Ontario Skills Passport
Layout structure
header
Header structure
header
navigation
Display Noc
OSP Occupational Profile

OSP Occupational Profile

Print Occupational Profile

Display page browsing back option list
Display page browsing back option list <<Back
Display Noc Details
NOC Code: NOC Code: 1223 Occupation: Personnel and Recruitment Officers
Occupation Description: Occupation Description:
Personnel and recruitment officers identify and advertise job vacancies, recruit candidates, and assist in the selection and reassignment of employees. They are employed throughout the private and public sectors. Personnel and recruitment officers identify and advertise job vacancies, recruit candidates, and assist in the selection and reassignment of employees. They are employed throughout the private and public sectors.

  • Click on any of the Essential Skills to view sample workplace tasks for this occupation.
  • Skill levels are assigned to tasks: Level 1 tasks are the least complex and level 4 or 5 tasks (depending upon the specific skill) are the most complex. Skill levels are associated with workplace tasks and not the workers performing these tasks.
  • Scroll down the page to get information on career planning, education and training, and employment and volunteer opportunities.

Table will display the Skill Level for the Noc specified
Essential Skills Essential Skills Levels
Reading Text Reading Text 1 2 3
Writing Writing 1 2 3
Document Use Document Use 1 2
Computer Use Computer Use 1 2 3
Oral Communication Oral Communication 1 2 3
Money Math Money Math 1 2
Scheduling or Budgeting and Accounting Scheduling or Budgeting and Accounting 1 2
Measurement and Calculation Measurement and Calculation 1 2
Data Analysis Data Analysis 1 2 3
Numerical Estimation Numerical Estimation 1 2 3
Job Task Planning and Organizing Job Task Planning and Organizing 1 2
Decision Making Decision Making 1 2
Problem Solving Problem Solving 1 2
Finding Information Finding Information 1 2
Critical Thinking Critical Thinking 1 2 3


  • The skill levels represented in the above chart illustrate the full range of sample tasks performed by experienced workers and not individuals preparing for or entering this occupation for the first time.
  • Note that some occupational profiles do not include all Numeracy and Thinking Essential Skills.

If you would like to print a copy of the chart and sample tasks, click on the "Print Occupational Profile" button at the top of the page.


Reading Text
  • Read local and national newspapers and industry newsletters to stay informed about current employment demands for various occupations. For example, note stories about companies which have been recognized as industry leaders. (2)
  • Read email from co-workers, supervisors and job candidates. For example, read email confirming interview times, announcing changes to policies and procedures and outlining staff requests for leave and job reassignment. (2)
  • Read short entries in the comment sections of job application forms to learn about applicants' backgrounds, training and work experiences. (2)
  • Read short reports about recruitment and retention matters. For example, read industrial psychology reports which outline the strengths and weaknesses of different types of employees and suggest training interventions for each type. (2)
  • Read policy and procedure manuals. For example, read Workers' Compensation Board manuals when making applications for special claims. Read the Human Resource Management Association Code of Conduct to ensure actions conform to industry standards. Review the organization's collective agreements to ensure adherence to negotiated clauses such as numbers of training days per year. (3)
  • Review legislation such as the Employment Standards Act and Privacy Act to understand labour standards and human rights regulations. (3)
  • Review job descriptions and postings to ensure that qualifications requested match the task descriptions, that wording adheres to employment standards and that vocabulary is clear and appropriate. In some work contexts, check for equivalency between the French and English versions of job descriptions and postings. (3)
  • Read industry publications such as Canadian HR Reporter to determine industry trends and view employment statistics. Read articles on motivation, training strategies and methods for incorporating changing legislation. Learn about other companies' innovations in recruitment, retention, training and incentive practices. (3)
  • Review job applicants' résumés and cover letters to identify candidates with required job qualifications and relevant experience. (3)
Back to Top

Writing
  • Take brief notes during interviews to record observations and capture candidates' responses. (1)
  • Write letters to job candidates. Confirm start dates, salaries, lengths of probation periods and employment benefits for successful candidates. Thank unsuccessful job candidates for their participation and give reasons for not hiring them. (2)
  • Write copy for job advertisements and postings. Write brief overviews of the company and describe skill requirements, benefits and application procedures for jobs being advertised. Previous job postings may be used as templates for new advertisements. (2)
  • Write email to job candidates, co-workers, supervisors and the general public. For example, confirm interview dates, times and locations with job candidates. Respond to co-workers' and supervisors' queries about benefits, vacation leave and training opportunities. Respond to inquiries about employment opportunities from the general public. (2)
  • Revise the company's employment guidelines to reflect changes to policies and procedures. (3)
  • Create facilitator training guides for use in new employee orientation sessions. (3)
Back to Top

