Strategies for Interviewing, Hiring, and Retention

MARC H 24 , 2014 8 :45AM – 10 :15AM & 10 :30AM – 12 :00PM

2014 KAIN AIWA C HILDR EN ’S S ERVIC ES C O RPO RATIO N C O N FEREN C E

LIS A PEC KHAM

Strategies for Interviewing, Hiring, and Retention

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Disclaimer

The information presented to you today is considered to be general best practices for

organizations across Canada. The information is not intended to provide legal

counsel or legal advice.

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Learning Objectives

Financial impact of effective hiring and retention

How to source qualified candidates

Effective screening processes

Contracts and Obligations Understanding employer rights and responsibilities Understanding employee rights and responsibilities

Incentives designed to retain the best people

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Is this your current hiring strategy?

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Financial impact of effective hiring and retention

Position Cost to Hire

Executive $43 000

Management/Professional $17 000

Technical $13 300

Clerical/Support $3 300

Position Time to Hire

Executive 15 weeks

Management/Professional 9 weeks

Technical 7 weeks

Clerical Support 4 weeks

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What factors contribute to the cost of hiring?

Internal resources Preparing job posting Candidate screening Interviewing Paperwork

AdvertisingDrug screens, background checks, and other

pre-employment assessment testsTraining and workplace integration Costs to payroll and benefit plans

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Return on investment

One month Four months

Five months

Six months0%

10%20%30%40%50%60%70%80%90%

100%

Productivity

Productivity

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Minimizing recruitment costs

The single best way to minimize recruitment costs is to maximize the impact of each dollar

spent by following a thorough and reliable recruitment process. Every time.

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How to source qualified candidates

Identify the positions that need to be filled

Review and update job descriptions to accurately reflect the details of the position

Create an ideal candidate on paper

Begin your search process

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Identify positions that need to be filled

Which critical tasks are not being completed?

Are there tasks that could be taken from a few different positions and compiled into a new job?

Identify current and future needs and ensure position will meet both those needs

Consider outsourcing

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Critical Tasks

Identify the critical tasks that need to be done on a regular basis Interview managers and staff

Review organizational goals and mandate

Collect data on impact of critical tasks

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Existing resources

Determine if critical tasks can be reassigned to existing staff members

When reassigning tasks, remember to consider Additional training or education to ensure staff

member is successful Amending staff member’s job description to include

new responsibilities Ensuring compensation accurately reflects the

employee’s amended job description

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Current and future needs

Ensure that your hiring strategy takes current AND future needs into account Strategic planning

What are our strategic goals for the next year? 3 years? 5 years? How will we achieve these goals?

Operational planning What do we need in place to help management and staff

achieve their daily goals? Succession planning

What will the organization do to minimize the impact if an employee resigns, becomes ill, or is terminated?

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Outsourcing

Most organizations can meet some of their operational needs through outsourcing in key areas Technology services outsourcing Business process outsourcing Knowledge process outsourcing

www.toondoo.com

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Job descriptions

Job summaryOrganizational statusWork performedConsequences of errorSupervision providedSupervision givenEducation and work experience requiredSkills

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The ideal candidate

KnowledgeSkillsAptitudesInterestsKey behavioursExperience

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Search process

Write the job advertisementLook internallyLook externally

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Writing the job advertisement

Be dynamicTarget your ideal candidateUse bullet lists Keep your paragraphs succinct Make it easy to readInclude info on attractive aspects of your

organization

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Internal candidates

Current employees

Manager recommendations

Training and education

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External candidates

Online job search engines

Online job boardsCareer fairsEmployee referralsProfessional

associationsSocial mediaVolunteer

organizations

HeadhuntersResumes on fileNetworking eventsPost secondary

education institutionsFormer employeesOrganization websitePrint mediaWalk in applications

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Effective screening

Resume review

Telephone interview

Interview Additional employment screening tools

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Resume review

Objective

Previous job titles

Tenure

Work experience

Education

Professionalism

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Telephone interview

Tell me about yourself.Why have you applied for this position?What specific qualifications do you have that

make you a good candidate for this job?What are your salary expectations?What do you look for in an employer?If you were selected for an interview, when

could you be available?If offered the job, when are you available to

start?

