recruitment may 2013
DESCRIPTION
Half day open training event for HR professionals and managers on effective hiring techniques held in Mississauga.TRANSCRIPT
Effective hiring in the GTA
by Toronto Training and HR
May 2013
Page 2
CONTENTS 3-4 Introduction5-6 The recruitment process7-8 Critical hiring questions9-10 Transforming the recruitment function11-13 Assessment14-16 Screening17-18 Alternatives to self-reporting19-20 Put the candidate in the job before you hire the
person21-24 E-recruitment25-28 Interns; building a farm team29-30 Setting up a returnship31-32 Criminal background checks33-38 Hiring ex-offenders39-40 Recruitment for start ups41-46 Precision hiring47-48 Inter-generational conflict49 Case study
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Introduction
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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 banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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The recruitment process
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The recruitment process
Recruitment requisition
Selection process
Round of interviews
Reference and verification
Salary negotiation and offer
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Critical hiring questions
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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?
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Transforming the recruitment function
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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
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Assessment
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?
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One Candidate
Many Candidates
Candidate Pool
Val
ue
of
Usi
ng
Ass
essm
ents
High
Low
Low Validity Tools High Validity Tools
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Screening
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Screening 1 of 2STEPS 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
Screening 2 of 2EVALUATING 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
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Alternatives to self-reporting
Alternatives to self-reporting• Source codes• Dashboards
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Page 19
Put the candidate in the job before you hire
the person
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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
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E-recruitment
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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
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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
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E-recruitment 3 of 3• Methods of e-recruitment• Advantages of e-recruitment• Disadvantages of e-recruitment
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Interns; building a farm team
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Interns; building a farm team 1 of 3
• Definition• Why do you want one?
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Interns; building a farm team 2 of 3
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Interns; building a farm team 3 of 3
• Structure• Training and onboarding• Management• Metrics
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Setting up a returnship
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
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Criminal background checks
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Criminal background checksCOMMON 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
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Hiring ex-offenders
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Hiring ex-offenders 1 of 5OBJECTIVE 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
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Hiring ex-offenders 2 of 5OBJECTIVE 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
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Hiring ex-offenders 3 of 5ASSESSING 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
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Hiring ex-offenders 4 of 5ASSESSING CRIMINAL RECORDS• comply with provincial and
federal laws• ensure access to criminal record
information is only on a need-to-know basis
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Hiring ex-offenders 5 of 5EMPLOYERS 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
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Recruitment for start-ups
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Recruitment for start-upsUNIQUE ISSUES• Founders• Cash flow shortages• Geographical challenges• Hitting the market window
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Precision hiring
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Precision hiring 1 of 5YOUR BEST SHOT AT GETTING IT RIGHT• Plan• Know where to look, who to look
for and how to look for talent• Choose wisely
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Precision hiring 2 of 5• Know what skills you need• When you need them• Who is likely to have those skills
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Precision hiring 3 of 5READY• 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
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Precision hiring 4 of 5AIM• 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
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Precision hiring 5 of 5HIRE• Cost/touch and credibility• HR• Networking• Recruiters• The selection process• Interviewing• Testing
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Recruitment in the energy industry
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Recruitment in the energy industry
• Definitions• Culture of safety• The great crew change• Pareto principle• Independent contractor
compliance• Rules of engagement
Case study
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions