Half day open training event held in Hamilton, Canada.

1. Save money and time when
recruiting
by Toronto Training and HR
January 2012

2. 3-4 Introduction to Toronto Training and HR
5-6 Top jobs for 2012
Contents
7-8 Competing in a tight labour market
9-10 Types of recruitment advertising
11-12 Internal candidates
13-14 In-house or external
15-16 Graphology
17-18 Job analysis
19-20 Screening techniques
21-22 Job sculpting
23-25 Before interviewing…
26-27 Offer letters
28-29 Marketing old and new
30-31 Employee referrals
32-33 Impact of social media
34-35 Minimizing security risks when recruiting
36-37 Hiring temporary employees through an agency
38-39 Getting the most out of assessment
40-41 Designing an assessment centre
42-43 Hiring the right people
44-45 Recruiting leaders
46-47 References
48-49 Hire for attitude, induct for culture
50-51 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. Top jobs for 2012
Page 5

6. Top jobs for 2012
Mobile applications developer
Web designer
Network engineer
Data warehouse analyst
Web developer
Data security analyst
Search engine optimization (SEO) specialist
Page 6

7. Competing in a tight
labour market
Page 7

8. Competing in a tight labour
market
Recruitment initiatives
Retention initiatives
Development initiatives
Reorganizations
Page 8

9. Types of recruitment
advertising
Page 9

10. Types of recruitment advertising
Wide trawls v wide nets
Realistic v positive
Corporate image v emphasis on the job
Precise information v vague information
Plain speaking v elaborate
Page 10

11. Internal candidates
Page 11

12. Internal candidates
Sources of internal candidates
Finding internal candidates
Page 12

13. In-house or external
Page 13

14. In-house or external
KEY CONSIDERATIONS
Is there likely to be sufficient frequency/volume of
recruitment/selection to justify an in-house
function?
Can the organization afford the salaries of a skilled
team or the training costs to bring generalist
people up to speed?
Are there any sensitivities or information about the
organization which need to be closely guarded?
Page 14

15. Graphology
Page 15

16. Graphology
Gestalt graphology
Graphoanalysis
Page 16

17. Job analysis
Page 17

18. Job analysis
Definition
Six distinct classes of information (or four)
Observation, interview or questionnaire
Page 18

19. Screening techniques
Page 19

20. Screening techniques
Application forms/resumes
Telephone screening
Biodata
Page 20

21. Job sculpting
Page 21

22. Job sculpting
LIFE INTERESTS THAT MOTIVATE PEOPLE
The application of technology
Quantitative analysis
Theory development and conceptual thinking
Creative production
Counselling and mentoring
Managing people and relationships
Enterprise control
Influence through language and ideas
Page 22

23. Before interviewing…
Page 23

24. Before interviewing…1 of 2
Prior to interviewing any candidates, assess the
requirements of the position-this helps ensure that
the only questions asked are those to
determine if the candidate can perform the duties
and obligations of the job
Prepare a list of questions that can be asked of all
candidates
Page 24

25. Before interviewing…2 of 2
Prior to interviewing candidates, train the
interviewers and/or recruiters on the specifics of
the position to avoid any misrepresentations-the
interviewers and/or recruiters should be
instructed not to make any statements that are
known to be inaccurate or misleading, and should
also have a clear understanding of applicable
human rights laws so they know the types
of discussions to avoid
Page 25

26. Offer letters
Page 26

27. Offer letters
WHAT SHOULD ALWAYS BE INCLUDED:
Job title
Start date
Commencing salary
Pay date (weekly or monthly)
Hours of work
Any probationary or fixed-term arrangements
Page 27

28. Marketing old and new
Page 28

29. Marketing old and new
Careers website
Classified print advertising
Job boards
Social media
Page 29

30. Employee referrals
Page 30

31. Employee referrals
INCREASING THE NUMBER:
Publicize success
Provide rewards
Use bonuses
Make it fun
Make it easy
Build momentum
Page 31

32. Impact of social media
Page 32

33. Impact of social media
Speed of finding qualified leads
Increased control over the recruitment process
Create a pool of talent to be tapped into later
More control over the employer brand
Improved validation in the decision-making
structure
Page 33

34. Minimizing security risks
when recruiting
Page 34

35. Minimizing security risks when
recruiting
LOOK FOR THE FOLLOWING TRAITS
Individuals who work well with others
Individuals who display warmth and compassion
towards others
People who respond well to criticism without
becoming defensive
Someone characterized as good-natured
Someone who can clearly and appropriately
express anger and frustration
Page 35

36. Hiring temporary
employees through an
agency
Page 36

37. Hiring temporary employees
through an agency
Look locally
Don’t compromise on quality
Try to look beyond someone’s resume
Build relationships
Ensure you are legally compliant
Keep track of what you spend
Page 37

38. Getting the most out of
assessment
Page 38

39. Getting the most out of
assessment
Go customized
Go online
Go psychometric
Get engaged
Page 39

40. Designing an assessment
centre
Page 40

41. Designing an assessment centre
Identify the key criteria upon which the
assessment will be based
Choose techniques to incorporate in the
assessment centre, identifying the most suitable
technique for each competency
Development of the techniques which may involve
‘buying in’ or developing ‘in house’
Selection and training of assessors
Page 41

42. Hiring the right people
Page 42

43. Hiring the right people
Employ the best you can-they can only help you
and your company get better.
Trust your team-you can’t do everything yourself,
however much you would like to
Go with your gut - it's right more often than not
Make clear from the outset what the expectations
of the role are and what the style of the company
is that they are joining – not everyone likes a
madhouse
Page 43

44. Recruiting leaders
Page 44

45. Recruiting leaders
Numeracy and literacy
Oral communication skills
Open to change
Lifelong learners
Enthusiastic
Flexibility
Page 45

46. References
Page 46

47. References
A telephone reference is better than a
written reference
„ Do not ask questions about an applicant’s
personal life
„ Ask open ended questions
Ask questions that give you information about how
the applicant interacts with other people
Page 47

48. Hire for attitude, induct
for culture
Page 48

49. Hire for attitude, induct for
culture
Align essential elements of the culture, the
demands of the job vacancy and the long-term
needs of the organization
Understand the type of person who fits into the
culture
Make your advertising clear
Find out all you can at interview
Give the team a say
Page 49

50. Conclusion and questions
Page 50

51. Conclusion and questions
Summary
Videos
Questions
Page 51