HIRING MANAGER

TOOL KIT

The Talent Acquisition team assists hiring managers in at-

tracting, selecting, hiring and retaining the right people.
This tool kit is intended to introduce hiring managers of
AUPE and MaPS staff* to the current best practices in re-
cruitment. It will also introduce you to legislative require-
ments and the University of Calgarys policies and practices.
It is the people that power the U of C to be innovative, useful
and relevant. With that in mind, we are here to support you
in the hiring of new staff. They are all a part of the future of
this organization.
- THE TALENT MANAGEMENT TEAM Attracting, recruiting and
retaining exceptional people is
*Hiring postdocs and/or grad students? See Recruiting a Postdoc and key to the Universitys success and
Paying a Grad Assistants for more details on current process/policies. is pivotal to attaining our vision of
becoming one of Canadas top five
Last Revised: November 17, 2016 research universities. It is our facul-
ty and staff who will inspire and
innovate; they are the force that
make success a reality.
HIRING MANAGER TOOLKIT

TABLE OF CONTENTS
ROLE OF TALENT MANAGEMENT 3
OUR COMMITMENT TO YOU

WHO DOES WHAT?: ROLES AND RESPONSIBILITES IN THE HIRING PROCESS 3

ROLE OF HUMAN RESOURCES
ROLE OF THE HIRING DEPARTMENT

FRAMEWORK FOR RECRUITMENT AND SELECTION 4

GUIDING PRINCIPLES OF RECRUITMENT
KEY INFORMATION FOR HIRING MANAGERS

STEP-BY-STEP GUIDE T0 POSTING THE JOB 5

UPFRONT CONVERSATIONS
UNDERSTANDING JOB TYPES
POSITION MANAGEMENT
STRONG INTERNAL CANDIDATE
SECONDMENT
JOB PROFILES
CREATING THE JOB PROFILE
PEOPLESOFT - RECRUITING MODULE
JOB OPENING REQUEST FORM
POST THE JOB
ADVERTISING / SOURCING

CANDIDATE SELECTION 7
SELECTION CHECKLIST
CANDIDATE CARE
VIEWING APPLICANTS

INTERVIEWING & SELECTION 8

THE SHORT LIST
PHONE SCREEN
SELECTION COMMITTEE/INTERVIEWERS
QUESTIONS
SELLING THE UNIVERSITY AND YOUR OPPORTUNITY
OPENING THE INTERVIEW
CLOSING THE INTERVIEW
EVALUATING THE CANDIDATES
REFERENCE CHECKS

THE OFFER 10
SALARY

ONBOARDING WELCOMING YOUR NEW HIRE 10

APPENDIX 11 - 19
ALBERTA HUMAN RIGHTS ACT
THE FREEDOM OF INFORMATION AND PROTECTION OF PRIVACY ACT (FOIP)
BONA FIDE OCCUPATIONAL REQUIREMENTS
DUTY TO ACCOMMODATE
COLLECTIVE AGREEMENT WITH AUPE
INTEGRATING DIVERSITY AND EMPLOYMENT EQUITY
JOB TYPE REQUEST AND HIRE MATRIX
UC POSITION REPORTING INQUIRY
IMMIGRATION TIPS
PHONE SCREEN SAMPLE
REFERENCE CHECK SAMPLE
PRE-OFFER CHECKLIST (AUPE)
PRE-OFFER CHECKLIST (MAPS)

2
HIRING MANAGER TOOLKIT
ROLE OF TALENT ACQUISITION
The Human Resources Talent Acquisition
team is comprised of:
Recruitment professionals who can
guide you through the recruitment
process
A Centre of Expertise (COE) responsible
for developing campus wide
recruitment programs, initiatives, tools
and policies
Every faculty/department within the
University has an assigned Recruiter who is
available at any time for guidance,
assistance or support. The involvement of
your Recruiter may vary by position; for
some positions you will be able to complete
the process easily, while others will be
complex and require additional support.
OUR COMMITMENT TO YOU
The Talent Acquisition team has set time
commitments for service delivery. Our time
commitments are based on average turn
around and may vary slightly depending on
volume and complexity.
We Commit To:
Respond to all inquires in a timely
manner. Should recruitment volumes
be high your Recruiter will acknowledge
your communication (email or
voicemail) and provide you with a
timeline for completion of your request.
3
Ensure an open and transparent level
of communication. In the event your
Recruiter is out of the office you will
receive an out of office notification
along with the name of a direct contact
during their absence.
Post all job opening requests within 4
business days after all required
documentation is received from the
hiring manager.
Complete all employment offer letters
and return to hiring managers within 1-
2 business days of receiving all the
relevant information, including
immigration documentation, if
required.
WHO DOES WHAT? ROLES AND
RESPONSIBILITIES IN THE
HIRING PROCESS
Good hiring is a result of strong
partnerships throughout the hiring and
onboarding process. Everyone involved has
responsibilities to help ensure a
successful outcome.
Throughout the hiring process, you are
responsible for ensuring the candidate has
a positive experience whether they are
selected or not. Human Resources job is to
ensure you have a good experience by
receiving timely, supportive and
knowledgeable information on the
recruiting process.
DID YOU KNOW?
Refer to the onboarding checklist
for ideas on how to help make the
transition to a new job easy for
your new hire.
ROLE OF HUMAN RESOURCES
The Recruiters Role:
Advise on hire types, general re-
cruitment and selection questions,
sourcing, and interviewing
Advise on collective agreement
compliance
Advise on use of the Job Opening
Request form
Facilitate relevant information gath-
ering to create an accurate and
appealing job posting
Execute the job posting
Execute any external advertising
needed
In consultation with the primary
hiring manager, complete an initial
screen of candidates to remove
those who do not meet minimum
requirements
Provide recruitment strategy and
additional support for hard to fill
positions
Assist in the development of
screening criteria and selection
guides when needed
Provide immigration support to
ensure all candidates hired at the
University of Calgary are legally enti-
tled to work in Canada
Facilitate New Staff Orientation
sessions held monthly throughout
the year
HIRING MANAGER TOOLKIT

Coming together is a
beginning.
Keeping together is
progress.
Working together is
success.
- Henry Ford

