Attracting top-quality candidates and improving the employer brand<br />by Toronto Training and HR <br />October 2011<br />
Contents<br />	3-4 Introduction to Toronto 	Training and 		HR<br />	5-7	Ways to attract job seekers<br />8-12	Attraction s...
Page 3<br />Introduction<br />
Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resourc...
Training course delivery</li></ul>-  Reducing costs<br /><ul><li>Saving time
Improving employee engagement & morale
Services for job seekers</li></li></ul><li>Page 5<br />Ways to attract job seekers<br />
Page 6<br />Ways to attract job seekers 1 of 2<br />Recruitment brand development<br />Employer website<br />Recruitment m...
Page 7<br />Ways to attract job seekers 2 of 2<br />Regional job boards<br />National job boards<br />Generic job boards<b...
Page 8<br />Attraction strategies<br />
Page 9<br />Attraction strategies 1 of 4<br />Communications and promotions (increasing awareness)<br />Design, develop an...
Page 10<br />Attraction strategies 2 of 4<br />Communications and promotions (increasing awareness)<br />Design and develo...
Page 11<br />Attraction strategies 3 of 4<br />Corporate employee orientation (welcoming culture)<br />Design, develop, an...
Page 12<br />Attraction strategies 4 of 4<br />Graduates<br />Target talent pool definition<br />Diagnostics and analysis<...
Page 13<br />Creating a value matrix<br />
Page 14<br />Creating a value matrix<br />Who <br />What they want<br />What you will offer<br />Employee value propositio...
Page 15<br />Attraction drivers<br />
Page 16<br />Attraction drivers<br />Competitive pay <br />Work/life balance (healthy workplace)<br />Career advancement (...
Page 17<br />Applicant perceptions<br />
Page 18<br />Applicant perceptions 1 of 2<br />Employer branding and the selection process<br />Perception of ‘fit’<br />F...
Page 19<br />Applicant perceptions 2 of 2<br />OPTIMIZING POSITIVE PERCEPTIONS<br />Throughout the process<br />Sifting<br...
Page 20<br />Technology and online recruitment<br />
Page 21<br />Technology and online recruitment 1 of 7<br />KEY DRIVERS FOR ADOPTION<br />Reducing recruitment costs<br />B...
Page 22<br />Technology and online recruitment 2 of 7<br />RECRUITMENT EVOLUTION<br />Pre-online era<br />1980s<br />1990s...
Page 23<br />Technology and online recruitment 3 of 7<br />JOB SEEKERS<br />Active<br />Passive<br />
Page 24<br />Technology and online recruitment 4 of 7<br />TECHNOLOGY DEVELOPMENTS<br />Internet-enabled HR systems<br />R...
Page 25<br />Technology and online recruitment 5 of 7<br />E-RECRUITMENT SYSTEM FUNCTIONALITY<br />Create, publish and sen...
Page 26<br />Technology and online recruitment 6 of 7<br />E-RECRUITMENT STRATEGIES<br />Branded messaging<br />Interactiv...
Page 27<br />Technology and online recruitment 7 of 7<br />WINNING THE WAR ON TALENT<br />Attract high-caliber applicants<...
Page 28<br />Questions that may be asked<br />
Page 29<br />Questions that may be asked 1 of 2<br />Are we representative of the people we serve? <br />Do we have a pipe...
Page 30<br />Questions that may be asked 2 of 2<br />Are we effectively reaching out to our communities, promoting a caree...
Page 31<br />Attraction in rural communities<br />
Page 32<br />Attraction in rural communities 1 of 2<br />Municipal Internship Program (MIP)<br />Succession planning and t...
Page 33<br />Attraction in rural communities 2 of 2<br />Learning contracts<br />Three general managers system<br />Tailor...
Page 34<br />Skilled immigrants<br />
Page 35<br />Skilled immigrants 1 of 2<br />EFFECTIVE HIRING AND INTEGRATION<br />Recruitment<br />Credential recognition<...
Page 36<br />Skilled immigrants 2 of 2<br />MAXIMIZING POTENTIAL<br />Human/community interest<br />Reputation<br />The bu...
