Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Recruitment May 2013


Published on

Half day open training event for HR professionals and managers on effective hiring techniques held in Mississauga.

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

Recruitment May 2013

  1. 1. Effective hiring in the GTAby Toronto Training and HRMay 2013
  2. 2. CONTENTS3-4 Introduction5-6 The recruitment process7-8 Critical hiring questions9-10 Transforming the recruitment function11-13 Assessment14-16 Screening17-18 Alternatives to self-reporting19-20 Put the candidate in the job before you hire the person21-24 E-recruitment25-28 Interns; building a farm team29-30 Setting up a returnship31-32 Criminal background checks33-38 Hiring ex-offenders39-40 Recruitment for start ups41-46 Precision hiring47-48 Inter-generational conflict49 Case studyPage 2
  3. 3. Page 3Introduction
  4. 4. Page 4Introduction to Toronto Trainingand HRToronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HRare:Training event designTraining event deliveryReducing costs, saving time plus improvingemployee engagement and moraleServices for job seekers
  5. 5. Page 5The recruitment process
  6. 6. The recruitment processRecruitmentrequisitionSelection processRound ofinterviewsReference andverificationSalarynegotiation andofferPage 6
  7. 7. Page 7Critical hiring questions
  8. 8. Critical hiring questions• If we hire this person will the personbe able to perform the job and towhat level of excellence?• If I hire this person will the personstay in the job long enough to justifythe costs that are associated withhiring and training the person• Does my organization offer what thisperson is looking for in terms of hispsychological, sociological anddemographic needs?Page 8
  9. 9. Page 9Transforming therecruitment function
  10. 10. Transforming the recruitmentfunction• Narrow the field• Get relevant data• Go for the crowd• Move the transactional out• Empower hiring managers• Use technology, especially videoPage 10
  11. 11. Page 11Assessment
  12. 12. Assessment 1 of 2• What is an assessment?• Types of assessment• Uses of assessment• Measurement of a goodassessment• What do assessments do forthe organization?Page 12
  13. 13. OneCandidateManyCandidatesCandidate PoolValueofUsingAssessmentsHighLowLow Validity Tools High Validity ToolsPage 13
  14. 14. Page 14Screening
  15. 15. Screening 1 of 2STEPS TO TAKE• Conduct a compliance audit• Appoint a compliance specialist• Source or pre-source the contingentworker providers• Review and if necessary reviseprivacy protocols• Protect trade secrets and enforcenot-to-compete covenants• Structure the outsourcingagreements carefullyPage 15
  16. 16. Screening 2 of 2EVALUATING THE ENGAGEMENT OFCONTRACTORS• Do not be the first to engage acontractor• Do not accept a former employee as acontractor• Do not convert a contractor to anemployee• Do not engage a contractor to performwork already being done by anemployee• Do not engage one with a recent historyof employment elsewhere
  17. 17. Page 17Alternatives to self-reporting
  18. 18. Alternatives to self-reporting• Source codes• DashboardsPage 18
  19. 19. Page 19Put the candidate in thejob before you hire theperson
  20. 20. Put the candidate in the job beforeyou hire the person• Stop asking questions that start with“have, have you, tell me about atime when…”• “How” questions should be used forthe opening question• Shift from skills and experiences tohaving the candidate explain howthey would apply these to do the jobPage 20
  21. 21. Page 21E-recruitment
  22. 22. E-recruitment 1 of 3• Planning/ Submit job advertisement• Attraction/ Contact applicants• Gain applicants/ Select applicants• Selection/ Notify applicant• Hire/ Online testing of applicants• Retain/ InterviewPage 22
  23. 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 employeePage 23
  24. 24. E-recruitment 3 of 3• Methods of e-recruitment• Advantages of e-recruitment• Disadvantages of e-recruitmentPage 24
