Selecting the right applicant January 2014

348 views

Published on

Half day open training event held in Toronto, Ontario

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
348
On SlideShare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Selecting the right applicant January 2014

  1. 1. Selecting the right applicant by Toronto Training and HR January 2014
  2. 2. CONTENTS 3-4 5-6 7-8 9-14 15-16 17-20 21-27 28-30 31-32 33-34 35-36 37-48 49-50 Introduction Definitions Gathering data Assessment Assessment fears Ex-offenders Screening contractors Enhancing recruitment with feedback Predictors Baselines Differentiators Calculating ROI Conclusion, summary and questions Page 2
  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 15 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 HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. Definitions • Selection • Assessment Page 6
  7. 7. Gathering data Page 7
  8. 8. Gathering data • The job • Candidate skills and knowledge • Candidate competencies • Candidate preferences Page 8
  9. 9. Assessment Page 9
  10. 10. Assessment 1 of 5 • Competencies • Preferences • Skills Page 10
  11. 11. Assessment 2 of 5 WHAT DOES ASSESSMENT TELL US? • What can they do? • What have they done? • What do they want to do? Page 11
  12. 12. Assessment 3 of 5 FOUR STEP MODEL • Define • Measure • Decide • Evaluate Page 12
  13. 13. Assessment 4 of 5 STEPS TO SUCCESS • Define the job • Measure the traits • Make decisions • Evaluate the impact Page 13
  14. 14. Assessment 5 of 5 THE FUNNEL • Outside the funnel • Top of the funnel • Middle of the funnel • Bottom of the funnel Page 14
  15. 15. Assessment fears Page 15
  16. 16. Assessment • • fears Exposure Being judged • Messing up • Being messed around • Wasting time and money Page 16
  17. 17. Ex-offenders Page 17
  18. 18. Ex-offenders 1 of 3 OBJECTIVE ASSESSMENT • 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 18
  19. 19. Ex-offenders 2 of 3 OBJECTIVE ASSESSMENT (CONT.) • 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 19
  20. 20. Ex-offenders 3 of 3 WHAT SHOULD EMPLOYERS DO • 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 and consider guarantee schemes
  21. 21. Screening contractors Page 21
  22. 22. Screening contractors 1 of 6 REVIEW NEEDS AND ESTABLISH REQUIREMENTS • Evaluate the organization’s current employee screening standards • Understand and evaluate your contracted workforce • Identify what services/jobs they conduct Page 22
  23. 23. Screening contractors 2 of 6 REVIEW NEEDS AND ESTABLISH REQUIREMENTS (CONT.) • Determine if all screening will be handled and initiated internally • Engage the legal, security and procurement departments Page 23
  24. 24. Screening contractors 3 of 6 OUTLINE THE PROGRAM PLAN • Determine who needs visibility • Identify how the organization is going to drive and audit compliance • Consider how you will communicate • Determine how payment for screening services will be made Page 24
  25. 25. Screening contractors 4 of 6 OUTLINE THE PROGRAM PLAN (CONT.) • Identify what program administrative oversight is required • Select a screening partner Page 25
  26. 26. Screening contractors 5 of 6 SELECT A PROVIDER MODEL • Vendor choice model • Solution based model Page 26
  27. 27. Screening contractors 6 of 6 REVIEW NEEDS AND ESTABLISH REQUIREMENTS COMMUNICATE AND MONITOR Page 27
  28. 28. Enhancing recruitment with feedback Page 28
  29. 29. Enhancing recruitment with feedback 1 of 2 • Rally senior leaders to support the idea and ensure buy-in throughout the organization • Create a comprehensive training program and invite hiring managers to participate alongside customer volunteers identified to assist with interviews Page 29
  30. 30. Enhancing recruitment with feedback 2 of 2 • Monitor interviews at first and be prepared to help redirect questioning if necessary • Follow up with customer volunteers for their feedback on candidates and the interview process • Develop a methodology to evaluate and use the feedback as part of decision-making Page 30
  31. 31. Predictors Page 31
  32. 32. Predictors • Weak predictors • Medium predictors • Strong predictors Page 32
  33. 33. Baselines Page 33
  34. 34. Baselines • Skills • Knowledge Page 34
  35. 35. Differentiators Page 35
  36. 36. Differentiators • Cognitive ability • Behaviour • Preferences Page 36
  37. 37. Calculating ROI Page 37
  38. 38. Calculating ROI 1 of 11 • 50 new hires • 1000 resumes needed Page 38
  39. 39. Calculating ROI 2 of 11 ASSUMPTIONS • 50 people lost and replaced each year • Employee salary of $60000 per year • HR salary $20 per hour • Positions are vacant for an average of six weeks Page 39
  40. 40. Calculating ROI 3 of 11 COSTS 1 Advertisement, use of an agency, job fairs and related costs • • • • Page 40 A $100000 B $125000 C $150000 D $175000
  41. 41. Calculating ROI 4 of 11 COSTS 2 Screening applicantsincludes review of resumes, answering of questions, providing job information, tracking data and general correspondence • • • • A $5000 B $10000 C $15000 D $20000 Page 41
  42. 42. Calculating ROI 5 of 11 COSTS 3 Selection processinterviews, assessment, testing • • • • Page 42 A $2500 B $5000 C $7500 D $10000
  43. 43. Calculating ROI 6 of 11 COSTS 4 Relocation costs • • • • Page 43 A $15000 B $20000 C $25000 D $30000
  44. 44. Calculating ROI 7 of 11 COSTS 5 Travel costs for interview • • • • Page 44 A $70000 B $80000 C $90000 D $100000
  45. 45. Calculating ROI 8 of 11 COSTS 6 New hire training and orientation costs • • • • Page 45 A $50000 B $75000 C $100000 D $125000
  46. 46. Calculating ROI 9 of 11 COSTS 7 Time spent conducting exit interviews • • • • Page 46 A $500 B $1000 C $1500 D $2500
  47. 47. Calculating ROI 10 of 11 COSTS 7 Severance pay • • • • Page 47 A $50000 B $100000 C $150000 D $200000
  48. 48. Calculating ROI 11 of 11 COSTS 8 Lost productivity resulting from vacant positions • • • • A $146200 B $246200 C $346200 D $446200 • TOTAL? Page 48
  49. 49. Conclusion, summary and questions Page 49
  50. 50. Conclusion, summary and questions Conclusion Summary Videos Questions Page 50

×