HRStrengthening Your Workforce:         A Guide to Human Resources         Fundamentals for Hamilton Employers            ...
HRStrengthening Your Workforce: HR  Fundamentals                    A Guide to Human Resources                    Fundamen...
I   Introduction           In support of the Hamilton Chamber of Commerce employer workshop series           Dinosaur to D...
W                           Hamilton Employers &                          Workforce Planning                              ...
W Hamilton Employers & Workforce Planning                        § Review and revise your recruitment strategy toSTEP 2: A...
W Hamilton Employers & Workforce PlanningHamilton Training Advisory Board                         Labour Market Informatio...
R                          Hamilton Employers &                         Recruitment                         & Selection   ...
R Hamilton Employers & Recruitment & Selection                                                              unnecessarily ...
R Hamilton Employers & Recruitment & Selection  § Finally, spend your time and money on advertising         Selection     ...
R Hamilton Employers & Recruitment & SelectionSTEP 5: Selection Process                                     § Show interes...
R Hamilton Employers & Recruitment & SelectionTips:                                                         If an unsucces...
R Hamilton Employers & Recruitment & SelectionImplementation                                             LawHR For Employe...
R                           Hamilton Employers &                          Retention        Key Concepts                   ...
R Hamilton Employers & Retention2. Provide Training and Development                            Work-life balance is, quite...
R Hamilton Employers & Retentionextensive medical coverage.Review compensation and benefit plans annually to              ...
R Hamilton Employers & RetentionTo Stay or Leave: Job Satisfaction and Turnover               Employee Motivation and Perf...
M                          Hamilton Employers &                         Mentoring        Key Concepts                     ...
M Hamilton Employers & Mentoringtowards incorporating mentoring into workplace equityand diversity programs. In this case,...
M Hamilton Employers & MentoringImplementation                                            BooksMentor Directory           ...
D                          Hamilton Employers &                         Diversity                         Management      ...
D Hamilton Employers & Diversity Management                                                            ? Accommodations fo...
D Hamilton Employers & Diversity Management2. Skill Building                                            Business CaseThis ...
D Hamilton Employers & Diversity ManagementAboriginal Human ResourcesDevelopment StrategyEmployment strategies to ensure c...
O                          Hamilton Employers &                         Older Workers       Key Concepts                  ...
O Hamilton Employers & Older Workers        In the Workplace                                             Resources       A...
O Hamilton Employers & Older WorkersImplementationResources to Find & Employ Older Workers                                ...
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Strengthening Your Workforce
Upcoming SlideShare
Loading in...5
×

Strengthening Your Workforce

3,211

Published on

This publication was developed based on a series of nine Fact Sheets that I created for the Hamilton Training Advisory Board in conjunction with the Hamilton Chamber of Commerce\'s year long employer workshop series entitled Dinosaur to Dynamo 2, and was an outcome of Hamilton\'s HR Matters Project.

It includes information on a variety of HR and recruitment related topics such as Workforce Planning, Recruitment & Selection, Retention, Mentoring (my favourite), Diversity Management, Older Workers, Internationally Trained Workers, School-to-Work Transition, and Apprenticeship.

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
3,211
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
22
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Strengthening Your Workforce

  1. 1. HRStrengthening Your Workforce: A Guide to Human Resources Fundamentals for Hamilton Employers JULY 2008 Prepared by Simone Saunders, MA and Denise Lipiec
  2. 2. HRStrengthening Your Workforce: HR Fundamentals A Guide to Human Resources Fundamentals for Hamilton Employers CONTENTS Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Workforce Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Planning for your present and future workforce needs Recruitment & Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Finding the best talent for the job Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Keeping your skilled workforce working for you Mentoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Developing a skilled workforce from within Diversity Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Achieving a competitive advantage Older Workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Capitalizing on experience Internationally Trained Workers . . . . . . . . . . . . . . . . . . . . . . . 26 Utilizing immigrant talent and experience School-to-work Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Tapping into youth talent Apprenticeship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 The Hamilton Training Advisory Board is funded by The Hamilton Training Advisory Board acknowledges the support of the Ministry of Training, Colleges, and Universities. This document may be freely quoted and reproduced without obtaining the permission of the Hamilton Training Advisory Board provided that no changes whatsoever are made to the text and the Hamilton Training Advisory Board is acknowledged as author. The information presented in this document is current at the time of printing. The views expressed in this document do not necessarily reflect those of the Government of Ontario.
  3. 3. I Introduction In support of the Hamilton Chamber of Commerce employer workshop series Dinosaur to Dynamo: Part 2 (D2d2), the Hamilton Training Advisory Board (HTAB) produced a comprehensive series of fact sheets on the most pressing human resources issues concerning small- and medium-sized employers in Hamilton today. Employer response to these fact sheets was overwhelmingly positive and the suggestion was made to expand the content and bind it all together into one practical and accessible reference guide. HTAB is pleased to make Strengthening Your Workforce: A Guide to Human Resources Fundamentals for Hamilton Employers available to all employers in both hard copy and PDF format (available for download from HTAB’s website www.htab.ca). Strengthening Your Workforce originated in research undertaken in 2001 on behalf of 1 HR Matters. The resulting study, Hamilton Human Resource Strategy (May 2002), showed a trend towards an aging population that anticipates a significant decrease in the size of Hamilton’s skilled labour force and therefore labour shortages in many occupations. The following year HTAB, in partnership with other community organizations, undertook the development of a business plan – the Hamilton Human Resource Strategy Business Plan (June 2003) – that identified strategies for mitigating the impact 2 of Hamilton’s aging demographic on the labour force. One of the five priority themes to emerge in this business plan was “Assist Employers with HR Planning.” Strengthening Your Workforce is one of several projects HTAB has supported in an effort to provide Hamilton employers with the knowledge and tools they need to address the challenges of their present and future human resources planning. The longest section in Strengthening Your Workforce is dedicated to Recruitment and Selection and for good reason: an organization’s success depends, to a significant degree, on the skills of its workforce and, considering the current national trend in skills shortages, it is increasingly important for employers to invest in a recruitment and selection strategy if they intend to remain competitive. To assist employers in making the right hire, the sections on Diversity, Older Workers, Internationally Trained Workers and School-to- work Transition offer opportunities for employers to expand the talent pool and survive the growing skills gap. Once their workforce is in place, employers need to consider how they will sustain it. Strategies for Workforce Planning, Retention and Mentoring have been included to help employers anticipate and meet the challenges inherent to an evolving workforce. Read in its entirety or in sections on a subject “need to know” basis, the definitions, tips, checklists, strategies, law, and hundreds of links to further information make Strengthening Your Workforce an invaluable HR resource for all Hamilton employers, regardless of the size of their workforce. Simone Saunders, M.A. 1 HR Matters is a community-based, volunteer committee that works with leaders and organizations/employers to strengthen the workforce skills and talents of Hamilton’s labour force. 2 This report and its precursor, HR Matters I: Hamilton Human Resource Strategy (May 2002) can be downloaded from HTAB’s website www.htab.ca.
