LEADING ASIAN BANK RELIES ON ACCENDO FOR BUILDING AN AGILE TALENT POOL
The banking industry operates in a rapidly changing environment which necessitated a greater need for agility and innovation across the entire bank. Filling highly specialised roles can be a challenge and with changing workforce demographics as well as an increase in the percentage of millennial workers, the bank needed a more modern approach to top talent recruitment.
To align with all the changes, the bank needed to update its definition of critical roles and skills, and hire people in line with the new requirements. Convinced that the solution was not straightforward, our Accendo consulting team developed a process for connecting the bank with a pool of highly skilled candidates.
Accendo eventually developed a process in which supply (talent pool) and demand (the bank) came together in a unique way.
New Competency Models
Accendo customised competency models for the bank in line with their current needs. These included an updated sales model and an agile workforce model, both of which allowed the bank to benchmark candidates to determine the quality of hires.
Psychometric assessments were also used in the recruitment process across all levels, from graduate upwards. The tools were selected based on the requirements at each level.
Applicant Tracking System
Accendo’s Applicant Tracking System was used for the end-to-end recruitment process in the bank’s graduate programme.
The bank’s recruitment team was trained and certified on how to conduct competency-based interviews. This enabled the team to analyse assessment data and conduct a structured interview process.
The solutions created had been a logical and necessary step for the bank which resulted in a standardised and bias-free selection during the recruitment process. This ensured a consistency in the hiring of the targeted talent profile. On top of this, cognitive tools were also used to test agility, thereby ensuring that the graduates brought in were of the desired high calibre.
The recruitment process for the bank also became more data-driven and scientific, thus aligning with the overall aim of being a data-driven organisation. Despite having a high volume of testing and availability of data, the bank was able to increase the quality of hiring while helping them build a workforce with higher agility.
All in all, 22,600 people were assessed without the need for additional resources. This proved that the process efficiencies were improved and the bank has achieved its aim of increasing and improving its graduate talent pool.