Job Competition Guide

Human Resources

December 2014

Job Competition Guide

ContentsVacancy.................................................................................................................................................................................4

Application............................................................................................................................................................................4

Interviewing..........................................................................................................................................................................5

Interview Questions..............................................................................................................................................................7

Candidate Testing/Skill Assessments....................................................................................................................................9

Reference Check..................................................................................................................................................................10

Credential/Registration Verification....................................................................................................................................10

Police Background Check....................................................................................................................................................10

Making Hiring Decisions......................................................................................................................................................10

Offer of Employment...........................................................................................................................................................11

Health Review.....................................................................................................................................................................11

Transfers.............................................................................................................................................................................11

Announcement....................................................................................................................................................................11

Probation............................................................................................................................................................................11

Reference Material..............................................................................................................................................................12

Appendices..........................................................................................................................................................................13

Appendix A – Phone Interview Script..............................................................................................................................13

Appendix B – Tips for Preparing Interview Questions.....................................................................................................14

Appendix C – Reference Check (Email)............................................................................................................................16

Appendix D – Union Applicant Comparison Chart...........................................................................................................18

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Job Competition GuideThis report examines all aspects of the job competition process from determining there is a need for staffing to the job offer and through probationary period. It includes information to help make the hiring process as thorough and effective as possible by indicating the preferred methods to approach each function and includes step by step instruction and helpful tips.

Vacancy

RequisitionInsert Taleo linkHold Review – Accommodation/Reassignment

*Request to Hold process may result in “holding” a job posting*You will be notified by your ER/LR representative or your Disability Management Coordinator if your position is being

held.

Job Posting/AdvertisingInsert Taleo Link

ApplicationCandidates apply online and answer a series of screening questions based on the qualifications for the role. Depending on the answers provided, they are assigned a ranking in Taleo using a percentage. The higher the percentage, the more closely the applicant meets the requirements for the job.

Recruitment personnel review the applications and forward the most appropriate candidates on to managers for further scrutiny. Managers will have the opportunity to review the highest ranked candidates’ cover letters and resumes and determine who they would like to pursue.

Additional Pre-screening Methods•    Cover letter: Cover letters should provide an overview of a candidates’ most relevant work experience for the job. It should include why the candidate is qualified for the position, and should be free of errors and easy to read. •    Résumé:The candidate’s résumé should demonstrate the KSA’s listed in the job posting. Look for keywords that match the qualities you require and that the candidate’s educational background is in line with the position. Résumé should be well-organized and customized to the specific position.•   Phone Interviews:Phone Interviews may be appropriate when there is a large pool of applicants who meet the vacancy requirements and they need to be screened beyond what has already been done by Taleo and by reviewing résumés.

Phone interviews are to be arranged well in advance by contacting the candidate and agreeing on a date and time. Hiring managers will be responsible for this function; however, recruitment staff will be available to assist if required.Appendix A contains a script and sample format for this step in the selection process.

The main purpose of a phone interview is to increase the efficiency of the selection process by reducing the number of potential candidates who will continue in to the later stages. Using a structured approach, accuracy is increased by focusing on verifiable events related to past work or educational experiences. Prior to the interview, take some time to review the candidates’ résumé and prepare a set of questions. Other items to consider include:

Salary expectations – to ensure candidate expectations are in line with the budget for the vacancy.o Example: What are your salary expectations?

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Personal characteristics – ethics, integrity, values; these qualities are useful to assess a good fit within the organization.

o Example: What interests you about working at SJHH? Soft skills – examples include communication, problem solving and team work.

o Example: What are your skills and experience related to this position?

Red Flags:Candidates that are interviewed in spite of red flags should be questioned about them. Examples include long gaps in employment and spelling errors.

InterviewingInterviews provide hiring managers the opportunity to inquire more thoroughly about the candidates’ history and qualifications as well as the chance to clarify information uncovered in previous stages of the hiring process. Also, interviews provide the applicant with information about the organization as an employer, in the hope of increasing the odds that a desired applicant will accept a potential job offer.

Interviews are for those candidates who are receiving serious consideration. Only interview people you think you may want to hire.

Structured InterviewingInterviews are a great way to learn more about candidates’ experiences and assess their suitability for the role as well as fit within the organization.Structured interviews require asking each candidate the same set of questions, in the same order, in the same circumstances. This allows potential employees to be compared more easily and helps to determine the best person to fill the vacancy.