  4. 4. W Hamilton Employers & Workforce Planning 3. Greatly increase an organization’s ability to adapt to Key Concepts the following workforce trends: A Workforce or Human Resources Plan is a § aging workforcedocument describing the organization’s human § decreasing labour supplyresources goals and means of achieving them over a § changing patterns of immigrationfixed period of time. It helps management clarify where § increasing diversity of labour forceorganizational efforts should be focused and provides abenchmark against which actual performance can be § skills shortagesmeasured. In order for it to be meaningful and effective, § emerging technologya workforce plan should be closely aligned with an § evolving economic trends, e.g. globalizationorganizations objectives and overall business strategy. § workforce demand for work-life balance and safeForecasting involves estimating an organization’s future workplacesneed for employees and determining how sales or profit § legislative requirementsgoals will be met with a view to minimizing humanresource costs and increasing organizational flexibility.Succession Planning means identifying, developing, andtracking employees for future promotions. These In the Workplaceemployees represent future leaders in management andpossibly ownership. Ideally, succession planning Both internal and external supply and demand isdevelops internal candidates however, if this is not very much a function of environment, thereforepossible, an external search may be conducted. an effective workforce plan must include a scan of the economic, political, social, technological, and stakeholder environment. This scan should be done in conjunction with an internal SWOT analysis (strengths, weaknesses, opportunities, and threats) of the Good Business organization, with a particular focus on relevant $ense industry labour market issues. A human resources professional may be able to provide the objectivitySmart employers know that tracking labour market needed to accurately assess your workforce needs andtrends enables them to make informed decisions about develop your workforce plan.their workforce. Preparing and following a workforceplan ensures that you have the right people with the 5 Steps to Workforce Planningright skills in the right place at the right time in order toaccomplish your organization’s goals. STEP 1: Forecast Your Demand for Labour Based on your short-term and long-term businessBusiness Case strategy, identify your current and future workforce needs. Take into consideration anything that will affectEmployer benefits of workforce planning: your organization now or in the future, for example:1. Minimize human resources costs. § projected sales and/or units of production § past, present, and future needs of the organization2. Maintain a high return on employer investment. § potential organizational changes which may result in downsizing, restructuring, and/or growth for your business w w w . h t a b . c a 3
  5. 5. W Hamilton Employers & Workforce Planning § Review and revise your recruitment strategy toSTEP 2: Assess Your Internal Supply of address workers or skills that may becomeLabour especially difficult to obtain due to pending skillCreate a profile of the organization’s internal supply of shortages.labour. Consider including the following: § types of labour that are relevant to the organization STEP 5: Monitor Your Workforce Plan § attrition patterns Revisit your workforce plans on a regular basis and § rate of turnover conduct a thorough environmental scan and SWOT § leaves of absence analysis at least once a year to ensure your § age of retirement organization’s effective utilization of labour and capital § age distribution, gender, education and other on a continuing basis. demographic featuresOrganize all of the data by type of labour anddepartment if possible in order to capture differentareas for special attention. A workforce plan is about having the right people doingSTEP 3: Calculate the Gap between Internal the right job to accomplishSupply of Labour and Demand for LabourThis step involves subtracting your internal supply of your business goals.labour (Step 2) from your demand for labour (Step 1).The result may be a human resource deficit or a humanresource surplus. In the future, the result will most likelybe a deficit.STEP 4: Develop a Workforce Plan toEliminate the GapA workforce plan that considers both internal and Resourcesexternal solutions will mitigate the organization’slabour force deficit and sustain productivity: Community ConnectionsInternal Solutions: Found Locally: Human Resources § Adopt diversity and mentoring initiatives in the This section of the site provides information related to workplace. staffing and human resources, from both employer and § Transition suitable candidates into more senior or employee perspectives. specialized positions with additional education, 8 http://www.foundlocally.com/hamilton/Hr/index.htm training, development, and mentoring. Human Resources Services Directory: Human § Plan ahead so that candidates have the training and Resources Solutions for Businesses in Hamilton experience they need to fill internal vacancies and Surrounding Areas quickly. Lists local human resources professionals and their areas of expertise. Published by the Hamilton TrainingExternal Solutions Advisory Board. § If there are no suitable or available candidates 8 www.htab.ca internally, determine what type of talent you need and where you will find it. Economic Development Department, City of Hamilton § Re-visit the recruitment sources of your current and Publications and reports on the Hamilton business previous workforces. environment and labour market sectors. 8 www.investinhamilton.ca4 w w w . h t a b . c a
  6. 6. W Hamilton Employers & Workforce PlanningHamilton Training Advisory Board Labour Market InformationCheck website for current and local labour marketreports. Canadian Federation of Independent Business8 www.htab.ca Publications, reports, resources, and useful links geared to small and medium sized employers. 8 www.cfib.caBusiness Case Conference Board of Canada Links, information, and insights on economic trendsManpower Planning and human resource management.Details costs and business case for HR planning. 8 www.conferenceboard.caIncludes HR planning process and tips.8 www.accel-team.com/human_resources/hrm_01.html Statistics Canada Analysis of Canadian population, resources, economy,Human Resource Planning society, and culture.PowerPoint presentation provides a concise overview of 8 www.statcan.caworkforce planning.8 www.busi.mun.ca/jaya/4320/s04/dessler_hrm_9ce_ Ontario Job Futuresch04.ppt Current trends and future outlook for 157 occupations in Ontario. Includes “Overview of Ontario’s Employment Patterns”. 8 www.ontariojobfutures.netImplementation Labour Market Information, Service CanadaHuman Resource Management Facts and trends in the labour market. Report availableGuide to workforce planning and other HR functions specific to Hamilton.for small business owners. 8 www.labourmarketinformation.ca8 www.councils.org/1small_business/owneroperator/hrmanagement_e.cfmHR Planning, Government of Canada Diversity managementInformation about developing human resource plans.Includes occupational, wage, and industry information and mentoring shouldto support human resource planning and life-work be part of anybalance. workforce plan.8 http://hrmanagement.gc.ca/gol/hrmanagement/site.nsf/en/hr10777.htmlWork Network, BooksCanadian Policy Research NetworksExplores the cutting edge of labour market and Strategic Human Resources Planning. M.Belcourt andworkplace change. Topics include: “Creating K.McBey. Nelson (2004).Tomorrow’s Workplace”, “Developing Tomorrow’sWorkforce”, “Vulnerability in Labour Markets”, and Strategic Staffing: A Practical Toolkit for Workforceemployer best practices. Planning. Thomas Bechet. AMACOM (2002).8 www.cprn.org Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. William Rothwell. AMACOM (2001). Customized Human Resource Planning: Different Practices for Different Organizations. M.J.Duane. Greenwood (1996). w w w . h t a b . c a 5
