Agricultural

Recruitment, Selection & Hiring HR MANAGEMENT TRAINING

WWebinar 1: The Importance of Recruitment and the Recruitment Process

Webinar 2: The Selection Process Webinar 3: The Hiring Process

Tracy Biernacki-Dusza Manager AgriSkills

Andrew Hurrell Business Development Specialist

Canadian Agricultural HR Council

WHO ARE WE? Overview

The Canadian Agricultural Human Resource Council (CAHRC) is a national, non-profit organization focused on addressing human resource issues facing agricultural businesses across Canada.

Vision

A qualified and motivated workforce that is sufficient to sustain profitable agriculture in Canada.

Mission

Develop solutions to support the HR management needs of agriculture

Recruitment, Selection & Hiring Learning Objectives

• IDENTIFY the process for recruiting, selecting and hiring workers

• EXPLAIN how to use job descriptions

• DISCUSS the process of selecting workers in adherence with legal obligations

• EVALUATE the effectiveness of recruitment and selection methods

• DESIGN a selection interview

• FORMULATE an offer of employment

• EVALUATE the effectiveness of new hire welcome and orientation programs

By the end of the series you will be able to:

WWebinar 2: The Selection Process

Why Recruitment, Selection, and Hiring?

Hiring the right people for the right job is essential to your business success.

Poor hiring decisions: ◦ Reduce productivity, motivation, and

morale. ◦ Increase turnover ◦ Place you at risk for expensive

discrimination and human rights claims.

Helps you attract and retain a skilled and motivated workforce.

Photo Credit: Vicki Dutton

Step 1: Develop a job description Develop a job description that outlines the key tasks, duties, and responsibilities.

Step 2: Develop selection criteria

Determine what knowledge, skill, abilities, qualifications, and experience you will be looking for.

Step 3: Create a job advertisement

Develop an advertisement that provides detail about the job and the requirements.

Step 4: Choose a recruitment method

Decide where and how you will be connecting with potential employees.

Step 5: Review the applications

Review job applications and resumes generated by your recruitment efforts and determine which applicants meet the minimum requirements.

Review: Recruitment

Steps to Recruitment, Selection, and Hiring

Step 1: Define the job

Step 2: Develop the selection criteria

Step 3: Create a job advertisement

Step 4: Choose a recruitment method

Step 5: Review job applications

Step 6: Prepare the interview

Step 7: Conduct the interview

Step 8: Check references

Step 9: Hire

Recruitment

Selection

Hiring

Review Job Applications

Step 5: Review job applications

Review the job applications and resumes Determine which applicants meet the minimum requirements

1. Monitor the incoming applications. 2. Assess the quality/amount of applications

received in response to the job posted. 3. Re-evaluate recruiting approach as needed

to find the appropriate applicants. 4. Select applicants to advance to the

selection stage.

Evaluating the Results:

Photo Credit: Lydia Schouten

Compliant with Canadian Laws and Regulations • Assess only qualifications, skills and other characteristics • Apply equally and consistently

Why is Candidate Selection Important?

Selection is the process of choosing qualified candidates from your applicant pool. An appropriate and predictive selection process improves your chances of

hiring a high-quality employee.

Types of selection methods • Interview • Work sample • References • Written tests • Basic exercises • Oral presentation • Personality or aptitude tests

Photo Credit: Lydia Schouten

Planning the Candidate Selection Process

• Assess only the qualifications, skills and other characteristics required for successful performance.

• Apply equally and consistently to all candidates.

• Number of steps will vary depending on number and type of jobs to be filled.

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Step 6: Prepare the Interview

Photo Credit: Vicki Dutton

Planning the Selection Process

Develop a Resume/Application Review Process

• Determine who will be involved in reviewing resumes. • Determine where resumes will be filed. • Draft a checklist to guide the resume screening process. • Ensure that the process complies with Human Right’s Legislation. • Call candidates who meet the minimum criteria to explain next steps. • Place resumes of unsuccessful candidates in a designated location. • Provide resumes of successful candidates to individuals responsible for next

phase of selection process.

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It is illegal to discriminate against someone based on age. Candidates of all ages make great workers and must be considered for your roles.

Planning the Selection Process

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Method Benefits Drawbacks Employment Test

• Identifies if candidates are a good match for the job requirements.

• Candidates have to demonstrate required skills to pass tests.

• Can act as a realistic job preview.

• Time and cost to administer. • Requires creation of tests. • Requires trained individual to

administer.

Interviews

• Identifies if candidates are a good match for the job requirements.

• Can predict high performing candidates

• Time consuming to conduct. • Requires careful selection of

interview questions. • Candidates pass interview but

perform poorly on the job.

Work Samples

• Identifies if candidates are a good match for the job requirements.

• Candidates have to demonstrate required skills to pass test

• Can act as a realistic job preview

• Time consuming and expensive to administer.

• Requires the creation of samples. • Must be administered by an

experienced individual.

Planning the Selection Process

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Method Benefits Drawbacks Reference Check

• Can provide candid information about past performance.

• Can confirm previous job requirements, skills and performance.

• Has little associated cost.

• May not always share negative feedback.

• Requires careful selection of questions for references.

• Time consuming to conduct.

Realistic Job Preview

• Allows candidates to opt out of the process.

• Candidates can form realistic expectations for the job.

• Reduces number of hires who quit soon after starting.

• Time consuming to create and administer.

• Requires careful selection of the workers involved.

Asking The Right Interview Questions Interviewing is one of the most important

elements of the hiring process

A well designed interview process can help provide detail on a candidate’s:

Employment Background Experience Skills Values Remember:

80% of turnover is a result of hiring and interviewing mistakes

Step 6: Prepare the Interview

Writing a List of Questions

Important!

The majority of your questions should be

behavioral questions.

Remember, past performance is the best

predictor of future performance!

Step 6: Prepare the Interview

Job knowledge questions: Assess Technical knowledge by asking the

candidate to describe how they would perform a specific task step by step

• “Describe the steps involved in harvesting corn?”

Situational Questions: Asses how a candidate would handle

a hypothetical situation

• “If you noticed an animal in poor health, what would you do?”

Behavioral Questions: Assess how a candidate handled a

situation in the past

• “Describe a time when you noticed a sanitation issue. What did you do about it?”

How to use Behavioural Questions

S/T

A R Results or outcome of the candidate's actions.

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Situation related to the example.

Actions taken by the candidate to address the situation, along with the Rationale for the action taken.

Task related to the criteria.

How to Rate Candidates

Well Below Expectations Somewhat Below

Expectations Meets Expectations Somewhat Exceeds Expectations Clearly Exceeds

Expectations o o o o o Significance. Importance of examples in relation to the job.

Recency. Recent behaviour predicts future behaviour.

Trends. Demonstrates positive or negative trend.

Starting the Interview • Greet the candidate and introduce yourself

• Confirm the job

• Explain the purpose of interview

• Explain the interview questions

• Scoring Procedure is looking for specific examples • Situation or circumstances • Actions • Results or outcomes

• Inform candidates regarding note taking

Step 7: Conduct the Interview

During the Interview Stay focused on the job:

Casual conversation may influence the interviewer. Remember, discrimination against a candidate based on marital status, ethnicity, religious/political affiliation, etc. is ILLEGAL!

Take notes:

Evaluate candidates effectively while avoiding bias. Be consistent:

Treat candidates the same - no one gets an unfair advantage.

Step 7: Conduct the Interview

Ending the Interview

• Opportunity to ask questions.

• Discuss next steps in process.

• Complete evaluations as soon as possible after the interview is over.

After the Interview Evaluate Immediately:

Assign 15-30 minutes post interview to write down additional notes and info.

Score each response: Review responses to interview questions and assign a score.

Inform the candidate: Notify all unsuccessful candidates to thank them for their interest in the job. Maintain relationship with job seeker - improves company’s public image/reputation.

