Historically, small to medium enterprises (SMEs) in Hamilton have had limited capacity to maintain the successful recruitment, onboarding, and retainment of employees due to a lack of dedicated staffing and resources to support human resource development. This labour market issue remains prevalent, especially in the context of COVID-19 recovery.

Exploring where the conversation on essential skills and in-demand entry-level employment opportunities intersects, The Hamilton Chamber of Commerce has partnered with Mohawk College to create a reference guide and workforce development strategy employers can access to inform their own HR planning and hiring practices.

Funded by the Government of Canada and the Government of Ontario, Now Hiring Hamilton intends to not only improve long-term staffing outcomes for SMEs, but also identify skills & training opportunities for job-seekers looking to re-enter the workforce, post COVID-19.

In order to facilitate the recruitment and hiring of qualified candidates, there are number of essential considerations employers ought to make when evaluating their existing recruitment practices. There are actions that employers can take that will improve the likelihood of attracting suitable candidates and providing clear employment expectations.

These are designed to provide an overview of key topics identified within the Now Hiring Hamilton Project that work in conjunction with the findings of the final report, focus group and survey engagements, and best practices as determined by industry professionals.

Job Descriptions

It is important to provide as much relevant and descriptive information as possible within job postings to establish a common measure of expectations and opportunities between the applicant and the employer. Clear job descriptions will touch on several items that provide common points of reference for both parties as they mutually assess suitability for the position in question. Increasingly, employers must take additional steps to appeal to candidates and effective job descriptions will detail value-added benefits of employment with their company.

• Provide clear description of position, including details on whether the position is in-person vs. remote, as well as performance expectations.

• Explain qualification requirements and where applicable candidates can pursue required training and skills acquisition.

• Detail training and support offered to assist candidates in meeting qualifications requirements and performance expectations.

• Explain opportunities to pursue increased responsibilities within position and/or organization, including reference to compensation and other benefits based on career trajectory.

• If factual, indicate position starts paying at a Living Wage ($17.20 for Hamilton in 2022).

• Highlight any additional signing benefits or bonuses and opportunities to earn additional value-add earnings.

Multi-Channel Recruitment

Employers are often comfortable with traditional channels for recruiting talent through job postings online, in print or on local job boards, however, there are opportunities to expand their potential reach through additional channels. While some of these additional channels are formal, others are quite informal but do have demonstrated success with recruiting productive talent. Utilizing as many local networks as possible will often result in the greatest likelihood of attracting suitable candidates.

• Local universities, colleges, and training facilities regularly work with employers to identify skills shortages and conduct student training based on these identified competency gaps. Participating in these skills assessments provides a great opportunity to shape training for new talent.

• Connecting with educational and training institutions also provides an opportunity to establish talent pipelines where newly skilled candidates are readily connected with prospective employers based on participation in shaping programming deliverables.

• Social media recruitment is increasingly common, with employers advertising for positions via various social media platforms. It is possible to tailor your message to a target audience to deliver the greatest return on investment and moreover provides great data to assess its effectiveness at reaching a target audience. Many digital agencies of different sizes offer these services at affordable rates.

• Consider opportunities and incentives through employee referrals. These informal recruitment and personal referral strategies often result in attracting reliable talent streams, in many instances, opening up a talent pool within a previously unidentified community. For example, an informal network could be tied to a given employee’s faith community and ability to attract talent that may have previously been excluded from recruitment.

Equity, Diversity & Inclusion Considerations in the Workplace

Many employers have taken steps to actively promote a more diverse and inclusive work environment, however, many have not yet turned their attention to their own equity, diversity, and inclusion practices. 62% of job seekers indicated they would turn down a job if they did not feel that diversity and inclusion was valued by the organization. A workplace that does not encourage diversity and inclusion can result in isolation and adverse treatment for members of marginalized communities. To expand the pool of potential candidates and improve overall organizational performance, organizations must reflect on their current equity, diversity and inclusion (EDI) practices and ensure that they are actively engaging with staff.

• Organizations ought to conduct an EDI audit to examine opportunities to improve its commitment to an inclusive work environment.

• Ongoing and iterative dialogue must be maintained organization-wide with a commitment to regular training on EDI.

• Senior leaders must demonstrate commitment to EDI to facilitate organizational commitment to inclusivity.

• Detail organizational actions towards advancing EDI priorities in job descriptions and interviews.

• Promote the hiring of diverse candidates and participate in local workforce development opportunities to advance skills acquisition among diverse populations.

Asking the Right Questions During an Interview

When approaching an interview, it is a critical opportunity to identify qualities of a candidate not listed on their resume. Interviews ought to focus on identifying behavioural qualities and ensuring that they align with reported skills credentials. Skills you are looking for should be clear and defined for workers and potential workers. By communicating which skills are needed, workers will have a clearer idea of what is required and will be able to speak to their previous experiences to determine suitability.

