get more bang for your buck when hiring in toronto january 2012

Get more bang for your buck when hiring in Toronto

by Toronto Training and HR

January 2012

Contents

3-4 Introduction to Toronto Training and HR5-6 Definition7-9 Recruitment strategies10-19 HR planning20-27 Evaluation28-30 Test quality and choice31-37 Psychological testing38-40 Job design41-45 Job descriptions46-49 Recruitment in the mining industry50-51 Jobs in demand52-56 Questions to ask recruiters57-61 Innovative recruitment ideas62-64 Different recruitment methods65-68 Stages involved in offering a job69-73 Person specifications74-76 Conditions for successful use of biodata77-79 Background checks80-82 Steps to avoid unlawful discrimination83-86 Measuring ‘fit’87-89 Avoiding bad press when hiring interims90-93 Getting value from interims 94-96 A typical hiring policy97-98 Case study99-100 Conclusion and questions

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 banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definition

Definition

What is recruitment?How does it differ from selection?

Recruitment strategies

Recruitment strategies 1 of 2

Broad skill scopeTargeted scope

Recruitment strategies 2 of 2

Broad skill scope

Targeted skill scope

External source of applicants

EXTERNAL BROAD or BARGAIN LABOURER

EXTERNAL TARGETED or FREE AGENT

Internal source of applicants

INTERNAL BROAD or LOYAL SOLDIER

INTERNAL TARGETED or COMMITTED EXPERT

HR planning

HR planning 1 of 9

STAGES IN AN HR PLANNING CYCLEForecasting future demand for human resourcesForecasting future internal supply of human resourcesForecasting future external supply of human resourcesFormulating responses to the forecasts

HR planning 2 of 9

WHY HR PLANNING IS LESS POPULAR IN 2012 THAN IN PREVIOUS YEARS There is hostility to the use of statistics in place of managerial judgementIt is believed that HR planning is not essential to organizational effectiveness so funding therefore tends to be funnelled elsewhereThere is a fear of mathematical methods generally

HR planning 3 of 9

WHY HR PLANNING IS LESS POPULAR IN 2012 THAN IN PREVIOUS YEARS There is ignorance of the existence of HR planning techniques and their potential advantages for organisationsThere may be inadequate historical data available to make informed calculations

HR planning 4 of 9

OBJECTIVES OF HR PLANNINGRecruitmentLayoffsLearning & developmentStaffing costsTrade union negotiationsAccommodation

HR planning 5 of 9

EVALUATING HR PLANNINGThe extent to which the outputs of HR planning programs continue to meet changing circumstancesThe extent to which the programmes achieve their cost and productivity objectivesThe extent to which strategies and programs are replanned to meet changing circumstances

HR planning 6 of 9

ANALYSISTrend analysisRatio analysisA scatter plot

HR planning 7 of 9

DRAWBACKS TO TRADITIONAL FORECASTING TECHNIQUESThey focus on projections and historical relationshipsThey do not consider the impact of strategic initiatives on future staffing levelsThey support compensation plans that reward managers for managing ever-larger teams of people

HR planning 8 of 9

DRAWBACKS TO TRADITIONAL FORECASTING TECHNIQUESThey “bake in” the idea that increases in the size of the workforce are inevitableThey validate and institutionalize present planning processes and the usual ways of doing things

HR planning 9 of 9

STEPS TO TAKEAssess current employee levelsPredict future needsPredict employee movementPlan external hiring needs

Evaluation

Evaluation 1 of 7

MEASURESLegal cases avoidedImproved selection decisionsBetter targeted recruitment campaignsReduced absence levelsImproved work performanceFewer early leaversMore effective layoffs procedures

Evaluation 2 of 7

QUESTIONS TO ASKAre we recruiting as effectively as possible?Are we recruiting as efficiently as possible?Are we recruiting as fairly as possible?

