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Employee selection is one of HR’s strategic roles and key performance indicators. It involves manpower forecasting, staffing and retention activities. By planning, recruiters collaborate with hiring managers in predicting and anticipating the demand for personnel. This is a pro-active approach to ensure there is adequate supply of highly qualified candidates suited to fill in current and future vacancies. Human resources and requisitioning department heads identify and justify the need for new hires. Consequently they define job specifics, set parameters and allocate budget. As an executory body, HR is well-trained in this field. To achieve their goals they employ appropriate selection systems as well as standardized policies and procedures that are necessary for delivering the best prospects.


Below are some employee selection strategies, most admired firms adapt to ensure success in hiring the best candidates.

  • By putting in place effective recruitment initiatives, organizations will be able to serve job openings at any given time. Sources and availabilities of talents possessing the knowledge, skills, and abilities (KSA) necessary to perform the most critical and technical tasks, will vary depending on Top Management’s support and how a particular company adjusts to changing technological trends. Great hiring entails significant operating expenses and for some, sizable investments in infrastructure.

  • Create an employment brand. Do you provide competitive compensation and benefits package? Is your company in the top echelon of corporations? Have you been operating for over a decade or more? Do you take care of your employees? These are just some of the many questions applicants consider before joining any organization. If your answer is yes to all questions then there’s a big probability that you will be able to find the perfect match. Make your company the employer of choice. This way, you will be able to attract topnotch individuals to come and join your firm. As a result, you will have a pool of well-qualified candidates to select from as well as more negotiating power to ensure that you’ll take in the cream of the crop that best suits your budget.

  • In Canada, the job market is very competitive as it has a huge blend of talents, coming from a variety of cultural backgrounds, and skills sets. Therefore, HR must have more options expanding and improving its selection schemes, so that it can provide better impact to the organization. Efforts must be made to exhaust and optimize all recruitment channels and sources by deploying computerized screening and electronic database management systems like Taleo.

  • A candidate may have all the skills and experience required to be successful on the job, but a recruiter must confirm that they have the proper references. Conducting a comprehensive background investigation validates the credibility of a recruit. Through this process, a company can certify their credentials. Resumes are unfortunately often manipulated. As a consequence, feedback from employers matters more and more. Be vigilant in doing reference checks, it should be a direct supervisor of the candidate that you are speaking to since colleagues can be friends with an overly emotional attachment to the prospect.

  • In some countries, checking the candidate’s background is not limited to just authenticating work performance, attitude or contributions with past employers. It extends to knowing how the person relates to the community. This may require them to undergo drug testing, or other tests to comprehensively assess their character before placement.

  • Do not limit yourself to interviewing candidates using only the “generic” interview questions. Take time to develop a unique and well-structured one to assess competencies to a greater extent. Most applicants, because they’ve been applying to so many jobs, are used to answering the standard questions, and many simply say the answers hiring managers want to hear. To really target the person that’s right for the job, perform an extensive screening. For example, if you are looking for a sales personnel, give him actual sales simulation exercises, and see how he’ll be able to use his expertise in actual scenarios.


The list could go on and on, but one thing is for sure, there is always risk attached to hiring. Even if you have selected “the best of the best”, organizational fitness still matters. Install an on-the-job trial to be sure that you’ll only choose the right fit before fully offering the job. If your first choice fails, try the second one. That’s why it’s always necessary to have a backup. Try to have at least three shortlisted candidates on your list for any position.

Adapting best practices in your process will surely influence the company’s bottom line in a meaningful way. Remember, through effective selection, organizations will have repeat customers, increased revenue, a more engaged workforce, sustained job performance, lower turnover, and much more.


M G Beltran | Contributing Writer

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Beyond having the right product and service, another vital aspect every organization should look into is “Finding the Right Fit”. Hiring someone whose character the business must have in order to succeed. Failure to do so will cost your company time, dollars, and effort. However, given proper tools, training and direction your new recruit will  become your premium capital investment. So, don’t take recruitment for granted, remember, your employees are your most valuable asset. Now, the challenge is how to hire right, the first time. Although the world has become extremely technologically-driven, it still needs Human Resources to be successful.


