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Make Recruitment and Hiring Your Organization’s Strength


Make Recruitment and Hiring Your Organization’s Strength


BY LEAH M. SIMON AND CARISSA N. TANZOLA BY LEAH M. SIMON AND CARISSA N. TANZOLA


The recruitment and hiring process presents opportunities and challenges for every organization. Great employees can make a great workplace, while hiring the wrong people can be a costly mistake. Follow these five tips to develop a recruitment and hiring strategy.


The recruitment and hiring process


presents opportunities and challenges for every organization. Great employ- ees can make a great workplace, while hiring the wrong people can be a costly mistake.


Follow these five tips to develop a re- cruitment and hiring strategy.


1. Recruitment Canada has a diverse population, and


economic advantage. How and where your organization posts job openings will influence the type of candidates who apply. For example, an organization that relies heavily on word-of-mouth referrals may inadvertently att act o ly lies heavily on word-of-mouth referrals


a workforce that reflects that diversity can be a significant economic advan- tage. How and where your organization posts job openings will influence the type of candidates who apply. For example, an organization that re-


1


characteristics of the organization’s ex- isting empWloyee population.


2. The advertisement Watch your language! Ensure that the desc trihption of the job doesn’t directly or indirectly discriminate on the basis of a charac eristic protected under human rights legislation. For example, an ad- vertisement that seeks “young energetic customer service representatives” may be found to discriminate against older candidates on the basis of age.


2 3


3. Interview in person Always meet candidates in person to


tics of the organization’s existing employee population. dates who share the same demographic The advertisement


Recruitment Canada has a diverse population, and a workforce that reflects that diversity can be a significant


decisions on the basis of any of these characteristics. Even if a decision not to hire a can-


didate is entirely unrelated to one of these protected characteristics, the fact the employer gathered such infor- mation may expose it to a claim the decision was made illegally. The most effective way to avoid a


claim of discrimination is to imple- ment an interview questionnaire with standardized criteria against which all candidates are evaluated and to retain interview records for all candidates.


4. Check References Surprisingly, many employers don’t


candidates who share the same demographic characteris- may inadvertently attract only candi-


atch yo r language! Ensure that the description of the job doesn’t directly or indirectly discrimi- nate on the basis of a characteristic protected under hu- man rights legislation. For example, an advertisement at seeks “young energetic customer service representa- tives” may be found to discriminate against older candi- dates on the basis of age.


Interview in person Always meet candidates in person to explore a range of topics, including related job experience


check references. Even if a candidate has provided an impressive job appli- cation and given a great interview, ref- erences should be checked to explore areas such as: What do former em- ployers think of this candidate?; Was she technically sound, professional, dedicated and receptive to construc- tive feedback?; Was she a role mod- el for other employees?; What are her strengths and weaknesses?; Why did she leave?; Would you rehire this can- didate if given the opportunity? And remember, contrary to popular


and ability to perform the duties of the position. However, avoid asking questions that would solicit in-


explore a range of topics, including relat- ed job experience and ability to perform the duties of the position. However, avoid asking questions that would solicit information about race, ancersetlray, place of origin, colour, ethnic origi tn, citizenship, creed, sex, sexual ori- entation, age, record of offences, mari- tal status, family status, gender iden- tity or disability. Human Rights Codes


formation about race, ancestry, place of origin, colour, eth- nic origin, citizenship, creed, sex, sexual orientation, age, record of offences, marital status, family status, gender iden- tity or disability. Human rights Codes prohibit employers from making hiring decisions on the basis of any of these characteristics. Even if a decision not to hire a candidate is entirely un- ted to one of these protected characteristics, the fact he employer gath red such information may expose it to a claim the decision was made illegally.


The most effective way to avoid a claim of discrimination is to imp ement an interview questionnaire with standard- prohiizbit employers from making hiring


ed criteria against which all candidates are evaluated and to retain interview records for all candidates.


36 Fitness Business Canada March/April 2013 36 Fitness Business Canada March/April 2013


belief, a prospective employer is not re- stricted to checking only the referenc- es identified by the candidate. An em- ployer may check references from any appropriate source.


5. The Decision to Hire Once the desired candidate is


4 Drug or Alcohol Testing


Criminal Background Check A criminal record background


check is traditionally sought where the position of employment is also a position of trust involving money, chil- dren, personal safety, etc. Human rights legislation in


Check References


Surprisingly, many employers don’t ch ck refe nces. to the employment.


plication and given a great inte view, references should be tory to refu e to hire a candidate on


found, can a job offer be contingent on the results of pre-employment drug or alcohol testing and/or a background check?


Was she a role model for other employees?; What are her to the employment.


rehire this candidate if given the opportunity?


checked to explore areas such as: What do former employ- the basis that the candidate has been


British Columbia, Ontario, Quebec, Newfoundland, Prince Edward Island and potentially Manitoba (not yet de- termined) prohibit discrimination in employment on the basis of a criminal record. However, the scope of the pro- hibition varies. In British Columbia, it is generally discriminatory to refuse to hire a can- didate because the candidate has been charged or convicted of a criminal or summary conviction offence unrelated


Even if a candidate has pr vid d an impressive job ap- In Ontario, it is not discrimina-


ers think of this candidate?; Was she technically sound, pro- charged w th a criminal offence re-


fessional, dedicated and receptive to constructive feedback?; gardless whether the charge is related It is also not dis-


strengths and weaknesses?; Why did she leave?; Would you criminatory to refuse to hire a candi- date on the basis of a criminal record,


employer is not restricted to checking only the r ferences a pardon or the offence is in respect


And remember, contrary to popular belief, a prospective unless the candidate has been granted


identified by the candidate. An employ r may check refer- ences from any appropriate source.


In most workplaces, pre-employ-


ment drug and alcohol testing is not permissible, even when the position could involve health and safety risks. This is because refusing to hire a can- didate on the basis of a positive test re- sult potentially discriminates against the candidate on the basis of a disabil- ity (addiction) or perceived disability (assumed addiction). A positive drug test also does not


necessarily indicate the candidate is unable to perform the essential du- ties of the position, nor does it predict whether the candidate will be im- paired while performing work in the future.


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