Page 37<br />Employment value proposition<br />
Page 38<br />Employment value proposition  1 of 3<br />Benefits<br />Common pitfalls<br />Definition of attractiveness<br ...
Page 39<br />Employment value proposition  2 of 3<br />STEPS TO TAKE<br />1.Identify the EVP attributes that matter most t...
Page 40<br />Employment value proposition  3 of 3<br />STEPS TO TAKE<br />5.Identify the EVP attributes that best support ...
Page 41<br />Job design<br />
Page 42<br />Job design<br />BEST PRACTICE<br />Establish and support effective workplace teams<br />Practice cross-traini...
Page 43<br />Global talent<br />
Page 44<br />Global talent<br />Troubling signs<br />Market share of international students<br />China<br />What happened-...
Page 45<br />New labour cohorts<br />
Page 46<br />New labour cohorts 1 of 2<br />MAJOR GROUPINGS<br />Aboriginals and other under-represented groups<br />Immig...
Page 47<br />New labour cohorts 2 of 2<br />EMPLOYMENT CHOICES AND CORRESPONDING MOTIVATION<br />Full time employment (fin...
Page 48<br />The route forward<br />
Page 49<br />The route forward<br />Analyzeyour organization’s roles and requirements<br />Research and cost up the range ...
Page 50<br />Case study A<br />
Page 51<br />Case study A  <br />
Page 52<br />Case study B<br />
Page 53<br />Case study B  <br />
Page 54<br />Case study C<br />
Page 55<br />Case study C  <br />
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Half day open interactive workshop held in Toronto.

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Attracting top quality candidates and improving the employer brand October 2011 - copy

  1. 1. Attracting top-quality candidates and improving the employer brand<br />by Toronto Training and HR <br />October 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-7 Ways to attract job seekers<br />8-12 Attraction strategies<br />13-14 Creating a value matrix<br />15-16 Attraction drivers<br />17-19 Applicant perceptions <br />20-27 Technology and online recruitment<br />28-30 Questions that may be asked<br />31-33 Attraction in rural communities<br />34-36 Skilled immigrants<br />37-40 Employment value proposition<br />41-42 Job design<br />43-44 Global talent<br />45-47 New labour cohorts<br />48-49 The route forward<br />50-55 Case studies<br />56-57 Conclusion and questions<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Ways to attract job seekers<br />
  8. 8. Page 6<br />Ways to attract job seekers 1 of 2<br />Recruitment brand development<br />Employer website<br />Recruitment microsites<br />National media<br />Local media<br />Specialist media<br />Lifestyle magazines<br />Radio commercials<br />Billboards<br />Candidate referral and network schemes<br />Online resume databases<br />
  9. 9. Page 7<br />Ways to attract job seekers 2 of 2<br />Regional job boards<br />National job boards<br />Generic job boards<br />Specialist/niche job boards<br />Lifestyle websites<br />Websites of professional bodies and institutions<br />Pay per click campaigns<br />Generalist recruiters<br />Specialist recruiters and head hunters<br />Internal market optimisation<br />Good Leaver schemes<br />
  10. 10. Page 8<br />Attraction strategies<br />
  11. 11. Page 9<br />Attraction strategies 1 of 4<br />Communications and promotions (increasing awareness)<br />Design, develop and implement promotional materials, like executive recruitment brochure and career ads<br />Design, develop and implement a corporate careers website to provide information about career opportunities, culture, etc. for our employees and the public<br />
  12. 12. Page 10<br />Attraction strategies 2 of 4<br />Communications and promotions (increasing awareness)<br />Design and develop presentation “deck "for use at career fairs and community outreach presentations<br />Partner with diversity unit to conduct community outreach to diverse and immigrant community organizations<br />
  13. 13. Page 11<br />Attraction strategies 3 of 4<br />Corporate employee orientation (welcoming culture)<br />Design, develop, and implement a corporate employee orientation program for employees<br />