Let me share a three-part checklist that will surely yield better results in getting the perfect match…


Establish the need to hire.
A proactive and strategic human resources always refer to the plantilla to ensure that the company has the right quantity and quality of people  able  to keep the business running. In cases of manpower requisition, HR in collaboration with the Hiring Manager must be able to answer the two (2) key questions before initiating  recruitment:

  1. Is the vacancy created due to internal movement such as resignation,  maternity/paternity leave, demotion or de-hiring?
  2. If none of the foregoing was the reason, is it an additional headcount due to business expansion?


Remember, hiring is an overhead expense. Thus, ROI shall always be taken into consideration. Also, it is a must to review your existing workforce, you might have a potentially qualified internal candidate who has the eligibility or whose promotion is long overdue. Review employee profile/records or announce/advertise vacancies via intranet or bulletin boards. You can also check if there is an underutilized personnel that can occupy/fill up open position.  If and only if you have fully exhausted your internal resources that you should proceed on searching for external candidate.


The bottom line here is this: Hiring Manager with the assistance of HR may opt promote or distribute duties within the department/organization. It saves the company time and money at the same time increase motivation of employees.


Conduct Job Analysis.
Envisioning what you want or defining labour needs in clearer  terms. This tool is not only used in recruitment, it could also be a realistic basis for   training, wage and salary administration, job re-engineering, health and safety.


The output of job analysis is job description (JD). A well-crafted JD shall be the foundation in designing a competency-based recruitment strategy. It clearly defines major scope and responsibilities of the job as well as relationship with other jobs/departments. It also emphasizes working conditions and hazards, most especially for high-risk profession. A ideal JD is always up to date, with specific title and detailed duties. It has the reporting structure, challenges and opportunities, qualification, knowledge, education and personal characteristics.


From JD, HR can develop job specifications, this is statement of minimum acceptable qualities of a position. The success measure is always the value of the person hired to execute the tasks.


Map out your Recruitment Platform.
The goal is to have a systematic hiring process that will aid HR and Hiring Managers in attracting the best candidates for the job. The bottom line is: the more qualified candidates you have, the more likely you are to locate the most suitable person to fill the job. Utilizing the details in the JD, HR together with Hiring Manager and approval of top management,  create job specifications, salary range and timeline. To increase employee morale, it is necessary to advertise the position internally prior to exploring other sources.  Internal placement is a great way of motivating employees to perform at their fullest potential. If no one will be selected from within the organization, reasons must be clearly explained and communicated or it might lead to grievance. If lack of skills is the cause, HR may recommend training so that person will be prepared should the same position arise again. One of the advantages of internal placement is culture fit, which is the number one consideration in hiring. A candidate can be fully qualified based on KSA but the risk is how the person can mesh well with the culture. When an internal candidate is offered the new position, transition timeline with the current supervisor should be planned.


HR can now proceed to external sourcing when no one qualifies. The commonly employed sources are social media (LinkedIn, Twitter or Facebook), on-line job sites, newspaper ads, job fairs, and campus recruitment (colleges/universities). Conducting career talks to top graduating students is another strategy to invite top graduates to join the company. For high-profile positions, HR are trained on how to court passive candidates or they can use manpower agencies or head hunters who are likewise equipped with tools and expertise in recruiting.


Effective and Efficient Screening and Selection.

Due to scarcity of jobs, there is an influx of active candidates. To simplify HR’s job, setting of criteria/parameters and preparing structured interview questions, will help in separating the desirable to average. It is like designing a Hiring Scorecard.  In constructing interview questions, equal employment opportunity and conformance with legal and labour standards should be taken into consideration.


HR performs the following in screening and selecting candidates:

  1. Resume paper screening enables HR to easily identify which one to process by matching information to the job checklist.
  2. Phone interviews will be conducted for candidates who meets at least 3 out of the 5 items. Only those whose rating is 8 and above in the phone screening will be invited for face-to-face in-depth interview. Again, based on point system, HR should present the short-listed candidates to Hiring Manager who will make an initial impression.
  3. Don’t forget to verify sterling credentials of at least top 3 candidates through professional reference checking. Some industries even require credit history such as banks, insurance companies and the like. When the report is ready together with all the other documents used in screening, HR will present again to Hiring Manager for the final decision. The closing will happen at job offer. For some companies, a non-compete and confidentiality of information agreements are presented during the job offer. These documents are needed to protect the company’s products, clients and trade secrets.


