HR

Strengthening Your Workforce: A Guide to Human Resources Fundamentals for Hamilton Employers

JULY 2008 Prepared by Simone Saunders, MA and Denise Lipiec

HR HR

Strengthening Your Workforce: A Guide to Human Resources Fundamentals for Hamilton Employers

Fundamentals CONTENTS

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Workforce Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Planning for your present and future workforce needs

Recruitment & Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Finding the best talent for the job

Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Keeping your skilled workforce working for you

Mentoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Developing a skilled workforce from within

Diversity Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Achieving a competitive advantage

Older Workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Capitalizing on experience

Internationally Trained Workers . . . . . . . . . . . . . . . . . . . . . . . 26 Utilizing immigrant talent and experience

School-to-work Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Tapping into youth talent

Apprenticeship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

The Hamilton Training Advisory Board is funded by

The Hamilton Training Advisory Board acknowledges the support of the Ministry of Training, Colleges, and Universities. This document may be freely quoted and reproduced without obtaining the permission of the Hamilton Training Advisory Board provided that no changes whatsoever are made to the text and the Hamilton Training Advisory Board is acknowledged as author. The information presented in this document is current at the time of printing. The views expressed in this document do not necessarily reflect those of the Government of Ontario.

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Introduction In support of the Hamilton Chamber of Commerce employer workshop series Dinosaur to Dynamo: Part 2 (D2d2), the Hamilton Training Advisory Board (HTAB) produced a comprehensive series of fact sheets on the most pressing human resources issues concerning small- and medium-sized employers in Hamilton today. Employer response to these fact sheets was overwhelmingly positive and the suggestion was made to expand the content and bind it all together into one practical and accessible reference guide. HTAB is pleased to make Strengthening Your Workforce: A Guide to Human Resources Fundamentals for Hamilton Employers available to all employers in both hard copy and PDF format (available for download from HTAB’s website www.htab.ca). Strengthening Your Workforce originated in research undertaken in 2001 on behalf of 1 HR Matters. The resulting study, Hamilton Human Resource Strategy (May 2002), showed a trend towards an aging population that anticipates a significant decrease in the size of Hamilton’s skilled labour force and therefore labour shortages in many occupations. The following year HTAB, in partnership with other community organizations, undertook the development of a business plan – the Hamilton Human Resource Strategy Business Plan (June 2003) – that identified strategies for mitigating the impact 2 of Hamilton’s aging demographic on the labour force. One of the five priority themes to emerge in this business plan was “Assist Employers with HR Planning.” Strengthening Your Workforce is one of several projects HTAB has supported in an effort to provide Hamilton employers with the knowledge and tools they need to address the challenges of their present and future human resources planning. The longest section in Strengthening Your Workforce is dedicated to Recruitment and Selection and for good reason: an organization’s success depends, to a significant degree, on the skills of its workforce and, considering the current national trend in skills shortages, it is increasingly important for employers to invest in a recruitment and selection strategy if they intend to remain competitive. To assist employers in making the right hire, the sections on Diversity, Older Workers, Internationally Trained Workers and School-towork Transition offer opportunities for employers to expand the talent pool and survive the growing skills gap. Once their workforce is in place, employers need to consider how they will sustain it. Strategies for Workforce Planning, Retention and Mentoring have been included to help employers anticipate and meet the challenges inherent to an evolving workforce. Read in its entirety or in sections on a subject “need to know” basis, the definitions, tips, checklists, strategies, law, and hundreds of links to further information make Strengthening Your Workforce an invaluable HR resource for all Hamilton employers, regardless of the size of their workforce. Simone Saunders, M.A.

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HR Matters is a community-based, volunteer committee that works with leaders and organizations/employers to strengthen the workforce skills and talents of Hamilton’s labour force. 2 This report and its precursor, HR Matters I: Hamilton Human Resource Strategy (May 2002) can be downloaded from HTAB’s website www.htab.ca.

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Hamilton Employers &

Workforce Planning

Key Concepts

A Workforce or Human Resources Plan is a document describing the organization’s human resources goals and means of achieving them over a fixed period of time. It helps management clarify where organizational efforts should be focused and provides a benchmark against which actual performance can be measured. In order for it to be meaningful and effective, a workforce plan should be closely aligned with an organization's objectives and overall business strategy. Forecasting involves estimating an organization’s future need for employees and determining how sales or profit goals will be met with a view to minimizing human resource costs and increasing organizational flexibility. Succession Planning means identifying, developing, and tracking employees for future promotions. These employees represent future leaders in management and possibly ownership. Ideally, succession planning develops internal candidates however, if this is not possible, an external search may be conducted.

Good Business $ense Smart employers know that tracking labour market trends enables them to make informed decisions about their workforce. Preparing and following a workforce plan ensures that you have the right people with the right skills in the right place at the right time in order to accomplish your organization’s goals.

Business Case Employer benefits of workforce planning: 1. Minimize human resources costs. 2. Maintain a high return on employer investment.

3. Greatly increase an organization’s ability to adapt to the following workforce trends: § aging workforce § decreasing labour supply § changing patterns of immigration § increasing diversity of labour force § skills shortages § emerging technology § evolving economic trends, e.g. globalization § workforce demand for work-life balance and safe workplaces § legislative requirements

In the Workplace Both internal and external supply and demand is very much a function of environment, therefore an effective workforce plan must include a scan of the economic, political, social, technological, and stakeholder environment. This scan should be done in conjunction with an internal SWOT analysis (strengths, weaknesses, opportunities, and threats) of the organization, with a particular focus on relevant industry labour market issues. A human resources professional may be able to provide the objectivity needed to accurately assess your workforce needs and develop your workforce plan.

5 Steps to Workforce Planning STEP 1: Forecast Your Demand for Labour Based on your short-term and long-term business strategy, identify your current and future workforce needs. Take into consideration anything that will affect your organization now or in the future, for example: § projected sales and/or units of production § past, present, and future needs of the organization § potential organizational changes which may result

in downsizing, restructuring, and/or growth for your business

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W Hamilton Employers & Workforce Planning STEP 2: Assess Your Internal Supply of Labour Create a profile of the organization’s internal supply of labour. Consider including the following: § § § § § §

types of labour that are relevant to the organization attrition patterns rate of turnover leaves of absence age of retirement age distribution, gender, education and other demographic features

Organize all of the data by type of labour and department if possible in order to capture different areas for special attention.

STEP 3: Calculate the Gap between Internal Supply of Labour and Demand for Labour This step involves subtracting your internal supply of labour (Step 2) from your demand for labour (Step 1). The result may be a human resource deficit or a human resource surplus. In the future, the result will most likely be a deficit.

STEP 4: Develop a Workforce Plan to Eliminate the Gap A workforce plan that considers both internal and external solutions will mitigate the organization’s labour force deficit and sustain productivity:

§ Review and revise your recruitment strategy to

address workers or skills that may become especially difficult to obtain due to pending skill shortages.

STEP 5: Monitor Your Workforce Plan Revisit your workforce plans on a regular basis and conduct a thorough environmental scan and SWOT analysis at least once a year to ensure your organization’s effective utilization of labour and capital on a continuing basis.

A workforce plan is about having the right people doing the right job to accomplish your business goals.

Resources Community Connections

Internal Solutions: § Adopt diversity and mentoring initiatives in the

workplace. § Transition suitable candidates into more senior or

specialized positions with additional education, training, development, and mentoring. § Plan ahead so that candidates have the training and

experience they need to fill internal vacancies quickly. External Solutions § If there are no suitable or available candidates

internally, determine what type of talent you need and where you will find it. § Re-visit the recruitment sources of your current and

previous workforces.

Found Locally: Human Resources This section of the site provides information related to staffing and human resources, from both employer and employee perspectives. 8 http://www.foundlocally.com/hamilton/Hr/index.htm

Human Resources Services Directory: Human Resources Solutions for Businesses in Hamilton and Surrounding Areas Lists local human resources professionals and their areas of expertise. Published by the Hamilton Training Advisory Board. 8 www.htab.ca

Economic Development Department, City of Hamilton Publications and reports on the Hamilton business environment and labour market sectors. 8 www.investinhamilton.ca

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W Hamilton Employers & Workforce Planning Hamilton Training Advisory Board Check website for current and local labour market reports. 8 www.htab.ca

Labour Market Information Canadian Federation of Independent Business Publications, reports, resources, and useful links geared to small and medium sized employers. 8 www.cfib.ca

Business Case

Conference Board of Canada

Manpower Planning

Links, information, and insights on economic trends and human resource management.

Details costs and business case for HR planning. Includes HR planning process and tips.

8 www.conferenceboard.ca

8 www.accel-team.com/human_resources/hrm_01.html

Statistics Canada

Human Resource Planning

Analysis of Canadian population, resources, economy, society, and culture.

PowerPoint presentation provides a concise overview of workforce planning. 8 www.busi.mun.ca/jaya/4320/s04/dessler_hrm_9ce_ ch04.ppt

8 www.statcan.ca

Ontario Job Futures Current trends and future outlook for 157 occupations in Ontario. Includes “Overview of Ontario’s Employment Patterns”. 8 www.ontariojobfutures.net

Implementation

Labour Market Information, Service Canada Human Resource Management Guide to workforce planning and other HR functions for small business owners. 8 www.councils.org/1small_business/owneroperator/ hrmanagement_e.cfm

Facts and trends in the labour market. Report available specific to Hamilton. 8 www.labourmarketinformation.ca

HR Planning, Government of Canada

Diversity management and mentoring should be part of any workforce plan.

Information about developing human resource plans. Includes occupational, wage, and industry information to support human resource planning and life-work balance. 8 http://hrmanagement.gc.ca/gol/hrmanagement/ site.nsf/en/hr10777.html

Work Network, Canadian Policy Research Networks

Books

Explores the cutting edge of labour market and workplace change. Topics include: “Creating Tomorrow’s Workplace”, “Developing Tomorrow’s Workforce”, “Vulnerability in Labour Markets”, and employer best practices.

Strategic Human Resources Planning. M.Belcourt and K.McBey. Nelson (2004).

8 www.cprn.org

Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. William Rothwell. AMACOM (2001).

Strategic Staffing: A Practical Toolkit for Workforce Planning. Thomas Bechet. AMACOM (2002).

Customized Human Resource Planning: Different Practices for Different Organizations. M.J.Duane. Greenwood (1996).

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Hamilton Employers &

Recruitment & Selection

Key Concepts

Recruitment is the process of identifying and attracting a group of potential candidates to begin evaluating them for future employment. It includes tasks like writing a job description and job postings, and going through the steps of posting it internally (e.g. bulletin boards, intranet, email notification), externally (e.g. newspaper ads, temp agencies, internet), or both. Selection is the process designed to determine the most qualified candidate from a group of applicants. It includes tasks like reviewing resumes, interviewing, work related testing, reference checks and the final employment offer. A company is an Employer of Choice when it demonstrates care and concern for employees through a commitment to a healthy work environment, continuous learning, employment equity, career growth, work-life benefits, progressive HR policies, and attractive compensation and benefits packages. When a company is reputed to be an Employer of Choice, it will attract and retain the best labour force talent. It is the Law that – with respect to employment – individuals cannot be discriminated against or harassed on the basis of race, colour, ancestry, place of origin, ethnic origin, citizenship, religion, creed, gender, sexual orientation, physical or mental capabilities, age, marital or family status (including pregnancy), same-sex partnership status, or record of offences.

