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Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
Get more bang for your buck when recruiting in the GTHA April 2011
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Get more bang for your buck when recruiting in the GTHA April 2011

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One day interactive open seminar on recruitment in Hamilton.

One day interactive open seminar on recruitment in Hamilton.

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  • 1. Get more bang for your buck when recruiting in the GTHA
    by Toronto Training and HR
    April 2011
  • 2. 3-4 Introduction to Toronto Training and HR
    5-6 Objectives of recruitment
    7-13 The recruitment process
    14-15 Reasons for recruitment difficulties
    16-20 Methods used to attract and select applicants
    21-22 Time taken to fill a vacancy
    23-25 Layoffs
    26-34 Labour turnover
    35-37 Encouraging diversity
    38-42 Older work searchers
    43-45 Prior to posting a vacancy
    46-50 What a good RIS should look like?
    51-55 Online recruitment
    56-58 Using Facebook to check on applicants
    59-60 In or out?
    61-62 Using competencies
    63-65 Person specifications
    66-68 Maintaining equity
    69-70 Hiring veterans
    71-73 Using perks to help recruitment
    74-79 Hard to fill vacancies
    80-81 Working in another province
    82-84 Hiring foreign workers in Canada
    85-87 Providing an exceptional candidate experience
    88-90 Improving the relationship with recruitment marketing agencies
    91-92 Checklist
    93-98 Case studies
    99-100 Conclusion and questions
    Contents
  • 3. Page 3
    Introduction
  • 4. Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis 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 course design
    • 5. Training course delivery
    - Reducing costs
    • Saving time
    • 6. Improving employee engagement & morale
    • 7. Services for job seekers
  • Page 5
    Objectives of recruitment
  • 8. Page 6
    Objectives of recruitment
    Attracting and recruiting individuals to the organization
    Enabling the achievement of the organization’s strategic goals
    Meeting the future skills requirements of the organization
    Supporting changes in the organizational structure or the business environment
    Reducing recruitment costs
    Addressing skills shortages
    Supporting succession planning
    Assisting HR planning
  • 9. Page 7
    The recruitment process
  • 10. Page 8
    The recruitment process 1 of 6
    Development of a policy on recruitment and retention and the systems that give life to the policy
    Needs assessment to determine the current and future human resource requirements of the organization. If the activity is to be effective, the human resource requirements for each job category and functional division/unit of the organization must be assessed and a priority assigned.
  • 11. Page 9
    The recruitment process 2 of 6
    Identification, within and outside the organization, of the potential human resource pool and the likely competition for the knowledge and skills resident
    within it
    Job analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth
  • 12. Page 10
    The recruitment process 3 of 6
    Assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experience
    Determination of the organization’s ability to pay salaries and benefits within a defined period
    Identification and documentation of the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws
  • 13. Page 11
    The recruitment process 4 of 6
    STAGES TO FOLLOW
    Identify the need
    Find the candidates
    Start screening with the resume
    Send a pre-interview package
    Conduct a telephone interview
    First face-to-face interview
    Check references and behavioural style
    Second face-to-face interview
    Group interview
    Final interview and offer the position
  • 14. Page 12
    The recruitment process 5 of 6
    BENEFITS OF GOOD PRACTICE
    Reduce labour turnover by hiring candidates that are properly matched to the job and the organization. Employees often leave an organization because the job does not meet their expectations. A solid recruiting process will provide candidates with a realistic job preview that allows the opportunity to ensure their values, expectations, and motivations are aligned with those of the organization.
