives the company is more than the cost of recruiting him is the minimum baseline for the QoH. The ideal situation is that most of the hires become top performers, demonstrating recruiting departments' strategic and financial value to the business. The best state for any recruiting department is a high QoH KPI rating. This high rating is the result of a high number of hires that become long term employees and also top performers.

Therefore, a reliable recruiting department with excellent hiring procedures will generate a steady stream of qualified hires. These new talents enable long term survival of the company. If the hiring process is producing less than desirable candidates, then immediate remedial action is required before the problem out of hand. Have a look at some of the QoH metrics and changes to the hiring method that can resolve the issue.

The QoH calculations will start and end with data from various employee metrics.

 Let us see samples of the formulas for the quality of hire below.

There’s no single calculation, but most businesses define the QoH as some combination of three core metrics: retention, engagement, and performance ratings. Bar Graph: LinkedIn

LinkedIn reports the top three ways the QoH is measured are:

Retention: the length of time new hires stay at the company (e.g., measured as a rate of new hires staying vs. new hires leaving 90 days post-hire or within the first year of hire)

Employee engagement: Measured by the new hire’s self-ratings based on Employee Experience (EX). Survey them to gain insight into how happy a new hire is in their role to collect valuable information about the organization’s QoH.

Performance rating: indicate an employee's level of performance or achievement (e.g., measured by how satisfied management is with the new hire performance from 1-5)

In order to assess whether the hiring process is on the right track or not we need to develop a quality of hire formula.

Formula 1: 

QoH = (Job Performance  + Retention + Employee Engagement) / N

Where:

N = number of indicators (in this case, N = 3)

An important detail here is to make sure all your measurements are using the same scale (e.g., all scores out of 10, all scores out of 100).

Formula 2:

QoH = (Sum of the QoH scores for all new hires) /  (# of new hires)

This formula shows the degree of success the recruiting process is by scaling the average ratings of all hires with the retention rates. First, let's see the new hire retention rate formula.

Formula 3:

New hire retention = (# of new hires who remained employed for the measurement period) / (# of new hires at start of measurement period) x 100

The Bureau of Labor Statistics reports Feb.2019-2020 the annual retention rate for high-volume roles such as in the retail industry is approximately 40.8% (i.e., a 59.2‬% turnover rate). When the average cost to replace an entry-level employee is estimated to be $4,129, high turnover gets costly quickly.

Consequently, if Walmart replaced just 10% or 220,000 employees of their 2.2 million employees in a year, it would cost them approximately $908,380,000! Millions of dollars.

Formula 4:

Overall QoH (%) = [Avg. QoH score + (100 – New hire Turnover Rate)] / 2

Again, make sure your measurements are using the same scale (in this case, both measurements should be out of a 100).

Because turnover is so costly, retention weight is doubled to carry more importance in determining QoH: 

Formula 5:

QoH = [Average QoH score for all new hires) + 2(retention)] / 3

New hire employee data collection has now become more and more automated and digitized. Employee Experience, performance rating, employee engagement, and realtime surveys feedback data can now be easily accessed and processed to calculate the QoH in dedicated HR apps. 

The IT department can customize the HR app to link QoH metrics to determine the reduced cost, increased revenues, and other company financial goals.  

Reducing cost for turnover is inversely proportional to the retention rate increase. The average cost per hire is $4,129 so the turnover rate reduction will reduce cost when the retention rate increases as a direct result of the quality of hire.

Formula 6:

(cost of replacement per hire) x (# of new hires) / (retention rate)

Gartner analytics asserts that companies can lower the cost per hire by expediting time to fill the vacancy. Moreover, by leveraging on AI learning ability in recruiting, the rate of QoH of new hires candidates remains high.

Effectively utilizing AI's capabilities will result in long term best-fit candidate hires and lower onboard costs.

The Corporate Executive Board CEB estimates that the average vacancy cost equates to upwards of $500 a day per open position. If you’re able to reduce your time to fill, you can calculate how much you reduce costs associated with a vacancy:

Formula 7:

($500) x (days reduced in your time to fill)

 Research has determined that top performers produce 400% more than the output of average employees.

The revenue generated by company employees can be calculated and attach a monetary value to each new hire high-performance employee.

Formula 8:

(revenue generated per employee) x 4

How to improve your quality of hire

Currently, only 48% of recruiting pros whose companies currently use quality of hire.

For most organizations, the first step in improving their quality of hire is defining what it is in the first place. Other key areas for improving your quality of hire include collecting the right data, streamlining recruiters’ workload, and aligning hiring managers.

Your company recruitment department can access resources then gather hiring processed data and performance and retention ratings of employees.

Date before hire:

Job preview tests, Scores on psychometric assessments, and interviews.

AI graded resumes.

Data after hire:

Retention ratings, managers’ satisfaction ratings, and new hires’ engagement self-ratings.

The number of times promoted, ramp up data as days to full productivity and training.

The quality of hire rate calculation accuracy will depend on how accurate the data and number of metrics included.

