This document provides an overview of strategies for attracting top talent and improving employer branding. It discusses various ways to attract job seekers, such as developing an employer brand and using different media and job boards. It also covers creating an employment value proposition, designing jobs, attracting skilled immigrants and new labor cohorts, using technology in recruitment, and questions organizations should consider about their attraction strategies. The document concludes with examples of case studies and questions for the reader.

1. Attracting top-quality candidates and improving the employer brand by Toronto Training and HR October 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-7 Ways to attract job seekers 8-12 Attraction strategies 13-14 Creating a value matrix 15-16 Attraction drivers 17-19 Applicant perceptions 20-27 Technology and online recruitment 28-30 Questions that may be asked 31-33 Attraction in rural communities 34-36 Skilled immigrants 37-40 Employment value proposition 41-42 Job design 43-44 Global talent 45-47 New labour cohorts 48-49 The route forward 50-55 Case studies 56-57 Conclusion and questions Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Ways to attract job seekers 1 of 2 Recruitment brand development Employer website Recruitment microsites National media Local media Specialist media Lifestyle magazines Radio commercials Billboards Candidate referral and network schemes Online resume databases

9. Page 7 Ways to attract job seekers 2 of 2 Regional job boards National job boards Generic job boards Specialist/niche job boards Lifestyle websites Websites of professional bodies and institutions Pay per click campaigns Generalist recruiters Specialist recruiters and head hunters Internal market optimisation Good Leaver schemes

10. Page 8 Attraction strategies

11. Page 9 Attraction strategies 1 of 4 Communications and promotions (increasing awareness) Design, develop and implement promotional materials, like executive recruitment brochure and career ads Design, develop and implement a corporate careers website to provide information about career opportunities, culture, etc. for our employees and the public

12. Page 10 Attraction strategies 2 of 4 Communications and promotions (increasing awareness) Design and develop presentation “deck "for use at career fairs and community outreach presentations Partner with diversity unit to conduct community outreach to diverse and immigrant community organizations

13. Page 11 Attraction strategies 3 of 4 Corporate employee orientation (welcoming culture) Design, develop, and implement a corporate employee orientation program for employees

14. Page 12 Attraction strategies 4 of 4 Graduates Target talent pool definition Diagnostics and analysis Building the strategic plan

15. Page 13 Creating a value matrix

16. Page 14 Creating a value matrix Who What they want What you will offer Employee value proposition

17. Page 15 Attraction drivers

18. Page 16 Attraction drivers Competitive pay Work/life balance (healthy workplace) Career advancement (career planning) Competitive benefits Challenging work Performance-based pay Learning and development Competitive retirement benefits Caliberof co-workers Organization’s reputation as a good employer

19. Page 17 Applicant perceptions

20. Page 18 Applicant perceptions 1 of 2 Employer branding and the selection process Perception of ‘fit’ Fairness and justice perceptions

21. Page 19 Applicant perceptions 2 of 2 OPTIMIZING POSITIVE PERCEPTIONS Throughout the process Sifting Assessment Centres Assessors After the process

22. Page 20 Technology and online recruitment

23. Page 21 Technology and online recruitment 1 of 7 KEY DRIVERS FOR ADOPTION Reducing recruitment costs Broadening the selection pool Increasing efficiencies and speed of hire

24. Page 22 Technology and online recruitment 2 of 7 RECRUITMENT EVOLUTION Pre-online era 1980s 1990s 2000s 2010s

25. Page 23 Technology and online recruitment 3 of 7 JOB SEEKERS Active Passive

26. Page 24 Technology and online recruitment 4 of 7 TECHNOLOGY DEVELOPMENTS Internet-enabled HR systems Recruitment email marketing campaigns Careers portals Short Message Service (SMS) marketing Social media and Web 2.0 Virtual worlds

27. Page 25 Technology and online recruitment 5 of 7 E-RECRUITMENT SYSTEM FUNCTIONALITY Create, publish and send offers, emails or any other correspondence via the web Allow data capture to be initiated by candidates Maintain/query a complete history of candidate applications Schedulereports daily Track candidates at every stage Transfer successful applicants to employee status with minimal data entry Screen applicants automatically by pre-selecting the skills required

