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Get more bang for your buck when recruiting in the GTHA by Toronto Training and HR April 2011
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Get more bang for your buck when recruiting in the GTHA
by Toronto Training and HR
April 2011
Contents
3-4 Introduction to Toronto Training and HR5-6 Objectives of recruitment7-13 The recruitment process14-15 Reasons for recruitment difficulties16-20 Methods used to attract and select applicants21-22 Time taken to fill a vacancy23-25 Layoffs 26-34 Labour turnover35-37 Encouraging diversity38-42 Older work searchers43-45 Prior to posting a vacancy46-50 What a good RIS should look like?51-55 Online recruitment56-58 Using Facebook to check on applicants59-60 In or out?61-62 Using competencies63-65 Person specifications66-68 Maintaining equity69-70 Hiring veterans71-73 Using perks to help recruitment74-79 Hard to fill vacancies80-81 Working in another province82-84 Hiring foreign workers in Canada85-87 Providing an exceptional candidate experience88-90 Improving the relationship with recruitment marketing agencies91-92 Checklist 93-98 Case studies99-100 Conclusion and questions
Page 3
Introduction
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 course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Objectives of recruitment
Page 6
Objectives of recruitmentAttracting and recruiting individuals to the organization Enabling the achievement of the organization’s strategic goalsMeeting the future skills requirements of the organizationSupporting changes in the organizational structure or the business environmentReducing recruitment costsAddressing skills shortagesSupporting succession planningAssisting HR planning
Page 7
The recruitment process
Page 8
The recruitment process 1 of 6
Development of a policy on recruitment and retention and the systems that give life to the policyNeeds 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.
Page 9
The recruitment process 2 of 6
Identification, within and outside the organization, of the potential human resource pool and the likely competition for the knowledge and skills residentwithin itJob analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth
Page 10
The recruitment process 3 of 6
Assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experienceDetermination of the organization’s ability to pay salaries and benefits within a defined periodIdentification and documentation of the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws
Page 11
The recruitment process 4 of 6
STAGES TO FOLLOWIdentify the needFind the candidatesStart screening with the resumeSend a pre-interview packageConduct a telephone interviewFirst face-to-face interviewCheck references and behavioural styleSecond face-to-face interviewGroup interviewFinal interview and offer the position
Page 12
The recruitment process 5 of 6
BENEFITS OF GOOD PRACTICEReduce 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.
Page 13
The recruitment process 6 of 6
BENEFITS OF GOOD PRACTICEIncrease the quality and diversity of the candidate pool by advertising clear, concise and appealing job postings through sources that target ideal candidatesEnhance competitive advantage by hiring and retaining top talent
Page 14
Reasons for recruitment difficulties
Page 15
Reasons for recruitment difficulties
Lack of necessary specialist skills Looking for more pay than you could offerInsufficient experience No applicantsImage of sector/occupationLack of interpersonal skills Lack of formal qualifications Applicants unable to accept position due to high cost of living in the area
Page 16
Methods used to attract and select
applicants
Page 17
Methods used to attract and select applicants 1 of 4
ATTRACTIONRecruitersOwn corporate websiteLocal newspaper advertisementsSpecialist journals/ trade press Employee referral scheme Encouraging speculative applications/word of mouthSocial media
Page 18
Methods used to attract and select applicants 2 of 4
ATTRACTIONGovernment (such as Employment Ontario)National newspaper advertisementsLinks with schools/ colleges/universities Secondments Commercial job boardsPhysical posters/ billboards/vehicles Radio or TV advertisements
Page 19
Methods used to attract and select applicants 3 of 4
SELECTIONInterviews following contents of resume/application form (that is, biographical)Competency-based interviewsStructured interviews (panel) Tests for specific skills General ability tests Literacy and/or numeracy tests
Page 20
Methods used to attract and select applicants 4 of 4
SELECTIONTelephone interviewsPersonality/aptitude questionnairesAssessment centres Group exercises (for example role-playing)Pre-interview references (academic or employment), combined employment and academic references together Online tests (selection)
Page 21
Time taken to fill a vacancy
Page 22
Time taken to fill a vacancy
IN WEEKSSenior managers/directors 16.5 Managers/professionals 12.3 Administrative, secretarial and technical 6.7 Services (customer, personal, protective and sales) 7.4 Manual/craft workers 5.8
Page 23
Layoffs
Page 24
Layoffs 1 of 2
