From analytics to action: how Shell digitized recruitment
| Date | 10 April 2017 |
| Pages | 76-80 |
| DOI | https://doi.org/10.1108/SHR-01-2017-0005 |
| Published date | 10 April 2017 |
| Author | Sue Lam,Ben Hawkes |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
From analytics to action: how Shell
digitized recruitment
Sue Lam and Ben Hawkes
Sue Lam is an HR
Diagnostics Manager at
Shell Oil Company,
Houston, Texas, USA.
Ben Hawkes is an
Assessment Lead based
at Shell UK Ltd., London,
UK.
Abstract
Purpose –The purpose of this paper is to share how Shell HR enabled technological change in their
graduate hiring assessments.
Design/methodology/approach –Shell receives over 100,000 applications for their global graduate
program each year for fewer than 1,000 technical and commercial positions. The foundation of the
recruitment process is the assessments, providing data and insight on which to make selection decisions.
The effectiveness of the assessments, along with attracting the best candidates, determines the quality of
hire and long-term value to Shell. To stay competitive in the market with job seekers, Shell recruitment wanted
to create a streamlined assessment approach that could be delivered through available technology. HR
analytics and assessment specialists collaborated to review the current graduate assessments to enhance
candidate assessment data, boost candidate experience, leverage technology and make structural
changes that improve cost effectiveness, scalability and efficiency for variable hire demand levels. Focus
groups, interviews, candidate experience surveys and assessment center data were examined.
Findings –The findings indicate that the assessment process was robust but could be streamlined,
particularly by digitizing the process. For example, pre-recorded video interviewing could be utilized early in
the assessment process.
Originality/value –This paper sheds light on the success factors of digitizing the recruitment assessment
process. Information on bringing data analysis to recommendations and implementation is shared.
Keywords Change management, Recruitment, Talent, Analytics, Strategy, Human capital
Paper type Case study
Introduction
Companies are increasingly facing a volatile business environment, and Shell is no different.
For example, in the span of one year, the oil and gas industry saw historically high and low oil
prices, leading to the need for a workforce that can adapt to ever-changing market conditions.
Shell is an organization that grows their own talent; almost all top executives in the organization
started at Shell early in their careers. Thus, to ensure a pipeline of successful yet agile leaders,
Shell needs to hire top graduate talent. Historically, Shell has competed with other similar oil
and gas companies for quality hires. Now, in addition to the traditional hiring pool, Shell
competes with large global companies outside of its industry when recruiting, and having a
robust assessment process that yields a good candidate experience is vital for attracting top
talent and ensuring high-quality hires.
Shell has utilized structured assessments for their graduate recruitment for over 30 years, and
they have been refreshed every three to five years to keep up with the market. Typically, these
assessments have been conducted in person though in 2013, the graduate assessment
process was partially digitized; it consisted of online assessments (i.e. behavioral,
decision-making and problem solving tasks), a phone or face-to-face initial interview and an
in-person assessment center that included an online simulation exercise, a written task, a group
discussion, a case study and a reflection exercise.
The authors would like to thank
Shell Recruitment and HR
Analytics for their work on the
project and for the support of
Thomas Rasmussen (VP HR
Data & Analytics) and Jeroen
de Weerd (VP Recruitment).
PAGE 76 STRATEGIC HR REVIEW VOL. 16 NO. 2 2017, pp. 76-80, © Emerald Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-01-2017-0005
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