HELP (STILL) WANTED, ECONOMIC SLOWDOWN NOTWITHSTANDING
The economy might be slowing down but, in many regions and industries, the war for talent continues unabated - forcing corporate recruiters to get more creative with their pitches. They range from the old-fashioned job fair, still considered a valued venue, to new experimenting with virtual job fairs. Virginia Galt looks at some of the approaches.
It might seem counterintuitive but, as the economy loses steam, employers actually find it tougher to recruit qualified candidates.
Here's why: When the going gets tough, good employees in solid jobs are actually less inclined to get going and jump ship. And that is forcing employers to become far more creative with their recruitment strategies, according to labour market specialists.
"People recognize that, maybe the grass is not always greener, especially when they hear talk of economic slowdown," says Mario Bottone, vice-president of marketing at the online job site, Monster.ca.
"People are going to stay in their jobs a little bit longer, and they are going to be a little more ... selective in making that next step."
As a result, employers are turning to both tried and true and newer and more innovative tactics to lure talent.
Some employers still favour the old-fashioned job fair as a way to size up prospective job candidates - and as a way for the candidates to size them up - while others are experimenting with virtual job fairs, connecting with prospective employees in real-time, on-line chat rooms.
Some now pay referral bonuses to employees who reel in their buddies. A few even throw in flat-screen television sets on top of the cash awards as an added incentive to their employees-turned-head-hunters.
To tap new sources of talent, many leading Canadian employers are participating in speed-mentoring sessions. Initially developed by Toronto-based ACCES Employment Services to help new Canadians learn more about the job market, a number of employers have gone on to hire qualified immigrants they met at these sessions.
Campus recruitment is also in full swing. As well, a number of savvy employers are now building a presence on social networking sites, such as Facebook, to target younger job candidates.
For job-seekers, the news is good. "There are opportunities," Mr. Bottone says.
Last week, at a job fair in Toronto, the New Brunswick government led a delegation of information-technology employers to pitch IT professionals on the range of job opportunities in the province. Quality of life and stability were big selling points.
New Brunswick's growing tech sector offers permanent jobs, with dental plans - not the contract-to-contract employment that many IT specialists have to settle for in Ontario, says Marie Jo Thibault, director of marketing and communications for Mariner Partners Ltd., a Moncton-based high-tech firm.
And for many workers in New Brunswick, the commute is just 10 minutes or so, adds her colleague John McBriarty, Mariner's vice-president of professional services and customer support services.
Mr. McBriarty and Ms. Thibault returned home with a number of solid leads on experienced IT employees, attracted not just by the lifestyle but by the professional development opportunities.
The fact that there were seven major New Brunswick employers at the job fair recruiting IT specialists was reassuring for those contemplating the move.
"We did get the question ... what if something happens; are there other companies in the area, further employment, just in case it doesn't work with one company?" Ms. Thibault says.
"Techies attract techies."
And buddies attract buddies, as a number of major Canadian firms have found after introducing referral bonuses to employees who bring in new talent.
At Fairmont Hotels & Resorts Inc., employees can earn up to $350 for referring candidates who join the company and stay for at least six months. For extremely hard-to-fill positions, "we might double it" and allow the employee who referred a successful candidate to enter their name in a draw for a flat-screen television, says Carolyn Clark, Fairmont's vice-president of human resources.
At accounting firm Ernst & Young, the bounty can go as high as $7,000.
But it's not just the money that motivates accountants at E&Y to refer friends, says Matthew Lewis.
He was recruited to the firm's office in St. John's by a friend earlier this year, and already has made a successful referral of his own by bringing over chartered accountant Elizabeth Gray from a competing firm.
There is a shortage of chartered accountants in Canada, Mr. Lewis says, so candidates can pick and choose.
"As important as the opportunity is, you need to know that you are going to fit with the culture and bond with people, enjoy your work and enjoy going to work," he says.
At Kraft Canada Inc., customer vice-president Luc Groulx went to a speed-mentoring session - think speed-dating for hooking up potential employers and employees - last year with a team of volunteers primarily to provide advice to new Canadians seeking a foothold.
They came back, instead, with a new recruit, Paloma Clarke, a marketing specialist trying to break into the Canadian job market. Although a graduate of Toronto's Ryerson University, she had spent the past three years in her native St. Lucia and had no network of people to help her re-establish in Canada.
"She truly knocked us off our feet ... she's doing a terrific job," Mr. Groulx says.
Ms. Clarke, who is working as a sales representative for Kraft, says she is "exceptionally happy [with the outcome]. As far as I'm concerned, I'm working with the cream of the crop right now."
