Finding and keeping good people for production, sales, maintenance and all other areas of the operation is an ongoing challenge for any company regardless of its size. 

Human Resource Management is the practices, policies, and systems that influence employees’ behaviour, attitudes, and performance. There are several external forces including social, economic, technological, global, environmental, cultural, political and legal factors that influence how a company conducts its day to day business, its culture, its structure and how it manages its Human Resources.  The diagram below displays these factors graphically. With respect to human resource management the diagram outlines the specific practises, policies and systems that are impacted by external factors.

Figure 15.1 Diagram of Factors Affecting Human Resource Management

Effective job analysis is the first step to preparing a strong job description.   The following should be addressed when conducting the job analysis: 

• Position Identification - job title, location, full-time/part-time, hours, pay structure, reporting structure, benefits, etc.
• Job Summary – clarification of the role of the department within the company and the purpose of the position
• Tasks and Responsibilities – the main duties of the position, for what and to whom they are accountable, performance measures that will be used and type of decisions within the position’s authority 
• Job-Specific Knowledge and Skills – any tools or devices that will be used, which job specific skills and knowledge are mandatory upon hire and which can be learned on the job or through training  
• Essential Skills – reading, writing, math, working in a team, thinking, oral communication, and continuous learning
• Other Considerations – legal and regulatory requirements, physical demands, working environment and occupational health and safety considerations

Well-written and effectively developed job descriptions are communication tools that allow both employees and candidates to clearly understand the expectations of the role, the essential duties, the competencies and responsibilities, along with the required educational requirements and experience. A job description can have many uses in an organization including; recruitment, training and development, compensation, performance management, recognition and rewards, discipline, return to work programs and succession planning.

The essentials of any job description are:

• Title of the job
• Administrative information – division, department, supervisor’s title, date the description was written, name of the writer and other information for administering the human resource activities
• Brief statement of the job’s purpose
• Detailed outline of the duties involved listed in order of importance including any physical requirements, the other positions this one interacts with, and the required results to be accomplished. A sentence stating additional duties as required
• Qualifications and experience required (e.g. HACCP certified, 2 years HACCP experience)
• Equipment and resources used to do the work and the skills required to use them (e.g. forklift – ability and willingness to be forklift certified)
• Work benefits (e.g. vacation, travel, perks)
• General working conditions (e.g. scheduling, outdoor work, fast paced)
• Specific competencies required (e.g. continuous learning, team-building, good communications skills)

Given the importance of employment equity today, it is vital that all job descriptions reflect diversity and do not discriminate.
Human Resources and Skills Development Canada and Statistics Canada have created a tool to provide information about jobs in Canada’s labour market. This is called the National Occupational Classification (NOC).

Website: http://www5.hrsdc.gc.ca/noc/english/noc/2011/QuickSearch.aspx?val65=*

The job posting is a valuable tool used to attract the most qualified job applicants and to paint an appealing, attractive and motivational work environment. In addition to the duties, knowledge and skills, education and experience required, include a brief description of the company and how the position fits within the organization. Ultimately, the goal is to be perceived as an employer of choice in a competitive market.

There are many ways to advertise a position including using an agency and online. The appropriate vehicle will depend on the target audience for the posting e.g advertising on-line would suit computer programmers. Online recruiting on websites can provide inexpensive, worldwide access to employees. In fact, over 80% of job seekers now have access to these types of services:

• Monster
  Website: http://www.monster.ca/
• Workopolis
  Website: http://www.workopolis.com/shared
• HRADWORKS
  Website: http://www.hradworks.ca/
• LinkedIn
  Website: https://www.linkedin.com/

Online recruiting is also on the rise in the government sector. The federal government has its own site where employers can post job openings across Canada:

Website: http://www.jobbank.gc.ca/home-eng.do?lang=eng

There are also other sites that can be utilized for free:

• Local Job Shop
  Website: http://www.localjobshop.ca/
• Indeed
  Website: http://www.indeed.ca/

Start by eliminating those candidates who don’t meet the basic training or experience requirements. The best way to quickly and effectively screen resumes is to create 3 piles. The “A” pile is yes review further – they have most or all of the qualifications. The “B” pile is potentially to explore further as they have some of the qualifications, and the “C” pile is no do not proceed with these – they are not qualified for the position. Select no more than five or six candidates to interview.  If, after the interviews, the desired candidate is not found, invite other applicants for an interview or re-advertise.

Many first time employers and rapidly growing companies feel like they are in unfamiliar territory when it comes time to conduct an interview. Here a few things that may help:

• Remember, you are in control of the interview
• With proper preparation you can make the interview a positive experience for both the applicant and yourself
• The applicant is also interviewing you, whether you realize it or not. Part of your task is to sell the job so that your top candidate will want to work for you

Choosing a quiet, comfortable place in which to conduct the interview will help the applicant feel at ease and ensure effective communication. Be certain to ask the same questions of each candidate and listen carefully. The applicant should do 80% of the talking. Be aware of questions you should not ask such as race, religion and ethnic origin. A complete list of prohibited grounds can be found in The Manitoba Human Rights Code.

Website: http://www.manitobahumanrights.ca/contact.html

Prior to hiring, see The Worker Recruitment and Protection Act for detailed information on acceptable recruitment activities.

Website: http://web2.gov.mb.ca/laws/statutes/ccsm/w197e.php

Once two or three top candidates are short listed, contact the references provided by each. While reference checking is important, be aware the information provided may not always be entirely accurate. Listen carefully to the tone (e.g. enthusiastic or guarded) of the person providing the reference. Think about what wasn’t said. For example: “She gave me no problems,” is very different from “She did her job well.”