Evaluation 3 of 7

QUESTIONS TO ASKDo our recruitment practices yield enough suitable candidates to enable us to select sufficient numbers of high-calibre employees?Could a sufficient pool of suitable candidates be attracted using less expensive methods?Are the recruitment methods used fulfilling the legal and compliance methods both in Ontario and federally?

Evaluation 4 of 7

QUANTIATIVE CRITERIAResignation ratesAbsence ratesAccident ratesTime per hireCandidate acceptance ratesCandidate no-show ratesProportion of hires from under-represented minorities

Evaluation 5 of 7

QUANTIATIVE CRITERIAPercentage of employees who have been formally appraised in the last yearNumber of legal casesOvertime worked in the last yearNumber of disciplinary and grievance hearings fought

Evaluation 6 of 7

FINANCIAL PERFORMANCEProfit generated per employee in the past yearSales per employee in the past yearCost per hireLabour costs as a % of total costsAbsence costs as a % of labour costsVoluntary turnover costs as a % of labour costsHR department costs as a % of total costs

Evaluation 7 of 7SURVEYS OR QUESTIONNAIRES% of employees who are satisfied with their work% of employees who are satisfied with their supervision or management% of employees who consider their employer acts ethically or equitably% of employees who are clear about the organizational objectives% of employees who are clear about personal objectives

Test quality and choice

Test quality and choice 1 of 2

VALIDITYFace validityContent validityConstruct validityCriterion related validity

Test quality and choice 2 of 2

RELIABILITYTest-retest reliabilityInternal consistencyParallel forms reliability

Psychological testing

Psychological testing 1 of 6

ABILITY TESTSAchievement testsAptitude testsIntelligence tests


PERSONALITY FACTORSCool-warmConcrete thinking-emotionally stableAffected by feelings-emotionally stableSubmissive-dominantSober-enthusiasticExpedient-conscientiousShy-boldTough minded-tender minded


PERSONALITY FACTORSTrusting-suspiciousForthright-shrewdSelf assured-apprehensiveConservative-experimentingPractical-imaginativeGroup oriented-self sufficientUndisciplined and self conflict-following self imageRelaxed-tense

Psychological testing 4 of 6PERSONALITY TRAITSDominanceCapacity for statusSociabilitySocial presenceSelf-acceptanceSense of wellbeingResponsibilitySocializationSelf control

Psychological testing 5 of 6PERSONALITY TRAITSToleranceGood impressionCommunalityAchievement via conformanceAchievement via independenceIntellectual efficiencyPsychological mindednessFlexibilityFemininity

Psychological testing 6 of 6PERSONALITY TRAITSEmpathyIndependenceManagerial potentialWork orientation

Job design

Job design 1 of 2CORE FEATURES OF WORK CONTENTScopeDiscretionVariabilityDemandsFeedbackInterdependence

Job design 2 of 2CORE JOB CHARACTERISTICSSkill varietyTask identityTask significanceAutonomyJob feedback

Job descriptions

Job descriptions 1 of 4

USESTool in recruitmentTool in selectionBasis of employment contractsPart of a defence used by an employer in dismissal casesMeans by which the employer communicates expectations, priorities and values to a new employee


QUESTIONS TO ASKWhat type(s) of work am I expecting the employee to provide?Does the employer need to have any �specific knowledge, abilities, skills and/or personal characteristics in order to do the work?Are there any education and experience requirements to perform the work?


QUESTIONS TO ASKAre there any other special requirements such as adriver’s license, First Aid certificate, Criminal Record Check, etc. that would be beneficial?What are the duties and responsibilities of the position?What are you expecting the employee to accomplish?


QUESTIONS TO ASKWhat are the hours of work (full time, part �time)?Are there any special conditions associated with the work, such as significant physical demands, hazards and stresses?Does the location where the work is to be �performed present any special challenges?

