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Attraction

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					 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

				
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posted:10/20/2011
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