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
Page 3
Introduction
Page 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• 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
Page 5
Top jobs for 2012
Page 6
Top jobs for 2012
Mobile applications developerWeb designerNetwork engineerData warehouse analystWeb developerData security analystSearch engine optimization (SEO) specialist
Page 7
Competing in a tight labour market
Page 8
Competing in a tight labour market
Recruitment initiativesRetention initiativesDevelopment initiativesReorganizations
Page 9
Types of recruitment advertising
Page 10
Types of recruitment advertising
Wide trawls v wide netsRealistic v positiveCorporate image v emphasis on the jobPrecise information v vague informationPlain speaking v elaborate
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Internal candidates
Page 12
Internal candidates
Sources of internal candidatesFinding internal candidates
Page 13
In-house or external
Page 14
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?
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Graphology
Page 16
Graphology
Gestalt graphologyGraphoanalysis
Page 17
Job analysis
Page 18
Job analysisDefinitionSix distinct classes of information (or four)Observation, interview or questionnaire
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Screening techniques
Page 20
Screening techniquesApplication forms/resumesTelephone screeningBiodata
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Job sculpting
Page 22
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
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Before interviewing…
Page 24
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
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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
Page 26
Offer letters
Page 27
Offer letters
WHAT SHOULD ALWAYS BE INCLUDED:Job titleStart dateCommencing salaryPay date (weekly or monthly)Hours of workAny probationary or fixed-term arrangements
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Marketing old and new
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Marketing old and newCareers websiteClassified print advertisingJob boardsSocial media
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Employee referrals
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Employee referralsINCREASING THE NUMBER:Publicize successProvide rewardsUse bonusesMake it funMake it easyBuild momentum
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Impact of social media
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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
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Minimizing security risks when recruiting
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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
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Hiring temporary employees through an
agency
Page 37
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
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Getting the most out of assessment
Page 39
Getting the most out of assessment
Go customizedGo onlineGo psychometricGet engaged
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Designing an assessment centre
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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
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Hiring the right people
Page 43
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
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Recruiting leaders
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Recruiting leaders
Numeracy and literacyOral communication skillsOpen to changeLifelong learnersEnthusiasticFlexibility
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References
Page 47
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
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Hire for attitude, induct for culture
Page 49
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
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Conclusion and questions
Page 51
Conclusion and questions
SummaryVideosQuestions