recruitment march 2014

Recruiting successfully in the Greater Toronto Area

by Toronto Training and HR

March 2014

CONTENTS3-4 Introduction5-6 Attracting the right quality and quantity7-8 The process of recruitment 9-10 Getting selection right 11-12 An engagement-oriented recruitment approach13-14 Trends in the Asia-Pacific region15-17 Sourcing measures18-19 Online recruitment20-21 Social referrals22-23 Open sourcing24-25 Hiring prestigious directors26-29 Workforce planning strategies30-31 Recruitment impulses32-33 Skills mismatch34-37 Mistakes38-39 Fundamental questions40-41 Key factors42-43 Cultural fit44-48 Recruiting topics for 201449-50 Conclusion, summary and questions

Introduction

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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Attracting the right quality and quantity

Attracting the right quality and quantity

• Factors which attract• A collection of

benefits• Positive employer

brands• Building a positive

employer brand• Tools for branding• Going beyond

minimum requirements

The process of recruitment

The process of recruitment

• Job analysis• Job description• Selection criteria• Selection methods• Method of

application• The job application• Advertising the

vacancy

Getting selection right

Getting selection right

• Steps to take• Improving interviews• Things to avoid• Appointing the right

candidate

An engagement-oriented recruitment

approach

An engagement-oriented recruitment approach

• Visibility or quality• Lack of engagement

on a personal levelPersonalize every communicationThrow the job being filled out of the windowIdentify gaps between what is and what could beBuild a value proposition unique to the candidateKnow when to back off

Trends in the Asia-Pacific region

Trends in the Asia-Pacific region

• Why people join• What has little

impact• Why do people leave• Talent shortfalls• Sourcing strategies

Sourcing measures

Sourcing measures 1 of 2

• Alumni• Applicant tracking

system• Blogs• Career site• Custom campaigns• Direct applications• Email• Employee referrals• Events• Industry groups

Sourcing measures 2 of 2

• Job aggregator• Job boards• Pay-per-click• RSS• Search engine• Social media

Online recruitment

Online recruitment

• Definition• Pluses and minuses of

Web 2.0• Implications of Web

2.0 for recruitment• Adaptation• Web 3.0• Implications of Web

3.0 for recruitment• Today’s market• Value of online

recruitment

Social referrals

Social referrals

• What is a social referral?

• Example• Steps to take

Open sourcing

Open sourcing • Dice Open Web

• Swoop Talent• Entelo• Gild• TalentBin

Hiring prestigious directors

Hiring prestigious directors

• Benefits• Costs• Board prestige• CEO prestige• Gain or loss

Workforce planning strategies

Workforce planning strategies 1 of 3

• Stay ahead on workforce projections

• Build a solid pipeline of potential candidates

• Partner with outside groups

• Build relationships with hiring managers

• Provide temporary labour to fill open positions in the short term


IMPROVE HIRING PROCESSES• Develop an employer

brand• Know exactly where to

find the best candidates• Test for skills• Check cultural fit• Reorganize the recruiting

team• Tweak the interview

process• Commit to speedy hiring


MEASURES• View departmental data• Track external data• Anticipate retirements

Recruitment impulses

Recruitment impulses

• Using your gut• Recommendation

reflex• Doing all the talking

Skills mismatch

Skills mismatch

• Traditional • HybridJob mismatchJob for coast savingsJob for market needsJobs reflect infinite combinationsMay become standard jobs

Mistakes

Mistakes 1 of 3

• Loss of revenue• Bad team dynamics• Organizational

alignment goes wrong

• Loss of funds• Cost benefit analysis• Hiring is expensive

Mistakes 2 of 3

WHY?• Hiring decisions based

on an applicant’s skill levels alone

• Asking bad behaviour-based interview questions

• Assessing an applicant’s level of motivation incorrectly

Mistakes 3 of 3

WHY?• Thinking that all past

behaviour is a good predictor of future behaviour

• Believing that untrained interviewers can consistently make good hiring decisions

Fundamental questions

Fundamental questions

• Will the candidate actually leave his or her employer to join the new organization?

• Is the candidate the right fit for the organization?

• Is the organization the right fit for the candidate?

Key factors

Key factors• Current employer• Other employers• Family• Mentors, confidants,

network and social media

Cultural fit

Cultural fit• Capabilities• Achievement• Skills and experience

Recruiting topics

Recruiting topics for 2014 1 of 4

• Hiring more productive employees

• Prioritizing jobs for hiring

• Develop targeted hiring programs

• Referrals • Predictive analytics• Confront the

doubters• Shift to algorithm-

driven decision-making


• Mobile platform capability

• Employer branding• Ramping up your

hiring capability• Improve candidate

selling techniques• Assessment can no

longer be ignored• Bolster competitive

analysis and competitive intelligence


• Add personalized recruiting for landing difficult candidates

• Update university and college recruiting programs

• Integrate contingent labour

• Video interviews• Consider technology

substitutes• Improve internal

movement


• Look at centralized hiring

• Address the upcoming shortage of recruiters

• Consider incentives for corporate recruiters

• Hire strategically• Revisit workforce

planning• Update approaches

around retention

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

recruitment march 2014

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