Document Use
  • Complete a variety of checklists. For example, complete pre-interview checklists to verify that all required documentation is in applicants' files. Indicate impressions of appearance, attitude, poise and alertness of candidates on employment interview report forms. Indicate candidates' levels of performance in previous jobs on reference check forms. (2)
  • Complete a variety of records and forms. For example, enter employee names, phone numbers, start dates, and designations into employment records. Enter employee's names, hours worked, absences and in-lieu time into payroll summary sheets. Complete employee interview report forms to capture and rate impressions of job candidates. Complete application forms for training events, seminars and conferences. (2)
  • Locate data in a variety of tables and schedules. For example, scan salary range tables to locate the appropriate rate of pay according to job classification and years of experience. Review and update staff vacation leave tables. (2)
  • Locate data in a variety of entry forms. For example, scan employment applications, authorizations for character and criminal reference checks and security clearance forms to verify job applicants have entered all required data. Review staff transfer, reclassification, vacation leave and travel authorization requests to determine actions required. Review candidates' driver abstracts to verify driving records. (2)
Back to Top

Computer Use
  • Use word processing. For example, use programs such as Word to create employment confirmation letters and contracts. Create job advertisements and use [track changes] when editing job postings written by co-workers. (2)
  • Use Internet browsers to access a variety of websites and post employment advertisements. (2)
  • Use graphics software. For example, use presentation software such as PowerPoint to revise slide presentations for employee orientation sessions. (2)
  • Use communications software. For example, exchange email with co-workers and supervisors using programs such as Outlook. Email job applicants to arrange and confirm interview appointments and send job advertisements to newspapers. Record appointments in calendars and use Outlook's note functions to track tasks and completion times. (2)
  • Use databases. For example, enter and extract data from the organization's human resource management databases. Enter data such as start dates and salary classifications for new employees. Record transfer and reclassification requests and verify days off in lieu of holidays and vacation entitlements. (2)
  • Use spreadsheet programs such as Excel and QuattroPro to create tables that display the dates and times for interviews and other recruitment activities. Create spreadsheets to track vacation requests. (3)
Back to Top

Oral Communication
  • Interact with suppliers to get information about products and place orders. For example, contact newspapers to determine costs and run times for advertisements. Contact outside training providers for details of programs offered, costs and registration procedures. (2)
  • Discuss human resource matters with supervisors. For example, discuss impending staff changes, adjustments to job classifications, interview results and the final selection of candidates. Harassment and discrimination concerns may also be discussed. (2)
  • Discuss recruitment and human resource matters with co-workers. For example, communicate with co-workers to clarify job requirements such as levels of education and to request changes to job descriptions. (2)
  • Speak to job candidates. For example, contact candidates to schedule interviews, confirm start dates, salary ranges, benefits and probationary periods. Schedule employee orientation sessions to review the company's expectations, policies and procedures. Inform unsuccessful candidates of decisions and may explain why they were not selected. (2)
  • Discuss changes to regulations, new procedures and other staffing concerns during management meetings. Occasionally, make presentations on special projects. (3)
  • Interview job candidates, their personal and professional references and former employers. For example, personnel officers telephone job candidates' references to clarify resume details and determine candidates' suitabilities for job openings. They contact former employers to verify employment data and to solicit their opinions of job candidates' abilities and attitudes. (3)
  • Give presentations at job fairs and career days. Outline the opportunities and benefits of working with the company and explain application processes. (3)
Back to Top

Money Math
  • Purchase display booth spaces and rent accessories such as table skirting, audio, and video equipment for job fairs, career days and recruitment forums. (1)
  • Calculate expense claim amounts for expenses incurred while providing training and carrying out recruitment activities. Total charges for travel, accommodation, meals and incidentals. In some cases, charge the company for the use of personal vehicles at per kilometre rates. (2)
Back to Top

Scheduling or Budgeting and Accounting
  • Compare advertising prices for a variety of media. For example, compare prices of print advertising options with differing costs per column inch, running days and placements. (2)
  • Create interview schedules. For example, allocate set blocks of time to interview candidates and adjust the schedule to accommodate lengthy interviews. (2)
  • Prepare and monitor budgets for marketing initiatives. Budget funds for display booths, promotional materials, travel, accommodation and additional staff. (2)
Back to Top

