Human Resources DepartmentJanuary 2011

Staff Recruitment, Selection & Hiring

Guidelines for Managers and Supervisors

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Table of Contents

Page

INTRODUCTION............................................................................................................................... 1

RECRUITMENT PROCESS............................................................................................................... 1

Reviewing the Position........................................................................................................................ 2Preparing the Job Posting.................................................................................................................... 3Human Rights Requirements............................................................................................................... 3Requirements for Internal Postings......................................................................................................3External Advertising............................................................................................................................ 4

SELECTION PROCESS...................................................................................................................... 4

Selection Committees.......................................................................................................................... 4Short-listing......................................................................................................................................... 5Internal Candidates............................................................................................................................. 5External Candidates............................................................................................................................. 5The Interview...................................................................................................................................... 6Selecting the Preferred Candidate........................................................................................................7Reference Checks and Credential Verifications.....................................................................................8Selection Process Documentation........................................................................................................ 9Reference Check Process..................................................................................................................... 9

HIRING PROCESS............................................................................................................................. 9

Offer of Employment........................................................................................................................... 9Contracts........................................................................................................................................... 10Employee Orientation........................................................................................................................ 10Probation.......................................................................................................................................... 10

DOCUMENTS LIST......................................................................................................................... 11

Job Posting Request Form.................................................................................................................. 12Code of Conduct................................................................................................................................ 13Selection Committee Shortlist Grid Template.....................................................................................14Selection Committee - Interview Rating Form (Optional)....................................................................15Candidates Overall Rating Form.........................................................................................................16Reference Check Release and Consent Form......................................................................................17Probation Period Assessment for Support & Exempt Staff Form.........................................................19Hiring Manager/ Recruitment Checklist..............................................................................................22Preparation and During Process.........................................................................................................22

SAMPLE INTERVIEW QUESTIONS............................................................................................ 24

Behavioural Questions....................................................................................................................... 24Open-ended Questions...................................................................................................................... 24Neutral Questions.............................................................................................................................. 24“Yes” or “No” Questions.................................................................................................................... 25Follow-up Questions.......................................................................................................................... 25Other Questions................................................................................................................................ 25

HUMAN RIGHTS CONSIDERATIONS & THE INTERVIEW PROCESS................................26

Sample Reference Check Questions...................................................................................................27Background Questions....................................................................................................................... 27Validating Interview or Resume Information......................................................................................27Focusing on the Candidate’s Competencies........................................................................................27Assessing Personal Suitability............................................................................................................27Works Cited....................................................................................................................................... 28

NEW EMPLOYEE ORIENTATION PROGRAM.........................................................................29

Introduction...................................................................................................................................... 30Program Overview................................................................................................................... 30Prior to the Employee’s Arrival on Campus........................................................................................31(New employees and employees who have moved to new campus)...................................................31The Employee’s First Day at Work...................................................................................................... 31The Employee’s First Week at Work...................................................................................................32The Employee’s First Month at Work.................................................................................................32

IMPLEMENTATION....................................................................................................................... 33

1. Throughout the Year: (One-On-One Orientation Sessions).............................................................332. Throughout the Year: (Small Group Orientation Sessions)..............................................................33New Employee Orientation Check Lists - (New Employees & Employees Changing Campus Location)..34Preparation for First Day of Employment...........................................................................................34The New Employee’s First Day at Work..............................................................................................34The Employee’s First Week at Work...................................................................................................35Chair Only.......................................................................................................................................... 36The Employee’s First Month at Work.................................................................................................36New Employee Orientation Check List - Actions for “Buddy”..............................................................37The New Employee’s First Day at Work..............................................................................................37The New Employee’s First Few Weeks................................................................................................37New Employee Orientation Check List - Actions For: HUMAN RESOURCES & PAYROLL.......................38Preparation for First Day of Employment...........................................................................................38The Employee’s First Month at Work.................................................................................................38Guidelines for Managers and Supervisors...........................................................................................39

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Staff Recruitment, Selection & Hiring

Guidelines for Managers and Supervisors

IntroductionThese guidelines and procedures provide information that will guide Chairs, Department Heads, Managers, Supervisors and anyone else involved in employee recruitment and selection, such as members of selection committees, through the entire process, from identifying the need to fill a position through the hiring of a suitable applicant. Our purpose is to support a process that: Is objective, fair and consistent; Respects the rights of applicants; and Ensures that we get the right people in the right jobs.The document consists of three sections: “Recruitment” covers approval process, posting and advertising; “Selection” covers short-listing, interviewing and reference checks; “Hiring” covers offers of employment, contracts, employee orientation and

probation period. Copies of applicable forms and sample templates are included at the end of the document in appendix’s and will be kept in a folder on the shared drive.The College’s various collective agreements, the “Administrative Staff Compensation, Vacation and Benefit Programs” document and “College policies” such as: 6540, 6500, 6560, 6120, ( not an inclusive list)- below is the link to Staff Resources webpage for review

http://selkirk.ca/about/governance/policies

these documents touch on some aspects of the topics that are covered here. Where that is the case, a reference to the relevant language is included. In the event of conflicting procedures between the provision of a collective agreement or of the Administrative Staff document, and this document, the former prevails.

Recruitment Process

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The recruitment of new employees into the College, or the promotion of existing employees into new positions, requires a significant investment of time and effort (and, occasionally, emotion). If not done properly, it can lead to dissatisfaction for both the employee and the College; it can also result in significant legal exposure for the College. It is important to treat every recruitment event in a professional and informed manner, whether the job is intended to be part-time and temporary, or whether we are hiring for a full-time ongoing position.

Reviewing the Position Whenever a job opening occurs, the Manager1will take the opportunity to review the position, as jobs change over time and departmental2 and/or College needs evolve. Is there a need to re-define the position to fill a skills gap in the department? Does the position status need to change (i.e. from part-time to full-time or

vice-versa)? Can the duties of the current position be re-distributed to other employees?The Manager then needs to define the requirements of the position to be filled by either updating an existing job description or creating a new one, all new or updated job descriptions for Exempts and Support Staff should conform to the new competency-based format. These job descriptions can be located on the shared drive.An accurate job description serves three main purposes: It helps identify the applicant profile required for the job; It conveys to applicants the main duties and responsibilities of the position

and the expectations of the employer; and It provides the basis for the job posting, which is relied upon as a primary

source of information in establishing the rights of internal candidates. Contact the Human Resources Department for assistance in writing the job description.

1The term “Manager” is used in a generic fashion throughout this document. It refers to any employee (VP, Deans, Chairs, Department Heads, Directors and Managers) involved in the Recruitment and Selection process in a supervisory capacity. 2The term “Department” is used in a generic fashion throughout this document. It refers to Schools, Departments, Divisions, Centres and any other administrative unit within the College.

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Preparing the Job PostingHaving reviewed the position and created/updated the job description, the Manager is now ready to develop a job posting. A job posting should include the following: Position title and department in the College; Duties and responsibilities (from the job description); Required and preferred qualifications: education, experience, skills,

knowledge and abilities (also from the job description); Status of the position (full- or part-time, short-term or continuing); Bargaining unit, if applicable; Salary range; and State whether internal or external Interview dates, and location Deadline for applications.To initiate a job posting, fill in “Job Posting Request” form. (See page 12)Please ensure that the form is complete and properly signed and allow 3-5days for Human Resources to process the posting.