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The goal of the interview

To ask questions about how the candidate has performed in comparable situations to those required by the job in order to identify the

ideal candidate and accurately predict future performance.

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How you help the interview process

It is your job as the interviewer to establish a rapport with each candidate and create a

relaxed environment that will support open and candid exchange of information.

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Interviews

Credential questionsTechnical questionsExperience questionsOpinion questions Value questionsSituational questionsBehaviour description questionsAdditional testing

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Credential questions

Provide information about a person’s background, education, employment history, and past achievements

May give you an idea about what the person knows but can not tell you if the person will USE their skills the way you want

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Technical questions

Relate to the specific technical information that is required in the job

Could be on a written or practical test if a specific level of skill is needed

Provide evidence that a person MAY have the knowledge that is required but can not predict whether a person will choose to use their skills and knowledge on the job

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Experience questions

These questions ask about what their experience has been doing specific tasks required on the job

Do not give you information about the quality of the work that the candidate did and are not predictive of future performance

May tell you how the job requirements of past jobs are similar or different from what you are hiring to

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Opinion questions

Ask for the candidate to give opinion on a particular topic

People who are very good at thinking quickly and communicating tend do well with these questions

Some risk that candidates will simply say what they think you want to hear

Can be followed up on to find out how a person actually performed What does excellent patient care mean to you? Tell me

about a time that you gave that kind of service.

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Value questions

These questions let you find out what is important to the employee

Excellent tool to help determine if the candidate will be a good fit in the current organizational culture

As with opinion questions, some candidates may answer and say what they think you want to hear

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Situational questions

Provide evidence about whether a person knows how to handle a given situation effectively

Provide a good opportunity to compare candidates with limited experience and so can be very useful in hiring entry level positions

Do not provide information about whether the person actually applies what they know is effective

Are more effective if followed by a personal

example

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Behaviour description questions

Provide information about what candidates have done previously in specific situations

Enable you to identify what a candidate will do by considering what they have done

Provide information about how the candidate handled situations and events in the past that are similar to requirements of the new job

Provide the candidate with a better understanding of the job

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Keep it legal!

Avoid questions about Nationality or race Age Marital or family status Affiliations Medical conditions or disabilities Arrest record Sex Religion

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Purpose of the interview

Remember!The purpose of an interview is to share enough

information that both parties can make an educated decision.

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Getting even MORE information

Ask for more details of a particular situation

Ask for more detail about the specific action that the candidate took

Ask for additional information about the results obtained by the candidate or the impact of the situation

Find out how recently the event happened

Ask how often the person takes similar action

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Giving information

Encourage candidates to ask you questions about the job and the organization

Candidates may ask questions about the challenges of the job, culture of the organization, management styles, and expectations

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Additional testing

Consider using testing when you are confident that the information obtained will help to predict future performance

Well designed tests can provide job related information on Specific technical knowledge and skills Intelligence General aptitude Abilities Interests

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Post interview selection tools

Reference checks

Criminal record checks

Physical testing to confirm ability to perform bona fide occupational requirements

Drug screening

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Reference check

Confirm previous work duties and responsibilities

Confirm employee’s impact on the organization

Ask about the employee’s attendance recordAsk how the employee responded to criticism

and suggestions for improvementConfirm the employee’s strongest qualitiesAsk if the person would re-hire the candidate

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Criminal reference check

May be required for positions of trust Employees that have access to large amounts of

money, secure systems, or private data

May be required for positions involving contact with children or other vulnerable persons

May be required for positions that involve international travel

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Physical testing

May be required for positions where an employee’s physical capabilities must meet a certain standard to ensure their ability to work safely and effectively Most commonly used in positions with identified bona

fide occupational requirements and safety requirements

Physical testing may include sight test, hearing test, lung function test, and a physical fitness test

