Associated British Foods plc

1. Associated British Foods plc Minimum Standards in Selection: GWF May 2013

2. Agenda • Opening – why are we here? • Purpose and outcomes • Introductions and housekeeping • Minimum Standards in Selection – a Framework • Next Steps

3. HRD Conference Seville 2011 • What do we do well/need to improve across ABF as regards Selection?

4. HRD MeetingBackground of the Review Objectives of the Review • Review current ABF practice • What is ABF doing well, and what could be improved, in assessment methodology and process? • Review/evaluate current ABF assessment tools. • Which tools are used, how and when? How are tools interpreted? How do tools inform decision making? What has/is being done to validate the link between performance and subsequent job performance? • Assess the flow of information, and action taken, from role initiation through assessment and interview stages to onboarding and on the job performance. • Identify issues arising, where improvements could be made and where development needs identified. The methodology of the review of current practice of recruitment for George -1&2 included desk top research, interviews with CEOs and HRDs, review of psychometric and assessment tools used, external benchmarking, literature review and analysis.

5. Issues arising, where improvements could be made and development needs identified Assessment & use of insights Finding, attracting & evaluating potential candidates Finding and assessing different groups of candidates Role & capability of ABF stakeholders Pre-Selection

6. Defining a Minimum Standard Minimum Standard Approach to defining a minimum standard Based on the insights from the review about current practice, discussions about solutions to issues and other points raised during the workshop the participants discussed minimum standards in small groups and made their suggestions on a chart visible to all. An approach was agreed in plenary and only points finding general acceptance were included in the minimum standards. The minimum standard was captured and actions agreed.

7. Core elements of minimum standards framework………..

8. SUCCESS PROFILES

9. What is a Success Profile? • Way of capturing the essential skills, knowledge, experience and personal attributes that would set someone up for success in a critical role or leadership level. • Separates out distinct types of data and evidence into specific categories. • It should clearly link back to the business context – Emerging out of future focussed discussions about business challenges and opportunities. • Created through interviews with key business leaders. • It’s not a job description, can complement one. • Not, “what would be nice if…” more… “What would they struggle without…” • Is specific to the level or the role and the business.

10. Success Profiles Capabilities (Skills/ Competencies) What I can do Knowledge What I Know Personal Attributes Who I am Experience What I’ve done

11. Success Profiles Personal Attributes/ ABF “Fit” Capabilities (Skills/ Competencies) Knowledge Experience

12. Assessment Tools & Options Personal Attributes/ ABF “Fit” Personality Profiling Interview Questions Observed behaviour-AC 360 Surveys Performance Reviews Capabilities (Skills/ Competencies) Knowledge Experience Assessment Interviews Assessment Centres Case Study Analysis Presentations Cognitive Ability Tests 360 Surveys Nomination Form Performance Reviews CV’s Interviews Knowledge & Experience Checklists Observation Performance Reviews Qualifications CV’s Interviews Presentations Knowledge & Experience Checklists Observation Performance Reviews

13. Assessment Coverage Grid 13

14. ELP Phase I : Personal Insight -Data Points 14

15. Core elements of minimum standards framework………..

16. COMPETENCY-BASED INTERVIEWING

17. Selection Funnel

18. Session Objectives • Increase the accuracy of our decisions, enabling us to choose the right person. • Achieve equity by treating all applicants fairly. • Make a positive impression on candidates by selling the organisation so that we can select and retain the best-qualified candidates. • Ensure consistent high standardof interviewing for GW-3 roles across ABF. • Provide solid data to support on-boarding of successful candidate.

19. Interviewer Challenges • Knowing what questions to ask. • Getting the right quality of data. • Candidate talking too much or too little. • Important information is missed. • Interviewers ignore job motivation and fit. • Interviewers’ judgments can be affected by biases and stereotypes. • Interviewers use different standards to evaluate applicants. • Interviewers’ skills stagnate or diminish over time. • Falling prey to error or bias.

20. Sources of Error or Bias • Primacy and Recency • “Similar to me” • Personal Liking • Stereotyping • Halo/Horns • Positive or Negative Information Bias • Central Tendency • Red Flag Observations

21. Overcoming Error and Bias • Ask behavioural, competency based questions. • Take full notes. • Relate the interview data to the competency behaviours and rate accordingly.

22. Interviewer Best Practice: Summary • Competencies: Targets for Success • Selection System • Data Gathering • Data and STARs • Interview Techniques (Preserve Self-Esteem/Empathy) • Selling the job/ organisation • Motivational / Organisational Fit • Data Evaluation • Data Analysis • Data Integration/Decision Making • Legal Credibility

23. Sample Coverage Grid

24. Sources of Information or “Targets” • Knowledge - Technical and/or professional information needed to perform job activities successfully. What people know. • Experience - Educational and work achievements needed to perform job activities successfully. What people have done. • Competency - A cluster of behaviors performed on a job. What people can do. • Personal Attributes/ Motivation/ Fit - Dispositions that relate to satisfaction, success, or failure in a job. Who people are.