The HR Advisors Role: Research Support to ensure

Be your first line of support in
determining the correct hire type and
process to follow as well as how the
role fits in with your business areas
workforce plan
Advise on the creation of the job profile
or required updates
Facilitate the review and classification
of job profiles with HR Compensation
Analyst
Provide the appropriate job code to be
used on the Job Opening Request form
Assist managers in maintaining the
integrity of position management
within their units
ROLE OF THE HIRING DEPARTMENT:
Primary Hiring Manager = Reports To
Manager or the person the vacancy will
report to. This individual is responsible
for making the hiring decision.
Secondary Hiring Manager = Any
additional managers or administrators
connected to a job opening. These
individuals have access to view applicant
information. (Note: For those who are not
Reports to Managers, their manager
must request the Recruitment
Administrator role for them - through the
myUofC Portal by submitting a
PeopleSoft Access Request - to gain
access to the job and associated
applicants.)
The Hiring Manager:
Identify the need to fill a position
Consult with appropriate senior
leader(s) to acquire approval if hire
is not included in approved
business plan
Consult with Finance Partner/
4
funding is in place and proper
accounting information is used
Consult with HR to ensure proper
hire type is considered
Work with HR Advisor to ensure
accurate and updated job profile is
classified and exists in the job
profile database
Submit Job Opening Request form
in PeopleSoft
Work with the Recruiter to ensure
the job posting / advertising is
written in an accurate and
appealing way so that potential
candidates are drawn to apply
Partner with their Recruiter to
develop a marketing strategy for
the position (if needed)
Review resumes in a timely
manner
Select, arrange, and conduct
candidate interviews (contact your
Recruiter if you require assistance
or guidance)
For AUPE jobs, ensure the
qualified AUPE member with the
most seniority and any candidates
on redeployment are interviewed
Select suited candidate and
conduct reference checks
Complete Request for Offer and
email to their Recruiter
Review and extend employment
offer to chosen candidate
Complete the onboarding checklist
to ensure their employee has the
access, tools and resources
required to be successful in their
role
FRAMEWORK FOR
RECRUITMENT AND
SELECTION
GUIDING PRINCIPLES OF RECRUITMENT
Anyone involved in the recruitment of
employees should be aware of the guiding
principles of recruitment and selection at
the University of Calgary. They are:
Consistency - recruitment and
selection practices and processes will
be applied fairly and consistently
Merit - hiring decision will be based on
the merit and ability to perform
effectively. Equally, selection criteria
must be job-related
Equal Opportunity - all systemic
barriers will be removed from the
recruitment and selection process to
allow equal opportunity for all
candidates and employees
KEY INFORMATION FOR HIRING
MANAGERS
The following links provide a summary of
key information and additional resources to
help guide your practices on how to best
manage people and information. Every
hiring manager should be aware of and
review the following topics before
undertaking recruitment of employees at
the University of Calgary:
Alberta Human Rights, Citizenship and
Multiculturalism Act
Freedom of Information and Protection of
Privacy Act (FOIP)
Bona Fide Occupational Requirements
Duty to Accommodate
Collective Agreement with AUPE
HIRING MANAGER TOOLKIT
A STEP-BY-STEP GUIDE TO
POSTING YOUR JOB
This section provides details on the
information that hiring managers must
gather and the steps they need to complete a departments salary and benefit budget.
to initiate a job posting and ultimately, hire
an employee.
UPFRONT CONVERSATIONS
Prior to starting the recruitment process,
upfront conversations must be held to
ensure an efficient and successful process.
The hiring manager should have had any
necessary discussions with:
Their HR Services Partner or Advisor to
ensure the proper employee type is
being hired using the correct process
Their Finance Partner (or Research
Support if the job is project-funded) to
ensure budget is available and the
proper account is being charged
Budget Owner who will likely have had
up front conversations with their
applicable reporting manager or VP
approver as required. The form should
not be the first time senior managers
are hearing about the request. Avoid
surprises as they may cause delays in
the approval process.
UNDERSTANDING JOB TYPES
Before you post your job, you need to
determine what type of job you require (e.g.
- regular, temporary, fixed term, etc.). Job
type options (otherwise known as employee
classification) vary slightly depending on
where the funding for the job is coming
from (i.e. operating vs. project funds). If you
are not sure which job type will best fit your
needs, consider using the HR Summary by
Staff Group tool available on the HR
website. This tool provides an overview of
the work schedule, benefit eligibility &
entitlements and recruitment requirements the growth and development of its
for each of the MaPS and Support Staff job employees, and that often involves
types, and allows you to compare two
different types side-by-side.
The Job/Appointment Request and Hire
Matrix provides a quick reference for what
steps are required to hire different types of
jobs (e.g. is a posting required, how is the
hire processed). For a high level overview
of all job/appointment types hired at the U working in the same unit in which the
of C, view the Understanding Roles and
Appointment Types e-learning course
(accessed under Fundamentals of HR and
Financial Business Processes in Enterprise If a strong internal candidate within your
Learning).
5
POSITION MANAGEMENT
The University of Calgary budgets and
forecasts by position, which means the
integrity of position data in PeopleSoft is
key since all active positions will comprise
As a Reports to Manager, you are
responsible to ensure the positions which
report to you are appropriately managed,
and any vacant positions that will not be
filled are inactivated so they do not count
towards your departments budget.
When going through the recruitment
process, you will either be filling an existing
position, creating a new position, or hiring a
job which does not require a position
number. It is important to be aware of
whether the role you are filling has a
position number, and if so, what it is.
For more information on which jobs are
positioned at the University of Calgary, see
the Job / Appointment Request and Hire
Matrix.
Managers can view job information for the
employees that report to them (including
position number) by viewing the UC
Position Reporting Inquiry.
For additional details on position
management, view the following resources:
Position Management Framework
How to Manage Position Data - An
Overview for Managers
Understanding Position Management
e-learning course (accessed under
Fundamentals of HR and Financial
Business Processes in Enterprise
Learning)
STRONG INTERNAL CANDIDATE
The University of Calgary is committed to
movement within the organization. Internal
candidates bring university knowledge,
process knowledge, relevant technical
skills, and working relationships to the role
which can be a great benefit.
An employee can be considered a Strong
Internal Candidate if they are currently
vacancy exists and are doing a portion of
the role that is being filled.
group has been identified for the position,
please indicate the employees ID number
in the Job Opening Request and it will be
noted on the posting that there is a strong
internal candidate, and the job will be
posted for the minimum 7 days.
SECONDMENT
When considering internal candidates for a
temporary position, a secondment (a
temporary internal transfer) may be the