Good Business $ense In today’s labour market the competition for talent is intensifying because there are fewer qualified applicants available in the labour force. This shortage of applicants makes it all the more important for organizations to invest their resources in attracting and selecting the talent they need. Increasingly, employers are discovering that they need to offer more than an attractive wage to

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entice qualified candidates. Offering a variety of benefits, advancement opportunities, and a positive corporate culture greatly increases an employer’s competitive advantage in recruitment and selection.

Be an “employer of choice” and attract the brightest and the best talent to your business.

Business Case 1. Research shows that effective recruitment and selection strategies result in improved organizational outcomes such as increased productivity, quality of products and services, customer satisfaction, and financial performance. 2. The more effectively an organization recruits and selects candidates, the more likely it is to hire and retain satisfied employees. 3. Hiring the right candidate can be a major source of competitive advantage and profits. 4. Having recruitment and selection policies and procedures in place increases the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs. 5. Quality new hires impact the strategic success of an organization and influence its internal/external realities. 6. Effective recruitment and selection strategies minimize the risks and costs associated with hiring the wrong candidate. 7. A well-planned recruitment and selection strategy allows management to determine and gradually modify the behavioural characteristics and competencies of its workforce.

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R Hamilton Employers & Recruitment & Selection In the Workplace

unnecessarily or on the basis of a prohibited ground such as culture, religion, gender, and so on.

Recruitment

Job descriptions should identify key information about a position and may include the following:

STEP 1: Identify the Vacancy

§ Name of hiring company, logo, web address, and

Determine if there is a vacancy and what kind of a vacancy it is. The type of vacancy will influence recruitment strategies; for example, consider the reason for the vacancy and whether the vacancy is full time, part time, temporary, permanent, or contract. Before trying to fill a vacancy, you may wish to investigate alternatives for filling the vacancy. The need to hire someone new may represent a growth opportunity to improve the way the company is currently doing business. Once a vacancy is determined and the decision is made to make a hire, the company’s next decision is to choose between conducting the recruitment and selection process on its own or purchasing the services of an external human resources consultant.

§ § § § § § § § § §

brief description of company Job title Purpose of the job and why it exists Duties and responsibilities General and specific accountabilities Working conditions Required qualifications (e.g. knowledge, skills, abilities, education, experience) Qualifications considered to be assets to the position Hours of work and location of work Remuneration and benefits Application procedures (e.g. contact person, directions, and deadline for application)

Quick Links

Quick Links

National Occupational Classification (NOC)

Hamilton Human Resources Services Directory

Descriptions of over 30,000 occupations useful for creating or updating job descriptions.

Directory of local independent human resources service providers in Hamilton and surrounding area.

8 www23.hrdc-drhc.gc.ca/2001/e/generic/ welcome.shtml

8 www.htab.ca/eng/publications.php

Employee Job Descriptions

STEP 2: Create/Update the Job Description The job description is the most important recruitment and selection tool and therefore it must be very clear about the qualifications and responsibilities required by the job. A well-written job description is the basis of the selection decision and will save the company valuable time and resources in both the short- and long-term. When writing or updating a job description, reflect carefully on why each criteria is considered a requirement or an asset of the position since these will shape the type and number of applicants who respond to the job posting. Keep in mind that with each requirement that you add to the job description, you are decreasing the number of potential candidates. Furthermore, the more experience and education you demand, the higher the salary expectations of the candidate. Finally, it is important to make sure that your job description does not discriminate against applicants

Multiple links to resources for writing effective job descriptions. 8 www.managementhelp.org/staffing/specify/ job_desc/job_desc.htm

STEP 3: Advertise the Position The following tips will help you to prepare for advertising the position: § Consider your company’s available resources (time

& money), overall business strategy, and anticipated level of difficulty filling the position as part of your advertising strategy. § If you are recruiting on the basis of employment

equity, it is important to consider recruitment strategies and resources that will reach equity groups; for example, publications, media, and employment services that are targeted to these audiences.

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R Hamilton Employers & Recruitment & Selection § Finally, spend your time and money on advertising

in sources where you are going to get the largest response rate of suitable candidates. And remember: while finding the right type of candidate is more important than the number of applicants who apply, it is wise to advertise in more than one source. Once the job description is complete and approved for posting, the next step is to advertise the position. Select only those advertising sources which have the potential of attracting the most suitable candidates for the position you are advertising. The following is a list of possible advertising sources: § § § § § § § § § § § § §

Internal company advertising, website, and job fair Employee referrals Professional networking Community newspaper classifieds Trade magazines or newspapers Professional search firms Temp agencies Internet job sites (free and fee-based websites available) Association websites/publications for specific skills or professions Educational institutions: career services, job fairs, co-op placement offices Government employment service providers, e.g. Ontario Works, Job Connect, etc. Community employment services providers Signage, e.g. window, point of purchase, or lawn signs

Selection Throughout the selection process it is extremely important to track why and how decisions about applications and candidates are made. Be sure that all criteria and predictors (such as tests) are valid, reliable, and legal. Keeping records of all documents and information collected throughout the recruitment and selection process will protect your company against legal or procedural challenges to the process, e.g. why some applications were screened in and others were screened out, or why one candidate was selected for an interview over another candidate.

STEP 4: Accept Applications To help you manage incoming job applications, record the date each application arrives, from whom, and whether the application is complete. Develop a list of screening criteria based on the advertised job description and scan the applications looking for candidates who meet these criteria. Organize the applications into three separate categories: ? Yes. This candidate meets all or most of the screening criteria. ? Maybe. This candidate meets some of the screening criteria. ? No. This candidate meets too few or none of the screening criteria.

Internet Job Postings Are Different than Print Advertisements

Once you have divided the applications into these three categories, review the applications from the strongest candidates (the “Yes” category) more closely and note the outstanding strengths and weaknesses of each. Pay particular attention to gaps in information or points you would like clarified. Create a shortlist of those candidates who seem to be an especially good fit for the advertised position. Using your shortlist of the most qualified candidates, rank each from strongest to weakest with 1 being the strongest candidate, 2 being the next strongest, and so on. This ranking system determines the candidates you will interview.

Tips for writing online job postings and how to manage the job posting process.

Quick Links

Quick Links Five Tips For A Targeted Job Ad Features tips for writing job postings. 8 http://campus.workopolis.com/servlet/Content /wcemployers/en/5tips?gateway=campusen

8 http://hr.monster.ca/articles/recruiTIPS/

Service Canada Job Bank Canadian free online job posting service for employers. 8 www.jobbank.gc.ca/Intro_en.aspx

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Guide to Screening and Selection in Employment Do’s and dont’s from the Canadian Human Rights Commission. 8 www.chrc-ccdp.ca/publications/screening_ employment-en.asp

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§ Show interest in the candidate even if you decide

STEP 5: Selection Process You have now created a list of candidates that you consider qualified and worthy of further consideration and you are ready for the next step: selection. Organizations who report a highly successful selection process recommend the following selection practices:

during the interview that the candidate is not suitable. § Listen carefully to what candidates say and note the questions that the candidate does not adequately answer.

? Behaviour-based interviews ? Training and experience evaluations ? Ability tests ? Biographical data ? Motivational inventories

Employment Testing

Telephone Interviews

Preferred testing addresses job-related knowledge and/or skills. Personality and psychological testing are the most inconsistent and often most questionable types of testing. Regardless of the type of testing you choose, make sure that it is valid and reliable. Candidate results on employment tests should be consistent when the same candidate takes a test more than once. Finally, the test must not discriminate against the candidate on the basis of a prohibited ground (see the link to the Canadian Human Rights Commission at the end of this chapter). There are typically four types of tests: 1. Personality tests determine how an applicant will behave and perform in various situations. 2. Aptitude/Ability tests measure how well an applicant performs job-related tasks. 3. Performance tests measure an applicant’s performance of actual on-the-job tasks. 4. Computer tests measure an applicant’s ability to complete tasks using job-related software.

Employment testing provides an objective basis for comparison between candidates. Testing must be jobrelated and it can be conducted before, after, or in conjunction with an interview.

You can conduct further screening of candidates through a telephone interview prior to an in-person interview. This screening phase performs two functions: it helps to reduce the number of candidates and it also provides an opportunity to ask questions raised by the resume.

Tips: § Arrange a convenient time for an interview with the

candidate. § Ask the same questions of each candidate and write

notes of the responses. § Inform candidates of the next step in the process. § Re-rank the candidates when you have completed

all of the telephone interviews.

In-person Interviews Interviewing candidates will help you to look beyond the resume to determine if the applicant has the best fit of skills and qualities for both the position and your company. Focusing on person-organization fit is equally as important as person-job fit.

Tips: § Behavioural type interview questions are considered

to be the most effective way to evaluate a candidate. This type of question begins with “Tell me about a time when…” and should elicit information about how a candidate deals with workplace situations and job-related challenges. § Provide a realistic overview of the job to ensure each candidate is fully aware of the job expectations and to give the candidate the opportunity to withdraw from consideration if she/he feels it is not a good fit. § Include the immediate supervisor in the hiring decision and you may wish to include co-workers who will be working closely with the new employee.

Reference Checking Reference checking confirms that the information provided by the candidate in the cover letter, resume, interview, and testing can be corroborated. The references provided by the candidate are most likely people that the candidate trusts to give a positive review so it is important to consider the reference check as only one aspect of the selection process. Ask the candidate for a minimum of two business references from former colleagues or supervisors who are familiar with the candidate’s work. Do not follow up with references from the candidate’s friends, family, or acquaintances. You can ask for these references at the end of the interview or post-interview if you need time to consider which candidates you are considering for the position.

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R Hamilton Employers & Recruitment & Selection Tips: § Conduct the reference checks over the phone. Ask

direct questions about job-related behaviour and skills. Listen for signs of hesitation in the responses to your questions. § Consider the services of an HR professional or agency with expertise in conducting reference checks.

If an unsuccessful candidate requests feedback, inform them that another candidate matched the qualifications more closely. It is advisable to keep records of all unsuccessful applicants’ information in the event of potential challenges to the hiring decision.

Effective recruitment and selection means increased productivity and customer satisfaction.

Quick Links Employer Interviewing Tips 8 www.levela.net/employertips.php

Demand: Employment Testing Types of employment testing and links to testing websites. 8 http://www.hrassociates.ca

A List of Sample Interview Questions 8 http://www.quintcareers.com/interview _questions.html

Resources Community Connections

STEP 6: Offer of Employment It is now time to evaluate all of the information you have gathered from the candidates you are considering. Determine the top one or two candidates based on the facts and information you have collected. Decide on the terms and conditions of employment. Within these terms and conditions, identify which are firm and which have some flexibility if you need to improve your offer. Begin by making a verbal offer followed by a written offer. The offer should feature: title, start date, salary, benefits, reporting relationship, date of expiry (if applicable). The offer may also include: incentive pay, relocation details, signing bonuses, and first day procedures. After your selected candidate has signed the offer of employment, notify all other interviewees that they were not selected and thank them for their interest. Ending the selection process on a positive note makes good business sense because you never know when an unsuccessful candidate may be the perfect fit for another job opening.

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Human Resources Service Directory for Hamilton 2005 Lists local consultants and organizations who work with employers on recruitment and retention. 8 www.htab.ca/pages/publications

A Practical Guide to Resume Screening Information from Audie McCarthy, Marrek Solutions Inc. 8 http://www.marrek.com/tips/articles/Resume Prescreening.pdf

Business Case Finders & Keepers: Recruitment and Retention Strategies Written for an employer audience, this guide examines the costs of employee turnover and the importance of becoming an “employer of choice”. Includes a detailed recruitment and retention strategy. 8 www.alis.gov.ab.ca/pdf/cshop/FindersKeepers.pdf

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Law

HR For Employers – Hiring Employees

Employment Standards Act

Resources, links, and an overview of the hiring process. 8 http://employers.gc.ca/

8 www.e-laws.gov.on.ca Look under frequently accessed law.