Human Rights RequirementsWhen developing a job posting or advertisement, keep in mind that human rights legislation prohibits discrimination on the grounds of race, ancestry, place of origin, colour, ethnic origin, sex, sexual orientation, disability, marital status, family status, age and religion.Most Selkirk employees would not purposely design discriminatory job posting, but discrimination can occur unintentionally. For example: A secretary can be male and a maintenance worker can be female, so the

language on postings and advertisements should be gender-neutral. Unless driving is required for the position, it would be discriminatory to ask for

a driver’s license, since it could exclude someone with a disability from the position.

Manager need to be aware of “Bona Fide Occupational Requirements” could be challenged and need to be able to be supported.

Requirements for Internal PostingsWith very few exceptions, all positions must be posted internally on the College web site, College news letter and on designated posting boards at various campus sites. Please reference the Collective Agreement Tips “see attached” that gives an overview of the job posting requirements for each employee group. Please

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note that this is a summary only and may not reflect the complexity of the issue in all cases.Also note that the “Duty to Accommodate” legislation creates an obligation for the College and its Unions that could result in the parties agreeing to waive certain Provisions of a collective agreement, including bypassing internal postings requirements. (Humphrey, 2002)

External AdvertisingIt is common practice with many employers to simply advertise that positions are available and refer readers to the organizations’ web site for details. This has been Selkirk College’s practice for the past year or so. While this makes much sense economically, it may not be the most effective way of gaining the interest of potential applicants, particularly when the job title is ambiguous. On the other hand, if we’re looking for an instructor, there is no need to buy expensive advertising space to describe the duties of the position. A one-size-fits-all approach is not the best one. All posting will be included on the posting interview dates which are preset by the hiring manager in conjunction with the selection committee. Please note you will need to provide all pertinent information to Human Resources prior to your posting being activated.Please discuss your advertising strategy with Human Resources and fill in the required information on the “Job Posting Request” form. (See page 12)

Selection ProcessSelection CommitteesAll positions that are filled through an open competition, whether internal or external, require the use of a selection committee. The Selection Committee’s membership will be determined by the Manager responsible for the position being filled, in consultation with, Human Resources. The total number of members on a Selection Committee should be determined to balance the need for stakeholders’ input with the risks of overwhelming the applicants by having too many interviewers. A minimum of 3 and a maximum of 9 members is recommended; generally, the more senior the position, the larger the Committee. When a supervisory position is being filled, the Committee should include at least one person who represents the members of the supervised department. For instructional positions, in addition to the School Chair, at least one instructor from the same discipline should be on the Committee. In the event that there are currently no instructors in that discipline, an instructor from a related discipline should be invited to participate.

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Selection committee members will maintain confidentiality as per “Code of Conduct” and discuss selection related activities only with members of the selection committee. These signed “Code of Conducts”, will be turned in with the recruitment file after final selection.

Short-listingHuman Resources date-stamps applications as they are received. Once the application deadline is passed, Human Resources briefly reviews the file, paying particular attention to any rights that internal candidates may have under the applicable collective agreement so that he/she can advise the Manager appropriately.The Manager responsible for the position is now ready to review the file and, working with a selection committee, to begin the short-listing process.The short-listing may be discussed or completed by the entire Selection Committee using the “Shortlist Grid Form”. (See appendix A)Each application must be reviewed carefully, and, using the same rating system for everyone, each candidate must be scored on how well his/her skills match the job posting. The scoring must take into account the “required” versus “preferred” qualifications. For example, if the posting states that the position “requires Red Seal qualifications plus a minimum of 5 years experience”, then any candidate that does not meet this required qualification must be eliminated at this stage. On the other hand, if the posting states that, for example, “international experience would be an asset”, then candidates who possess these desirable qualifications should be given additional points. The result of this exercise will be to identify the top 3-5 candidates that will be invited for an interview.

Internal CandidatesPlease note all internal and external candidates that have applied will receive an appropriate electronic response as written below. For Example:

(This is to acknowledge receipt of your resume for the position of Administrative Assistant to the School Chair & Dean, School of Developmental Education at Selkirk College. Your interest in this position is appreciated. Thank you and good luck in this recruitment!)

Please note all internal candidates interviewed, will be provided feedback resulting from interview by hiring manager and/or Human Resources Representative.

External Candidates

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The College will reimburse candidates for their travel and accommodation expenses if they are selected for an interview. Managers should be conscious of the considerable expenses that the College may incur in some cases, and balance that with the position being offered. For example, bringing in someone from across the country to be interviewed for a one-year 20%position would not normally be advisable. In cases like this, please discuss your options with the Director of Human Resources.Please note all external candidates interviewed, will be followed up by the Human Resources Representative with a complimentary email with regrets.

The Interview“A good interview is structured, thorough and directly related to the requirements of the position.” (Bernardi, 2007)

Prior to interviewing candidates, the Selection Committee as a whole, or delegated members, must prepare an interview protocol, which is a list of questions to ask and desired responses that will form the ranking system for candidates interviews that the Committee is looking for. See sample interview questions at the end of this document for various types of questions that can be used in an interview as well as in the shared folder. In developing the questionnaire, the Committee must balance the need to query the applicants on critical aspects of the position, with the need to keep the interview within a reasonable time frame (45 minutes plus time for questions is average, but it is not uncommon to have 1.5 to 2 hours interviews for senior positions.)Equally important are the questions that may not be asked as they may contravene human rights legislation. See “Human Rights Considerations & the Interview Process” in the Resource section of this document. The Selection Committee must resist the temptation to assist candidates by prompting them for desired answer and ensure they are consistent with their prompting or probing for all candidates.It is also common to ask applicants to do a presentation (e.g. a 15 minute teaching exercise) or to bring some sample work to the interview (e.g. a sample of their writing). Where appropriate, the Committee may arrange with the Human Resources department to have candidates tested on certain skills or abilities (e.g. word processing or mathematical accuracy). As with other parts of the interview, the exercise must be relevant and a BFOR (Bona Fide Occupational Requirement) for the position and the Committee should discuss ahead of time what they will be looking for and what criteria they will use to score applicants. It can be noted that often first candidates interviewed act as a reference point.Finally, it is very important to be accurate about the status of the position (e.g. “subject to funding”, “no guarantee of further work at the end of the year”, etc.). Members of the Selection Committee must be careful not to make misleading

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statements to applicants in the hope of encouraging them to take the position. If an applicant were to take a job based on false or inaccurate information and were to suffer a loss as a result of it, such as leaving a secure position only to find that the Selkirk position disappears 12-18 months later, the College could face significant liability. (Echlin & Thomlinson, 2003)During the interviews, members of the Selection Committee should, individually, rank each candidate on each of their answers. Once all the candidates have been interviewed, a Consensus Rating Sheet should be used to record the Committee’s ratings.(See Appendix A) For example, if on Question #4, Committee members all gave Candidate 1 a score of 7 or 8 out of 10, then the score could be recorded as 7.5 without further discussion. If however, the scores vary from a 2 to a 7, then members of the Committee should discuss the candidate’s response and come to a consensus as to what is an appropriate score. Committee members should be aware that any notes they make during the interview must be returned to Human Resources at the end of the process. These notes can be reviewed by candidates in the event of a dispute over the result of the competition. As such, Committee members should limit themselves to noting the candidate’s responses to questions, to refresh their memory when the Committee discusses consensus scores, and refrain from including judgmental comments on the sheet.

