Get more bang for your buck when hiring in Toronto January 2012
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Get more bang for your buck when hiring in Toronto January 2012

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One day open training event held in Toronto, Canada.

One day open training event held in Toronto, Canada.

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    Get more bang for your buck when hiring in Toronto January 2012 Get more bang for your buck when hiring in Toronto January 2012 Presentation Transcript

    • Get more bang for your buck when hiring in Toronto by Toronto Training and HR January 2012
    • 3-4 Introduction to Toronto Training and HR 5-6 DefinitionContents 7-9 Recruitment strategies 10-19 HR planning 20-27 Evaluation 28-30 Test quality and choice 31-37 Psychological testing 38-40 Job design 41-45 Job descriptions 46-49 Recruitment in the mining industry 50-51 Jobs in demand 52-56 Questions to ask recruiters 57-61 Innovative recruitment ideas 62-64 Different recruitment methods 65-68 Stages involved in offering a job 69-73 Person specifications 74-76 Conditions for successful use of biodata 77-79 Background checks 80-82 Steps to avoid unlawful discrimination 83-86 Measuring „fit‟ 87-89 Avoiding bad press when hiring interims 90-93 Getting value from interims 94-96 A typical hiring policy 97-98 Case study 99-100 Conclusion and questions
    • Introduction Page 3
    • Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
    • Definition Page 5
    • DefinitionWhat is recruitment?How does it differ from selection? Page 6
    • Recruitment strategies Page 7
    • Recruitment strategies 1 of 2Broad skill scopeTargeted scope Page 8
    • Recruitment strategies 2 of 2 Broad skill Targeted skill scope scope External source of EXTERNAL EXTERNAL applicants BROAD or TARGETED or BARGAIN FREE AGENT LABOURER Internal source of INTERNAL BROAD INTERNAL applicants or LOYAL TARGETED or SOLDIER COMMITTED EXPERT Page 9
    • HR planning Page 10
    • HR planning 1 of 9STAGES IN AN HR PLANNING CYCLEForecasting future demand for human resourcesForecasting future internal supply of humanresourcesForecasting future external supply of humanresourcesFormulating responses to the forecasts Page 11
    • HR planning 2 of 9WHY HR PLANNING IS LESS POPULAR IN 2012THAN IN PREVIOUS YEARSThere is hostility to the use of statistics in place ofmanagerial judgementIt is believed that HR planning is not essential toorganizational effectiveness so funding thereforetends to be funnelled elsewhereThere is a fear of mathematical methods generally Page 12
    • HR planning 3 of 9WHY HR PLANNING IS LESS POPULAR IN 2012THAN IN PREVIOUS YEARSThere is ignorance of the existence of HR planningtechniques and their potential advantages fororganisationsThere may be inadequate historical data availableto make informed calculations Page 13
    • HR planning 4 of 9OBJECTIVES OF HR PLANNINGRecruitmentLayoffsLearning & developmentStaffing costsTrade union negotiationsAccommodation Page 14
    • HR planning 5 of 9EVALUATING HR PLANNINGThe extent to which the outputs of HR planningprograms continue to meet changingcircumstancesThe extent to which the programmes achieve theircost and productivity objectivesThe extent to which strategies and programs arereplanned to meet changing circumstances Page 15
    • HR planning 6 of 9ANALYSISTrend analysisRatio analysisA scatter plot Page 16
    • HR planning 7 of 9DRAWBACKS TO TRADITIONAL FORECASTINGTECHNIQUESThey focus on projections and historicalrelationshipsThey do not consider the impact of strategicinitiatives on future staffing levelsThey support compensation plans that rewardmanagers for managing ever-larger teams ofpeople Page 17
    • HR planning 8 of 9DRAWBACKS TO TRADITIONAL FORECASTINGTECHNIQUESThey “bake in” the idea that increases in the sizeof the workforce are inevitableThey validate and institutionalize present planningprocesses and the usual ways of doing things Page 18
    • HR planning 9 of 9STEPS TO TAKEAssess current employee levelsPredict future needsPredict employee movementPlan external hiring needs Page 19
    • Evaluation Page 20
    • Evaluation 1 of 7MEASURESLegal cases avoidedImproved selection decisionsBetter targeted recruitment campaignsReduced absence levelsImproved work performanceFewer early leaversMore effective layoffs procedures Page 21
    • Evaluation 2 of 7QUESTIONS TO ASKAre we recruiting as effectively as possible?Are we recruiting as efficiently as possible?Are we recruiting as fairly as possible? Page 22
    • Evaluation 3 of 7QUESTIONS TO ASKDo our recruitment practices yield enough suitablecandidates to enable us to select sufficientnumbers of high-calibre employees?Could a sufficient pool of suitable candidates beattracted using less expensive methods?Are the recruitment methods used fulfilling thelegal and compliance methods both in Ontario andfederally? Page 23
