3000-1-1Recruitment & Selection

Issue Date:
December 01, 2008
Supersedes Date:
January 01, 2008

Upon request, the college will provide a copy of this policy in an alternate format.

Policy

Lambton College, through its Strategic Plan, recognizes the challenges and value of achieving a diverse workforce that can effectively meet the changing needs of the students and communities it serves. In the recruitment and selection of all employees, Lambton College is committed to hiring the best qualified person available for each position. The College recognizes the worth and dignity of all candidates by providing equal opportunity for employment, encourages fair and open competition while ensuring all contractual and legislative requirements are met, and encourages its employees to realize their career goals and their full potential.

Procedures

Recruitment is one of the most important elements for an effective and competitive organization. The recruitment effort is directed at attracting and placing the right candidate in the right job. It is vital that we spend the time and effort necessary to identify employees who, in addition to being effective members of a department and school, are capable of being successful employees of Lambton College.

The following procedures for posting, screening, interviewing and selection must be followed in filling all posted staff vacancies. They are intended to maximize employee diversity and productivity and maintain compliance with the Collective Agreements and the Human Rights Code.

Subject to Collective Agreement requirements, the following procedures for posting, screening, interviewing and selection must be applied in filling all posted staff vacancies except in circumstances in which reassigning an employee to a vacant position will promote employment stability as defined by the Collective Agreement.

A. General

  1. All requests to fill vacant positions must be approved by the appropriate Senior Executive member.
  2. All employment advertising and posting requests must be approved by the Manager, Talent Acquisition & Labour Relations to ensure compliance with the various Collective Agreements, Terms and Conditions of Employment for Administrative Staff and College Policy. Human Resources has the right and responsibility to edit advertisements and postings to ensure consistent and proper format and wording are used
  3. If the vacancy is a new position : For a support staff vacancy, a position description form (PDF) (available on the Human Resources Department Intranet) must be submitted to the Manager, Talent Acquisition & Labour Relations for review and job evaluation purposes prior to initiating the hiring process. For an academic vacancy, the Hiring Manager informs the Manager, Talent Acquisition & Labour Relations of the required formal academic credentials as per the College’s formal benchmarks (available on the Human Resources Department Intranet) and related experience necessary to perform successfully the duties and responsibilities of the position. For an administrative staff vacancy, a Job Fact Sheet (JFS) (available on the Human Resources Department Intranet) must be submitted to the Manager, Talent Acquisition & Labour Relations for review and job evaluation prior to initiating the hiring process.
  4. If the vacancy is a replacement position: For a support staff vacancy, the current PDF will be submitted to the Manager, Talent Acquisition & Labour Relations and if no revisions are required, it will be used to develop the posting for advertising. If the PDF does require revisions, the Hiring Manager is responsible for advising the Manager, Talent Acquisition & Labour Relations of necessary changes. The Manager, Talent Acquisition & Labour Relations will then review the changes for job evaluation purposes. The Manager, Talent Acquisition & Labour Relations will then notify the Hiring Manager if the changes result in a reclassification. For an academic vacancy, the Hiring Manager informs the Manager, Talent Acquisition & Labour Relations of the required formal academic credentials as per the College’s formal benchmarks (available on Human Resources Department Intranet) and related experience necessary to perform successfully the duties and responsibilities of the position. For an administrative staff vacancy, the current JFS will be submitted to the Manager, Talent Acquisition & Labour Relations and if no revisions are required, it will be used to develop the posting for advertising. If the JFS does require revisions, the Hiring Manager is responsible for advising the Manager, Talent Acquisition & Labour Relations of necessary changes. The Manager, Talent Acquisition & Labour Relations will then review the changes for job evaluation purposes. The Manager, Talent Acquisition & Labour Relations will then notify the Hiring Manager if the changes result in a reclassification.
  5. An effective hiring process must begin with ensuring that qualifications for the position do not include barriers. Therefore, job requirements must be bona-fide. Bona-fide job requirements are described as employment requirements that are necessary for reliable, safe and efficient performance of the essential components of the job. Hiring Managers are ultimately responsible for ensuring job qualifications are bona-fide. However, the Manager, Talent Acquisition & Labour Relations will inform the Hiring Manager of any changes necessary to comply.
  6. The Manager, Talent Acquisition & Labour Relations makes arrangements for the preparation of the final job description, search criteria and position vacancy documents. These documents are sent to the Hiring Manager for review and approval. Once approved, the vacancy is posted in accordance will the terms and conditions of the appropriate collective agreements. Support Staff vacancies must be posted for 5 days internally. Academic vacancies may be posted internally and externally simultaneously for at least 5 working days. Administrative Staff vacancies are posted for at least 10 working days.
  7. For all other employment requirements such as part-time support staff, associate faculty or any other Other Than Full-Time employees (OTFT), please contact the Manager, Talent Acquisition & Labour Relations for guidance and direction.

B. External Advertisements

  1. It should be noted that Human Resources maintains files of unsolicited applications for a wide variety of positions. Hiring Managers should review these files when requesting external advertising. These files are updated on a regular basis.
  2. The Manager, Talent Acquisition & Labour Relations prepares the advertisements and forwards them to the Marketing Department which forwards them to newspapers.
  3. It is imperative that the Manager, Talent Acquisition & Labour Relations has at the very least a one-week lead time to prepare the posting for advertising.
  4. Whenever possible, multiple vacancies will be displayed in one advertisement.
  5. External advertisements may be placed in local and out-of-town newspapers, job boards on the internet, sent to other Ontario colleges, posted externally on our own website or published in magazines or journals depending on the position and the cost involved. This is determined by the Manager, Talent Acquisition & Labour Relations in consultation with the Hiring Manager.
  6. In most cases competitions for positions that are advertised externally will close seven to ten days after the last publication date depending on the position.
  7. All external advertisements will include the following statements:

    “Lambton College is Committed to Employment Equity” and,

    “We thank all applicants for their interest and wish to advise that only those candidates who are short-listed for an interview will be contacted.”

C. Applications

  1. All applications for employment must be submitted in writing on or before the closing date of the competition. It is College practice to give one day’s grace time for the mail to arrive externally or emails to arrive in in-boxes and be processed. Any applications that arrive after the grace period may be accepted at the discretion of the hiring manager but will not be accepted after a short-list has been developed and sent to the Manager, Talent Acquisition & Labour Relations.
  2. All applications must be received by the HR office to ensure consistency in the hiring process. Any application sent directly to the Hiring Manager should be date stamped and then must be forwarded to the Manager, Talent Acquisition & Labour Relations to be placed in the applicable job file.
  3. All applications will be recorded by the Human Resources Administrative Assistant (HRAA) and an applicant listing will be completed by the end of the business day the day after the closing date. The HRAA will contact the Hiring Manager to advise that the applications are ready to be picked up from the HR office.
  4. The Hiring Manager will review the applications in order to develop the short-list of those candidates to be invited for an interview along with a couple of alternatives to be invited in case anyone on the short-list declines an interview. If the Hiring Manager prefers HR to conduct an initial screening of the applications, they can request this prior to having the applications sent on. The Hiring Manager should ask that someone from HR or their own department also review the applications to assist in arriving at the short-list. An assessment of candidate submissions against the skills, knowledge and abilities outlined in the search criteria will be recorded in a checklist to be used to rank the applicants. The Hiring Manager can find a criteria checklist template from this link (or on our HR website on myLambton) in order to shortlist applicants for interviews.

