Breakfast with The FIRM - PWC on assessment and selection
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PwC's assessment services are designed to enhance recruitment processes for both student and experienced hires, supported by a team of occupational psychologists. The company faces challenges such as increased applicant volumes and the need for efficient assessments, while also exploring future opportunities like technology integration and objective assessments. The document outlines the structured assessment methodologies used and the emphasis on ensuring top talent quality.
Breakfast with The FIRM - PWC on assessment and selection
- 1. Delivering assessment solutionsPricewaterhouseCoopers23 June 2009PwC
- 2. ContentsOutline of Assessment Services team at PwCUse of assessment at PwC Student hires Experienced hiresAssessing our top talentCurrent challenges for our use of assessmentFuture opportunities
- 3. Section oneOutline of Assessment Services team at PwC
- 4. Slide 4© Assessment Services 2009Assessment Services at PwCSection oneGlobal centre of excellence Driving global assessment standards and best practiceIntegral part of PwC’s recruitment offeringSpecialist team of 4 - Occupational psychologists (Chartered) and assessment specialists Work directly with Student and Experienced RecruitmentDesign assessment processes and toolsValidate and monitor effectivenessManage the use of assessment Training, feedback, fairness, standards
- 5. Section twoUse of assessment at PwC Student hires Experienced hires
- 6. Slide 6© Assessment Services 2009How do we use assessment at PwC? For Student hiresStudent Recruitment at PwC:c.17,000 applicants per year c.1,100 hires per year Generalist route and some specialist routes – c. 10 different vacancy types Generalist route is rolling process Managed by team of 35 recruiters UK-wide Plus a central service centre to manage operationsSection two
- 7. Slide 7© Assessment Services 2009How do we use assessment at PwC? For Student hires – generalist routeSection twoHIREApplication formOnline testingFirst interviewAssessment dayGroup exerciseNumericalreasoningP&P tests - Numerical, LogicalLogicalreasoningWritten exerciseSituational Judgement QuestionnaireSenior interview
- 8. Slide 8© Assessment Services 2009How do we use assessment at PwC? For Experienced hiresExperienced Recruitment at PwC (not including Partners):c.45,000 applicants per year c.1,500 hires per year, c.30% of total hires were internal applicants Many small-volume roles, at all levels Often specialist roles Ongoing recruitment as and when vacancies come up Managed by team of 30 recruiters UK-wide Plus a central service centre to process offersSection two
- 9. Slide 9© Assessment Services 2009How do we use assessment at PwC? For Experienced hiresSection twoHIRECVFirst interviewAssessmentSecond InterviewJob analysis/selection of toolsWritten exerciseP&P tests - Numerical, LogicalCase studyPersonality questionnaire
- 10. Slide 10© Assessment Services 2009
- 11. Slide 11© Assessment Services 2009
- 12. Slide 12© Assessment Services 2009Our global competency framework All assessment is designed to measure our Global Core CompetenciesGlobal framework 10 competencies Across employee lifecycle www.pwc.com/uk/eng/car-exp/exp/apply.html www.pwc.com/uk/eng/car-inexp/student/home.html www.pwc.com/uk/eng/car-inexp/student/employability.html Each competency measured at least once through the interviews and other assessment exercises where used Preferably through observed evidence as well as reported evidenceSection two
- 13. Slide 13© Assessment Services 2009
- 14. Section threeAssessing our top talent
- 15. Slide 15© Assessment Services 2009Partner and Director recruitmentClear and transparent processAssesses skills required in the roleStrong emphasis on candidate experienceEfficient – time is money Tough but fair assessment Parallel to internal process Section three
- 16. Slide 16© Assessment Services 2009Our relationship with SHLPwC has the luxury of a team of inhouse psychologistsPwC global centre of expertise – advice, consultancy, delivery
- 17. we can do much ourselves eg. design of process and some tools, some validation and modelling
- 18. use SHL to support where necessary Assessment Services team uses SHL as an advisory partnerdesign of bespoke personality questionnaire output
- 20. ongoing occasional analysisSection three
- 21. Section fourCurrent challenges for our use of assessment
- 22. Slide 18© Assessment Services 2009Current challenges for our use of assessmentSection fourIncreased applicant volumes in the marketplace Student Recruitmentsift more out upfront with online testing
- 23. increased costs for online testing but saves Partner time and money down the line Experienced Recruitment chance to pick cream of the crop
- 24. use more thorough processes of assessment to ensure our hires are top quality and low riskLess cash for new external Experienced hires more internal mobility – focus on redeployment, emphasis on transferable skills, assessment of ‘soft’ skills rather than ‘hard’ skills
- 25. where internal and external candidates for the same role, assessment process must be suitable for bothSlide 19© Assessment Services 2009Current challenges for our use of assessmentSection fourIncreasing assessment value for moneymore inhouse design of assessment tools where possible
- 26. making optimum use of assessment data from recruitment processKeeping incumbent key talent engagedjoined-up talent management, talent pools, links in with other areas of the firm eg. L&D, Reward, Engagement
- 27. use of assessment in other areas of the firm eg. L&D on training and development programmes Section fiveFuture opportunities
- 28. Slide 21© Assessment Services 2009Future opportunitiesContinued use of technology to enhance assessment processIncreased use of applied/work sample assessmentAlign recruitment more effectively with people processesBroader use of assessmentIntroduction of objective assessment to Partner processIncreasing global reach of assessment centre of excellenceSection five
- 29. Slide 22© Assessment Services 2009Any questions?
- 30. Tamsin MartinAssessment Servicestamsin.martin@uk.pwc.com0207 804 0642This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents accept no liability, and disclaim all responsibility, for the consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2008 PricewaterhouseCoopers LLP. All rights reserved. 'PricewaterhouseCoopers' refers to PricewaterhouseCoopers LLP (a limited liability partnership in the United Kingdom) or, as the context requires, other member firms of PricewaterhouseCoopers International Limited, each of which is a separate and independent legal entity.PwC