On Boarding is Important.
Make sure candidates are well inducted about the company’s mission, vision and core values before endorsing him/her to his/her assigned department. Be sure to provide the initial tools he/she needs to become successful on the job. It is ideal if a company can invest in a “First 100 Days Development Plan”. Keeping in mind that workforce must embrace the company’s philosophy and business principles, because this is when employee engagement begins.


In conclusion, there is no one-size-fits-all approach to recruitment, it should always be tailored and catered to the type of business. As a tip, don’t embark on a search without answering 5W’s and 1 H. Why/Who/When/Where to get the best talents and what recruitment techniques are helpful and how effective is the hiring process. Stop hiring the wrong people, it is possible!


DBPC | Staff Writer

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Blog

Hiring can sometimes be a nightmare. You need someone to fill a position quickly, but you’re not sure where to look, or you don’t have time to take care of it on top of all the other things you have to do. There are lots of companies dedicated to servicing this issue, but weeding out the good ones from the bad can be almost as confusing as actually hiring for the job you’re looking for. This week, we’re here to help you make the distinction a little more painlessly. Here are four qualities of a successful staffing agency:


A Good Curated Network

A good recruiter knows that their strength only extends as far as their contact list will allow it to. Any respectable staffing agency will place the highest emphasis on making sure their candidate pool stays “free of leaves” and will screen their candidates extensively before adding them to their database. Bear in mind that a great network only stays “great” if it’s updated constantly. Look for companies that maintain a strong presence within the professional community and seemed to be as engaged now as they were 5-10 years ago. Otherwise, you may end up with a list of people who were fantastic prospects – a decade ago.


Regional Knowledge

Before you get too excited about the size of a company’s database, make sure that they actually have a strongly established network for the region you’re hiring in. If they claim to hire all across Canada, press them about the areas that they say they have the strongest presence in. If yours is one that they’re still “developing”, then it might be best to find another agency.


Industry Know-How

So the agency has a solid network in your area and a strong commitment to keeping it that way. Seems like a great time to jump on board with them, right? Well, not so fast. Before you decide whether a company is right for you, make sure that they’ve actually got experience hiring for the field and the type of position you need. A recruiting organization dedicated to helping young professionals might not be the best place to find new senior management; likewise, a staffing firm with a history of helping marketing/sales professionals probably isn’t going to have the right structure to help you find a new mobile app developer. Do some research on the companies you’re considering and observe whether they’ve hired successfully for the areas you need. Meet with them and ask them questions about the industry and see how comfortable they are with the subject matter.


They Communicate & Ask Questions

When sitting in a meeting with a representative from the agency, there should be plenty of questions being asked from both parties. If you’re the only one who seems curious, then that should be a big red flag. Hiring can be a complicated process, and every company has very different ideas about what the ideal employee will be. A good recruiting organization will maintain a constant dialogue with you to make sure that they know exactly what you’re looking for. This an on-going process, since new questions can come up on almost a daily basis. For example, if someone has a great personality and all the skills required but only has 4 years of experience instead of 5, should they be considered for the role? Regular follow-up is key in ensuring that stellar candidates don’t slip through the cracks in those kinds of situations.

Staffing is already hard enough without creating another headache by wrestling with ineffective recruitment agencies. Bad hiring can cost an organization thousands in a very short amount of time, so focus on finding the one with the right connections, location, knowledge and engagement before you fork over any of your hard earned cash.