Manager’s HR Toolkit

Canada Labour Code

Worksheets and a thorough guide to every step of the staffing process.

8 http://laws.justice.gc.ca/en/showdoc/cs/ L-2///en?page=1

8 www.hrtoolkit.gov.bc.ca/staffing

Ontario Pay Equity Act

Human Resources – Hiring

8 www.e-laws.gov.on.ca

Click Human Resources to find articles and tips on the hiring process from job description to interviews to orientation.

Guide to the Ontario Human Rights Code

8 www.entrepreneur.com

8 www.ohrc.on.ca

Canadian Human Rights Commission

Recruiting Strategies that Pay Off 8 http://www.allbusiness.com/human-resources/ workforce-management-hiring-recruitment/1315-1.html

Administers both the Canadian Human Rights Act and the Employment Equity Act and ensures that the principles of equal opportunity and non-discrimination are followed. 8 www.chrc-ccdp.ca or ) Tel: 1-888-643-3304

Canada is experiencing a skills shortage in many occupations. Investing in a recruitment and selection strategy will ensure you get the skills you need when you need them.

Books Hire With Your Head: Using POWER Hiring to Build Great Teams. L. Adler. Wiley (2002). The Talent Edge: A Behavioural Approach to Hiring, Developing, and Keeping Top Performers. D.S. Cohen. Wiley (2001). Recruitment and Selection in Canada, 2nd Ed. V. Catano, et al. Nelson (2001). Embracing Excellence: Become an Employer of Choice to Attract and Keep the Best Talent. Franklin Ashby and Arthur Pell. Prentice Hall Press (2001).

Policies Hiring – Recruitment & Selection Examples of recruitment and selection policies from Canadian organizations. 8 www.hrvs-rhsbc.ca/policies/pg003b19_e.cfm

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Hamilton Employers &

Retention Business Case

Key Concepts

Retention refers to an organization’s ability to keep its employees and to maintain and enhance its human capital investments, i.e. its investment in employees’ knowledge, skills, and abilities that have economic value to an organization. Turnover is the result of people entering or leaving employment relationships for either Voluntary (e.g. quitting or retiring) or Involuntary (e.g. fired or laid off) reasons. Voluntary Turnover occurs for the following reasons: lack of control over work or working conditions, need for work-life balance, lack of advancement opportunities, and poor relations with management.

Regardless of the size of your company, having a retention strategy in place is a sound business investment because it: 1. Decreases turnover rate and consequently lowers recruiting and training costs. Total turnover costs vary widely by position, industry, and type of skills but are currently estimated at about 6 - 24 months’ salary or total compensation; the higher the position, the higher the cost and the level of difficulty in finding a replacement. See the “Calculating the Rate and Cost of Employer Turnover” worksheet under Resources to determine the cost of your turnover. 2. Retains workers with job-specific skill sets thereby lessening the impact of anticipated skills shortages. 3. Increases productivity due to a sustained workforce.

Good Business $ense Retention strategies are just as important as recruitment strategies. How employees are treated will determine whether an organization will have a sustained and skilled talent pool to meet its future workforce needs. While a certain amount of turnover is healthy, the price of frequent turnover is lost time, lost productivity, and high financial investment in recruitment and training.

4. Improves employee performance and morale. 5. Facilitates learning and retaining new skills and reduces training time. 6. Reduces errors and workplace accidents.

In the Workplace Recruitment Strategies 1. Provide Orientation for New Employees

A retention strategy is just as important as a recruitment strategy: once you hire talent, you want to keep it.

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Orientation gives new employees an introduction to their job, their colleagues, and the organization and its work culture. Orientation helps employees understand where they “fit” with the organization and enables them to become productive more quickly. An orientation program might include a “buddy” system, an employee handbook, training, or a welcome seminar.

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R Hamilton Employers & Retention 2. Provide Training and Development for all Employees Training refers to the acquisition of skills, behaviours, and abilities to perform current work. Development is the acquisition of skills, behaviours, and abilities to perform future work or to address an organizational problem. Supporting lifelong learning in the workplace ensures organizations have the skills they need when they need them. In the past, Canadian employers have not invested much time or money in training and developing their workforce. In today’s labour market, however, such an oversight is detrimental to an employer’s competitive advantage. Training and development increases employees’ productivity in the short-term and is a primary feature of retention and succession planning within an organization over the long-term. It is especially critical considering anticipated skill shortages within the next decade.

3. Provide a Safe, Healthy, and Supportive Work Environment The creation and maintenance of safe, healthy, and supportive work environments is not only a legal requirement in Canada, it is also a vital component of employee retention. Canadian workers are demanding cleaner, healthier, safer, and more nurturing workplaces in order to ensure their long-term health and are less willing to tolerate unsafe and unhealthy working conditions. Employers have a duty to provide safe, harassment-free working environments featuring: ? a safe physical environment ? communication and/or conflict resolution training ? guidelines on appropriate and inappropriate behaviours in the workplace ? mediation and/or alternative dispute resolution strategies ? access to Employee Assistance Programs to deal with personal and family problems

4. Encourage Work-Life Balance Work-life balance refers to the goal of integrating work into your overall life in a way that supports your physical, emotional and social sense of well being. Employees are achieving work-life balance when they are able to fulfill their multiple responsibilities at work, at home, and in the community without stress, guilt, or regret.

Work-life balance is, quite simply, good for business. Research shows that work-life balance programs and policies in the workplace directly contribute to reduced stress and absenteeism, enhanced productivity, and a competitive recruitment/retention strategy. The following are examples of the types of work-life balance initiatives that may benefit the workplace: ? Workplace flexibility (e.g. annualized hours, flextime, compressed work weeks, telework) ? Reduction of working time (e.g. gradual retirement, voluntary part-time work, job sharing) ? Dependent care initiatives (e.g. emergency child care and eldercare, workplace child care, local referral and support information) ? Work-life stress management (e.g. employee assistance programs, wellness/health promotion) ? Leave and benefits (e.g. vacation, leave for personal reasons, sick leave, parental leave, maternity leave, flexible benefits, paternity leave, community service, education/training

5. Provide Quality Working Life and High Job Satisfaction People will stay where they have the ability to contribute and to achieve their potential. Quality of working life and job satisfaction are influenced by working conditions and workplace policies. Features of an employee-friendly work environment include organizational commitment to lifelong learning, mutual respect and two-way communication, good interpersonal relationships, and leadership in excellence. The rewards of this type of supportive corporate culture are lower turnover rate, higher productivity and job satisfaction, greater employer loyalty, and less burnout among employees.

6. Provide Competitive Compensation and Benefits Compensation and benefits can be a primary motivator for an employer to stay with an organization or to leave it. Considering that the cost of benefits may be up to 40% of an employee’s salary, it is most cost-effective to find out what employees actually want. Focus groups, surveys, a suggestion box, or simply an open-door policy, will ensure that the organization’s investment in compensation and benefits is meeting employee needs. Features of an attractive compensation and benefits plan may include: competitive wages, flexible benefits, workplace initiatives that address work-life balance, training and development, pension options, and

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R Hamilton Employers & Retention extensive medical coverage. Review compensation and benefit plans annually to ensure that they continue to meet the needs of employees and are in line with industry standards and the organization’s overall business strategy.

Resources Community Connections Finding Balance

7. Conduct Performance Evaluations and Discover What Motivates Employees Performance evaluations represent a growth opportunity for managers/supervisors and employees. They are an opportunity to find out what motivates individuals and to identify opportunities for skill development and workplace improvement that will aid productivity. It is also an excellent time to discuss the organization’s goals and expectations. Some research suggests that evaluations are most effective when conducted more frequently than once a year. The advantages of quarterly reviews, for example, include: a shorter timeframe for evaluation and praise, a quicker turnaround time for effecting changes, and an opportunity for a less formal structure. In short, an evaluation strategy that meaningfully supports open communication and staff development at all levels is an aspect of a quality retention plan.

8. Be an “Employer of Choice “ All of the above strategies – on their own or in combination – can help an organization become an employer of choice. Compensation and benefits often do not define an employer of choice, but rather career growth opportunities, work-life benefits, work atmosphere, and management style take precedence in employee priorities. An employer of choice differentiates itself from the competition in the following ways: ? attractive compensation and benefit packages, ? pleasant, safe, and healthy work environment, ? job variety and access to continuous learning, ? access to employment security and mobility, ? opportunities for advancement, ? balance between personal and professional lives, ? demonstration of care and concern for employees, ? commitment to employment equity, and ? progressive human resources policies and programs with the goal of building a high-performing organization of engaged people

Employer guide to implementing work-life balance in the workplace. 8 www.htab.ca/publications/Finding%20Balance% 20Employer%20Brochure.pdf

Workplace Health, City of Hamilton Helps workplaces, business, and trade associations facilitate employee health. 8 www.myhamilton.ca/myhamilton/Cityand Government/HealthandSocialServices/PublicHealth /Workplace ) Tel: 904-546-2424 x 3065

Occupational Health Clinics for Ontario Workers (OHCOW) Supports physical, mental, and social well being for workers and their communities. 8 www.ohcow.on.ca ) Tel: 905-549-2552

Canadian Centre for Occupational Health and Safety (CCOHS) Information and advice about occupational health and safety, and health and safety products and services. 8 www.ccohs.ca ) Tel: 905-572-2981

7 Healthy Strategies for Employee Retention 8 http://money.canoe.ca/News/SmallBusiness/ CanadaOne/2008/06/11/5844341.html

Calculating the Rate and Cost of Employee Turnover From The Hamilton People Report (September 2003). 8 www.hrmattershamilton.ca/newsletter/sep2003.pdf

Business Case Finding Balance Employer guide to implementing work-life balance in the workplace, 2006. 8 www.htab.ca/pages/publications

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R Hamilton Employers & Retention To Stay or Leave: Job Satisfaction and Turnover

Employee Motivation and Performance

Business case for improving job satisfaction and the risks associated with not improving it.

Improving retention in small businesses.

8 www.charityvillage.com/cv/research/rhr6.html

8 www.hrmanagement.gc.ca/gol/hrmanagement/site. nsf/en/hr05196.html

Winning Work Places

A Quick Guide to Employee Orientation

Learn how supporting work-life balance is an effective retention tool and increases productivity.

Purpose and types of orientation.

8 www.winningworkplaces.org

8 www.work911.com/articles/orient.htm

Work-Life Balance, Government of Canada

The Business Case for Active Living at Work Template to use in developing a business case for introducing active lifestyle strategies into the workplace. 8 www.hc-sc.gc.ca/ahc-asc/media/nr-cp/2001/2001_ 30bk1_e.html

Orienting the Employee: Managing for Success Business case for orientation, its link to retention, and attributes of a successful progam. 8 www.hrtoolkit.gov.bc.ca/staffing/orient/overview.htm

Training and Development Outlook 2003: Canadian Organizations Continue to Under-Invest Conference Board of Canada explores the risks of under-investing in training.