most effective approach. Both departments
must agree to the terms of the secondment
to move forward. Contact your Recruiter or
HR Services team for further information.
JOB PROFILES
A job profile is required for all AUPE and
MaPS roles (with the exception of casual
hourly jobs, although it is recommended a
profile is created). A profile MUST be
created for all new roles.
Job profiles are housed in the Job Profile
Database, which is accessed through the
myUofC Portal under All about me > My job
> Job Profile Database. Managers are
responsible for creating and posting new
job profiles or reviewing and updating the
existing job profiles on the Job Profile
Database with guidance from their HR
Advisor.
CREATING JOB PROFILES
If the job is a new role, a new profile for the
position must be created. For help in
developing a job profile, see the links
provided below.
AUPE Job Profile Resources & Guides
AUPE Job Placement Manual (provides
distinction between job families/
phases)
MaPS Job Profile Resources & Guides
Once you have captured all the relevant
information in the job profile, provide it to
your HR Advisor who will work HR to review
and classify the role. The profiles
placement in a job family will be confirmed
and the role will be assigned a job code,
which you will require when completing the
Job Opening Request form.
Your HR Advisor can assist you in uploading
the job profile to our online database of job
profiles and assigning the job profile a
number. The job profile number is required
when completing the Job Opening Request
form as it lets the Recruiter know what job
profile to use as a basis for the job posting.
HIRING MANAGER TOOLKIT
PEOPLESOFT RECRUITING MODULE
The University of Calgary utilizes the
Recruiting module within Human
Resources PeopleSoft to manage job
openings and applicants. For instructions
on how to access and manage your
applicants, view the Managing Applicants
in PeopleSoft guide.
For an overview of all resources and
training related to the recruitment process
including job aids on how to submit the
Job Opening Request form, please view
the appropriate Hiring Process Overview
pages below:
Support Staff (operating - funded)
Support Staff (project - funded)
MaPS (operating - funded)
MaPS (project - funded)
JOB OPENING REQUEST FORM
Once you have defined the details of the
job you are filling (job type, position, job
code, job profile) through the upfront work,
you are ready to complete the Job Opening
Request form which is accessed through
the myUofC Portal under My work > People
management > Job opening request. This
online form supports automated approvals
enabling you to request a job opening and
obtain the required approvals prior to
posting the job.
6
A number of resource documents and job
aids are available to help assist you in
completing the Job Opening Request form.
Visit the Hiring Process Overview pages
linked in the previous section, or visit the
Managing People - Tools, Resources and
Job Aids page on the Training website and
search by staff group for relevant resource
materials.
Delegation of the Job Opening Request
Form
Reports to Managers going on vacation
can delegate their ability to initiate (and
approve) Job Opening Request forms
through the use of delegation in
PeopleSoft. See the Delegation of HR
Approvals Summary for instructions. This
page covers HR delegation for Reports to
Managers, Department Budget Owners
and Project Budget Owners.
For more information on delegation, view
the Introduction to Delegating Approval
Authority e-learning course (accessed
under Fundamentals of HR and Financial
Business Processes in Enterprise
Learning).
If an employee who is not a Reports to
Manager requires the ability to initiate Job
Opening Requests (and other HR forms),
their manager can request the HR Forms
Initiator role through the myUofC Portal by
submitting a PeopleSoft Access Request.
ADVERTISING / SOURCING
Positions at UCalgary are posted on the Ca-
reers website as well as our internal job
board. Hiring Managers have the option of
posting to just the internal site to attract
internal applicants before opening it up to
external applicants.
Standard posting length is 14 days, however
jobs can be posted for a minimum of 7 days
(usually for jobs with strong internal candi-
dates).
Hard-to-Fill Roles
If you think your job will be a difficult one to
fill, notify your Recruiter either via the com-
ments section of the Job Opening Request
or by email. They can work with you to devel-
op a strategy to attract qualified applicants.
They may have some suggestions for places
to advertise, but remember that you are
most familiar with the role and may have
some specific knowledge of associations
and other sources that may be relevant.
Your Recruiter will help to execute and
manage the advertising, but be aware that
any associated costs are paid from the de-
partmental/faculty budget.
If you believe it may be difficult to find a
Canadian or permanent resident to fill the
role and you are open to considering appli-
cations from foreign nationals, please notify
your Recruiter as there are some specific
requirements with regard to hiring these
individuals that must be considered at the
beginning of the recruitment process. See
the Immigration Tips section for additional
details.
DID YOU KNOW?
While your Recruiter can help
you in the process to hire a
foreign national, the University
also has Immigration
Specialists that can answer
more complicated questions.
Your Recruiter or HR Advisor
can provide you with the
Immigration Specialists
contact information as
required.
HIRING MANAGER TOOLKIT
CANDIDATE SELECTION
Your job has been posted and, lets hope,
you are seeing lots of qualified
applications. Now what?
SELECTION CHECKLIST
The checklist below is an overview of the
steps and key points to remember while
choosing the person you want for your role.
Candidate Care: It is important to keep
in touch with candidates both during
and after the selection process. Once a
job has been accepted by a candidate,
notify those who were interviewed that
another candidate has been offered and
has accepted the position.
The Shortlist: Before you shortlist
candidates, it is important to know who
will be on the selection committee and
have a clear picture of the type of
employee you are looking for.
The Interview: This is a chance for you
to evaluate candidates and to get them
interested and excited about the role,
your work unit and the U of C. Sample
questions and interview guides are
available by contacting your Recruiter.
References: Reference check is not a
decision making tool. It is a resource
available for confirming the decision to
hire the selected candidate. Contact at
least two or three references, including
current and former supervisors, for
verification of the candidates
qualifications and their past experience.
Letter of Offer: Once a pre-offer
negotiation occurs, the Request for
Offer Letter must be completed and
submitted to your Recruiter. From there,
a letter of offer will be generated for you
to extend to the successful candidate.
For more information, please see The
Offer section.
Immigration: There are many
requirements we are legislated to meet
to ensure that we are employing
individuals that are legally entitled to
work in Canada. Please visit the
Immigration Tips section for assistance;
also feel free to discuss these hires with
your Recruiter.
7
CANDIDATE CARE
What is candidate care and why is it
important? Candidate care can mean many
things but one way to think of it is a
process and mindset of treating applicants,
both internal and external, as customers.
DID YOU KNOW?
Traditionally, the recruitment process is
focused around candidates trying to sell 85% of all candidates are
their skills and qualifications to the hiring passive job seekers (those not
manager. So why is looking after applicants actively looking for work).
(most of whom will be unsuccessful) so
important? There are a few key reasons.
