selecting the right applicant january 2014
DESCRIPTION
Half day open training event held in Toronto, OntarioTRANSCRIPT
Selecting the right applicant
by Toronto Training and HR
January 2014
Page 2
CONTENTS3-4 Introduction5-6 Definitions
7-8 Gathering data 9-14 Assessment 15-16 Assessment fears17-20 Ex-offenders21-27 Screening contractors28-30 Enhancing recruitment with feedback31-32 Predictors33-34 Baselines35-36 Differentiators37-48 Calculating ROI49-50 Conclusion, summary and questions
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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 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
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Definitions
Page 6
Definitions
• Selection• Assessment
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Gathering data
Page 8
Gathering data
• The job• Candidate skills and
knowledge• Candidate
competencies• Candidate preferences
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Assessment
Page 10
Assessment 1 of 5
• Competencies• Preferences• Skills
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Assessment 2 of 5
WHAT DOES ASSESSMENT TELL US?• What can they do?• What have they done?• What do they want to
do?
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Assessment 3 of 5
FOUR STEP MODEL• Define• Measure• Decide• Evaluate
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Assessment 4 of 5
STEPS TO SUCCESS• Define the job• Measure the traits• Make decisions• Evaluate the impact
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Assessment 5 of 5
THE FUNNEL• Outside the funnel
• Top of the funnel• Middle of the funnel• Bottom of the funnel
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Assessment fears
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Assessment fears
• Exposure• Being judged• Messing up• Being messed around• Wasting time and
money
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Ex-offenders
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Ex-offenders1 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
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Ex-offenders2 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
Ex-offenders3 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
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Screening contractors
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Screeningcontractors1 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
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Screeningcontractors2 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
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Screeningcontractors3 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
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Screeningcontractors4 of 6
OUTLINE THE PROGRAM PLAN (CONT.)• Identify what program
administrative oversight is required
• Select a screening partner
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Screeningcontractors5 of 6
SELECT A PROVIDER MODEL• Vendor choice model• Solution based model
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Screeningcontractors6 of 6
REVIEW NEEDS AND ESTABLISH REQUIREMENTS
COMMUNICATE AND MONITOR
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Enhancing recruitment with feedback
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Enhancing recruitment with feedback1 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
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Enhancing recruitment with feedback2 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
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Predictors
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Predictors • Weak predictors• Medium predictors• Strong predictors
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Baselines
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Baselines• Skills• Knowledge
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Differentiators
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Differentiators
• Cognitive ability• Behaviour• Preferences
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Calculating ROI
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Calculating ROI 1 of 11
• 50 new hires• 1000 resumes
needed
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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
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Calculating ROI 3 of 11
COSTS 1Advertisement, use of an agency, job fairs and related costs• A $100000• B $125000• C $150000• D $175000
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Calculating ROI 4 of 11
COSTS 2Screening applicants-includes review of resumes, answering of questions, providing job information, tracking data and general correspondence • A $5000• B $10000• C $15000• D $20000
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Calculating ROI 5 of 11
COSTS 3Selection process-interviews, assessment, testing• A $2500• B $5000• C $7500• D $10000
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Calculating ROI 6 of 11
COSTS 4Relocation costs• A $15000• B $20000• C $25000• D $30000
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Calculating ROI 7 of 11
COSTS 5Travel costs for interview• A $70000• B $80000• C $90000• D $100000
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Calculating ROI 8 of 11
COSTS 6New hire training and orientation costs• A $50000• B $75000• C $100000• D $125000
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Calculating ROI 9 of 11
COSTS 7Time spent conducting exit interviews• A $500• B $1000• C $1500• D $2500
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Calculating ROI 10 of 11
COSTS 7Severance pay • A $50000• B $100000• C $150000• D $200000
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Calculating ROI 11 of 11
COSTS 8Lost productivity resulting from vacant positions• A $146200• B $246200• C $346200• D $446200
• TOTAL?
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions