One day open training event held in Toronto, Canada.

1. Get more bang for your buck when
hiring in Toronto
by Toronto Training and HR
January 2012

2. 3-4 Introduction to Toronto Training and HR
5-6 Definition
Contents
7-9 Recruitment strategies
10-19 HR planning
20-27 Evaluation
28-30 Test quality and choice
31-37 Psychological testing
38-40 Job design
41-45 Job descriptions
46-49 Recruitment in the mining industry
50-51 Jobs in demand
52-56 Questions to ask recruiters
57-61 Innovative recruitment ideas
62-64 Different recruitment methods
65-68 Stages involved in offering a job
69-73 Person specifications
74-76 Conditions for successful use of biodata
77-79 Background checks
80-82 Steps to avoid unlawful discrimination
83-86 Measuring „fit‟
87-89 Avoiding bad press when hiring interims
90-93 Getting value from interims
94-96 A typical hiring policy
97-98 Case study
99-100 Conclusion and questions

3. Introduction
Page 3

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 4

5. Definition
Page 5

6. Definition
What is recruitment?
How does it differ from selection?
Page 6

7. Recruitment strategies
Page 7

8. Recruitment strategies 1 of 2
Broad skill scope
Targeted scope
Page 8

9. Recruitment strategies 2 of 2
Broad skill Targeted skill
scope scope
External source of EXTERNAL EXTERNAL
applicants BROAD or TARGETED or
BARGAIN FREE AGENT
LABOURER
Internal source of INTERNAL BROAD INTERNAL
applicants or LOYAL TARGETED or
SOLDIER COMMITTED
EXPERT
Page 9

10. HR planning
Page 10

11. HR planning 1 of 9
STAGES IN AN HR PLANNING CYCLE
Forecasting future demand for human resources
Forecasting future internal supply of human
resources
Forecasting future external supply of human
resources
Formulating responses to the forecasts
Page 11

12. HR planning 2 of 9
WHY HR PLANNING IS LESS POPULAR IN 2012
THAN IN PREVIOUS YEARS
There is hostility to the use of statistics in place of
managerial judgement
It is believed that HR planning is not essential to
organizational effectiveness so funding therefore
tends to be funnelled elsewhere
There is a fear of mathematical methods generally
Page 12

13. HR planning 3 of 9
WHY HR PLANNING IS LESS POPULAR IN 2012
THAN IN PREVIOUS YEARS
There is ignorance of the existence of HR planning
techniques and their potential advantages for
organisations
There may be inadequate historical data available
to make informed calculations
Page 13

14. HR planning 4 of 9
OBJECTIVES OF HR PLANNING
Recruitment
Layoffs
Learning & development
Staffing costs
Trade union negotiations
Accommodation
Page 14

15. HR planning 5 of 9
EVALUATING HR PLANNING
The extent to which the outputs of HR planning
programs continue to meet changing
circumstances
The extent to which the programmes achieve their
cost and productivity objectives
The extent to which strategies and programs are
replanned to meet changing circumstances
Page 15

16. HR planning 6 of 9
ANALYSIS
Trend analysis
Ratio analysis
A scatter plot
Page 16

17. HR planning 7 of 9
DRAWBACKS TO TRADITIONAL FORECASTING
TECHNIQUES
They focus on projections and historical
relationships
They do not consider the impact of strategic
initiatives on future staffing levels
They support compensation plans that reward
managers for managing ever-larger teams of
people
Page 17

18. HR planning 8 of 9
DRAWBACKS TO TRADITIONAL FORECASTING
TECHNIQUES
They “bake in” the idea that increases in the size
of the workforce are inevitable
They validate and institutionalize present planning
processes and the usual ways of doing things
Page 18

19. HR planning 9 of 9
STEPS TO TAKE
Assess current employee levels
Predict future needs
Predict employee movement
Plan external hiring needs
Page 19

20. Evaluation
Page 20

21. Evaluation 1 of 7
MEASURES
Legal cases avoided
Improved selection decisions
Better targeted recruitment campaigns
Reduced absence levels
Improved work performance
Fewer early leavers
More effective layoffs procedures
Page 21

22. Evaluation 2 of 7
QUESTIONS TO ASK
Are we recruiting as effectively as possible?
Are we recruiting as efficiently as possible?
Are we recruiting as fairly as possible?
Page 22

23. Evaluation 3 of 7
QUESTIONS TO ASK
Do our recruitment practices yield enough suitable
candidates to enable us to select sufficient
numbers of high-calibre employees?
Could a sufficient pool of suitable candidates be
attracted using less expensive methods?
Are the recruitment methods used fulfilling the
legal and compliance methods both in Ontario and
federally?
Page 23