  7. 7. R Hamilton Employers & Recruitment & Selection entice qualified candidates. Offering a variety of Key Concepts benefits, advancement opportunities, and a positive corporate culture greatly increases an employer’s Recruitment is the process of identifying and competitive advantage in recruitment and selection.attracting a group of potential candidates to beginevaluating them for future employment. It includestasks like writing a job description and job postings,and going through the steps of posting it internally (e.g. Be an “employer of choice”bulletin boards, intranet, email notification), externally(e.g. newspaper ads, temp agencies, internet), or both. and attract the brightestSelection is the process designed to determine the most and the best talent toqualified candidate from a group of applicants. It your business.includes tasks like reviewing resumes, interviewing,work related testing, reference checks and the finalemployment offer.A company is an Employer of Choice when itdemonstrates care and concern for employees through a Business Casecommitment to a healthy work environment, 1. Research shows that effective recruitment andcontinuous learning, employment equity, career growth, selection strategies result in improved organizationalwork-life benefits, progressive HR policies, and outcomes such as increased productivity, quality ofattractive compensation and benefits packages. When a products and services, customer satisfaction, andcompany is reputed to be an Employer of Choice, it will financial performance.attract and retain the best labour force talent. 2. The more effectively an organization recruits andIt is the Law that – with respect to employment – selects candidates, the more likely it is to hire andindividuals cannot be discriminated against or harassed retain satisfied employees.on the basis of race, colour, ancestry, place of origin,ethnic origin, citizenship, religion, creed, gender, sexual 3. Hiring the right candidate can be a major source oforientation, physical or mental capabilities, age, marital competitive advantage and profits.or family status (including pregnancy), same-sexpartnership status, or record of offences. 4. Having recruitment and selection policies and procedures in place increases the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs. Good Business 5. Quality new hires impact the strategic success of an organization and influence its internal/external $ense realities.In today’s labour market the competition for talent is 6. Effective recruitment and selection strategiesintensifying because there are fewer qualified applicants minimize the risks and costs associated with hiringavailable in the labour force. This shortage of applicants the wrong candidate.makes it all the more important for organizations toinvest their resources in attracting and selecting the 7. A well-planned recruitment and selection strategytalent they need. Increasingly, employers are discovering allows management to determine and graduallythat they need to offer more than an attractive wage to modify the behavioural characteristics and competencies of its workforce.6 w w w . h t a b . c a
  8. 8. R Hamilton Employers & Recruitment & Selection unnecessarily or on the basis of a prohibited ground In the Workplace such as culture, religion, gender, and so on. Job descriptions should identify key information about Recruitment a position and may include the following:STEP 1: Identify the Vacancy § Name of hiring company, logo, web address, andDetermine if there is a vacancy and what kind of a brief description of companyvacancy it is. The type of vacancy will influence § Job titlerecruitment strategies; for example, consider the reason § Purpose of the job and why it existsfor the vacancy and whether the vacancy is full time, § Duties and responsibilitiespart time, temporary, permanent, or contract. Before § General and specific accountabilitiestrying to fill a vacancy, you may wish to investigate § Working conditionsalternatives for filling the vacancy. The need to hire § Required qualifications (e.g. knowledge, skills,someone new may represent a growth opportunity to abilities, education, experience)improve the way the company is currently doing § Qualifications considered to be assets to thebusiness. position § Hours of work and location of workOnce a vacancy is determined and the decision is made § Remuneration and benefitsto make a hire, the company’s next decision is to choose § Application procedures (e.g. contact person,between conducting the recruitment and selection directions, and deadline for application)process on its own or purchasing the services of anexternal human resources consultant. Quick LinksQuick Links National Occupational Classification (NOC) Descriptions of over 30,000 occupations useful forHamilton Human Resources Services Directory creating or updating job descriptions.Directory of local independent human resources service 8 www23.hrdc-drhc.gc.ca/2001/e/generic/providers in Hamilton and surrounding area. welcome.shtml8 www.htab.ca/eng/publications.php Employee Job Descriptions Multiple links to resources for writing effective job descriptions.STEP 2: Create/Update the Job Description 8 www.managementhelp.org/staffing/specify/The job description is the most important recruitment job_desc/job_desc.htmand selection tool and therefore it must be very clearabout the qualifications and responsibilities required bythe job. A well-written job description is the basis of theselection decision and will save the company valuable STEP 3: Advertise the Positiontime and resources in both the short- and long-term. The following tips will help you to prepare for advertising the position:When writing or updating a job description, reflectcarefully on why each criteria is considered a § Consider your company’s available resources (timerequirement or an asset of the position since these will & money), overall business strategy, and anticipatedshape the type and number of applicants who respond level of difficulty filling the position as part of yourto the job posting. Keep in mind that with each advertising strategy.requirement that you add to the job description, you are § If you are recruiting on the basis of employmentdecreasing the number of potential candidates. equity, it is important to consider recruitmentFurthermore, the more experience and education you strategies and resources that will reach equitydemand, the higher the salary expectations of the groups; for example, publications, media, andcandidate. employment services that are targeted to theseFinally, it is important to make sure that your job audiences.description does not discriminate against applicants w w w . h t a b . c a 7
  9. 9. R Hamilton Employers & Recruitment & Selection § Finally, spend your time and money on advertising Selection in sources where you are going to get the largest Throughout the selection process it is extremely response rate of suitable candidates. And important to track why and how decisions about remember: while finding the right type of candidate applications and candidates are made. Be sure that all is more important than the number of applicants criteria and predictors (such as tests) are valid, reliable, who apply, it is wise to advertise in more than one and legal. Keeping records of all documents and source. information collected throughout the recruitment andOnce the job description is complete and approved for selection process will protect your company againstposting, the next step is to advertise the position. Select legal or procedural challenges to the process, e.g. whyonly those advertising sources which have the potential some applications were screened in and others wereof attracting the most suitable candidates for the screened out, or why one candidate was selected for anposition you are advertising. The following is a list of interview over another candidate.possible advertising sources: § Internal company advertising, website, and job fair § STEP 4: Accept Applications Employee referrals To help you manage incoming job applications, record § Professional networking the date each application arrives, from whom, and § Community newspaper classifieds whether the application is complete. Develop a list of § Trade magazines or newspapers screening criteria based on the advertised job § Professional search firms description and scan the applications looking for § Temp agencies candidates who meet these criteria. Organize the § Internet job sites (free and fee-based websites applications into three separate categories: available) § Association websites/publications for specific skills ? Yes. This candidate meets all or most of the screening or professions criteria. § Educational institutions: career services, job fairs, ? Maybe. This candidate meets some of the screening co-op placement offices criteria. § Government employment service providers, e.g. ? No. This candidate meets too few or none of the Ontario Works, Job Connect, etc. screening criteria. § Community employment services providers § Signage, e.g. window, point of purchase, or lawn Once you have divided the applications into these three signs categories, review the applications from the strongest candidates (the “Yes” category) more closely and noteQuick Links the outstanding strengths and weaknesses of each. Pay particular attention to gaps in information or pointsFive Tips For A Targeted Job Ad you would like clarified. Create a shortlist of thoseFeatures tips for writing job postings. candidates who seem to be an especially good fit for the8 http://campus.workopolis.com/servlet/Content advertised position. Using your shortlist of the most/wcemployers/en/5tips?gateway=campusen qualified candidates, rank each from strongest to weakest with 1 being the strongest candidate, 2 beingInternet Job Postings Are Different than the next strongest, and so on. This ranking systemPrint Advertisements determines the candidates you will interview.Tips for writing online job postings and how to managethe job posting process. Quick Links8 http://hr.monster.ca/articles/recruiTIPS/ Guide to Screening and Selection inService Canada Job Bank EmploymentCanadian free online job posting service for employers. Do’s and dont’s from the Canadian Human Rights8 www.jobbank.gc.ca/Intro_en.aspx Commission. 8 www.chrc-ccdp.ca/publications/screening_ employment-en.asp8 w w w . h t a b . c a
