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How-to HR Workshop:

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Title: How-to HR Workshop:


1
How-to HR Workshop Recruitment and Selection of
Skilled Immigrants Advanced Workshop
2
How-to HR Workshop
  • Advanced Workshop Sponsored by
  • Alberta Employment and Immigration

3
Welcome
4
How-to HR Workshop
  • Presented by
  • Insert Catalyst Solutions Group Logo
    Facilitators Name, Information

5
How-to HR Workshop - Format
  • Advanced Workshop (PM)
  • The aim of this advanced workshop is to focus on
    strategic and tactical approaches to finding and
    effectively evaluating the qualifications of
    skilled immigrant candidates. It will include
    sourcing, screening and interviewing techniques
    and examine these to ensure that selection bias
    doesnt occur due to cultural differences.

6
Advanced Our Learning Outcomes
  1. Understand the importance of competency-based job
    descriptions to attract the most qualified job
    candidates while minimizing possibilities for
    selection bias.
  2. Identify sourcing channels to attract skilled
    immigrant job candidates.
  3. Identify resume and telephone screening
    techniques that will assist them in selecting the
    best candidate for the job while ensuring
    cultural awareness in the recruitment process.

7
Advanced Our Learning Outcomes
  • Identify behavioural interviewing techniques that
    will assist in selecting the best candidate for
    the job while ensuring cultural awareness in the
    recruitment process.
  • Describe various techniques for a strategic HR
    approach to create an action plan.

8
Ground Rules
  • Participate everyones ideas and experience
    counts
  • Patience with yourself and others
  • Consideration for different views
  • Respect for one another and for differing views
  • Consultative vs. Confrontational
  • Embrace ambiguity and change
  • Learn and have fun!

9
Re-cap of Foundation WorkshopLearning Objectives
  1. Describe impending labour market challenges and
    demographic realities globally, nationally and
    regionally and how strategic workforce planning
    is a business imperative.
  2. Recognize the importance of using cultural
    competence as a key to employing skilled
    immigrants and leveraging cultural differences to
    improve organizational effectiveness.
  3. Recognize the value of recruiting from the
    skilled immigrant talent pool to drive
    innovation, influence creativity, boost revenue
    and growth and meet their labour market needs.
  4. Describe various techniques for a strategic HR
    approach to create an action plan.

10
Optimizing the Recruiting Cycle
11
Interviewing Skilled Immigrants
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Full Movie

12
Competency-based Job Descriptions
  • What are competency based job descriptions?
  • Job descriptions are important in the hiring
    process, but the
  • question What duties, tasks, and
    responsibilities are
  • involved in this job? has become What
    competencies are
  • required to succeed on the job?.

13
Competency-based Job Descriptions
  • You need a competency-based job description that
    will provide greater flexibility in assigning
    work, allow you to group jobs that require
    similar competencies under a single job
    description, and lengthen the life cycle of your
    job descriptions.

14
Competency-based Job Descriptions
  • A competency-based job description includes the
    job title, relevance of the position, major
    responsibilities, critical criteria, preferred
    criteria.
  • Identify critical competencies by conducting a
    competency analysis, a process by which you
    determine the Knowledge, Skills, Abilities,
    motivations, and other requirements necessary to
    perform a job successfully.

Source Klinvex, OConnell and Klinvex. Hiring
Great People. McGraw-Hill (1998)
15
Cultural Dimensions (Geert Hofstede)
  • Individualism / Collectivism
  • Egalitarianism / Power-Distance
  • Tolerance / Uncertainty Avoidance
  • Competitiveness / Harmony
  • Masculinity / Feminism

Source Geert Hofstede. Cultures and
Organizations Software of the Mind. New York
McGraw-Hill U.S.A (2004)
16
How-to HR Workshop BFOR
  • What does BFOR stand for?
  • A bona fide occupational requirement (or BFOR,
    for short) is a
  • standard or rule that is integral to carrying out
    the functions of
  • a specific position. For a standard to be
    considered a BFOR,
  • an employer has to establish that any
    accommodation or
  • changes to the standard would create an undue
    hardship.

17
Process for Determining a BFOR
  • a) Step one Establish a rational connection
  • Was the rule adopted for a purpose rationally
    connected to the
  • performance of the job?
  • b) Step two Establish good faith
  • Did the employer adopt the rule in an honest and
    good faith belief
  • that it was necessary to the fulfillment of a
    legitimate work-related
  • purpose?
  • c) Step three Establish reasonable necessity
  • Is the rule reasonably necessary to the
    accomplishment of that
  • legitimate work-related purpose?

18
BFOR Examples of Job Specific Tests
  • Examine an existing example of a BFOR

19
BFOR Examples
  • Give us some examples of BFORs that would work in
    your
  • environment using the following guides.
  • Step one Establish a rational connection
  • Step two Establish good faith
  • Step three Establish reasonable necessity

20
Competency-based Job Descriptions
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 1 Essential vs. Non-Essential Skills

21
Sourcing Practices
  • What sourcing channels does your organization use
    to recruit talent?
  • Describe how your traditional sources may not be
    reaching out to the wider pool of hidden talent?

22
Sourcing Practices
  • Strengths and Limitations of
  • Existing Sourcing Practices
  • What could be the strengths and limitations of
  • the sourcing channels you currently use to
    attract diverse talent?

23
Sourcing Channels
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 2 Attracting Qualified Skilled Immigrant
    Job Candidates

24
Sourcing Channels Best Practices
  • Several practices to connect with a more diverse
    set of
  • qualified candidates are mentioned in the video
    such as
  • A statement that diversity is valued on all
    recruiting materials
  • An understanding of the value of international
    experience
  • A dedicated webpage entitled International
    Professionals to invite applications from
    skilled immigrants
  • Attending job fairs, making connections with
    immigrant-serving agencies, government programs,
    and professional bridging programs

25
Break 15 minutes
26
Resume Screening
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 6 Screening Resumes of Skilled Immigrant
    Job Candidates

27
Group Exercise
  • Find someone you have not worked with.
  • Review Tarek Khans resume together.
  • Identify items that you would use to screen-out
    this candidate.
  • Identify items that you would use to screen-in
    this candidate.
  • What factors does your organization use to screen
    candidates?

28
Telephone Screening
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scenes 4 / 5 Telephone Screening Interview

29
Telephone Screening - Limitations
  1. Do you use telephone screening as a way to
    screen candidates?
  2. What limitations do you think telephone screening
    may have when interviewing skilled immigrants?
  3. Why is interviewing skilled immigrants over the
    phone sometimes challenging?
  4. What cultural differences are you able to
    identify when conducting a telephone screening
    interview with a skilled immigrant candidate?

30
Telephone Screening - Limitations
  • Remember that skilled immigrants may have
    difficulty communicating via telephone since they
    cannot use gestures and facial expressions as
    cues.
  • Remember that foreign accents and intonations
    tend to be amplified in a telephone conversation,
    so manage any biases and ensure this does not
    negatively affect interviewers perceptions of
    foreign-born candidates.

Adapted from Conference Board of Canada.
Immigrant-Friendly Businesses Effective Practices
for Attracting, Integrating, and Retaining
Immigrants in Canadian Workplaces. (2009)
31
Telephone Screening Best Practices
  • Ensure your interviewing teams are trained in
    cross-cultural communication techniques.
  • Ensure the skilled immigrant candidate is aware
    that telephone screening is the first stage of
    the interview process.
  • You may chose to provide all candidates with the
    questions prior to the interview
  • Inform all candidates at the start of the
    interview that they can ask to repeat the
    question and ask questions at the end of the
    interview.

Adapted from Conference Board of Canada.
Immigrant-Friendly Businesses Effective Practices
for Attracting, Integrating, and Retaining
Immigrants in Canadian Workplaces. (2009)
32
Competency-based interview?
  • What is a competency or behavioural-based
    interview?
  • Competency-based or behavioural interviews focus
    on past performance as a predictor of future
    performance.