FACTORS INFLUENCING LAYOFF DECISIONSReorganized working methodsImproved competitiveness/efficiency/cost reductionFactory plant/office closureMerger/acquisitionAutomation/mechanisation/new equipment Reductions in budget/cash limitsLack of demand for products/servicesRelocation of work to another country, for example offshoring
Page 25
Layoffs 2 of 2
CHECKLIST OF COST REDUCING STRATEGIESRestricting new recruitmentPay freezes or cutsPay deferral schemesRemove overtimeReduce use of agency workers, temporary and casual staff
Page 26
Labour turnover
Page 27
Labour turnover 1 of 8
REASON FOR LEAVINGChange of careerPromotion outside the organizationLevel of pay Lack of development or career opportunities Leaving to have/look after children LayoffsRetirement Level of workloadStress of job/role
Page 28
Labour turnover 2 of 8
REASON FOR LEAVINGLack of support from line managersWorking hours Perception of job securityLeaving to look after family members (other than children) Ill health (other than stress) Lack of support from colleagues Relocation
Page 29
Labour turnover 3 of 8STEPS TAKEN TO IMPROVE THINGSIncreased payIncreased learning and development opportunities Improved selection techniquesImproved onboarding process Improved line management HR skillsImproved benefitsMade changes to improve work–life balance Improved employee involvement Removed age-related policies and practices
Page 30
Labour turnover 4 of 8
STEPS TAKEN TO IMPROVE THINGSOffered coaching/mentoring/buddy systemsRevised the way staff are rewarded so their efforts are better recognised Made changes in the way the organization approaches career managementOffered secondmentsBetter promotion to employees of the employer brand
Page 31
Labour turnover 5 of 8
STEPS TAKEN TO IMPROVE THINGSRedesigned jobs to make them more satisfying Better publicised levels of pay and conditions Improved physical working conditionsIncreased diversity of staffUsed recruitment/induction bonusesOffered flexible bonus
Page 32
Labour turnover 6 of 8
RETENTION STRATEGIESHours and working conditionsTrainingCompensation
Page 33
Labour turnover 7 of 8COSTSOrganization A, 1000 employees, 25% churn rateExternal recruitment costs per head $2000Internal recruitment costs per head $1500Training investment per new recruit $800Total recruitment and training cost $1075000Average salary $25000Time taken by new starter to become proficient 8 weeksTotal costs of skilling up $1086957TOTAL COST OF RECRUITMENT, TRAINING AND SKILLING UP $2161957
Page 34
Labour turnover 8 of 8COSTSOrganization B, 100 employees, 35% churn rateExternal recruitment costs per head $1000Internal recruitment costs per head $1200Training investment per new recruit $400Total recruitment and training cost $91000Average salary $12000Time taken by new starter to become proficient 4 weeksTotal costs of skilling up $36522TOTAL COST OF RECRUITMENT, TRAINING AND SKILLING UP $127522
Page 35
Encouraging diversity
Page 36
Encouraging diversity 1 of 2 Monitoring recruitment and/or staffing information to gain data on gender, disability, ethnic origin, sexual orientation, religion and beliefTraining interviewers to understand what diversity is about and the impact of stereotypesAdvertising vacancies in different sources to widen interest from under-represented groupsOperating policies that go beyond basic legislativerequirements on gender, disability, ethnic origin, sexual orientation, religion and belief
Page 37
Encouraging diversity 2 of 2
Using specific images/words in your recruitment advertising to appeal to a wider audienceChecking that any tests used are valid, reliable and culture-free and were tested on diverse norm groupsProviding recruitment documents in other formats (large print, disk, and so on)Setting recruitment targets to correct a workforce imbalance
Page 38
Older work searchers
Page 39
Older work searchers 1 of 4
MYTHS50-plus searchers lack motivation50-plus work searchers will be starting over at the bottom when they make a career change50-plus work searchers are over the hill50-plus work searchers are slow and lack focus50-plus work searchers lack creativity
Page 40
Older work searchers 2 of 4 TYPICAL INTERVIEW QUESTIONS (NOT BEST PRACTICE)1. “You appear to be overqualified for this position. Won’t you get bored?”2. “This company is on the fast track. Do you think that you can keep up?”3. “This is a completely different industry than you were in before. Can you tell us how you will transfer your skills?”4. “I have noticed that you have been out of work for over six months. Can you explain this break in employment?”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.”
Page 41
Older work searchers 3 of 4 TYPICAL INTERVIEW QUESTIONS (NOT BEST PRACTICE)6. “Your resume indicates you have worked at a lot of different places. Can you comment on that?”7. “You were with your last company for 19 years. Can you change the way you did things?”8. “We are on the cutting edge of technology, can you keep up?”9. “I see you have been a consultant. Does that just mean you were out of work?”10. “What do you think you are worth since you have been in the work world so long?”
Page 42
Older work searchers 4 of 4 The basicsThe big risksTrade secretsThe golden rules
Application form
Page 43
Prior to posting a vacancy
Page 44
Prior to posting a vacancy 1 of 2
MANAGEMENT NEEDS TO DECIDE WHETHER…It intends to retain the job in its present form and with its present title, remuneration and statusSelected attributes of the job, for example, skill or experience, will changeThere are sufficient qualified, potential applicants serving in other positions within the organization who may be potential candidates for that job
Page 45
Prior to posting a vacancy 2 of 2
MANAGEMENT NEEDS TO DECIDE WHETHER…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)The organization stands to benefit more, in the long-term, from recruiting applicants from external sources
Page 46
What a good Recruitment Information System (RIS)
should look like
Page 47
What a good Recruitment Information System (RIS) should look
like 1 of 4Flag imminent vacancies throughout the organization to ensure that the recruitment process is timelyEnsure that no candidates are lost but, instead, move through the process and are kept informed of their statusEnsure that good candidates whose applications are pending are kept in touch to maintain their interest in the organization
Page 48
What a good Recruitment Information System (RIS) should look
like 2 of 4Assist in analyzing hiring, transfer and exit trends and provide other data that are helpful in planning, evaluating and auditing the recruitment processIdentify any adverse impacts of the recruitment process on vulnerable groups (for example minorities, especially where Equal Opportunity/Affirmative Action legislation exists)
Page 49
What a good Recruitment Information System (RIS) should look
like 3 of 4In a small organization, a manual information system would provide most of the benefits that theorganization needs for an effective recruitment process. However, in a medium-sized or largeorganization, where speed is critical for decision-making, the speedy processing that determinesthe effectiveness of the HR Department can only be found in a computerized system
Page 50
What a good Recruitment Information System (RIS) should look
like 4 of 4For internal recruiting, control the internal job posting process, generate the notices, and then match internal applicant qualifications with job specificationsWhere jobs are not being posted, generate a list of qualified internal candidates
Page 51
Online recruitment
Page 52
Online recruitment 1 of 4
Faster posting of jobsFaster applicant responseFaster processing of resumes
DrawbacksHow to improve effectiveness
Page 53
Online recruitment 2 of 4
WHAT DO YOU THINK ABOUT WEB 2.0?From an employer branding perspective organizations may be concerned about damaging comments being posted on social networking sites or blogsWeb 2.0 offers organizations the ability to learn about how they are perceived in the labour marketSocial networking sites are useful for engaging potential job-seekers
Page 54
Online recruitment 3 of 4
WHAT DO YOU THINK ABOUT WEB 2.0?Tracking down candidate information online is too time-consumingSocial networking sites are useful for assessing the suitability of younger workers rather than older workersCandidate information accessed online will influence the recruitment decision
Page 55
Online recruitment 4 of 4
WHAT DO YOU THINK ABOUT WEB 2.0?There sometimes are effective mechanisms in place to monitor commentary about the organization posted on blogs and social networking sitesCandidate information found online will in the future replace references
Page 56
Using Facebook to check on applicants
Page 57
Using Facebook to check on applicants 1 of 2
LEGAL CONCERNS TO CONSIDERThe methods you use to collect information from Facebook can’t violate the applicant’s privacy rightsThe way you use the information you gather can’t run afoul of employment discrimination laws
Facebook screening & privacyFacebook screening & discrimination laws
Page 58
Using Facebook to check on applicants 2 of 2
PROTECTING YOURSELFThe justification for checksThe sites checked The information gatheredThe information gathering methods usedThe candidates checkedThe notification methods used
Model policy
Page 59
In or out?
Page 60
In or out?
RECRUITING INTERNALLYAdvantagesDisadvantages
RECRUITING EXTERNALLYAdvantagesDisadvantages
Page 61
Using competencies
Page 62
Using competencies
Recruitment and selectionTraining and development Annual performance appraisals Performance related pay Change management Grading structures
Page 63
Person specifications
Page 64
Person specifications 1 of 2
This is an important document and explains what you are looking forIt tells people what knowledge, experience and skills are needed to do the jobThese ‘criteria’ are used to select candidates for shortlist and interview
Page 65
Person specifications 2 of 2
‘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.‘Desirable’ criteria may also be included.These are extra requirements which may be considered if we receive too many applicants who meet the ‘essential’ criteria.