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Drug testing

“Requiring an employee or applicant for employment to undergo a drug test as a condition of employment may be

considered a discriminatory practice on the ground of disability or perceived disability. Requiring an employee in, or an applicant for, a safety sensitive position to undergo alcohol testing as a condition of employment may be acceptable, given that alcohol testing can measure impairment at the time of the

test, but only if the employer accommodates the needs of those who test positive and who are determine to be

dependent on alcohol. . . The Act prohibits discrimination based on the actual or perceived possibility that an individual

may develop a drug or alcohol dependency in the future.”Canadian Human Rights Commission’s Policy on Alcohol and

Drug Testing

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Contracts and obligations

Understanding the employer’s rights and responsibilities

Understanding the employee’s rights and responsibilities

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Employer’s rights and responsibilities

Provide a written offer letterObtain the new employee’s SIN no later than

3 days after they begin workingHave the employee complete Form TD1,

Personal Tax Credits ReturnCreate a Human Resources filePrepare and implement an orientation plan

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Offer letter

Confirm important details about the job Location, start date, job duties, hours of work, salary,

benefits, probationary periodInclude copies of relevant policies and

procedures that the employee is required to review

Have the employee sign and return a copy of the letter and a declaration of understanding of relevant policies and procedures

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Social Insurance Number

All employers are required to view a new employee’s social insurance card within 3 days of starting work

The employee’s name and SIN must be recorded exactly as it appears on the card

Confirm that any employee with a SIN starting with 9 is eligible to work

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Tax forms

Ensure that the new employee is provided with Form TD1, Personal Tax Credits Return

Ensure that the new employee is provided with any additional government forms that may be required to accurately calculate their taxable income

If you are unable to obtain the new employee’s SIN or TD1, you are still responsible for calculating and withholding appropriate payroll deductions

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Human Resources file

ApplicationResume and cover letterInterview notesTesting resultsReference check notesSigned offer letterJob descriptionEmergency contactsSocial Insurance

numberSigned TD1 form

Orientation checklistRelocation agreements

and supporting documentation

Benefit enrolment formsGarnishee or court

ordersSigned confirmation of

receiving and reviewing employee handbook

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Orientation plan

Orientation to the business Mission statement, organizational structure, goals and

objectivesCompany policies and proceduresLegislation

Safety and emergency policies and proceduresBenefits packageTour of the facility and work areaJob responsibilities and performance expectationsReporting relationshipsSigned checklist confirming orientation has been

completed

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Employee’s rights and responsibilities

Have the right to work in a respectful, inclusive environment free from discrimination and harassment

Must provide SIN, identification, and signed TD1 FormMust provide signed offer letter and signed

declaration of receiving and reviewing employee handbook and other required policies

Must complete the orientationMust carry out the duties of their position and comply

with workplace rules, regulations, and policiesMust treat all coworkers, clients, and the public with

respect and must not participate in any discriminatory conduct

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Retaining staff

Clear performance expectations

Tools to be successfulEffective leadershipPositive work

environment

Opportunities for development

Feedback and recognition

Organizational transparency

Work/Life balance

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Performance expectations

Performance expectations should be clearly communicated to each employee on a regular basis This can be done through formal performance reviews

and regular feedbackFormal and informal feed back should

provide information on how the employee can improve AND confirm what they are doing right

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Tools for success

Ensure that employees have the tools, materials, and resources they need to be able to do their jobs effectively Technology, additional staff resources, personal

protective equipment, assistive devices, equipment, physical materials, access to information

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Effective leadership

Leadership

Ethical

Perform now and build for

the future

Make others

feel good

Strive for common

and organizatio

n goals

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Positive work environment

Respectful relationshipsShared commitment to the values, goals, and

vision of the organizationSense of unityAmple opportunities to be heard

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Opportunities for development

Career

PersonalSkill

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Feedback and recognition

Provide feedback in the momentProvide contextual feedbackProvide authentic feedbackRecognition can come in many forms

Private or public praise, monetary rewards, praise from their peers, time off, salary increases, gifts

A recent study found that 83% of employees said that recognition in the form of praise was more fulfilling than rewards or gifts!

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Organizational transparency

Employees

Organizati

on

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Work/Life balance

Needs of the

organization

Needs of the

employee

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Questions?

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THANK YOU!

Thank you for the opportunity to present to you today!

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