    • Evaluation 4 of 7QUANTIATIVE CRITERIAResignation ratesAbsence ratesAccident ratesTime per hireCandidate acceptance ratesCandidate no-show ratesProportion of hires from under-representedminorities Page 24
    • Evaluation 5 of 7QUANTIATIVE CRITERIAPercentage of employees who have been formallyappraised in the last yearNumber of legal casesOvertime worked in the last yearNumber of disciplinary and grievance hearingsfought Page 25
    • Evaluation 6 of 7FINANCIAL PERFORMANCEProfit generated per employee in the past yearSales per employee in the past yearCost per hireLabour costs as a % of total costsAbsence costs as a % of labour costsVoluntary turnover costs as a % of labour costsHR department costs as a % of total costs Page 26
    • Evaluation 7 of 7SURVEYS OR QUESTIONNAIRES% of employees who are satisfied with their work% of employees who are satisfied with theirsupervision or management% of employees who consider their employer actsethically or equitably% of employees who are clear about theorganizational objectives% of employees who are clear about personalobjectives Page 27
    • Test quality and choice Page 28
    • Test quality and choice 1 of 2VALIDITYFace validityContent validityConstruct validityCriterion related validity Page 29
    • Test quality and choice 2 of 2RELIABILITYTest-retest reliabilityInternal consistencyParallel forms reliability Page 30
    • Psychological testing Page 31
    • Psychological testing 1 of 6ABILITY TESTSAchievement testsAptitude testsIntelligence tests Page 32
    • Psychological testing 2 of 6PERSONALITY FACTORSCool-warmConcrete thinking-emotionally stableAffected by feelings-emotionally stableSubmissive-dominantSober-enthusiasticExpedient-conscientiousShy-boldTough minded-tender minded Page 33
    • Psychological testing 3 of 6PERSONALITY FACTORSTrusting-suspiciousForthright-shrewdSelf assured-apprehensiveConservative-experimentingPractical-imaginativeGroup oriented-self sufficientUndisciplined and self conflict-following self imageRelaxed-tense Page 34
    • Psychological testing 4 of 6PERSONALITY TRAITSDominanceCapacity for statusSociabilitySocial presenceSelf-acceptanceSense of wellbeingResponsibilitySocializationSelf control Page 35
    • Psychological testing 5 of 6PERSONALITY TRAITSToleranceGood impressionCommunalityAchievement via conformanceAchievement via independenceIntellectual efficiencyPsychological mindednessFlexibilityFemininity Page 36
    • Psychological testing 6 of 6PERSONALITY TRAITSEmpathyIndependenceManagerial potentialWork orientation Page 37
    • Job design Page 38
    • Job design 1 of 2CORE FEATURES OF WORK CONTENTScopeDiscretionVariabilityDemandsFeedbackInterdependence Page 39
    • Job design 2 of 2CORE JOB CHARACTERISTICSSkill varietyTask identityTask significanceAutonomyJob feedback Page 40
    • Job descriptions Page 41
    • Job descriptions 1 of 4USESTool in recruitmentTool in selectionBasis of employment contractsPart of a defence used by an employer in dismissalcasesMeans by which the employer communicatesexpectations, priorities and values to a newemployee Page 42
    • Job descriptions 2 of 4QUESTIONS TO ASKWhat type(s) of work am I expecting the employeeto provide?„ Does the employer need to have any specificknowledge, abilities, skills and/or personalcharacteristics in order to do the work?Are there any education and experiencerequirements to perform the work? Page 43
    • Job descriptions 3 of 4QUESTIONS TO ASKAre there any other special requirements such as adriver‟s license, First Aid certificate, CriminalRecord Check, etc. that would be beneficial?What are the duties and responsibilities of theposition?What are you expecting the employee toaccomplish? Page 44
    • Job descriptions 4 of 4QUESTIONS TO ASK„ What are the hours of work (full time, parttime)?Are there any special conditions associated withthe work, such as significant physical demands,hazards and stresses?„ Does the location where the work is to beperformed present any special challenges? Page 45
    • Recruitment in the mining industry Page 46
    • Recruitment in the mining industry 1 of 3Hiring requirementsContractionaryBaselineExpansionaryOccupational categories5300 20138400 201615100 2021 Page 47
    • Recruitment in the mining industry 2 of 3Trades and undesignated occupationsProfessional and physical science occupationsHuman resources and financial occupationsSupport workersTechnical occupationsSupervisors, coordinators and foremenOtherTALENT GAPS Page 48
    • Recruitment in the mining industry 3 of 3SOLUTIONSAttraction-the competition for talentGrowing the talent pool-immigration, educationand trainingRetaining and re-engaging the aging workforce Page 49
    • Jobs in demand Page 50