24. Evaluation 4 of 7
QUANTIATIVE CRITERIA
Resignation rates
Absence rates
Accident rates
Time per hire
Candidate acceptance rates
Candidate no-show rates
Proportion of hires from under-represented
minorities
Page 24

25. Evaluation 5 of 7
QUANTIATIVE CRITERIA
Percentage of employees who have been formally
appraised in the last year
Number of legal cases
Overtime worked in the last year
Number of disciplinary and grievance hearings
fought
Page 25

26. Evaluation 6 of 7
FINANCIAL PERFORMANCE
Profit generated per employee in the past year
Sales per employee in the past year
Cost per hire
Labour costs as a % of total costs
Absence costs as a % of labour costs
Voluntary turnover costs as a % of labour costs
HR department costs as a % of total costs
Page 26

27. Evaluation 7 of 7
SURVEYS OR QUESTIONNAIRES
% of employees who are satisfied with their work
% of employees who are satisfied with their
supervision or management
% of employees who consider their employer acts
ethically or equitably
% of employees who are clear about the
organizational objectives
% of employees who are clear about personal
objectives
Page 27

28. Test quality and choice
Page 28

29. Test quality and choice 1 of 2
VALIDITY
Face validity
Content validity
Construct validity
Criterion related validity
Page 29

30. Test quality and choice 2 of 2
RELIABILITY
Test-retest reliability
Internal consistency
Parallel forms reliability
Page 30

31. Psychological testing
Page 31

32. Psychological testing 1 of 6
ABILITY TESTS
Achievement tests
Aptitude tests
Intelligence tests
Page 32

33. Psychological testing 2 of 6
PERSONALITY FACTORS
Cool-warm
Concrete thinking-emotionally stable
Affected by feelings-emotionally stable
Submissive-dominant
Sober-enthusiastic
Expedient-conscientious
Shy-bold
Tough minded-tender minded
Page 33

34. Psychological testing 3 of 6
PERSONALITY FACTORS
Trusting-suspicious
Forthright-shrewd
Self assured-apprehensive
Conservative-experimenting
Practical-imaginative
Group oriented-self sufficient
Undisciplined and self conflict-following self image
Relaxed-tense
Page 34

35. Psychological testing 4 of 6
PERSONALITY TRAITS
Dominance
Capacity for status
Sociability
Social presence
Self-acceptance
Sense of wellbeing
Responsibility
Socialization
Self control
Page 35

36. Psychological testing 5 of 6
PERSONALITY TRAITS
Tolerance
Good impression
Communality
Achievement via conformance
Achievement via independence
Intellectual efficiency
Psychological mindedness
Flexibility
Femininity
Page 36

37. Psychological testing 6 of 6
PERSONALITY TRAITS
Empathy
Independence
Managerial potential
Work orientation
Page 37

38. Job design
Page 38

39. Job design 1 of 2
CORE FEATURES OF WORK CONTENT
Scope
Discretion
Variability
Demands
Feedback
Interdependence
Page 39

40. Job design 2 of 2
CORE JOB CHARACTERISTICS
Skill variety
Task identity
Task significance
Autonomy
Job feedback
Page 40

41. Job descriptions
Page 41

42. Job descriptions 1 of 4
USES
Tool in recruitment
Tool in selection
Basis of employment contracts
Part of a defence used by an employer in dismissal
cases
Means by which the employer communicates
expectations, priorities and values to a new
employee
Page 42

43. Job descriptions 2 of 4
QUESTIONS TO ASK
What type(s) of work am I expecting the employee
to provide?
„ Does the employer need to have any specific
knowledge, abilities, skills and/or personal
characteristics in order to do the work?
Are there any education and experience
requirements to perform the work?
Page 43

44. Job descriptions 3 of 4
QUESTIONS TO ASK
Are there any other special requirements such as a
driver‟s license, First Aid certificate, Criminal
Record Check, etc. that would be beneficial?
What are the duties and responsibilities of the
position?
What are you expecting the employee to
accomplish?
Page 44

45. Job descriptions 4 of 4
QUESTIONS TO ASK
„ What are the hours of work (full time, part
time)?
Are there any special conditions associated with
the work, such as significant physical demands,
hazards and stresses?
„ Does the location where the work is to be
performed present any special challenges?
Page 45

46. Recruitment in the mining
industry
Page 46

47. Recruitment in the mining
industry 1 of 3
Hiring requirements
Contractionary
Baseline
Expansionary
Occupational categories
5300 2013
8400 2016
15100 2021
Page 47

48. Recruitment in the mining
industry 2 of 3
Trades and undesignated occupations
Professional and physical science occupations
Human resources and financial occupations
Support workers
Technical occupations
Supervisors, coordinators and foremen
Other
TALENT GAPS
Page 48