L. Wang | Contributing Writer

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Blog, Human Resources
Finding the right employee can be difficult in even the best of circumstances. Poorly thought out search criteria can make the job that much harder by making it difficult to determine who the best available candidate is. Whenever you’re looking to fill a position, consider the following before you make a hiring decision.   Define Job Requirements or Qualifications   Be careful that your job requirements aren’t exclusionary or discriminatory towards other cultures or religions. For example, a rule that your employees must be clean-shaven. This would prevent you from hiring someone from the Sikh community even if you did not intend for it to do so.   To avoid issues with discrimination, be proactive about designing job requirements in such a way that only the absolute essentials are included: things that are required to do the job. This will ensure that your requirements fall under “bona fide” or government approved and will protect you from lawsuits and unflattering publicity.   Prepare a Detailed Job Description   A good job description will communicate the role’s responsibilities as clearly as possible to job seekers. It also allows them to get a better understanding of what their most important duties will be, and how they will be asked to prioritize. Ideally, the job description should also establish how the goals of the position contribute to the overall mission of the company.   A clear, detailed, well-written job description is not only useful for discouraging applications from less qualified applicants, but it can also help hiring managers better identify who has the most desirable characteristics for the job. For example, companies can learn more about where an employee might need more training by gauging their attributes against the job requirements.   Tailor Your Interview Questions   Avoid using the same tired old questions and instead draft specific questions based on the most important criteria outlined in your job description. You want to leave the interview with a good idea about how well the candidate will perform in the role and whether they will be a good cultural fit for your organization. You want to avoid using generic questions, so that they don’t just end up giving you the answers you want to hear.   Establish Employment Tests   Thorough background checks will protect you and your company from litigation over negligent hiring or a “failure to warn” if the employee ends up doing something violent or controversial. You have a duty of care to your employees, which means you can be held accountable if you hire someone who harms or threatens them. Aside from running the standard criminal background checks, it’s always a good idea to conduct a Google search for their LinkedIn, Facebook or Twitter accounts. By doing so, you may get some insight into what type of personality the candidates have and the kinds of associations they maintain. Some firms also utilize credit checks to better gauge how stable a person is in making important decisions.   Strong search criteria will allow you to quickly identify who has the most desirable traits by providing you with a system where the most important attributes are properly emphasized and the vetting process naturally requires the candidate to showcase the knowledge you need them to have. As your criteria becomes more and more well defined, the hiring process will become proportionately easier as well. Save yourself some work later by putting in the effort to develop the right criteria early.   Salman Allidina | Contributing Writer
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Blog, Human Resources

Finding the ideal candidate to join your company is a challenging task, but it’s gradually becoming easier thanks to advancing technology that not only speeds things up but helps with much of the minutiae of hiring. While many tried and true hiring tactics are still a must, like interviews and checking references, there’s been enough progress to save HR from wasting time on the wrong candidate.

Targeted Ads

Have you ever had those moments when you’re browsing the web, or just spending time on social media, when suddenly an advertisement appears for a product you’ve only thought or talked about? Imagine a potential candidate suddenly finding your job posting in the same manner. Although the reaction ranges somewhere between invasive and kismet, there’s no denying the potential reach of targeted recruiting ads.

These ads are one of the most useful tools in your hiring arsenal. If a potential candidate is on a hiring website, chances are that they know the type of job to search for, and your goal is to get to the top of the list. The simplest way is through targeted ads. Include the industry, job type, requirements, job description, and keywords, then let the algorithms do the rest.


SEO

You have targeted ads to direct potential hires to your website, and that’s great. However, according to a CareerXroads study, 98% of these visitors will leave your site almost immediately. Don’t let this stat dissuade you. The issue isn’t caused by a poorly written job description, it’s that it’s not the job that they’re looking for. Search Engine Optimization (SEO) is the key to solving this dilemma.

Your targeted ads are making the rounds, being seen by many eyes, just not the ones you need. Good SEO increases the visibility of your recruiting ads, and there are several ways to do this. First, make sure your website is mobile-optimized. Almost everyone who’s looking for a job is doing so on mobile devices at least in part, so it would hinder your chances of finding good prospects by not ignoring mobile users.

An additional way to improve SEO is by making use of effective social media strategies. Post on Facebook and LinkedIn Recruiter, all the while building an audience through engagement. Post relevant articles and actively respond to comments. This strategy both builds your company’s online presence and ensures that the right eyes are on the job ads you post.


Technology

Technological advancement in this field continues to increase at a surprising rate. Resume screening programs can help filter out the less qualified candidates while giving prominence to the stronger ones. The program does so by matching requirements and skills needed to each resume. In other words, it does the job of the recruiter.

Automated interviewing tools can also streamline the interview process, making it more efficient. They can analyze important data that factors into a good interview performance, such as facial expressions, speech patterns, and word choices. Once again, doing your very job for you.

Before you panic about a robot uprising, remember you’re the one at the helm implementing these strategies to find the best recruit. Remember that these tools and strategies are always advancing, you just need to be the one strategizing their uses.