    Shortlisting Assessment Form (PDF)

    All the applications, the short-list of candidates and the checklist must be returned to the Manager, Talent Acquisition & Labour Relations.
  5. Internal and External Candidates
    Support Staff
    Internal applicants are defined as full-time bargaining unit employees. Only full-time bargaining unit employees are ‘internal’ applicants. Appendix D, Project of a non-recurring kind and part-time employees and candidates not currently employed by the college are considered external applicants. Internal applicants must be considered prior to considering any external applicants.
    Academic
    As per Article 27.11 B in the Academic Collective Agreement regarding postings of full-time positions, the College is obligated to consider full-time and partial-load bargaining unit employees as internal candidates before any external candidates can be interviewed. Consideration is to include a review of the competence, skills and experience of the internal applicants in relation to the requirements of the vacant position.

D. Selection

  1. The College’s commitment to employment equity must be a key factor in screening applicants for interviews and in actual hiring decisions.
  2. Selection committees are required for every posted position vacancy.
  3. The Hiring Manager in consultation with the Manager, Talent Acquisition & Labour Relations determines the members of the Selection Committee. The Hiring Manager is the Chair of the Committee. Committee membership is a cross-representation of employee groups and must include the Hiring Manager, an HR representative, in certain cases an end-user of the position’s services and additional members appointed at the discretion of the Hiring Manager e.g. an ‘expert’ in the area/subject matter. It can also include representatives external to the college depending on the position.
  4. The size of the Committee will be large enough to afford adequate assessment and discussion of the interview results but not so large as to be intimidating to the candidates. In most circumstances it is recommended that this committee be no smaller than 3 members but no more than 6 members.
  5. It is the Hiring Manager’s responsibility to invite the Selection Committee members to be a part of the hiring team. Discussion should take place between the Hiring Manager and the committee member’s supervisor to ensure the time commitment is operationally feasible. The HRAA is responsible for scheduling the interviews.
  6. Selection committee members will not be told the names of the candidates until an offer to sit on the Committee has been accepted. Upon identification of the candidates, it is the responsibility of each committee member to indicate if a potential conflict of interest exists and if so, to step down.
  7. Selection committee members will maintain strict confidentiality with regard to the names, backgrounds and answers given, both during and after the selection process. The Hiring Manager is responsible to ensure that confidentiality is maintained as failure to maintain confidentiality by a committee member may result in disciplinary action.
  8. All candidates for a vacant position will be interviewed by the same committee using the same questions and assessment tools. If, however, a situation arises that a committee member must be replaced due to unforeseen circumstances, it will be the responsibility of the Chair to ensure that a complete and unbiased summary of each proceeding interview be given to the new committee member. Alternatively, the departed committee member may not be replaced.
  9. Throughout the selection process, the Hiring Manager provides direction to the Committee. This includes recommendations of the appropriate options and tools for the assessment of the candidate’s knowledge, skills and abilities. Assessment options must include behavioural based interview questions and may include the following assessment tools that reflect typical core duties of the position and will assist the committee in assessing the candidate’s fit for the position. The following are examples:
    Academic staff
    short ‘active learning’ teaching lesson or presentation related to the subject matter of the position (prepared prior to the interview) or a curriculum development assignment (candidate given time to complete just prior to the interview)
    Support Staff
    computer skills test, numeracy test, customer service simulation, problem-solving exercise
    Administrative Staff
    written proposal, budgetary problem solving, leadership exercise