For internal candidates, chances are if
they are looking for a new opportunity
within the organization they are also
looking externally - a great candidate
care experience is a chance for them
to get excited about the U of C again.
Viewed this way, strong candidate care
process can be a retention tool.
For external candidates, it is a way to
keep candidates interested in working
at the U of C in the future and keeping
our brand strong. Word of mouth is
powerful! Both positive and negative
experience travels much further than
one interview.
Tips for Good Candidate Care: DID YOU KNOW?
Timely and accurate communication Under the AUPE Collective
if the process is delayed for any Agreement (Article 42), hiring
reason, let the applicants know.
managers are required to
(contact your Recruiter for more
information and tips on using the interview the most senior,
system to help manage and qualified AUPE employee who
communicate with candidates) applies for a posted AUPE
Keep in touch with the candidates position.
throughout the process
Deliver on promises and expectations Employees who are on
Never miss an opportunity to build a redeployment (Article 40) -
relationship those whose position has been
Be sure to let those candidates who
abolished - are to be given
you interviewed but are not hiring know
they are no longer being considered.
preferential consideration over
Candidates expect this courtesy and other candidates.
they deserve to know.
Service dates of internal
VIEWING APPLICANTS candidates are available on the
candidate information page in
Hiring managers can access those PeopleSoft. Your Recruiter can
candidates who have applied to their job
also assist you with identifying
posting through the myUofC Portal under
My work > People management > Manage
the most senior candidate as well
applicants. For step by step instructions, as whether or not a candidate is
see the Managing Applicants in PeopleSoft on redeployment. It is up to you to
guide. manage that process, but if you
have any questions, contact your
Recruiter.
HIRING MANAGER TOOLKIT
SELECTION & INTERVIEWING
THE SHORT LIST
Congratulations on gathering a pool of
qualified candidates! This is often the
most difficult part of the hiring process.
Now that you have them, what do you do
with them? Shortly after the posting
deadline, you will receive an email from
your Recruiter letting you know the posting Prescreen interviews or questionnaires
has closed, and you should review the
applications to determine a short list of
candidates to interview. A general rule of
thumb is to interview no more than six and
no less than three, but of course it
depends on the number and quality of the
candidates you received. You want to
move quickly to ensure you do not lose the
best candidates to another position.
Luckily most of the hard work in terms of
determining the short list is done when you
develop the job profile. From the job profile
you should have a clear idea of the person
you are looking for.
Prior to short listing:
Review the Nature of Work section in
the job profile. This should give you a same questions are asked to each
good idea of the work style (how
someone gets things done) you are
looking for. Will they need to juggle
many balls or focus intently on one?
Is it high stress or low stress?
Understand the core competencies on Screen is available.
the job profile; these statements
support the behavioral and outcome
expectations required of the position
The qualifications/expertise should
align to the requirements of the job
must-haves, and like-to-haves that will may be conducted by several individuals.
either include, or exclude applicants
from the process
Think about considering transferable
skills in a tight market
Be consistent selection criteria
should be pre-determined
PHONE SCREEN
If you are lucky enough to have a number
of candidates who appear to be qualified,
or if some information is unclear on a
candidates resume, phone screens are a
good tool to use.
A prescreen phone interview or email
consists of a series of questions that allow
you to learn more about the candidate
8
prior to the interview. It asks them to
provide information related to their
technical knowledge, job preferences,
career goals, how to best manage them,
what frustrates them, and what their key
motivators are. It may also become a quick
first cut assessment tool to screen out a
few candidates from the original interview
pool.
can:
Allow you to reduce the number of
interviews
Give you insight into what types of
work and work environments they
value (allows you to assess fit with
your team)
Allow the candidate to provide
additional information and provide
information specific for the job (since
most resumes are not customized to a
particular job)
Help you improve your offer
acceptance rates
There is no standard format for prescreen
questions; however, it is important that the
candidate. Most prescreens focus on
identifying information about the
candidate that would allow you to
determine if they meet the basic
qualifications for the role. A sample Phone
SELECTION COMMITTEE /
INTERVIEWERS
Depending on the position, the interviews
This may consist of one interview with
several people on the panel or a series of
two or three interviews with different
people.
DID YOU KNOW?
When pulling together the interview panel,
the team leader or immediate supervisor
should always be involved. Human Pre-screening is a good way of
Resources staff may also be included if identifying candidates who lack
needed. Consideration should be given to job qualifications or real interest
adding team members, or to internal
clients who may have an interest in the in the role, however it is not a
successful candidate. An ideal panel has good tool for predicting job
two or three interviewers; any more may performance. Just because a
make the candidate uneasy and candidate says they have certain
jeopardize the success of the interview.
skills, does not mean they have
them (this can be determined in
the interview or through
additional screening methods).
HIRING MANAGER TOOLKIT
QUESTIONS behaviour-based and situational interview accounts, etc.)
questions provide variety to an interview We are an energetic and dynamic
Interviews can take many forms, from and a comprehensive approach to community with access to multiple
formal to informal, depending on the role gathering information about the resources, state-of-the-art facilities,
and the preference of the interviewers. candidate. However, behaviour-based sports and arts programs, lectures,
However, all interviews should be questions have been proven to be the and the conveniences of a small town
consistent in terms of the style, location, best predictors of performance, so try to We offer a competitive total
interviewers and questions. Similar to how have the bulk of the questions in that compensation package (see the Take
you evaluated the applicants, your format. Also, dont forget to ask the advantage of all we have to offer.
interview questions are developed based candidate to clarify information on their section at the bottom of the page
on the competencies required for the role. resume such as career progression, which includes links to the benefits
You should also consider developing some frequency of job movement, and any gaps. overviews for each employee group,
probing questions to clarify and explore and the salary scales for AUPE and
responses more deeply. Samples of Please note: Prior employment with the MaPS roles).
interview guides and questions are University must be disclosed, please make
available by contacting your Recruiter. sure to request this information from the For more information please speak to your
candidate prior to making a verbal offer. Recruiter about our employee value
When developing the interview guide, proposition.
there are three types of interview SELLING THE UNIVERSITY & YOUR
questions that can be used. OPPORTUNITY OPENING THE INTERVIEW

