selecting the right applicant january 2014

Selecting the right applicant

by Toronto Training and HR

January 2014

CONTENTS3-4 Introduction5-6 Definitions

7-8 Gathering data 9-14 Assessment 15-16 Assessment fears17-20 Ex-offenders21-27 Screening contractors28-30 Enhancing recruitment with feedback31-32 Predictors33-34 Baselines35-36 Differentiators37-48 Calculating ROI49-50 Conclusion, summary 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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Definitions

Definitions

• Selection• Assessment

Gathering data

Gathering data

• The job• Candidate skills and

knowledge• Candidate

competencies• Candidate preferences

Assessment

Assessment 1 of 5

• Competencies• Preferences• Skills

Assessment 2 of 5

WHAT DOES ASSESSMENT TELL US?• What can they do?• What have they done?• What do they want to

do?

Assessment 3 of 5

FOUR STEP MODEL• Define• Measure• Decide• Evaluate

Assessment 4 of 5

STEPS TO SUCCESS• Define the job• Measure the traits• Make decisions• Evaluate the impact

Assessment 5 of 5

THE FUNNEL• Outside the funnel

• Top of the funnel• Middle of the funnel• Bottom of the funnel

Assessment fears

Assessment fears

• Exposure• Being judged• Messing up• Being messed around• Wasting time and

money

Ex-offenders

Ex-offenders1 of 3

OBJECTIVE ASSESSMENT • Focus on a person’s

abilities, skills, experience and qualifications

• Consider the nature of the conviction and its relevance to the job in question

• Identify the risks to the organization’s business, customers, clients and employees

Ex-offenders2 of 3

OBJECTIVE ASSESSMENT (CONT.) • Recognize that having a

criminal record does not always mean a lack of skills, qualifications and experience

• Note that high-quality training leading to qualifications, is available in many prisons

Ex-offenders3 of 3

WHAT SHOULD EMPLOYERS DO• Agree policies on access

to criminal records• Inform successful

applicants of this policy• Explain to employees the

various reasons to give a fair chance of employment to people with criminal records

• Review insurance arrangements and consider guarantee schemes

Screening contractors

Screeningcontractors1 of 6

REVIEW NEEDS AND ESTABLISH REQUIREMENTS• Evaluate the

organization’s current employee screening standards

• Understand and evaluate your contracted workforce

• Identify what services/jobs they conduct


REVIEW NEEDS AND ESTABLISH REQUIREMENTS (CONT.)• Determine if all

screening will be handled and initiated internally

• Engage the legal, security and procurement departments


OUTLINE THE PROGRAM PLAN• Determine who needs

visibility• Identify how the

organization is going to drive and audit compliance

• Consider how you will communicate

• Determine how payment for screening services will be made


OUTLINE THE PROGRAM PLAN (CONT.)• Identify what program

administrative oversight is required

• Select a screening partner


SELECT A PROVIDER MODEL• Vendor choice model• Solution based model


REVIEW NEEDS AND ESTABLISH REQUIREMENTS

COMMUNICATE AND MONITOR

Enhancing recruitment with feedback

Enhancing recruitment with feedback1 of 2

• Rally senior leaders to support the idea and ensure buy-in throughout the organization

• Create a comprehensive training program and invite hiring managers to participate alongside customer volunteers identified to assist with interviews

Enhancing recruitment with feedback2 of 2

• Monitor interviews at first and be prepared to help redirect questioning if necessary

• Follow up with customer volunteers for their feedback on candidates and the interview process

• Develop a methodology to evaluate and use the feedback as part of decision-making

Predictors

Predictors • Weak predictors• Medium predictors• Strong predictors

Baselines

Baselines• Skills• Knowledge

Differentiators

Differentiators

• Cognitive ability• Behaviour• Preferences

Calculating ROI

Calculating ROI 1 of 11

• 50 new hires• 1000 resumes

needed


ASSUMPTIONS• 50 people lost and

replaced each year

• Employee salary of $60000 per year

• HR salary $20 per hour

• Positions are vacant for an average of six weeks


COSTS 1Advertisement, use of an agency, job fairs and related costs• A $100000• B $125000• C $150000• D $175000


COSTS 2Screening applicants-includes review of resumes, answering of questions, providing job information, tracking data and general correspondence • A $5000• B $10000• C $15000• D $20000


COSTS 3Selection process-interviews, assessment, testing• A $2500• B $5000• C $7500• D $10000


COSTS 4Relocation costs• A $15000• B $20000• C $25000• D $30000


COSTS 5Travel costs for interview• A $70000• B $80000• C $90000• D $100000


COSTS 6New hire training and orientation costs• A $50000• B $75000• C $100000• D $125000


COSTS 7Time spent conducting exit interviews• A $500• B $1000• C $1500• D $2500


COSTS 7Severance pay • A $50000• B $100000• C $150000• D $200000


COSTS 8Lost productivity resulting from vacant positions• A $146200• B $246200• C $346200• D $446200

• TOTAL?

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

selecting the right applicant january 2014

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