Hiring managers and professionals are taking more than 25% longer to review and decide on shortlisted candidates for all vacancies. Thus the need to facilitate the recruiters' workflow and significantly reduce time to fill by about 65%. Simplifying the recruiting processes and tools effective in removing bottlenecks to the workflow is the following:

Speed up screening through AI automation and integrate with ATS.

Identify areas of priority by analyzing conversion rates.

To identify resources to prioritize based on demand impetus and creating templates like candidate emails.

A resume spends on average 37% of its time under review by a hiring manager according to iCIMS’ findings. To get hiring managers invested in the quality of hire goals the following needs to be done:

Consult with the hiring manager in the kickoff meeting to produce a clear definition of the quality of hire.

Inform on most effective interviewing best practices (e.g. Most Significant Accomplishment (MSA) question, Problem-Solving Question (PSQ), Anchor and Visualize technique).

Follow up on managers’ new hire development plans and collect inputs for onboarding ideas and concerns.

Photo: USM Systems

How technology is improving the quality of hire

Recent recruitment processing technology has benefited from the digital age and AI has made the most in the smart talent hunting technology development. Neural learning automation has reduced time to fill by around 66%. Consequently, AI will impact positively on the quality of hire rating.

The potential of AI is to automate the matching between candidates’ experience, expertise, and abilities to the specific qualifications for the vacancy. So, ideally, this AI matching ultimately should lead to more productive hires who are more likely to stay with the company.

Moreover, AI neural learning is enhancing the quality of hire in screening, assessment, interviewing, and talent intelligence. 

The AI screening app is versatile enough to integrate with existing HR software and tools like HRIS, ATS systems, onboarding, or offboarding tools. Also, AI-based chatbots can identify qualified candidates almost instantly performing Level 1 "matchmaker" scanning and filtering mechanisms to rank each candidate in real-time. 

Further, the AI app employs multi-layered real-time and historical dashboards and tickers that can take note of and archive the applicants' interaction with the company. For example, their logins, questions answered, and related data organized into easy to comprehend graphs, ready for later examination and use.

The use of AI in assessment is the new norm in tech-savvy companies and regularly informs and aids in HR and talent hiring decisions. For instance, lifelike chatbot-type interviews with candidates in situational judgment tests (SJT). These chatbot questions the candidates' and analyses their response to proven algorithm-based to decide and rank the appropriateness and correctness of the answer.

AI uses video-recorded interviews of candidates' voice and facial expression analysis to assess personality traits to analyze work style and cognitive ability.

Intelligent Talent hunting is the use of AI to improve the overall recruiting process to improve the quality of hire rating. Particularly, AI automates resumes screening and interview scheduling, assessments, and video interviews. In short, AI gives an overall result and ranking of all the candidates and synthesizes pre-hire data with post-hire data including, on-the-job performance, turnover, and other HR metrics. 

The quality of hire overall significance in producing prolific long-term top performers

Management commitment to the quality of hire is deficient as almost only 50% of all companies surveyed use it. However, nearly 40% more want to utilize the metric in the next five years, making QoH of significantly high importance indeed. Moreover, not only does it reflect the company's ability to hire top talents, but it inspires them to stay. The turnover rates are low in high QoH establishments and, this equates to low total costs to fill these positions. The turnover rate costs can run into hundreds of millions of dollars. For example, if Walmart replaced just a 10% annual turnover or 220,000 employees costs $908,380,000! Millions of dollars. If we use the retail industry turnover rate of 59.2‬%, the figures suddenly skyrocket to a whopping $5,377,609,600 billions of dollars annual cost to replace vacancies. Ignoring the quality of hire can hurt a company's bottom line in the long run. It stands to reason why QoH considered by almost all the companies surveyed of utmost importance. For your company's survival, commit to QoH ASAP.

[analyticsindiam]

In Conversation With CRIF’s Atrideb Basu & How He Scaled Data & Analytics Practice In India