  25. 25. Page 25Interns; building a farmteam
  26. 26. Interns; building a farm team1 of 3• Definition• Why do you want one?Page 26
  27. 27. Interns; building a farm team2 of 3Page 27
  28. 28. Interns; building a farm team3 of 3• Structure• Training and onboarding• Management• MetricsPage 28
  29. 29. Page 29Setting up a returnship
  30. 30. Setting up a returnship• Keep it small• Identify an internal champion (ortwo)• Model the returnship on your existinginternship program• Introduce hiring managers toparticipants• Identify current employees who aregood role models• Expand campus recruitment toinclude returnees• Partner with an academic program
  31. 31. Page 31Criminal backgroundchecks
  32. 32. Criminal background checksCOMMON ERRORS• Reporting arrests withoutdetermining if they resulted inconvictions• Listing the same offence on anumber of occasions• Making a persons record appearlengthier• Mischaracterizing the seriousness ofoffences• Revealing sealed or expungedinformationPage 32
  33. 33. Page 33Hiring ex-offenders
  34. 34. Hiring ex-offenders 1 of 5OBJECTIVE ASSESSMENTS• focus on a person‟s abilities, skills,experience and qualifications• consider the nature of the convictionand its relevance to the job inquestion• identify the risks to theorganization‟s business, customers,clients and employeesPage 34
  35. 35. Hiring ex-offenders 2 of 5OBJECTIVE ASSESSMENTS• recognize that having a criminalrecord does not always mean a lackof skills, qualifications andexperience• note that high-quality training,leading to qualifications, is availablein many prisonsPage 35
  36. 36. Hiring ex-offenders 3 of 5ASSESSING CRIMINAL RECORDS• always be based on confidentialityand discretion when requesting andhandling criminal records• encourage applicant honesty bystating that applicants will beconsidered on merit and ability• advise applicants to submitconfidential records separately fromthe usual application form and to anamed employeePage 36
  37. 37. Hiring ex-offenders 4 of 5ASSESSING CRIMINAL RECORDS• comply with provincial and federallaws• ensure access to criminal recordinformation is only on a need-to-know basisPage 37
  38. 38. Hiring ex-offenders 5 of 5EMPLOYERS NEED TO:• agree policies on access to criminalrecords• inform successful applicants of thispolicy• explain to employees the variousreasons to give a fair chance ofemployment to people with criminalrecords• review insurance arrangementsPage 38
  39. 39. Page 39Recruitment for start-ups
  40. 40. Recruitment for start-upsUNIQUE ISSUES• Founders• Cash flow shortages• Geographical challenges• Hitting the market windowPage 40
  41. 41. Page 41Precision hiring
  42. 42. Precision hiring 1 of 5YOUR BEST SHOT AT GETTING ITRIGHT• Plan• Know where to look, who to look forand how to look for talent• Choose wiselyPage 42
  43. 43. Precision hiring 2 of 5• Know what skills you need• When you need them• Who is likely to have those skillsPage 43
  44. 44. Precision hiring 3 of 5READY• Priority hires will depend on a varietyof factors• Regardless of when hiring takesplace the function must still be done• Don‟t necessarily hire VPs first• Be careful not to „over-hire‟• Limited funds lead to some skill setsbeing exchanged for others• Fine tune the planPage 44
  45. 45. Precision hiring 4 of 5AIM• What the approach often looks like• Tools to push resumes in the otherdirection• Job descriptions• A well thought out job posting• Social media• Networking• TimePage 45
  46. 46. Precision hiring 5 of 5HIRE• Cost/touch and credibility• HR• Networking• Recruiters• The selection process• Interviewing• TestingPage 46
  47. 47. Page 47Recruitment in the energyindustry
  48. 48. Recruitment in the energy industry• Definitions• Culture of safety• The great crew change• Pareto principle• Independent contractor compliance• Rules of engagementPage 48
  49. 49. Case studyPage 49
  50. 50. Page 50Conclusion and questions
  51. 51. Page 51Conclusion and questionsSummaryVideosQuestions