  10. 10. R Hamilton Employers & Recruitment & SelectionSTEP 5: Selection Process § Show interest in the candidate even if you decideYou have now created a list of candidates that you during the interview that the candidate is notconsider qualified and worthy of further consideration suitable.and you are ready for the next step: selection. § Listen carefully to what candidates say and note theOrganizations who report a highly successful selection questions that the candidate does not adequatelyprocess recommend the following selection practices: answer.? Behaviour-based interviews Employment Testing? Training and experience evaluations Employment testing provides an objective basis for? Ability tests comparison between candidates. Testing must be job-? Biographical data related and it can be conducted before, after, or in? Motivational inventories conjunction with an interview.Telephone Interviews Preferred testing addresses job-related knowledgeYou can conduct further screening of candidates and/or skills. Personality and psychological testing arethrough a telephone interview prior to an in-person the most inconsistent and often most questionableinterview. This screening phase performs two functions: types of testing. Regardless of the type of testing youit helps to reduce the number of candidates and it also choose, make sure that it is valid and reliable.provides an opportunity to ask questions raised by the Candidate results on employment tests should beresume. consistent when the same candidate takes a test moreTips: than once. Finally, the test must not discriminate § Arrange a convenient time for an interview with the against the candidate on the basis of a prohibited candidate. ground (see the link to the Canadian Human Rights § Ask the same questions of each candidate and write Commission at the end of this chapter). notes of the responses. There are typically four types of tests: § Inform candidates of the next step in the process. 1. Personality tests determine how an applicant will § Re-rank the candidates when you have completed behave and perform in various situations. all of the telephone interviews. 2. Aptitude/Ability tests measure how well an applicant performs job-related tasks.In-person Interviews 3. Performance tests measure an applicant’sInterviewing candidates will help you to look beyond performance of actual on-the-job tasks.the resume to determine if the applicant has the best fit 4. Computer tests measure an applicant’s ability toof skills and qualities for both the position and your complete tasks using job-related software.company. Focusing on person-organization fit is equallyas important as person-job fit. Reference CheckingTips: Reference checking confirms that the information § Behavioural type interview questions are considered provided by the candidate in the cover letter, resume, to be the most effective way to evaluate a candidate. interview, and testing can be corroborated. The This type of question begins with “Tell me about a references provided by the candidate are most likely time when…” and should elicit information about people that the candidate trusts to give a positive review how a candidate deals with workplace situations so it is important to consider the reference check as only and job-related challenges. one aspect of the selection process. § Provide a realistic overview of the job to ensure each candidate is fully aware of the job expectations Ask the candidate for a minimum of two business and to give the candidate the opportunity to references from former colleagues or supervisors who withdraw from consideration if she/he feels it is not are familiar with the candidate’s work. Do not follow up a good fit. with references from the candidate’s friends, family, or § Include the immediate supervisor in the hiring acquaintances. You can ask for these references at the decision and you may wish to include co-workers end of the interview or post-interview if you need time who will be working closely with the new to consider which candidates you are considering for employee. the position. w w w . h t a b . c a 9
  11. 11. R Hamilton Employers & Recruitment & SelectionTips: If an unsuccessful candidate requests feedback, inform § Conduct the reference checks over the phone. Ask them that another candidate matched the qualifications direct questions about job-related behaviour and more closely. It is advisable to keep records of all skills. Listen for signs of hesitation in the responses unsuccessful applicants’ information in the event of to your questions. potential challenges to the hiring decision. § Consider the services of an HR professional or agency with expertise in conducting reference checks.Quick Links Effective recruitment and selection means increasedEmployer Interviewing Tips8 www.levela.net/employertips.php productivity and customer satisfaction.Demand: Employment TestingTypes of employment testing and links to testingwebsites.8 http://www.hrassociates.caA List of Sample Interview Questions8 http://www.quintcareers.com/interview Resources_questions.html Community ConnectionsSTEP 6: Offer of EmploymentIt is now time to evaluate all of the information you Human Resources Service Directoryhave gathered from the candidates you are considering. for Hamilton 2005Determine the top one or two candidates based on the Lists local consultants and organizations who work withfacts and information you have collected. Decide on the employers on recruitment and retention.terms and conditions of employment. Within these 8 www.htab.ca/pages/publicationsterms and conditions, identify which are firm and A Practical Guide to Resume Screeningwhich have some flexibility if you need to improve your Information from Audie McCarthy, Marrekoffer. Solutions Inc.Begin by making a verbal offer followed by a written 8 http://www.marrek.com/tips/articles/Resumeoffer. The offer should feature: title, start date, salary, Prescreening.pdfbenefits, reporting relationship, date of expiry (ifapplicable). The offer may also include: incentive pay,relocation details, signing bonuses, and first dayprocedures. Business CaseAfter your selected candidate has signed the offer of Finders & Keepers:employment, notify all other interviewees that they Recruitment and Retention Strategieswere not selected and thank them for their interest. Written for an employer audience, this guide examinesEnding the selection process on a positive note makes the costs of employee turnover and the importance ofgood business sense because you never know when an becoming an “employer of choice”. Includes a detailedunsuccessful candidate may be the perfect fit for recruitment and retention strategy.another job opening. 8 www.alis.gov.ab.ca/pdf/cshop/FindersKeepers.pdf10 w w w . h t a b . c a
  12. 12. R Hamilton Employers & Recruitment & SelectionImplementation LawHR For Employers – Hiring Employees Employment Standards ActResources, links, and an overview of the hiring process. 8 www.e-laws.gov.on.ca8 http://employers.gc.ca/ Look under frequently accessed law.Manager’s HR Toolkit Canada Labour CodeWorksheets and a thorough guide to every step of the 8 http://laws.justice.gc.ca/en/showdoc/cs/staffing process. L-2///en?page=18 www.hrtoolkit.gov.bc.ca/staffing Ontario Pay Equity ActHuman Resources – Hiring 8 www.e-laws.gov.on.caClick Human Resources to find articles and tips on thehiring process from job description to interviews to Guide to the Ontario Human Rights Codeorientation. 8 www.ohrc.on.ca8 www.entrepreneur.com Canadian Human Rights CommissionRecruiting Strategies that Pay Off Administers both the Canadian Human Rights Act and8 http://www.allbusiness.com/human-resources/ the Employment Equity Act and ensures that theworkforce-management-hiring-recruitment/1315-1.html principles of equal opportunity and non-discrimination are followed. 8 www.chrc-ccdp.ca or ) Tel: 1-888-643-3304 Canada is experiencing a skills Books shortage in many occupations. Hire With Your Head: Using POWER Hiring to Build Great Investing in a recruitment and Teams. L. Adler. Wiley (2002). selection strategy will ensure you get the The Talent Edge: A Behavioural Approach to Hiring, skills you need when you need them. Developing, and Keeping Top Performers. D.S. Cohen. Wiley (2001). Recruitment and Selection in Canada, 2nd Ed. V. Catano, et al. Nelson (2001). Embracing Excellence: Become an Employer of Choice toPolicies Attract and Keep the Best Talent. Franklin Ashby and Arthur Pell. Prentice Hall Press (2001).Hiring – Recruitment & SelectionExamples of recruitment and selection policies fromCanadian organizations.8 www.hrvs-rhsbc.ca/policies/pg003b19_e.cfm w w w . h t a b . c a 11