  14. 14. Page 12<br />Attraction strategies 4 of 4<br />Graduates<br />Target talent pool definition<br />Diagnostics and analysis<br />Building the strategic plan<br />
  15. 15. Page 13<br />Creating a value matrix<br />
  16. 16. Page 14<br />Creating a value matrix<br />Who <br />What they want<br />What you will offer<br />Employee value proposition<br />
  17. 17. Page 15<br />Attraction drivers<br />
  18. 18. Page 16<br />Attraction drivers<br />Competitive pay <br />Work/life balance (healthy workplace)<br />Career advancement (career planning)<br />Competitive benefits<br />Challenging work<br />Performance-based pay<br />Learning and development<br />Competitive retirement benefits<br />Caliberof co-workers<br />Organization’s reputation as a good employer<br />
  19. 19. Page 17<br />Applicant perceptions<br />
  20. 20. Page 18<br />Applicant perceptions 1 of 2<br />Employer branding and the selection process<br />Perception of ‘fit’<br />Fairness and justice perceptions<br />
  21. 21. Page 19<br />Applicant perceptions 2 of 2<br />OPTIMIZING POSITIVE PERCEPTIONS<br />Throughout the process<br />Sifting<br />Assessment Centres<br />Assessors<br />After the process<br />
  22. 22. Page 20<br />Technology and online recruitment<br />
  23. 23. Page 21<br />Technology and online recruitment 1 of 7<br />KEY DRIVERS FOR ADOPTION<br />Reducing recruitment costs<br />Broadening the selection pool<br />Increasing efficiencies and speed of hire<br />
  24. 24. Page 22<br />Technology and online recruitment 2 of 7<br />RECRUITMENT EVOLUTION<br />Pre-online era<br />1980s<br />1990s<br />2000s<br />2010s<br />
  25. 25. Page 23<br />Technology and online recruitment 3 of 7<br />JOB SEEKERS<br />Active<br />Passive<br />
  26. 26. Page 24<br />Technology and online recruitment 4 of 7<br />TECHNOLOGY DEVELOPMENTS<br />Internet-enabled HR systems<br />Recruitment email marketing campaigns<br />Careers portals<br />Short Message Service (SMS) marketing<br />Social media and Web 2.0<br />Virtual worlds<br />
  27. 27. Page 25<br />Technology and online recruitment 5 of 7<br />E-RECRUITMENT SYSTEM FUNCTIONALITY<br />Create, publish and send offers, emails or any other correspondence via the web<br />Allow data capture to be initiated by candidates<br />Maintain/query a complete history of candidate applications<br />Schedulereports daily<br />Track candidates at every stage<br />Transfer successful applicants to employee status with minimal data entry<br />Screen applicants automatically by pre-selecting the skills required<br />
  28. 28. Page 26<br />Technology and online recruitment 6 of 7<br />E-RECRUITMENT STRATEGIES<br />Branded messaging<br />Interactive features<br />Transparent online application process<br />Search engine optimisation<br />Anonymous sign-up<br />Internal mobility support<br />Database hooks<br />
  29. 29. Page 27<br />Technology and online recruitment 7 of 7<br />WINNING THE WAR ON TALENT<br />Attract high-caliber applicants<br />Encourage suitable applicants to take a role within the organization<br />Reduce the overall cost of recruiting<br />Reduce the time it takes to appoint applicants<br />Identify and develop high performers for key positions<br />Retain top-performing employees<br />Maintain a talent pool of individuals who have expressed an interest in working at the organization<br />
  30. 30. Page 28<br />Questions that may be asked<br />
  31. 31. Page 29<br />Questions that may be asked 1 of 2<br />Are we representative of the people we serve? <br />Do we have a pipeline of potential applicants to meet our future needs?<br />Are we attracting the “right "people–competencies, values, etc.?<br />Do hiring managers (and HR) understand how to identify job requirements and effectively communicate those requirements to candidates?<br />
  32. 32. Page 30<br />Questions that may be asked 2 of 2<br />Are we effectively reaching out to our communities, promoting a career choice with the provincial public sector?<br />Are citizens aware of how to find out about our opportunities?<br />
  33. 33. Page 31<br />Attraction in rural communities<br />