Selecting the Preferred CandidateThe Selection Committee’s recommendation as to their preferred candidate must be based on an overall assessment of the candidates’ ability to do the job. Selection Committee’s may consider using a grid to assist in selection. For example, assuming that four candidates were interviewed, the ratings might be as follows:

Expe

rien

ce

(fro

m

resu

me)

Skill

s,

Know

ledg

e an

d Ab

iliti

es(f

rom

re

sum

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terv

iew

Oth

er*

Tota

l Sco

re

Maximum Score 20 20 50 10 100Joe 15 15 40 2 72Cathy 10 20 32 8 70Steven 14 16 44 10 84Jane 18 18 22 3 61

* The “Other” category can be used to recognize skills or experience that a candidate has that would bring additional value to the department or the College.

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However, because it is not specifically required for the position, the weight given to this category should be kept to about 10%.In this example, Jane had the strongest resume, with lots of experience and, on paper, most of the required skills, knowledge and abilities. However, she did very poorly in the interview, and ended up with the lowest score. Steven’s resume, on the other hand, was as strong as the other three candidates’, but his interview was by far the best. Overall, he has the highest score and should be recommended for the position. The Selection Committee may rank order the recommended candidates. The most critical aspect of this process is to make sure that the same scoring system is used for every candidate, and that the scoring system itself is clearly related to the job posting. The Committee’s recommendations are documented and signed by all members of the Committee and returned to Human Resources.

Reference Checks and Credential VerificationsThe Selection Committee’s recommendation is always subject to reference and credential checks. The purpose of the reference check is: To verify the information that the candidate provided on their resume or

during the interview; To explore the candidate’s approach to work, values, competence, skills and

abilities and to confirm whether the candidate is likely to be a good fit for the position; and

To probe any areas of concerns.Each candidate that is selected for an interview must be asked to provide a minimum of three references and to sign a “Reference Check Consent and Disclosure Form” (See Appendix A) that will allow the College to conduct the reference checks.It is permissible, under BC’s Personal Information Protection Act (PIPA), to speak to previous employers who are not listed as referees, as long as the applicant is aware that we may do this. In a document published in 2006, the Office of the Information and Privacy Commissioner writes:“At a minimum, notify applicants about other reference inquiries. You may want to conduct background checks or make informal inquiries about a job applicant with previous employers who are not listed as referees. Although you do not need the job applicant’s consent, PIPA requires you to give notice to her or him in advance that you intend to do this. You also have to be able to show that the personal information you want to collect and use in this way is “reasonably

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required” (in order) to establish the employment relationship”. (Office of the Information and Privacy Commissioner for BC, 2006)

Advance notice that the College may speak to other references is given to applicants in writing, on the above-noted “Reference Check Consent and Disclosure Form”.The reference checks will normally be done by the hiring manager and reviewed by a representative of Human Resources, but may be delegated to Selection Committee members in some circumstances. (Under discussion) See samples reference check questions.In addition to references, where the position requires a credential, professional license or certification, the selected candidate will be required to provide official documentation as a condition of employment.

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Selection Process DocumentationAt the end of the selection process, the Selection Committee must be able to justify its recommendation(s) and written documentation must be available to support the Committee’s actions and decisions. To that effect, the following documents/notes will be kept and returned to Human Resources once the Selection Committee has concluded its work. Job description; Job posting; Selection Committee “ Code of Conduct”(Confidentiality form); Selection Committee interview notes; Interview Rating Sheet All copies of candidates’ resumes used by Selection Committee members; and Reference Check Consent and Disclosure” forms for all applicants that were

interviewed Note: At time of writing, the HR Department is looking at moving much of its documents, including forms, resumes, notes, etc., to an electronic format. Information and link will be provided when completed.

Reference Check Process The main purpose of reference checks is to obtain more specific information to assist with decision-making. Reference checks are conducted prior to finalizing selection of candidate please note only finalized candidates will be referenced checked. Reference checks should be conducted by someone who has actually met the candidate the hiring manager and /or Human Resources Representative. It is recommended that the candidate provide you three references preference is work references. Prior to commencing checks ensure that candidate has signed the “Reference Check Consent and Disclosure form”. Careful documentation of reference check information required (verbatim). You may need to probe or ask additional questions once you get started.

Hiring ProcessOffer of EmploymentThe Human Resources Representative in consultation with the senior administrator responsible for the position will determine which candidate is to be offered the position. In the event that the decision differs from the selection committee’s recommendation, the senior administrator and/or the Human Resources Representative will outline his/her reason(s) in confidence to the selection committee.

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The Human Resources Representative will make an offer of employment to the selected candidate on behalf of the College. The results of this offer will be communicated to the senior administrator.The Director, Human Resources or his/her designate will be the only spokesperson on behalf of the College.

ContractsOnce the offer of employment has been verbally accepted, the Manager fills in an Employee Contract From and submits it to Human Resources. The information contained on the form is entered in the HR Information System data base; it is also used to create an appropriate contract letter for the employee. The form can be filled online and is available from the Human Resources department. A copy of each form is included in this document.In all cases where a new employee joins the College, the Human Resources Representative, will establish the appropriate step placement on the relevant employee group’s salary scale and will convey the resulting placement to the employee.

Employee OrientationWhether a new employee joins Selkirk College, or an existing employee moves into a new position, it is the responsibility of the Manager to arrange an orientation period. The purpose of a comprehensive orientation program is:

1. to welcome new employees to the College;2. to give them an overview of how the College functions and introduce them

to supervisors, colleagues and people from whom they are most likely to need assistance in their first few weeks of employment;

3. to ensure that they know about the benefits to which they are entitled and, where options are available, are informed about their choices; and

4. to ensure that, whether new to the College or starting a new job, employees understand the duties and responsibilities of their new position.

Each year, in late August, at the Castlegar campus, the President hosts a “Welcome to Selkirk College” event for new employees, including those who started during the previous year, but arrived too late to take part in the previous August event. A new “Orientation Handbook” is now available for all new employees. This handbook covers a number of topics that will assist a new hire to transition in to the workplace.It is up to the Manager to orient new employees using the Hiring Manager Orientation checklist to understand the duties and responsibilities of the position,

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and to introduce them to other relevant departments as required at the earliest opportunity.