  13. 13. R Hamilton Employers & Retention Key Concepts Business Case Regardless of the size of your company, having a Retention refers to an organization’s ability to retention strategy in place is a sound businesskeep its employees and to maintain and enhance its investment because it:human capital investments, i.e. its investment inemployees’ knowledge, skills, and abilities that have 1. Decreases turnover rate and consequently lowerseconomic value to an organization. recruiting and training costs. Total turnover costs vary widely by position, industry, and type of skills but areTurnover is the result of people entering or leaving currently estimated at about 6 - 24 months’ salary oremployment relationships for either Voluntary (e.g. total compensation; the higher the position, thequitting or retiring) or Involuntary (e.g. fired or laid off) higher the cost and the level of difficulty in finding areasons. replacement. See the “Calculating the Rate and CostVoluntary Turnover occurs for the following reasons: lack of Employer Turnover” worksheet under Resources toof control over work or working conditions, need for determine the cost of your turnover.work-life balance, lack of advancement opportunities, 2. Retains workers with job-specific skill sets therebyand poor relations with management. lessening the impact of anticipated skills shortages. 3. Increases productivity due to a sustained workforce. 4. Improves employee performance and morale. Good Business 5. Facilitates learning and retaining new skills and $ense reduces training time.Retention strategies are just as important as recruitment 6. Reduces errors and workplace accidents.strategies. How employees are treated will determinewhether an organization will have a sustained andskilled talent pool to meet its future workforce needs.While a certain amount of turnover is healthy, the priceof frequent turnover is lost time, lost productivity, and In the Workplacehigh financial investment in recruitment and training. Recruitment Strategies 1. Provide Orientation for New Employees Orientation gives new employees an introduction to A retention strategy is just as their job, their colleagues, and the organization and its work culture. Orientation helps employees understand important as a recruitment where they “fit” with the organization and enables them strategy: once you hire talent, to become productive more quickly. An orientation you want to keep it. program might include a “buddy” system, an employee handbook, training, or a welcome seminar.12 w w w . h t a b . c a
  14. 14. R Hamilton Employers & Retention2. Provide Training and Development Work-life balance is, quite simply, good for business.for all Employees Research shows that work-life balance programs and policies in the workplace directly contribute to reduced stress and absenteeism, enhanced productivity, and aTraining refers to the acquisition of skills, behaviours, competitive recruitment/retention strategy. Theand abilities to perform current work. following are examples of the types of work-life balanceDevelopment is the acquisition of skills, behaviours, and initiatives that may benefit the workplace:abilities to perform future work or to address anorganizational problem. ? Workplace flexibility (e.g. annualized hours, flextime, compressed work weeks, telework) ? Reduction of working time (e.g. gradual retirement,Supporting lifelong learning in the workplace ensures voluntary part-time work, job sharing)organizations have the skills they need when they need ? Dependent care initiatives (e.g. emergency child carethem. In the past, Canadian employers have not and eldercare, workplace child care, local referral andinvested much time or money in training and support information)developing their workforce. In today’s labour market, ? Work-life stress management (e.g. employeehowever, such an oversight is detrimental to an assistance programs, wellness/health promotion)employer’s competitive advantage. Training and ? Leave and benefits (e.g. vacation, leave for personaldevelopment increases employees’ productivity in the reasons, sick leave, parental leave, maternity leave,short-term and is a primary feature of retention and flexible benefits, paternity leave, community service,succession planning within an organization over the education/traininglong-term. It is especially critical considering anticipatedskill shortages within the next decade. 5. Provide Quality Working Life3. Provide a Safe, Healthy, and Supportive and High Job SatisfactionWork Environment People will stay where they have the ability to contribute and to achieve their potential. Quality ofThe creation and maintenance of safe, healthy, and working life and job satisfaction are influenced bysupportive work environments is not only a legal working conditions and workplace policies. Features ofrequirement in Canada, it is also a vital component of an employee-friendly work environment includeemployee retention. Canadian workers are demanding organizational commitment to lifelong learning,cleaner, healthier, safer, and more nurturing workplaces mutual respect and two-way communication, goodin order to ensure their long-term health and are less interpersonal relationships, and leadership inwilling to tolerate unsafe and unhealthy working excellence. The rewards of this type of supportiveconditions. Employers have a duty to provide safe, corporate culture are lower turnover rate, higherharassment-free working environments featuring: productivity and job satisfaction, greater employer? a safe physical environment loyalty, and less burnout among employees.? communication and/or conflict resolution training? guidelines on appropriate and inappropriate 6. Provide Competitive Compensation behaviours in the workplace and Benefits? mediation and/or alternative dispute resolution Compensation and benefits can be a primary motivator strategies for an employer to stay with an organization or to leave? access to Employee Assistance Programs to deal with it. Considering that the cost of benefits may be up to personal and family problems 40% of an employee’s salary, it is most cost-effective to find out what employees actually want. Focus groups,4. Encourage Work-Life Balance surveys, a suggestion box, or simply an open-doorWork-life balance refers to the goal of integrating work policy, will ensure that the organization’s investment ininto your overall life in a way that supports your compensation and benefits is meeting employee needs.physical, emotional and social sense of well being. Features of an attractive compensation and benefitsEmployees are achieving work-life balance when they plan may include: competitive wages, flexible benefits,are able to fulfill their multiple responsibilities at work, workplace initiatives that address work-life balance,at home, and in the community without stress, guilt, or training and development, pension options, andregret. w w w . h t a b . c a 13
  15. 15. R Hamilton Employers & Retentionextensive medical coverage.Review compensation and benefit plans annually to Resourcesensure that they continue to meet the needs ofemployees and are in line with industry standards and Community Connectionsthe organization’s overall business strategy. Finding Balance7. Conduct Performance Evaluations and Employer guide to implementing work-life balance inDiscover What Motivates Employees the workplace. 8 www.htab.ca/publications/Finding%20Balance%Performance evaluations represent a growth 20Employer%20Brochure.pdfopportunity for managers/supervisors and employees.They are an opportunity to find out what motivates Workplace Health, City of Hamiltonindividuals and to identify opportunities for skill Helps workplaces, business, and trade associationsdevelopment and workplace improvement that will aid facilitate employee health.productivity. It is also an excellent time to discuss the 8 www.myhamilton.ca/myhamilton/Cityandorganization’s goals and expectations. Government/HealthandSocialServices/PublicHealthSome research suggests that evaluations are most /Workplaceeffective when conducted more frequently than once a ) Tel: 904-546-2424 x 3065year. The advantages of quarterly reviews, for example,include: a shorter timeframe for evaluation and praise, a Occupational Health Clinics forquicker turnaround time for effecting changes, and an Ontario Workers (OHCOW)opportunity for a less formal structure. In short, an Supports physical, mental, and social well being forevaluation strategy that meaningfully supports open workers and their communities.communication and staff development at all levels is an 8 www.ohcow.on.caaspect of a quality retention plan. ) Tel: 905-549-25528. Be an “Employer of Choice “ Canadian Centre for OccupationalAll of the above strategies – on their own or in Health and Safety (CCOHS)combination – can help an organization become an Information and advice about occupational health andemployer of choice. Compensation and benefits often safety, and health and safety products and services.do not define an employer of choice, but rather career 8 www.ccohs.cagrowth opportunities, work-life benefits, work ) Tel: 905-572-2981atmosphere, and management style take precedence inemployee priorities. An employer of choice 7 Healthy Strategies for Employee Retentiondifferentiates itself from the competition in the 8 http://money.canoe.ca/News/SmallBusiness/following ways: CanadaOne/2008/06/11/5844341.html Calculating the Rate and Cost of Employee? attractive compensation and benefit packages, Turnover? pleasant, safe, and healthy work environment, From The Hamilton People Report (September 2003).? job variety and access to continuous learning, 8 www.hrmattershamilton.ca/newsletter/sep2003.pdf? access to employment security and mobility,? opportunities for advancement,? balance between personal and professional lives,? demonstration of care and concern for employees, Business Case? commitment to employment equity, and? progressive human resources policies and programs Finding Balance with the goal of building a high-performing Employer guide to implementing work-life balance in organization of engaged people the workplace, 2006. 8 www.htab.ca/pages/publications14 w w w . h t a b . c a
  16. 16. R Hamilton Employers & RetentionTo Stay or Leave: Job Satisfaction and Turnover Employee Motivation and PerformanceBusiness case for improving job satisfaction and the Improving retention in small businesses.risks associated with not improving it. 8 www.hrmanagement.gc.ca/gol/hrmanagement/site.8 www.charityvillage.com/cv/research/rhr6.html nsf/en/hr05196.htmlWinning Work Places A Quick Guide to Employee OrientationLearn how supporting work-life balance is an effective Purpose and types of orientation.retention tool and increases productivity. 8 www.work911.com/articles/orient.htm8 www.winningworkplaces.org Work-Life Balance, Government of CanadaThe Business Case for Active Living at Work Materials, resources, and links on work-life balanceTemplate to use in developing a business case for including business case.introducing active lifestyle strategies into the workplace. 8 www.hrsdc.gc.ca/en/lp/spila/wlb/06worklife_8 www.hc-sc.gc.ca/ahc-asc/media/nr-cp/2001/2001_ balance.shtml30bk1_e.html Training and DevelopmentOrienting the Employee: Managing for Success Types of training (includes health & safety), deliveryBusiness case for orientation, its link to retention, and methods, and assessment tools.attributes of a successful progam. 8 www.hrmanagement.gc.ca/gol/hrmanagement/site.8 www.hrtoolkit.gov.bc.ca/staffing/orient/overview.htm nsf/en/hr10772.htmlTraining and Development Outlook 2003: A Systematic Approach to Planned IndividualCanadian Organizations Continue Employee Training & Developmentto Under-Invest Workplan for developing the training needs andConference Board of Canada explores the risks of objectives of individual employees.under-investing in training. 8 www.accel-team.com/PDF/05_training.pdf8 www.conferenceboard.ca/documents.asp?rnext=548 Books The price of high staff The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It’s Too Late. Leigh turnover is lost time, lost Branham. American Management Association (2005). productivity, and greater Love’em or Lose’em: Getting Good People to Stay. Beverly financial investment. Kaye. Berrett-Koehler (2005). Managing Employee Retention: A Strategic Accountability Approach. Jack Phillips and Adele Connell. Butterworth- Heinemann (2003).Implementation Embracing Excellence: Become an Employer of Choice toAn Assessment of Your Retention Practices Attract and Keep the Best Talent. Franklin Ashby andQuick online quiz to assess workplace retention. Arthur Pell. Prentice Hall Press (2001).Includes links to retention information.8 www.workforce.comAttracting and Retaining Top Talent:Key to Corporate SuccessStrategies for retaining talent.8 www.workplace.ca/preview/magsecure/2003m10/strategies/article3663.html w w w . h t a b . c a 15
  17. 17. M Hamilton Employers & Mentoring Key Concepts Business Case Mentoring programs offer many advantages to Mentoring is the act of teaching, supporting, and employers and to those directly involved in theguiding another individual by creating a meaningful mentoring relationship:relationship with a specific purpose. The mentoringrelationship is comprised of a mentor and a mentee. 1. Attracts and retains employees.The Mentor acts as a teacher, guide, advisor, role model, 2. Contributes to successful succession planning.and coach to the mentee. The mentor imparts skills,knowledge, and experience that will encourage and 3. Improves community and corporate relations.inspire the mentee to achieve his or her goals. 4. Promotes cross-training and professionalThe Mentee is typically an individual who is actively development.pursuing career or personal goals. The mentoring 5. Accelerates career progress.relationship allows the mentee to enhance his or herknowledge, skills and experience under the guidance of 6. Preserves intellectual capital.a mentor. 7. Transmits organizational culture and values to newEmployer or Business-Based Mentoring is conducted employees and managers.within an organization or through businessassociations. 8. Retains accumulated wisdom of seasoned leaders. 9. Enhances organizational capacity to meet clients’ needs. 10. Expands the talent pool within an organization. Good Business $ense 11. Increases employee job satisfaction. 12. Maximizes employee contributions to anCanada’s aging workforce, decreasing labour supply, organization.and increased competition for skilled labour mean thatit is now critical for employers to develop or create their 13. Supports lifelong learning and further skillown company-grown talent. Mentoring ensures a development.productive and consistent talent pool within an 14. Illustrates an organization’s vision of leadership.organization by facilitating the transfer of knowledgefrom older, more knowledgeable employees to younger,less experienced employees. In the Workplace Mentoring contributes to Recruitment Strategies successful succession planning Traditionally, mentoring relationships have involved and should be included in senior managers or executives who have the time and your Workforce Plan. foresight to nurture junior employees or individuals who are motivated to excel and advance within an organization or their career. There is a trend, however,16 w w w . h t a b . c a
  18. 18. M Hamilton Employers & Mentoringtowards incorporating mentoring into workplace equityand diversity programs. In this case, mentoring Resourcesprograms target specific groups of individuals such aswomen, youth, internationally trained Community Connectionsprofessionals/trades people, Aboriginals, entrepreneurs,or a specific industry (e.g. engineering, science, etc.). Hamilton Small Business Enterprise Centre Mentoring program for new entrepreneurs.Mentoring is also increasingly seen as an important 8 http://www.investinhamilton.ca/sboverview.aspaspect of workplace orientation for new staff and for ) Tel: 905-540-6400students as part of experiential learning programs, e.g.paid/unpaid job shadowing, internship, or co-operative Settlement and Integration Serviceseducation. Organization (SISO)Typically, the mentor takes an active interest in the Offers a mentoring program for internationally trainedcareer development of the mentee. The mentor may professionals and trades people.provide counsel on task management, personal 8 www.siso-ham.org/ArticlesMentoring.aspxattitudes and presentation, further skills development, ) Tel: 905-667-7476worthwhile conferences and associations, suitable rolemodels, and the corporate culture.Mentoring relationships do not have to be conductedface-to-face. Electronic or e-mentoring can improve and Mentors and Menteesspeed up the mentoring process by providing flexibility, stand to gain new skills,written documentation of communications andconvenience in terms of time and location (especially if self-confidence andthere is more than one mentee to counsel). friendship.Mentoring works because it draws on the goodwill andmutual benefit of a private relationship built on trustand admiration. Both the mentor and the mentee gainnew skills, greater self-confidence, and – potentially – Business Casefriendship. Accelerating Leadership DevelopmentTypes of Mentoring Relationships: Through Mentoring Presents business case and best practices in mentoring.1. Formal or Structured Mentoring 8 www.sagementors.com/articles/CM_HRAC_WEB.pdfGenerally this refers to a facilitated program in which athird party helps the Mentor and Mentee develop a Mentoring Programs/Toolsrelationship and set goals. Participation occurs through 8 www.sagementors.comrecruitment and training and there is typically anevaluation component. The mentoring format can be Mentoring: Finding a Perfect Matchone-to-one or one-to-many. for People Development Conference Board of Canada study of Mentor Match,2. Informal or Casual Mentoring one of the best mentoring programs ever developed.Refers to a self-directed mentoring relationship in 8 www.conferenceboard.ca/documents.asp?rnext=559which the mentor and mentee develop and structurethe mentoring process and objectives on their own. Thistype of mentoring is generally conducted in a one-to-one format. w w w . h t a b . c a 17