E. Interviews

  1. A suitable interview date, interview process, schedule and location will be determined jointly by the hiring manager and the Manager, Talent Acquisition & Labour Relations. Whenever possible, all interviews for one vacancy will occur on the same day.
  2. Candidates will be given at the very least one week’s notice to attend an interview. This interval gives the applicant time to prepare for the interview and any interview related assessment exercises. The interval also gives the HR office sufficient time to contact candidates, finalize the schedule and prepare the interview packages. As well, it provides the selection committee time to prepare for the very important task of interviewing potential new employees.
  3. The HRAA contacts all applicants who will be invited for an interview, informing them of the date, time, location, format of the interview, any assessment exercise that they are expected to come prepared with or to prepare once they arrive, and the make up of the Selection Committee and requesting that they bring at least 3 references (including name, affiliation or relationship to the candidate, home and work phone numbers and email address) with them to the interview. The HRAA will provide them with directions to the college and information on overnight accommodations, if necessary. A copy of the job description will be provided to the candidate if requested.
  4. The Hiring Manager will formulate the behavioural based interview questions along with any additional assessment exercises required of the candidates. The Manager, Talent Acquisition & Labour Relations has many resources to assist with this if necessary. The College also has standard, mandatory questions that are asked of most positions e.g. customer service, teamwork, computer literacy, etc. The questions are formulated to determine the degree to which each applicant possesses the key characteristics. Other questions may flow from the structured questions during the interview – to ask for clarification or expansion on a point brought up by the applicant. Take caution NOT to lead a candidate.
  5. Questions or selection criteria related to an applicant’s race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, sexual orientation, age, record of offences, marital status, family status or handicap are prohibited.
  6. The HRAA will then prepare the Interview Evaluation Form and include it in all interview packages. The same interview questions and assessment tools will be used for all candidates being interviewed to ensure equity.
  7. Interview packages will be prepared by the HRAA and every effort will be made to ensure they are distributed at least 2 days prior to the day of interviews. During peak interview periods, this time may be reduced to 1 day. They will consist of the following:
    1. the interview schedule
    2. the search criteria (job posting) for the position
    3. the candidates’ applications
    4. the interview evaluation forms (questions)
    5. the assessment exercise or tool information and forms
    6. the candidate evaluation form
  8. The Lambton College standard interview format:
    1. Candidates are asked to announce themselves at the HR Office and the HRAA takes them either to the room where the interviews are being held or to a testing room to complete a job related exercise prior to the interview (if applicable)
    2. Candidates are brought into the interview room by either the Hiring Manager or the HR representative and all selection committee members are expected to greet and shake hands with the candidate and introduce themselves and identify the position they hold in the college. This goes a long way in making the already nervous candidate feel welcome and at ease.
    3. The HR representative welcomes the candidate and explains the process that will be followed throughout the interview.
    4. The Hiring Manager will then speak to the position itself, the school or division, and what will be expected of the incumbent.
    5. If a mini-teaching lesson or presentation is assigned to the candidate, this will follow the introduction.
    6. Formal behavioural based questions will be asked of the candidate.
    7. The candidate will be invited to present any questions he might have to the committee.
    8. The HR representative will then ask the standard final interview question regarding any final comments from the candidate, ask for references from the candidate and ask about start-date availability.
    9. The Hiring Manager will then give the candidate an approximate time frame in which she will be notified whether or not she is the successful candidate and thank them her coming for the interview.
    10. The candidate will either be taken to HR for further required assessments or be released from the interview process.
  9. After all candidates are interviewed, selection committee members will tally up the Interview Evaluation Form and rank their candidates individually on the interview schedule. Members then give the Hiring Manager the results in order from top candidate to the lowest candidate. The ranking is placed on a grid on the white board in the interview room. This usually gives a clear picture of the ranking of the candidates. It also helps with eliminating any candidates the committee feels will not be a good fit for the position.
  10. At this point, if all members have the same candidate as the preferred candidate and consensus is achieved, the ensuing discussion may be minimal. If there is not consensus, more discussion is required if a consensus is to be reached on which candidate the committee recommends. The Hiring Manager will ask each member to identify each candidate’s strengths and weakness relative to the job requirements listed in the search criteria. This discussion is to be undertaken within a team environment after all candidates have been interviewed. The committee, as a whole, will recommend to the Hiring Manager its choice(s) of candidates. It is the Hiring Manager’s responsibility to make the final decision based on those recommendations.
  11. If there is more than one strong candidate who could fit the role, the Hiring Manager can make the decision to hold a second interview with just those candidates, either with the same team or a new team and will follow the same interview process as described above but will use more probing and job-specific questions. In these situations where more than one candidate can perform the job requirements equally well, the Selection Committee shall make its recommendation based on the College’s commitment to a workforce that is representative of the College’s diverse community.
  12. All interview packages, including any notes taken, will be collected by the HR representative after the interviews are completed and kept on file for a minimum of one year, or as required by relevant legislation, in the Human Resources Department. If for some reason the materials are not collected at the end of interviews, they must be returned to the HR department as soon as possible. All materials from a selection process that is subsequently challenged or grieved will be kept until the matter is completely resolved.

