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.

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

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