Materials, resources, and links on work-life balance including business case. 8 www.hrsdc.gc.ca/en/lp/spila/wlb/06worklife_ balance.shtml

Training and Development Types of training (includes health & safety), delivery methods, and assessment tools. 8 www.hrmanagement.gc.ca/gol/hrmanagement/site. nsf/en/hr10772.html

A Systematic Approach to Planned Individual Employee Training & Development Workplan for developing the training needs and objectives of individual employees. 8 www.accel-team.com/PDF/05_training.pdf

8 www.conferenceboard.ca/documents.asp?rnext=548

Books The price of high staff turnover is lost time, lost productivity, and greater financial investment.

The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It’s Too Late. Leigh Branham. American Management Association (2005). Love’em or Lose’em: Getting Good People to Stay. Beverly Kaye. Berrett-Koehler (2005). Managing Employee Retention: A Strategic Accountability Approach. Jack Phillips and Adele Connell. ButterworthHeinemann (2003).

Implementation An Assessment of Your Retention Practices Quick online quiz to assess workplace retention. Includes links to retention information.

Embracing Excellence: Become an Employer of Choice to Attract and Keep the Best Talent. Franklin Ashby and Arthur Pell. Prentice Hall Press (2001).

8 www.workforce.com

Attracting and Retaining Top Talent: Key to Corporate Success Strategies for retaining talent. 8 www.workplace.ca/preview/magsecure/2003m10/ strategies/article3663.html

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M

Hamilton Employers &

Mentoring Business Case

Key Concepts

Mentoring is the act of teaching, supporting, and guiding another individual by creating a meaningful relationship with a specific purpose. The mentoring relationship is comprised of a mentor and a mentee. The Mentor acts as a teacher, guide, advisor, role model, and coach to the mentee. The mentor imparts skills, knowledge, and experience that will encourage and inspire the mentee to achieve his or her goals. The Mentee is typically an individual who is actively pursuing career or personal goals. The mentoring relationship allows the mentee to enhance his or her knowledge, skills and experience under the guidance of a mentor. Employer or Business-Based Mentoring is conducted within an organization or through business associations.

Mentoring programs offer many advantages to employers and to those directly involved in the mentoring relationship: 1. Attracts and retains employees. 2. Contributes to successful succession planning. 3. Improves community and corporate relations. 4. Promotes cross-training and professional development. 5. Accelerates career progress. 6. Preserves intellectual capital. 7. Transmits organizational culture and values to new employees and managers. 8. Retains accumulated wisdom of seasoned leaders. 9. Enhances organizational capacity to meet clients’ needs.

Good Business $ense Canada’s aging workforce, decreasing labour supply, and increased competition for skilled labour mean that it is now critical for employers to develop or create their own company-grown talent. Mentoring ensures a productive and consistent talent pool within an organization by facilitating the transfer of knowledge from older, more knowledgeable employees to younger, less experienced employees.

10. Expands the talent pool within an organization. 11. Increases employee job satisfaction. 12. Maximizes employee contributions to an organization. 13. Supports lifelong learning and further skill development. 14. Illustrates an organization’s vision of leadership.

In the Workplace Mentoring contributes to successful succession planning and should be included in your Workforce Plan.

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Recruitment Strategies Traditionally, mentoring relationships have involved senior managers or executives who have the time and foresight to nurture junior employees or individuals who are motivated to excel and advance within an organization or their career. There is a trend, however,

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M Hamilton Employers & Mentoring towards incorporating mentoring into workplace equity and diversity programs. In this case, mentoring programs target specific groups of individuals such as women, youth, internationally trained professionals/trades people, Aboriginals, entrepreneurs, or a specific industry (e.g. engineering, science, etc.).

Resources Community Connections Hamilton Small Business Enterprise Centre Mentoring program for new entrepreneurs.

Mentoring is also increasingly seen as an important aspect of workplace orientation for new staff and for students as part of experiential learning programs, e.g. paid/unpaid job shadowing, internship, or co-operative education.

8 http://www.investinhamilton.ca/sboverview.asp ) Tel: 905-540-6400

Typically, the mentor takes an active interest in the career development of the mentee. The mentor may provide counsel on task management, personal attitudes and presentation, further skills development, worthwhile conferences and associations, suitable role models, and the corporate culture.

Offers a mentoring program for internationally trained professionals and trades people.

Mentoring relationships do not have to be conducted face-to-face. Electronic or e-mentoring can improve and speed up the mentoring process by providing flexibility, written documentation of communications and convenience in terms of time and location (especially if there is more than one mentee to counsel). Mentoring works because it draws on the goodwill and mutual benefit of a private relationship built on trust and admiration. Both the mentor and the mentee gain new skills, greater self-confidence, and – potentially – friendship.

Settlement and Integration Services Organization (SISO) 8 www.siso-ham.org/ArticlesMentoring.aspx ) Tel: 905-667-7476

Mentors and Mentees stand to gain new skills, self-confidence and friendship.

Business Case

Types of Mentoring Relationships:

Accelerating Leadership Development Through Mentoring

1. Formal or Structured Mentoring

8 www.sagementors.com/articles/CM_HRAC_WEB.pdf

Generally this refers to a facilitated program in which a third party helps the Mentor and Mentee develop a relationship and set goals. Participation occurs through recruitment and training and there is typically an evaluation component. The mentoring format can be one-to-one or one-to-many.

2. Informal or Casual Mentoring Refers to a self-directed mentoring relationship in which the mentor and mentee develop and structure the mentoring process and objectives on their own. This type of mentoring is generally conducted in a one-toone format.

Presents business case and best practices in mentoring.

Mentoring Programs/Tools 8 www.sagementors.com

Mentoring: Finding a Perfect Match for People Development Conference Board of Canada study of Mentor Match, one of the best mentoring programs ever developed. 8 www.conferenceboard.ca/documents.asp?rnext=559

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M Hamilton Employers & Mentoring Implementation

Books

Mentor Directory

The Heart of Mentoring: Ten Proven Principles for Developing People to Their Fullest Potential. Robert Tamasy and David A. Stoddard. Navpress Publishing (2003).

Starting, maintaining and evaluating a mentor program in business. 8 www.peer.ca/mentor.html

Mentoring and the World of Work: A Reference Model A mentorship model for program development. 8 www.contactpoint.ca/cjcd/v2-n1/article2.pdf

Establish Positive Mentoring Relationships Tips for creating a positive business mentoring relationship. 8 www.findarticles.com/p/articles/mi_m3495/is_2_47 /ai_83058912

Mentoring and the World of Work in Canada: Source Book of Best Practices. Christine Courrier, et al. (2001). www.entrepreneurship.qc.ca/fr/accueil/fiche_produit.as p?id_produit=276 Learning Journeys: Top Management Experts Share HardEarned Lessons on Becoming Great Mentors and Leaders. M. Goldsmith, B. Kaye, and K. Shelton. Davies-Black (2000). The Mentor’s Guide: Facilitating Effective Learning Relationships. Lois J. Zachary. Jossey-Bass (2000).

Workforce Management Links to numerous articles, including: evaluation of a mentoring program, group mentoring, mentoring future supervisors, and the difference between coaching and mentoring. 8 www.workforce.com [keyword search: Mentoring]

The Building Blocks of Quality Mentoring Programs A free online training module on starting a new mentoring program or for improving an existing program.

Mentoring is an effective way to provide orientation to new employees because it builds strong working relationships and loyalty to the company.

8 www.mentoringcanada.ca/training/Mentors/ index.html

A Guide to Mentoring Students A guide to mentoring students. Includes sample mentoring agreement. 8 www.tbs-sct.gc.ca/pubs_pol/hrpubs/tb_856/ agtms_e.asp

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Hamilton Employers &

Diversity Management Business Case

Key Concepts

Diversity includes any characteristic that differentiates one person from another. Age, gender, race, spiritual beliefs, ethnicity, culture, sexual orientation, mental or physical capabilities, language, education, training, family status, and income are all examples of factors contributing to diversity. These characteristics influence individual attitudes, values, beliefs, expectations, perception of self and others, customs, reactions, behaviours, experiences, and interpretation of events. Diversity Management refers to the ability to manage and optimize the potential of individuals with diverse backgrounds, cultures, and characteristics in order to reach business objectives, while acknowledging, accepting, and respecting this diversity. It is the Law that – with respect to employment – individuals cannot be discriminated against or harassed on the basis of race, colour, ancestry, place of origin, ethnic origin, citizenship, religion, creed, gender, sexual orientation, physical or mental capabilities, age, marital or family status (including pregnancy), same-sex partnership status, or record of offences.

Good Business $ense Research and experience show that when diverse backgrounds and talents are effectively managed they combine to create a more productive business environment. Currently over 60% of Canada’s labour force is made up of women, visible minorities, and people with disabilities. Aboriginal youth are the fastest growing labour force sector with more than 400,000 entering the job market over the next two decades. Hamilton’s workforce reflects this national trend towards greater diversity and so investing in diversity management simply makes good business sense.

An employer who successfully taps into Hamilton’s diverse labour force gains a significant competitive advantage in today’s global economy because diversity: 1. Expands the talent pool of highly skilled and experienced workers for recruitment purposes. 2. Increases productivity due to supportive workplace environment and greater team-based collaboration, communication, and effectiveness. 3. Leads to higher employee morale which means low absenteeism and high retention, which in turn leads to decreased recruitment and training costs. 4. Increases creativity and flexibility due to multiple perspectives and interpretations. 5. Generates higher quality problem-solving and decision-making because a wide range of knowledge, skills and ideas are working together. 6. Improves customer relations based on corporate knowledge of diverse populations. 7. Illustrates positive corporate citizenship and leadership. 8. Results in fewer complaints of discrimination thereby reducing costly financial settlements.

Increasing diversity in the workplace is an organizational change process. It requires training, resources and time, but the benefits far outweigh the effort.

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D Hamilton Employers & Diversity Management In the Workplace Integrating individuals who have a different language or cultural orientation presents unique challenges in the workplace. Failure to address these challenges by incorporating diversity management into your business plan may lead to interpersonal conflict, increased workplace stress, and lower productivity.

Steps to Implementing Diversity Management STEP 1: Present the Business Case for Diversity Management Build a business case for introducing a diversity management program into your workplace. Identify best practices and examine current policies and the law. Show how diversity initiatives are linked to business objectives.

STEP 2: Provide Leadership Gain support and commitment from management and employees by involving them in the development and implementation of diversity programs. Communication is critical and employees increasingly expect to be involved in decision-making.

? Accommodations for injured or disabled workers (e.g. assistive devices and accommodations) ? Diverse work teams (e.g. combine individuals with diverse backgrounds for innovative problem-solving and greater productivity) ? Equitable opportunity (e.g. hire, promote, and assign staff to special projects based on merit, establish an “open door” environment that welcomes ideas and feedback from all employees)

STEP 4: Monitor Workplace Diversity Program Review and evaluate the diversity program periodically to monitor its effectiveness. Invite employee feedback and instigate change as needed. Stay informed about changes in government policies and trends in workforce demographics. Be pro-active in responding to these changes in the labour market.

An employer who taps into Hamilton’s diverse workforce gains a significant competitive advantage.