Recruitment in the mining industry

Recruitment in the mining industry 1 of 3

Hiring requirementsContractionaryBaselineExpansionary

Occupational categories 5300 20138400 201615100 2021


Trades and undesignated occupations Professional and physical science occupationsHuman resources and financial occupations Support workersTechnical occupations Supervisors, coordinators and foremenOtherTALENT GAPS


SOLUTIONSAttraction-the competition for talentGrowing the talent pool-immigration, education and trainingRetaining and re-engaging the aging workforce

Jobs in demand

Jobs in demandAccounting and financeAdvertising and marketingLegalTechnology

Questions to ask recruiters

Questions to ask recruiters 1 of 4

Will the consultant undertake to prepare a detailed specification to form the basis of the selection assignment and which will be agreed with the client?Are guarantees provided on timescales, with penalties if appropriate?


Will all elements of decision-making, including screening applications and interviewing be undertaken by the recruiter rather than delegated to more junior colleagues?Will all candidates be treated courteously, particularly paying regard to the acknowledgement of applications, advice on progress, and promptly notified of decisions?


Will all ethical and legal requirements be fulfilled and the client indemnified for all liability incurred?Will proper methods be used to make the selection, including the use of structured interviews, tests and other techniques?Will they undertake not to ‘poach’ appointed people at a later stage, or in any other way breach the confidence or the trust of the client?


Will they undertake all appropriate checks such as references and verifying certificates/qualifications claimed?

Innovative recruitment ideas

Innovative recruitment ideas 1 of 4Window painting of Help-Wanted message

Open House - invite potential applicants to tour your site and consider applying for a jobwith your organizationMagnetic hiring signs on company vehicles.Flyer distributed with local free weekly newspaper.Flyer placed on car windshields.Retention bonus is paid to new employees once they have stayed on for a fixed period of time

Innovative recruitment ideas 2 of 4Subsidized housing or provided housing near

your siteReaching out to Aboriginal people, as within ten years one out of every five new entrants into the labour market will be AboriginalProfessional association meetings and newsletters are a great place to find specialized talentWomen re-entering the workforce - contact local YWCA to post your job ad

Innovative recruitment ideas 3 of 4Military personnel often retire with a pension

after 20 years of service and are looking for a careerchangeSpending spare time as a volunteer will allow you to meet potentially ideal employees of the futureCommunity church leaders are well connected and respected, and could provide some referrals ongreat people to consider

Innovative recruitment ideas 4 of 4

Persons with disabilities often offer an established track record of being reliable, productive andinnovative workersEx-offenders that are committed to changing their ways, if given a second chance, will be grateful,loyal and hard-working employeesFlexible job hours can make jobs more attractiveTapping into the recent immigrant marketplace by contacting ethnic associations and newspapers

Different recruitment methods


1 of 2ADVANTAGES AND DISADVANTAGES:Existing employeesPrevious employeesReferral schemeAdvertisements (not online)Online recruitmentJob fairsRadio or TVAgencies and recruiters


2 of 2ADVANTAGES AND DISADVANTAGES:Educational institutionsIndividuals based in other countriesWalk-ins

Stages involved in offering a job

Stages involved in offering a job 1 of 3

A message offering the job to the personA short description of the key �responsibilities, ideally including a copy of the job description as an attachment�


When would you like them to start?How many hours will they work? Are there specific times and dates?What is the salary or hourly rate of pay?�Are there any “conditions of employment” (e.g. Criminal Record Check, valid driver’s license, First Aid and Cardiopulmonary Resuscitation (CPR) training)?


Who will they report to?�Who should they contact?When should they let you know what they decide?