Using a structured approach to interviewing is the preferred method as it offers several advantages.

A structured approach enhances objectivity and opportunity by assessing every candidate’s responses according to the same criteria and allows for easier comparison.

By organizing an interview to measure job-related competencies, managers are able to gain a more accurate impression about how well a potential employee will perform in the vacancy.

A structured approach to conducting interviews enhances the legal defensibility of the process by improving consistency of delivery, objectivity, and the degree to which the assessment is related to the job.

How to Prepare a Structured InterviewThe steps to preparing structured interviews include the following:

1. Determine who will conduct the interview (the hiring manager and at least one other party whenever possible).2. Coordinate schedules with the necessary parties and determine everyone’s role. 3. Choose a location to hold the interviews. All interviews should be conducted in the same space.4. Standardize the question set to be used. Ensure questions are open ended. 5. Review the job description and résumé prior to meeting with the candidate.

Types of InterviewsInterviews should be conducted by the hiring manager and at least one other person. Interviews may be conducted using one of the following approaches.

A) PANEL INTERVIEWSPanel interviews are conducted by two or more interviewers. This style of interviewing is organized by having one member of the panel assigned the task of asking questions while other members may be responsible for making notes. Alternatively, panel members may take turns between these two functions.

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Panel interviews offer several advantages: Panel interviews are efficient. They allow more than one interviewer to assess the candidate at a time. Allows all necessary parties to be involved with the interview while the strongest interviewer facilitates. All interested parties are able to assess the candidate using the same information. Multiple perspectives reduce the influence of bias.

Panel MembersWhenever possible, a panel consisting of the hiring manager and at least one other manager or member of the recruitment team should be employed to conduct selection interviews. Supervisors may also offer valuable insight into the selection process.

When to Use a Panel InterviewBecause of their heightened reliability, panel interviews should be used when meeting candidates face-to-face.

How to Prepare a Panel Interview

1. Determine the KSA’s that the job requires. Choose questions based on these qualifications and include a rating system to help panelists assess candidates.

2. Select the right panelists. Choose no more than fourpanelists, including the hiring manager, members of the recruitment team and potentially supervisors or other important team members. Ensure all interviews for the vacancy are performed with the same group of panelists.

3. Choose a main interviewer. This will be the person who will facilitate the interview and lead the questioning. 4. Prepare the panel members.Decide the role each member will perform and provide them with a copy of the

candidates resume. Ensure they have paper and writing utensils to make notes. Prepare panelists by informing them of the qualities the vacancy requires and encourage them to include any questions they would like to have answered.

5. Meet before the interview.Have the panelists meet 10minutes prior to the interview to review roles and expectations.

During the Panel Interview

Make sure to introduce everyone.   Listen and take thorough notes.Consider follow-up questions to clarify responses and provide more information

about the candidate. Follow the plan and focus on KSA’s necessary for the role.Ensure all candidates are asked the same set of

questions in the same order.

**Panel interviews can be intimidating for candidates **

After the Panel Interview

All panelists should meet immediately following the interview. Impression will be fresh in everyone’s mind and eliminate the need to schedule another meeting.

If scheduling will not allow panel interviews to occur in a timely manner, serial interviews may be arranged.

B) SERIAL INTERVIEWSIf scheduling will not allow for a panel interview to occur in a reasonable timeframe, serial interviews may be conducted instead. Serial interviews, or sequential interviews, are a series of interviews where an applicant is interviewed by several interviewers, one after another. The interviewers meet following the interviews to discuss and make a determination.

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Example of Job Knowledge Interview Question:

What is your experience with computer programs, such as Word, Excel, PowerPoint and Outlook?

How to Prepare Serial Interviews

1. Determine the KSA’s that the job requires.  2. Select the interviews. The hiring manager and at least one other person, preferably from the HR department,

should conduct interviews; however supervisors may be included as well. Questions should be developed around the necessary KSA’s and include a rating system. Ensure all interviews for the vacancy are performed with the same interviewers.

3. Schedule the interviews.Ideally, all the interviews for each candidate will take place on the same day however, if this is not possible, schedule interviews when able.

4. Review candidates’ application.Make sure all interviewers review the applications prior to the interview and proceed using a structured approach.

5. Arrange a meeting with the interviewers. Interviewers will need to have a chance to summarize their assessments of the candidate and decide whether or not they are going to be pursued to the next stage in the selection process.