STEP 3: Develop a Workplace Diversity Program Create a detailed workforce diversity program and establish accountability for implementation. Here are a few examples of initiatives that might be included in a well-rounded diversity program: ? Workplace flexibility (e.g. annualized hours, flextime, compressed work weeks, telework) ? Reduction of working time (e.g. gradual retirement, voluntary part-time work, job sharing) ? Dependent care initiatives (e.g. emergency child care and eldercare, workplace child care, local referral and support information) ? Work-life stress management (e.g. employee assistance programs, wellness/health promotion) ? Leave and benefits (e.g. vacation, leave for personal reasons, sick leave, parental leave, maternity leave, flexible benefits, paternity leave, community service, education/training)

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Training Training in diversity helps to address the issue of employment equity and the different characteristics of today’s workforce. There are currently three main types of diversity training:

1. Awareness Building This type of training addresses the benefits of diversity in the workplace. Here are a few simple, cost-effective ways to raise awareness of diversity management in the workplace: ? Identify a diversity day or week ? Organize potlucks and invite employees and management to attend ? Dedicate space to diversity issues in the organization’s newsletter or bulletins ? Develop a company website page geared to diversity

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D Hamilton Employers & Diversity Management 2. Skill Building

Business Case

This type of training improves skills in communicating with and managing a diverse workforce. It is essential to increasing a company’s capabilities for diversified interactions and for developing more effective managers/supervisors. You can build these skills through workshops, training, and seminars that include role plays, case studies, videos, guest speakers, and open discussion.

3. Cross-Cultural Training This type of training addresses cultural sensitivity and business etiquette. It involves education in crosscultural differences (especially in regards to corporate culture) and ways to adapt to different cultures. It can be especially helpful to recruitment, orientation, training, health and safety, performance management, and retention activities.

Global Diversity at Work Presents business case for diversity. Includes a comprehensive list of resources and links. 8 www.diversityatwork.com

Value of Diversity in the Workplace Business case for employment equity and diversity in the workplace. 8 www.crr.ca/Load.do?section=4&subSection=10&id =191&type=2

Diversity contributes to a more productive business environment.

Resources Community Connections Settlement and Integration Services Organization (SISO) SISO provides training in the areas of cultural competencies, cross-cultural communication, diversity management, and policy development. 8 www.siso-ham.org ) Tel: 905-667-7476

Implementation WORKink Resources, articles, tools and information for creating an inclusive workplace. 8 www.workink.com/display.asp?Page_ID=29

Achieving Results Through Diversity: A Strategy for Success

PATH Employment Services Employment service for people with disabilities. Assists employers with recruitment.

8 http://www.hrpa.ca/NR/rdonlyres/CCFACC1C9586-41FD-9CB2-AC59E16547C2/0/diversity.pdf

8 www.pathemployment.com ) Tel: 905-528-6611

Paths to Equal Opportunity Information on removing and preventing barriers so that people with disabilities can work.

Ontario March of Dimes Offers many services that help employers with accommodations in the workplace. 8 www.marchofdimes.ca ) Tel: 905-528-9432

8 www.equalopportunity.on.ca

The Business Case for Gender Diversity Gender diversity management and training for individuals, businesses, and organizations. 8 www.gendertraining.com

Bias-Free Hiring Handbook Published by the United Way of Burlington & Greater Hamilton. ) Tel: 905-527-4543

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D Hamilton Employers & Diversity Management Aboriginal Human Resources Development Strategy

Adopting diversity in the workplace expands your recruitment options.

Employment strategies to ensure current and future opportunities for Aboriginals. 8 http://www1.servicecanada.gc.ca/en/gateways/ topics/ahs-gxr.shtml

Law Ontario Human Rights Commission Provincial law that gives everybody equal rights and opportunities without discrimination. 8 http://www.ohrc.on.ca ) Tel: 1-800-387-9080

Notes:

Ontario Pay Equity Act Provincial legislation designed to redress gender discrimination. 8 www.e-laws.gov.on.ca/index.html

Employment Equity Act Federal legislation designed to correct conditions of disadvantage in employment experienced by women, Aboriginal peoples, persons with disabilities, and members of visible minorities. 8 http://laws.justice.gc.ca/en/E-5.401/index.html

Canadian Human Rights Act Federal legislation regarding equal rights and opportunities without discrimination. 8 http://laws.justice.gc.ca/en/H-6/index.html

Books The Business Case for Diversity, 4th Ed. DiversityInc. Allegiant Media (2003). The Diversity Scorecard: Evaluating the Impact of Diversity on Organizational Performance. Edward Hubbard. Butterworth-Heinemann (2003). Diversity: A Business Advantage - A Practical Guide. PhebeJane Poole. Poole Publishing Company (1997). Implementing Diversity: Best Practices for Making Diversity Work. Marilyn Loden. McGraw-Hill (1996). Evaluating Diversity Training: 17 Ready-to-Use Tools. J.M. Keller, et. al. Pfeiffer & Co. (1996).

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Hamilton Employers &

Older Workers Business Case

Key Concepts

Generally, an employee who is over the age of 45 is considered an Older Worker. Older workers can also be grouped into three separate cohorts: age 45-54; age 55-65; age 65 and older. Ageism refers to misconceptions and negative attitudes about aging and its impact on life activities such as work. Age Discrimination is the consequence of ageist attitudes and is in direct conflict with the Ontario Human Rights Code and the Canadian Human Rights Act. It is the Law that employers “cannot refuse to hire, train or promote a person simply because they are older.” (Ontario Human Rights Commission)

There is a growing trend among older workers to continue working beyond the age of 65.

There is a strong business case for employers to consider recruiting and retaining older workers: 1. Many employers will lose 50 - 70% of their labour force to retirement within the next decade. 2. Mass retirement of older workers represents a significant loss of physical and intellectual human capital within an organization, therefore it is important to embrace and, if possible, maintain some of this labour power and knowledge. 3. An overall labour market trend towards phased-in retirement programs (e.g. job sharing, part-time work, revised job responsibilities) and away from early retirement incentives. 4. A growing trend among older workers to continue working beyond the age of 65 in order to remain active physically, mentally, financially, and professionally. 5. It has been shown that productivity increases as a worker matures due to higher levels of skill, experience, and knowledge. 6. Studies show lower rates of accidents, turnover, and absenteeism among older workers. 7. Older workers are typically more loyal to their employers and demonstrate a strong work ethic.

Good Business $ense

8. The provincial government has removed the mandatory retirement age cap of 65 from the Ontario Human Right Code. This legislative change will impact working conditions, employer benefits, public and private pensions, as well as tax policies – all issues of concern to employers.

The aging workforce represents one of the greatest challenges facing employers today. The working-age population is becoming older, with proportionally more individuals than ever in older age brackets (45 64 years of age) and fewer individuals than ever in younger age brackets.

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O Hamilton Employers & Older Workers In the Workplace A growing number of companies are placing a premium on the experience, valuable contacts, and the maturity of older workers, and are implementing ways of acquiring and sharing that knowledge through training, mentoring, and coaching. Although many of the following suggestions will increase the accommodation of all workers, they are of especial benefit to older workers: ? Develop a workforce plan that includes active recruitment and retention of older workers. ? Adopt training and development programs that use adult learning principles, e.g. relating new skills to previous experiences, self-paced and self-directed learning, supportive learning environment. ? Take the work-life balance needs of older workers into consideration and allow for part-time and flexible work arrangements, “bridging jobs” to retirement, and medical or emergency leaves. ? Create a welcoming work environment for older workers by promoting healthy attitudes and communication among employees. ? Improve the physical environment by incorporating better lighting, larger font size, and ergonomic work stations.

Resources Community Connections Experienced Workers Program Advantages of hiring experienced workers and connect with older job seekers. 8 www.tcet.com/ewp/forEmployers.aspx ) Tel: 905-681-3356 x 22

Employers: Are You Ready for the Next Demographic Shift? Experienced Workers Information Network based in Durham region. 8 www.unemployedhelp.on.ca/EWIN/introduction.htm

Retired Worker Canada For retired people who want to work and employers who want to hire them. 8 www.retiredworker.ca

Business Case Myths & Realities of Older Workers Includes “Overview of Aging Workforce Challenges”. 8 www.hrsdc.gc.ca/asp/gateway.asp?hr=/en/lp/spila /wlb/aw/21overview_analysis02.shtml&hs=wnc

Challenges of an Aging Workforce Documents impact, challenges, and options for employers. Includes information on older worker clauses in collective agreements.

Productivity increases as a worker matures due to higher levels of skill, experience, and knowledge.

8 www.sdc.gc.ca/en/lp/spila/wlb/pdf/overview-agingworkforce-challenges-en.pdf

Building Bridges Across Generations in the Workplace Report on Canada’s aging workforce. 8 www.ccsd.ca/pubs/2001/bridges/bbeng.pdf

Older Worker Awareness Case studies, facts, and research. 8 www.gov.pe.ca/infopei/index.php3?number=81357 &lang=E&PHPSESSID=5bc2f4d32d1f8e58195d49e889b 0f0f6

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O Hamilton Employers & Older Workers Implementation A well-rounded Workforce Plan includes active recruitment and retention of older workers.

Resources to Find & Employ Older Workers Information on recruitment, employment agencies, transition, termination, assisting, training, HR planning. 8 http://hrmanagement.gc.ca/gol/hrmanagement/ site.nsf/en/hr11197.html

Discussions on Aging Workforce Innovative practices implemented in workplaces to accommodate older workers. 8 www.hrsdc.gc.ca/en/lp/spila/wlb/aw/03discussions. shtml

Notes:

Older Worker Information Recruitment and retention of older workers and how to assess your workplace readiness. 8 www.dwd.state.wi.us/dws/programs/populations/ olderworker

Law Ending Mandatory Retirement: What It Means To You Ministry of Labour document detailing how the legislation will affect Ontario. 8 www.labour.gov.on.ca/english/news/m_mr.html

Age Discrimination and Employment Addresses discrimination during hiring, on-the-job, as well as duty to accommodate. 8 http://www.ohrc.on.ca/en/issues/age

Age Discrimination: Your Rights and Responsibilities Information on age discrimination, as well as myths and realities surrounding older workers. 8 http://www.ohrc.on.ca/en/issues/age

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I

Hamilton Employers &

Internationally Trained Workers Workplace-specific assessment tools can be created based on the language benchmarks.

Key Concepts

Internationally Trained Professionals have typically completed formal education in another country at the college or university level and may have considerable work experience in their country of origin. Examples of internationally trained professionals include: doctor, architect, medical technologist, veterinarian, and pharmacist. Internationally Trained Tradespeople have typically done apprenticeships or attended vocational schools in another country and may have considerable work experience in their country of origin. Examples of internationally trained tradespeople include: electrician, welder, cabinetmaker, automotive service technician, and general machinist.

Internationally trained workers are hired because they provide the skills employers need.

Credential Evaluation assesses international education and training qualifications and identifies equivalencies to Canadian education and training. This assessment is typically conducted by organizations that specialize in this service and usually a fee is charged. Credential evaluation does not take into consideration actual work experience. Canadian Language Benchmarks are a tool to describe, measure and recognize the language proficiency of an individual. An employer can use these benchmarks to know what language level is required to do a job and to understand what language skills a worker possesses.

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English as a Second Language (ESL) and Language Instruction for Newcomers to Canada (LINC) are classes for non-English speaking individuals typically offered through public and separate school boards, community colleges, not-for-profit agencies, and settlement and immigrant service organizations. It is the Law that – with respect to employment – individuals cannot be discriminated against or harassed on the basis of race, colour, ancestry, place of origin, ethnic origin, citizenship, religion, creed, gender, sexual orientation, physical or mental capabilities, age, marital or family status (including pregnancy), same-sex partnership status, or record of offences.