When drafting interview questions, consider the 9 Essential Skills for Success in the Workplace:

• Adaptability: Ability to adjust to expected or unexpected changes. When changes happen, still able to stay on track and stay focused on the goals set.

• Collaboration: Contributing and supporting others to reach shared goal. Ability to work as a team with diverse colleagues to solve problems and build relationships

• Communication: Ability to understand information, share ideas and interact with others. Communication important to understanding instructions, helping customers, problem solving and building relationships with co-workers

• Creativity & Innovation: Ability to imagine new ideas and create unique solutions to problem. A curious mindset will help develop this skill and will help to find new and better ways of doing things.

• Digital: As more of our lives use digital technology, the ability to use it is essential. This skill can be used to create, navigate and share information or content.

• Numeracy: The way one understands and uses numbers. This involves everyday tasks like creating budgets, making sense of statistics, and estimating costs.

• Problem Solving: Ability to make decisions and figure out how to address a problem. Often rely on previous problem-solving experience to solve new problems.

• Reading: Ability to find, understand and use information in this like forms, articles and reports

• Writing: Ability to share information and ideas. Knowing how to write in different styles for different audiences is important. Writing used for a variety of tasks like emails, reports, and for filling out forms or applications.

Asking behavioral interview questions are another useful tool to gauge how successful a candidate is at problem-solving. These questions can provide the interviewer with insight into personality, skills and abilities. Behavioral interview questions often require candidates to share a specific story that highlights strengths and skills, which can then be followed up with questions about why they behaved a given way.

Behavioural questions often speak to time management skills, adaptability, conflict resolution, motivation, communication and teamwork. Some examples include:

• Tell me about a time when you handled a challenging situation.

• Tell me about a time when you made a mistake. What did you do to correct it?

• Tell me about how you work under pressure.

• Tell me about a goal you set and reached and how you achieved it.

• Share an example how you were able to motivate a co-worker, your peers or your team.

There exist many opportunities for employers to not only provide additional value-added training and opportunities for existing employees, but also to shape the qualifications of prospective employees through designing training modules and micro-certifications in partnership with local training institutions . Below are a number of essential considerations employers ought to make when evaluating their own workforce development practices.

These are designed to provide an overview of key topics identified within the Now Hiring Hamilton Project that work in conjunction with the findings of the final report, focus group and survey engagements, and best practices as determined by industry professionals.

Alternative Credentialing

Alternative credentials, also commonly referred to as micro-certifications, are flexible and granular forms of post-secondary training of specific skills and competencies that are developed and offered in a partnership between one or more postsecondary institutions and one or more employers, that may be tailored towards a specific need. They are far shorter in duration that traditional post-secondary credentials, and often focus on specific micro-skills that are essential to successfully performing the duties of specific jobs. They are designed to help bridge the skills gap between academics training and on-the-job competency requirements.

Alternative Credentialing Benefits to SMEs

• Reflective of the needs of the current workforce;

• Are responsive to employer needs and they can be created and completed rapidly;

• Can focus on very specific aspects of industry as they can be tailored to specific tasks;

• Can be used to fill workforce skill gaps by providing up-skilling in a just in time manner;

• Can be less expensive that full traditional postsecondary programs for employers subsidizing education.

• Examples include: introduction to HTML; bookkeeping; technical machining training; climate change management systems; etc.

Identifying particular skills needs within a given sector that traditional certifications do not necessarily prepare candidates for are critical starting points for assessing whether an alternative credential partnership can be explored with a local training institution. Participating in shaping alternative credentialing programs will result in better prepared workers for entry level positions in a specific employment sector.

Collaboration with Local Training Institutions

As identified above, alternative credentials or micro-certifications are a great way for employers to participate in shaping the workforce and skills they need to fill important employment roles. Employers are encouraged to connect with local colleges, universities, and training facilities to understand what partnership options are available and how employers can directly inform the training programs offered at a given institution. Establishing partnerships with training institutions not only facilitates the certification of required competencies that may be complimentary or alternative to formal qualifications, but also creates a talent pipeline between employers and qualified talent.

• Individual organizations or collectives of organizations with similar workforce development needs should pursue collaboration with local research and training institutions to shape program offerings for prospective employees.

• Collaboration with local institutions will facilitate long-term talent pipelines of required talent, but also permits program adaptations to changing needs and rapid upskilling opportunities.

• Beyond entry level employment skills acquisition, alternative credentials also provide great opportunities to build on existing skillsets with additional certifications specific to employer needs.

• Funding opportunities are available in conjunction with training partners to help assist with program design and implementation.

• Empowers employers to create unique credentialling opportunities specific to organizational needs.