Behaviour-based (also called behavioural Candidates come to interviews to sell their Interviewing can make some candidates
descriptive or targeted selection skills and as a hiring manager you need to extremely nervous. It is important at the
questions) - based on the premise that be prepared to sell the U of C and your start of the interview to:
past performance is a strong predictor of area specifically at the interview and at
future performance. the time of offer. To help you and potential Take some time to make the
candidates understand the benefits of candidate feel at ease. This may
Behaviour-based questions are best working at the U of C, visit the external be as simple as asking them if
constructed by examining the specific Careers website, specifically the they have been to campus before
competencies of positions as indicated by Management and Staff page and the Why or making a comment about how
the job profile. UCalgary page. the local sports team is doing.
Offer the candidate water or
Can you give us an example of a time Why Your Opportunity / Unit? coffee.
you were able to resolve a conflict Introduce all the interviewers and
between your supervisors needs and As a hiring manager your role is to explain their role (if there is more
a clients needs, where both had the describe your work units strengths in a than one interviewer, the chair of
same deadline. What was the compelling way. Some things to think the selection committee should
situation, and what did you do? about are: open the interview, introduce all
members, and explain each
Open-ended - often used to start the Why is your area important to the members role).
interview, these questions tend to put the success of U of C? Go over the interview format with
interviewee at ease, get them talking and What accomplishments have made the candidate and let them know
allow them to provide information that your unit shine recently? that if they require extra time to
may not otherwise be discussed. What is the short and long term vision think of a response to a question,
Talk about your background and how for the area? How does this role fit they can take it.
your experience is a good match for into it? Advise the candidate that some
this opportunity. What are your success stories? notes will be taken during the
What kinds of people excel in your interview in order to ensure an
Situational - based on the premise that environment? effective evaluation.
intent predicts behavior, these questions
ask the candidate to describe how they Why the University of Calgary?
would handle a certain type of situation.
Youre working on a priority As we embark on our Eyes High vision
assignment for one of your clients to be a top 5 research university in DID YOU KNOW?
when your supervisor comes to you Canada by 2016, it is an exciting time
needing a report urgently. Even if you to be part of the U of C Under FOIP, notes made during
worked around the clock, you wouldnt We provide meaningful work that
be able to complete both assignments the recruiting and selection
makes a difference both locally and
before the respective deadlines. What globally
process should be retained for
do you do? We offer excellent professional and one year to support reasons for
personal growth opportunities (tuition the selection. This includes
Usually, a combination of open-ended, support program, flexible spending resumes, interview and
reference check notes.
9
HIRING MANAGER TOOLKIT
CLOSING THE INTERVIEW
Thank the candidate for attending and
explain the next steps (when the decision or candidate provide you with an independent
second interviews will be scheduled). At
this time you may ask the candidate if they RCMP) or you may execute your own check.
can provide references.
EVALUATING THE CANDIDATES
Candidates should be evaluated by each
interviewer individually prior to the selection
committee debriefing on the interview. This
reduces the chance of group think. Assess
each candidate immediately after the
interview. The previously established
selection criteria should be the basis for
assessing the candidates suitability for the
position. As part of the interview guide you
can score the candidates on their
responses. Second interviews may be
required for selected candidates in order to
obtain more information about a
candidates experience or qualifications.
REFERENCE CHECKS
Once you have made a tentative hiring
decision, conducting reference checks is
appropriate. References are used to
substantiate the hiring decision, not to
make a decision between two or more
candidates. Generally, you should only do
reference checks on one candidate.
It is best to obtain a reference from their
current supervisor, a previous supervisor
and a colleague. Candidates need to be
aware that you will be contacting their
referees. As with the rest of the selection
process, the questions should be focused
on the requirements or core competencies
required for the role. A Sample Reference
Guide is available.
Some key tips:
When calling for a reference, be certain aware of any internal equity issues that may
to tell the referee that the reference will arise as well. You should also be prepared
take between 15 and 30 minutes. Ask
if the time is convenient now, or
schedule a follow-up time
Reference information sought must be
job related
When conducting reference checks,
ask the referee for specific examples
Similar questions to ones in the
interview can be asked if you want the
responses validated
BACKGROUND CHECKS
For positions where a background check is
10
necessary to confirm credentials, financial stuff there are real business implications
information or a security clearance is that come into play. Onboarding has a
required, you may either request the direct impact on retention as well as how
quickly the new employee is able to
check (can be done by local police and transition and become a productive and
successful member of the team.
Once your hire is processed in the Human
THE OFFER Resources PeopleSoft system, the Reports
to Manager will receive an automatic email
At last you have the candidate you want informing them that their employee has
to hire! It is important once the decision is been hired and providing them with their
made, you move quickly. A delay may mean employee ID number (UCID).
you lose your top candidate. As mentioned
in the Selling the University and Your Once the UCID number is known, hiring
Opportunity section, it is important that you manager can begin several of the key
are familiar with all the benefits of working onboarding tasks such as prompting the
at the University of Calgary so you can individual to set up their IT account and
present your top candidate with a eID. A listing of onboarding tasks to be
compelling case for working at the completed prior to and after the employee
U of C. For assistance communicating a arrives is included in the Onboarding
verbal offer to your successful candidate Checklists.
including all the relevant benefits, see the
Pre-Offer Checklist (AUPE) or Pre-Offer
Checklist (MaPS). Most importantly, the
candidate should feel you are excited at the
idea of them joining your team.
When a pre-offer is accepted, complete the
Request for Offer Letter (sent to the Hiring
Manager by their Recruiter when the
posting closed) and email it to your
Recruiter.
Once your Recruiter has the completed
paperwork, a letter of offer will be
generated and sent to the hiring manager
to review and extend to the successful
candidate. To ensure your new employee
has a smooth transition, please submit all
documentation a minimum of one week
prior to the start date to allow time for
processing.
SALARY
When offering a salary, the successful
candidates skills, abilities and education
will help determine the offered amount. Be
to negotiate salary with your top candidate.
DID YOU KNOW?
AUPE Salary Scales It is important to attract and
MaPS Salary Scales engage candidates in the
beginning of the recruitment
ONBOARDING WELCOMING process, but just as important
YOUR NEW HIRE is ensuring candidates are
treated with respect and
It is often said that we only get one chance dignity throughout the
to make a first impression; as such we selection process. See the
need to ensure new employees feel Candidate Care section for
welcomed, engaged, valued and prepared. more information and tips.
But onboarding is not all warm and fuzzy
HIRING MANAGER TOOLKIT
APPENDIX
ALBERTA HUMAN RIGHTS ACT
The Alberta Human Rights Act outlines
what constitutes discrimination in the area
of job applications, advertisements and
employment practices.
Section 8 below covers pre-employment
inquiries only.
8 (1) No person shall use or circulate any
form of application for employment or
publish any advertisement in connection
with employment or prospective
employment or make any written oral
inquiry of an applicant:
a) that expresses either directly or
indirectly any limitation,
specification or preference
indicating discrimination on the
basis of race, religious beliefs,
color, gender, physical disability,
mental disability, age, ancestry,
place of origin, marital status,
source of income, family status or
sexual orientation of that person or
any other person, or
b) that requires an applicant to furnish
any information concerning race,
religious beliefs, color, gender,
physical disability, mental disability,
age, ancestry, place of origin,
marital status, source of income,
family status or sexual orientation.
For detailed information on the Act visit
Alberta Human Rights.
FREEDOM OF INFORMATION AND
PROTECTION OF PRIVACY ACT (FOIP)
The Freedom of Information and Protection
of Privacy (FOIP) Act contains a number of
rules and procedures that affect how you
create, organize, and manage records
generated during the recruitment
and selection process.
The Act provides guidance on:
the collection or creation of personal
information required for recruitment
and selection of new support,
management and professional, and
academic staff;
the disclosure of information acquired
or created during the process; and
how to handle a request for access to
information.
For more information, please see the
11
document titled Protocol - Recruitment acceptable vision and an appropriate
and Selection. drivers license. A legally blind individual
would be legitimately excluded from a
BONA FIDE OCCUPATIONAL position as a driver since it is a bona fide
REQUIREMENTS occupational requirement to be able to see
and to obtain an operators license.
During the early stages of the recruitment
process, it is important to determine the Many employers lose human rights cases
skills, abilities and qualifications required because they are unable to defend the
for a candidate to be successful in the requirements listed in job postings or
position. These key skills, abilities and advertisements. Requirements over and
qualifications are then highlighted in the above bona fide occupational requirements
web posting and in any advertising. should be indicated as preferences or
assets when advertising. But remember, it
Human rights laws in Canada allow is important to encourage all qualified
organizations to carry out activities that applicants to apply, and inflating
would otherwise be prohibited through a educational or experience requirements
literal interpretation of the law. In some may seriously decrease the potential pool
situations, the abilities necessary to of applicants.
perform the essential job duties are related
in some way to one of the protected DUTY TO ACCOMMODATE
classes. These are known as bona fide
occupation requirements or qualifications. Employers in Canada have a legal duty to
Human rights legislation prohibits accommodate the special needs of
discrimination in employment unless it is individuals where these needs stem from
based on a bona fide occupational one of the prohibited grounds. This is called
requirement. the duty to accommodate and its goal is to
create equality of opportunity and
Bona fide occupational requirements are treatment in the workforce. When an
those abilities and qualifications required existing employment condition adversely
in an applicant for the applicant to perform affects a persons ability to work or
the essential components of the job. Job continue to work because of a prohibited
requirements must not inadvertently ground of discrimination, the employer has
discriminate in any of the prohibited human a legal duty to accommodate. Two
rights grounds. Bona fide occupational examples would be re-arranging an
requirements are limits that must relate employee or prospective employees work
directly to job performance and be schedule when the employee is unable to
necessary for the job to be done effectively work on those particular days because of
and safely. their religion and providing technical
equipment to enable a person with a
For example, if you are looking to employ a physical disability to work.
driver, they would be required to have
HIRING MANAGER TOOLKIT
COLLECTIVE AGREEMENT WITH AUPE

