Selecting the right applicant January 2014
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Half day open training event held in Toronto, Ontario
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Selecting the right applicant January 2014
- 1. Selecting the right applicant by Toronto Training and HR January 2014
- 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
- 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
- 8. Gathering data • The job • Candidate skills and knowledge • Candidate competencies • Candidate preferences Page 8
- 10. Assessment 1 of 5 • Competencies • Preferences • Skills Page 10
- 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. Assessment 3 of 5 FOUR STEP MODEL • Define • Measure • Decide • Evaluate Page 12
- 13. Assessment 4 of 5 STEPS TO SUCCESS • Define the job • Measure the traits • Make decisions • Evaluate the impact Page 13
- 14. Assessment 5 of 5 THE FUNNEL • Outside the funnel • Top of the funnel • Middle of the funnel • Bottom of the funnel Page 14
- 16. Assessment • • fears Exposure Being judged • Messing up • Being messed around • Wasting time and money Page 16
- 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. 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. 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
- 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. 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. 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. Screening contractors 4 of 6 OUTLINE THE PROGRAM PLAN (CONT.) • Identify what program administrative oversight is required • Select a screening partner Page 25
- 26. Screening contractors 5 of 6 SELECT A PROVIDER MODEL • Vendor choice model • Solution based model Page 26
- 27. Screening contractors 6 of 6 REVIEW NEEDS AND ESTABLISH REQUIREMENTS COMMUNICATE AND MONITOR Page 27
- 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. 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
- 32. Predictors • Weak predictors • Medium predictors • Strong predictors Page 32
- 36. Differentiators • Cognitive ability • Behaviour • Preferences Page 36
- 38. Calculating ROI 1 of 11 • 50 new hires • 1000 resumes needed Page 38
- 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. 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. 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. Calculating ROI 5 of 11 COSTS 3 Selection processinterviews, assessment, testing • • • • Page 42 A $2500 B $5000 C $7500 D $10000
- 43. Calculating ROI 6 of 11 COSTS 4 Relocation costs • • • • Page 43 A $15000 B $20000 C $25000 D $30000
- 44. Calculating ROI 7 of 11 COSTS 5 Travel costs for interview • • • • Page 44 A $70000 B $80000 C $90000 D $100000
- 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. Calculating ROI 9 of 11 COSTS 7 Time spent conducting exit interviews • • • • Page 46 A $500 B $1000 C $1500 D $2500
- 47. Calculating ROI 10 of 11 COSTS 7 Severance pay • • • • Page 47 A $50000 B $100000 C $150000 D $200000
- 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