F. Appointment

  1. The Hiring Manager is responsible for checking the references provided by the candidate chosen to fill the position. This is done using a standard Reference Check Form which is available on the HR website on myLambton or by this link Reference Check Form (PDF). It is strongly recommended that three references are checked. If the Selection Committee has identified a second choice, the Hiring Manager will also check references for that applicant only in the case whereby the successful candidate has declined.
  2. Salary determination must be discussed with the Manager, Talent Acquisition & Labour Relations prior to offering the successful candidate the position to ensure compliance with the salary guidelines under the terms of the appropriate Compensation Guidelines.
  3. The Hiring Manager completes all information on the Recommendation to Hire Form and signs the form. Information that has to be included with this form as it goes through the signature/approval process is as follows:
    1. the Recommendation to Hire Form - available on the HR website on myLambton or by this link: Recommendation Form for Appointment to Staff (PDF)
    2. the candidate’s application
    3. the three reference check forms filled out
    4. for full-time and associate faculty, a Classification Form must be reviewed by the Manager, Talent Acquisition & Labour Relations and attached (electronic copy can be requested from the Manager, Talent Acquisition & Labour Relations)
    5. any degree, diploma, certificates directly from the issuing institution to verify qualifications
    6. any additional information the Hiring Manager wishes to include from the interview
  4. The Hiring Manager must then obtain all necessary signatures on the form prior to offering the position to anyone. The following signatures are required:

    For all full-time administrative, full-time support staff or full-time academic positions:

    1. the Hiring Manager
    2. the Vice-President
    3. the Vice President, Corporate Performance and Employee Relations or Manager, Talent Acquisition & Labour Relations
    4. the President

    For any other position such as part-time or temporary support staff, co-op students, EBAT students, associate faculty and any other contract staff:

    1. the Hiring Manager
    2. the Manager, Talent Acquisition & Labour Relations
  5. Only after all necessary signatures are obtained may a Hiring Manager offer the successful candidate the position. A verbal offer may be made and the candidate can be told that a formal contract letter and hiring package will be processed and sent from the HR department.
  6. After acceptance of the offer from the candidate, the Hiring Manager is responsible to contact all unsuccessful candidates to discuss the outcome of the process. It is preferred that contact is made by phone so that the Hiring Manager can provide feedback to any candidates who request this information for development purposes.
  7. Human Resources ensures that all professional credentials are submitted by the new employee and placed on the personnel file, if they were not provided at the interview or with the candidate’s application form.

G. Selection of Other Than Full-Time (OTFT) Employees

While the College recognizes the value of part-time employees and remains committed to hiring the most qualified person for all positions, it also recognizes that it may not always be practical to follow all of the above procedures when filling non full-time vacancies. However, if a hiring manager requests that a vacancy be posted or advertised, the procedures for recruitment and selection as described above must be followed.

When the above procedures cannot be followed, at the very least an informal interview must be conducted between the Hiring Manager and the candidate and all documentation of that interview must be sent to HR for retention.

H. New Employee Orientation

It is the Hiring Manager’s responsibility to use the Orientation Checklist for New Employees for every new full-time employee and return it to the HR department completed within one month of employment. For OTFT employees, this form will be very useful as well, but some of the information may not be relevant.

This form is available on the HR website on myLambton or through this link: Orienting a New Full-Time Employee (PDF)


For questions or concerns regarding policies, please contact:

Jim Elliott
Director, Quality Assurance & Institutional Research
519-542-7751 x 3489
jim.elliott@lambtoncollege.ca

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