Probation Every employee starts a new position with a probationary period. How long the probation lasts will vary, depending on the terms of the employment contract, and whether the employee is new to the College, or just new to the position.The probationary period is an opportunity to lay the groundwork for a good working relationship: the employee can demonstrate his/her ability to do the job and fit in with the organization, and the Manager can assess whether the new employee is a good fit for the position.During the probationary period, the Manager must: give the employee adequate feedback on his/her performance; make explicit the standards of performance that are expected; provide sufficient training, support and monitoring; and document the process.At the same time, given that communication is a two-way street, the new employee should feel free to seek feedback from his/her Manager and to ask for support if needed. Please refer to attached “Collective Agreement Tips” for the general provision for probationary periods. All employees should be evaluated during their probationary period. Where no evaluation is done, the employee’s performance is deemed as satisfactory. Evaluation tools are available for BCGEU and SCFA employees. The College is working with the PPWC to develop a new performance evaluation tool. Until this process is complete, Managers who need to assess probationary PPWC or Exempt staff should use the new “Probation Period Assessment for Support & Exempt Staff” form, available from the Human Resources Office. (See page 19)

Forms List Job Posting Request Form...................................................Appendix ACode of Conduct Form........................................................Appendix ASelection Committee Shortlist Grid Template....................Appendix ASelection Committee Interview Rating Form.......................Appendix ACandidates Overall Rating Form.........................................Appendix AReference Check Release and Consent Form....................Appendix AEmployment Contract Form................................................Appendix AProbation Period Assessment for Support & Exempt Staff FormAppendix B

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Hiring Manager/ Recruitment Check List............................Appendix BNew Employee Orientation Check Lists..............................Appendix BCollective Agreement Language Tips..................................Appendix C

FormsAppendix A

Guidelines for Managers and Supervisors

FORMS FOR NEW EMPLOYEES AND EMPLOYEE CHANGING CAMPUSES

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CODE OF CONDUCT

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Job Posting Request FormPosition and Funding

Position: Employee Group: PPWC BCGEU SCFA Exempt

Start Date: End

Date: or Continuous:

Type of Appointment: Casual Part-time Regular Full-time

If less than full-time - % of contract:

Is position in current Salary Budget Worksheet? Yes No Cost Centre: Salary: or Pay Grade:

Rationale for PositionNew Position or Replacement

If replacement, name of employee being replaced:

If new, explain rationale:

Request for Additional AdvertisingAll positions are posted on the College website and in local papers. The cost is covered by the Human Resources Department. If you wish the position to be advertised elsewhere, and if there are additional costs, you may be required to cover all or part of these costs.

Web site(s)

Trade Publication(s):

Regional or National Newspaper(s)

Cost Centre(s):

School Chair/Manager Budget Officer

Date Date

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Code of Conduct

Observe the highest principles of integrity, professionalism and fair practice to maintain the confidentiality and privacy of information arising out of the search process, including candidate information.

Maintain the confidentiality of all information within the context of the search.

The Selection Committee is expected to operate on the basis of strictest confidentiality. That is, it is the obligation of the Committee members never to discuss outside of the Committee what has been said during a meeting, nor to divulge the confidences and opinions concerning potential candidates for the position, nor to reveal the names of these candidates.

Act with honesty and integrity in any activities or interactions during the search process and do not undertake actions that may unfairly or unlawfully jeopardize a candidate’s current employment.

Attend and be punctual for committee meetings and attend all interviews. Undertake to participate fully in discussions and complete all required undertakings in the manner and timeframes requested.

Treat committee members with dignity and respect; be fair, reasonable and courteous in interactions with each other.

Treat all candidates with dignity and respect.

Adhere to the spirit of all applicable human rights, employment laws and regulations and treat candidates without prejudice or unjustified discrimination.

I acknowledge that I have read and agree to be bound by the Code of Conduct_____________________ _______________________

Signature Date

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Selection Committee Shortlist Grid Template

SHORT LIST INTERVIEW GRIDPOSITION AND COMPENSATION:CLOSED DATE:INTERVIEWER:    DATE:   

0 = Not Met or Not Documented1 = Partially Met Requirements

2 = Fully Met Requirements3 = Exceptional Experience

CANDIDATE NAME

Busi

ness

Adm

in

Dip

lom

a

5 yr

s le

ader

ship

Supe

rvis

ory

Expe

rien

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Tele

phon

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d Vo

icem

ail S

yste

ms

Tim

etab

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and

Sche

dulin

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Budg

et M

anag

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Com

pute

r Sk

ills

Inte

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Com

mun

icat

ion

and

Prob

lem

Sol

ving

Ski

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RANKNO.

                                                                                                                                                                                                                                                                                 

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Selection Committee - Interview Rating Form

(Optional)Note: This scoring represents the consensus of the Selection Committee on each of the candidates interviewed for the following position.

Position:

Interview Date(s):

Candidate CandidateMax Score Act. Score Max Score Act. Score

Presentation

Presentation

Question 1 Question 1 Question 2 Question 2 Question 3 Question 3 Question 4 Question 4 Question 5 Question 5 Question 6 Question 6 Question 7 Question 7 Question 8 Question 8 Question 9 Question 9 Question 10 Question 10 Question 11 Question 11 Question 12 Question 12 Question 13 Question 13 Question 14 Question 14 Question 15 Question 15 Question 16 Question 16 Other 1 Other 1 Other 2 Other 2

Total Score

Total Score

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Candidates Overall Rating FormThis form may be used by a Selection Committee to document the Committee’s overall rating of candidates who were interviewed for a position at Selkirk College.

Position: Interview Date(s):

Candidates Expe

rien

ce

(fro

m

resu

me)

Skill

s,

Know

ledg

e an

d Ab

iliti

es(f

rom

re

sum

e)

Inte

rvie

w

Oth

er*

Tota

l Sco

re

(Maximum Score)

* The “Other” category can be used to recognize skills or experience that a candidate has that would bring additional value to the department or the College. However, because it is not specifically required for the position, the weight given to this category should be kept to about 10%.

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Reference Check Release and Consent Form

Name of Candidate:

Position Applied For:

Reference Information

1. Reference Name Position Organization

Telephone Number Email Address

2. Reference Name Position Organization

Telephone Number Email Address

3. Reference Name Position Organization

Telephone Number Email Address

I, ____________________________________, authorize Selkirk College to collect information about me from any of the references listed above, or from other appropriate references, regarding employment dates, job responsibilities, performance, attendance, salary history, and other job-related information. I understand that this information is required for the purpose of completing the process of an application for employment and will be kept confidential.

I accordingly authorize any one contacted as a reference to disclose such information to Selkirk College for that purpose.

__________________________  _____________________________

Printed Name                                 Signature

Dated this ____day of ____________, 20 ____.

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Hiring Manager/ Recruitment ChecklistPreparation and During Process

Selected Committee communicated to HR ( to set up training)

Selection Committee gone through training

All Committee Member reviewed and sign “ Code of Conduct” ( Notes on File)

Working collectively finalize short list of candidates ( Notes on File)

Develop and finalize questions for Interview (Notes on File)

Decide on Scoring system if using one (Optional)

Contact shortlist and set up time, location, date, for interview

Complete interview and notes ( Notes on File)

Encourage shortlisted candidates to communicate with Manager

Committee make recommendations for final choice( Notes on file)

Decision on successful candidate ( Notes on File)

Contact HR representative to created job offer

Ensure Offer of employment is explained to new hire and signed.

Communicate to Selection Committee of completion of process

Communicate to other applicants they were not successful

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Resource MaterialsSample Interview Questions

Human Rights Considerations & the Interview Process

Sample Reference Check Questions

Note: Unless otherwise noted, the materials that follow have been developed by the “HR Council for the Voluntary/Non-profit Sector” and are reproduced with permission.

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Sample Interview QuestionsBehavioural QuestionsBehavioural interviewing techniques probe beyond superficial answers. They require candidates to assess themselves and recall examples of behaviour. Most behavioural questions are formed as either self-appraisal queries or situational queries, as shown in the examples below: Self-appraisal query: If you had the choice of working in a job with peaks and

valleys in the workload or a job with a steady volume of work, which would you choose and why?