  • 15. Page 13
    The recruitment process 6 of 6
    BENEFITS OF GOOD PRACTICE
    Increase the quality and diversity of the candidate pool by advertising clear, concise and appealing job postings through sources that target ideal candidates
    Enhancecompetitive advantage by hiring and retaining top talent
  • 16. Page 14
    Reasons for recruitment difficulties
  • 17. Page 15
    Reasons for recruitment difficulties
    Lack of necessary specialist skills
    Looking for more pay than you could offer
    Insufficient experience
    No applicants
    Image of sector/occupation
    Lack of interpersonal skills
    Lack of formal qualifications
    Applicants unable to accept position due to high cost of living in the area
  • 18. Page 16
    Methods used to attract and select applicants
  • 19. Page 17
    Methods used to attract and select applicants 1 of 4
    ATTRACTION
    Recruiters
    Own corporate website
    Local newspaper advertisements
    Specialist journals/ trade press
    Employee referral scheme
    Encouraging speculative applications/word of mouth
    Social media
  • 20. Page 18
    Methods used to attract and select applicants 2 of 4
    ATTRACTION
    Government (such as Employment Ontario)
    National newspaper advertisements
    Links with schools/ colleges/universities
    Secondments
    Commercial job boards
    Physical posters/ billboards/vehicles
    Radio or TV advertisements
  • 21. Page 19
    Methods used to attract and select applicants 3 of 4
    SELECTION
    Interviews following contents of resume/application form (that is, biographical)
    Competency-based interviews
    Structured interviews (panel)
    Tests for specific skills
    General ability tests
    Literacy and/or numeracy tests
  • 22. Page 20
    Methods used to attract and select applicants 4 of 4
    SELECTION
    Telephone interviews
    Personality/aptitude questionnaires
    Assessment centres
    Group exercises (for example role-playing)
    Pre-interview references (academic or employment), combined employment and academic references together
    Online tests (selection)
  • 23. Page 21
    Time taken to fill a vacancy
  • 24. Page 22
    Time taken to fill a vacancy
    IN WEEKS
    Senior managers/directors 16.5 Managers/professionals 12.3
    Administrative, secretarial and technical 6.7 Services (customer, personal, protective and sales) 7.4
    Manual/craft workers 5.8
  • 25. Page 23
    Layoffs
  • 26. Page 24
    Layoffs 1 of 2
    FACTORS INFLUENCING LAYOFF DECISIONS
    Reorganized working methods
    Improved competitiveness/efficiency/cost reduction
    Factory plant/office closure
    Merger/acquisition
    Automation/mechanisation/new equipment Reductions in budget/cash limits
    Lack of demand for products/services
    Relocation of work to another country, for example offshoring
  • 27. Page 25
    Layoffs 2 of 2
    CHECKLIST OF COST REDUCING STRATEGIES
    Restricting new recruitment
    Pay freezes or cuts
    Pay deferral schemes
    Remove overtime
    Reduce use of agency workers, temporary and casual staff
  • 28. Page 26
    Labour turnover
  • 29. Page 27
    Labour turnover 1 of 8
    REASON FOR LEAVING
    Change of career
    Promotion outside the organization
    Level of pay
    Lack of development or career opportunities Leaving to have/look after children
    Layoffs
    Retirement
    Level of workload
    Stress of job/role
  • 30. Page 28
    Labour turnover 2 of 8
    REASON FOR LEAVING
    Lack of support from line managers
    Working hours
    Perception of job security
    Leaving to look after family members (other than children)
    Ill health (other than stress)
    Lack of support from colleagues
    Relocation
  • 31. Page 29
    Labour turnover 3 of 8
    STEPS TAKEN TO IMPROVE THINGS
    Increased pay
    Increased learning and development opportunities Improved selection techniques
    Improved onboarding process
    Improved line management HR skills
    Improved benefits
    Made changes to improve work–life balance Improved employee involvement
    Removed age-related policies and practices
  • 32. Page 30
    Labour turnover 4 of 8
    STEPS TAKEN TO IMPROVE THINGS
    Offered coaching/mentoring/buddy systems
    Revised the way staff are rewarded so their efforts are better recognised
    Made changes in the way the organization approaches career management
    Offered secondments
    Better promotion to employees of the employer brand
  • 33. Page 31
    Labour turnover 5 of 8
    STEPS TAKEN TO IMPROVE THINGS
    Redesigned jobs to make them more satisfying Better publicised levels of pay and conditions Improved physical working conditions
    Increased diversity of staff
    Used recruitment/induction bonuses
    Offered flexible bonus
  • 34. Page 32
    Labour turnover 6 of 8
    RETENTION STRATEGIES
    Hours and working conditions
    Training
    Compensation
  • 35. Page 33
    Labour turnover 7 of 8
    COSTS
    Organization A, 1000 employees, 25% churn rate
    External recruitment costs per head $2000
    Internal recruitment costs per head $1500
    Training investment per new recruit $800
    Total recruitment and training cost $1075000
    Average salary $25000
    Time taken by new starter to become proficient 8 weeks
    Total costs of skilling up $1086957
    TOTAL COST OF RECRUITMENT, TRAINING AND SKILLING UP $2161957
  • 36. Page 34
    Labour turnover 8 of 8
    COSTS
    Organization B, 100 employees, 35% churn rate
    External recruitment costs per head $1000
    Internal recruitment costs per head $1200
    Training investment per new recruit $400
    Total recruitment and training cost $91000
    Average salary $12000
    Time taken by new starter to become proficient 4 weeks