28. Page 26 Technology and online recruitment 6 of 7 E-RECRUITMENT STRATEGIES Branded messaging Interactive features Transparent online application process Search engine optimisation Anonymous sign-up Internal mobility support Database hooks

29. Page 27 Technology and online recruitment 7 of 7 WINNING THE WAR ON TALENT Attract high-caliber applicants Encourage suitable applicants to take a role within the organization Reduce the overall cost of recruiting Reduce the time it takes to appoint applicants Identify and develop high performers for key positions Retain top-performing employees Maintain a talent pool of individuals who have expressed an interest in working at the organization

30. Page 28 Questions that may be asked

31. Page 29 Questions that may be asked 1 of 2 Are we representative of the people we serve? Do we have a pipeline of potential applicants to meet our future needs? Are we attracting the “right "people–competencies, values, etc.? Do hiring managers (and HR) understand how to identify job requirements and effectively communicate those requirements to candidates?

32. Page 30 Questions that may be asked 2 of 2 Are we effectively reaching out to our communities, promoting a career choice with the provincial public sector? Are citizens aware of how to find out about our opportunities?

33. Page 31 Attraction in rural communities

34. Page 32 Attraction in rural communities 1 of 2 Municipal Internship Program (MIP) Succession planning and the acting CAO program Next Generation project Small Community Economic Development Capacity Building program Rural Action Plan Community Government Human Resource Development system

35. Page 33 Attraction in rural communities 2 of 2 Learning contracts Three general managers system Tailor-made training program Local Government Resource handbook Trio plans

36. Page 34 Skilled immigrants

37. Page 35 Skilled immigrants 1 of 2 EFFECTIVE HIRING AND INTEGRATION Recruitment Credential recognition Mentoring Internships Upgrading skills and designations Language training Partnerships Diversity training

38. Page 36 Skilled immigrants 2 of 2 MAXIMIZING POTENTIAL Human/community interest Reputation The business case

39. Page 37 Employment value proposition

40. Page 38 Employment value proposition 1 of 3 Benefits Common pitfalls Definition of attractiveness Why measure commitment? Commitment attributes Attraction attributes Core Employment Value Proposition (EVP) attributes

41. Page 39 Employment value proposition 2 of 3 STEPS TO TAKE 1.Identify the EVP attributes that matter most to attraction and retention 2.Identify the EVP attributes that represent your organization’s current strengths 3.Identify the EVP attributes that are currently not well delivered by your competitors 4.Identify the EVP attributes that are not actively promoted by your competitors

42. Page 40 Employment value proposition 3 of 3 STEPS TO TAKE 5.Identify the EVP attributes that best support your organization’s strategic objectives and culture 6.Identify the EVP attributes where associated HR investments are lowest 7.Focus on the most competitive and strategically relevant EVP attributes

43. Page 41 Job design

44. Page 42 Job design BEST PRACTICE Establish and support effective workplace teams Practice cross-training and cross-utilization Design a safe, productive and healthy work environment

45. Page 43 Global talent

46. Page 44 Global talent Troubling signs Market share of international students China What happened-the historical perspective The immigration system Post 9/11 Economic factors Recommendations

47. Page 45 New labour cohorts

48. Page 46 New labour cohorts 1 of 2 MAJOR GROUPINGS Aboriginals and other under-represented groups Immigrants Older workers Young people

49. Page 47 New labour cohorts 2 of 2 EMPLOYMENT CHOICES AND CORRESPONDING MOTIVATION Full time employment (financially-driven) Full time employment (socially driven) Part-time employment Seasonal employment Project-based opportunities Mentoring opportunities

50. Page 48 The route forward

51. Page 49 The route forward Analyzeyour organization’s roles and requirements Research and cost up the range of candidate attraction methods out there Match these to your roles, select your mix of recruitment solutions, and set your candidate attraction strategy Communicate the new approach to your hiring managers Select and engage suppliers and partners as required Set up a formal recruitment planning process for all vacancies Trial your new approach Track, record and analyse response from each source, and alter your strategy where necessary.

52. Page 50 Case study A

53. Page 51 Case study A

54. Page 52 Case study B

55. Page 53 Case study B

56. Page 54 Case study C

57. Page 55 Case study C

58. Page 56 Conclusion & Questions

59. Page 57 Conclusion Summary Questions