Past situational query: Tell me about a time when you had to make a critical decision in your supervisor's absence. How did you handle it?

Future situational query: Give the candidate a scenario of a current or past problem that your organization has had to address. (The problem should be related to the position being staffed.) Ask the candidate to describe how they would handle the situation or resolve the problem.

Good Practice: For behavioral or situational questions, prepare sample answers in advance of the interview. Identify the types of responses you are looking for and rank them from excellent to fair. Use this guide to rank the candidate’s responses.

Open-ended QuestionsThese questions require an explanation from the candidate. Open-ended questions begin with words such as "what," "why," "how," "describe," and "explain." For example: What is the greatest asset you will bring to this job? What is the most important thing you do at your current job? Describe the last time you had a short deadline and explain how you handled

it. How have you had to adapt to your job’s changing needs?

Neutral QuestionsNeutral questions do not reveal a bias toward an acceptable or correct answer. For example:If you had to choose between one extreme or the other, would you want a supervisor who leaves you alone to get your work done and only wants to hear from you if there’s a problem, or would you prefer someone who meets with you regularly to help you focus on your goals for the day or week?

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“Yes” or “No” QuestionsUse questions that can be answered with a “yes” or “no” to confirm information you already have. In general, use these types of questions sparingly because they don’t add new information. For example: Were you with XYZ organization 10 years before you relocated to Red Deer?

Follow-up QuestionsAfter a candidate answers a question, follow up with another question that probes their attitudes or delves further into the issue.For example, you may start with a broad question: "What are your responsibilities as the administrative assistant?" A candidate may respond with a list of duties such as: answer phones, type, keep the calendar, arrange travel, and file documents. Although this information confirms the resume, it does not give information about the relationship with the supervisor, consequences of actions, or pride in work output. To get this kind of information, ask follow-up questions, such as: What aspects of your job are most crucial? How many hours a week do you find you need to work to get your job done?

Other Questions What challenges do you think you'll face in this job? What concerns you about this job? What is your long-term career plan? What do you think it takes to be successful in an organization like this? How long will it take before you can contribute to this organization? Why are you seeking a new job? If you are offered this job, what factors will influence whether you accept it or

not? This position will require developing and implementing some changes to our

way of doing things. How will you help make the transitions smooth? If I were to call up your previous boss, what would they tell me is your

strongest quality and why? Tell me what you did in your last/current job? Why do you wish to leave that position or why did you leave that position? Where do you see yourself 5 years from now?

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Human Rights Considerations & the Interview ProcessYou must avoid asking discriminatory questions as outlined in Human Rights legislation. The type of questions to avoid would elicit information about prohibited grounds of discrimination (race, ancestry, place of origin, colour, ethnic origin, sex, sexual orientation, disability, marital status, family status, age and religion).Questions to avoid include, but are not limited to: What year did you graduate from high school or post-secondary school? Where were you born? What are your child care arrangements? What are your religious practices? How many days did you miss because of illness last year? Do you have any disabilities? Have you ever been arrested? Are you planning to have children anytime soon? Are you responsible for parental care? Do you have senior parents or another family member that depends on you?However, it is OK to ask questions that addresses legitimate job requirements. For example: Will you be able to work the number of hours required in this job? Is there anything that would prevent you from doing the job as we have

described it? Is there any accommodation you may require? Are you eligible to work in Canada?

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Sample Reference Check QuestionsThe following sample questions suggest the types of information you might seek from references about potential job candidates. Consult applicable legislation to ensure you are asking questions that respect individual privacy and human rights.

Background Questions How long have you known X? What was your relationship with X? When did you work with X and for how long?

Validating Interview or Resume Information What type of projects was X involved with? How did X contribute to the projects?

Focusing on the Candidate’s Competencies How did X interact with co-workers? Can you give examples of X taking the initiative to help a colleague without

first being asked? Please describe two examples of X going beyond the call of duty? Please rank, on a scale of one to ten, the following abilities (Note: The abilities

identified below are examples. You will want to identify areas and abilities that are critical to the position that you are trying to staff.) Writing skills – ability to concisely and clearly synthesize and craft complex

reports and proposals Verbal presentations Professionalism Ability to work in teams Leadership qualities Ability to work under pressure or respond to competing deadlines Conflict resolution skills

Can you provide an example of a time that X was required to use strategic thinking skills?

What are three of X’s strengths? In what areas do you feel X may need further development?

Assessing Personal Suitability What is the ideal career/perfect job for X? In what type of work environment would X thrive? Where would X struggle? Why did X leave your group? If you had the option would you hire X again?

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Is there anything else we should know before we make a hiring decision? Would you re-hire this person?

Works CitedBernardi, L. M. (2007). Powerful Employment Policies. Aurora, Ontario: Canada

Law Book.Derian, K. (2006, March). Trent University Human Resources. Retrieved August

06, 2007, from Trent University Human Resources: http://www.trentu.ca/humanresources/forms.php

Echlin, R. S., & Thomlinson, C. M. (2003). For better or for worse: A practical guide to Canadian employment law”, second edition. Aurora, Ontario: Aurora Professional Press.

Humphrey, B. G. (2002). Human Resources Guide to the Duty to Accomodate. Aurora, Ontario: Aurora Professional Press.

Office of the Information and Privacy Commissioner for BC. (2006, April 10). PIPA and the Hiring Process. Retrieved August 3, 2007, from Office of the Information and Privacy Commissioner for British Columbia: http://www.oipc.bc.ca/pdfs/private/PIPAHiringFAQ(10APR06).pdf

The Hiring Process Step-by-step. (n.d.). Retrieved July 30, 2007, from HR Council for the Voluntary/non-profit Sector: http://www.hrcouncil.ca/staffing/pg001_e.cfm

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New Employee Orientation ProgramGuidelines for Managers and

Supervisors

ORIENTATION FOR NEW EMPLOYEES AND EMPLOYEE CHANGING CAMPUSES

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IntroductionIn order to maximize new employees’ chances of success at Selkirk College, they need to be provided with information that is:

Relevant to their position; Timely; Well-paced; and Easily accessible.

To accomplish this, the college will be offering a late August orientation event to a general welcome event designed to celebrate the beginning of a new academic year for new and returning employees. The rest of this document describes the framework for new employee orientation, with emphasis on the role of managers and supervisors in managing the process, and the role of Human Resources in supporting them.

Program OverviewThe New Employee Orientation Program describes the actions to be taken prior to the employee’s arrival on campus, on their first day at work, during the first week and periodically during the first 3 months. To ensure that the program is both relevant and timely for all employees, it must do at least two things:

1. Address the needs of employees no matter what time of the year they start and;

2. Recognize that, depending on the role they play in the institution, different employees need different information.

Since most instructors begin their employment at Selkirk College at the beginning of an academic semester, their orientation must take place at that time and the orientation must cover teaching-specific issues as well as college-wide issues. Exempt and Support staff, on the other hand, can start at any time; they also need job-specific orientation in addition to college-wide information, whether it focuses on safety in their particular work area, or responsibility for supervision. The New Employee Orientation Program has been designed with maximum flexibility in order to meet the needs of all new employees.