    Total costs of skilling up $36522
    TOTAL COST OF RECRUITMENT, TRAINING AND SKILLING UP $127522
  • 37. Page 35
    Encouraging diversity
  • 38. Page 36
    Encouraging diversity 1 of 2
    Monitoring recruitment and/or staffing information to gain data on gender, disability, ethnic origin, sexual orientation, religion and belief
    Training interviewers to understand what diversity is about and the impact of stereotypes
    Advertising vacancies in different sources to widen interest from under-represented groups
    Operating policies that go beyond basic legislative
    requirements on gender, disability, ethnic origin, sexual orientation, religion and belief
  • 39. Page 37
    Encouraging diversity 2 of 2
    Using specific images/words in your recruitment advertising to appeal to a wider audience
    Checking that any tests used are valid, reliable and culture-free and were tested on diverse norm groups
    Providing recruitment documents in other formats (large print, disk, and so on)
    Setting recruitment targets to correct a workforce imbalance
  • 40. Page 38
    Older work searchers
  • 41. Page 39
    Older work searchers 1 of 4
    MYTHS
    50-plus searchers lack motivation
    50-plus work searchers will be starting over at the bottom when they make a career change
    50-plus work searchers are over the hill
    50-plus work searchers are slow and lack focus
    50-plus work searchers lack creativity
  • 42. Page 40
    Older work searchers 2 of 4
    TYPICAL INTERVIEW QUESTIONS (NOT BEST PRACTICE)
    1. “You appear to be overqualified for this position. Won’t you get bored?”
    2. “This company is on the fast track. Do you think that you can keep up?”
    3. “This is a completely different industry than you were in before. Can you tell us how you will transfer your skills?”
    4. “I have noticed that you have been out of work for over six months. Can you explain this break in employment?”
    5. “Why do you think you are qualified for this job? I don’t see where you have experience that would match our business needs.”
  • 43. Page 41
    Older work searchers 3 of 4
    TYPICAL INTERVIEW QUESTIONS (NOT BEST PRACTICE)
    6. “Your resume indicates you have worked at a lot of different places. Can you comment on that?”
    7. “You were with your last company for 19 years. Can you change the way you did things?”
    8. “We are on the cutting edge of technology, can you keep up?”
    9. “I see you have been a consultant. Does that just mean you were out of work?”
    10. “What do you think you are worth since you have been in the work world so long?”
  • 44. Page 42
    Older work searchers 4 of 4
    The basics
    The big risks
    Trade secrets
    The golden rules
    Application form
  • 45. Page 43
    Prior to posting a vacancy
  • 46. Page 44
    Prior to posting a vacancy 1 of 2
    MANAGEMENT NEEDS TO DECIDE WHETHER…
    It intends to retain the job in its present form and with its present title, remuneration and status
    Selected attributes of the job, for example, skill or experience, will change
    There are sufficient qualified, potential applicants serving in other positions within the organization who may be potential candidates for that job
  • 47. Page 45
    Prior to posting a vacancy 2 of 2
    MANAGEMENT NEEDS TO DECIDE WHETHER…
    The existing organizational policy on recruitment is still applicable (for example, whether referrals, by staff members, of friends and family are still an acceptable way of filling vacancies)
    The organization stands to benefit more, in the long-term, from recruiting applicants from external sources
  • 48. Page 46
    What a good Recruitment Information System (RIS) should look like
  • 49. Page 47
    What a good Recruitment Information System (RIS) should look like 1 of 4
    Flag imminent vacancies throughout the organization to ensure that the recruitment process is timely
    Ensure that no candidates are lost but, instead, move through the process and are kept informed of their status
    Ensure that good candidates whose applications are pending are kept in touch to maintain their interest in the organization
  • 50. Page 48
    What a good Recruitment Information System (RIS) should look like 2 of 4
    Assist in analyzing hiring, transfer and exit trends and provide other data that are helpful in planning, evaluating and auditing the recruitment process
    Identify any adverse impacts of the recruitment process on vulnerable groups (for example minorities, especially where Equal Opportunity/Affirmative Action legislation exists)
  • 51. Page 49
    What a good Recruitment Information System (RIS) should look like 3 of 4
    In a small organization, a manual information system would provide most of the benefits that the
    organization needs for an effective recruitment process. However, in a medium-sized or large
    organization, where speed is critical for decision-making, the speedy processing that determines
    the effectiveness of the HR Department can only be found in a computerized system
  • 52. Page 50
    What a good Recruitment Information System (RIS) should look like 4 of 4
    For internal recruiting, control the internal job posting process, generate the notices, and then match internal applicant qualifications with job specifications
    Where jobs are not being posted, generate a list of qualified internal candidates
  • 53. Page 51
    Online recruitment
  • 54. Page 52
    Online recruitment 1 of 4
    Faster posting of jobs
    Faster applicant response
    Faster processing of resumes
    Drawbacks
    How to improve effectiveness
  • 55. Page 53
    Online recruitment 2 of 4
    WHAT DO YOU THINK ABOUT WEB 2.0?