 

Alex Correa

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Blog, Human Resources

Older generations have always been critical of the younger ones. From Socrates referring to youths as “bad-mannered tyrants with a lack of respect for their elders” to current young people being blamed for killing countless industries – the toxicity is real.

The current generation receiving the criticism flack is the “millennial,” currently between 21 and 37 years of age. The accusation that they’re the reason for the collapse of several businesses isn’t unfounded. They just can’t afford diamonds, houses, and sometimes even cereal. This comes as no surprise, as millennials carry an average debt of $42,000. As these debts soar and inflation continues to rise, it’s likely the deaths of once-booming industries won’t end any time soon. On the surface it appears as though millennials are doomed to fail, but is it all bad?

The average Canadian lifespan, as of 2011, is nearly 82 years. Compared to the 57-year average in 1921, Canadians are living approximately 25 years longer than previous generations. It was once believed that as people aged, they became more politically conservative. The millennial generation proves that it isn’t age that makes one conservative, but wealth – and millennials don’t have much of that. There’s a reason why money isn’t everything for the younger generation; they prioritize work that’s ethical and makes a social impact over a big paycheque, are more politically engaged, and more educated than any preceding generation (thus the heavy student-loan debt). Despite what some baby boomers might tell you, millennials are hard-working and motivated, making them an asset in the workplace.

Passion is what drives millennial ambitions. Previously, working hard at a job you hated wasn’t frowned upon. Now, you can work just as hard at a job you hate, just like your parents and their parents before them, and still struggle to make ends meet. Suddenly, working as a teacher might be just as risky as pursuing dreams of being an actor or painter.

But the ideal life is no longer built around a picket fence and a 9-to-5 job with benefits. In fact, millennials are dominating their side hustles, and putting their passions into overdrive on top of their regular work week. In the U.S., more than half of millennials are starting apps, freelancing their talents, or trying their hands at things like YouTube channels.

With all of this time and energy going towards work and passion projects, more and more members of this generation are waiting longer to have children, which also has its benefits. Having children later in life has proven to make you a more patient parent, and also makes you more likely to raise emotionally healthy adults. And, with people living into their eighties, waiting to have children doesn’t mean sacrificing time you get to spend with them.

All in all, millennials take a lot of criticism from previous generations, but obtaining multiple degrees and working longer hours doesn’t leave much time to dwell on those judgements. And eventually, we’ll turn our attention towards the entitled kids of the next generation.

 

Jasmine Cormier

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Human Resources

Beyond having the right product and service, it’s vitally important that every organization ensures that its employees are all good fits. Employing staff who are ill-suited to their jobs will cost your company time, money, and effort. However, with the proper tools, training, and direction, a new hire is a premium capital investment, and your company’s most valuable asset. 


While the world is increasingly driven by technology, nothing can replace old-fashioned experience and intuition, meaning your human resources department is required to ensure your greatest success in this regard.


With that in mind, here are some pointers to help you yield better results when seeking the perfect hire for your company.


Establish the Need to Hire
A proactive and strategic HR department will always ensure that the company has the right quantity and quality of people to keep the business running. In cases of manpower requisition, HR and management must be able to answer the two key questions before initiating recruitment:

  1. Is the vacancy created due to internal movement such as a resignation, maternity/paternity leave, demotion, or termination?
  2. If none of the above, is it due to business expansion?

Since hiring is an overhead expense, return on investment (ROI) should always be taken into consideration. It’s also crucial to examine your existing workforce, as you might have a potentially qualified internal candidate who’s long overdue for a promotion. Review employee profiles and records or announce vacancies internally. You can also check for underutilized personnel that can fill open positions. Only once you’ve fully exhausted your internal resources should you proceed with the search for an external candidate. Management, with the assistance of HR, may opt to promote from within or divide up the required duties within the department or the broader organization to save time and money while increasing employee motivation.


Conduct Job Analysis

Envision what you want and define your labour needs in clear terms. This tool is not only used in recruitment, it could also be a realistic basis for training, wage and salary administration, and job re-engineering. The output of job analysis is a well-crafted job description, which should be the foundation of a competency-based recruitment strategy. It clearly defines the scope and responsibilities of the job as well as relationship with other positions and departments. It should be up-to-date and include the reporting structure, challenges and opportunities, and qualifications.