Person specifications

Person specifications 1 of 4

SEVEN POINT PLANPhysical make-upAttainmentsGeneral intelligenceSpecial aptitudesInterestsPersonalityCircumstances


FIVE-FOLD GRADING SYSTEMImpact on othersAcquired qualificationsInnate abilitiesMotivationAdjustment


Personal qualities and attributes which are inherent in the person’s character, not easily changed, and pertinent to good performanceExperience, whether of a particular industry or type of work, or dealing with certain types of customersRecord of achievement or evidence that the potential has been applied and realized, such as projects completed or sales achieved


Skills or qualifications needed to perform the roleOrganization-match, which may cover the fit with the style and culture of the organization if it is significant but more usually aspects such as shift work or travelling requirementsNeeds and expectations of the candidate

Conditions for successful use of

biodata

Conditions for successful use of biodata 1 of 2

The criteria for job success or acceptability must be defined clearlyThe target jobs should be relatively homogenousThe likely candidates for the job should be of broadly similar age and backgroundResearchers should have access to large development and cross validation samples

Conditions for successful use of biodata 2 of 2

If part of an application blank (form) biodata must be in a format acceptable to candidatesPeople must be aware of what constitutes success in using biodata

Background checks

Background checks 1 of 2

AREAS TO CONSIDER:Human Rights legislationPrivacy legislation Security legislation Specific workplace/sector legislation External jurisdictions’ demands Collective Agreement and arbitral jurisprudence limitations Common law “right” (or expectation) of privacy

Background checks 2 of 2AUDIT AND VERIFICATION:Education verificationCredit checksDriving historyCriminal record checks

Steps to avoid unlawful discrimination

Steps to avoid unlawful discrimination 1 of 2

Set objective requirementsEncourage fair and open competitionUse suitable application proceduresEnsure any tests are properUse balanced and objective interviewsUse only suitable exercisesMake objective decisions

Steps to avoid unlawful discrimination 2 of 2

Make consistent offersCarry out effective inductionCarry out ongoing monitoring

Measuring ‘fit’

Measuring ‘fit’ 1 of 3Low fit between personality of candidate and culture of the organization

Medium fit between personality of candidate and culture of the organization

High fit between personality of candidate and culture of the organization

High fit between candidate capability and technical requirements of the job

Medium fit between candidate capability and technical requirements of the job

Low fit between candidate capability and technical requirements of the job

Measuring ‘fit’ 2 of 3Over-hiring for performanceHiring high performance fit individualsProblematic hires and the potential consequences

Measuring ‘fit’ 3 of 3KEY ACCOUNTABILITIES OF HIRING MANAGERSHire people who can perform well and contribute to the organization’s cultureAct on and minimize the impact of problematic hires, should they occur

Avoiding bad press when hiring interims

Avoiding bad press when hiring interims 1 of 2

Fully brief the PR team on benefits, cost savings and the interim’s track recordPut day rates into context against savings on a permanent appointment-although a day rate may seem expensive interims do not qualify for maternity or sick payDon’t forget the permanent employees who will work with the interim-explain to them what the interim will do and why

Avoiding bad press when hiring interims 2 of 2

Keep the process open and transparent to avoid the possibility of an “information vacuum” that could be filled with rumour and speculation

Getting value from interims

Getting value from interims 1 of 3

Choose the right recruitment partnerEnsure the assignment is properly outlinedIntroduce performance incentives for the interimEnsure a performance management structure is in place for the interimGive feedback and revisit the interim’s progress


KEY POINTSSelect “process-heavy” suppliers who perform rigorous due diligence, and who help you to set and agree your terms of reference and desired outcomes for the assignmentEnsure your partners assess stakeholder management competencies and culture fit as well as skills and experience


KEY POINTSLook for innovation in pricing models to maximize your return on investmentEnsure you have an assignment performance management structure-your provider should be able to provide this platform

A typical hiring policy

A typical hiring policy 1 of 2COMMON HEADINGS:Policy intentPersonnel requestsJob postingsApplication processInterviewsInternal transfers

A typical hiring policy 2 of 2COMMON HEADINGS:References and background checksOffer of employmentPotential hiring conflicts

Case study

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

get more bang for your buck when hiring in toronto january 2012

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