  34. 34. Page 32<br />Attraction in rural communities 1 of 2<br />Municipal Internship Program (MIP)<br />Succession planning and the acting CAO program<br />Next Generation project<br />Small Community Economic Development Capacity Building program<br />Rural Action Plan<br />Community Government Human Resource Development system<br />
  35. 35. Page 33<br />Attraction in rural communities 2 of 2<br />Learning contracts<br />Three general managers system<br />Tailor-made training program<br />Local Government Resource handbook<br />Trio plans <br />
  36. 36. Page 34<br />Skilled immigrants<br />
  37. 37. Page 35<br />Skilled immigrants 1 of 2<br />EFFECTIVE HIRING AND INTEGRATION<br />Recruitment<br />Credential recognition<br />Mentoring<br />Internships<br />Upgrading skills and designations<br />Language training<br />Partnerships<br />Diversity training<br />
  38. 38. Page 36<br />Skilled immigrants 2 of 2<br />MAXIMIZING POTENTIAL<br />Human/community interest<br />Reputation<br />The business case<br />
  39. 39. Page 37<br />Employment value proposition<br />
  40. 40. Page 38<br />Employment value proposition 1 of 3<br />Benefits<br />Common pitfalls<br />Definition of attractiveness<br />Why measure commitment?<br />Commitment attributes<br />Attraction attributes<br />Core Employment Value Proposition (EVP) attributes<br />
  41. 41. Page 39<br />Employment value proposition 2 of 3<br />STEPS TO TAKE<br />1.Identify the EVP attributes that matter most to attraction and retention <br />2.Identify the EVP attributes that represent your organization’s current strengths <br />3.Identify the EVP attributes that are currently not well delivered by your competitors <br />4.Identify the EVP attributes that are not actively promoted by your competitors <br />
  42. 42. Page 40<br />Employment value proposition 3 of 3<br />STEPS TO TAKE<br />5.Identify the EVP attributes that best support your organization’s strategic objectives and culture<br />6.Identify the EVP attributes where associated HR investments are lowest <br />7.Focus on the most competitive and strategically relevant EVP attributes <br />
  43. 43. Page 41<br />Job design<br />
  44. 44. Page 42<br />Job design<br />BEST PRACTICE<br />Establish and support effective workplace teams<br />Practice cross-training and cross-utilization<br />Design a safe, productive and healthy work environment<br />
  45. 45. Page 43<br />Global talent<br />
  46. 46. Page 44<br />Global talent<br />Troubling signs<br />Market share of international students<br />China<br />What happened-the historical perspective<br />The immigration system<br />Post 9/11<br />Economic factors<br />Recommendations<br />
  47. 47. Page 45<br />New labour cohorts<br />
  48. 48. Page 46<br />New labour cohorts 1 of 2<br />MAJOR GROUPINGS<br />Aboriginals and other under-represented groups<br />Immigrants<br />Older workers<br />Young people<br />
  49. 49. Page 47<br />New labour cohorts 2 of 2<br />EMPLOYMENT CHOICES AND CORRESPONDING MOTIVATION<br />Full time employment (financially-driven)<br />Full time employment (socially driven)<br />Part-time employment<br />Seasonal employment<br />Project-based opportunities<br />Mentoring opportunities<br />
  50. 50. Page 48<br />The route forward<br />
  51. 51. Page 49<br />The route forward<br />Analyzeyour organization’s roles and requirements<br />Research and cost up the range of candidate attraction methods out there<br />Match these to your roles, select your mix of recruitment solutions, and set your candidate attraction strategy<br />Communicate the new approach to your hiring managers<br />Select and engage suppliers and partners as required<br />Set up a formal recruitment planning process for all vacancies<br />Trial your new approach<br />Track, record and analyse response from each source, and alter your strategy where necessary.<br />
  52. 52. Page 50<br />Case study A<br />
  53. 53. Page 51<br />Case study A <br />
  54. 54. Page 52<br />Case study B<br />
  55. 55. Page 53<br />Case study B <br />
  56. 56. Page 54<br />Case study C<br />
  57. 57. Page 55<br />Case study C <br />
  58. 58. Page 56<br />Conclusion & Questions<br />
  59. 59. Page 57<br />Conclusion<br />Summary<br />Questions<br />

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