Attracting top-quality candidates
and improving the employer brand
by Toronto Training and HR
October 2011
3-4 Introduction to Toronto Training and
HR
Contents 5-7
8-12
Ways to attract job seekers
Attraction strategies
13-14 Creating a value matrix
15-16 Attraction drivers
17-19 Applicant perceptions
20-27 Technology and online recruitment
28-30 Questions that may be asked
31-33 Attraction in rural communities
34-36 Skilled immigrants
37-40 Employment value proposition
41-42 Job design
43-44 Global talent
45-47 New labour cohorts
48-49 The route forward
50-55 Case studies
56-57 Conclusion and questions
Page 2
Introduction
Page 3
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
Page 4
Ways to attract job
seekers
Page 5
Ways to attract job seekers
1 of 2
Recruitment brand development
Employer website
Recruitment microsites
National media
Local media
Specialist media
Lifestyle magazines
Radio commercials
Billboards
Candidate referral and network schemes
Online resume databases
Page 6
Ways to attract job seekers
2 of 2
Regional job boards
National job boards
Generic job boards
Specialist/niche job boards
Lifestyle websites
Websites of professional bodies and institutions
Pay per click campaigns
Generalist recruiters
Specialist recruiters and head hunters
Internal market optimisation
Good Leaver schemes
Page 7
Attraction strategies
Page 8
Attraction strategies 1 of 4
Communications and promotions (increasing
awareness)
Design, develop and implement promotional
materials, like executive recruitment brochure and
career ads
Design, develop and implement a corporate
careers website to provide information about
career opportunities, culture, etc. for our
employees and the public
Page 9
Attraction strategies 2 of 4
Communications and promotions (increasing
awareness)
Design and develop presentation “deck "for use at
career fairs and community outreach presentations
Partner with diversity unit to conduct community
outreach to diverse and immigrant community
organizations
Page 10
Attraction strategies 3 of 4
Corporate employee orientation (welcoming
culture)
Design, develop, and implement a corporate
employee orientation program for employees
Page 11
Attraction strategies 4 of 4
Graduates
Target talent pool definition
Diagnostics and analysis
Building the strategic plan
Page 12
Creating a value matrix
Page 13
Creating a value matrix
Who
What they want
What you will offer
Employee value proposition
Page 14
Attraction drivers
Page 15
Attraction drivers
Competitive pay
Work/life balance (healthy workplace)
Career advancement (career planning)
Competitive benefits
Challenging work
Performance-based pay
Learning and development
Competitive retirement benefits
Caliber of co-workers
Organization’s reputation as a good employer
Page 16
Applicant perceptions
Page 17
Applicant perceptions 1 of 2
Employer branding and the selection process
Perception of ‘fit’
Fairness and justice perceptions
Page 18
Applicant perceptions 2 of 2
OPTIMIZING POSITIVE PERCEPTIONS
Throughout the process
Sifting
Assessment Centres
Assessors
After the process
Page 19
Technology and online
recruitment
Page 20
Technology and online
recruitment 1 of 7
KEY DRIVERS FOR ADOPTION
Reducing recruitment costs
Broadening the selection pool
Increasing efficiencies and speed of hire
Page 21
Technology and online
recruitment 2 of 7
RECRUITMENT EVOLUTION
Pre-online era
1980s
1990s
2000s
2010s
Page 22
Technology and online
recruitment 3 of 7
JOB SEEKERS
Active
Passive
Page 23
Technology and online
recruitment 4 of 7
TECHNOLOGY DEVELOPMENTS
Internet-enabled HR systems
Recruitment email marketing campaigns
Careers portals
Short Message Service (SMS) marketing
Social media and Web 2.0
Virtual worlds
Page 24
Technology and online
recruitment 5 of 7
E-RECRUITMENT SYSTEM FUNCTIONALITY
Create, publish and send offers, emails or any other
correspondence via the web
Allow data capture to be initiated by candidates
Maintain/query a complete history of candidate applications
Schedule reports daily
Track candidates at every stage
Transfer successful applicants to employee status with
minimal data entry
Screen applicants automatically by pre-selecting the skills
required
Page 25
Technology and online
recruitment 6 of 7
E-RECRUITMENT STRATEGIES
Branded messaging
Interactive features
Transparent online application process
Search engine optimisation
Anonymous sign-up
Internal mobility support
Database hooks
Page 26
Technology and online
recruitment 7 of 7
WINNING THE WAR ON TALENT
Attract high-caliber applicants
Encourage suitable applicants to take a role within the
organization
Reduce the overall cost of recruiting
Reduce the time it takes to appoint applicants
Identify and develop high performers for key positions
Retain top-performing employees
Maintain a talent pool of individuals who have expressed
an interest in working at the organization
Page 27
Questions that may be
asked
Page 28
Questions that may be asked
1 of 2
Are 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?