25. Premise of Competency-Based Interviewing PAST BEHAVIOUR PREDICTS FUTURE BEHAVIOUR

26. Questionable Question #1 “If you were a tree (or animal), what kind would you be, and why?”

27. Questionable Question #2 “What would you do if I gave you an elephant?”

28. Questionable Question #3 “What do you think of the artwork hanging on the walls?”

29. STAR Situation/Task = Why? Action = What done and how done? Result = Effect of Action

30. Exercise in Pairs:Building Organisational Talent • Tell me about a talented individual you have persuaded to stay in the business. How did you successfully keep that person in the business? • Tell me about a time when you were unsuccessful in retaining someone. Why were you unsuccessful on that occasion?

31. Planned Behavioural Questions • Describe a problem which required you to consider a number of different angles or sources of information to find a solution. How did you about analysing the problem and arriving at a decision?  • Tell me about a time where there were a number of possible options to choose from in solving a problem or providing a recommendation. How did you go about choosing the best option? What alternatives did you consider and reject. Why? • When have you had to make an important decision without having enough time to gather all the data or consider all the options? • We’ve all made mistakes at times. Can you tell me about a decision you made at work which you later regretted? Why? • RATING_______________

32. Planning Your Questions • Choose the best planned behavioral question to ask first. • Don’t start with a negative question. • Always ask at least two questions and be sure one is designed to gather negative examples. • If you get two complete, meaningful STARs, ask for another (“Can you give me another example?”).

33. Candidate Provides Partial STAR  False STAR  Complete STAR  Interviewer Asks Candidate Provides/ Interviewer Asks

34. False STARs - Part 1 • I usually had no problems with the doctors. Some of the staff did, but I generally got along well with them. • We really struggled when it came time to implement the new system. But, after a few days, we had all the problems worked out and everything was running smoothly.

35. False STARs - Part 1 - Vague • I usually had no problems with the doctors. Some of the staff did, but I generally got along well with them. • We really struggled when it came time to implement the new system. But, after a few days, we had all the problems worked out and everything was running smoothly.

36. False STARs - Part 2 • I believe that people have an obligation to suggest new approaches, even if their ideas are controversial. • I think if you asked anybody they would tell you that my goals are very difficult and that meeting them is one of my greatest sources of satisfaction in my job.

37. False STARs - Part 2 - Opinions • I believe that people have an obligation to suggest new approaches, even if their ideas are controversial. • I think if you asked anybody they would tell you that my goals are very difficult and that meeting them is one of my greatest sources of satisfaction in my job.

38. False STARs - Part 3 • If it had been my decision, I wouldn’t have started the work until I had the design specifications. • The next time I get that kind of resistance, I’ll know how to handle it.

39. False STARs - Part 3 - Theoretical • If it had been my decision, I wouldn’t havestarted the work until I had the design specifications. • The next timeI get that kind of resistance, I’ll knowhow to handle it.

40. Stay Out of the “Woulds”

41. Candidate Provides Interviewer Asks Candidate Provides/ Interviewer Asks One or more follow-up questions. Partial STAR  Follow up to get a true STAR. False STAR  Ask for another STAR under the same planned question or ask another planned behavioural question for this target. Complete STAR 

42. Follow-up: Quick Quiz - Part 1 You say that you like working with others. Does that mean you like working in a team? Behavioral?Theoretical?Leading? Leading–Signals the candidate that teamwork is important.

43. Follow-up: Quick Quiz - Part 2 What happened as a result? Behavioral?Theoretical?Leading? Behavioral–Seeks a result.

44. Follow-up: Quick Quiz - Part 3 You say that their processes are efficient. How would you change them? Behavioral?Theoretical?Leading? Theoretical–Asks how you would change; this is hypothetical.

45. Follow-up: Quick Quiz - Part 4 Why did you decide to do that? Behavioral?Theoretical?Leading? Behavioral-Seeks Situation/Task, factors that led to the candidate’s decision.

46. Create the Right Environment BUILD RAPPORT • Maintain or enhance self-esteem. • Listen and respond with empathy. MANAGE THE INTERVIEW • Make procedural suggestions. • Check for understanding.

47. Quantity and Quality of STARS • 2-3 STARS • Similarity • Recency • Impact

48. Rating Scale 5 = Much More Than Acceptable - Significantly exceeds criteria for successful job performance / motivational fit. 4 = More Than Acceptable - Exceeds criteria for successful job performance / motivational fit. 3 = Acceptable - Meets criteria for successful job performance / motivational fit. 2 = Less Than Acceptable - Generally does not meet criteria for successful job performance / motivational fit. 1 = Much Less Than Acceptable - Significantly below criteria for successful job performance / motivational fit. Clarifying Ratings: N = No opportunity to observe or make judgement I = Incomplete data – Indicates a tentative judgement 5H = Candidate is too high in target

49. Sample Coverage Grid

50. Integrate Data • Each interviewer posts his or her target ratings. • Interviewers discussandexchange data to reach a consensus rating for each target. • Based on the consensus ratings, interviewers decide whether to retain or reject each candidate.