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Prior to the Employee’s Arrival on Campus

(New employees and employees who have moved to new campus)

Actions by Chair/Supervisor/Manager Actions by Human Resources/Payroll

Call employee to confirm start date, time, location Contact the Campus Manager to request office space

if needed Prepare or direct Administrative Assistant to

confirm with Campus Manager a work space is ready for the new employee with all needed equipment, including computer and phone, supplies, including phone book, and GroupWise access, phone number, temporary phone and computer passwords

Notify IT services, new employee’s name, title, department, union, campus phone number, and a work order to IT Services for computer and e-mail account set up and passwords

Inform departmental employees when the new employee is starting and confirm the person’s role and responsibilities

Enlist a “buddy” to support the new employee

Send new-hire a package that includes: o welcome phone call from the Presidento appointment lettero employee handbook o link to collective agreements on

websiteo payroll forms and link to access payo pension and benefit information

Place announcement in Weekly Update Register the new employee with

Switchboard/Reception

The Employee’s First Day at WorkActions by

Chair/Supervisor/Manager Actions by Buddy

Greet new employee at beginning of first day Review the department’s organization, goals

and operational activities; explain the employee’s position within the department, the various relationships within the department and with other departments with the College

Determine who will provide needed training and familiarization with work and processes

Introduce the employee to other department employees and to assigned “buddy”

Arrange to have lunch or coffee with the employee and as many members of the department team as can be available.

Check in with new employee and buddy at end of day to see what questions may have come up

Encourage and motivate the employee towards orientation

Tour areas common to the particular campus such as cafeteria or kitchen, library, parking, copy/fax machines, mail room, gym, bookstore, building layout/emergency exits, fire alarms/fire extinguishers, first aid room, washrooms, and other areas relevant to the campus.

Introduce new employee to persons met on the tour.

Review department layout – filing systems, equipment, how to use phone system, departmental password for copy machines etc.

Introduce the new employee to his/her Union Steward

Arrange to have lunch with the new employee and other members of department or School

Buddy will remain available throughout first week and beyond as a support and information contact

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The Employee’s First Week at WorkActions by

Manager/SupervisorActions by Dean

Meet with new employee to provide an in-depth review of departmental goals and how employee’s position fits in with and contributes to meeting goals

Establish performance goals and schedule the first performance review meeting (in accordance with length of probation period)

Provide Health & Safety Orientation

Meet with the new instructor to greet and welcome

Explain how the instructor’s work fits in with the School’s programs

Give a brief overview of some of the instructor’s responsibilities (e.g. course outlines, office hours and any policies the new instructors must be aware of right from the start)

The Employee’s First Month at WorkActions by

Manager/SupervisorActions by Human

ResourcesActions by Dean

Meet regularly to answer questions and confirm that the new employee is becoming acclimated to the department and position responsibilities

Conduct an interim probationary performance review at month end (and a final probationary performance review two weeks prior to the end of probationary period.)

Discuss work goal and performance expectations with employee for the longer term e.g. a year time frame

Discuss training or other supports that may be required

Ensure that Managers and School Chairs are notified of probationary requirements and timelines ( in training)

Ask new Managers/Supervisors/Chairs what HR coaching they may require

Coordinate with the Vice President Academic and Student Development Office, sessions to be offered at the beginning of each term.

The dates for these sessions must be announced in advance, and attendance should be mandatory. Tentative topics:

Our expectations for excellence

Support available to teachers Code of Ethics/Conflict Of Interest Paperwork 101 (grades, A&S policies, course outlines, etc)

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ImplementationThere are 2 components to the Employee Orientation Program: One-on-one orientation Periodic small group activities

1. Throughout the Year: (One-On-One Orientation Sessions)

Hiring managers provide orientation to new employees on their first day at work, on a one-to-one basis, using attached check list.

2. Throughout the Year: (Small Group Orientation Sessions)

For three groups of employees, there is enough turn-over to warrant monthly or bi-monthly orientation sessions by the supervisor. These include Food Services employees, Custodial and Maintenance staff, and RRS van drivers, trail workers and student workers. In addition to the first day of general orientation to the workplace for each employee, supervisors should hold monthly or bi-monthly sessions (suggested length: 1 to 1.5 hours) to give employees an opportunity meet colleagues and feel part of the college. Orientation topics would be job-specific (e.g. safety, time sheet approval procedures, illness, etc).Example: Food services sessions may be offered in November, June and July. Sessions for Maintenance and Custodial staff would have been scheduled in July and those for RRS in January, May and July.

(First week of September and First Week of January)Small group sessions – 2-5 Instructors/Faculty - led by the VP Academic or a Dean, on campuses where new employees are working (suggested length: 1.5 hours). This applies to all campuses.

The following are “Checklists” to guide in general Orientation. Recommend additional resources on shared drive called:

“ Campus General Information list”

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Orientation & ProbationAppendix B

Guidelines for Managers and Supervisors

ORIENTATION/PROBATION FOR NEW AND CHANGING EMPLOYEES

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New Employee Orientation Check Lists(New Employees & Employees Changing Campus Location)

Name of New Employee:_____________________ Start Date:________________

Name of Manager providing Orientation:___________________________________________

Preparation for First Day of Employment Call the new employee to confirm start date, time, location and who to

meet upon arrival at the campus.

Contact the Campus Manager to confirm office space need and obtain telephone number.

Contact IT Services to obtain user name and temporary password so that the new employee has access to their computer on day one.

Confirm with Campus Manager or Administrative Assistant and IT services that the work space is prepared.

The New Employee’s First Day at Work Greet new employee at the beginning of the first day.

Introduce the employee to other department employees and to their “buddy”.

Take the new employee to their office/work area (with “buddy) and explain to the new employee that the “buddy” will assist them by reviewing their work area, specific computer programs/files they need to access, the “how-to’s” of the phone, email etc.

Ensure that the “buddy” escorts the employee to the parking areas, kitchen, cafeteria, washrooms, emergency exits, fire extinguishers, copy/fax machine, officefor the new employee with all needed equipment, including computer, phone with phone number and password, supplies, phone book, Novell and GroupWise access passwords, business cards, welcome gift such as Selkirk College coffee mug, etc.

Enlist a “buddy” to support the new employee through their first few weeks.

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Supplies, mailroom, purchasing department, parking lots, and/or other areas common to your campus.

Set a time that morning that you will meet with the employee to review the department’s organization, goals and operational activities, review the employee’s job descriptions, discuss expectations and available support, and provide Health & Safety orientation.

Determine who will provide needed training, if any, and familiarization with

work and processes, assignments or projects.

Arrange to have coffee or lunch with the new employee, their “buddy” and as many other members of the department team who are available.

Check in with the new employee at the end of the day and answer questions that may have come up.

Encourage and motivate the new employee to take responsibility for the success of their orientation.

The Employee’s First Week at Work Provide an in-depth review of the departmental goals and how the new

employee’s position fits in with and contributes to meeting those goals

Discuss communication expectations, probationary period, performance expectations and evaluation processes

Discuss timesheets, travel reimbursement, credit card, and phone, if applicable.

Establish performance goals and schedule a date for the first performance review meeting (in accordance with length of probation period)

Set up Health and Safety Briefing with Safety Coordinator, and obtain sign off.

Describe the importance of college policies to the new employee. Show the new employee where the college policies are listed and described on the website. Ask the new employee to read through the policies and become familiar with them.

