recruitment may 2013

Effective hiring in the GTA

by Toronto Training and HR

May 2013

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

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 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

The recruitment process

The recruitment process

Recruitment requisition

Selection process

Round of interviews

Reference and verification

Salary negotiation and offer

Critical hiring questions

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?

Transforming the recruitment function

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

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?

One Candidate

Many Candidates

Candidate Pool

Val

ue

of

Usi

ng

Ass

essm

ents

High

Low

Low Validity Tools High Validity Tools

Screening

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

Alternatives to self-reporting

Alternatives to self-reporting• Source codes• Dashboards

Put the candidate in the job before you hire

the person

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

E-recruitment

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

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

E-recruitment 3 of 3• Methods of e-recruitment• Advantages of e-recruitment• Disadvantages of e-recruitment

Interns; building a farm team

Interns; building a farm team 1 of 3

• Definition• Why do you want one?


• Structure• Training and onboarding• Management• Metrics

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

Criminal background checks

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

Hiring ex-offenders

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

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

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

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

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

Recruitment for start-ups

Recruitment for start-upsUNIQUE ISSUES• Founders• Cash flow shortages• Geographical challenges• Hitting the market window

Precision hiring

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

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

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

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

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

Recruitment in the energy industry

Recruitment in the energy industry

• Definitions• Culture of safety• The great crew change• Pareto principle• Independent contractor

compliance• Rules of engagement

Case study

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

recruitment may 2013

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