Get more bang for your buck when recruiting in the GTHA

Get more bang for your buck when recruiting in the GTHA by Toronto Training and HR April 2011

3-4 Introduction to Toronto Training and HR 5-6 Objectives of recruitment 7-13 The recruitment process 14-15 Reasons for recruitment difficulties 16-20 Methods used to attract and select applicants 21-22 Time taken to fill a vacancy 23-25 Layoffs 26-34 Labour turnover 35-37 Encouraging diversity 38-42 Older work searchers 43-45 Prior to posting a vacancy 46-50 What a good RIS should look like? 51-55 Online recruitment 56-58 Using Facebook to check on applicants 59-60 In or out? 61-62 Using competencies 63-65 Person specifications 66-68 Maintaining equity 69-70 Hiring veterans 71-73 Using perks to help recruitment 74-79 Hard to fill vacancies 80-81 Working in another province 82-84 Hiring foreign workers in Canada 85-87 Providing an exceptional candidate experience 88-90 Improving the relationship with recruitment marketing agencies 91-92 Checklist 93-98 Case studies 99-100 Conclusion and questions Contents

Introduction to Toronto Training and HR Toronto Training and HRis 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: ,[object Object]

Training course delivery- Reducing costs ,[object Object]

Improving employee engagement & morale

Services for job seekers,[object Object]

Objectives of recruitment Attracting and recruiting individuals to the organization Enabling the achievement of the organization’s strategic goals Meeting the future skills requirements of the organization Supporting changes in the organizational structure or the business environment Reducing recruitment costs Addressing skills shortages Supporting succession planning Assisting HR planning

The recruitment process

The recruitment process 1 of 6 Development of a policy on recruitment and retention and the systems that give life to the policy Needs 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.

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 resident within it Job analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth

The recruitment process 3 of 6 Assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experience Determination of the organization’s ability to pay salaries and benefits within a defined period Identification and documentation of the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws

The recruitment process 4 of 6 STAGES TO FOLLOW Identify the need Find the candidates Start screening with the resume Send a pre-interview package Conduct a telephone interview First face-to-face interview Check references and behavioural style Second face-to-face interview Group interview Final interview and offer the position

The recruitment process 5 of 6 BENEFITS OF GOOD PRACTICE Reduce 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.

The recruitment process 6 of 6 BENEFITS OF GOOD PRACTICE Increase the quality and diversity of the candidate pool by advertising clear, concise and appealing job postings through sources that target ideal candidates Enhancecompetitive advantage by hiring and retaining top talent

Reasons for recruitment difficulties

Reasons for recruitment difficulties Lack of necessary specialist skills Looking for more pay than you could offer Insufficient experience No applicants Image of sector/occupation Lack of interpersonal skills Lack of formal qualifications Applicants unable to accept position due to high cost of living in the area

Methods used to attract and select applicants

Methods used to attract and select applicants 1 of 4 ATTRACTION Recruiters Own corporate website Local newspaper advertisements Specialist journals/ trade press Employee referral scheme Encouraging speculative applications/word of mouth Social media

Methods used to attract and select applicants 2 of 4 ATTRACTION Government (such as Employment Ontario) National newspaper advertisements Links with schools/ colleges/universities Secondments Commercial job boards Physical posters/ billboards/vehicles Radio or TV advertisements

Methods used to attract and select applicants 3 of 4 SELECTION Interviews following contents of resume/application form (that is, biographical) Competency-based interviews Structured interviews (panel) Tests for specific skills General ability tests Literacy and/or numeracy tests

Methods used to attract and select applicants 4 of 4 SELECTION Telephone interviews Personality/aptitude questionnaires Assessment centres Group exercises (for example role-playing) Pre-interview references (academic or employment), combined employment and academic references together Online tests (selection)

Time taken to fill a vacancy

Time taken to fill a vacancy IN WEEKS Senior 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

Layoffs 1 of 2 FACTORS INFLUENCING LAYOFF DECISIONS Reorganized working methods Improved competitiveness/efficiency/cost reduction Factory plant/office closure Merger/acquisition Automation/mechanisation/new equipment Reductions in budget/cash limits Lack of demand for products/services Relocation of work to another country, for example offshoring

Layoffs 2 of 2 CHECKLIST OF COST REDUCING STRATEGIES Restricting new recruitment Pay freezes or cuts Pay deferral schemes Remove overtime Reduce use of agency workers, temporary and casual staff

Labour turnover 1 of 8 REASON FOR LEAVING Change of career Promotion outside the organization Level of pay Lack of development or career opportunities Leaving to have/look after children Layoffs Retirement Level of workload Stress of job/role