CRIF is an Italian company, based out of Bologna and caters to more than 6K banks and financial institutions across 30+ countries globally. In India, CRIF has two broad arms – one is the 100% subsidiary (called CRIF Solutions India) – which focuses on consulting, analytics and products and the other is the credit bureau where it has major ownership (CRIF Highmark) – which focuses on multiple services on retail and commercial side. In 2015, CRIF set up the Centre of Excellence (CoE) for analytics and decision engine which provides solutions and services that covers the entire customer lifecycle —  risk assessment, marketing, acquisition, customer management and collections.Today the 85-strong analytics arm, headquartered in Pune is a one-stop-shop for all data and analytics related needs for the BFSI and telecom sector across Asia and the Middle East.  AIM caught up with Atrideb Basu, Senior Vice President – Consulting & Products, Asia & Middle East who set up the analytics practice in India to understand how he put in place people, process and technology at CRIF India. Basu also talks about the rapid growth of analytics practice and consulting that supports several regions, localization of analytics in India and scaling the team from 10 to 85 in a span of few years.   Read the full transcript of the interview to find out more:  Analytics India Magazine: Can you tell us about your role in India and how has the journey been so far?  Atrideb Basu: It’s been a fantastic roller coaster ride. I am sure my boss hired me because I drive a Punto (that’s when you really think what are the odds). When I joined in 2015 – the concept of building an analytics unit in India was new to CRIF – so we had to first convince within the company that we can develop a team in India to deliver – and then grow from there. CRIF has been historically very strong in credit bureau scorecard development, we understood this relatively quickly and added our own punch on the top of that. Think of it as a paneer pizza and implemented it in Dubai and India. From there, we never really looked back. We scaled rapidly from 0 to 85 resources in 4 years and have achieved more than €3 million as revenues in the region. AIM: Can you tell us about your vision and how you set up the CoE in India wrt approach and technology? AB: We started with a small team and tested certain aspects. We were successful. Then we scaled up a bit and tested some more. Luckily, it was also OK. Then I think the momentum just catches up. The key aspect remains that you focus on the basics like problem solving and execution and have fun with the extended team. But there are a few things which we did were important. We didn’t want everyone to think alike – so we hired folks with diverse background with experience in policy, risk scorecards, marketing scorecards, fraud, collections and then in specific products like personal loans, credit cards, two-wheelers, business loans, affordable housing etc so that we can bring diverse experiences together. This helped in two important ways  – firstly resource engagement was a given as everyone is doing something new and secondly – our thoughts were naturally out of the box. Everyone pitched in with their ideas to solve something and created a slightly differentiated offering Another example is that by design we do not separate the delivery team and the pre-sales team. Typically, if you see in most consulting organisations, the delivery team and the pre-sales team are separated. The same guy who is building the solution is also the same person who’s pitching the technical content to the client which allows them to connect better and simplify the problem. The last is being technology agnostic. So, to us, it does not matter if we need to use any statistical language – like SAS/Python/R to solve a problem. The team has worked very hard in this area. AIM: What are the kind of analytics products tailored for India? AB: There are multiple products/solutions of course. When a company like CRIF opens a Centre of Excellence in India – it brings a full suite of its global expertise – sees what can be relevant – what needs to be localised – and then does it. The objective is to always keep the solutions simple and relevant – despite the multiple complexities that might have gone into development. The first thing we did is to enhance the scores on the bureau platform – both for consumer and SMEs – on the fundamentals of stability and precision – as anything else might be disastrous. We spend a considerable amount of time (more than 12 months) to develop these solutions and tested it with multiple players – so that we were sure it adds value. We are committed to do many more things on the bureau data itself – creating open-box consulting solutions, bringing in specialised scores to allow better underwriting, and more importantly, changing the mindset of our customers where we are consultants that solves business problems by “developing strategies and not just a team that gives a score”. The second aspect we work towards is customised solutions. This helps in multiple ways. One, it allows the customer to have a solution on a population that it is focused towards (so solves the right data issue) and two, it creates a more focused algorithm that gives the customer a competitive advantage over other players ( for example it can help you underwrite a segment that most of the other players will not).  The third aspect we focus on is working directly with clients on their data: be it optimisation of policy, development of bespoke scorecards (application or behavioral or collection scorecards), optimising the right loan amount to be given, deciding on the right way for deciding on cut-offs, whom and when to cross-sell and then finally presenting all this to their board to a faster internal approval.  AIM: Of late there has been a rise in alternate data utilised by fintechs for P2P lending. Can you share your thoughts on this trend and how is this set to grow?  AB: Of course. Having more data leads to the first degree of competitive advantage (eg. new to credit customers) and then using it effectively should lead to the second (which also means storing the data properly). But the banks will accelerate to catch up and we will reach a stage – where the delta comes out – “what is the real advantage that alternate data can give over and above tradition underwriting data” — I mean we really would not trust if someone told us 5 years ago that the higher the ratio of # of selfies vs other camera shots, higher is the 90+ days past due likelihood. But today, we may not reject this outright — and will try to empirically test it out and see if we can justify this by some psychometric traits. So, yes, the possibilities have expanded, and it is exciting.  Second is the mindset of empirics over experience. If someone does not believe this (and for sure there will be plenty), please look at some examples like Leontief paradox – where empirical studies can overrule proven theories.  The point is – create a blind testing facility, fail multiple times, and fail very fast, and then the iterations towards a new logic/path/way is faster. This is the only way we grow now with the proliferation of technology and data. The only caveat is that this needs to be managed in a profitable way😊. AIM: Can you talk about CRIF’s role in Regulatory Analytics and how you are delivering a comprehensive approach to clients?   AB: CRIF is very strong globally in Basel2 and IFRS9 projects. As I had mentioned earlier, this unit is set-up to bring the full global expertise to India and IFRS9 is no exception. We have started working on IFRS9 in Philippines, Indonesia and Lebanon and soon will work in India too. We focus very sharply on the expected loss computations in this space and been successful in lowering the ECL% for the banks while increasing the robustness of the methodology. I can openly say, it is very difficult to compete with this methodology – so once we start deploying this in the market – and players ready to adopt something new — it will be disruptive.  Read the full article