Recruitment March 2014
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Half day open training event held in Toronto, Canada.
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Recruitment March 2014
- 1. Recruiting successfully in the Greater Toronto Area by Toronto Training and HR March 2014
- 2. CONTENTS 3-4 5-6 7-8 9-10 11-12 13-14 15-17 18-19 20-21 22-23 24-25 26-29 30-31 32-33 34-37 38-39 40-41 42-43 44-48 49-50 Introduction Attracting the right quality and quantity The process of recruitment Getting selection right An engagement-oriented recruitment approach Trends in the Asia-Pacific region Sourcing measures Online recruitment Social referrals Open sourcing Hiring prestigious directors Workforce planning strategies Recruitment impulses Skills mismatch Mistakes Fundamental questions Key factors Cultural fit Recruiting topics for 2014 Conclusion, summary and questions Page 2
- 4. 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 15 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 HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
- 5. Attracting the right quality and quantity Page 5
- 6. 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 Page 6
- 7. The process of recruitment Page 7
- 8. The process of recruitment • • • • • • • Job analysis Job description Selection criteria Selection methods Method of application The job application Advertising the vacancy Page 8
- 10. Getting selection right • • • • Steps to take Improving interviews Things to avoid Appointing the right candidate Page 10
- 12. An engagementoriented recruitment approach • Visibility or quality • Lack of engagement on a personal level Personalize every communication Throw the job being filled out of the window Identify gaps between what is and what could be Build a value proposition unique to the candidate Know when to back off Page 12
- 13. Trends in the Asia-Pacific region Page 13
- 14. Trends in the Asia-Pacific region • • • • • Why people join What has little impact Why do people leave Talent shortfalls Sourcing strategies Page 14
- 16. Sourcing measures 1 of 2 • Alumni • Applicant tracking system • Blogs • Career site • Custom campaigns • Direct applications • Email • Employee referrals • Events • Industry groups Page 16
- 17. Sourcing measures 2 of 2 • • • • • • Job aggregator Job boards Pay-per-click RSS Search engine Social media Page 17
- 19. 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
- 21. Social referrals • What is a social referral? • Example • Steps to take Page 21
- 23. Open sourcing • • • • • Dice Open Web Swoop Talent Entelo Gild TalentBin Page 23
- 25. Hiring prestigious directors • • • • • Benefits Costs Board prestige CEO prestige Gain or loss Page 25
- 27. 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 Page 27
- 28. 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 Page 28
- 29. Workforce planning strategies 3 of 3 MEASURES • View departmental data • Track external data • Anticipate retirements Page 29
- 31. Recruitment impulses • Using your gut • Recommendation reflex • Doing all the talking Page 31
- 33. Skills mismatch • Traditional • Hybrid Job mismatch Job for coast savings Job for market needs Jobs reflect infinite combinations May become standard jobs Page 33
- 34. Mistakes Page 34
- 35. Mistakes 1 of 3 • Loss of revenue • Bad team dynamics • Organizational alignment goes wrong • Loss of funds • Cost benefit analysis • Hiring is expensive Page 35
- 36. Mistakes 2 of 3 WHY? • Hiring decisions based on an applicant’s skill levels alone • Asking bad behaviourbased interview questions • Assessing an applicant’s level of motivation incorrectly Page 36
- 37. 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 Page 37
- 39. 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? Page 39
- 41. Key factors • • • • Current employer Other employers Family Mentors, confidants, network and social media Page 41
- 43. Cultural fit • Capabilities • Achievement • Skills and experience Page 43
- 45. 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 algorithmdriven decision-making Page 45
- 46. 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 Page 46
- 47. 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
- 48. 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 Page 48