2. CONTENTS
3-4 Introduction
5-6 The recruitment process
7-8 Critical hiring questions
9-10 Transforming the recruitment function
11-13 Assessment
14-16 Screening
17-18 Alternatives to self-reporting
19-20 Put the candidate in the job before you hire the person
21-24 E-recruitment
25-28 Interns; building a farm team
29-30 Setting up a returnship
31-32 Criminal background checks
33-38 Hiring ex-offenders
39-40 Recruitment for start ups
41-46 Precision hiring
47-48 Inter-generational conflict
49 Case study
Page 2
4. Page 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 plus improving
employee engagement and morale
Services for job seekers
8. Critical hiring questions
• If we hire this person will the person
be able to perform the job and to
what level of excellence?
• If I hire this person will the person
stay in the job long enough to justify
the costs that are associated with
hiring and training the person
• Does my organization offer what this
person is looking for in terms of his
psychological, sociological and
demographic needs?
Page 8
10. Transforming the recruitment
function
• Narrow the field
• Get relevant data
• Go for the crowd
• Move the transactional out
• Empower hiring managers
• Use technology, especially video
Page 10
12. Assessment 1 of 2
• What is an assessment?
• Types of assessment
• Uses of assessment
• Measurement of a good
assessment
• What do assessments do for
the organization?
Page 12
15. Screening 1 of 2
STEPS TO TAKE
• Conduct a compliance audit
• Appoint a compliance specialist
• Source or pre-source the contingent
worker providers
• Review and if necessary revise
privacy protocols
• Protect trade secrets and enforce
not-to-compete covenants
• Structure the outsourcing
agreements carefully
Page 15
16. Screening 2 of 2
EVALUATING THE ENGAGEMENT OF
CONTRACTORS
• Do not be the first to engage a
contractor
• Do not accept a former employee as a
contractor
• Do not convert a contractor to an
employee
• Do not engage a contractor to perform
work already being done by an
employee
• Do not engage one with a recent history
of employment elsewhere
19. Page 19
Put the candidate in the
job before you hire the
person
20. Put the candidate in the job before
you hire the person
• Stop asking questions that start with
“have, have you, tell me about a
time when…”
• “How” questions should be used for
the opening question
• Shift from skills and experiences to
having the candidate explain how
they would apply these to do the job
Page 20
23. E-recruitment 2 of 3
• Identify, define and design job-
opening
• Recruit and attract candidates
• Sort applicants
• Contact candidates
• Close the deal
• Socialize the new employee
Page 23
24. E-recruitment 3 of 3
• Methods of e-recruitment
• Advantages of e-recruitment
• Disadvantages of e-recruitment
Page 24
30. Setting up a returnship
• Keep it small
• Identify an internal champion (or
two)
• Model the returnship on your existing
internship program
• Introduce hiring managers to
participants
• Identify current employees who are
good role models
• Expand campus recruitment to
include returnees
• Partner with an academic program
32. Criminal background checks
COMMON ERRORS
• Reporting arrests without
determining if they resulted in
convictions
• Listing the same offence on a
number of occasions
• Making a person's record appear
lengthier
• Mischaracterizing the seriousness of
offences
• Revealing sealed or expunged
information
Page 32
34. Hiring ex-offenders 1 of 5
OBJECTIVE ASSESSMENTS
• focus on a person‟s abilities, skills,
experience and qualifications
• consider the nature of the conviction
and its relevance to the job in
question
• identify the risks to the
organization‟s business, customers,
clients and employees
Page 34
35. Hiring ex-offenders 2 of 5
OBJECTIVE ASSESSMENTS
• recognize that having a criminal
record does not always mean a lack
of skills, qualifications and
experience
• note that high-quality training,
leading to qualifications, is available
in many prisons
Page 35
36. Hiring ex-offenders 3 of 5
ASSESSING CRIMINAL RECORDS
• always be based on confidentiality
and discretion when requesting and
handling criminal records
• encourage applicant honesty by
stating that applicants will be
considered on merit and ability
• advise applicants to submit
confidential records separately from
the usual application form and to a
named employee
Page 36
37. Hiring ex-offenders 4 of 5
ASSESSING CRIMINAL RECORDS
• comply with provincial and federal
laws
• ensure access to criminal record
information is only on a need-to-
know basis
Page 37
38. Hiring ex-offenders 5 of 5
EMPLOYERS NEED TO:
• agree policies on access to criminal
records
• inform successful applicants of this
policy
• explain to employees the various
reasons to give a fair chance of
employment to people with criminal
records
• review insurance arrangements
Page 38
42. Precision hiring 1 of 5
YOUR BEST SHOT AT GETTING IT
RIGHT
• Plan
• Know where to look, who to look for
and how to look for talent
• Choose wisely
Page 42
43. Precision hiring 2 of 5
• Know what skills you need
• When you need them
• Who is likely to have those skills
Page 43
44. Precision hiring 3 of 5
READY
• Priority hires will depend on a variety
of factors
• Regardless of when hiring takes
place the function must still be done
• Don‟t necessarily hire VPs first
• Be careful not to „over-hire‟
• Limited funds lead to some skill sets
being exchanged for others
• Fine tune the plan
Page 44
45. Precision hiring 4 of 5
AIM
• What the approach often looks like
• Tools to push resumes in the other
direction
• Job descriptions
• A well thought out job posting
• Social media
• Networking
• Time
Page 45
46. Precision hiring 5 of 5
HIRE
• Cost/touch and credibility
• HR
• Networking
• Recruiters
• The selection process
• Interviewing
• Testing
Page 46
48. Recruitment in the energy industry
• Definitions
• Culture of safety
• The great crew change
• Pareto principle
• Independent contractor compliance
• Rules of engagement
Page 48