Although serial interviews are viewed more positively by candidates, they can be quite time consuming. Therefore, panel interviews are the preferred method.

Interview QuestionsInterview questions should be prepared well in advance of the interview. This will help the interview stay focused and help avoid straying into subjects that are irrelevant and may help avoid discussion relating to the prohibited discriminatory grounds laid out by the Ontario Human Rights Commission.

A) Job Knowledge/Skills/AbilitiesThese questions are designed with the goal of assessing the technical knowledge required to successfully perform job responsibilities.

To develop job knowledge questions it is important to decide the specific concepts, procedures and regulations related to the vacancy. Additionally, the level of proficiency required for the role will also need to be determined. If necessary, clarify answers with follow-up questions.

B) Self-EvaluationThese questions are used to gather information about whether or not a candidate is aware of their own actions, emotions and their impact on others. Additionally, self-evaluation questions provide the opportunity to gather further information about a candidate’s actions or steps resulting from their own assessment.

Example: What is your greatest strength?

C) BehaviouralBehavioural interview questions ask the candidate to recount an example of how they handled a particular situation in the past and operate under the behavioural consistency principle. This principle uses past behaviour as an indication of how similar situations will be handled in the future.

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Example of Behavioural Interview Question:

Describe an example of a conflict you experienced with a team or colleague in the workplace.

Potential Probes:

What actions did you take? What was the result? Is there anything you would

have done differently?

Looking for:

Communication Listening skills

Not looking for:

Reports to supervisor Avoids conflict

Example of Situational Interview Question:

Patient A puts in a request for a 10 hour pass home, how would you go about deciding if the patient should be awarded the privilege?Preferred Response:

Look at success of past passes. Can their risk be managed on such a pass? Possible therapeutic benefit of the pass. Does disposition allow the privilege. Does the family want them home? Are they psychiatrically and behaviourally stable?

Creating Behavioural Interview Questions: Determine the job requirements by reviewing the

responsibilities of the job. Determine the combination of technical

skills/abilities, soft skills, and personality traits that will be key for success in the vacancy.

Formulate questions and be sure to identify desired and less desired responses to aid in evaluation.

Develop a scoring guide. The validity and reliability of behavioural interview questions can be enhanced by developing a scoring guide to accompany the responses.

D) SituationalIn this approach, the interviewer describes hypothetical situations the potential employee may encounter on the job. The candidate is then asked how they would handle the situation. This method is based on the idea that the candidates’ intentions are predictive of their future behaviour.

Creating Situational Interview Questions: Consult subject matter experts to:

o Identify possible situations a potential employee may face in the vacancy.o Ascertain the preferred response in the given scenario.o Develop a scoring guide to increase validity.

Both behavioural and situational interview questions have been shown to have a strong degree of reliability and validity. Behavioural questions tend to be more general and have a wider variety of responses, depending on the candidates’ experience. Situational questions tend to be more specific. Both kinds of questions can be found in the pool of interview questions in addition to biographical and job knowledge questions. A combination of the various types of questions is the best approach.

An extensive list of interview questions can be found in the interview question database. (INSERT LINK TO INTERVIEW QUESTION POOL).

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Sample Scoring Guide:

We all encounter situations in which our judgement is challenged. Tell me about a time when you were not certain you have made the right decision and then someone openly challenged your decision. What did you do?

Response ScoreI told the person that I was in charge and I was sticking with my decision. 1I changed my mind and did what the person suggested or I openly discussed the merits of his/her suggestion (in front of others)

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I spoke to the person privately and thanked him/her for the advice and asked not to be questioned in front of others. Then I asked for their suggestions and took some time to consider the options.

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Scoring GuidesInterview questions require the use of a scoring guide. Scoring guides provide sample answers based on responses ranging from ineffective to effective and then assigning a score. Candidate answers may not be exactly as written and may even be reflective of two different responses, managers will need to select the sample that most closely resembles the candidates’ response or even assign an intermediate score (A score of 4 would be an intermediate score in the example below).

Candidate Testing/Skill Assessments

Assessing candidates’ ability to perform job related tasks is a highly valid method of predicting success in the vacancy and also reduces bias.

As with the other types of assessments, testing and skill demonstrations need to be standardized. Applicants should be given instructions, either verbally or in writing, and the same questions/task must be asked of every applicant. An assessment guide to score applicants must be prepared to ensure consistency.

When to use Work SamplesWork samples require candidates to demonstrate behaviours necessary for job performance in a controlled environment and have been shown to have a high degree of validity. They are very accurate in predicting one’s ability to successfully perform a job as well as reducing bias.

Work samples are most effective at measuring the ability to perform necessary skills for jobs that are not expected to change drastically over time. They are best suited to assessing skills that the candidates are expected to possess at the time of hire and where the required skills are not easily learned.

Work samples do not need to include all aspects of a job, only those that are most important in the role.

Examples may include:

Skill Method of AssessmentTechnical abilities Performance of a task or procedure critical for success in the role.Research and/or written communication skills Providing a sample of a report written by the candidate.A position that requires presentation and/or verbal communication skills.

Require candidates to prepare and deliver a short presentation.

Clerical positions Typing or proofreading tests.

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Designing Practical Skill DemonstrationsThe steps in designing practical skills demonstrations such as work samples or simulations consist of:

Identifying the major duties critical for success in the vacancy Create an assessment that will measure those abilities. Develop a guide to score the results. Ensure that all candidates will have the same experience to ensure reliability. The same test must be 

administered to all candidates in the same environment and at the same stage of the selection process.

*Managers will be responsible for developing any tests for knowledge and skills specific to their department.*

When to Administer a Work Sample/TestsWork samples should only be required of candidates who have been chosen to go forth in the selection process. They should occur prior to the interview and observations should be recorded using a checklist to avoid ambiguous remarks and scores based on how well the task was performed.

Testing for clerical positions with the following requirements will continue to be conducted by appointment in the Human Resources Department and the results shared with the hiring manager. Clerical testing includes:

Microsoft Word Microsoft Excel Timed Typing Test Non – Medical Spelling Test Medical Terminology Test, including Medical Spelling (for medical clerical only)

Reference CheckReference interviews are an important part of the screening process. Hiring the right employee is best way to avoid problem employees and their associated costs. Hiring the wrong employee can lead to a manager spending time dealing with performance issues and cause the organization to incur additional expenses like additional recruitment costs and severance payments.

Using the attached guide and reference checking tool, a minimum of two supervisory reference checks are to be completed prior to offering the position to candidate. All documentation is to be submitted to HR for storage upon completion.

Preference is to have reference checks conducted over the phone; however, email communications may be more realistic. Appendix C is the reference check form to be emailed to current/past supervisors to request a reference on a job candidate.

Credential/Registration VerificationVerification of credentials including education, certification, and professional association should be conducted in the early stages of the screening process. This will prevent pursuing a candidate to the final stages only to find out that they are missing key qualifications.

Check professional designations by confirming membership on the associations’ website prior to inviting the candidate come in for the interview.

To verify education, have candidates bring original documentation with them to the interview (degree or transcripts). Be sure to record thateducational qualifications have been confirmed.

Police Background CheckCandidates are asked during the application process about whether or not they have a criminal conviction for which no pardon has been granted. Should the candidate indicate to the affirmative, they will be required to produce a police

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check. Upon receiving this information, the appropriateness of the candidate in the specified vacancy will need to be assessed.

**Reminder:“The Ontario Human Rights Code prohibits actions that discriminate against people based on a protected ground in a protected social area, including employment. Record of Offence is included in the protected grounds and therefore the employer must demonstrate that the nature of the offence renders the candidate ineligible.”**

Example: A conviction for theft may render a candidate ineligible for roles that require cash handling. Eligibility will need to be assessed on a case by case basis.

Making Hiring Decisions

When making the hiring decision, you will need to summarize all the information you have gathered from the various methods of assessment and compare the results. A rating system should be developed to make comparing candidates easier and improve accuracy and validity. Remember to use the same system to compare all candidates.

Ranking CandidatesTo rank candidates, the value of each method of assessment must be decided. Below are two options that may assist in this process.

A) Unit WeightingUnit weighting assumes each method of assessment is equally valuable. Following this approach, scores for each method of assessment are added together to come up with a total score for each candidate to compare.

Example: Each assessment is assigned the same weight, 40.

Candidates Clerical testing (40) Interview (40) Reference Check (40) Total ScoreCandidate A 25 35 33 93Candidate B 39 30 25 96

B) Rational WeightingAlternatively, a rational weighting approach allows you to weight information stemming from assessment methods determined to be more valuable over ones considered less important to success in the job. Subject matter experts may be consulted to aid in assigning values.

Example: If the greatest confidence is placed in the interview to predict job success it would be assigned a higher value than the other methods of assessment. For this example, the interview will be assigned a weight of 3, the reference check a weight of 2 and the clerical testing we be 1.

Candidates Clerical testing Interview Reference Check Total ScoreCandidate A (25 x 1) = 25 (35 x 3) = 105 (33 x 2) = 66 196Candidate B (39 x 1) = 39 (30 x 3) = 90 (25 x 2) = 50 194

Implementing a weighting system will assign each candidate a ranking. Once all scores have been tallied and candidates have been ranked, arrange a meeting with members of the panel to discuss the results of the competition and make the hiring decision.

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Unionized PositionsIf the vacancy is for a unionized job, it will be necessary to heed the requirements set by each union regarding hiring, seniority and qualification. Below is a summary of the each union’s specifications.

CUPE Job Competitions: If the most senior applicant can perform the normal requirements of the job, CUPE collective agreement language states that the most senior applicant will be successful. In order to properly determine this, it would benefit you to interview the most senior applicant to ensure our final hiring decision was correct.

ONA & OPSEU Job Competitions: The criteria are Skill, Ability, Experience and Qualifications which does not always mean the most senior applicant will be successful.Applicant Information & Interviews: At times you will receive applications that do not demonstrate completion of key job posting requirements – if you believe there is not possibility that the applicant possess key job posting requirements, (e.g. key requirements or experience etc.), you may exclude these applicants from initial interview. However, it may benefit to interview such applicants (especially senior applicants) in order to ensure your case is strong; as a result of these guidelines; it would help managers to complete the chart below using the examples as guidesAppendix D is a chart for comparing applicants for a unionized position.

Offer of Employment

Health Review

Transfers

Announcement

Probation

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Reference MaterialBCJobs.ca Team. (2008, December 2). Pre-screening job applicants. Retrieved December 9, 2014, from BCJobs.ca:

https://www.bcjobs.ca/hr-advice/pre-screening-job-applicants/

Belcourt, M., McBey, K., Hong, Y., & Yap, M. (2013). Strategic Human Resources Planning, 5th Edition. Toronto: Nelson Education Ltd.

Burke, M. E., & Schramm, J. (2005, N.D.). Getting to know the Candidate. Retrieved October 14, 2014, from SHRM: http://www.shrm.org/searchcenter/pages/Results.aspx?k=getting%20to%20know%20the%20candidate&as_sitesearch=

Catano, V. M., Wiesner, W. H., & Hackett, R. D. (2013). Recruitment and Selection in Canada 5th Edition. Toronto: Nelson Education .

Government of Canada. (2009). Structured interviewing: how to design and conduct structured interviews for an appointment process. Retrieved November 28, 2014, from Public Service Commission of Canada: http://www.psc-cfp.gc.ca/plcy-pltq/guides/structured-structuree/index-eng.htm

Ontario Human Rights Commission . (N.D.). Ontario Human Rights Code. Retrieved November 4, 2014, from http://www.ohrc.on.ca/en/ontario-human-rights-code

Ontario Human Rights Commission. (N.D.). Record of Offence. Retrieved October 24, 2014, from Code Grounds: http://www.ohrc.on.ca/en/code_grounds/record_of_offences

Services Canada. (2011, 11 30). Screening and Interviewing Job Applicants. Retrieved 11 24, 2014, from Hiring Employees: https://www.jobsetc.gc.ca/eng/pieces1.jsp?category_id=2804&root_id=2801

Specialist, T. H. (2012, July 12). Use Panel Interviews to Save Time, Improve Hiring Odds. Retrieved November 18, 2014, from Business Management Daily: http://www.businessmanagementdaily.com/31668/use-panel-interviews-to-save-time-improve-hiring-odds

Zinni, Mathis, & Jackson. (2011). Human Resources Management Second Canadian Edition. Toronto: Nelson Education Ltd.

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Appendices

Appendix A – Phone Interview Script

Hello, this is ________________ calling from St. Joseph’s Healthcare Hamilton; could I please speak to __________? (Hiring Manager or Recruiter) (Candidate)

How are you today?

I have received your application for the _________________position and was wondering if you might have 10 or 15 minutes to answer a few questions? (Vacancy)

If not, schedule a more opportune date___/___/____ and time___________. dd mm yyyy

The purpose of this interview is to discuss some of your past work history and background in greater detail. Information you provide may be recorded and will be used to determine whether you meet the minimum qualifications while maintaining respect for your privacy by keeping this information confidential.

Please allow few moments between questions so I can make some notes.

If you are ready I'll begin.

1.

2.

3.

...

That's all I have for now. We will be reviewing applications and inviting selected candidates to continue with the application process (provide timeline example: next week).

Do you have any other questions for me at this time?

Thank you for taking the time to speak with me today.

Goodbye.

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Appendix B – Tips for Preparing Interview Questions

Tips for Preparing Interview Questions

Prepare all the questions in advance. Ask all candidates the same questions. How can you compare candidates with each other if you do not ask them the same questions?

Wording of interview questions should be open-ended. Respondents should be able to choose their own terms when answering questions.

Questions should be as neutral as possible. Avoid wording that might influence answers, e.g., evocative, judgmental wording.

Questions should be worded clearly. This includes knowing any terms particular to the program or the respondents' culture.

Be careful asking "why" questions. This type of question infers a cause-effect relationship that may not truly exist. These questions may also cause respondents to feel defensive, e.g., that they have to justify their response, which may inhibit their responses to this and future questions.

Only ask questions that will give you information about past job performance, skills, and personal traits which are directly related to the position you are trying to fill. Get the facts, and then ask subjective questions which will allow you judge the person's ability to fit your corporate culture and business situation.

The Ontario Human Rights Code prohibits actions that discriminate against people based on a protected ground in a protected social area, including employment. Please avoid any questions related to the following topics.

Protected grounds are:

Age Creed Receipt of public assistance (in housing only)

Ancestry, colour, race Disability Record of offences (in employment only)

Citizenship Family status Sex (including pregnancy and breastfeeding)

Ethnic origin Marital status (including single status)

Sexual orientation

Place of origin Gender identity, gender expression

APPROPRIATEQUESTIONS INAPPROPRIATEQUESTIONSNational or ethnic origin

Are you legally entitled to work in Canada? Where were you born?

Age Have you reached the minimum or maximum age for work, as defined by the law?

How old are you?

Sex How would you like to be referred to during the interview?

What are your child care arrangements?

Marital Status As travel is part of the requirements of our position, would you foresee any problems meeting this obligation?

What does your spouse do for a living? Is there travel involved? Who takes care of the children when you are away?

Disabilities Do you have any conditions that could affect your ability to do the job?

Do you use drugs or alcohol?

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Height and Weight Don’t ask How tall are you? How much do you weigh?Address What is your address? What were your addresses outside Canada?

Other Questions to Avoid

Closed-ended questions: Unless you are verifying specific information. Leading Questions: Questions to which the answers are obvious by the way the question phrased.

Example: How do you like working with others? Questions that are not related to the job.

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Appendix C– Reference Check (Email)REFERENCE REQUEST

Authorization to Release Information

(Candidate Name) has provided permission to St. Joseph’s Healthcare Hamilton (SJHH) to contact you to obtain information related to their current and previous employment and educational background. They have applied to the position of (name position) in the (department name) at SJHH.

Please complete the following questionnaire and return it via email at your convenience.

Date: ____/____/____ dd mm yyyy

Organization:

Referee Name: Title:Telephone Number: Relationship to Candidate:

EMPL

OYM

ENT

INFO

RMAT

ION

Dates of employment:

Start Date: ___/____/____dd mm yyyy

End Date: ____/____/____dd mm yyyy

Position held: Reason for leaving?Describe the candidate’s primary responsibilities in this position?

Please comment on the following and assign a rating to the candidates’ performance.Attendance Excellent Very Good Average Satisfactory Poor

Notes:Relationships with co-workers

Excellent Very Good Average Satisfactory PoorNotes:

Organization/prioritization skills

Excellent Very Good Average Satisfactory PoorNotes:

Critical thinking skills Excellent Very Good Average Satisfactory PoorNotes:

Ability to work independently

Excellent Very Good Average Satisfactory PoorNotes:

Follows instructions Excellent Very Good Average Satisfactory PoorNotes:

Practices safely Excellent Very Good Average Satisfactory PoorNotes:

Describe the candidate’s areas of strength.Are there any areas the candidate could improve?