Good Business $ense Considering the mass retirement of baby boomers and the scarcity of young workers to replace them, Canadian employers can no longer afford to overlook or underutilize immigrant skills. Currently an estimated 36% of recent immigrants to Hamilton have university degrees, certificates, or diplomas, and they represent a viable, productive workforce.

Business Case Employer case studies and research show that internationally educated workers not only provide a solution to looming skills shortages, but they also enhance an employer’s competitive advantage on multiple fronts: 1. Knowledge of foreign business practices and existing links with overseas markets are value-added in a global economy.

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Hamilton Employers & Internationally Trained Workers

2. One or more languages in addition to English combined with knowledge of another culture expand the company’s capacity to work with and respond to an increasingly diverse customer base – in Canada and abroad. 3. A diverse workforce contributes to a more productive and progressive workplace. 4. Welcoming diversity in the workforce enables employers to meet the challenge of current and future staffing needs by accessing a wider talent pool. 5. High levels of education and different perspectives on how things get done give the employer an innovative edge. 6. Less staff turnover and greater employee loyalty have been attributed to the positive work ethic and attitude internationally trained workers bring to the workplace.

In the Workplace Recruiting and Selecting Internationally Trained Workers Tips: § Incorporate community organizations that provide

§ § §

§

employment services to internationally trained workers into your recruitment and selection strategy. These services may offer pre-screening and pre-selection services to employers and may even provide short-term on-site assistance to newcomer employees. Check for employment services in Hamilton under Resources at the end of this section. Learn to look beyond the name of the applicant and the place of education: put qualifications and skills first. During interviews, allow for cultural differences in communication styles and encourage the candidate to ask questions and seek clarification. To determine if an applicant’s training meets your skills needs, request an assessment of their academic credentials through a recognized credential assessment service. There is a fee for this service. Credentials are important but so is work experience. Encourage candidates to talk about their work

experience during an interview by asking behavioural questions that begin “Tell me about a time when…” or “Tell me how you…” This way you are learning about their abilities and experience to do the job you are hiring for today. § You may want to consider skills testing using technical demonstrations at the worksite. § Employment practices that discriminate against immigrants and visible minorities include: culturally biased aptitude tests, lack of recognition of international credentials, and excessive levels of language requirements. § Before entering into an agreement to hire an internationally trained worker, make sure that he or she has landed immigrant status, convention refugee work permits or temporary work visas.

Workplace Challenges and Solutions Increasing diversity in the workplace is an organizational change process. A few of the challenges a company might face in the early stages of diversity management include: language and communication, understanding foreign credentials, cultural diversity, and lack of awareness about the skills and qualifications of internationally trained workers. The benefits of diversity in the workplace will soon prove to an employer that the investment in training, resources, and time is worthwhile. Employer case studies show that the following initiatives support the integration of internationally trained workers into the workforce:

Employing an internationally trained worker is a competitive advantage, whether in a global marketplace or in a multicultural community like Hamilton.

? Create a welcoming, inclusive work environment. § Raise awareness of your company as an employer of internationally trained workers. § Use ethnic media to advertise job openings.

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§ Place job postings with career centres at colleges

and universities and at community employment agencies which attract a diverse population. § Offer diversity training to educate your workforce. § Adopt an informal, fun approach to diversity training through potluck lunches, celebrating multiple beliefs and special occasions, featuring a diversity column in the company newsletter, and so on. ? Create opportunities for mentorships, internships, and job shadowing to prepare internationally trained workers for the workplace and to see if they are a “good fit” with your organization. § Companies can develop their own programs or participate in existing mentorship, internship, and job shadowing programs through an external agency. External agencies can also provide support to a company initiating its own program. See Resources at the end of this section for links to external programs and the chapter on Mentoring. § Work with the mentee or intern to develop an individualized training plan with progressive goals to achieve. ? Support language and skills development in the workplace and through programs offered by agencies in the community. See Resources for a list of agencies in Hamilton who provide language and skills development programming. Depending on the program, it may be offered at the company’s workplace or off-site. ? Demonstrate strong diversity leadership at the management level. § Form a cultural advisory committee that addresses workplace diversity issues. § Embrace diversity as an aspect of company workplace culture. Demonstrate the belief that diversity in the workplace is an opportunity to learn and to utilize skills. § Place a priority on supporting newcomer employees beginning at the job interview and especially during the training period.

Resources Community Connections Bias-Free Hiring Handbook Helps employers eliminate barriers and ensure equitable employment in their hiring practices. Published by the United Way of Burlington & Greater Hamilton. ) Tel: 905-527-4543

Opening Doors to Internationally Trained Professionals and Tradespeople Information on bridge training projects, educational assessments, and fact sheets for licensing and certification in regulated trades and professions. 8 http://www.citizenship.gov.on.ca/english/ working/experience ) Tel: 905-521-7764

St. Joseph Immigrant Women’s Centre Links meaningful job opportunities with qualified immigrant women. Employers can post jobs. 8 www.stjosephwomen.on.ca ) Tel: 905-529-5209

Francophone Employment Resource Centre (ACFO) Employers can post jobs. Employment assistance provided to Francophone job seekers. 8 www.acfo-hamilton.on.ca/emploi ) Tel: 905-540-1300

Settlement and Integration Services Organization (SISO) Cultural interpretation/translation services, language assessments, licensing and accreditation, workshops for employers, and work-ready internationally trained professionals and tradespeople. 8 www.siso-ham.org ) Tel: 905-667-7476 8 www.skillsadvantage.com

Ontario Works Assists employers with recruiting internationally educated professionals. 8 www.hamilton.ca/owjobs ) Tel: 905-546-2424 x 3624 or x 2690

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Job Connect

Hire Immigrants

Assists employers with recruitment, including internationally trained workers.

Learn what other Canadian employers are doing to promote diversity and hire immigrants. Includes a selfassessment tool for employers.

) Tel: 905-575-2177

8 www.hireimmigrants.ca

InformHamilton Links to translation, interpretation, literacy, language assessment, and ESL services in Hamilton. 8 www.inform.hamilton.ca [keyword search: immigrant]

Credential Evaluation

New Canadian Program

Foreign Credential Recognition Program (FCR) -

Assists employers with finding pre-screened and qualified newcomers.

Summary of information about the FCR Program for individuals and employers.

8 www.newcanadians.org

8 www.credentials.gc.ca/media/backgrounders/ 2007-05-24a.asp

Collège Boréal 8 www.borealc.on.ca ) Tel: 905-544-9824

Canadian Information Centre for International Credentials

Hamilton-Wentworth Public and Separate School Boards

National clearing house and referral service supporting the recognition and portability of Canadian and international educational and occupational credentials.

Both school boards offer language and skills training. 8 www.hwdsb.on.ca 8 www.hwcdsb.edu.on.ca

8 www.cicic.ca/indexe.stm ) Tel: 416-962-9725

Association of Accrediting Agencies in Canada List of member organizations who can provide information and assistance regarding specific professions and trades.

Business Case

8 www.aaac.ca

Take a Look at What’s Working: Internationally Trained Workers in Canada

World Education Services (WES)

Presents business case and employer best practices.

Fee-based credential evaluation service.

8 www.cme-mec.ca/shared/upload/on/reference_ piece.pdf

Making a Visible Difference: The Contribution of Visible Minorities to Canadian Economic Growth Study documents the role of immigrants in addressing Canada’s looming skills shortages. 8 http://www.conferenceboard.ca/documents.asp? rnext=705

8 www.wes.org/ca ) Tel: 1-866-343-0070

International Credential Assessment Service of Canada Fee-based credential evaluation service. Provides information and training to assist employers. 8 www.icascanada.ca ) Tel: 1-800-321-6021

Immigrant Employment in Hamilton: Connecting the Dots Study documents employer role in recruiting internationally educated workers and the benefits of diversity in the workplace, particularly in light of skills shortages. 8 www.htab.ca

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Implementation

Government

Settlement.Org

Immigration - The Employer’s Role

Information on immigration, employment, education, language, literacy, and immigration stats for employers and present or potential employees.

Information from the federal government.

8 www.settlement.org

Cultural Profiles Project Profiles of life and customs in other countries assist with understanding other cultures. 8 www.settlement.org/cp/english/index.html

Canadian Centre for Canadian Language Benchmarks

8 www.cic.gc.ca/english/work/employers/index.asp

Immigration and Refugee Protection Act New immigration law has implications for organizations who wish to recruit & hire people who are not citizens or permanent residents of Canada. 8 http://laws.justice.gc.ca/en/ShowTdm/cs/I-2.5

Books

Assists employers with evaluating language skills needed in the workplace. 8 http://www.language.ca/

Skills International Ontario-wide collaborative effort to link employers and internationally trained professionals. 8 www.skillsinternational.ca

Career Bridge Internship program connects employers with highly qualified, professional-level immigrants. 8 www.careerbridge.ca

Recruiting, Retaining and Promoting Culturally Different Employees. Lionel Laroche and Don Rutherford. Butterworth-Heinemann (2006). International HRM: Managing Diversity in the Workplace. Maryann Albrecht, ed. Blackwell (2001). Voices of Diversity: Real People Talk About Problems and Solutions in a Workplace Where Everyone in Not Alike. Renee Blank and Sandra Slipp. Amacom (1994). Organizational Entry: Recruitment, Selection, Orientation, and Socialization of Newcomers. Second Edition. John Wanous. Addison-Wesley (1992).

Learn to look beyond a job applicant’s name and place of education. Put qualifications and skills first. Ask yourself: Does this person have the skills and experience to do this job?

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Hamilton Employers &

School-to-Work Transition

Key Concepts

School-to-Work Transition refers to the movement of youth from educational institutions (e.g. high school, college, university, career college, and apprenticeship) to the workforce. School-to-Work Programs prepare students for the workforce while they earn their certificate, diploma, degree, or other qualification. School-to-work programs are typically available through educational institutions, but some programs are also available through youthserving organizations in the community. All programs involve recruiting employers who are willing to provide appropriate, supervised placements for youth for a predetermined time period.

training. Apprentices learn by doing: 80% of the time is spent learning on the job from an expert and only 20% of the time learning in a classroom. Apprentices are employed and earn a wage while they alternate between work and school. The employer sponsors the apprentice and trains him or her for a specific skilled trade. The majority of time is spent learning a trade on the job. Job Shadowing and Information Interviewing are informal, but very valuable ways for employers and youth to learn about each other. A job shadowing placement can last from a few hours to a few days. The young person observes someone in a field of work that he or she is interested in and has the opportunity to ask questions. In an information interview, the young person schedules a meeting with an expert in a field that he or she is interested in to ask questions about that field.

The following are examples of school-to-work programs: Cooperative Education offers students the opportunity to integrate classroom theory with practical experience in the workplace. Students alternate between school and work and the work placement is typically related to the student’s course of study or career objectives. Co-op programs are available through secondary and postsecondary educational institutions. Ontario Youth Apprenticeship Program (OYAP) offers Ontario secondary school students the opportunity to earn their high school diploma while undertaking apprenticeship training leading to a Certificate of Qualification with Journeyperson status in a skilled trade. An Internship is a school-to-work program that offers students the opportunity to gain workplace experience while allowing them to find out how they will perform in a specific type of work environment. Placements last from four to 16 months and they can be paid or unpaid (an honorarium upon completion of the internship is typical). Internships are most frequently offered through post-secondary educational institutions. Apprenticeship training is a form of post-secondary education that combines on-the-job and in-school

Good Business $ense The Conference Board of Canada is forecasting a shortage of a million skilled workers by 2020. Youth represent an enormous untapped labour supply that could assist in addressing this shortage. School-to-work programs give employers the opportunity to connect with a new pool of promising young talent and to build a loyal and enduring labour force for the company.