Labour turnover 2 of 8 REASON FOR LEAVING Lack of support from line managers Working hours Perception of job security Leaving to look after family members (other than children) Ill health (other than stress) Lack of support from colleagues Relocation

Labour turnover 3 of 8 STEPS TAKEN TO IMPROVE THINGS Increased pay Increased learning and development opportunities Improved selection techniques Improved onboarding process Improved line management HR skills Improved benefits Made changes to improve work–life balance Improved employee involvement Removed age-related policies and practices

Labour turnover 4 of 8 STEPS TAKEN TO IMPROVE THINGS Offered coaching/mentoring/buddy systems Revised the way staff are rewarded so their efforts are better recognised Made changes in the way the organization approaches career management Offered secondments Better promotion to employees of the employer brand

Labour turnover 5 of 8 STEPS TAKEN TO IMPROVE THINGS Redesigned jobs to make them more satisfying Better publicised levels of pay and conditions Improved physical working conditions Increased diversity of staff Used recruitment/induction bonuses Offered flexible bonus

Labour turnover 6 of 8 RETENTION STRATEGIES Hours and working conditions Training Compensation

Labour turnover 7 of 8 COSTS Organization A, 1000 employees, 25% churn rate External recruitment costs per head $2000 Internal recruitment costs per head $1500 Training investment per new recruit $800 Total recruitment and training cost $1075000 Average salary $25000 Time taken by new starter to become proficient 8 weeks Total costs of skilling up $1086957 TOTAL COST OF RECRUITMENT, TRAINING AND SKILLING UP $2161957

Labour turnover 8 of 8 COSTS Organization B, 100 employees, 35% churn rate External recruitment costs per head $1000 Internal recruitment costs per head $1200 Training investment per new recruit $400 Total recruitment and training cost $91000 Average salary $12000 Time taken by new starter to become proficient 4 weeks Total costs of skilling up $36522 TOTAL COST OF RECRUITMENT, TRAINING AND SKILLING UP $127522

Encouraging diversity 1 of 2 Monitoring recruitment and/or staffing information to gain data on gender, disability, ethnic origin, sexual orientation, religion and belief Training interviewers to understand what diversity is about and the impact of stereotypes Advertising vacancies in different sources to widen interest from under-represented groups Operating policies that go beyond basic legislative requirements on gender, disability, ethnic origin, sexual orientation, religion and belief

Encouraging diversity 2 of 2 Using specific images/words in your recruitment advertising to appeal to a wider audience Checking that any tests used are valid, reliable and culture-free and were tested on diverse norm groups Providing recruitment documents in other formats (large print, disk, and so on) Setting recruitment targets to correct a workforce imbalance

Older work searchers 1 of 4 MYTHS 50-plus searchers lack motivation 50-plus work searchers will be starting over at the bottom when they make a career change 50-plus work searchers are over the hill 50-plus work searchers are slow and lack focus 50-plus work searchers lack creativity

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.”

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?”

Older work searchers 4 of 4 The basics The big risks Trade secrets The golden rules Application form

Prior to posting a vacancy

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 status Selected attributes of the job, for example, skill or experience, will change There are sufficient qualified, potential applicants serving in other positions within the organization who may be potential candidates for that job

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

What a good Recruitment Information System (RIS) should look like

What a good Recruitment Information System (RIS) should look like 1 of 4 Flag imminent vacancies throughout the organization to ensure that the recruitment process is timely Ensure that no candidates are lost but, instead, move through the process and are kept informed of their status Ensure that good candidates whose applications are pending are kept in touch to maintain their interest in the organization

What a good Recruitment Information System (RIS) should look like 2 of 4 Assist in analyzing hiring, transfer and exit trends and provide other data that are helpful in planning, evaluating and auditing the recruitment process Identify any adverse impacts of the recruitment process on vulnerable groups (for example minorities, especially where Equal Opportunity/Affirmative Action legislation exists)

What a good Recruitment Information System (RIS) should look like 3 of 4 In a small organization, a manual information system would provide most of the benefits that the organization needs for an effective recruitment process. However, in a medium-sized or large organization, where speed is critical for decision-making, the speedy processing that determines the effectiveness of the HR Department can only be found in a computerized system

What a good Recruitment Information System (RIS) should look like 4 of 4 For internal recruiting, control the internal job posting process, generate the notices, and then match internal applicant qualifications with job specifications Where jobs are not being posted, generate a list of qualified internal candidates

Online recruitment 1 of 4 Faster posting of jobs Faster applicant response Faster processing of resumes Drawbacks How to improve effectiveness

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 blogs Web 2.0 offers organizations the ability to learn about how they are perceived in the labour market Social networking sites are useful for engaging potential job-seekers

Online recruitment 3 of 4 WHAT DO YOU THINK ABOUT WEB 2.0? Tracking down candidate information online is too time-consuming Social networking sites are useful for assessing the suitability of younger workers rather than older workers Candidate information accessed online will influence the recruitment decision

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 sites Candidate information found online will in the future replace references

Using Facebook to check on applicants

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 rights The way you use the information you gather can’t run afoul of employment discrimination laws Facebook screening & privacy Facebook screening & discrimination laws

Using Facebook to check on applicants 2 of 2 PROTECTING YOURSELFThe justification for checks The sites checked The information gathered The information gathering methods used The candidates checked The notification methods used Model policy

In or out? RECRUITING INTERNALLY Advantages Disadvantages RECRUITING EXTERNALLY Advantages Disadvantages

Using competencies Recruitment and selection Training and development Annual performance appraisals Performance related pay Change management Grading structures

Person specifications 1 of 2 This is an important document and explains what you are looking for It tells people what knowledge, experience and skills are needed to do the job These ‘criteria’ are used to select candidates for shortlist and interview

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.

Maintaining equity 1 of 2 Employment Equity Act and Regulations Women Aboriginal people Members of visible minority groups Persons with disabilities

Maintaining equity 2 of 2 MANAGERS’ RESPONSIBILITIES Ensuring effective overall performance and continuous progress of the employment equity goals within the operation Achieving, fostering and maintaining a representative workforce Showing leadership in employment equity and demonstrating commitment to it by ensuring that discrimination and stereotyping are not tolerated Informing and educating employees in the organization about employment equity and diversity

Hiring veterans Creating an educated and welcoming workplace environment for veterans Actively recruiting veterans, wounded soldiers, and military spouses Learning how to accommodate qualified veterans and wounded veterans Promoting an inclusive workplace to help retain veterans as employees

Using perks to help recruitment

Using perks to help recruitment 1 of 2 TYPES AVAILABLE Subsidized training or education Flexible working hours/telecommuting Mentoring programs Free or subsidized snacks or lunch Matching gift program for charitable contributions Subsidized gym membership On site perks such as childcare, dry cleaning, cafeteria etc. Sabbaticals Subsidized transport Housing or relocation assistance

Using perks to help recruitment 2 of 2 WHY USE PERKS? Perks are cost-effective They show the organization cares They can improve morale Perks can help increase productivity and innovation Employees are more likely to refer candidates

Hard to fill vacancies

Hard to fill vacancies 1 of 5 ACCOUNTING & FINANCE Staff and senior accountants Senior financial analysts Business system analysts Controllers

Hard to fill vacancies 2 of 5 TECHNOLOGY Network administrators Applications developers Web developers Help desk professionals Desktop support professionals

Hard to fill vacancies 3 of 5 ADVERTISING AND MARKETING User experience (UX) designers Mobile apps designers/developers Interactive project managers Web designers/developers

Hard to fill vacancies 4 of 5 LEGAL Litigation Corporate law Intellectual property

Hard to fill vacancies 5 of 5 CONSTRUCTION Electrician Supervisor/foreman Plumber/pipefitter/steam fitter Millwright Operating engineer Engineer

Working in another province

Working in another province Advantages Drawbacks Awareness and difficulty of finding work in Canada Employee and employer advantages of increased mobility Employee and employer disadvantages of increased mobility

Hiring foreign workers in Canada

Hiring foreign workers in Canada 1 of 2 Temporary foreign worker Permanent foreign worker Temporary Labour market opinion Extension to a labour market opinion Pilot project Foreign live-in caregiver Seasonal agriculture worker Permanent Arranged employment opinion

Hiring foreign workers in Canada 2 of 2 Canadian citizens and permanent residents Advertisement requirements Application process Service Canada considerations Offer of employment

Providing an exceptional candidate experience

Providing an exceptional candidate experience 1 of 2 Produce 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

Providing an exceptional candidate experience 2 of 2 Undergo 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

Improving the relationship with recruitment marketing agencies

Improving the relationship with recruitment marketing agencies 1 of 2 Analyze recruitment costs and practices Engage all recruitment owners in the organization Create a partnership with your agency Standardize processes Adopt technology and self-service Clearly identify objectives and benchmarks for success Monitor, measure and modify Define performance-related terms with suppliers Make resources available and use a retainer model

Improving the relationship with recruitment marketing agencies 2 of 2 Include, understand and align the needs of all recruiters Use online and software services for attraction, retention, branding, talent pooling and ongoingmonitoring Seek your recruitment marketing agency’s advice and use retainer-based services to assist where internal resource availability is limited Measure everything and increase accountability by adopting performance-related pay

Checklist EMPLOYER CHECKLIST Key employees All employees The organization EMPLOYEE CHECKLIST Employee self-evaluation

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