Service Focused Excellent Very Good Average Satisfactory PoorCan you tell me about a time when the candidate went above and beyond to meet the needs of a client?Notes:Integrity Excellent Very Good Average Satisfactory PoorCan you tell me about a time when the candidate demonstrated integrity?Notes:Communication Excellent Very Good Average Satisfactory PoorPlease tell me about a time when the candidate exhibited strong communication skills.

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(Manager to choose 2-3 questions),

Service

Notes:

Stew

ards

hip

Leadership Excellent Very Good Average Satisfactory PoorDescribe an example of a time when the candidate demonstrated leadership.Notes:Resource Consciousness

Excellent Very Good Average Satisfactory Poor

Tell me about a time when the candidate developed strategies to improve department/ organizational efficiency.Notes:Teamwork Excellent Very Good Average Satisfactory Poor

Tell me about a time when the candidate experienced conflict with team members over a project and the outcome(s).Notes:Community Relations

Excellent Very Good Average Satisfactory Poor

Describe an example of how the candidate fosters a positive relationship with the community.Notes:Advocacy Excellent Very Good Average Satisfactory PoorCan you give me an example of a time when the candidate advocated on behalf of others?Notes:Innovation & Creativity

Excellent Very Good Average Satisfactory Poor

Can you tell me about a time when the candidate came up with a creative solution to a potential problem they identified?

Notes:

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MISSION COMPETENCIES

Community Responsiveness

Resp

ect

Inter-personal Relations

Excellent Very Good Average Satisfactory Poor

Tell me about an example of how the candidate develops positive interpersonal relationships.Notes:Diversity Excellent Very Good Average Satisfactory PoorCan you tell me about a time when the candidate demonstrated respect for the opinions or beliefs of others?Notes:Quality of Life Focused

Excellent Very Good Average Satisfactory Poor

Describe a time when the candidate demonstrated concern for the quality of life of others.Notes:

ROLE

SPE

CIFI

C

Question 1 Excellent Very Good Average Satisfactory Poor

Notes:Question 2 Excellent Very Good Average Satisfactory Poor

Notes:Question 3 Excellent Very Good Average Satisfactory Poor

Notes:Would you rehire the candidate? Yes No If no, why not?

INTE

RNAL

APPL

ICAN

T Is the candidate currently in the attendance management program? Yes NoIf yes, which stage?Is there current disciplinary action for this employee? Yes No

Additional Notes:Please return this questionnaire to:

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Name: ______________________________________ Hiring Manager

Title: ___________________________________

Email: ______________________________________ Phone: _________________________________

Thank you for taking the time to provide this reference.

AppendixD– Union Applicant Comparison Chart

SJHH APPLICANT/COMPARISON CHART (WITH JOB POSTING REQUIREMENTS/NEEDS)

CUPE Job Competitions: If the most senior applicant can perform the normal requirements of the job, CUPE collective agreement language states that the most senior applicant will be successful. In order to properly determine this, it would benefit you to interview the most senior applicant to ensure our final hiring decision was correct.

ONA & OPSEU Job Competitions: The criteria are Skill, Ability, Experience and Qualifications which does not always mean the most senior applicant will be successful.

Applicant Information & Interviews: At times you will receive applications that do not demonstrate completion of key job posting requirements – if you believe there is not possibility that the applicant possess key job postingrequirements, (e.g. key requirements or experience etc.), you may exclude these applicants from initial interview. However, it may benefit to interview such applicants (especially senior applicants) in order to ensure your case is strong; as a result of these guidelines; it would help managers to complete the chart below using the examples as guides

PLEASE COMPLETE THE FIELDS BELOW REFLECTING KEY JOB POSTING REQUIREMENTS/NEEDS IN ORDER TO COMPARE APPLICANTS

Applicant Name

Seniority Date

Job Posting Req 1 (e.g. Certification in Subject Area)

Job Posting Req 2 (e.g. 2 yrs experience in subject area)

Job Posting Req 3 (e.g. Experience with Software "Required")

Job Posting Req 4

Job Posting Req 5

Job Posting Req 6

Job Posting Req 7

Jane Doe 1-Sep-02

Yes No (only 1 year)

No

Sherri Smith 14-Jan-07

Yes Yes Yes

(a follow up/extension of this information can then be created using job interview information gleaned from interviewed applicants to support your final hiring decision)

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