Save money and time when recruiting January 2012


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Half day open training event held in Hamilton, Canada.

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Save money and time when recruiting January 2012

  1. 1. Save money and time when recruiting by Toronto Training and HR January 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 Top jobs for 2012Contents 7-8 Competing in a tight labour market 9-10 Types of recruitment advertising 11-12 Internal candidates 13-14 In-house or external 15-16 Graphology 17-18 Job analysis 19-20 Screening techniques 21-22 Job sculpting 23-25 Before interviewing… 26-27 Offer letters 28-29 Marketing old and new 30-31 Employee referrals 32-33 Impact of social media 34-35 Minimizing security risks when recruiting 36-37 Hiring temporary employees through an agency 38-39 Getting the most out of assessment 40-41 Designing an assessment centre 42-43 Hiring the right people 44-45 Recruiting leaders 46-47 References 48-49 Hire for attitude, induct for culture 50-51 Conclusion and questions
  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• 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
  5. 5. Top jobs for 2012 Page 5
  6. 6. Top jobs for 2012Mobile applications developerWeb designerNetwork engineerData warehouse analystWeb developerData security analystSearch engine optimization (SEO) specialist Page 6
  7. 7. Competing in a tight labour market Page 7
  8. 8. Competing in a tight labour marketRecruitment initiativesRetention initiativesDevelopment initiativesReorganizations Page 8
  9. 9. Types of recruitment advertising Page 9
  10. 10. Types of recruitment advertisingWide trawls v wide netsRealistic v positiveCorporate image v emphasis on the jobPrecise information v vague informationPlain speaking v elaborate Page 10
  11. 11. Internal candidates Page 11
  12. 12. Internal candidatesSources of internal candidatesFinding internal candidates Page 12
  13. 13. In-house or external Page 13
  14. 14. In-house or externalKEY CONSIDERATIONSIs there likely to be sufficient frequency/volume ofrecruitment/selection to justify an in-housefunction?Can the organization afford the salaries of a skilledteam or the training costs to bring generalistpeople up to speed?Are there any sensitivities or information about theorganization which need to be closely guarded? Page 14
  15. 15. Graphology Page 15
  16. 16. GraphologyGestalt graphologyGraphoanalysis Page 16
  17. 17. Job analysis Page 17
  18. 18. Job analysisDefinitionSix distinct classes of information (or four)Observation, interview or questionnaire Page 18
  19. 19. Screening techniques Page 19
  20. 20. Screening techniquesApplication forms/resumesTelephone screeningBiodata Page 20
  21. 21. Job sculpting Page 21
  22. 22. Job sculptingLIFE INTERESTS THAT MOTIVATE PEOPLEThe application of technologyQuantitative analysisTheory development and conceptual thinkingCreative productionCounselling and mentoringManaging people and relationshipsEnterprise controlInfluence through language and ideas Page 22
  23. 23. Before interviewing… Page 23
  24. 24. Before interviewing…1 of 2Prior to interviewing any candidates, assess therequirements of the position-this helps ensure thatthe only questions asked are those todetermine if the candidate can perform the dutiesand obligations of the jobPrepare a list of questions that can be asked of allcandidates Page 24
  25. 25. Before interviewing…2 of 2Prior to interviewing candidates, train theinterviewers and/or recruiters on the specifics ofthe position to avoid any misrepresentations-theinterviewers and/or recruiters should beinstructed not to make any statements that areknown to be inaccurate or misleading, and shouldalso have a clear understanding of applicablehuman rights laws so they know the typesof discussions to avoid Page 25
  26. 26. Offer letters Page 26
  27. 27. Offer lettersWHAT SHOULD ALWAYS BE INCLUDED:Job titleStart dateCommencing salaryPay date (weekly or monthly)Hours of workAny probationary or fixed-term arrangements Page 27
  28. 28. Marketing old and new Page 28
  29. 29. Marketing old and newCareers websiteClassified print advertisingJob boardsSocial media Page 29
  30. 30. Employee referrals Page 30
  31. 31. Employee referralsINCREASING THE NUMBER:Publicize successProvide rewardsUse bonusesMake it funMake it easyBuild momentum Page 31
  32. 32. Impact of social media Page 32
  33. 33. Impact of social mediaSpeed of finding qualified leadsIncreased control over the recruitment processCreate a pool of talent to be tapped into laterMore control over the employer brandImproved validation in the decision-makingstructure Page 33
  34. 34. Minimizing security risks when recruiting Page 34
  35. 35. Minimizing security risks when recruitingLOOK FOR THE FOLLOWING TRAITSIndividuals who work well with othersIndividuals who display warmth and compassiontowards othersPeople who respond well to criticism withoutbecoming defensiveSomeone characterized as good-naturedSomeone who can clearly and appropriatelyexpress anger and frustration Page 35
  36. 36. Hiring temporaryemployees through an agency Page 36
  37. 37. Hiring temporary employees through an agencyLook locallyDon’t compromise on qualityTry to look beyond someone’s resumeBuild relationshipsEnsure you are legally compliantKeep track of what you spend Page 37
  38. 38. Getting the most out of assessment Page 38
  39. 39. Getting the most out of assessmentGo customizedGo onlineGo psychometricGet engaged Page 39
  40. 40. Designing an assessment centre Page 40
  41. 41. Designing an assessment centreIdentify the key criteria upon which theassessment will be basedChoose techniques to incorporate in theassessment centre, identifying the most suitabletechnique for each competencyDevelopment of the techniques which may involve‘buying in’ or developing ‘in house’Selection and training of assessors Page 41
  42. 42. Hiring the right people Page 42
  43. 43. Hiring the right peopleEmploy the best you can-they can only help youand your company get better.Trust your team-you can’t do everything yourself,however much you would like toGo with your gut - its right more often than notMake clear from the outset what the expectationsof the role are and what the style of the companyis that they are joining – not everyone likes amadhouse Page 43
  44. 44. Recruiting leaders Page 44
  45. 45. Recruiting leadersNumeracy and literacyOral communication skillsOpen to changeLifelong learnersEnthusiasticFlexibility Page 45
  46. 46. References Page 46
  47. 47. ReferencesA telephone reference is better than awritten reference„ Do not ask questions about an applicant’spersonal life„ Ask open ended questionsAsk questions that give you information about howthe applicant interacts with other people Page 47
  48. 48. Hire for attitude, induct for culture Page 48
  49. 49. Hire for attitude, induct for cultureAlign essential elements of the culture, thedemands of the job vacancy and the long-termneeds of the organizationUnderstand the type of person who fits into thecultureMake your advertising clearFind out all you can at interviewGive the team a say Page 49
  50. 50. Conclusion and questions Page 50
  51. 51. Conclusion and questionsSummaryVideosQuestions Page 51