Several other big-name employers, including Montreal-based forest products company Domtar Corp., have registered for an upcoming virtual job fair scheduled to be held from March 17 to 28. Candidates can pre-register and make appointments to talk to corporate recruiters in chat rooms.
Domtar has suffered heavy job losses in its paper mill operations. However, the company still needs IT specialists and has booked "a booth in the IT room," says Hakim Chikh, president of Montreal-based eFair.
All of these recruitment strategies - the job fairs, the virtual job fairs, the referral bonuses, the speed-mentoring sessions - are attracting attention from prospective candidates.
But beyond the buzz, employers still face the challenge of luring them on board and keeping them, says Stephen Diotte, managing partner of the Calgary consulting practice for the Canadian operations of Deloitte & Touche LLP.
Employees are being far more discerning, especially since global economic conditions have made them more cautious. He cited a recent study by the Conference Board in New York, which found that job candidates, most of all want interesting and challenging work, open two-way communication and opportunities for growth and development.
Sandeep Handa, a recent IT graduate from York University, was greeted at last week's job fair in Toronto by New Brunswick Business Minister Greg Byrne, who told him about the lower cost of living in New Brunswick.
What hooked Mr. Handa was the professional development opportunity. "My roots are in Toronto, but New Brunswick offers new opportunities, so I don't want to let it go."
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THE BUDDY SYSTEM (STAFF REFERRALS)
How it works
Many companies pay employees finders' fees, known as referral bonuses, for every qualified candidate they bring to the fold. The bonus is generally paid out after the recruit has been employed for three months or more.
Who it attracts
Accounting firm Ernst & Young and Fairmont Hotels & Resorts Inc. are among major Canadian firms that reward employees for acting as talent scouts. At Ernst & Young, employees can earn up to $7,000 by referring a good candidate. The candidates, in turn, are attracted to companies where a trusted friend can give them the real story about what it's like to work there, as was the case when chartered accountant Elizabeth Gray was recruited by her friend Matthew Lewis to work at E&Y's office in St. John's.
Impressions
"When I look at our past fiscal year, roughly 33 per cent of all our hires were through referrals, and that's a big chunk ...right there. When we have a very specific need, we do enhance our referrals program to a certain extent, we get kind of creative and funky," says Donna Khawaja, director of recruiting at E&Y.
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THE TRADITIONAL JOB FAIR
How it works
Employers set up booths and pitch prospective candidates on the merits of working for their companies. The face-to-face meetings give both the recruiters and the candidates the opportunity to size each other up, providing a more personal touch than online job sites.
Who it attracts
Employers having trouble filling specific jobs and candidates looking for work - or looking for a change - attend these events. At a recent job fair in Toronto, the New Brunswick government led a delegation of information-technology companies hoping to persuade talented IT professionals to head East.
Impressions
"We have seen a really good number of good qualified candidates ... We have approximately 48 positions open in Moncton right now, all IT positions, and we're having a hard time filling those requirements in Moncton," says Tammy Godfrey, human resources specialist with Spielo, a gaming and technology services company in Moncton.
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SPEED MENTORING
How it works
It's much like speed dating: Managers and job seekers pair up, with the former providing information about their companies, and the latter providing information about themselves. After 10 minutes, a bell rings and the candidate moves to the next manager. Speed mentoring was designed by Toronto-based ACCES Employment Service to help new Canadians learn more about the job market, and has resulted in a number of hires.
Who it attracts
More than 500 new Canadians from a range of professions have attended speed mentoring sessions with managers from such companies as Kraft Ltd., Unilever Canada Ltd., McKinsey & Co., Procter & Gamble Inc., Canadian Imperial Bank of Commerce, Toronto-Dominion Bank and Deloitte & Touche.
Impressions
"I was impressed, says John Silverthorn, senior vice-president of human resources at CIBC retail markets. "Of the 20 [job seekers], seven were referred for an exploratory interview. Several are now engaged in the hiring process for positions at CIBC."
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What workers want
The quality of work is now a critical expectation of employees.
| Extremely important | Important | |
| Interesting, challenging work | 54% | 33% |
| Open, two-way communication | 55% | 27% |
| Tools, opportunities for growth & development | 30% | 47% |
| Realistic performance management | 23% | 44% |
| Secure employment | 27% | 34% |
| Word/life balance | 15% | 40% |
| Involvement in decision making | 20% | 35% |
| Performance-based pay | 16% | 35% |
| Equitable benefits | 10% | 29% |
| Non-monetary rewards & recognition | 9% | 30% |
| Portable pensions | 4% | 10% |
| Other | 1% | 4% |
SOURCE: DELOITTE
© The Globe and Mail