  19. 19. M Hamilton Employers & MentoringImplementation BooksMentor Directory The Heart of Mentoring: Ten Proven Principles forStarting, maintaining and evaluating a mentor program Developing People to Their Fullest Potential. Robert Tamasyin business. and David A. Stoddard. Navpress Publishing (2003).8 www.peer.ca/mentor.html Mentoring and the World of Work in Canada: Source BookMentoring and the World of Work: of Best Practices. Christine Courrier, et al. (2001). www.entrepreneurship.qc.ca/fr/accueil/fiche_produit.asA Reference Model p?id_produit=276A mentorship model for program development.8 www.contactpoint.ca/cjcd/v2-n1/article2.pdf Learning Journeys: Top Management Experts Share Hard- Earned Lessons on Becoming Great Mentors and Leaders. M.Establish Positive Mentoring Relationships Goldsmith, B. Kaye, and K. Shelton. Davies-BlackTips for creating a positive business mentoring (2000).relationship.8 www.findarticles.com/p/articles/mi_m3495/is_2_47 The Mentor’s Guide: Facilitating Effective Learning/ai_83058912 Relationships. Lois J. Zachary. Jossey-Bass (2000).Workforce ManagementLinks to numerous articles, including: evaluation of amentoring program, group mentoring, mentoringfuture supervisors, and the difference between coachingand mentoring. Mentoring is an effective way to8 www.workforce.com [keyword search: Mentoring] provide orientation to newThe Building Blocks of employees because it builds strongQuality Mentoring ProgramsA free online training module on starting a new working relationships and loyaltymentoring program or for improving an existing to the company.program.8 www.mentoringcanada.ca/training/Mentors/index.htmlA Guide to Mentoring StudentsA guide to mentoring students. Includes samplementoring agreement.8 www.tbs-sct.gc.ca/pubs_pol/hrpubs/tb_856/agtms_e.asp18 w w w . h t a b . c a
  20. 20. D Hamilton Employers & Diversity Management Key Concepts Business Case An employer who successfully taps into Hamilton’s Diversity includes any characteristic that diverse labour force gains a significant competitivedifferentiates one person from another. Age, gender, advantage in today’s global economy because diversity:race, spiritual beliefs, ethnicity, culture, sexualorientation, mental or physical capabilities, language, 1. Expands the talent pool of highly skilled andeducation, training, family status, and income are all experienced workers for recruitment purposes.examples of factors contributing to diversity. Thesecharacteristics influence individual attitudes, values, 2. Increases productivity due to supportive workplacebeliefs, expectations, perception of self and others, environment and greater team-based collaboration,customs, reactions, behaviours, experiences, and communication, and effectiveness.interpretation of events. 3. Leads to higher employee morale which means lowDiversity Management refers to the ability to manage and absenteeism and high retention, which in turn leadsoptimize the potential of individuals with diverse to decreased recruitment and training costs.backgrounds, cultures, and characteristics in order to 4. Increases creativity and flexibility due to multiplereach business objectives, while acknowledging, perspectives and interpretations.accepting, and respecting this diversity. 5. Generates higher quality problem-solving andIt is the Law that – with respect to employment – decision-making because a wide range of knowledge,individuals cannot be discriminated against or harassed skills and ideas are working together.on the basis of race, colour, ancestry, place of origin,ethnic origin, citizenship, religion, creed, gender, sexual 6. Improves customer relations based on corporateorientation, physical or mental capabilities, age, marital knowledge of diverse populations.or family status (including pregnancy), same-sexpartnership status, or record of offences. 7. Illustrates positive corporate citizenship and leadership. 8. Results in fewer complaints of discrimination thereby reducing costly financial settlements. Good Business $enseResearch and experience show that when diversebackgrounds and talents are effectively managed they Increasing diversity in the workplacecombine to create a more productive businessenvironment. Currently over 60% of Canada’s labour is an organizational change process.force is made up of women, visible minorities, and It requires training, resourcespeople with disabilities. Aboriginal youth are the fastestgrowing labour force sector with more than 400,000 and time, but the benefits farentering the job market over the next two decades. outweigh the effort.Hamilton’s workforce reflects this national trendtowards greater diversity and so investing in diversitymanagement simply makes good business sense. w w w . h t a b . c a 19
  21. 21. D Hamilton Employers & Diversity Management ? Accommodations for injured or disabled workers (e.g. In the Workplace assistive devices and accommodations) ? Diverse work teams (e.g. combine individuals with Integrating individuals who have a different diverse backgrounds for innovative problem-solving language or cultural orientation presents unique and greater productivity)challenges in the workplace. Failure to address these ? Equitable opportunity (e.g. hire, promote, and assignchallenges by incorporating diversity management into staff to special projects based on merit, establish anyour business plan may lead to interpersonal conflict, “open door” environment that welcomes ideas andincreased workplace stress, and lower productivity. feedback from all employees)Steps to Implementing Diversity STEP 4: Monitor WorkplaceManagement Diversity Program Review and evaluate the diversity program periodicallySTEP 1: Present the Business Case to monitor its effectiveness. Invite employee feedbackfor Diversity Management and instigate change as needed. Stay informed aboutBuild a business case for introducing a diversity changes in government policies and trends in workforcemanagement program into your workplace. Identify demographics. Be pro-active in responding to thesebest practices and examine current policies and the law. changes in the labour market.Show how diversity initiatives are linked to businessobjectives.STEP 2: Provide Leadership An employer who taps intoGain support and commitment from management and Hamilton’s diverse workforceemployees by involving them in the development andimplementation of diversity programs. Communication gains a significantis critical and employees increasingly expect to be competitive advantage.involved in decision-making.STEP 3: Develop a WorkplaceDiversity ProgramCreate a detailed workforce diversity program andestablish accountability for implementation. Here are a Trainingfew examples of initiatives that might be included in a Training in diversity helps to address the issue ofwell-rounded diversity program: employment equity and the different characteristics of today’s workforce. There are currently three main types? Workplace flexibility (e.g. annualized hours, flextime, of diversity training: compressed work weeks, telework)? Reduction of working time (e.g. gradual retirement, 1. Awareness Building voluntary part-time work, job sharing) This type of training addresses the benefits of diversity? Dependent care initiatives (e.g. emergency child care in the workplace. Here are a few simple, cost-effective and eldercare, workplace child care, local referral and ways to raise awareness of diversity management in the support information) workplace:? Work-life stress management (e.g. employee assistance programs, wellness/health promotion) ? Identify a diversity day or week? Leave and benefits (e.g. vacation, leave for personal ? Organize potlucks and invite employees and reasons, sick leave, parental leave, maternity leave, management to attend flexible benefits, paternity leave, community service, ? Dedicate space to diversity issues in the organization’s education/training) newsletter or bulletins ? Develop a company website page geared to diversity20 w w w . h t a b . c a