Check in daily, if possible, with the new employee to ask how they are doing and if they have any questions or needs.

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Chair Only – In addition to the above: Introduce the new employee to the Dean

Explain how the Instructor’s work fits in with School programs

Give a brief overview of some of the Instructor’s responsibilities including course outlines, office hours, and any college policies the new Instructor must be aware of right from the start

Coordinate with the Vice President Academic and Student Development’s Office sessions with tentative topics including:

o Our expectations for excellenceo Support available to instructorso Code of Ethicso Paperwork 101( Grades, A& S policies, course outlines, etc)

The Employee’s First Month at Work Meet regularly to answer questions and confirm that the new employee is

becoming acclimated to the department and position responsibilities

Discuss work goals and performance expectations for longer term – e.g. one-year time frame

Discuss training and other supports that may be required

Conduct an interim performance review during the new employee’s probationary period and two weeks prior to the end of the probationary period

When complete – Please Return this Checklist to Human Resources for the Employee’s file.

Check list sent to HR

Date: ___________ Supervisor’s Initials: ___________ Employee’s Initials_________

( Note: Can be attached to the probation assessment)

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New Employee Orientation Check ListActions for “Buddy”

The New Employee’s First Day at Work Greet the new employee with the Manager/Chair at the beginning of the

first day.

Assist the Manager/Chair in introducing you as a person who will help them to navigate the College during their first month or longer.

After general introductions to other department employees, take the new employee to their work area.

Review their work area with them, specific computer programs (such as GroupWise) files they need to access, the “how to’s” of the phone, e-mail etc.

Escort the new employee to the general areas common to your campus ensuring that they know, for example, where to find office supplies, where to eat, washrooms, copy/fax machines and passwords or use, fire extinguishers, library, bookstore, gymnasium, mail room, parking areas and any other areas of your campus that they need to know about on the first day.

Arrange to have coffee and lunch with the new employee and with as many of your team members as possible.

Assist the new employee in understanding who they work with directly and how their work fits into the Department or School.

The New Employee’s First Few Weeks Encourage and motivate the new employee to take responsibility for the

success of their orientation by asking questions and exploring the college facilities – read bulletin boards, introduce themselves to other staff and faculty.

Assist the new employee by checking in with them every other day to find out if there are any questions or concerns they may have.

If the new employee is from another province or country – assist them in understanding the “culture” of the college and environments.

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Encourage the new employee to visit the Library and obtain a card, with picture ID as well as resource information on fitness facilities and gym membership.

New Employee Orientation Check ListActions For: HUMAN RESOURCES & PAYROLL

Name of New Employee: __________________________ Start Date: _____________________

Preparation for First Day of Employment After the new employee confirms appointment, by signing the

acknowledgement of offer letter and scale placement send the new employee a package that includes:

welcome phone call from the President appointment letter/contract with link to HR website in the letter employee handbook/link to policies on website obtaining employee number and demonstrate access to pay pensions and benefit information forms – i.e. – benefits enrolment to return completed forms to designated

person in HR (forms will be different depending on contract) payroll forms with instruction from payroll to return completed forms to

designated person in payroll Place announcement of new employee and their start date in Weekly Update Notify Switchboard/Reception of new employee name, start date and work

location Notify Health & Safety Coordinator of new employee name, start date and

work location Notify IT Services of new employee name, start date and work location

(campus)

The Employee’s First Month at Work Notify Managers and School Chairs of probationary requirements and

timelines

Ask new managers and supervisors what additional HR coaching they may require.

Date: _______________ HR Rep’s. Initials or (stamp):_____________ Payroll Initials: _______

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Probation Period Assessmentfor Support & Exempt Staff Form

Employee new to Selkirk College

Existing employee in new position

The purpose of this assessment is to provide feedback to employees who are new to a position on how well they are progressing, to communicate expectations and standards and, if necessary, to give them the opportunity to improve their performance prior to the end of the probationary period. The key to this process is clear communication between the Manager and the employee. It is the responsibility of the Manager to: establish and communicate expectations, standards or objectives for the work

to be done; periodically review progress with the new employee regarding how well

expectations are being met; maintain on-going documentation of performance; and make a determination regarding the employee’s suitability for the position. The Manager will rate the employee as either satisfactory or unsatisfactory, based on the following criteria:Satisfactory:Performance meets expectations and all requirements of the job.

While there are still areas for development, there are no concerns about the individual’s ability in the performance of his/her job.

Unsatisfactory: Performance does not meet expected standards and requirements of the job. Significant improvement is needed. When this rating is given it is a warning that an employee’s job may be in jeopardy if performance continues at the current level.

Employee Name: Position:Probationary Period: to Department:

D/M/Y D/M/Y

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Performance Assessment

Rating ()

First Evaluat

ion

Final Evaluati

on

S U S U

Core Capabilities:

Has a positive attitude and has productive relationships with others; displays interpersonal skills; is continuously looking for improvements. Examples / Comments to Support Rating Decision:

Customer Service Orientation:

Follows through on commitments to resolve client issues and needs in a timely manner; takes initiative to uncover client needs; responds in a positive manner to the needs of internal and external clients. Examples/ Comments to Support Rating Decision:

Quality and Quantity of Work:

Produces an acceptable level of work in a timely and consistent manner; is accurate and thorough; consistently meets deadlines. Examples/ Comments to Support Rating Decision:

Decision Making and Judgment:

Analyzes and solves problems; accountable and takes responsibility for decisions taken; is effective and flexible; consults others when appropriate. Examples/ Comments to Support Rating Decision:

Organizational Ability:

Plans work and organizes its completion; is able to cope with a variety of activities and distractions; is able to establish priorities. Examples/ Comments to Support Rating Decision:

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Performance Assessment

Rating ()

First Evaluat

ion

Final Evaluati

on

S U S U

Punctuality/Attendance:

Consistently arrives to work on time; observes proper timekeeping for breaks and leaving work; attends work regularly. Examples/ Comments to Support Rating Decision:

Initiative:

Uses independent judgment and innovation within his/her limits of authority; uses time effectively and productively; requires minimal supervision to complete tasks. Examples/Comments to Support Rating Decision:

Job Knowledge:

Understands and applies his/her knowledge of the techniques, methods and skills involved in the job; complies with health and safety rules. Examples/ Comments to Support Rating Decision:

Areas for Development – Required Improvements

SignaturesIn signing this form, I am indicating that I have read the assessment and discussed it with my Supervisor. My signature does not necessarily signify that I agree with the evaluation, but that the evaluation has been reviewed with me.

Employee Signature Date

Supervisor Signature Date

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ADD IN HERE THE PPWC PROBATIONARY FORM 610-b11

COLLECTIVE AGREEMENT Language tips Appendix C

Collective AgreementsThere are currently four employee groups within Selkirk College. All employees are covered by either a collective agreement (Faculty and Support Staff) or set Terms of Employment (Exempt).

Employees are encouraged to become familiar with the collective agreement relevant to their employment, as it contains important information on rights and responsibilities of employees and the College.

SCFA (Selkirk College Faculty Association) SCFA Collective Agreement BCGEU (BC Government Employees Union) BCGEU Collective Agreement PPWC (Pulp and Paper Workers of Canada) PPWC Collective Agreement

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Administrative Staff( Exempt) - Agreement - Subject to Board Approval

For more information about your employee group or collective agreement, please contact Human Resources Representatives– or your local employee group union president.

