save money and time when recruiting january 2012

Save money and time when recruiting

by Toronto Training and HR

January 2012

Contents

3-4 Introduction to Toronto Training and HR5-6 Top jobs for 20127-8 Competing in a tight labour market9-10 Types of recruitment advertising11-12 Internal candidates13-14 In-house or external15-16 Graphology 17-18 Job analysis19-20 Screening techniques21-22 Job sculpting23-25 Before interviewing…26-27 Offer letters28-29 Marketing old and new30-31 Employee referrals32-33 Impact of social media34-35 Minimizing security risks when recruiting36-37 Hiring temporary employees through an agency38-39 Getting the most out of assessment 40-41 Designing an assessment centre 42-43 Hiring the right people44-45 Recruiting leaders46-47 References48-49 Hire for attitude, induct for culture50-51 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

Top jobs for 2012

Top jobs for 2012

Mobile applications developerWeb designerNetwork engineerData warehouse analystWeb developerData security analystSearch engine optimization (SEO) specialist

Competing in a tight labour market

Competing in a tight labour market

Recruitment initiativesRetention initiativesDevelopment initiativesReorganizations

Types of recruitment advertising

Types of recruitment advertising

Wide trawls v wide netsRealistic v positiveCorporate image v emphasis on the jobPrecise information v vague informationPlain speaking v elaborate

Internal candidates

Internal candidates

Sources of internal candidatesFinding internal candidates

In-house or external

In-house or external

KEY CONSIDERATIONSIs there likely to be sufficient frequency/volume of recruitment/selection to justify an in-house function?Can the organization afford the salaries of a skilled team or the training costs to bring generalist people up to speed?Are there any sensitivities or information about the organization which need to be closely guarded?

Graphology

Graphology

Gestalt graphologyGraphoanalysis

Job analysis

Job analysisDefinitionSix distinct classes of information (or four)Observation, interview or questionnaire

Screening techniques

Screening techniquesApplication forms/resumesTelephone screeningBiodata

Job sculpting

Job sculptingLIFE INTERESTS THAT MOTIVATE PEOPLEThe application of technologyQuantitative analysisTheory development and conceptual thinkingCreative productionCounselling and mentoringManaging people and relationshipsEnterprise controlInfluence through language and ideas

Before interviewing…

Before interviewing…1 of 2Prior to interviewing any candidates, assess the requirements of the position-this helps ensure that the only questions asked are those todetermine if the candidate can perform the duties and obligations of the jobPrepare a list of questions that can be asked of all candidates

Before interviewing…2 of 2Prior to interviewing candidates, train the interviewers and/or recruiters on the specifics of the position to avoid any misrepresentations-the interviewers and/or recruiters should beinstructed not to make any statements that are known to be inaccurate or misleading, and should also have a clear understanding of applicable human rights laws so they know the typesof discussions to avoid

Offer letters

Offer letters

WHAT SHOULD ALWAYS BE INCLUDED:Job titleStart dateCommencing salaryPay date (weekly or monthly)Hours of workAny probationary or fixed-term arrangements

Marketing old and new

Marketing old and newCareers websiteClassified print advertisingJob boardsSocial media

Employee referrals

Employee referralsINCREASING THE NUMBER:Publicize successProvide rewardsUse bonusesMake it funMake it easyBuild momentum

Impact of social media

Impact of social mediaSpeed of finding qualified leadsIncreased control over the recruitment processCreate a pool of talent to be tapped into laterMore control over the employer brandImproved validation in the decision-making structure

Minimizing security risks when recruiting

Minimizing security risks when recruiting

LOOK FOR THE FOLLOWING TRAITSIndividuals who work well with othersIndividuals who display warmth and compassion towards othersPeople who respond well to criticism without becoming defensiveSomeone characterized as good-naturedSomeone who can clearly and appropriately express anger and frustration

Hiring temporary employees through an

agency

Hiring temporary employees through an agency

Look locallyDon’t compromise on qualityTry to look beyond someone’s resumeBuild relationshipsEnsure you are legally compliantKeep track of what you spend

Getting the most out of assessment

Getting the most out of assessment

Go customizedGo onlineGo psychometricGet engaged

Designing an assessment centre

Designing an assessment centre

Identify the key criteria upon which the assessment will be basedChoose techniques to incorporate in the assessment centre, identifying the most suitable technique for each competencyDevelopment of the techniques which may involve ‘buying in’ or developing ‘in house’Selection and training of assessors

Hiring the right people

Hiring the right people

Employ the best you can-they can only help you and your company get better.Trust your team-you can’t do everything yourself, however much you would like toGo with your gut - it's right more often than notMake clear from the outset what the expectations of the role are and what the style of the company is that they are joining – not everyone likes a madhouse

Recruiting leaders

Recruiting leaders

Numeracy and literacyOral communication skillsOpen to changeLifelong learnersEnthusiasticFlexibility

References

References

A telephone reference is better than awritten referenceDo not ask questions about an � applicant’s personal lifeAsk open ended questions�Ask questions that give you information about how the applicant interacts with other people

Hire for attitude, induct for culture

Hire for attitude, induct for culture

Align essential elements of the culture, the demands of the job vacancy and the long-term needs of the organizationUnderstand the type of person who fits into the cultureMake your advertising clearFind out all you can at interviewGive the team a say

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

save money and time when recruiting january 2012

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