    • Jobs in demandAccounting and financeAdvertising and marketingLegalTechnology Page 51
    • Questions to ask recruiters Page 52
    • Questions to ask recruiters 1 of 4Will the consultant undertake to prepare a detailedspecification to form the basis of the selectionassignment and which will be agreed with theclient?Are guarantees provided on timescales, withpenalties if appropriate? Page 53
    • Questions to ask recruiters 2 of 4Will all elements of decision-making, includingscreening applications and interviewing beundertaken by the recruiter rather than delegatedto more junior colleagues?Will all candidates be treated courteously,particularly paying regard to the acknowledgementof applications, advice on progress, and promptlynotified of decisions? Page 54
    • Questions to ask recruiters 3 of 4Will all ethical and legal requirements be fulfilledand the client indemnified for all liability incurred?Will proper methods be used to make theselection, including the use of structuredinterviews, tests and other techniques?Will they undertake not to „poach‟ appointedpeople at a later stage, or in any other way breachthe confidence or the trust of the client? Page 55
    • Questions to ask recruiters 4 of 4Will they undertake all appropriate checks such asreferences and verifying certificates/qualificationsclaimed? Page 56
    • Innovative recruitment ideas Page 57
    • Innovative recruitment ideas 1 of 4Window painting of Help-Wanted messageOpen House - invite potential applicants to touryour site and consider applying for a jobwith your organizationMagnetic hiring signs on company vehicles.Flyer distributed with local free weekly newspaper.Flyer placed on car windshields.Retention bonus is paid to new employees oncethey have stayed on for a fixed period of time Page 58
    • Innovative recruitment ideas 2 of 4Subsidized housing or provided housing near yoursiteReaching out to Aboriginal people, as within tenyears one out of every five new entrants into thelabour market will be AboriginalProfessional association meetings and newslettersare a great place to find specialized talentWomen re-entering the workforce - contact localYWCA to post your job ad Page 59
    • Innovative recruitment ideas 3 of 4Military personnel often retire with a pension after20 years of service and are looking for a careerchangeSpending spare time as a volunteer will allow youto meet potentially ideal employees of the futureCommunity church leaders are well connected andrespected, and could provide some referrals ongreat people to consider Page 60
    • Innovative recruitment ideas 4 of 4Persons with disabilities often offer an establishedtrack record of being reliable, productive andinnovative workersEx-offenders that are committed to changing theirways, if given a second chance, will be grateful,loyal and hard-working employeesFlexible job hours can make jobs more attractiveTapping into the recent immigrant marketplace bycontacting ethnic associations and newspapers Page 61
    • Different recruitment methods Page 62
    • Different recruitment methods 1 of 2ADVANTAGES AND DISADVANTAGES:Existing employeesPrevious employeesReferral schemeAdvertisements (not online)Online recruitmentJob fairsRadio or TVAgencies and recruiters Page 63
    • Different recruitment methods 2 of 2ADVANTAGES AND DISADVANTAGES:Educational institutionsIndividuals based in other countriesWalk-ins Page 64
    • Stages involved in offering a job Page 65
    • Stages involved in offering a job 1 of 3A message offering the job to the person„ A short description of the key responsibilities,ideally including a copy of the job description asan attachment„ Page 66
    • Stages involved in offering a job 2 of 3When would you like them to start?How many hours will they work?Are there specific times and dates?„ What is the salary or hourly rate of pay?Are there any “conditions of employment” (e.g.Criminal Record Check, valid driver‟s license, FirstAid and Cardiopulmonary Resuscitation (CPR)training)? Page 67
    • Stages involved in offering a job 3 of 3„ Who will they report to?Who should they contact?When should they let you know what they decide? Page 68
    • Person specifications Page 69
    • Person specifications 1 of 4SEVEN POINT PLANPhysical make-upAttainmentsGeneral intelligenceSpecial aptitudesInterestsPersonalityCircumstances Page 70
    • Person specifications 2 of 4FIVE-FOLD GRADING SYSTEMImpact on othersAcquired qualificationsInnate abilitiesMotivationAdjustment Page 71
    • Person specifications 3 of 4Personal qualities and attributes which areinherent in the person‟s character, not easilychanged, and pertinent to good performanceExperience, whether of a particular industry ortype of work, or dealing with certain types ofcustomersRecord of achievement or evidence that thepotential has been applied and realized, such asprojects completed or sales achieved Page 72