SCFA President - Doug Henderson (Castlegar Campus) BCGEU President – Ken Soroka (Grand Forks Campus) PPWC President – Bonnie Horswill (Aviation)

Copies of all Collective Agreements may be found on the Selkirk College Website at the following link:

http://selkirk.ca/about/departments/hr/agreements/

Guidelines for Managers and Supervisors

The table below is an overview of the general provision for posting procedure in our various collective agreements.

Employee Group

Applicable collective agreement article(s)

General requirements for internal posting

PPWC 13.112.07

All positions must be posted internally for 7 days, including:

New positions Existing positions that

become vacant Any position where the hours

are increased by more than 20

Part-time positions that become full-time, unless the part-time position has been occupied by the same employee for more than five years

The College may fill a vacancy arising out of an extended sick leave by transferring another employee

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for up to 60 days, after which the position must be posted, unless the College and the Union agree to extend the 60 day period.

BCGEU 12.01 All vacancies must be posted internally for 7 days, unless there are qualified employees on layoff notice.

SCFA 18.34.2.48.73.3

All vacancies must be posted internally for 7 days, unless the posting is for a regular position that has been satisfactorily performed by a qualified short-term employee. Additional work that becomes available may be offered to qualified existing employees without posting; priority for the allocation of the work is detailed in article 8.7.The College will send copies of all Selkirk College job posting to the Association President prior to public postings.

The table below is an overview of the general provision for probationary periods in our various collective agreements.

Employee Group

Applicable collective agreement article(s)

General requirements for probationary periods

PPWC 12.0313.0513.06

New employees in regular positions (full- or part-time) are on probation for 60 days of work, or six months, whichever is less. On-call and temporary employees are on probation for 60 days of work, or twelve months, whichever is less, as long as the work (broken or continuous) is within the same job grouping as listed in Appendix D of the collective agreement.An existing employee who transfers to a new position is on probation for three months (see article 13.06 for the one exception to this provision).

BCGEU 9.07 All employees are on probation until they

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have completed 1080 hours of instruction (equivalent to one full-time year) in one program area. An employee who moves to a different program area at his/her own request is subject to a further probationary period.

SCFA 7.7 There is no specific reference to probationary periods in the SCFA collective agreement. However, the provision of article 7.7 on evaluation addresses the rights of employees to be offered additional work, depending on the terms under which they were hired.

Administrative Staff

II b. All new employees, or existing employees in new positions, serve a one-year probationary period.

The table below is an overview of the general provision for seniority in hiring in our various collective agreements.

Employee Group Applicable collective agreement article(s)

General requirements for internal posting

PPWC 13.0313.0413.06

All vacant positions will be advertised internally. If no qualified candidates, advise the union and post externally simultaneously.Role of Seniority in Promotions and Transfers:Both parties recognize: Staff changes, transfers or

promotions appointments shall be made based on an employee’s qualifications and experience as identified for the position. In the event that there are two qualified

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employees the appointment shall be make to the employee with greatest seniority.

Senior applicants for a vacant position who does not possess the required qualifications for the position, will be considered for the position if they possess the major of the qualifications (academic and/or experience) which are required and if he/she is currently enrolled in a course of studies which will qualify them for the positions. This clause shall not apply when certificates are mandatory for placement in the vacant position.

BCGEU 12.02 Where applicants have skills and qualifications which are relatively equal, the applicants with the greater seniority shall be selected.

SCFA 1.94.64.6

There are there ( 3) distinct seniority classifications: faculty seniority, faculty assistance seniority and tutor seniority. A member’s seniority is accrued to the appropriated seniority classification based on his/her contracts for the corresponding position as per Articles 1.2, 1.3 or 1.4.( refer to current CA)Chairs and Department Heads are appointed for a period of 3 years, based on an internal competition. If no applicants, incumbent Chairs and Department Heads, may, at the discretion of the

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College may be re-appointed for a subsequent term without having to undergo a selection process.

The table below is an overview of the general provision for selection committees in hiring in our various collective agreements.

Employee Group

Applicable collective agreement article(s)

General requirements for internal posting

PPWC No current language ( committee make up should be discussed)

BCGEU 12.3 Selection CommitteesWhen an opening occurs for a position of Department Head/School Chair, notice of the vacancy shall be posted on the appropriate union bulletin board. Applications for the position shall be accepted from departmental employees. A Selection Committee comprising of two (2) appropriate College representatives and two (2) departmental employees elected by and from the department shall be convened. This Committee shall review the applications and make a recommendation to the President for his decision. In making the recommendation, the Committee shall strive to select the best candidate by examining the candidate's qualifications and experience, as required to fulfill the administrative duties of the assignment and to meet the educational needs of the department.Representation on Selection CommitteeVacancies for the positions of senior administrators (for example, Deans, Directors, Vice-Presidents, Presidents) shall be posted on the union bulletin boards in accordance with the terms of this Agreement. Local 709, Selkirk College Bargaining Unit shall be

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entitled to select one (1) representative to serve on the selection panel established to select an individual to fill either of these positions. The Local 709 representation shall be at minimum equal in number to that allocated to the Faculty Association.Selection Committees for instructor vacancies shall be in accordance with the procedures set out at Appendix E.

APPENDIX ESelection Committees

Where a vacancy exits for an Instructional Assistant or Instructor, Selection Committees will be constituted as follows:1. Composition

All selection committees will include:(a) the Director of Human Resources or a Senior Administrator;(b) the Department Head/School Chair;(c) an instructor from the same discipline.In the event there are currently no instructors in that discipline, an instructor from a related discipline within the bargaining unit, will be included.

2. Throughout the selection process, the Director of Human Resources will be responsible for the administration of the selection process.

3. Once approval for a position to be filled has been given, the Director of Human Resources (or senior administrator) will initiate the creation of the selection committee.

4. The selection committee will have access to all materials submitted by all applicants.5. The selection committee will participate

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in the preparation of the short list and interviews of the short-listed candidates. All interviews will be conducted with the same individuals from the selection committee in attendance.

6. Competency based assessment will be employed in all hiring decisions. Candidates may be required to perform a simulated work exercise.

7. A numerical scoring system of predetermined competencies will be used for the purpose of making decisions within the committee.

8. Following the interviews, the Director of Human Resources (or designate) will complete reference checks for the candidates selected by the selection committee.

9. Following the completion of the reference checks, the selection committee will recommend in ranking order, the candidate(s) considered acceptable by the selection committee.

10. The Director of Human Resources will make an offer of employment to the selected candidate on behalf of the College. In the event that the recommendation of the selection committee is not accepted by the College, the Director of Human Resources will outline the reason(s) in confidence to the selection committee.

11. The selection committee will be advised of the selected candidate's response. In the event that an internal candidate is selected, he or she will be responsible for informing his supervisor and will be advised to that effect by the Director of Human Resources.

12. The Director of Human Resources will be

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the only spokesperson on behalf of the College. Selection committee members will maintain confidentiality and discuss selection related activities only with members of the selection committee.In the event that one or more members of the selection committee are dissatisfied with the process or decision reached, they may discuss their concern with the President.

SCFA No current language ( committee make up should be discussed)

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