Business Case 1. Cost effective Training costs for a youth employee are offset by hiring incentives offered through federal and provincial government departments and programs (see In the Workplace for more information on financial incentives). If a youth is hired upon graduation, he or she is likely entering an entry-level position and therefore is entitled to entry-level wages. Also, if an employer hires a student following participation in a

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S Hamilton Employers & School-to-Work Transition school-to-work program, there will be virtually no recruitment costs and training costs are potentially minimal.

2. Long-term attachment to the labour force Early employment experience positively affects the future capacity of youth to find and keep work throughout the course of their career. The sooner youth are integrated into the workforce, the sooner they become self-supporting and are able to contribute to tax funded programs such as Employment Insurance and Canada Pension Plan. These contributions are especially important now that large numbers of older workers are leaving the workforce and are no longer making these contributions.

3. Succession planning Not only will early work experience help attach young workers to the labour force, it will also attach them to their employer in terms of company loyalty. Whether a young worker remains with a company for an extended period of time, or departs and then returns, the young worker will provide continuity during the boomer retirement and is a known quantity.

4. New talent

In the Workplace Financial Incentives The federal and provincial governments have several programs offering financial incentives such as wage subsidies to encourage employers to hire youth. The links below represent the most popular incentive programs and can assist employers with the first step towards hiring youth. § Service Canada’s Youth Employment Strategy (YES)

offers three financial incentive programs employers to employers: Career Focus – Provides funding for employers to help post-secondary graduates obtain careerrelated work. Skills Link – Provides funding to community organizations to hire youth facing barriers to employment. Summer Work Experience – Provides wage subsidies to employers to create summer employment for secondary and post-secondary students. 8 www.youth.gc.ca § Young Canada Works (YCW) – Wage subsidies for

Employers who are involved with school-to-work programs have the opportunity to “try out” youth who are co-operative, open-minded and energetic. If there is a good fit, employers can use these programs for recruiting new talent and for nurturing a reputation for hiring young workers. Young people bring new ideas and fresh enthusiasm to the workplace and employers can capitalize on the knowledge of technology and youth consumer trends that these young workers possess.

summer employment and internships. 8 www.pch.gc.ca/ycw-jct/html/welcome_e.htm § Ontario Summer Jobs Program – $2.00/hour hiring

incentive for employers who provide summer job placements. 8 www.edu.gov.on.ca/eng/document/brochure/ summejbe.html § Co-operative Education Tax Credit, Ministry of

Finance – Refundable tax credit for each qualifying work placement ending in the tax year equal to the lesser of: 10% to 15% of eligible expenditures made for the work placement and $1,000.

A youth-friendly workplace is essential to successful youth recruitment and retention.

8 www.rev.gov.on.ca/english/credit/cetc § Graduate Transitions Tax Credit, Ministry of Finance

– Refundable tax credit that applies to qualifying expenditures hiring unemployed post-secondary graduates for positions in Ontario. Tax credit calculated as 10% to 15% of salaries and wages paid to a maximum of $4,000 for each qualifying graduate. 8 www.rev.gov.on.ca/english/credit/gttc

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S Hamilton Employers & School-to-Work Transition § Job Creation Partnership – Wage subsidies for

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employers hiring unemployed individuals for projects that benefit the community or local economy.

8 www.georgespvanier.csdcso.on.ca ) Tel: 905-528-0301

8 www.edu.gov.on.ca/eng/tcu/employers/ jobcreation.html

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§ Targeted Wage Subsidy – Offers employers

8 www.acmt.csdccs.edu.on.ca ) Tel: 905-389-4055

temporary wage subsidies to enable them to hire people who face barriers to employment. 8 www.edu.gov.on.ca/eng/tcu/employers/ wagesubsidy.html

Youth Recruitment Employers in Hamilton can recruit youth through secondary (high school) and post-secondary educational programs, as well as through youth employment agencies. The school-to-work program, or the availability of the youth, along with the needs of the employer determine if the work arrangement will be part-time, full-time, or a summer position and if it is a permanent, temporary, or contract placement. The source of youth recruitment depends entirely on the position requirements and the employer’s long term plans for the position; for example, a high school student may be suitable for a weekend sales clerk position, whereas a post-secondary student who is graduating soon may be suitable for a co-op placement with an employer who is hoping to fill the position permanently in the long term. In the latter case, the employer is using a school-to-work program as a recruitment strategy for new employees.

RECRUITMENT Secondary PROGRAMS § Co-op § Job Shadowing ORGANIZATIONS Columbia International College 8 www.cic-totalcare.com ) Tel: 905-572-7883

RECRUITMENT Post-secondary PROGRAMS § Co-op § Internship § Summer Career Experience § Job Posting § Graduate Employment ORGANIZATIONS McMaster University 8 www.careers.mcmaster.ca ) Tel: 905-525-9140

RECRUITMENT Secondary PROGRAMS § Co-op § OYAP § Community Volunteer Work

ORGANIZATIONS Hamilton-Wentworth District School Board 8 www.hwdsb.on.ca ) Tel: 905-527-5092

Tip for working with youth: identify jobs with well-defined tasks, clear expectations and close supervision.

Hamilton-Wentworth Catholic District School Board 8 www.hwcdsb.edu.on.ca ) Tel: 905-525-2930

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S Hamilton Employers & School-to-Work Transition RECRUITMENT Post-secondary

RECRUITMENT Youth

PROGRAMS § Co-op § Apprenticeship § Job Posting § Graduate Employment

PROGRAMS § Job Posting § Youth Referral § Work Placement § Volunteer § Apprenticeship

ORGANIZATIONS Mohawk College 8 www.mohawkcollege.ca [under Explore More, click Employers] ) Tel: 905-575-1212

ORGANIZATIONS Ancaster Community Services ) Tel: 905-648-6675

Careerworx ) Tel: 905-540-9679

RECRUITMENT Post-secondary

Connexion Emploi

PROGRAMS § Co-op § Job Posting § Graduate Employment

Dundas Community Services

) Tel: 905-540-1300 x 22 ) Tel: 905-627-5461

Grand River Employment & Training ) Tel: 1-888-218-8230

ORGANIZATIONS Redeemer University College

Hamilton Youth Employment Centre 8 www.yootworks.info

8 www.redeemer.on.ca ) Tel: 905-648-6655

Job Connect ) Tel: 905-575-2177

RECRUITMENT Post-secondary Career Colleges

TRI-Rock

PROGRAMS § Co-op § Job Posting § Graduate Employment

Volunteer Hamilton

8 www.livingrock.ca 8 www.volunteerhamilton.on.ca

Youth in Transition ) Tel: 905-317-4934

ORGANIZATIONS There are over 20 private career colleges in Hamilton offering job-specific training in: § Aesthetics and hair design § Culinary arts § Health care § Hospitality § Travel/tourism § Law and security § Business § Technology § Truck driving § Welding Search the yellow pages under “Education” or search online:

Youth Track 8 www.city.hamilton.on.ca/owjobs

8 www.serviceontario.ca/pcc 8 www.schoolfinder.com

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S Hamilton Employers & School-to-Work Transition Tips for Working with Youth With funding and youth recruitment sources in place, the next step is to welcome youth into the workplace. Below are a few guidelines to consider: ? When thinking about a role for youth in your company, identify the jobs that can be performed by someone with the right qualities (e.g. confidence, sales abilities) even if they lack experience. ? Identify jobs with well-defined tasks, clear expectations, close supervision, and minimal organizational risk. ? Create a youth-friendly workplace environment: take an interest in their future, give them some flexibility in how they accomplish tasks, reward achievement and deal with non-performers, plan casual days, show youth how to enjoy themselves on the job, and finally, pay youth a competitive wage. ? Provide orientation to the workplace and remember to address important items such as: personal use of equipment (e.g. cell phones, MP3 players, personal email), dress code, attendance procedures (e.g. illness, medical appointments, arriving late/leaving early, switching shifts), breaks, and workplace safety. ? Look beyond your perceptions of youth:

If you perceive youth to be... Over-confident or arrogant Here’s how to handle it... § Look past the attitude – it may hide feelings of intimidation. § Assign tasks that fit their real ability level. § Give them time, training and guidance to develop competence on the job. If you perceive youth to be... Disrespectful and vocal if dissatisfied Here’s how to handle it... § Don’t expect respect based solely on your position in the company. § Explain how decisions are made and the process for employees to provide input. Provide opportunities for employee input. If you perceive youth to be... Demanding with little motivation Here’s how to handle it... § Pay a competitive wage and create a youth-friendly workplace.

If you perceive youth to be... Lacking work ethic Here’s how to handle it... § Find out how they define work ethic and find a common ground. § Find out what motivates them and use it as incentive. If you perceive youth to be... Lacking commitment Here’s how to handle it... § Provide opportunities to rotate positions or responsibilities if tasks are repetitive. § Make it clear that entry-level positions lead to other jobs that are less routine with better pay.

Youth face two major challenges when they start work: 1. Learning a new job and fitting in with a new group of people. 2. Searching for a career path that is right for them.

Resources Business Case Youth Employment Strategy: A Formative Evaluation of Youth Internship Business case for hiring youth presented in section 3.4. 8 http://www.hrsdc.gc.ca/en/cs/sp/hrsdc/edd/ reports/2000-000411/page00.shtml

Out of the Classroom, into the Workforce: Mining Youth Potential Documents the benefits to supporting youth entering the labour force and the role of employers. 8 www.conferenceboard.ca/education/reports/pdfs/ Youth%20Sounding%20Board%20Report%20DRAFT.pdf

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S Hamilton Employers & School-to-Work Transition Now Hiring Youth: The Bottom Line on Workforce Renewal

Government Programs & Incentives

Business case for hiring youth and a detailed guide for youth recruitment and retention.

Youth Employment Strategy – YES

8 www.cfic-ccia.ca/en/HiringYouth.pdf

Information for employers about all government incentive programs for hiring youth, including Career Focus, Skills Link, and Summer Work Experience. 8 www.youth.gc.ca/

Recruiting & Working with Youth

YES Initiatives

InvolveYouth: A Guide to Meaningful Youth Engagement

List of existing youth employment initiatives and employer incentive programs offered through a variety of government departments.

Tips for employers on an outreach and recruitment strategy that creates access, equity and inclusiveness for all youth. 8 www.toronto.ca/involveyouth/chapter3.htm

Ontario Business Education Partnership Information and links on school-to-work transition and Passport to Prosperity initiatives. 8 www.olpg.on.ca ) Tel: 1-888-672-7996

8 www.hrsdc.gc.ca/en/epb/yi/yep/newprog/ general.shtml

Youth Awareness Program for employer, community and youth partnership to generate awareness of youth as our future labour force. 8 www.hrsdc.gc.ca/en/epb/yi/yep/programs/ info.shtml

Ontario Ministry of Labour

Canadian Association for Co-operative Education Comprehensive list of post-secondary co-operative education programs in Ontario.

