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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
Partnership Advantages for Associations to deliver greater member value: HR & Training Solutions
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