Page 66
Maintaining equity
Page 67
Maintaining equity 1 of 2
Employment Equity Act and RegulationsWomenAboriginal peopleMembers of visible minority groupsPersons with disabilities
Page 68
Maintaining equity 2 of 2MANAGERS’ RESPONSIBILITIES Ensuring effective overall performance and continuous progress of the employment equity goals within the operationAchieving, fostering and maintaining a representative workforceShowing leadership in employment equity and demonstrating commitment to it by ensuring that discrimination and stereotyping are not toleratedInforming and educating employees in the organization about employment equity and diversity
Page 69
Hiring veterans
Page 70
Hiring veterans
Creating an educated and welcoming workplace environment for veteransActively recruiting veterans, wounded soldiers, andmilitary spousesLearning how to accommodate qualified veterans and wounded veteransPromoting an inclusive workplace to help retain veterans as employees
Page 71
Using perks to help recruitment
Page 72
Using perks to help recruitment 1 of 2
TYPES AVAILABLESubsidized training or educationFlexible working hours/telecommutingMentoring programsFree or subsidized snacks or lunchMatching gift program for charitable contributionsSubsidized gym membershipOn site perks such as childcare, dry cleaning, cafeteria etc.SabbaticalsSubsidized transportHousing or relocation assistance
Page 73
Using perks to help recruitment 2 of 2
WHY USE PERKS?Perks are cost-effectiveThey show the organization caresThey can improve moralePerks can help increase productivity and innovationEmployees are more likely to refer candidates
Page 74
Hard to fill vacancies
Page 75
Hard to fill vacancies 1 of 5
ACCOUNTING & FINANCEStaff and senior accountantsSenior financial analystsBusiness system analystsControllers
Page 76
Hard to fill vacancies 2 of 5
TECHNOLOGYNetwork administratorsApplications developersWeb developersHelp desk professionalsDesktop support professionals
Page 77
Hard to fill vacancies 3 of 5
ADVERTISING AND MARKETINGUser experience (UX) designersMobile apps designers/developersInteractive project managersWeb designers/developers
Page 78
Hard to fill vacancies 4 of 5
LEGALLitigationCorporate lawIntellectual property
Page 79
Hard to fill vacancies 5 of 5
CONSTRUCTIONElectricianSupervisor/foremanPlumber/pipefitter/steam fitterMillwrightOperating engineerEngineer
Page 80
Working in another province
Page 81
Working in another province
AdvantagesDrawbacks
Awareness and difficulty of finding work in Canada
Employee and employer advantages of increased mobilityEmployee and employer disadvantages of increased mobility
Page 82
Hiring foreign workers in Canada
Page 83
Hiring foreign workers in Canada 1 of 2
Temporary foreign workerPermanent foreign workerTemporaryLabour market opinionExtension to a labour market opinionPilot projectForeign live-in caregiverSeasonal agriculture workerPermanentArranged employment opinion
Page 84
Hiring foreign workers in Canada 2 of 2
Canadian citizens and permanent residentsAdvertisement requirementsApplication processService Canada considerationsOffer of employment
Page 85
Providing an exceptional candidate
experience
Page 86
Providing an exceptional candidate experience 1 of 2Produce a full and detailed role profile for the position including information on the role and also the company Ensure a quick response to applications, sending them more information if they have applied directly in response to an advertisement Communicate and stick to the timescales agreed for the process
Page 87
Providing an exceptional candidate experience 2 of 2Undergo full competency based interviewing with each candidate Provide feedback following the interview Undergo a range of psychometric testing and profiling (if appropriate) Ensure a quick response to interviews
Page 88
Improving the relationship with
recruitment marketing agencies
Page 89
Improving the relationship with recruitment marketing agencies 1
of 2Analyze recruitment costs and practicesEngage all recruitment owners in the organizationCreate a partnership with your agencyStandardize processesAdopt technology and self-serviceClearly identify objectives and benchmarks for successMonitor, measure and modifyDefine performance-related terms with suppliersMake resources available and use a retainer model
Page 90
Improving the relationship with recruitment marketing agencies 2
of 2Include, understand and align the needs of all recruitersUse online and software services for attraction, retention, branding, talent pooling and ongoing monitoringSeek your recruitment marketing agency’s advice and use retainer-based services to assist where internal resource availability is limitedMeasure everything and increase accountability by adopting performance-related pay
Page 91
Checklist
Page 92
Checklist
EMPLOYER CHECKLISTKey employeesAll employeesThe organizationEMPLOYEE CHECKLISTEmployee self-evaluation
Page 93
Case study A
Page 94
Case study A
Page 95
Case study B
Page 96
Case study B
Page 97
Case study C
Page 98
Case study C
Page 99
Conclusion & Questions
Page 100
Conclusion
SummaryQuestions