The collective agreement with the Alberta It is important for all those involved in
Union of Provincial Employees (Local 52) recruitment and selection to review the
contains several articles that impact collective agreement to ensure the re-
recruitment and selection for support staff. In cruitment and selection process being
the current collective agreement these undertaken complies with the agreement.
include: For more information, view the current
collective agreement or contact your Re-
Common Provisions (for both Operating cruiter.
and Fixed Term Employees - Part A)
INTEGRATING DIVERSITY AND
Article 1 Interpretation and Definitions
EMPLOYMENT EQUITY
Outlines key definitions including employee
classification options (e.g. Limited Term, The University is committed to increasing
Temporary, Temp Relief, Sessional, etc.) the diversity of its staff. In particular, un-
Includes definition of Operating Employees der the employment equity program, we
and Fixed Term Employees wish to increase the representation of
Fixed Term jobs may be renewed/extended those designated groups historically un-
without posting der-represented in the workforce; women,
aboriginal peoples, people with disabili-
There is no limit on the number of times a
ties and visible minorities in those occu-
Fixed Term job can be renewed
pations where they are under-
Article 17 Probation represented.
Probationary period for AUPE employees is The recruitment process is designed to
the first 6 months of employment, or 500 attract a representative group of qualified
working hours, whichever is greater applicants to fill available positions.
Employees serve one probation period to the
University For more information you may refer to the
Article 42 Job Opportunities Human Resources diversity website or
refer directly to your Recruiter.
The most senior, qualified AUPE employee
who applies for a position shall be given an
interview
Positions must be posted on the U of C web-
site for a minimum of seven (7) days.
Provisions for Operating Employees
(Part B)
Article OP40 Position Abolishment
Article 40.05 Redeployment
An operating employee who has received
notice of Position Abolishment shall be eligible
for transfer to a position which becomes avail-
able after commencement of the notice period
for which the Employee has the qualifications
and abilities to perform the work and respon-
sibilities
These employees shall be given preferential
consideration over other candidates for a posi-
tion
These employees shall be granted an inter-
view unless their past work experience and
qualifications clearly do not meet the mini-
mum requirements of the posted job
Article OP43 Promotions
Operating employees who qualify for a pro-
motion under this article will be granted a
minimum increase in salary of one increment

12
HIRING MANAGER TOOLKIT

JOB TYPE REQUEST AND HIRE MATRIX

Position Management Job Hiring Method

Posting Opening
Job Type Positioned Not Required? Template-
in Positioned Request Based Hire Talent
PeopleSoft in Form Form Acquisition
PeopleSoft Required? (TBH)
Management & Professional Staff (MaPS) and Support Staff (AUPE) jobs
Regular & Limited Term salaried jobs X Yes Yes X
Temporary Relief jobs 1 X Yes Yes X
Temporary jobs X Yes Yes X

Project-funded jobs (e.g. Fixed Term) 2 X Yes Yes X

Recurring Part-time hourly jobs X Yes Yes X

Casual & Student hourly jobs X Optional No 3 X

Notes:

1 Temporary Relief jobs take on the position number of the job they are replacing.

2 Any job with direct reports must be positioned. Also, Fixed Term jobs funded from a project which is budgeted at a detailed level
(based on size and/or length of funding) will be positioned (for more information, contact Research Accounting)

3 A Job Opening Request (JOR) form is not required for casual and student hourly jobs unless you wish to post the job on the Universi-
tys Career website. In that case a JOR for an Optional Posting should be submitted.

Understanding Job Types

For more information and definitions of the job types listed

above, view the HR Summary by Staff Group tool which pro-
vides an overview of the work schedule, benefit eligibility &
entitlements, and recruitment requirements for each of the
MaPS and Support Staff job types, and allows you to compare
two different types side-by-side.

For a high level overview of all job/appointment types hired at

the U of C, view the Understanding Roles and Appointment
Types e-learning course (accessed under Fundamentals of HR
and Financial Business Processes in Enterprise Learning).

13
HIRING MANAGER TOOLKIT

UC POSITION REPORTING INQUIRY

Reports to Managers have access to a report within Human Resources PeopleSoft that displays information about their position, the
individual they report to, as well as those positions that report to them. The report also shows any vacant positions that report to
them and jobs that are not positioned. This report can be accessed by navigating to the myUofC Portal under:

My work > People management > Manager self service > Job and Personal Information > UC Position Reporting Inquiry

Once on the page, the user will see their position information under Job Details. This Position Reports To section shows who the
user reports to. Reporting to this Position section shows the individuals who report to the user including those in non-positioned and
positioned jobs as well as any vacant positions.

The table displays the following employee information:

Position number The icon takes you to the Reporting Relationships

Empl ID and Empl Record page for the individual indicated on that row allowing
Department (ID and description) you to make that person the focus and view who reports
Business Title
to them.
Job Code Description
Employee name

For an overview of all reports available to Reports to Managers, see the

Accessing HR Manager Reports quick reference guide
14
HIRING MANAGER TOOLKIT
IMMIGRATION TIPS
Hiring Foreign Nationals into AUPE and
MAPS Positions
It is a criminal offense to hire an
individual that is not legally entitled to
work in Canada. The best way to protect
ourselves against this risk is to ENSURE
that the individual we seek to employ has
a valid Social Insurance Number (SIN).
Employment Insurance Regulations
require that employers see an employees
SIN once the employee is hired and prior
to them starting work.
If the SIN begins with a 9:
What if an individual does not have a
SIN or work/study permit, but I am still
interested in hiring them?
There are occasions where individuals
have skills that are difficult to find in our
labor market. If you are recruiting for a
role that may be difficult to fill and / or
may require expertise not easily found in
the Canadian labor pool, please discuss it
with your Recruiter as soon as possible.
Immigration can be a lengthy process,
and there are strict regulations that
dictates how we must advertise and
recruit. The sooner we know you may
need immigration assistance the better
we are equipped to support you.

You must ensure the SIN is not Each Immigration situation is as unique
expired prior to sending in the as the next, so please refer to the
request to hire. Immigration Toolkit or contact your
Recruiter with questions, concerns or
We require the supporting documents
inquiries.
with every hire. (If the individual you
wish to hire currently exists in
For more information regarding our
PeopleSoft, please do not assume
employment laws and our obligations
they are legally entitled to work in
please visit the Service Canada website.
Canada, or that the documentation is
on file.)
You must provide a copy of the
documents accompanying their
passport (copy of work permit, study
permit or other relevant
documentation).
You must allow for extra time for the
Recruitment Team to complete our
due diligence when hiring Foreign
Nationals (we recommended all
documentation is received by HR
Recruitment a minimum of 10
business days prior to the start date).
If the individual is a student on a
study visa, they will be required to be
in full-time studies in order to be
eligible to work.

DID YOU KNOW? DID YOU KNOW?

For SIN numbers starting with We must ensure that international

9, all new hire documentation hires not only have a work permit
must include: and SIN, but that the work permit
allows them to work for the
- copy of SIN card University of Calgary. Many work
- copy of work or study permit permits have conditions
restricting the province, city, or
Watch for expiry dates on both employer that the foreign worker
documents. can work in/for.
15
HIRING MANAGER TOOLKIT
PHONE SCREEN SAMPLE
Candidates Name:

Todays Date:

Name of Interviewer:

Position Title/Location:

Hello, Im XXXX and Im calling from the University of Calgary. We received your resume in response to the opening for the XXXX
position. Thank you for allowing us to consider you and for your interest in working with us. Im calling because we would like to ask
you a few questions over the phone. Do you have time right now?

What interested you about this role?

Are you legally entitled to work in Canada?

Develop a question that will assess the experience of the candidate in the position you are recruiting. (Example: How many years of
academic advising do you have?)

Develop a question that will assess the experience of the candidate specific to your needs. (Example: Tell me about your experience
working with PeopleSoft?)

Would you mind sharing your salary expectations with me?

Do you have any questions?

Finish the conversation by thanking them and letting them know what the next steps are. (We have a number of telephone screens
to complete and will get back to you by Monday, June 4 at the latest, with what the next step in this process might be for you. Thank
you for your time and interest in working with the University of Calgary!)

16
HIRING MANAGER TOOLKIT
REFERENCE CHECK FORM SAMPLE

Name of applicant:

Name of reference:

Job title of reference:

Organization:

Relationship to applicant:

Position held by applicant:

How long referee worked with applicant:

1. Please tell me about the candidates role when you worked with them and how your roles intersected?

2. This role requires very strong judgment and excellent decision-making skills, please comment on the candidates performance in
these areas.

3. The ability to demonstrate effectiveness within the University environment and demonstrate an understanding of the University
context is important in this role please comment.

4. What are the candidates strengths?

5. What areas do they need to develop? Weaknesses?

6. Would you rehire this person?

7. Anything else we should know?

Date:

Interviewer:

17
HIRING MANAGER TOOLKIT
PRE-OFFER CHECKLIST - AUPE
* This Checklist can used for all Regular, Fixed Term (greater than 6 months), Limited Term, Temporary Relief (greater than 6
months) and Sessional AUPE jobs. See Benefits at a Glance links for more detailed benefit/pension information. Temporary (Short
Term), Fixed Term (6 months or less), Recurring Part-time and Casual jobs are NOT eligible for benefits.
Candidate Name: _____________________________________
Position Title: ________________________________________
Supervisor / Manager: _________________________________
Date of Offer: ________________________________________
Job Classification: ____________________________________
Salary: $______________/month or $____________/hour
Annual performance and salary review process salary
increases in April of each year
Employee Group: Support Staff (AUPE)
Represented by Alberta Union of Provincial Employees
(AUPE), Local 52
Will pay 1.25% of salary for union dues each cheque
Employed as per terms and conditions of collective
agreement
Hours of Work: __________hrs/week
Schedule/Start time: ________________________________
Weekly standard hours are 35 or 37.5 (7 or 7.5 hours daily
dependant on job family)
Part-time can work up to full-time hours at straight time
Overtime or Compensatory Time Off (CTO) must be agreed
upon
Probationary Period: 6 months or 500 hours (whichever is
greater)
Will receive feedback at mid-point and conclusion of
probation period
Vacation: 3 weeks to start
Move to 4 weeks after 6 years of employment (see schedule
in Article 29 of Collective Agreement)
Other Paid Time Off:
2 personal days per year
day per year on Stampede Parade day
Floater days between Christmas & New Years (2 or 3
dependent on year)
Benefits Plan: Alberta Blue Cross
Comprehensive Medical & Dental coverage
Life insurance at 2x employee salary (max $175,000);
premiums paid by employee after 6 months employment;
optional insurance also available
18
Benefits contd
Medical coverage effective immediately
Paid sick leave
Long Term Disability insurance premiums paid by
employee after 6 months employment (Temp Relief
appointments are not eligible for LTD)
Health Spending Account & Wellness Account - $750 per
year (based on 1.0 FTE; pro-rated based on start date)
available to allocate to these accounts in order to be
reimbursed for eligible expenses. Benefit year is July June.
Pension Plan: Public Service Pension Plan
Participation in plan begins immediately (if term of
employment is 1 year or greater)
Employer and employee paid contributions
2 year vesting period
Defined benefit plan your investment is guaranteed
Other Benefits:
Tuition program (after 6 months of employment) employee
can take 4 academic courses and 4 non-credit UofC courses
per year and tuition costs are covered by University
Employees dependents can be reimbursed for tuition fees
up to approx. $1500 per year (eligible after one year
continuous service)
Other Points:
Numerous programs and opportunities to participate in
campus-wide initiatives
Opportunity to develop skills and advance career across
University
Closing:
Any questions?
Comfortable verbally accepting our offer?
Written letter to follow, within one week
When available to start?
Agreed Upon Start Date: _______________________
Candidate Information Required for Hire:
Gender: _______________________________________________
UCID number (if current/former U of C employee or student):
_______________
HIRING MANAGER TOOLKIT
PRE-OFFER CHECKLIST - MAPS
* This Checklist can be used for all Regular, Fixed term (greater than 6 months) , Limited Term, and Temporary Relief (greater than 6
months) MaPS jobs. See Benefits at a Glance links for more detailed benefit/pension information. Temporary Short Term, and Fixed
Term (6 months or less) are NOT eligible for benefits.
Candidate Name: _____________________________________
Position Title: ________________________________________
Supervisor / Manager: _________________________________
Date of Offer: ________________________________________
MaPS Zone: _________________________________________
Salary: $__________________ per year
Annual performance and salary review process salary
increases in April of each year
Employee Group: Management and Professional Staff
Represented by MaPS Steering Committee
Employed as per the MaPS Handbook
Hours of Work: __________hrs/week
Schedule/Start time: ________________________________
Weekly standard hours are 35 (7 hours daily)
Part-time can work up to full-time hours at straight time
Work is expected to be completed during this time;
additional hours are not considered compensable overtime
Probationary Period: 6 months
Will receive feedback at mid-point and conclusion of
probation period
Vacation: 4 weeks to start
Entitlement increases after 8 years of employment
Other Paid Time Off:
2 personal days per year
day per year on Stampede Parade day
Floater days between Christmas & New Years (2 or 3
dependent on year)
Benefits Plan: Alberta Blue Cross
Comprehensive Flexible Group Benefits Plan
Program is designed to offer flexibility for our employees to
make choices that best meet the needs of employee and
family.
$1,908$3,684 flex credits awarded each year based on
your dependent status.
Flexible Group Benefits Plan is comprised of several flex
options from which include Health and Dental, Basic Life,
Long Term Disability, Accidental Death & Dismemberment
insurance.
19
Benefits contd
Voluntary Benefits available for employee and family
optional life, Voluntary Accidental Death & Dismemberment
and Voluntary Critical Illness.
Health Spending Account & Wellness Account
Medical coverage effective immediately
Paid sick leave
Pension Plan: University Academic Pension Plan
Participation in plan begins immediately (if term of
employment is 1 year or greater)
Employer & employee paid contributions
Immediate vesting (entitlement to employer contributions
from start date)
Defined benefit plan your investment is guaranteed
Other Benefits:
Tuition program (after 6 months of employment) employee
can take 4 academic courses and 4 non-credit UofC courses
per year and tuition costs are covered by University
Employees dependents can be reimbursed for tuition fees
up to approx. $1500 per year (eligible after one year
continuous service)
Other Points:
Numerous programs and opportunities to participate in
campus-wide initiatives
Opportunity to develop skills and advance career across
University
Closing:
Any questions?
Comfortable verbally accepting our offer?
Written letter to follow, within one week
When available to start?
Agreed Upon Start Date: _______________________
Candidate Information Required for Hire:
Gender: _______________________________________________
UCID number (if current/former U of C employee or student):
_______________
HUMAN RESOURCES
www.ucalgary.ca/hr