Skills for Success in the Workplace

To maximize productivity, ensure employee competency, and minimize resources spent on repeatedly recruiting for the same positions, employers ought to invest in their staff by providing them with the opportunities to acquire and demonstrate their skills for success in the workplace. Providing prospective employees with the requisite skills to succeed early on and throughout their employment does require some investment, but the gains are realized through productivity and workforce stabilization. Moreover, providing opportunities for employees to improve upon their existing skills demonstrates investment in their labour and results in greater employee commitment to and belief in their contributions towards the success of the organization.

• Communicate opportunities to job seekers to acquire the requisite skills needed to fulfill employment duties through partnerships with local training institutions.

• Identify core competencies or skills required for successful employment performance and facilitate acquisition of those skills.

• Providing upskilling opportunities for employees where applicable and offer incentives to complete upskilling training. Demonstrates an investment in them as an employee and facilitates higher productivity and workplace commitment.

• Assess how the 9 Essential Skills factor into successful performance of a given role and evaluate opportunities to train these skills.

Where employers invest in their employees and particularly in skills acquisition essential to successful performance, employers can expect a few key return on investments:

• Productivity: enhanced cycle times and process improvement.

• Quality: less errors means better quality and delivery.

• Customer Satisfaction: setting and training expectations toward service delivery creates a culture of customer satisfaction.

• Employee Absenteeism and Presentism: employees who feel prepared and valued will be more productive.

• Employee Hiring and Retention: employees will want to work and stay in an environment that supports them with training and continuous improvement.

• Profit: “our people are our product”, and a good product leads to more profit.

When employers have found the right employee with the appropriate competencies, there remain critical opportunities to facilitate the long-term retention of that employee through effective onboarding and the implementation of variable compensation methods. Below are a number of essential considerations employers ought to make when evaluating their own retention and onboarding practices.

These are designed to provide an overview of key topics identified within the Now Hiring Hamilton Project that work in conjunction with the findings of the final report, focus group and survey engagements, and best practices as determined by industry professionals.

Variable Compensation

As the cost of living continues to increase, job seekers are faced with greater expenses compared to a decade ago that directly impacts their decision to apply for and maintain employment in a given position. Prospective and current employees require appropriate and commensurate compensation to reflect the rising cost of living that directly impacts their ability to perform their job. Where possible, employers should strive to pay a living wage, but also consider forms of variable compensation, such as benefits and flexible working arrangements, that help to attract and retain talent.

• Employers ought to be mindful of the costs of living within their geographic area when evaluating entry-level compensation. Employees must be able to afford where they live to effectively perform their job duties. The effects of financial stress can be deleterious on individual well-being and overall performance. For reference, living wage in Hamilton in 2022 is $17.20/hour.

• Prospective employees have more choice than ever when it comes to potential job opportunities. Multi-channel recruitment has opened several new paths to employment that employers must consider when determining a competitive compensation package. Keep in mind potential offers from competitors and how your organization can deliver on value-added forms of compensation.

• Financial compensation, opportunities for raises, benefits package entitlements (health, dental, etc.) and vacation time are critical pieces of information employees evaluate when deciding to stay with an employer. Employers ought to establish minimum variable compensation packages that expand over time and detail to what these enrichments are at certain employment milestones (e.g. probationary period ends, work anniversary, decade of contribution, etc.)

• Consider implementing performance-based bonuses and/or incentives for employees where applicable. This creates a motivating factor for employees and empowers them to achieve the compensation that they desire through job performance.

• Many employers are also now providing subsidies for staff with children to help cover some of their childcare costs. This is a way to indicate that the employee’s contributions are so valued that the employer will go above and beyond to ensure that the employee can attend work, even if they would otherwise have parenting responsibilities.

• Consider implementing an annual evaluation system that focuses on assessing performance, delivering praise and suggestions, as well as providing additional perks where performance targets are met or exceeded. These can take the form of retention or performance-based bonuses, expansion of existing benefits, and considerations on greater vacation entitlements. Each of these demonstrates a commitment to the relationship between the employer and employee and facilitates open communication on expectations and performance needs.

• When reviewing retention practices, keep in mind that it is oftentimes a greater cost to recruit and train a new employee, compared to retaining and potentially rewarding existing staff. Investments in your employees will translate to greater overall performance and productivity, particularly insofar as staff feel valued by the organization.

• Empathy and employee mental health supports go a long way towards demonstrating commitment to their well-being and facilitating an open minded, non-judgemental and supportive workplace. Employers ought to pursue supports, education and investments in resources to equip themselves with the right tools to manage employee mental health well-being.