Documents minimum age requirements for youth in the workplace. 8 http://www.labour.gov.on.ca/english

8 www.cafce.ca

Career Edge: Canada’s Internship Organization Connects recent graduates with Canadian internship placements. 8 www.careeredge.ca

Ability Edge Connects persons with disabilities who have recently graduated with internship placements. 8 www.abilityedge.ca

A Guide to Mentoring Students A guide to mentoring students. Includes sample mentoring agreement. 8 www.tbs-sct.gc.ca/pubs_pol/hrpubs/tb_856/ agtms_e.asp

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Apprenticeship

Key Concepts

Apprenticeship is a system of training in which a worker entering the skilled trades is given instruction and experience through both paid on-the-job training under the guidance of a journeyperson (90% of the time) and in the classroom (10% of the time). An apprenticeship involves an agreement between the apprentice, the employer, and a government agency (in Ontario the government agency responsible for apprenticeship is the Ministry of Training, Colleges and Universities). An Apprentice is an individual who is taking apprenticeship training. Training may take one to five years, depending on the number of hours required for certification. A Journeyperson is a person who has completed an apprenticeship in a trade or craft and has achieved the requisite certification to work in his or her field. There are over two hundred apprenticeable Skilled Trades in Ontario in four major sectors: construction, industrial/manufacturing, motive power, and service. Some skilled trades involve mandatory certification (i.e. the individual must be registered as an apprentice or have a provincial Certificate of Qualification to work in the trade), while other skilled trades involve voluntary certification (i.e. registration or a Certificate of Qualification is not a requirement). The following are examples of skilled trades in each of the four sectors: § Brick and stone mason § Electrician § Ironworker § Plumber § Steamfitter

Industrial/Manufacturing: § Cabinetmaker § General machinist § Metal fabricator § Tool and die maker § Welder

Service: § Arborist § Baker § Hairstylist § Educational assistant § Cook

Motive § Auto body repairer § Farm equipment mechanic § Automotive service technician

Construction:

Good Business $ense Employers in some industries are already experiencing a shortage of skilled trade workers and this trend will continue to grow. Forecasts predict that there will be a 100% turnover of skilled tradespersons in many industries within the next few years. Hiring apprentices is the only way employers will be able to sustain their skilled trade workforce and high level of productivity.

Business Case Hiring apprentices enables employers to: 1. Enhance their bottom line because they are training workers to meet their business needs in terms of a thorough knowledge of the company’s business, products, and industry as a whole. 2. Receive direct financial benefit: for every $1 invested in employing and training an apprentice, the average overall return is $1.38, and can go as high as $1.69 depending on the trade. 3. Take advantage of numerous government financial incentives designed to mitigate the costs of employing and training apprentices. 4. Increase their competitive edge with the most current technical and theoretical training apprentices bring to the workplace. 5. Avoid a skills gap by sustaining a balance of certified skilled trade workers and apprentices who can take the place of retiring skilled workers. 6. Make a short-term investment in the long-term gain of a loyal and skilled employee. 7. Build relationships and company loyalty in the workplace through the mentoring that takes place between journeyperson and apprentice.

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A Hamilton Employers & Apprenticeship In the Workplace Government Incentives Supporting Employers and Apprenticeship The provincial and federal governments have dedicated considerable time, money, and resources towards skilled trades and apprenticeships over the last several years. These efforts have focused on reforming the apprenticeship training system to make it more responsive to the needs of the job market. Below are some of the ways that the provincial government is supporting employer investment in apprenticeship: ? Apprenticeship Enhancement Fund Annual investment in college training facilities to expand apprenticeship training and ensure apprentices train on up to date equipment. ? Apprenticeship Innovation Fund Annual investment in projects to create curriculum for new skilled trades or to update the curriculum of existing trades. ? Apprenticeship Training Tax Credit Tax credit program to encourage employers to hire and train apprentices in specific trades. Program provides private sector employers with a refundable tax credit on salaries and wages paid. Amount of tax credit is based on total payroll. Program includes a $2,000 signing bonus for employers to encourage them to hire and train apprentices. ? Co-op Diploma Apprenticeship Program Program enables individuals who are completing a college diploma to also register an apprentice and work toward their Certificate of Qualification. This program creates more opportunities for youth to enter skilled trades and generates a talent pool for employers. ? Loans for Tools Program Interest-free loans help first-time apprentices buy the tools they need to practice their trade. ? Modular Training Programs Short-term, competency-based programs designed in consultation with industry. Purpose is to provide hands-on training and certification to individuals working in occupations requiring skill sets in industries regulated under the Occupational Health and Safety Act or the Highway Traffic Act.

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? Minister’s Annual Apprenticeship Employer Awards The Ontario government recognizes the commitment of employers who train apprentices. ? Ontario Youth Apprenticeship Program (OYAP) OYAP offers Ontario secondary school students who are at least 16 years old or going into Grade 11 the opportunity to earn their high school diploma while undertaking part-time apprenticeship training with a journeyperson. ? Pre-Apprenticeship Program Investment in projects to help people develop their skills to be eligible to become an apprentice in specific skilled trades. ? Job Connect - Apprenticeship 1,500 annual scholarships of $1,000 each for students who leave high school, but return to complete their high school credentials and enter apprenticeships. ? Other Financial Incentives Employers may be eligible for a variety of apprenticeship tax credits under the Corporations Tax Act (1990) and/or the Income Tax Act (1990), including: Co-operative Education Tax Credits; Graduate Transitions Tax Credits; and Leading Edge Technology Tax Incentives.

There are numerous government incentives that support employers hiring apprentices.

More information is available on all of these incentive programs: Call the Hamilton Apprenticeship Office ) Tel: 905-521-7764 8 www.edu.gov.on.ca/eng/training/apprenticeship/ appren.html 8 www.skilledtrades.ca

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A Hamilton Employers & Apprenticeship Apprenticeship Process

Resources

Step 1: Registration A person who wants to become an apprentice must either find an employer who wants to hire an apprentice or be recruited by an employer actively seeking an apprentice. Then the trainee or the employer contacts the local Ministry of Training, Colleges and Universities (MTCU) apprenticeship office. The MTCU training consultant will assess the employer’s ability to train. Once it is determined that a high level of training can be provided, the trainee and the employer sign an apprenticeship contract or training agreement with MTCU which registers the trainee as an apprentice.

Community Connections Skilled Trades Employer section features resources, information on hiring incentives, discussion forum, and free posting of apprenticeship opportunities. 8 www.skilledtrades.ca

Apprenticesearch.com Apprenticeship matching service allows employers to post apprenticeship opportunities online and to access an inventory of skilled apprentices. 8 www.apprenticesearch.com

Step 2: Training The apprentice works on the job, training under a journeyperson mentor for 90% of the time. The remaining 10% of the time involves classroom instruction provided through a community college or another approved training organization. The duration of training is between one and five years depending on the trade and hours required for completion.

Mohawk College Information on pre-apprenticeship and apprenticeship training programs available at the college. Co-op apprenticeship option. 8 www.mohawkcollege.ca/calendar/ Apprenticeships.html ) Tel: 905-575-2545

Step 3: Certification

Hamilton-Wentworth District School Board

An apprentice must demonstrate that the required skills, hours, and theoretical knowledge have been attained in order to write an exam for certification (if required). An apprentice may receive two certificates from MTCU: Certificate of Qualification (upon passing the provincial exam; required for some trades) and Certificate of Apprenticeship (upon completion of apprenticeship training and meeting industry standards).

High schools in this school board offer the Ontario Youth Apprenticeship Program (OYAP). 8 www.oyap.com and 8 www.hwdsb.on.ca ) Tel: 905-527-5092 x 2631

Hamilton-Wentworth Catholic District School Board High schools in this school board offer the Ontario Youth Apprenticeship Program (OYAP). 8 www.hwcdsb.edu.on.ca ) Tel: 905-525-2930 x 2886

École secondaire Georges-P.-Vanier

A business that employs both apprentices and certified skilled trades people today is building a sustainable workforce for tomorrow.

Francophone high school offers the Ontario Youth Apprenticeship Program (OYAP). 8 www.georgespvanier.csdcso.on.ca ) Tel: 905-528-0301

Hamilton District Christian High High school offers the Ontario Youth Apprenticeship Program (OYAP). 8 www.hdch.org ) Tel: 905-648-6655

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A Hamilton Employers & Apprenticeship Job Connect, Mohawk College

Apprentice/Skilled Trades

Offers scholarship for apprentices and signing bonus for employers.

Tips for employers and a searchable database.

8 www.mohawkcollege.ca [keyword search: job connect] ) Tel: 905-575-2177

8 www.apprenticetrades.ca and 8 www.careersintrades.ca

Tradeability.ca

Job Connect, Connexion Emploi

Resources, links and searchable database.

Offers scholarship for apprentices and signing bonus for employers.

8 www.tradeability.ca

8 http://ce-jc.borealc.on.ca ) Tel: 905-540-1300 x 22

Skills/Compétences Canada Information and skills profiles for various trades. 8 www.skillscanada.com

The Interprovincial Standards Red Seal Program Information on certification equivalency across Canada.

Investing in apprenticeship pays off for employers in the long-term gain of a skilled and licensed employee.

8 www.red-seal.ca 8 The Ellis Chart: www.ellischart.ca

Government Ontario Youth Apprenticeship Program (OYAP) Information on OYAP. 8 www.edu.gov.on.ca/eng/training/apprenticeship/ skills/oyap.html

Business Case Making Cent$ of Apprenticeship

Ontario Ministry of Training, Colleges, and Universities

Presents business case and incentives for hiring apprentices, including Hamilton contacts.

Primary government contact for setting up apprenticeships.

8 www.htab.ca

Registered Apprentices: The Class of 1992, a Decade Later

Hamilton District Office ) Tel: 905-521-7764 8 www.edu.gov.on.ca/eng/training/apprenticeship/ appren.html

Study examines skills shortages, apprenticeship completion rates and measuring program success.

A Guide for Foreign-Trained Tradespeople

8 www.statcan.ca [keyword search: registered apprentices]

Information for employers considering hiring a foreigntrained tradesperson. 8 www.edu.gov.on.ca/eng/training/foreign.html

It Pays to Invest in Apprenticeship Business case and employer case studies showing the benefits of apprenticeship. 8 www.careersintrades.ca/employers/

Trades Qualification and Apprenticeship Act (TQAA) For regulated trades in the construction sector. 8 www.e-laws.gov.on.ca/index.html [keywords: trades qualifications and apprenticeship act]

Hiring & Training Apprentices

Apprenticeship and Certification Act (ACA)

The Canadian Apprenticeship Forum (CAF)

For regulated trades in the industrial, motive power & service sectors.

Information for apprentices, supervising journeypersons, and employers.

8 www.e-laws.gov.on.ca/html/statutes/english/elaws_ statutes_90t17_e.htm

8 www.caf-fca.org

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Hamilton Training Advisory Board

Business, Labour & Community: Partners in Workforce Development Established in 1997, the Hamilton Training Advisory Board is one of twenty-one Local Boards in Ontario. HTAB is a not-for-profit organization that draws on the expertise of a broad cross-section of our community to enable us to better identify and address existing and anticipated labour force needs. At HTAB, we envision a healthy community where everyone achieves his or her potential.To accomplish this goal we: • Profile the trends, opportunities, and priorities of Hamilton's labour market • Identify skills shortages and future training requirements • Share our research with the community to facilitate labour force planning and training • Undertake projects and partnerships that address labour force issues

Log on to HTAB's website at www.htab.ca and you will: Discover our community Projects and Partners promoting labour force development. Learn about local labour market trends, opportunities, and priorities in our Publications. Connect to Links on training, employment, and labour market information.

117 - 77 James Street North Hamilton, Ontario, L8R 2K3 Telephone: 905-521-5777 Fax: 905-521-9309 Email: [email protected] Website: www.htab.ca The Hamilton Training Advisory Board is funded by