Well Below Expectations Somewhat Below

Expectations Meets Expectations Somewhat Exceeds Expectations Clearly Exceeds

Expectations o o o o o

Interview Etiquette Tips Candidates’ responses not behaviour are rated

Allow candidates ◦ Time to pause and think ◦ Time to give full response

Candidates may ◦ Volunteer information freely ◦ Need more prompting or follow-up questions

Candidates may ◦ Avoid eye contact or handshaking ◦ Differ in use of physical movements – respect body language

Acceptable or Unacceptable Questions

Questions Acceptable Unacceptable Grounds

1. How old are you?

2. Your fluency in French is very helpful for the position. Did you learn the language at home when you were young?

3. Have you ever been convicted of a crime for which a pardon has not been granted?

4. Do you have children at home?

5. You belonged to a community service organization. What were the goals and beliefs of that org?

6. I see that we graduated from the same university. What year did you receive your diploma?

7. What would you do if your husband got a job in another province?

The questions listed below are asked of a woman who appears to be in her mid-forties. She is applying for a position on the farm. Your task is to determine if the questions are acceptable or unacceptable. The final column is to explain why the question is unacceptable

Age

National Origin

Family Status

Religion

Age

Family Status

Acceptable or Unacceptable Questions

The questions listed below are asked of a woman who appears to be in her mid-forties. She is applying for a position on the farm. Your task is to determine if the questions are acceptable or unacceptable. The final column is to explain why the question is unacceptable

Questions Acceptable Unacceptable Grounds

8. I would like a reference from a pastor. Can you arrange that?

9. Do you wish to be addressed as Mrs., Miss, Ms.?

10. How long have you been a resident of the city?

11. Do you smoke?

12. You regular work shift would be 8pm-6am, Monday to Thursday. Would this cause any conflicts?

13. We have many bilingual positions (English & French). Do you feel you could meet those language requirements?

Religion

Marital Status

National Origin

Medical

Tips for a Successful Interview

1. Explain the interview process in advance

2. Ground questions in requirements of work

3. Ask all candidates the same set of open-ended questions

4. Use a standardized rating method

5. Use the same interviewers to assess each candidate

Realistic Job Preview Helps provide employees with a sample of the job. This allows employees to see if the job is something they would enjoy, while also providing the employer an opportunity to see how well the candidate performers.

Work Sample: • Brief simulation of the job.

• best predictors of future job performance.

• must be representative of the job

Photo Credit: Lydia Schouten

Realistic Job Preview • Can utilize numerous ways

• Videos • Informational booklets • Short tests • Discussion with current employees

• Important that • Information presented accurately, openly • Common work challenges addressed • Work environment described • Role misconceptions addressed • Use a credible source

Checking References

References checks are used to: Verify factual information

Ask specific rather than general questions

Ask only questions related to position requirements

Step 8: Checking References

Following the interviews, select two or three best candidates,

contact their references.

Have candidates provide the reference contacts

Checking References

Guidelines for reference checking

Contact former supervisors of the candidate. Information they provide will be confidential. Speak to more than one reference. Note the information provided.

Step 8: Checking References

Checking References

Tips for Conducting Reference Checks

Step 8: Checking References

• Use behavioural questions • Avoid general questions • Avoid non-work questions • Talk to supervisors • Keep a record

AgriHR Toolkit

Employer Tools •Modules for each HR area •Step by Step Instructions •Reference Material •Customizable Templates (Employee Handbook, …)

“How do I attract the skilled workers I need?” “What’s the best way to discipline an

employee?” “How do I protect myself from lawsuits, grievances, and liability claims?” “How

do I improve workplace morale?” “How do I know whether I have the right mix of people to help me achieve my business goals?” “How do I choose the right person to take over from me?”

“How do I determine the right rate of pay?”

GET THE GUIDANCE YOU NEED TO MANAGE YOUR STAFF.

Accessing the CAHRC Toolkit Visit: https://hrtoolkit.cahrc-ccrha.ca/

Sign-up and use COUPON CODE: ACPCWEBINAR2017

This coupon will provide access to the CAHRC Toolkit for 4 months. Remember, this coupon will expire April 30.

WWebinar 1: The Importance of Recruitment

Webinar 2: The Selection Process

Webinar 3: The Hiring Process

Questions & Answers

Thank You

www.cahrc-ccrha.ca

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