Aviva Candidate Assessment & Selection Wednesday 27 th June 2012, BDO LLP June 2012 Author: Emma Barbour Sponsor: Kate Erskine HR Attendees: Emma Barbour - Graduate Recruitment Specialist Graduate and School Leaver Stakeholders Julie Turner – Trading Team Manager Emily Morris – Executive Trading Underwriter

Agenda Common Assessment & Selection methods Key skills and competencies sought What is new in Assessment and Selection? Pre-Assessment Centre activity Assessment Centres Common reasons for unsuccessful performance Changing assessment and selection methods

Most Used Assessment and Selection Methods Application form and ‘killer questions’ Essay questions CV screen Online aptitude tests Telephone interview (sometimes two stages) Assessment centre (sometimes inclusive of a one to one interview) Social assessments – lunch, dinner or drinks with prospective employers. Final interview

Skills, competencies and behaviours Right Attitude Willingness to learn Patience Demonstrate development potential Behavioural skills Life Experience – are they ‘street wise’? Commercial Awareness IT Competent – can they adapt to regular changes in technology? Communication Skills – both verbal and written Many competencies are potentially common across other financial services firms! Dependent on the scheme or programme there may be specific capabilities that we look for that are critical to that area of functional discipline a student may be entering Global framework for the leadership capabilities we expect of our employees Global framework of ‘shared capabilities’ i.e. behaviours we think should be common to all irrespective of their role. In addition…..

Assessment and Selection – Continuous Improvement Within Aviva we are focused on continuously improving our A&S process for three key reasons; Ensuring we identify and select the top talent within a talent pool – it is particularly important that we identify individuals who will thrive in Aviva's culture and the potential to gain the professional We ensure that recruitment is effective and cost efficient for the business - recruitment takes time and costs money Ensuring the candidate experience is always positive. Aviva wants to be the most recommended insurance firm and that extends to recruitment too.

What’s new in Assessment and Selection? Situational Judgement tests Strengths-based interviewing ‘ Interview in a Lift’ ‘ Near to Peer’ assessment Increased use of ability tests Work samples Assessment of emotional intelligence and other ‘social intelligences Identifying ‘high fliers ’

Assessment & Selection Process 14 Stage 0 Candidate self de- selects Stage 1 Application form and ‘killer questions’ Stage 2 CV and application screen Stage 3 Online aptitude tests Stage 4 Telephone screen Stage 5 Assessment Centre (Supported) Recruitment handover candidates to the business - 25% - 5% - 50% - 10% % Key Anticipated % of candidates be screened out at this stage of the recruitment process

Assessment Centre Preparation Practice online aptitude tests Student’s should research the company profile Be prepared for a full day of activities Bring the requested documents (CV, ID checks etc) Smart office attire appropriately dressed for an interview Think about the information they would like to know about the role and Aviva – have some pre-prepared questions of their own!

Preparation, preparation, preparation!!! Aviva’s Golden Rule

Common Reasons for an Unsuccessful Performance Preparation, preparation, preparation!!! Not speaking or listening to the appropriate level Not standing out from the crowd Over confidence Lack of team work Commercial acumen Being under- prepared

Changing Assessment and Selection Methods Smarter use of automated screening tools and appropriate online testing Ensure attraction materials and job description are fully reflective of the offering and the requirements to be met. (This is our first and most crucial selection tool) Planning and coordination of talent pipeline stages – create a plan of activity for the year Provision of sufficient guidance and support to applicants Higher benchmarks to allow organisations to access the highest calibre in the talent pool. Establish candidates commitment to and organisations long term career proposition. Candidates changing reaction to assessment and feedback must be considered This is all leading to and overall change in attraction strategy!

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