  22. 22. D Hamilton Employers & Diversity Management2. Skill Building Business CaseThis type of training improves skills in communicatingwith and managing a diverse workforce. It is essential to Global Diversity at Workincreasing a company’s capabilities for diversified Presents business case for diversity. Includes ainteractions and for developing more effective comprehensive list of resources and links.managers/supervisors. You can build these skills 8 www.diversityatwork.comthrough workshops, training, and seminars that includerole plays, case studies, videos, guest speakers, and open Value of Diversity in the Workplacediscussion. Business case for employment equity and diversity in the workplace.3. Cross-Cultural Training 8 www.crr.ca/Load.do?section=4&subSection=10&idThis type of training addresses cultural sensitivity and =191&type=2business etiquette. It involves education in cross-cultural differences (especially in regards to corporateculture) and ways to adapt to different cultures. It canbe especially helpful to recruitment, orientation,training, health and safety, performance management, Diversity contributes to aand retention activities. more productive business environment. ResourcesCommunity ConnectionsSettlement and Integration Services ImplementationOrganization (SISO)SISO provides training in the areas of cultural WORKinkcompetencies, cross-cultural communication, diversity Resources, articles, tools and information for creatingmanagement, and policy development. an inclusive workplace.8 www.siso-ham.org 8 www.workink.com/display.asp?Page_ID=29) Tel: 905-667-7476 Achieving Results Through Diversity:PATH Employment Services A Strategy for SuccessEmployment service for people with disabilities. Assists 8 http://www.hrpa.ca/NR/rdonlyres/CCFACC1C-employers with recruitment. 9586-41FD-9CB2-AC59E16547C2/0/diversity.pdf8 www.pathemployment.com Paths to Equal Opportunity) Tel: 905-528-6611 Information on removing and preventing barriers so that people with disabilities can work.Ontario March of Dimes 8 www.equalopportunity.on.caOffers many services that help employers withaccommodations in the workplace. The Business Case for Gender Diversity8 www.marchofdimes.ca Gender diversity management and training for) Tel: 905-528-9432 individuals, businesses, and organizations. 8 www.gendertraining.comBias-Free Hiring HandbookPublished by the United Way of Burlington & GreaterHamilton.) Tel: 905-527-4543 w w w . h t a b . c a 21
  23. 23. D Hamilton Employers & Diversity ManagementAboriginal Human ResourcesDevelopment StrategyEmployment strategies to ensure current and future Adopting diversity in theopportunities for Aboriginals.8 http://www1.servicecanada.gc.ca/en/gateways/ workplace expands yourtopics/ahs-gxr.shtml recruitment options.LawOntario Human Rights CommissionProvincial law that gives everybody equal rights andopportunities without discrimination. Notes:8 http://www.ohrc.on.ca) Tel: 1-800-387-9080Ontario Pay Equity ActProvincial legislation designed to redress genderdiscrimination.8 www.e-laws.gov.on.ca/index.htmlEmployment Equity ActFederal legislation designed to correct conditions ofdisadvantage in employment experienced by women,Aboriginal peoples, persons with disabilities, andmembers of visible minorities.8 http://laws.justice.gc.ca/en/E-5.401/index.htmlCanadian Human Rights ActFederal legislation regarding equal rights andopportunities without discrimination.8 http://laws.justice.gc.ca/en/H-6/index.htmlBooksThe Business Case for Diversity, 4th Ed. DiversityInc.Allegiant Media (2003).The Diversity Scorecard: Evaluating the Impact of Diversityon Organizational Performance. Edward Hubbard.Butterworth-Heinemann (2003).Diversity: A Business Advantage - A Practical Guide. Phebe-Jane Poole. Poole Publishing Company (1997).Implementing Diversity: Best Practices for Making DiversityWork. Marilyn Loden. McGraw-Hill (1996).Evaluating Diversity Training: 17 Ready-to-Use Tools. J.M.Keller, et. al. Pfeiffer & Co. (1996).22 w w w . h t a b . c a
  24. 24. O Hamilton Employers & Older Workers Key Concepts Business Case There is a strong business case for employers to consider Generally, an employee who is over the age of recruiting and retaining older workers:45 is considered an Older Worker. Older workers canalso be grouped into three separate cohorts: age 45-54; 1. Many employers will lose 50 - 70% of their labourage 55-65; age 65 and older. force to retirement within the next decade.Ageism refers to misconceptions and negative attitudes 2. Mass retirement of older workers represents aabout aging and its impact on life activities such as significant loss of physical and intellectual humanwork. capital within an organization, therefore it is important to embrace and, if possible, maintainAge Discrimination is the consequence of ageist attitudes some of this labour power and knowledge.and is in direct conflict with the Ontario Human RightsCode and the Canadian Human Rights Act. 3. An overall labour market trend towards phased-in retirement programs (e.g. job sharing, part-timeIt is the Law that employers “cannot refuse to hire, train work, revised job responsibilities) and away fromor promote a person simply because they are older.” early retirement incentives.(Ontario Human Rights Commission) 4. A growing trend among older workers to continue working beyond the age of 65 in order to remain active physically, mentally, financially, and There is a growing trend professionally. among older workers to 5. It has been shown that productivity increases as a continue working beyond worker matures due to higher levels of skill, experience, and knowledge. the age of 65. 6. Studies show lower rates of accidents, turnover, and absenteeism among older workers. 7. Older workers are typically more loyal to their employers and demonstrate a strong work ethic. 8. The provincial government has removed the mandatory retirement age cap of 65 from the Ontario Human Right Code. This legislative change will impact Good Business working conditions, employer benefits, public and $ense private pensions, as well as tax policies – all issues of concern to employers.The aging workforce represents one of the greatestchallenges facing employers today. The working-agepopulation is becoming older, with proportionallymore individuals than ever in older age brackets (45 -64 years of age) and fewer individuals than ever inyounger age brackets. w w w . h t a b . c a 23
  25. 25. O Hamilton Employers & Older Workers In the Workplace Resources A growing number of companies are placing a premium on the experience, valuable contacts, Community Connectionsand the maturity of older workers, and are Experienced Workers Programimplementing ways of acquiring and sharing that Advantages of hiring experienced workers and connectknowledge through training, mentoring, and coaching. with older job seekers.Although many of the following suggestions will 8 www.tcet.com/ewp/forEmployers.aspxincrease the accommodation of all workers, they are of ) Tel: 905-681-3356 x 22especial benefit to older workers: Employers: Are You Ready for the Next? Develop a workforce plan that includes active Demographic Shift? recruitment and retention of older workers. Experienced Workers Information Network based in Durham region.? Adopt training and development programs that use 8 www.unemployedhelp.on.ca/EWIN/introduction.htm adult learning principles, e.g. relating new skills to previous experiences, self-paced and self-directed Retired Worker Canada learning, supportive learning environment. For retired people who want to work and employers? Take the work-life balance needs of older workers into who want to hire them. consideration and allow for part-time and flexible 8 www.retiredworker.ca work arrangements, “bridging jobs” to retirement, and medical or emergency leaves.? Create a welcoming work environment for older Business Case workers by promoting healthy attitudes and communication among employees. Myths & Realities of Older Workers Includes “Overview of Aging Workforce Challenges”.? Improve the physical environment by incorporating 8 www.hrsdc.gc.ca/asp/gateway.asp?hr=/en/lp/spila better lighting, larger font size, and ergonomic work /wlb/aw/21overview_analysis02.shtml&hs=wnc stations. Challenges of an Aging Workforce Documents impact, challenges, and options for employers. Includes information on older worker clauses in collective agreements. 8 www.sdc.gc.ca/en/lp/spila/wlb/pdf/overview-aging- Productivity increases as a workforce-challenges-en.pdf worker matures due to Building Bridges Across Generations in the higher levels of skill, Workplace Report on Canada’s aging workforce. experience, and knowledge. 8 www.ccsd.ca/pubs/2001/bridges/bbeng.pdf Older Worker Awareness Case studies, facts, and research. 8 www.gov.pe.ca/infopei/index.php3?number=81357 &lang=E&PHPSESSID=5bc2f4d32d1f8e58195d49e889b 0f0f624 w w w . h t a b . c a
  26. 26. O Hamilton Employers & Older WorkersImplementationResources to Find & Employ Older Workers A well-rounded WorkforceInformation on recruitment, employment agencies, Plan includes activetransition, termination, assisting, training, HR recruitment and retentionplanning.8 http://hrmanagement.gc.ca/gol/hrmanagement/ of older workers.site.nsf/en/hr11197.htmlDiscussions on Aging WorkforceInnovative practices implemented in workplaces toaccommodate older workers.8 www.hrsdc.gc.ca/en/lp/spila/wlb/aw/03discussions.shtml Notes:Older Worker InformationRecruitment and retention of older workers and how toassess your workplace readiness.8 www.dwd.state.wi.us/dws/programs/populations/olderworkerLawEnding Mandatory Retirement: What It MeansTo YouMinistry of Labour document detailing how thelegislation will affect Ontario.8 www.labour.gov.on.ca/english/news/m_mr.htmlAge Discrimination and EmploymentAddresses discrimination during hiring, on-the-job, aswell as duty to accommodate.8 http://www.ohrc.on.ca/en/issues/ageAge Discrimination: Your Rights andResponsibilitiesInformation on age discrimination, as well as mythsand realities surrounding older workers.8 http://www.ohrc.on.ca/en/issues/age w w w . h t a b . c a 25

×