33
Interviewing Skilled Immigrants
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 7 Interviewing Skilled Immigrants

34
Interviewing Skilled Immigrants
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 8 Tell Me About Yourself

35
Interviewing Skilled Immigrants
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 9 Social Activities

36
Interviewing Skilled Immigrants
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 11 /12 Assertiveness

37
Interviewing Skilled Immigrants
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 13 /14 Past Accomplishments

38
Interviewing Questions
  • 1. Tell me about a time when you had to make a
    quick decision. How did you handle it?
  • Instead What decisions did you have to make in
    your most recent job? Tell me how you made those
    decisions.
  • 2. If you went to your boss for a raise, why
    would you be doing it?
  • Instead What contributions did you make to the
    company in your previous position?

39
Interviewing Skilled Immigrants
  • Questions to consider
  • Will you please tell me about your background?
  • Tell me about your work experience?
  • How would you describe yourself?
  • How do you get along with people?

40
Cross-Cultural Interviewing
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 10 Call of Duty

41
Exercise Business Idioms
  • Lone Wolf
  • Bite Off More Than You Can Chew
  • The Bubble Has Burst
  • A Fat Cat
  • Call Someones Bluff
  • Burn Your Bridges
  • Someone Means Business
  • In a Tight Corner
  • The Buck Stops Here
  • Come Full Circle

42
Cross-Cultural Interviewing
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 15/16/17 Colloquialisms and Business
    Idioms

43
Tips for Addressing Cultural Barriers
  • Speak clearly and listen attentively.
  • Be patient during prolonged silence and avoid
    probing too early.
  • Ask only one question at a time.
  • Refrain from using acronyms, industry/company-spec
    ific jargon, slang or idioms.
  • Slow down and ask the candidate if they
    understand and/or if they have any questions.
  • Ask for clarification if you dont understand a
    word or meaning.
  • Advise the candidate that they can ask to repeat
    the interview question and ask questions at the
    end of the interview. Some dont even know they
    can!

44
Know the Signs of Cultural Disconnect
  • If the interviewee asks no questions.
  • If the listener is perpetually nodding and
    smiling.
  • When you ask, "Do you understand?" and the
    listener replies with something like, "Yes, I
    think I do," or, "I'm pretty sure I got it," then
    you can assume your message has been lost in
    translation.
  • Statements sound like questions.

45
Interview Guides
  • DVD Finding Talent - Techniques for Recruiting
    and Selecting Skilled Immigrants
  • Scene 18 /19 Interview Guides

46
Impact of Cross-Cultural Values on Communication
Typical Canadian (N. Am.) Value Alternative Value Impact of Difference
Individuality, independence, and individual recognition Group effort and recognition is more important Person will often use we instead of I
Informality, use of first names Permission is needed to use first names some never use first names Person may be perceived as stiff and no fun
Each person is expected to express an opinion Deference is given to those in authority Person appears overly compliant and indirect
Directness valued Open criticism considered offensive Person seems unable to give input or feedback
Competitiveness ambition valued Harmony is valued Person judged as overly passive
Source Adapted from hireimmigrants.ca
47
Cross-Cultural Skills for Future Leaders
Traditional Skills Cross-Cultural Skills
Leadership Change Advocacy Business Knowledge Communication Credibility/Integrity Collaboration/Team Lead a diverse team Advocacy for organizational cultural competence Understand the impact of globalization on the business Communicate across cultures Demonstrate credibility/ integrity across cultures Develop culturally competent teams and team leaders
Source HRPA
48
Action Plan
  • Developing an Action Plan
  • to work with
  • Hiring Managers

49
Developing an Action Plan
  • Think about strategies needed
  • To augment change on an individual level when it
    comes to sourcing, screening, interviewing and
    selecting skilled immigrant candidates.
  • To help hiring managers mitigate cultural
    differences to make a good hiring decision.
  • To understand what changes must occur in your
    organization for it to hire more skilled
    immigrants and to become a more inclusive and
    culturally competent organization.

50
Action Plan Challenges and Solutions
CONTROLLABLE CONTROLLABLE
CHALLENGES YES NO Actionable Steps
1 We dont have our job tasks defined into required verses nice to have
2
3
4
51
Wrap-Up
  • Q A and Evaluation
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