Map Your Recruitment Platform

The goal is to have a systematic hiring process that will aid HR and management in attracting the best candidates for the job. The more qualified candidates you have, the more likely you are to find the ideal person for the position. Utilizing the details in the job description, management and HR will create job specifications, a salary range, and a hiring timeline. For employee morale, make sure to advertise the position internally; internal placement is a great way of motivating employees to perform well. If it’s to be an external hire, the reasons why should be clearly explained and communicated. One of the advantages of internal hiring is that culture fit – one of the top considerations in hiring – shouldn’t be an issue. When an internal candidate is offered the new position, a transition timeline with their current supervisor should be planned.


If there are no qualified internal candidates, HR can proceed to external sourcing, which should incorporate both traditional methods like posts on job boards (both online and offline), job fairs, campus recruitment at colleges and universities (if appropriate for the position), and social media. For more high-profile positions, HR should be trained on how to find skilled candidates who may not be openly searching for a new job.


Effective Screening and Selection

Most job postings will be met with a flood of applicants. To simplify HR’s job, setting criteria and preparing structured interview questions will aid in efficiently separating the best candidates from the pack, almost like a hiring scorecard. Effective HR should accomplish the following:

  1. Screen resumes by matching information to the job checklist.
  2. Conduct phone interviews with candidates who meet certain predetermined criteria (say, three out of five items on the checklist). The best of the phone-interview performers will be invited for a face-to-face interview. Again, based on internal scoring. HR should present the short-listed candidates to management.
  3. Verify credentials of the top three to five candidates by checking references (some industries also include a credit check as part of this process) and present the findings to management for the final hiring decision.

 

Overall, there is no one-size-fits-all approach to recruitment; it should always be tailored and catered to the type of business involved. By implementing the above tips, however, you’ll ensure that your organization is on the right track.


Business photo created by freepik – www.freepik.com
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Blog, Human Resources

Have you ever questioned the fairness of your management practices? An obvious gauge of how you’re doing is the relationship you have with your staff and how often you’re the subject of HR interventions. But some bosses get away with unfairness, without a word, often because employees are intimidated or fear for their jobs. For all those in a managerial role, here are some unfair practices that you need to identify and cease, in order of severity.

Illegal Practices

That’s right, illegal practices – because discrimination, harassment, and the denial of employees’ rights are against workplace fairness and equity legislation.

Have you ever limited, segregated, classified, or deprived staff of opportunities “based on race, national or ethnic origin, colour, religion, age, sex, sexual orientation, marital status, family status, disability and pardoned conviction?” Have you been directing any intentionally offensive and improper conduct toward an employee? Have you withheld from your workers any of their legal entitlements, including a fair wage and public holiday pay?

If you’ve engaged in any of these unfair practices, you may have broken the law. You’ll be required to give an account when one of your employees takes union or legal action.

Unprofessional Practices

A tier below criminally unfair managerial behaviours are those that are unprofessional and inappropriate. Managers can be unfair in how they display nepotism or favouritism. Getting along with some staff better than others is only natural, but a line is crossed when managers recruit, promote, or give preference to less qualified employees based on the fact that they’re related, have a personal friendship, or share a common affinity.

Other inappropriate practices include taking credit for an employee’s work, unjustified exclusion from important projects or meetings, and denying well-deserved promotions or raises without explanation. Managers can also demoralize employees by publicly shaming or teasing them. All of these damaging behaviours can lead to staff lodging grievances against your organization.

Unhelpful Practices

The third category of unfair behaviour includes those that are simply unpleasant and unhelpful. Each person has different personality traits and cultural influences as well as insecurities, sensitivities, and varying levels of social/emotional intelligence. People can rub each other the wrong way and have different ideas of what behaviour is acceptable in the workplace.

A manager can think it’s okay, or even motivating, to be excessively critical, sarcastic, or passive aggressive to their employees. Other managers may unintentionally be hostile or unreasonable while under pressure or even due to issues in their own personal lives. However, it’s no excuse. If you have knowingly or unknowingly engaged in these kinds of behaviours to your employees, cut it out, raise your professional game, and resolve to be a more fair manager.

 

– James Paik 

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