strategies for interviewing, hiring, and retention
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How to hire the top performer, effective interview techniques. Retention StrategiesTRANSCRIPT
MARC H 24 , 2014 8 :45AM – 10 :15AM & 10 :30AM – 12 :00PM
2014 KAIN AIWA C HILDR EN ’S S ERVIC ES C O RPO RATIO N C O N FEREN C E
LIS A PEC KHAM
Strategies for Interviewing, Hiring, and Retention
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Disclaimer
The information presented to you today is considered to be general best practices for
organizations across Canada. The information is not intended to provide legal
counsel or legal advice.
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Learning Objectives
Financial impact of effective hiring and retention
How to source qualified candidates
Effective screening processes
Contracts and Obligations Understanding employer rights and responsibilities Understanding employee rights and responsibilities
Incentives designed to retain the best people
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Is this your current hiring strategy?
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Financial impact of effective hiring and retention
Position Cost to Hire
Executive $43 000
Management/Professional $17 000
Technical $13 300
Clerical/Support $3 300
Position Time to Hire
Executive 15 weeks
Management/Professional 9 weeks
Technical 7 weeks
Clerical Support 4 weeks
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What factors contribute to the cost of hiring?
Internal resources Preparing job posting Candidate screening Interviewing Paperwork
AdvertisingDrug screens, background checks, and other
pre-employment assessment testsTraining and workplace integration Costs to payroll and benefit plans
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Return on investment
One month Four months
Five months
Six months0%
10%20%30%40%50%60%70%80%90%
100%
Productivity
Productivity
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Minimizing recruitment costs
The single best way to minimize recruitment costs is to maximize the impact of each dollar
spent by following a thorough and reliable recruitment process. Every time.
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How to source qualified candidates
Identify the positions that need to be filled
Review and update job descriptions to accurately reflect the details of the position
Create an ideal candidate on paper
Begin your search process
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Identify positions that need to be filled
Which critical tasks are not being completed?
Are there tasks that could be taken from a few different positions and compiled into a new job?
Identify current and future needs and ensure position will meet both those needs
Consider outsourcing
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Critical Tasks
Identify the critical tasks that need to be done on a regular basis Interview managers and staff
Review organizational goals and mandate
Collect data on impact of critical tasks
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Existing resources
Determine if critical tasks can be reassigned to existing staff members
When reassigning tasks, remember to consider Additional training or education to ensure staff
member is successful Amending staff member’s job description to include
new responsibilities Ensuring compensation accurately reflects the
employee’s amended job description
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Current and future needs
Ensure that your hiring strategy takes current AND future needs into account Strategic planning
What are our strategic goals for the next year? 3 years? 5 years? How will we achieve these goals?
Operational planning What do we need in place to help management and staff
achieve their daily goals? Succession planning
What will the organization do to minimize the impact if an employee resigns, becomes ill, or is terminated?
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Outsourcing
Most organizations can meet some of their operational needs through outsourcing in key areas Technology services outsourcing Business process outsourcing Knowledge process outsourcing
www.toondoo.com
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Job descriptions
Job summaryOrganizational statusWork performedConsequences of errorSupervision providedSupervision givenEducation and work experience requiredSkills
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The ideal candidate
KnowledgeSkillsAptitudesInterestsKey behavioursExperience
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Search process
Write the job advertisementLook internallyLook externally
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Writing the job advertisement
Be dynamicTarget your ideal candidateUse bullet lists Keep your paragraphs succinct Make it easy to readInclude info on attractive aspects of your
organization
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Internal candidates
Current employees
Manager recommendations
Training and education
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External candidates
Online job search engines
Online job boardsCareer fairsEmployee referralsProfessional
associationsSocial mediaVolunteer
organizations
HeadhuntersResumes on fileNetworking eventsPost secondary
education institutionsFormer employeesOrganization websitePrint mediaWalk in applications
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Effective screening
Resume review
Telephone interview
Interview Additional employment screening tools
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Resume review
Objective
Previous job titles
Tenure
Work experience
Education
Professionalism
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Telephone interview
Tell me about yourself.Why have you applied for this position?What specific qualifications do you have that
make you a good candidate for this job?What are your salary expectations?What do you look for in an employer?If you were selected for an interview, when
could you be available?If offered the job, when are you available to
start?
