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

1. Effective hiring in the GTA
by Toronto Training and HR
May 2013

2. CONTENTS
3-4 Introduction
5-6 The recruitment process
7-8 Critical hiring questions
9-10 Transforming the recruitment function
11-13 Assessment
14-16 Screening
17-18 Alternatives to self-reporting
19-20 Put the candidate in the job before you hire the person
21-24 E-recruitment
25-28 Interns; building a farm team
29-30 Setting up a returnship
31-32 Criminal background checks
33-38 Hiring ex-offenders
39-40 Recruitment for start ups
41-46 Precision hiring
47-48 Inter-generational conflict
49 Case study
Page 2

3. Page 3
Introduction

4. 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 event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers

5. Page 5
The recruitment process

6. The recruitment process
Recruitment
requisition
Selection process
Round of
interviews
Reference and
verification
Salary
negotiation and
offer
Page 6

7. Page 7
Critical hiring questions

8. Critical hiring questions
• If we hire this person will the person
be able to perform the job and to
what level of excellence?
• If I hire this person will the person
stay in the job long enough to justify
the costs that are associated with
hiring and training the person
• Does my organization offer what this
person is looking for in terms of his
psychological, sociological and
demographic needs?
Page 8

9. Page 9
Transforming the
recruitment function

10. Transforming the recruitment
function
• Narrow the field
• Get relevant data
• Go for the crowd
• Move the transactional out
• Empower hiring managers
• Use technology, especially video
Page 10

11. Page 11
Assessment

12. Assessment 1 of 2
• What is an assessment?
• Types of assessment
• Uses of assessment
• Measurement of a good
assessment
• What do assessments do for
the organization?
Page 12

13. One
Candidate
Many
Candidates
Candidate Pool
ValueofUsingAssessments
High
Low
Low Validity Tools High Validity Tools
Page 13

14. Page 14
Screening

15. Screening 1 of 2
STEPS TO TAKE
• Conduct a compliance audit
• Appoint a compliance specialist
• Source or pre-source the contingent
worker providers
• Review and if necessary revise
privacy protocols
• Protect trade secrets and enforce
not-to-compete covenants
• Structure the outsourcing
agreements carefully
Page 15

16. Screening 2 of 2
EVALUATING THE ENGAGEMENT OF
CONTRACTORS
• Do not be the first to engage a
contractor
• Do not accept a former employee as a
contractor
• Do not convert a contractor to an
employee
• Do not engage a contractor to perform
work already being done by an
employee
• Do not engage one with a recent history
of employment elsewhere

17. Page 17
Alternatives to self-
reporting

18. Alternatives to self-reporting
• Source codes
• Dashboards
Page 18

19. Page 19
Put the candidate in the
job before you hire the
person

20. Put the candidate in the job before
you hire the person
• Stop asking questions that start with
“have, have you, tell me about a
time when…”
• “How” questions should be used for
the opening question
• Shift from skills and experiences to
having the candidate explain how
they would apply these to do the job
Page 20

21. Page 21
E-recruitment

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/ Interview
Page 22

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 employee
Page 23

24. E-recruitment 3 of 3
• Methods of e-recruitment
• Advantages of e-recruitment
• Disadvantages of e-recruitment
Page 24

25. Page 25
Interns; building a farm
team

26. Interns; building a farm team
1 of 3
• Definition
• Why do you want one?
Page 26

27. Interns; building a farm team
2 of 3
Page 27

28. Interns; building a farm team
3 of 3
• Structure
• Training and onboarding
• Management
• Metrics
Page 28

29. Page 29
Setting up a returnship

30. Setting up a returnship
• Keep it small
• Identify an internal champion (or
two)
• Model the returnship on your existing
internship program
• Introduce hiring managers to
participants
• Identify current employees who are
good role models
• Expand campus recruitment to
include returnees
• Partner with an academic program

31. Page 31
Criminal background
checks

32. Criminal background checks
COMMON ERRORS
• Reporting arrests without
determining if they resulted in
convictions
• Listing the same offence on a
number of occasions
• Making a person's record appear
lengthier
• Mischaracterizing the seriousness of
offences
• Revealing sealed or expunged
information
Page 32

33. Page 33
Hiring ex-offenders

34. Hiring ex-offenders 1 of 5
OBJECTIVE ASSESSMENTS
• 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 34

35. Hiring ex-offenders 2 of 5
OBJECTIVE ASSESSMENTS
• 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 35

36. Hiring ex-offenders 3 of 5
ASSESSING CRIMINAL RECORDS
• always be based on confidentiality
and discretion when requesting and
handling criminal records
• encourage applicant honesty by
stating that applicants will be
considered on merit and ability
• advise applicants to submit
confidential records separately from
the usual application form and to a
named employee
Page 36

37. Hiring ex-offenders 4 of 5
ASSESSING CRIMINAL RECORDS
• comply with provincial and federal
laws
• ensure access to criminal record
information is only on a need-to-
know basis
Page 37

38. Hiring ex-offenders 5 of 5
EMPLOYERS NEED TO:
• 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
Page 38

39. Page 39
Recruitment for start-ups

40. Recruitment for start-ups
UNIQUE ISSUES
• Founders
• Cash flow shortages
• Geographical challenges
• Hitting the market window
Page 40

41. Page 41
Precision hiring

42. Precision hiring 1 of 5
YOUR BEST SHOT AT GETTING IT
RIGHT
• Plan
• Know where to look, who to look for
and how to look for talent
• Choose wisely
Page 42

43. Precision hiring 2 of 5
• Know what skills you need
• When you need them
• Who is likely to have those skills
Page 43

44. Precision hiring 3 of 5
READY
• Priority hires will depend on a variety
of factors
• Regardless of when hiring takes
place the function must still be done
• Don‟t necessarily hire VPs first
• Be careful not to „over-hire‟
• Limited funds lead to some skill sets
being exchanged for others
• Fine tune the plan
Page 44

45. Precision hiring 4 of 5
AIM
• What the approach often looks like
• Tools to push resumes in the other
direction
• Job descriptions
• A well thought out job posting
• Social media
• Networking
• Time
Page 45

46. Precision hiring 5 of 5
HIRE
• Cost/touch and credibility
• HR
• Networking
• Recruiters
• The selection process
• Interviewing
• Testing
Page 46

47. Page 47
Recruitment in the energy
industry

48. Recruitment in the energy industry
• Definitions
• Culture of safety
• The great crew change
• Pareto principle
• Independent contractor compliance
• Rules of engagement
Page 48

49. Case study
Page 49

50. Page 50
Conclusion and questions

51. Page 51
Conclusion and questions
Summary
Videos
Questions