    From an employer branding perspective organizations may be concerned about damaging comments being posted on social networking sites or blogs
    Web 2.0 offers organizations the ability to learn about how they are perceived in the labour market
    Social networking sites are useful for engaging potential job-seekers
  • 56. Page 54
    Online recruitment 3 of 4
    WHAT DO YOU THINK ABOUT WEB 2.0?
    Tracking down candidate information online is too time-consuming
    Social networking sites are useful for assessing the suitability of younger workers rather than older workers
    Candidate information accessed online will influence the recruitment decision
  • 57. Page 55
    Online recruitment 4 of 4
    WHAT DO YOU THINK ABOUT WEB 2.0?
    There sometimes are effective mechanisms in place to monitor commentary about the organization posted on blogs and social networking sites
    Candidate information found online will in the future replace references
  • 58. Page 56
    Using Facebook to check on applicants
  • 59. Page 57
    Using Facebook to check on applicants 1 of 2
    LEGAL CONCERNS TO CONSIDERThe methods you use to collect information from Facebook can’t violate the applicant’s privacy rights
    The way you use the information you gather can’t run afoul of employment discrimination laws
    Facebook screening & privacy
    Facebook screening & discrimination laws
  • 60. Page 58
    Using Facebook to check on applicants 2 of 2
    PROTECTING YOURSELFThe justification for checks
    The sites checked
    The information gathered
    The information gathering methods used
    The candidates checked
    The notification methods used
    Model policy
  • 61. Page 59
    In or out?
  • 62. Page 60
    In or out?
    RECRUITING INTERNALLY
    Advantages
    Disadvantages
    RECRUITING EXTERNALLY
    Advantages
    Disadvantages
  • 63. Page 61
    Using competencies
  • 64. Page 62
    Using competencies
    Recruitment and selection
    Training and development
    Annual performance appraisals
    Performance related pay
    Change management
    Grading structures
  • 65. Page 63
    Person specifications
  • 66. Page 64
    Person specifications 1 of 2
    This is an important document and explains what you are looking for
    It tells people what knowledge, experience and skills are needed to do the job
    These ‘criteria’ are used to select candidates for shortlist and interview
  • 67. Page 65
    Person specifications 2 of 2
    ‘Essential’ criteria are those which you must have to carry out the responsibilities of the job. The person specification should help show which criteria will be used to shortlist candidates for interview.
    ‘Desirable’ criteria may also be included.
    These are extra requirements which may be considered if we receive too many applicants who meet the ‘essential’ criteria.
  • 68. Page 66
    Maintaining equity
  • 69. Page 67
    Maintaining equity 1 of 2
    Employment Equity Act and Regulations
    Women
    Aboriginal people
    Members of visible minority groups
    Persons with disabilities
  • 70. Page 68
    Maintaining equity 2 of 2
    MANAGERS’ RESPONSIBILITIES
    Ensuring effective overall performance and continuous progress of the employment equity goals within the operation
    Achieving, fostering and maintaining a representative workforce
    Showing leadership in employment equity and demonstrating commitment to it by ensuring that discrimination and stereotyping are not tolerated
    Informing and educating employees in the organization about employment equity and diversity
  • 71. Page 69
    Hiring veterans
  • 72. Page 70
    Hiring veterans
    Creating an educated and welcoming workplace environment for veterans
    Actively recruiting veterans, wounded soldiers, and
    military spouses
    Learning how to accommodate qualified veterans and wounded veterans
    Promoting an inclusive workplace to help retain veterans as employees
  • 73. Page 71
    Using perks to help recruitment
  • 74. Page 72
    Using perks to help recruitment 1 of 2
    TYPES AVAILABLE
    Subsidized training or education
    Flexible working hours/telecommuting
    Mentoring programs
    Free or subsidized snacks or lunch
    Matching gift program for charitable contributions
    Subsidized gym membership
    On site perks such as childcare, dry cleaning, cafeteria etc.