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The goal of the interview
To ask questions about how the candidate has performed in comparable situations to those required by the job in order to identify the
ideal candidate and accurately predict future performance.
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How you help the interview process
It is your job as the interviewer to establish a rapport with each candidate and create a
relaxed environment that will support open and candid exchange of information.
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Interviews
Credential questionsTechnical questionsExperience questionsOpinion questions Value questionsSituational questionsBehaviour description questionsAdditional testing
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Credential questions
Provide information about a person’s background, education, employment history, and past achievements
May give you an idea about what the person knows but can not tell you if the person will USE their skills the way you want
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Technical questions
Relate to the specific technical information that is required in the job
Could be on a written or practical test if a specific level of skill is needed
Provide evidence that a person MAY have the knowledge that is required but can not predict whether a person will choose to use their skills and knowledge on the job
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Experience questions
These questions ask about what their experience has been doing specific tasks required on the job
Do not give you information about the quality of the work that the candidate did and are not predictive of future performance
May tell you how the job requirements of past jobs are similar or different from what you are hiring to
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Opinion questions
Ask for the candidate to give opinion on a particular topic
People who are very good at thinking quickly and communicating tend do well with these questions
Some risk that candidates will simply say what they think you want to hear
Can be followed up on to find out how a person actually performed What does excellent patient care mean to you? Tell me
about a time that you gave that kind of service.
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Value questions
These questions let you find out what is important to the employee
Excellent tool to help determine if the candidate will be a good fit in the current organizational culture
As with opinion questions, some candidates may answer and say what they think you want to hear
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Situational questions
Provide evidence about whether a person knows how to handle a given situation effectively
Provide a good opportunity to compare candidates with limited experience and so can be very useful in hiring entry level positions
Do not provide information about whether the person actually applies what they know is effective
Are more effective if followed by a personal
example
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Behaviour description questions
Provide information about what candidates have done previously in specific situations
Enable you to identify what a candidate will do by considering what they have done
Provide information about how the candidate handled situations and events in the past that are similar to requirements of the new job
Provide the candidate with a better understanding of the job
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Keep it legal!
Avoid questions about Nationality or race Age Marital or family status Affiliations Medical conditions or disabilities Arrest record Sex Religion
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Purpose of the interview
Remember!The purpose of an interview is to share enough
information that both parties can make an educated decision.
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Getting even MORE information
Ask for more details of a particular situation
Ask for more detail about the specific action that the candidate took
Ask for additional information about the results obtained by the candidate or the impact of the situation
Find out how recently the event happened
Ask how often the person takes similar action
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Giving information
Encourage candidates to ask you questions about the job and the organization
Candidates may ask questions about the challenges of the job, culture of the organization, management styles, and expectations
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Additional testing
Consider using testing when you are confident that the information obtained will help to predict future performance
Well designed tests can provide job related information on Specific technical knowledge and skills Intelligence General aptitude Abilities Interests
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Post interview selection tools
Reference checks
Criminal record checks
Physical testing to confirm ability to perform bona fide occupational requirements
Drug screening
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Reference check
Confirm previous work duties and responsibilities
Confirm employee’s impact on the organization
Ask about the employee’s attendance recordAsk how the employee responded to criticism
and suggestions for improvementConfirm the employee’s strongest qualitiesAsk if the person would re-hire the candidate
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Criminal reference check
May be required for positions of trust Employees that have access to large amounts of
money, secure systems, or private data
May be required for positions involving contact with children or other vulnerable persons
May be required for positions that involve international travel
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Physical testing
May be required for positions where an employee’s physical capabilities must meet a certain standard to ensure their ability to work safely and effectively Most commonly used in positions with identified bona
fide occupational requirements and safety requirements
Physical testing may include sight test, hearing test, lung function test, and a physical fitness test
