talent edge solutions

Foreign recruitment has got to be the hottest trend in hospitality staffing right now. With the added support that the Canadian federal and provincial governments have lent to the process through programs like the Expedited Labour Market Opinion and Provincial Nominee Program, many employers are embracing overseas recruiting as the answer to all of their front line staffing concerns. While this solution certainly has its benefits, it does not address the primary issues of a declining Canadian workforce, or the fact that hospitality and tourism operators are facing a giant challenge in remaining competitive with other industries in the areas of recruitment and retention of entry level and front line staff. In addition, foreign recruitment brings to the industry the added challenges of ensuring that workplaces do not become stratified, and that the integration of foreign workers into those workplaces is accomplished effectively. The Canadian landscape has been shaped by immigration, and I believe that it will continue to be an integral and important facet of Canada`s growth and success. I also know that it is very easy to lean on a quick fix solution to a complex and ongoing issue, and to not investigate long term solutions would be quite short sighted.

So what are some other solutions? Can hospitality and tourism operators become competitive with other industry niches? On a purely financial level, the answer is no. As most restaurant owners will tell you, this is a business of nickels, and sometimes pennies. This mantra is also true for tourism operators, and a whole spectrum of other hospitality based operations. There is no way that these types of companies are ever going to be able to match the wage packages being offered to entry level staff in the construction, or natural resources sector. It simply can’t be done economically. That being true, many hospitality operators are starting to effectively market their strengths to prospective employees. Lifestyle, work/life balance, and flexible scheduling are just a few of the benefits that these employers can offer, without adversely impacting their bottom lines. Finding ways to match what they are offering as employers, with what the modern workforce is asking fo,r is what organizations need to be considering. I have many clients who are actively improving their recruitment and retention strategies to reflect these values, with great success. In addition programs like www.worktoplay.ca are giving employers the chance to tap into a traditional source of candidates in a more effective way, by facilitating the movement of staff around seasonal resorts in British Columbia.

I am sure that foreign recruitment is a valuable tool for employers in our industry. I believe that in some cases, this solution is the most effective way to respond to our labour crisis. I also believe that if employers do not get a little more creative in how they are attracting Canadian workers to their industry, that that same industry is going to change forever. Let’s not forget that one of the first responses visitors to Canada give, when asked what stood out about their experience, is the people, the Canadian staff who helped to make their visit memorable. I would call that a natural resource that we need to develop.

Dave Hick is the Hospitality Accounts Manager for Talent Edge Solutions, and has been a manager in the hospitality industry for 15 years. If you would like to find some creative, effective ways to market your business to prospective employees please visit, www.talentedgesolutions.com, or if you are a seasonal operator, please visit www.worktoplay.ca, and find your seasonal stars today.

I have spent many hours as a recruiter trying to move candidates along through their application pipeline. In many cases, I have had to co-ordinate meetings between those candidates and anywhere from 3 -6 different interviewers before the employer is ready to move forward with an offer. This process does have value of course. If you are bringing a new hire onboard for a key position within your company, then you should garner as much insight and as many different points of view as possible. This will enable you, as a hiring manager, to ensure that nothing has fallen through the cracks, and that the culture fit has been established. That being said, it is possible to have too many cooks in the kitchen. At some point you have to ask yourself, is this process really the most effective way to interview new candidates, or are we just muddying the waters. In my experience the most effective interviewing strategy has been to have new candidates meet 3 company delegates at the most. The three people should represent, a person to whom the candidate will report, a person that is in a similar role to the position you are trying to fill, and an executive of the company. These people should all have the same information about a candidate, as well as the same mandate to follow regarding key competencies and desired qualities. The interviews should all take place over a period of time no longer than a week, and a decision should take no longer than two weeks. This will enable all of the interviewers to keep their impressions fresh and will ensure that the candidate does not become frustrated by the process. Many of my clients follow this outline with a great deal of success. The principle is sound; too many cooks spoil the broth. Make sure that as you design your interview protocols, you are considering not only the most effective way to determine suitability, but also the way that a candidate is going to perceive your organization. Remember, the interview process is not only your chance to get to know a candidate. It is also the first chance you get as an employer, to make an impression with your future stars. You only get one chance to make a good first impression, and in today’s competitive job market that means as much to companies as it does to candidates.

They are the hot ticket item in the workforce right now, and they know it. In Canada we call them the Sunshine generation but around the world they are known as Generation Y or The Digital Generation, and according to an ABC news poll in the United States they prefer to be called Millenials. I am referring of course to anyone born between 1980 and 2000. This is a generation that is entering the workforce in the largest numbers since the Baby Boomers, and their impact is just beginning to be felt by employers now. The Sunshine Generation are the first truly collaborative demographic to enter the job market. They have been raised in a world that has embraced online community and sociability, and they have developed into a group that is optimistic, goal and self oriented, and most of all influential. Never before have a generation of workers had the opportunity to discuss and assess the pros and con’s, of working for any given employer to the degree that is possible today. Salaries, policies, and work environment are discussed in blog form every day online. The effect of this increased online presence has just begun to be felt by mainstream employers. The fact is that the success of any companies marketing toward potential candidates has to be gauged by its effectiveness representing the brand online.

So who are this generation? What is it that’s unique about their experience and culture? How can employers position themselves to capitalize on their talents? The answers are really best supplied by the employees themselves. I have found that in many cases, the managers that are truly effective in recruiting top talent are the managers that have made their workforce a recruiting partner. Building workplace recruiting teams, and utilizing their suggestions effectively, is one of the resources that can be utilized to ensure that you are reaching your target candidates. Remember, this is a generation that has been validated in every aspect of their upbringing, and they expect to have their input welcomed. As the dynamic of the modern workplace changes, and the Baby boomer generation leaves the workforce, managers and companies in general are going to have to tailor their recruiting efforts to respond to these demands. The fact that the Sunshine Generation has such high expectations, only increases the risk that, if those expectations are not met, the word will be out with the click of a mouse, and then Generation Y will be asking the question, why should I work for you?

If you are interested in looking at ways to brand your business for potential employees, please feel free to contact Dave Hick at Talent Edge Solutions. dhick@talentedgesolutions.com.