    Sabbaticals
    Subsidized transport
    Housing or relocation assistance
  • 75. Page 73
    Using perks to help recruitment 2 of 2
    WHY USE PERKS?
    Perks are cost-effective
    They show the organization cares
    They can improve morale
    Perks can help increase productivity and innovation
    Employees are more likely to refer candidates
  • 76. Page 74
    Hard to fill vacancies
  • 77. Page 75
    Hard to fill vacancies 1 of 5
    ACCOUNTING & FINANCE
    Staff and senior accountants
    Senior financial analysts
    Business system analysts
    Controllers
  • 78. Page 76
    Hard to fill vacancies 2 of 5
    TECHNOLOGY
    Network administrators
    Applications developers
    Web developers
    Help desk professionals
    Desktop support professionals
  • 79. Page 77
    Hard to fill vacancies 3 of 5
    ADVERTISING AND MARKETING
    User experience (UX) designers
    Mobile apps designers/developers
    Interactive project managers
    Web designers/developers
  • 80. Page 78
    Hard to fill vacancies 4 of 5
    LEGAL
    Litigation
    Corporate law
    Intellectual property
  • 81. Page 79
    Hard to fill vacancies 5 of 5
    CONSTRUCTION
    Electrician
    Supervisor/foreman
    Plumber/pipefitter/steam fitter
    Millwright
    Operating engineer
    Engineer
  • 82. Page 80
    Working in another province
  • 83. Page 81
    Working in another province
    Advantages
    Drawbacks
    Awareness and difficulty of finding work in Canada
    Employee and employer advantages of increased mobility
    Employee and employer disadvantages of increased mobility
  • 84. Page 82
    Hiring foreign workers in Canada
  • 85. Page 83
    Hiring foreign workers in Canada 1 of 2
    Temporary foreign worker
    Permanent foreign worker
    Temporary
    Labour market opinion
    Extension to a labour market opinion
    Pilot project
    Foreign live-in caregiver
    Seasonal agriculture worker
    Permanent
    Arranged employment opinion
  • 86. Page 84
    Hiring foreign workers in Canada 2 of 2
    Canadian citizens and permanent residents
    Advertisement requirements
    Application process
    Service Canada considerations
    Offer of employment
  • 87. Page 85
    Providing an exceptional candidate experience
  • 88. Page 86
    Providing an exceptional candidate experience 1 of 2
    Produce a full and detailed role profile for the position including information on the role and also the company
    Ensure a quick response to applications, sending them more information if they have applied directly in response to an advertisement
    Communicate and stick to the timescales agreed for the process
  • 89. Page 87
    Providing an exceptional candidate experience 2 of 2
    Undergo full competency based interviewing with each candidate
    Provide feedback following the interview
    Undergo a range of psychometric testing and profiling (if appropriate)
    Ensure a quick response to interviews
  • 90. Page 88
    Improving the relationship with recruitment marketing agencies
  • 91. Page 89
    Improving the relationship with recruitment marketing agencies 1 of 2
    Analyze recruitment costs and practices
    Engage all recruitment owners in the organization
    Create a partnership with your agency
    Standardize processes
    Adopt technology and self-service
    Clearly identify objectives and benchmarks for success
    Monitor, measure and modify
    Define performance-related terms with suppliers
    Make resources available and use a retainer model
  • 92. Page 90
    Improving the relationship with recruitment marketing agencies 2 of 2
    Include, understand and align the needs of all recruiters
    Use online and software services for attraction, retention, branding, talent pooling and ongoingmonitoring
    Seek your recruitment marketing agency’s advice and use retainer-based services to assist where internal resource availability is limited
    Measure everything and increase accountability by adopting performance-related pay
  • 93. Page 91
    Checklist
  • 94. Page 92
    Checklist
    EMPLOYER CHECKLIST
    Key employees
    All employees
    The organization
    EMPLOYEE CHECKLIST
    Employee self-evaluation
  • 95. Page 93
    Case study A
  • 96. Page 94
    Case study A
  • 97. Page 95
    Case study B
  • 98. Page 96
    Case study B
  • 99. Page 97
    Case study C
  • 100. Page 98
    Case study C
  • 101. Page 99
    Conclusion & Questions
  • 102. Page 100
    Conclusion
    Summary
    Questions

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