attracting top quality candidates and improving the employer brand october 2011 - copy

Attracting top-quality candidates and improving the

employer brand

by Toronto Training and HR

October 2011

Contents3-4 Introduction to Toronto Training and HR5-7 Ways to attract job seekers8-12 Attraction strategies13-14 Creating a value matrix15-16 Attraction drivers17-19 Applicant perceptions20-27 Technology and online recruitment28-30 Questions that may be asked31-33 Attraction in rural communities34-36 Skilled immigrants37-40 Employment value proposition41-42 Job design43-44 Global talent45-47 New labour cohorts48-49 The route forward50-55 Case studies56-57 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 course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Ways to attract job seekers

Ways to attract job seekers 1 of 2

Recruitment brand developmentEmployer websiteRecruitment micrositesNational mediaLocal mediaSpecialist mediaLifestyle magazinesRadio commercialsBillboardsCandidate referral and network schemesOnline resume databases

Ways to attract job seekers 2 of 2

Regional job boardsNational job boardsGeneric job boardsSpecialist/niche job boardsLifestyle websitesWebsites of professional bodies and institutionsPay per click campaignsGeneralist recruitersSpecialist recruiters and head huntersInternal market optimisationGood Leaver schemes

Attraction strategies

Attraction strategies 1 of 4

Communications and promotions (increasing awareness)Design, develop and implement promotional materials, like executive recruitment brochure and career adsDesign, develop and implement a corporate careers website to provide information about career opportunities, culture, etc. for our employees and the public


Communications and promotions (increasing awareness)Design and develop presentation “deck "for use at career fairs and community outreach presentationsPartner with diversity unit to conduct community outreach to diverse and immigrant community organizations


Corporate employee orientation (welcoming culture)Design, develop, and implement a corporate employee orientation program for employees


GraduatesTarget talent pool definitionDiagnostics and analysisBuilding the strategic plan

Creating a value matrix

Creating a value matrix

Who What they wantWhat you will offer

Employee value proposition

Attraction drivers

Attraction driversCompetitive pay Work/life balance (healthy workplace)Career advancement (career planning)Competitive benefitsChallenging workPerformance-based payLearning and developmentCompetitive retirement benefitsCaliber of co-workersOrganization’s reputation as a good employer

Applicant perceptions

Applicant perceptions 1 of 2Employer branding and the selection processPerception of ‘fit’Fairness and justice perceptions

Applicant perceptions 2 of 2OPTIMIZING POSITIVE PERCEPTIONSThroughout the processSiftingAssessment CentresAssessorsAfter the process

Technology and online recruitment

Technology and online recruitment 1 of 7

KEY DRIVERS FOR ADOPTIONReducing recruitment costsBroadening the selection poolIncreasing efficiencies and speed of hire


RECRUITMENT EVOLUTIONPre-online era1980s1990s2000s2010s


JOB SEEKERSActivePassive


TECHNOLOGY DEVELOPMENTSInternet-enabled HR systemsRecruitment email marketing campaignsCareers portalsShort Message Service (SMS) marketingSocial media and Web 2.0Virtual worlds


E-RECRUITMENT SYSTEM FUNCTIONALITYCreate, publish and send offers, emails or any other correspondence via the webAllow data capture to be initiated by candidatesMaintain/query a complete history of candidate applicationsSchedule reports dailyTrack candidates at every stageTransfer successful applicants to employee status with minimal data entryScreen applicants automatically by pre-selecting the skills required


E-RECRUITMENT STRATEGIESBranded messagingInteractive featuresTransparent online application processSearch engine optimisationAnonymous sign-upInternal mobility supportDatabase hooks


WINNING THE WAR ON TALENTAttract high-caliber applicantsEncourage suitable applicants to take a role within the organizationReduce the overall cost of recruitingReduce the time it takes to appoint applicantsIdentify and develop high performers for key positionsRetain top-performing employeesMaintain a talent pool of individuals who have expressed an interest in working at the organization

Questions that may be asked

Questions that may be asked 1 of 2Are 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?

Questions that may be asked 2 of 2Are 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?

Attraction in rural communities

Attraction in rural communities 1 of 2

Municipal Internship Program (MIP)Succession planning and the acting CAO programNext Generation projectSmall Community Economic Development Capacity Building programRural Action PlanCommunity Government Human Resource Development system

Attraction in rural communities 2 of 2

Learning contractsThree general managers systemTailor-made training programLocal Government Resource handbookTrio plans

Skilled immigrants

Skilled immigrants 1 of 2

EFFECTIVE HIRING AND INTEGRATIONRecruitmentCredential recognitionMentoringInternshipsUpgrading skills and designationsLanguage trainingPartnershipsDiversity training

Skilled immigrants 2 of 2

MAXIMIZING POTENTIALHuman/community interestReputationThe business case

Employment value proposition

Employment value proposition 1 of 3

BenefitsCommon pitfallsDefinition of attractivenessWhy measure commitment?Commitment attributesAttraction attributesCore Employment Value Proposition (EVP) attributes


STEPS TO TAKE1.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


STEPS TO TAKE5.Identify the EVP attributes that best support your organization’s strategic objectives and culture6.Identify the EVP attributes where associated HR investments are lowest 7.Focus on the most competitive and strategically relevant EVP attributes

Job design

Job design

BEST PRACTICEEstablish and support effective workplace teamsPractice cross-training and cross-utilizationDesign a safe, productive and healthy work environment

Global talent

Global talent

Troubling signsMarket share of international studentsChinaWhat happened-the historical perspectiveThe immigration systemPost 9/11Economic factorsRecommendations

New labour cohorts

New labour cohorts 1 of 2

MAJOR GROUPINGSAboriginals and other under-represented groupsImmigrantsOlder workersYoung people

New labour cohorts 2 of 2

EMPLOYMENT CHOICES AND CORRESPONDING MOTIVATIONFull time employment (financially-driven)Full time employment (socially driven)Part-time employmentSeasonal employmentProject-based opportunitiesMentoring opportunities

The route forward

The route forwardAnalyze your organization’s roles and requirementsResearch and cost up the range of candidate attraction methods out thereMatch these to your roles, select your mix of recruitment solutions, and set your candidate attraction strategyCommunicate the new approach to your hiring managersSelect and engage suppliers and partners as requiredSet up a formal recruitment planning process for all vacanciesTrial your new approachTrack, record and analyse response from each source, and alter your strategy where necessary.

Case study A

Case study B

Case study C

Conclusion & Questions

Conclusion

SummaryQuestions

attracting top quality candidates and improving the employer brand october 2011 - copy

Business

specialist training

hrtoronto training

training course delivery

training course design

job design43

attraction drivers17

attraction strategies13

job seekers8