Attracting top quality candidates and improving the employer brand October 2011 - copy
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Transcript of 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
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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
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Introduction
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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
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Ways to attract job seekers
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Ways to attract job seekers 1 of 2
Recruitment brand developmentEmployer websiteRecruitment micrositesNational mediaLocal mediaSpecialist mediaLifestyle magazinesRadio commercialsBillboardsCandidate referral and network schemesOnline resume databases
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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
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Attraction strategies
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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
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Attraction strategies 2 of 4
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
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Attraction strategies 3 of 4
Corporate employee orientation (welcoming culture)Design, develop, and implement a corporate employee orientation program for employees
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Attraction strategies 4 of 4
GraduatesTarget talent pool definitionDiagnostics and analysisBuilding the strategic plan
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Creating a value matrix
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Creating a value matrix
Who What they wantWhat you will offer
Employee value proposition
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Attraction drivers
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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
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Applicant perceptions
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Applicant perceptions 1 of 2Employer branding and the selection processPerception of ‘fit’Fairness and justice perceptions
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Applicant perceptions 2 of 2OPTIMIZING POSITIVE PERCEPTIONSThroughout the processSiftingAssessment CentresAssessorsAfter the process
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Technology and online recruitment
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Technology and online recruitment 1 of 7
KEY DRIVERS FOR ADOPTIONReducing recruitment costsBroadening the selection poolIncreasing efficiencies and speed of hire
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Technology and online recruitment 2 of 7
RECRUITMENT EVOLUTIONPre-online era1980s1990s2000s2010s
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Technology and online recruitment 3 of 7
JOB SEEKERSActivePassive
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Technology and online recruitment 4 of 7
TECHNOLOGY DEVELOPMENTSInternet-enabled HR systemsRecruitment email marketing campaignsCareers portalsShort Message Service (SMS) marketingSocial media and Web 2.0Virtual worlds
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Technology and online recruitment 5 of 7
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
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Technology and online recruitment 6 of 7
E-RECRUITMENT STRATEGIESBranded messagingInteractive featuresTransparent online application processSearch engine optimisationAnonymous sign-upInternal mobility supportDatabase hooks
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Technology and online recruitment 7 of 7
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
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Questions that may be asked
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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?
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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?
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Attraction in rural communities
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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
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Attraction in rural communities 2 of 2
Learning contractsThree general managers systemTailor-made training programLocal Government Resource handbookTrio plans
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Skilled immigrants
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Skilled immigrants 1 of 2
EFFECTIVE HIRING AND INTEGRATIONRecruitmentCredential recognitionMentoringInternshipsUpgrading skills and designationsLanguage trainingPartnershipsDiversity training
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Skilled immigrants 2 of 2
MAXIMIZING POTENTIALHuman/community interestReputationThe business case
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Employment value proposition
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Employment value proposition 1 of 3
BenefitsCommon pitfallsDefinition of attractivenessWhy measure commitment?Commitment attributesAttraction attributesCore Employment Value Proposition (EVP) attributes
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Employment value proposition 2 of 3
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
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Employment value proposition 3 of 3
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
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Job design
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Job design
BEST PRACTICEEstablish and support effective workplace teamsPractice cross-training and cross-utilizationDesign a safe, productive and healthy work environment
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Global talent
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Global talent
Troubling signsMarket share of international studentsChinaWhat happened-the historical perspectiveThe immigration systemPost 9/11Economic factorsRecommendations
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New labour cohorts
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New labour cohorts 1 of 2
MAJOR GROUPINGSAboriginals and other under-represented groupsImmigrantsOlder workersYoung people
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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
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The route forward
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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.
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Case study A
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Case study A
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Case study B
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Case study B
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Case study C
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Case study C
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Conclusion & Questions
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Conclusion
SummaryQuestions