Recruiting successfully in the
Greater Toronto Area

by Toronto Training and HR

March 2014
CONTENTS
3-4
5-6
7-8
9-10
11-12
13-14
15-17
18-19
20-21
22-23
24-25
26-29
30-31
32-33
34-37
38-39
40-41
42-43
44-48
49-50
...
Introduction

Page 3
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy h...
Attracting the right quality
and quantity

Page 5
Attracting the
right quality
and quantity

• Factors which attract
• A collection of benefits
• Positive employer
brands
•...
The process of recruitment

Page 7
The process of
recruitment

•
•
•
•
•
•
•

Job analysis
Job description
Selection criteria
Selection methods
Method of app...
Getting selection right

Page 9
Getting
selection right

•
•
•
•

Steps to take
Improving interviews
Things to avoid
Appointing the right
candidate

Page ...
An engagement-oriented
recruitment approach

Page 11
An
engagementoriented
recruitment
approach

• Visibility or quality
• Lack of engagement on
a personal level

Personalize ...
Trends in the Asia-Pacific
region

Page 13
Trends in the
Asia-Pacific
region

•
•
•
•
•

Why people join
What has little impact
Why do people leave
Talent shortfalls...
Sourcing measures

Page 15
Sourcing
measures
1 of 2

• Alumni
• Applicant tracking
system
• Blogs
• Career site
• Custom campaigns
• Direct applicati...
Sourcing
measures
2 of 2

•
•
•
•
•
•

Job aggregator
Job boards
Pay-per-click
RSS
Search engine
Social media

Page 17
Online recruitment

Page 18
Online
recruitment

• Definition
• Pluses and minuses of
Web 2.0
• Implications of Web 2.0
for recruitment
• Adaptation
• ...
Social referrals

Page 20
Social
referrals

• What is a social
referral?
• Example
• Steps to take

Page 21
Open sourcing

Page 22
Open sourcing

•
•
•
•
•

Dice Open Web
Swoop Talent
Entelo
Gild
TalentBin

Page 23
Hiring prestigious
directors

Page 24
Hiring
prestigious
directors

•
•
•
•
•

Benefits
Costs
Board prestige
CEO prestige
Gain or loss

Page 25
Workforce planning
strategies

Page 26
Workforce
planning
strategies
1 of 3

• Stay ahead on
workforce projections
• Build a solid pipeline of
potential candidat...
Workforce
planning
strategies
2 of 3

IMPROVE HIRING PROCESSES
• Develop an employer brand
• Know exactly where to find
th...
Workforce
planning
strategies
3 of 3

MEASURES
• View departmental data
• Track external data
• Anticipate retirements

Pa...
Recruitment impulses

Page 30
Recruitment
impulses

• Using your gut
• Recommendation reflex
• Doing all the talking

Page 31
Skills mismatch

Page 32
Skills
mismatch

• Traditional
• Hybrid

Job mismatch
Job for coast savings
Job for market needs
Jobs reflect infinite
com...
Mistakes

Page 34
Mistakes
1 of 3

• Loss of revenue
• Bad team dynamics
• Organizational
alignment goes wrong
• Loss of funds
• Cost benefi...
Mistakes
2 of 3

WHY?
• Hiring decisions based on
an applicant’s skill levels
alone
• Asking bad behaviourbased interview ...
Mistakes
3 of 3

WHY?
• Thinking that all past
behaviour is a good
predictor of future
behaviour
• Believing that untraine...
Fundamental questions

Page 38
Fundamental
questions

• Will the candidate
actually leave his or her
employer to join the
new organization?
• Is the cand...
Key factors

Page 40
Key factors

•
•
•
•

Current employer
Other employers
Family
Mentors, confidants,
network and social
media

Page 41
Cultural fit

Page 42
Cultural fit

• Capabilities
• Achievement
• Skills and experience

Page 43
Recruiting topics

Page 44
Recruiting
topics for
2014 1 of 4

• Hiring more productive
employees
• Prioritizing jobs for
hiring
• Develop targeted hi...
Recruiting
topics for
2014 2 of 4

• Mobile platform
capability
• Employer branding
• Ramping up your hiring
capability
• ...
Recruiting
topics for
2014 3 of 4

• Add personalized
recruiting for landing
difficult candidates
• Update university and
...
Recruiting
topics for
2014 4 of 4

• Look at centralized
hiring
• Address the upcoming
shortage of recruiters
• Consider i...
Conclusion, summary and
questions

Page 49
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions

Page 50
Upcoming SlideShare
Loading in …5
×

Recruitment March 2014

508 views

Published on

Half day open training event held in Toronto, Canada.

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
508
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Recruitment March 2014