Employee Engagement & Training Investment

Successful SMEs will have a culture of communication, engagement, and training that is programmatic and constant for all employees. Communications ought to flow top down and down up regularly, both within departments and across the organization to facilitate improved employee engagement and retention. Moreover, investments in communications, engagement opportunities, and training establishes a culture of openness and transparency that contributes to overall organizational health. These aspects of your human resources policies require investment and organizational commitment to realize potential benefits.

• Establish frequent and reliable communications channels between employees and management personnel. These can take the form of scheduled town halls, essential skills training seminars, EDI training engagements, print and digital communications, and open feedback channels such as surveys and focus groups.

• Provide opportunities and subsidies for employees to learn new skills that will help increase productivity and performance. Investments in your staff go a long way towards retention and moreover facilitate a positive relationship between senior staff and entry-level personnel.

• Specialized skills seminars are available through training institutions or organizations can work directly with an institution to create a new certification specific to the needs of the business. Alternative credentials or micro-certifications are a great way to empower your staff to earn additional competencies, take on more responsibilities, and demonstrate a commitment to their career and well-being.

• Organizational investments in micro-certifications are useful in facilitating a culture of training because they are skill and competency based, are flexible in delivery and can usually limit time away from business, they can be adopted or developed in conjunction with other industry organizations to suit a specific skill or competency need, are short in duration, and also far more affordable that traditional credentials.

• Communicating with employees on their personal goals and ambitions and then taking action on assisting them with achieving those goals demonstrates a commitment to them, and underscores how the organization values their contributions to the overall success of the business.

Equity, Diversity & Inclusivity

Many employers have taken steps to actively promote a more diverse and inclusive work environment, however, many have not yet turned their attention to their own equity, diversity, and inclusion practices. 62% of job seekers indicated they would turn down a job if they did not feel that diversity and inclusion was valued by the organization. A workplace that does not encourage diversity and inclusion can result in isolation and adverse treatment for members of marginalized communities. To expand the pool of potential candidates and improve overall organizational performance, organizations must reflect on their current equity, diversity and inclusion (EDI) practices and ensure that they are actively engaging with staff.

• Organizations ought to conduct an EDI audit to examine opportunities to improve its commitment to an inclusive work environment.

• Ongoing and iterative dialogue must be maintained organization-wide with a commitment to regular training on EDI.

• Senior leaders must demonstrate commitment to EDI to facilitate organizational commitment to inclusivity.

• Detail organizational actions towards advancing EDI priorities in job descriptions and interviews.

• Promote the hiring of diverse candidates and participate in local workforce development opportunities to advance skills acquisition among diverse populations.

Strategies to Enhance Equity, Diversity and Inclusion in the Workplace

• Clear commitment from senior leadership;

• Honest and open communication with employees;

• Routine discussion/meetings;

• Formal EDI Policy Adoption;

• EDI Training for employees (including at onboarding stage);

• Promptly dealing with issues impacting EDI

Managerial Leadership & Mentorship

A critical component of employee retention speaks to the importance of managerial leadership and overall workplace culture. Organizations that place emphasis on managerial engagement, leadership, and mentorship experience far greater retention than those without effective mechanisms in place. Moreover, when leadership engages in these activities, they receive a far better sense of organizational health and employee well-being. These assessments oftentimes result in greater investments in human resources as organizations learn from the needs and wants of their staff to encourage greater workplace participation and overall productivity.

Leaders who engage with all staff demonstrate empathy as well as a commitment to knowledge sharing and skills transfer that comes naturally with any mentorship relationship. Moreover, it allows employees to better understand how their roles in the organization contribute to overall success and facilitates increased commitment to the organization once they know their personal impact on company performance and potential career trajectory. Establishing these relationships early during the onboarding stage will result in the greatest benefit.

• Ensure that your organization’s leaders engage with staff at all levels at regular intervals. These engagements can be formal town hall style activities with a formal program deliverable, but also take the form of informal relationships developed through frequency of interaction. Both contribute to greater retention outcomes and ought to be utilized as an essential means of gauging overall organization health and employee motivation.

• Managers must demonstrate a commitment to advancing not only company priorities, but also those of its staff. Considerations on pay equity assessments are a great example of how leadership can consider the lived experiences of its staff and utilize those learnings to devise new compensation arrangements to better reflect needs in an increasingly expensive environment.

• Consider managerial training for leaders and invest in these individuals. Organizations ought to instill values in their senior officials beyond their primary job description and encourage them through training on EDI and intersectionality to become advocates and leaders for their staff. Moreover, when managers are committed to ongoing training, it increases the likelihood that the organization will adopt additional training modules for its general staffing population.

• In order to facilitate the recruitment and retention of diverse candidates, organizations must ensure that effective and impartial mechanism are in place to ensure investigation of complaints and providing support to those who launch complaints. Those organizations without effective mechanisms will find themselves losing employees following an instance of inaction in response to a given complaint. Moreover, the organization risks reputational damage through inaction.