1. Values and behaviours-based recruitment
The case for change

2. Agenda
What is values based recruitment (VBR) and values interviewing (VI)?
Why should we as an organisation invest in VBR?
Are we ready for VBR?
What do we need to do to implement VBR in our organisation?
Next steps

3. Workplace values are the guiding principles that are most important to an employer. These deeply held principles are used to define the right and wrong ways of working and help to inform important decisions and choices.

4. Adult social care values and behaviours framework
Dignity and respect
Learning and reflection
Working together
Commitment to quality care and support
Do we recruit staff who have the values and behaviours we want to see in the organisation?
How does this compare to our organisations values and behaviours framework?
Do our staff know what our values and behaviours are? Are they embedded in our organisation?
What could we do to make our values and behaviours clearer to existing and potential staff?
This framework was developed to help organisations in adult social care who don’t have a set of organisational values or who need to review and redevelop them to do so. It was developed after a series of focus groups with staff, managers and service users in Adult Social Care.
You can use this to compare your organisation’s values to or to adopt these for your organisation. It is a useful way to start a conversation in the organisation about what the organisation says or wants it values to be.
Discuss the 4 questions with those you are presenting to:
How does this values framework compare to our organisation’s values and behaviours?
Do our staff know what are values and behaviours are? Have we embedded them well enough?
Do we recruit staff who have the values and behaviours we want to see?
What could we do more of in the organisation to make our values and behaviours clearer to existing and potential staff?

5. Values based recruitment (VBA Consulting Model)
This slide shows what we mean when we talk about values based recruitment. It is not just about having a values interview or giving someone a values test. It is about everything we do to:
ARTICULATE our values to staff internally and externally.
ATTRACT people who share our values and want to work for us.
Test out people’s values when they APPLY to work for us and only shortlist people who share our values.
ASSESS people’s values and behaviours in different ways in the recruitment process.
ASSIMILATE people into the organisation by making sure we make clear the values and behaviours we expect to see in training and induction and day to day management of staff.
There are no short cuts with VBR. You have to do it all to really make values live in your organisation.
Copyright ©2015 VBA Consulting

6. Why invest in VBR?
Costs of recruitment & return on investment

7. What is a values interview?
“An interview which seeks to understand candidates’ values and attitudes and how they apply them in work/ volunteering situations in order to assess whether they align with the values and expectations of the organisation.”
Evidence based
Probing
Role and organisationally relevant
Carried out by two interviewers

8. Why invest in values interviewing?
NSPCC and Oxford NHS research
Values interviews are predictive of future performance in post
Values interviews recruit staff who are engaged and motivated to work for the organisation
Oxford County Council Adult Social Care Project
“Managers here are finding that the VBA approach is helpful to them as it enables them to garner far more information about candidates due to the conversational nature of the interview.”
Chief Executive, The Life Path Trust
“Values based interviewing was useful in identifying whether someone is right for the job. There are other considerations such as practical things, and it is important that candidates understand the reality of the role and whether it fits within their own motivations and hopes. The interview process reflects this with the values interview taking place alongside of chats about experience, job details and our expectations.”
Registered Manager, CareMark
The NSPCC developed values interview over 13 years ago and carried out an evaluation in 2008 to demonstrate how effective they are in practice. Oxford NHS then worked with NSPCC to implement values interviewing in their Trust from 2012 and they carried out an evaluation in Both evaluations showed that Values interview are predictive of performance and recruit staff who are motivated and engaged.
Oxford County Council funded a project with Adult Social Care providers in 2015 to implement values interviewing in their organisations and found very positive results. The study was too small to get statistical evidence of success but the qualitative evidence showed that values interviews could have a positive effect in adult social care.