  1. 1. Recruiting successfully in the Greater Toronto Area by Toronto Training and HR March 2014
  2. 2. CONTENTS 3-4 5-6 7-8 9-10 11-12 13-14 15-17 18-19 20-21 22-23 24-25 26-29 30-31 32-33 34-37 38-39 40-41 42-43 44-48 49-50 Introduction Attracting the right quality and quantity The process of recruitment Getting selection right An engagement-oriented recruitment approach Trends in the Asia-Pacific region Sourcing measures Online recruitment Social referrals Open sourcing Hiring prestigious directors Workforce planning strategies Recruitment impulses Skills mismatch Mistakes Fundamental questions Key factors Cultural fit Recruiting topics for 2014 Conclusion, summary and questions Page 2
  3. 3. Introduction Page 3
  4. 4. 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 15 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 HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  5. 5. Attracting the right quality and quantity Page 5
  6. 6. Attracting the right quality and quantity • Factors which attract • A collection of benefits • Positive employer brands • Building a positive employer brand • Tools for branding • Going beyond minimum requirements Page 6
  7. 7. The process of recruitment Page 7
  8. 8. The process of recruitment • • • • • • • Job analysis Job description Selection criteria Selection methods Method of application The job application Advertising the vacancy Page 8
  9. 9. Getting selection right Page 9
  10. 10. Getting selection right • • • • Steps to take Improving interviews Things to avoid Appointing the right candidate Page 10
  11. 11. An engagement-oriented recruitment approach Page 11
  12. 12. An engagementoriented recruitment approach • Visibility or quality • Lack of engagement on a personal level Personalize every communication Throw the job being filled out of the window Identify gaps between what is and what could be Build a value proposition unique to the candidate Know when to back off Page 12
  13. 13. Trends in the Asia-Pacific region Page 13
  14. 14. Trends in the Asia-Pacific region • • • • • Why people join What has little impact Why do people leave Talent shortfalls Sourcing strategies Page 14
  15. 15. Sourcing measures Page 15
  16. 16. Sourcing measures 1 of 2 • Alumni • Applicant tracking system • Blogs • Career site • Custom campaigns • Direct applications • Email • Employee referrals • Events • Industry groups Page 16
  17. 17. Sourcing measures 2 of 2 • • • • • • Job aggregator Job boards Pay-per-click RSS Search engine Social media Page 17
  18. 18. Online recruitment Page 18
  19. 19. Online recruitment • Definition • Pluses and minuses of Web 2.0 • Implications of Web 2.0 for recruitment • Adaptation • Web 3.0 • Implications of Web 3.0 for recruitment • Today’s market • Value of online recruitment
  20. 20. Social referrals Page 20
  21. 21. Social referrals • What is a social referral? • Example • Steps to take Page 21
  22. 22. Open sourcing Page 22
  23. 23. Open sourcing • • • • • Dice Open Web Swoop Talent Entelo Gild TalentBin Page 23
  24. 24. Hiring prestigious directors Page 24
  25. 25. Hiring prestigious directors • • • • • Benefits Costs Board prestige CEO prestige Gain or loss Page 25
  26. 26. Workforce planning strategies Page 26
  27. 27. Workforce planning strategies 1 of 3 • Stay ahead on workforce projections • Build a solid pipeline of potential candidates • Partner with outside groups • Build relationships with hiring managers • Provide temporary labour to fill open positions in the short term Page 27
  28. 28. Workforce planning strategies 2 of 3 IMPROVE HIRING PROCESSES • Develop an employer brand • Know exactly where to find the best candidates • Test for skills • Check cultural fit • Reorganize the recruiting team • Tweak the interview process • Commit to speedy hiring Page 28
  29. 29. Workforce planning strategies 3 of 3 MEASURES • View departmental data • Track external data • Anticipate retirements Page 29
  30. 30. Recruitment impulses Page 30
  31. 31. Recruitment impulses • Using your gut • Recommendation reflex • Doing all the talking Page 31
  32. 32. Skills mismatch Page 32
  33. 33. Skills mismatch • Traditional • Hybrid Job mismatch Job for coast savings Job for market needs Jobs reflect infinite combinations May become standard jobs Page 33
  34. 34. Mistakes Page 34
  35. 35. Mistakes 1 of 3 • Loss of revenue • Bad team dynamics • Organizational alignment goes wrong • Loss of funds • Cost benefit analysis • Hiring is expensive Page 35
  36. 36. Mistakes 2 of 3 WHY? • Hiring decisions based on an applicant’s skill levels alone • Asking bad behaviourbased interview questions • Assessing an applicant’s level of motivation incorrectly Page 36
  37. 37. Mistakes 3 of 3 WHY? • Thinking that all past behaviour is a good predictor of future behaviour • Believing that untrained interviewers can consistently make good hiring decisions Page 37
  38. 38. Fundamental questions Page 38
  39. 39. Fundamental questions • Will the candidate actually leave his or her employer to join the new organization? • Is the candidate the right fit for the organization? • Is the organization the right fit for the candidate? Page 39
  40. 40. Key factors Page 40
  41. 41. Key factors • • • • Current employer Other employers Family Mentors, confidants, network and social media Page 41
  42. 42. Cultural fit Page 42
  43. 43. Cultural fit • Capabilities • Achievement • Skills and experience Page 43
  44. 44. Recruiting topics Page 44
  45. 45. Recruiting topics for 2014 1 of 4 • Hiring more productive employees • Prioritizing jobs for hiring • Develop targeted hiring programs • Referrals • Predictive analytics • Confront the doubters • Shift to algorithmdriven decision-making Page 45
  46. 46. Recruiting topics for 2014 2 of 4 • Mobile platform capability • Employer branding • Ramping up your hiring capability • Improve candidate selling techniques • Assessment can no longer be ignored • Bolster competitive analysis and competitive intelligence Page 46
  47. 47. Recruiting topics for 2014 3 of 4 • Add personalized recruiting for landing difficult candidates • Update university and college recruiting programs • Integrate contingent labour • Video interviews • Consider technology substitutes • Improve internal movement
  48. 48. Recruiting topics for 2014 4 of 4 • Look at centralized hiring • Address the upcoming shortage of recruiters • Consider incentives for corporate recruiters • Hire strategically • Revisit workforce planning • Update approaches around retention Page 48
  49. 49. Conclusion, summary and questions Page 49
  50. 50. Conclusion, summary and questions Conclusion Summary Videos Questions Page 50

×