Recruitment and Selection
Recruitment
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Where can I advertise positions and source out possible candidates? |
The Internet is the medium of choice for applicants to look for jobs and the two most popular websites for job postings are:
www.workopolis.ca
www.monster.ca
In Southwestern Ontario another well used website by applicants is www.knighthunter.com
Also London Free Press is advertising their jobs through www.jobboom.ca.
The most inexpensive way to post positions is on your own website. Job seekers used the London Economic Development Corporation (LEDC) business directory to identify companies and then search their websites for jobs. Ensure that your company is listed in the LEDC directory and that you have a well identified Careers section on your website.
There are several agencies that provide employers with oppurtunity to hire excellent skilled employees that are new Canadian. Two resources are:
Employment agencies are another avenue used when there isn't a recruiting specialist in-house or the demands of the business do not allow the time for recruiting. There are two types of employment agencies – contingency and non-contingency. With contingency firms a retainer fee is paid on placing the job order. With non-contingency firms, the company pays a fee when the job has been filled with a suitable candidate. Both types of firms offer guarantee periods after the person has been placed should the individual not work out. The following LEDC website lists London area recruitment firms identifying their specialties - Recruitment Firms
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What do I look for in a resume? |
Most resumes look so much the same that it is a daunting job to go through them and identify applicants to interview. The following is a check list for resume screening:
- Using the key criteria identified from the job description, underline the matches from the applicant's resume
- The resume should be visually appealing and free of spelling and grammar mistakes
- Review the most recent employers and look for results, accomplishments and contributions the applicant states she or he made to the organization
- Red flags to watch for:
- Employment gaps that are not explained
- Evidence of decreasing responsibility
- Short term employment at several jobs
- Multiple shifts in career
If you chose to interview the applicant because he/she has the required skill set ensure that you probe the red flag areas in an interview.
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What are the steps to conducting an effective interview? |
To assess and identify the best qualified candidate it is imperative to conduct a structured interview. Applicants are well prepared for interviews and ‘gut feel' decisions do not successfully identify applicants who qualify for the job and fit the organization. The steps in a structured interview are:
- Review the job description and identify key criteria i.e. education, experience, skills and aptitudes an applicant needs to have to do the job
- Prepare questions to gather information on those key criteria
- Ask each applicant interviewed the same questions and write their answers verbatim
- Prepare a ranking system that will be applied to all applicants. The key element related to legality is that all the applicants were rated the same way using the same system
- Take detailed notes on behaviours the applicant spoke about or demonstrated in the interview
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What are behavioural and situational based questions? |
A behavioural-based question often starts with – “Give me a specific example….” Describe a situation where….”, or “Tell me about a time when…”. The reason why behavioural questions have become so popular is that the most accurate predictor of future performance is past performance in similar situations. An example of a behavioural question is:
Give an example of how you took initiative in your last position. What prompted or motivated you to do so?
A situational question gives a hypothetical situation and asks the applicant what he or she would do. An example of a situational question is:
You have been hired as the supervisor of our purchasing dept. and it's your first day on the job. After carefully reviewing product and price information you make a decision to purchase parts from a particular supplier. Your immediate subordinate, an experienced buyer who is considerably more experienced than you, questions your judgment in front of other employees and seems quite convinced that you are making a mistake. The employees look to you for a response, some are smirking. What do you do?
The following website has examples of interviewing questions:
Selection
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Why should I respond to all candidates who applied and/or attended an interview? |
Finding skilled employees is the most critical issue for employers today. Those applicants you did not select to interview or hire could be potential applicants for the future. Sending a letter or email letting them know you have selected someone else sets you apart from other employers because most employers do not take the time to decline applicants. Maintaining a strong positive image in the community is imperative to draw good applicants.
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Why is an offer of employment letter needed? |
The letter of offer clarifies for both the employer and potential employee the conditions of employment and what will be required by the employer from the potential employee. Be careful in what you commit to in writing as the letter of offer could be seen as a contract should the employee later dispute what you offered. Key areas to cover in a letter of offer are: starting date, compensation, benefits, hours, probationary period, vacation time, performance expectations in the probationary period and any special offerings i.e. hiring bonus, relocation assistance, retention bonus, etc. The offer of employment is finalized when both the employer and potential employee sign the letter. A copy of the letter should be given to the new employee.
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How do I create a 'pool' of talent? |
One of the best ways to create a talent pool is to encourage employees to refer people they know that are looking for other positions. The theory is that your good employees will associate with similar people and therefore will recommend good caliber potentials.
Another opportunity is your website. Applicants are drawn to a Career section, which gives information on how the employer values their employees. Always include an email address where they can submit their resume. Conduct short information interviews with high potential applicants even though you do not have any positions open. When a vacancy comes available you will be able to go to those applicants first before advertising.
Legal Issues
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How do I keep up on all the laws and regulations and what are the most important aspects of the law my employees and I need to know? |
Laws and regulations virtually influence all aspects of recruitment and selection. It is essential that all employees who are involved in recruitment and selection functions are aware of the key legislative criteria to guide them through the recruitment and selection process. Doing so will mitigate financial risk, negative publicity and poor internal morale for the organization. The following are key legal resources:
- Canadian Human Rights Commission – Grounds for Discrimination
http://www.chrc-ccdp.ca/discrimination/grounds-en.asp - Canadian Human Rights Commission – Discrimination and Harassment
http://www.chrc-ccdp.ca/discrimination/harassment-en.asp - Ontario Human Rights Commission
http://www.ohrc.on.ca - Employment Standards Act – Frequently Asked Questions
http://www.labour.gov.on.ca/english/es/factsheets/fs_faq.html
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What information can I ask when I do reference checks? |
Many organizations are hesitant to give reference information for fear of legal reprisal. To protect you organization you should get signed permission from the applicant on who you can do referencing with. The questions asked should be directed to gathering information on the applicant's knowledge, skills, experiences, values and work habits to determine if the applicant is qualified for the position.
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What can I do to protect the organization when an applicant claims he or she did not get the job because we discriminated? |
The following documentation will be asked for to ensure that you have not discriminated in the hiring process:
- Job description that clearly states the education, experience, skills, and abilities or competencies required to perform the job
- Application form – to ensure no information identified as ‘prohibited grounds of discrimination' is stated
- Interview questions and scoring guide – the questions asked concentrate on identifying whether the applicants have the requirements stated in the job description
- Documentation – the interviewers notes from the interview, which contain no discriminatory comments
The onus is on the employer to prove that the applicant did not get the job because their experience, education and skills did not match the job description