Measurement and Calculation
  • Track the elapsed and remaining time during the interviewing and testing of job candidate. (1)
  • Calculate time intervals and employment start and stop dates using data from personal résumés and interview notes. (2)
Back to Top

Data Analysis
  • Compare salaries, benefit packages, turnover and retention rates to industry standards and those offered by competitors. (1)
  • Analyze website traffic, newspaper readership, job fair attendance and other advertising data. For example, compare "hit rates" for different pages of employment websites. (1)
  • Generate statistics to describe the organization's workforce, recruitment, selection and hiring activities. For example, record numbers of applications received, positions filled and individuals hired during specific time periods. Calculate the rate of employee turnover. Describe the size and attributes of the workforce and monitor numbers of males, females, visible minorities and aboriginal peoples for equity purposes. (3)
Back to Top

Numerical Estimation
  • Estimate numbers of applications to expect for various job types, geographic locations and advertising methods. For example, a personnel officer may estimate the number of applicants to expect for a clerical position posted for two days in a large city newspaper. (2)
  • Estimate times required to complete the hiring processes from writing advertisements through receipt of applications, candidate interviews and reports, reference checks, job offers, acceptances and employee orientations. (3)
Back to Top

Job Task Planning and Organizing
  • Personnel and recruitment officers receive assignments from supervisors, managers and department heads in their organizations. Within the constraints of their positions, they have discretion to sequence job tasks and determine their own priorities. Personnel and recruitment officers experience small interruptions throughout the day but rarely does this require any significant adjustment of their work or interview schedules. (2)
Back to Top

Decision Making
  • Determine placement on the salary grid for new employees. Consider the employees' academic qualifications, years of experience, current salary levels and market demands for their skill sets. (1)
  • Decide that staff members are eligible for vacation leave. Review company policies and consider employees' seniorities when processing requests. (1)
  • Choose advertising media and methods after considering target markets and budget allocations for recruitment activities. (2)
  • Set priorities for multiple hiring requests. Review the dates the hiring requests were received and the anticipated start dates for the upcoming jobs. Determine if the jobs are temporary or permanent and if they are to be posted internally or externally. (2)
  • Select job applicants for interviews. Follow the company's procedures for verifying data and comparing candidates' qualifications to job requirements. Occasionally, interpret selection criteria less stringently and interview borderline candidates to ensure that promising talent is not missed. (2)
Back to Top

Problem Solving
  • Receive requests from third parties wanting to view job applicants' files. Explain this is not permitted under Canadian privacy laws. (1)
  • Advertising budgets are limited. Advertise in local and weekly newspapers rather than national ones. Experiment with inexpensive alternatives such as offering incentives to employees who refer successful job candidates. (1)
  • You do not receive the anticipated responses to newspaper advertisements. Confirm the advertisements were properly placed and accurately worded. Revise wording, extend deadlines and place advertisements on employment websites. (2)
Back to Top

Finding Information
  • Find information about employees and job candidates. Scan candidates" résumés, telephone directories and corporate websites. Speak with managers, supervisors, co-workers and with job candidates' references and former employers. (2)
Back to Top

Critical Thinking
  • Assess the correctness of written responses to screening test questions. Analyze the content, sentence structure and spelling. (1)
  • Assess the suitability of employees for promotions. Consider the strengths and weaknesses of employees as identified by supervisors and in assessment reports. Review the employees' work histories and interview them to verify educational backgrounds and subsequent learning experiences. (2)
  • Evaluate the accuracy and acceptability of job descriptions and advertisements. Ensure the requested levels of education and experience are appropriate for the jobs described and corresponding classification levels. For example, when job competitions are open to the public experience with the organization's internal systems cannot be requested. (2)
  • Evaluate the effectiveness and efficiency of the hiring processes. Examine the costs incurred for recruitment events, the resulting numbers of applications and the promising candidates identified. Track the times taken for elements of recruitment processes to ensure that the processes are timely and effective. (3)
  • Judge the suitability of candidates at all stages of selection processes. Validate candidates' education, work experiences and credentials. During interviews, observe body language, appearance and ease of response to interview questions. Discuss findings with members of hiring committees and check candidates' references. (3)
Back to Top

footer