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Drug testing
“Requiring an employee or applicant for employment to undergo a drug test as a condition of employment may be
considered a discriminatory practice on the ground of disability or perceived disability. Requiring an employee in, or an applicant for, a safety sensitive position to undergo alcohol testing as a condition of employment may be acceptable, given that alcohol testing can measure impairment at the time of the
test, but only if the employer accommodates the needs of those who test positive and who are determine to be
dependent on alcohol. . . The Act prohibits discrimination based on the actual or perceived possibility that an individual
may develop a drug or alcohol dependency in the future.”Canadian Human Rights Commission’s Policy on Alcohol and
Drug Testing
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Contracts and obligations
Understanding the employer’s rights and responsibilities
Understanding the employee’s rights and responsibilities
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Employer’s rights and responsibilities
Provide a written offer letterObtain the new employee’s SIN no later than
3 days after they begin workingHave the employee complete Form TD1,
Personal Tax Credits ReturnCreate a Human Resources filePrepare and implement an orientation plan
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Offer letter
Confirm important details about the job Location, start date, job duties, hours of work, salary,
benefits, probationary periodInclude copies of relevant policies and
procedures that the employee is required to review
Have the employee sign and return a copy of the letter and a declaration of understanding of relevant policies and procedures
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Social Insurance Number
All employers are required to view a new employee’s social insurance card within 3 days of starting work
The employee’s name and SIN must be recorded exactly as it appears on the card
Confirm that any employee with a SIN starting with 9 is eligible to work
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Tax forms
Ensure that the new employee is provided with Form TD1, Personal Tax Credits Return
Ensure that the new employee is provided with any additional government forms that may be required to accurately calculate their taxable income
If you are unable to obtain the new employee’s SIN or TD1, you are still responsible for calculating and withholding appropriate payroll deductions
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Human Resources file
ApplicationResume and cover letterInterview notesTesting resultsReference check notesSigned offer letterJob descriptionEmergency contactsSocial Insurance
numberSigned TD1 form
Orientation checklistRelocation agreements
and supporting documentation
Benefit enrolment formsGarnishee or court
ordersSigned confirmation of
receiving and reviewing employee handbook
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Orientation plan
Orientation to the business Mission statement, organizational structure, goals and
objectivesCompany policies and proceduresLegislation
Safety and emergency policies and proceduresBenefits packageTour of the facility and work areaJob responsibilities and performance expectationsReporting relationshipsSigned checklist confirming orientation has been
completed
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Employee’s rights and responsibilities
Have the right to work in a respectful, inclusive environment free from discrimination and harassment
Must provide SIN, identification, and signed TD1 FormMust provide signed offer letter and signed
declaration of receiving and reviewing employee handbook and other required policies
Must complete the orientationMust carry out the duties of their position and comply
with workplace rules, regulations, and policiesMust treat all coworkers, clients, and the public with
respect and must not participate in any discriminatory conduct
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Retaining staff
Clear performance expectations
Tools to be successfulEffective leadershipPositive work
environment
Opportunities for development
Feedback and recognition
Organizational transparency
Work/Life balance
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Performance expectations
Performance expectations should be clearly communicated to each employee on a regular basis This can be done through formal performance reviews
and regular feedbackFormal and informal feed back should
provide information on how the employee can improve AND confirm what they are doing right
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Tools for success
Ensure that employees have the tools, materials, and resources they need to be able to do their jobs effectively Technology, additional staff resources, personal
protective equipment, assistive devices, equipment, physical materials, access to information
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Effective leadership
Leadership
Ethical
Perform now and build for
the future
Make others
feel good
Strive for common
and organizatio
n goals
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Positive work environment
Respectful relationshipsShared commitment to the values, goals, and
vision of the organizationSense of unityAmple opportunities to be heard
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Opportunities for development
Career
PersonalSkill
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Feedback and recognition
Provide feedback in the momentProvide contextual feedbackProvide authentic feedbackRecognition can come in many forms
Private or public praise, monetary rewards, praise from their peers, time off, salary increases, gifts
A recent study found that 83% of employees said that recognition in the form of praise was more fulfilling than rewards or gifts!
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Organizational transparency
Employees
Organizati
on
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Work/Life balance
Needs of the
organization
Needs of the
employee
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Questions?
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THANK YOU!
Thank you for the opportunity to present to you today!
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