Page 29
Questions that may be asked
2 of 2
Are 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?
Page 30
Attraction in rural
communities
Page 31
Attraction in rural communities
1 of 2
Municipal Internship Program (MIP)
Succession planning and the acting CAO program
Next Generation project
Small Community Economic Development Capacity
Building program
Rural Action Plan
Community Government Human Resource
Development system
Page 32
Attraction in rural communities
2 of 2
Learning contracts
Three general managers system
Tailor-made training program
Local Government Resource handbook
Trio plans
Page 33
Skilled immigrants
Page 34
Skilled immigrants 1 of 2
EFFECTIVE HIRING AND INTEGRATION
Recruitment
Credential recognition
Mentoring
Internships
Upgrading skills and designations
Language training
Partnerships
Diversity training
Page 35
Skilled immigrants 2 of 2
MAXIMIZING POTENTIAL
Human/community interest
Reputation
The business case
Page 36
Employment value
proposition
Page 37
Employment value proposition
1 of 3
Benefits
Common pitfalls
Definition of attractiveness
Why measure commitment?
Commitment attributes
Attraction attributes
Core Employment Value Proposition (EVP)
attributes
Page 38
Employment value proposition
2 of 3
STEPS TO TAKE
1.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
Page 39
Employment value proposition
3 of 3
STEPS TO TAKE
5.Identify the EVP attributes that best support
your organization’s strategic objectives and culture
6.Identify the EVP attributes where associated HR
investments are lowest
7.Focus on the most competitive and strategically
relevant EVP attributes
Page 40
Job design
Page 41
Job design
BEST PRACTICE
Establish and support effective workplace teams
Practice cross-training and cross-utilization
Design a safe, productive and healthy work
environment
Page 42
Global talent
Page 43
Global talent
Troubling signs
Market share of international students
China
What happened-the historical perspective
The immigration system
Post 9/11
Economic factors
Recommendations
Page 44
New labour cohorts
Page 45
New labour cohorts 1 of 2
MAJOR GROUPINGS
Aboriginals and other under-represented groups
Immigrants
Older workers
Young people
Page 46
New labour cohorts 2 of 2
EMPLOYMENT CHOICES AND CORRESPONDING
MOTIVATION
Full time employment (financially-driven)
Full time employment (socially driven)
Part-time employment
Seasonal employment
Project-based opportunities
Mentoring opportunities
Page 47
The route forward
Page 48
The route forward
Analyze your organization’s roles and requirements
Research and cost up the range of candidate attraction
methods out there
Match these to your roles, select your mix of recruitment
solutions, and set your candidate attraction strategy
Communicate the new approach to your hiring managers
Select and engage suppliers and partners as required
Set up a formal recruitment planning process for all
vacancies
Trial your new approach
Track, record and analyse response from each source, and
alter your strategy where necessary.
Page 49
Case study A
Page 50
Case study A
Page 51
Case study B
Page 52
Case study B
Page 53
Case study C
Page 54
Case study C
Page 55
Conclusion & Questions
Page 56
Conclusion
Summary
Questions
Page 57