Download - Recruitment March 2014
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Recruiting successfully in the Greater Toronto Area
by Toronto Training and HR
March 2014
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CONTENTS3-4 Introduction5-6 Attracting the right quality and quantity7-8 The process of recruitment 9-10 Getting selection right 11-12 An engagement-oriented recruitment approach13-14 Trends in the Asia-Pacific region15-17 Sourcing measures18-19 Online recruitment20-21 Social referrals22-23 Open sourcing24-25 Hiring prestigious directors26-29 Workforce planning strategies30-31 Recruitment impulses32-33 Skills mismatch34-37 Mistakes38-39 Fundamental questions40-41 Key factors42-43 Cultural fit44-48 Recruiting topics for 201449-50 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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Attracting the right quality and quantity
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Attracting the right quality and quantity
• Factors which attract• A collection of
benefits• Positive employer
brands• Building a positive
employer brand• Tools for branding• Going beyond
minimum requirements
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The process of recruitment
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The process of recruitment
• Job analysis• Job description• Selection criteria• Selection methods• Method of
application• The job application• Advertising the
vacancy
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Getting selection right
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Getting selection right
• Steps to take• Improving interviews• Things to avoid• Appointing the right
candidate
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An engagement-oriented recruitment
approach
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An engagement-oriented recruitment approach
• Visibility or quality• Lack of engagement
on a personal levelPersonalize every communicationThrow the job being filled out of the windowIdentify gaps between what is and what could beBuild a value proposition unique to the candidateKnow when to back off
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Trends in the Asia-Pacific region
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Trends in the Asia-Pacific region
• Why people join• What has little
impact• Why do people leave• Talent shortfalls• Sourcing strategies
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Sourcing measures
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Sourcing measures 1 of 2
• Alumni• Applicant tracking
system• Blogs• Career site• Custom campaigns• Direct applications• Email• Employee referrals• Events• Industry groups
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Sourcing measures 2 of 2
• Job aggregator• Job boards• Pay-per-click• RSS• Search engine• Social media
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Online recruitment
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Online recruitment
• Definition• Pluses and minuses of
Web 2.0• Implications of Web
2.0 for recruitment• Adaptation• Web 3.0• Implications of Web
3.0 for recruitment• Today’s market• Value of online
recruitment
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Social referrals
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Social referrals
• What is a social referral?
• Example• Steps to take
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Open sourcing
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Open sourcing • Dice Open Web
• Swoop Talent• Entelo• Gild• TalentBin
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Hiring prestigious directors
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Hiring prestigious directors
• Benefits• Costs• Board prestige• CEO prestige• Gain or loss
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Workforce planning strategies
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Workforce planning strategies 1 of 3
• Stay ahead on workforce projections
• Build a solid pipeline of potential candidates
• Partner with outside groups
• Build relationships with hiring managers
• Provide temporary labour to fill open positions in the short term
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Workforce planning strategies 2 of 3
IMPROVE HIRING PROCESSES• Develop an employer
brand• Know exactly where to
find the best candidates• Test for skills• Check cultural fit• Reorganize the recruiting
team• Tweak the interview
process• Commit to speedy hiring
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Workforce planning strategies 3 of 3
MEASURES• View departmental data• Track external data• Anticipate retirements
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Recruitment impulses
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Recruitment impulses
• Using your gut• Recommendation
reflex• Doing all the talking
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Skills mismatch
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Skills mismatch
• Traditional • HybridJob mismatchJob for coast savingsJob for market needsJobs reflect infinite combinationsMay become standard jobs
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Mistakes
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Mistakes 1 of 3
• Loss of revenue• Bad team dynamics• Organizational
alignment goes wrong
• Loss of funds• Cost benefit analysis• Hiring is expensive
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Mistakes 2 of 3
WHY?• Hiring decisions based
on an applicant’s skill levels alone
• Asking bad behaviour-based interview questions
• Assessing an applicant’s level of motivation incorrectly
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Mistakes 3 of 3
WHY?• Thinking that all past
behaviour is a good predictor of future behaviour
• Believing that untrained interviewers can consistently make good hiring decisions
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Fundamental questions
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Fundamental questions
• Will the candidate actually leave his or her employer to join the new organization?
• Is the candidate the right fit for the organization?
• Is the organization the right fit for the candidate?
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Key factors
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Key factors• Current employer• Other employers• Family• Mentors, confidants,
network and social media
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Cultural fit
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Cultural fit• Capabilities• Achievement• Skills and experience
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Recruiting topics
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Recruiting topics for 2014 1 of 4
• Hiring more productive employees
• Prioritizing jobs for hiring
• Develop targeted hiring programs
• Referrals • Predictive analytics• Confront the
doubters• Shift to algorithm-
driven decision-making
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Recruiting topics for 2014 2 of 4
• Mobile platform capability
• Employer branding• Ramping up your
hiring capability• Improve candidate
selling techniques• Assessment can no
longer be ignored• Bolster competitive
analysis and competitive intelligence
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Recruiting topics for 2014 3 of 4
• Add personalized recruiting for landing difficult candidates
• Update university and college recruiting programs
• Integrate contingent labour
• Video interviews• Consider technology
substitutes• Improve internal
movement
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Recruiting topics for 2014 4 of 4
• Look at centralized hiring
• Address the upcoming shortage of recruiters
• Consider incentives for corporate recruiters
• Hire strategically• Revisit workforce
planning• Update approaches
around retention
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Conclusion, summary and questions
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Conclusion, summary and questions
ConclusionSummaryVideosQuestions