49. Recruitment in the mining
industry 3 of 3
SOLUTIONS
Attraction-the competition for talent
Growing the talent pool-immigration, education
and training
Retaining and re-engaging the aging workforce
Page 49

50. Jobs in demand
Page 50

51. Jobs in demand
Accounting and finance
Advertising and marketing
Legal
Technology
Page 51

52. Questions to ask recruiters
Page 52

53. Questions to ask recruiters
1 of 4
Will the consultant undertake to prepare a detailed
specification to form the basis of the selection
assignment and which will be agreed with the
client?
Are guarantees provided on timescales, with
penalties if appropriate?
Page 53

54. Questions to ask recruiters
2 of 4
Will all elements of decision-making, including
screening applications and interviewing be
undertaken by the recruiter rather than delegated
to more junior colleagues?
Will all candidates be treated courteously,
particularly paying regard to the acknowledgement
of applications, advice on progress, and promptly
notified of decisions?
Page 54

55. Questions to ask recruiters
3 of 4
Will all ethical and legal requirements be fulfilled
and the client indemnified for all liability incurred?
Will proper methods be used to make the
selection, including the use of structured
interviews, tests and other techniques?
Will they undertake not to „poach‟ appointed
people at a later stage, or in any other way breach
the confidence or the trust of the client?
Page 55

56. Questions to ask recruiters
4 of 4
Will they undertake all appropriate checks such as
references and verifying certificates/qualifications
claimed?
Page 56

57. Innovative recruitment
ideas
Page 57

58. Innovative recruitment ideas
1 of 4
Window painting of Help-Wanted message
Open House - invite potential applicants to tour
your site and consider applying for a job
with your organization
Magnetic hiring signs on company vehicles.
Flyer distributed with local free weekly newspaper.
Flyer placed on car windshields.
Retention bonus is paid to new employees once
they have stayed on for a fixed period of time
Page 58

59. Innovative recruitment ideas
2 of 4
Subsidized housing or provided housing near your
site
Reaching out to Aboriginal people, as within ten
years one out of every five new entrants into the
labour market will be Aboriginal
Professional association meetings and newsletters
are a great place to find specialized talent
Women re-entering the workforce - contact local
YWCA to post your job ad
Page 59

60. Innovative recruitment ideas
3 of 4
Military personnel often retire with a pension after
20 years of service and are looking for a career
change
Spending spare time as a volunteer will allow you
to meet potentially ideal employees of the future
Community church leaders are well connected and
respected, and could provide some referrals on
great people to consider
Page 60

61. Innovative recruitment ideas
4 of 4
Persons with disabilities often offer an established
track record of being reliable, productive and
innovative workers
Ex-offenders that are committed to changing their
ways, if given a second chance, will be grateful,
loyal and hard-working employees
Flexible job hours can make jobs more attractive
Tapping into the recent immigrant marketplace by
contacting ethnic associations and newspapers
Page 61

62. Different recruitment
methods
Page 62

63. Different recruitment methods
1 of 2
ADVANTAGES AND DISADVANTAGES:
Existing employees
Previous employees
Referral scheme
Advertisements (not online)
Online recruitment
Job fairs
Radio or TV
Agencies and recruiters
Page 63

64. Different recruitment methods
2 of 2
ADVANTAGES AND DISADVANTAGES:
Educational institutions
Individuals based in other countries
Walk-ins
Page 64

65. Stages involved in offering
a job
Page 65

66. Stages involved in offering a job
1 of 3
A message offering the job to the person
„ A short description of the key responsibilities,
ideally including a copy of the job description as
an attachment
„
Page 66

67. Stages involved in offering a job
2 of 3
When would you like them to start?
How many hours will they work?
Are there specific times and dates?
„ What is the salary or hourly rate of pay?
Are there any “conditions of employment” (e.g.
Criminal Record Check, valid driver‟s license, First
Aid and Cardiopulmonary Resuscitation (CPR)
training)?
Page 67

68. Stages involved in offering a job
3 of 3
„ Who will they report to?
Who should they contact?
When should they let you know what they decide?
Page 68

69. Person specifications
Page 69

70. Person specifications 1 of 4
SEVEN POINT PLAN
Physical make-up
Attainments
General intelligence
Special aptitudes
Interests
Personality
Circumstances
Page 70

71. Person specifications 2 of 4
FIVE-FOLD GRADING SYSTEM
Impact on others
Acquired qualifications
Innate abilities
Motivation
Adjustment
Page 71