9. Predictive Validity Selection method Validity Assessment centres 0.65
Work-based samples
0.54
Ability tests
0.53
Structured interviews
Personality tests
0.39
Biographical data
0.38
References
0.23
Traditional interviews
Values interview
Predictive validity is the term which is used to describe the way in which you can tell whether a selection tool be it an interview, test or assessment centre exercise is effective at identifying the right people for your role.
It is a measured by assessing how someone performs at interview or in any other assessment exercise and then measuring the same things again once the have been in post for 6 to 12 months. It is measured on a scale of 0 to 1 where 0 is chance prediction and 1 is perfect prediction. If the selection tool or interview is effective at all you would expect to see a predictive validity score of over 0.2. The higher the predictive validity, the more effective the selection tool is at selecting the right person.
Structured interviews are well planned and often based on competencies and these have a higher predictive validity than the traditional type of interview where the interviewer just reads through the application and has a loose set of questions and no set criteria to follow.
In the research carried out by the NSPCC and Oxford NHS into the effectiveness of values interviews, they found that the values interview had a predictive validity of between 0.38 and 0.46 and this is very effective for an interview. It should always be used along side other assessments such as written exercises or other interviews looking at skills and technical ability where needed and this would increase the predictive validity when used as part of an assessment centre.
Source: British Psychological Society

10. Non VBI Staff – Blue Line VBI Staff - Purple Line
100% positive – Green
0% Positive - Red
Non VBI Staff – Blue Line
VBI Staff - Purple Line
This spider diagram shows the results of responses from new recruits who had a values interviews at Oxford NHS in their first month of employment.
The green area is 100% positive and the red area is 100% negative responses.
The purple line represents the responses of values recruited staff. The blue line shows the responses of staff not recruited using a values approach
The evaluation overall showed that staff who had a values interviews were more positive about the organisation and more engaged with the organisation than staff who had not had a values interview. The VBI recruited staff are more likely to recommend the organisation to others than those not recruited using VBI.
93% of staff recruited using VBI agree or strongly agree that OUH is a good place to work as opposed to 72% of non VBI recruited staff.
93% of staff recruited using VBI agree or strongly agree that they would recommend OUH as a safe place to receive treatment as opposed to 82% of non VBI recruited staff.
The graph shows that staff recruited using VBI plan to stay with the organisation for longer than those not recruited using VBI.
17% of non VBI recruited staff plan to leave OUH in less than a year as opposed to 7% of VBI recruited staff
28% of VBI recruited staff plan to stay at OUH for more than 10 years as opposed to 13% of non VBI recruited staff.
The average expected length of stay of VBI recruited staff is 6 years 7 months as opposed to 4 years for non VBI recruited staff.
Copyright VBA Consulting 2014

11. What makes a good values interviewer?
An interest in people and their values, attitudes and motivations towards work and a willingness to probe into people’s values.
An awareness of their own values, attitudes and motivations and a comfortableness in being able to discuss them with others.
A clear alignment between their personal values and behaviours and the organisation they are working for.
An ability to commit to interviewing regularly and together with another person.
Previous interview experience is not essential.

12. Are you ready for VI?
Does your organisation have a clearly defined set of workplace values?
Do you have the time and organisational commitment to changing your organisation’s recruitment processes and policies to align with your workplace values?
Do senior managers endorse your workplace values and ensure they are embedded in the organisation?
Do your current employees know what your workplace values are?
Do you have clear job descriptions and person specifications which include expected values, behaviours and attitudes?
Do your job adverts focus on the values, behaviours and attitudes of the person rather than experience and qualifications?
Is your organisation prepared to train and support people who do not have the skills and experience but do have the right values, behaviours and attitudes?

13. How to embed VBR in our organisation?
Define/ clarify our organisation’s values and behaviours
Ensure senior level buy in to the values and to VI/VBR in our organisation
Review existing recruitment processes and consider where VBR fits in
Communicate our values internally and externally
Book onto a Skills for Care course to train interviewers in VI
Brief managers in VI and VBR
Consistently apply the values in recruitment
Embed the values across the organisation – induction, training, appraisal and performance management
No short cuts!
This is a list of steps to be taken to form the action plan for implementing VBR in an organisation.

14. Develop our action plan
Next steps
Action planning
Are we ready for and committed to implementing values and behaviours-based recruitment in our organisation?
What three things do we need to start to do, stop doing and continue to do to implement VBR in our organisation?
Who will be responsible for the implementation?
What resources will we make available?
How will we communicate this within the organisation?
Develop our action plan
Discuss and agree these questions before developing a VBR implementation action plan.

15. Values & behaviours recruitment and retention toolkit:
Next steps
Action planning and further support
Values & behaviours recruitment and retention toolkit:
Further seminars:
Tailored support:
Support in your area:

16. Thank you and good bye 