    • Person specifications 4 of 4Skills or qualifications needed to perform the roleOrganization-match, which may cover the fit withthe style and culture of the organization if it issignificant but more usually aspects such as shiftwork or travelling requirementsNeeds and expectations of the candidate Page 73
    • Conditions for successful use of biodata Page 74
    • Conditions for successful use of biodata 1 of 2The criteria for job success or acceptability mustbe defined clearlyThe target jobs should be relatively homogenousThe likely candidates for the job should be ofbroadly similar age and backgroundResearchers should have access to largedevelopment and cross validation samples Page 75
    • Conditions for successful use of biodata 2 of 2If part of an application blank (form) biodata mustbe in a format acceptable to candidatesPeople must be aware of what constitutes successin using biodata Page 76
    • Background checks Page 77
    • Background checks 1 of 2AREAS TO CONSIDER:Human Rights legislationPrivacy legislationSecurity legislationSpecific workplace/sector legislationExternal jurisdictions‟ demandsCollective Agreement and arbitral jurisprudencelimitationsCommon law “right” (or expectation) of privacy Page 78
    • Background checks 2 of 2AUDIT AND VERIFICATION:Education verificationCredit checksDriving historyCriminal record checks Page 79
    • Steps to avoid unlawful discrimination Page 80
    • Steps to avoid unlawful discrimination 1 of 2Set objective requirementsEncourage fair and open competitionUse suitable application proceduresEnsure any tests are properUse balanced and objective interviewsUse only suitable exercisesMake objective decisions Page 81
    • Steps to avoid unlawful discrimination 2 of 2Make consistent offersCarry out effective inductionCarry out ongoing monitoring Page 82
    • Measuring ‘fit’ Page 83
    • Measuring „fit‟ 1 of 3 Low fit between Medium fit High fit between personality of between personality of candidate and personality of candidate and culture of the candidate and culture of the organization culture of the organization organizationHigh fit betweencandidate capabilityand technicalrequirements of thejobMedium fit betweencandidate capabilityand technicalrequirements of thejobLow fit betweencandidate capabilityand technicalrequirements of the Page 84job
    • Measuring „fit‟ 2 of 3Over-hiring for performanceHiring high performance fit individualsProblematic hires and the potential consequences Page 85
    • Measuring „fit‟ 3 of 3KEY ACCOUNTABILITIES OF HIRING MANAGERSHire people who can perform well and contributeto the organization‟s cultureAct on and minimize the impact of problematichires, should they occur Page 86
    • Avoiding bad press when hiring interims Page 87
    • Avoiding bad press when hiring interims 1 of 2Fully brief the PR team on benefits, cost savingsand the interim‟s track recordPut day rates into context against savings on apermanent appointment-although a day rate mayseem expensive interims do not qualify formaternity or sick payDon‟t forget the permanent employees who willwork with the interim-explain to them what theinterim will do and why Page 88
    • Avoiding bad press when hiring interims 2 of 2Keep the process open and transparent to avoidthe possibility of an “information vacuum” thatcould be filled with rumour and speculation Page 89
    • Getting value from interims Page 90
    • Getting value from interims 1 of 3 Choose the right recruitment partner Ensure the assignment is properly outlined Introduce performance incentives for the interim Ensure a performance management structure is in place for the interim Give feedback and revisit the interim‟s progress Page 91
    • Getting value from interims 2 of 3 KEY POINTS Select “process-heavy” suppliers who perform rigorous due diligence, and who help you to set and agree your terms of reference and desired outcomes for the assignment Ensure your partners assess stakeholder management competencies and culture fit as well as skills and experience Page 92
    • Getting value from interims 3 of 3 KEY POINTS Look for innovation in pricing models to maximize your return on investment Ensure you have an assignment performance management structure-your provider should be able to provide this platform Page 93
    • A typical hiring policy Page 94
    • A typical hiring policy 1 of 2COMMON HEADINGS:Policy intentPersonnel requestsJob postingsApplication processInterviewsInternal transfers Page 95
    • A typical hiring policy 2 of 2COMMON HEADINGS:References and background checksOffer of employmentPotential hiring conflicts Page 96
    • Case study Page 97
    • Case study Page 98
    • Conclusion and questions Page 99
    • Conclusion and questionsSummaryVideosQuestions Page 100