72. Person specifications 3 of 4
Personal qualities and attributes which are
inherent in the person‟s character, not easily
changed, and pertinent to good performance
Experience, whether of a particular industry or
type of work, or dealing with certain types of
customers
Record of achievement or evidence that the
potential has been applied and realized, such as
projects completed or sales achieved
Page 72

73. Person specifications 4 of 4
Skills or qualifications needed to perform the role
Organization-match, which may cover the fit with
the style and culture of the organization if it is
significant but more usually aspects such as shift
work or travelling requirements
Needs and expectations of the candidate
Page 73

74. Conditions for successful
use of biodata
Page 74

75. Conditions for successful use of
biodata 1 of 2
The criteria for job success or acceptability must
be defined clearly
The target jobs should be relatively homogenous
The likely candidates for the job should be of
broadly similar age and background
Researchers should have access to large
development and cross validation samples
Page 75

76. Conditions for successful use of
biodata 2 of 2
If part of an application blank (form) biodata must
be in a format acceptable to candidates
People must be aware of what constitutes success
in using biodata
Page 76

77. Background checks
Page 77

78. Background checks 1 of 2
AREAS TO CONSIDER:
Human Rights legislation
Privacy legislation
Security legislation
Specific workplace/sector legislation
External jurisdictions‟ demands
Collective Agreement and arbitral jurisprudence
limitations
Common law “right” (or expectation) of privacy
Page 78

79. Background checks 2 of 2
AUDIT AND VERIFICATION:
Education verification
Credit checks
Driving history
Criminal record checks
Page 79

80. Steps to avoid unlawful
discrimination
Page 80

81. Steps to avoid unlawful
discrimination 1 of 2
Set objective requirements
Encourage fair and open competition
Use suitable application procedures
Ensure any tests are proper
Use balanced and objective interviews
Use only suitable exercises
Make objective decisions
Page 81

82. Steps to avoid unlawful
discrimination 2 of 2
Make consistent offers
Carry out effective induction
Carry out ongoing monitoring
Page 82

83. Measuring ‘fit’
Page 83

84. Measuring „fit‟ 1 of 3
Low fit between Medium fit High fit between
personality of between personality of
candidate and personality of candidate and
culture of the candidate and culture of the
organization culture of the organization
organization
High fit between
candidate capability
and technical
requirements of the
job
Medium fit between
candidate capability
and technical
requirements of the
job
Low fit between
candidate capability
and technical
requirements of the Page 84
job

85. Measuring „fit‟ 2 of 3
Over-hiring for performance
Hiring high performance fit individuals
Problematic hires and the potential consequences
Page 85

86. Measuring „fit‟ 3 of 3
KEY ACCOUNTABILITIES OF HIRING MANAGERS
Hire people who can perform well and contribute
to the organization‟s culture
Act on and minimize the impact of problematic
hires, should they occur
Page 86

87. Avoiding bad press when
hiring interims
Page 87

88. Avoiding bad press when hiring
interims 1 of 2
Fully brief the PR team on benefits, cost savings
and the interim‟s track record
Put day rates into context against savings on a
permanent appointment-although a day rate may
seem expensive interims do not qualify for
maternity or sick pay
Don‟t forget the permanent employees who will
work with the interim-explain to them what the
interim will do and why
Page 88

89. Avoiding bad press when hiring
interims 2 of 2
Keep the process open and transparent to avoid
the possibility of an “information vacuum” that
could be filled with rumour and speculation
Page 89

90. Getting value from
interims
Page 90

91. Getting value from interims 1 of 3
Choose the right recruitment partner
Ensure the assignment is properly outlined
Introduce performance incentives for the interim
Ensure a performance management structure is in
place for the interim
Give feedback and revisit the interim‟s progress
Page 91

92. Getting value from interims 2 of 3
KEY POINTS
Select “process-heavy” suppliers who perform
rigorous due diligence, and who help you to set
and agree your terms of reference and desired
outcomes for the assignment
Ensure your partners assess stakeholder
management competencies and culture fit as well
as skills and experience
Page 92

93. Getting value from interims 3 of 3
KEY POINTS
Look for innovation in pricing models to maximize
your return on investment
Ensure you have an assignment performance
management structure-your provider should be
able to provide this platform
Page 93

94. A typical hiring policy
Page 94

95. A typical hiring policy 1 of 2
COMMON HEADINGS:
Policy intent
Personnel requests
Job postings
Application process
Interviews
Internal transfers
Page 95

96. A typical hiring policy 2 of 2
COMMON HEADINGS:
References and background checks
Offer of employment
Potential hiring conflicts
Page 96

97. Case study
Page 97

98. Case study
Page 98

99. Conclusion and questions
Page 99

100. Conclusion and questions
Summary
Videos
Questions
Page 100