This document discusses recruitment realities and challenges in finding qualified candidates. It emphasizes the importance of increasing the candidate pool to improve chances of finding the right fit. It also stresses the need to evaluate candidates by collecting valid and sufficient information to make the right hiring decisions. Finally, it explores how recruitment practices must evolve and utilize new technologies, social media, and generational trends to effectively target and attract candidates.

1. Recruitment Realities
Changes & Challenges

2. Why is recruitment important?
We want a BIGGER
candidate pool

3. Candidate Pool
• Increase the candidate pool =
better chance of finding the right
candidate
• We don’t want the quality of
programs at risk

4. When we use the word
recruitment, what do
we mean?

5. Recruitment is the process of searching for
prospective employees and stimulating them
to apply for jobs in organizations

6. The process of hiring entails…
Recruitment
Recruitment is the process of searching for prospective employees and stimulating them to apply for
jobs in organizations; we want a large Candidate Pool
Evaluating the Candidate Pool
This step begins where Recruitment ends. You want to ensure you are collecting valid and
sufficient information
The Selection Decision

7. When we speak of
Evaluating the
Candidate Pool,
what are we doing?

8. Evaluating the Candidate Pool
Once we increase the candidate pool, we
need to focus on collecting valid and
sufficient information to make the right
selection decision

9. Collecting Valid and Sufficient
Information
Reviewing application
information
Remember to
compare all the
Collect information gathered
Conducting
information
to the established
interview
from other
criteria.
sources
Checking references

10. Final Step: Making an effective
selection decision!

11. If people are your most
important asset, then hiring is
the most important skill.

12. Recruitment
in Changing Times

13. Recruitment in Changing Times
Shifting realities
Labour market
Economic conditions
Labour force

14. Economic
Conditions
Labour
Labour
Market Force
Informs our
Recruitment
practices

15. Why are we talking about this?
Isn’t there a recession?
Won’t the unemployed and recently laid-off
just come to us for a job?

16. The reality is…
There continues to be skill shortages in our
sector
Skill shortages are both short and long term
challenge

17. Difficult to fill positions?
Speech Language Pathologists
Psychologists
French Immersion teachers
HVAC
Bus drivers

18. We need to remain competitive with other
public and private employers
We need to brand and market Public
Education to attract great candidates
We don’t want to be left behind!

19. What types of
Recruitment Strategies do we use?
We want to use cost-effective strategies
that targets the labour force segments
we are attempting to attract

20. Labour Force
We need to know our target audience:
Demographics
Behaviours
Values
Interests
Goals

21. Labour Force
Boomers
Generation X
Generation Y

22. The population entering labour
market over next decade does
business in a different way

23. Technology is important
Less loyal to employers
Transient in employment

24. So what?
We need to plan and reach out in
appropriate places

25. Where did you find your first job?
What types of things did you do to apply?

26. The Evolution of Human Resources
Practises
HR HR HR And
beyond?
1.0 2.0 3.0

27. Before the Internet
People looked for work through
Newspapers
Friends and family / networking
Job placement centres

28. HR 1.0 - 1990’s
The internet!
Employers started to notice it and realize that
they might use it in recruitment
Mainly static
Posting jobs and information
Still needed to send in applications, etc.

29. “Post the job and they will come”

30. HR 2.0 – the new millennium!
Enter the job search engines!
– Monster.com
– Working.com
– Workopolis.com
Applying online & emailing applications
Information began to be exchanged both ways

31. HR 3.0
Third generation of HR using the internet
Employers are going where people socially
connect

32. HR 3.0
Employers are going to
the candidates
Employers aren’t
waiting for candidates
to come to them

33. HR 3.0
Strategies used are conversational
Spread and reach is instantaneous
Turning visitors into candidates by nature of
the way you connect with them

34. Job postings Social media
Collection of Conversation
words that is authentic
Candidates want to get a feel for what it
would really be like to work there

35. Social Media Frenzy!
It can be cost-effective and reach many candidates
You can target exactly who you want through
research and knowing the social media landscape

36. What are the tools?

37. Technology Has
Turned People Into
People Media
Snackers.
http://www.youtu
be.com/watch?v=
mldqfN7XCOk

38. • New York City Case….
– Reaching candidates through Facebook
– Reaching candidates through Twitter
– Reaching candidates through You Tube

40. Converse & Connect with
Candidates
http://www.linkedin.com/companies/make-a-future---
careers-in-bc-education

42. What will be next?
More use of video to share what it’s like to
work in specific towns, cities and workplaces
Find more ways to provide authentic
information about the look and feel of
working in a particular place

43. What should we do now?
Research where you should be in the virtual
world
Gear your recruitment to your generation
Be aware of the varieties of opportunities
available to reach applicants

44. Shed the idea….
“Post the job and they will come”

45. Be creative!
Know the landscape!
Access our services!

46. How Can SDs & Make a Future – Careers in
BC Education Do Together?
Data
Tracking trends to inform practise
How many applicants are looking for what?
Are they finding your jobs?
Are we getting the right skill sets?

47. Janet Stewart, Director
Make a Future – Careers in BC Education
www.makeafuture.ca
www.twitter.com/makeafuture
www.linkedin.com/in/janetstewart
contactus@makeafuture.ca