People are your Division’s strongest asset. Investing in a solid recruitment process will set you up for success in hiring the right person for the position and your Division.
The recruitment process includes the following key steps. You will find tools for each individual step:
- Prepare for recruitment (includes various job description templates) >
- Review applications to short-list (includes scoring matrices for specific positions) >
- Interview (includes sample interview questions for specific positions) >
- Finalize the hire (includes reference check questions and sample letter of employment) >
1. Prepare for recruitment
- Identify a hiring lead to take responsibility for the recruitment process.
- Tip: Depending on the position, the hiring lead may be a senior staff person, project lead, HR Committee Chair, Board Chair, etc.
- Create or update a Job Description. Accurately state roles and responsibilities as well as essential and desirable criteria (skills, aptitudes, knowledge and experience). The job descriptions provided in the tools are intended for employee (as opposed to consultant/independent contractor) positions.
- Tip: Consider surveying existing employees, supervisors, and subject matter experts to determine critical knowledge, skills, and attributes for successful performance.
- Decide whether the position should be filled by an independent contractor or an employee. Independent contractors may be more suitable for short-term or project specific work where specific expertise is needed. Employees may be more suitable where organizational stability, business and relationship continuity, and implementation of long-term strategies are priorities. When determining the type of worker best suited to meet the needs of a division, you must also ensure compliance with the Canada Revenue Agency criteria. See the Employee or Independent Contractor tool.
- If you decide the position is most appropriately filled by an independent contractor, please consult your Physician Engagement Lead for contractor resources.
- If you wish to transition a contractor to an employee, please see the Navigating Transition section.
- If the vacancy is for the Executive Director, consider if an Interim Executive Director will serve the transitional needs of the divisions. See the Navigating Transition section.
- Beginning with the date the person will ideally begin the position, determine a realistic and reverse timeline that reflects adequate time for each step.
- Determine your advertising strategy based on your target pool of candidates. Consider posting on your Division website, Charity Village, local community newspapers and/or consult your Physician Engagement Lead for suggestions. Place ad(s), stating that only electronic applications will be considered, as appropriate.
- Ensure the Division has made the necessary registrations to establish itself as an employer (i.e., Canada Revenue Agency and WorkSafeBC) and adopted policies and practices to comply with federal and provincial regulation and legislation (i.e., occupational health and safety, human rights, vacation leave).
- Employee or Independent Contractor >
- Vantage Point Podcast: Walking the Tight-rope: Employee vs. Independent Contractors >
- Job Description: Executive Director >
- Job Description: Project Manager >
- Job Description: Administrative Assistant >
- Job Description: Bookkeeper >
- Establish the Division as an Employer >
2. Review Applications to Shortlist
- As a courtesy, advise all candidates by email that you have received their application and will contact them only if they are selected for an interview.
- Review all applications, eliminating those applicants that clearly do not meet the basic criteria or qualifications.
- Tip: Upon initial review of cover letters and resumes, consider separating applicants into an A, B or C pool. If you have a strong A pool, only take this group of applicants to the next step where you will objectively rate the application using the Applicant Scoring Matrix.
- Use a transparent and objective scoring matrix (based on the job description) to shortlist appropriate applicants to approximately 5-6 applicants for telephone interviews.
- Applicant Scoring Matrix for Executive Director*
- Applicant Scoring Matrix for Project Manager*
- Applicant Scoring Matrix for Admin Assistant*
- Applicant Scoring Matrix for Bookkeeper*
* To access these tools, please connect with your Physician Engagement Leader.
- Analyze job description to determine most relevant interview questions to be asked at each stage (telephone and in-person interviews)
- Tip: Interview questions and structure should be consistently applied to all candidates.
- Conduct telephone interviews to narrow down the field of applicants to 3-4 candidates for in-person interviews. The goal of this short interview is to save time by screening out applicants who are inappropriate for the position, as quickly as possible. The following are some suggestions when conducting the telephone interviews:
- Be curious: After a candidate answers a question, follow up with WHAT, HOW, and/or TELL ME MORE responses. Keep using this approach until you are clear about what the person is saying. If you are still unclear after in-depth probing, question their suitability.
- Use the same set of questions for every candidate and try not to deviate. This commonality fosters consistency and accelerates your ability to discern differences between candidates.
- Ensure that their career goals align with those of the position. If they do not, question their suitability.
- Keep prospective candidates focused on answering the questions that you ask them. Politely interrupt and bring them back to the original question if they get off topic or offer information that is not relevant.
- Be very judicious when assessing the quality and relevance of answers to your questions. If you get a red flag, rule them out.
- When all telephone interviews are completed, and before subtleties of phone conversations are lost, decide which candidates to invite to a first in-person interview. Make decisions based on each candidate’s resume, score from matrix and telephone screen.
- Determine who on the team conducts first and second (sometimes third) round of interviews. Provide the list of interview questions to interviewer
- Tip: Consider involving your Physician Engagement Lead for senior positions.
- Conduct the first round in-person interviews, ideally with a minimum of two people.
- Record salient interview points for reference when assessing and making final decisions.
- As a courtesy, provide phone or written notification for all unsuccessful candidates who have participated in a telephone or in-person interview.
- Telephone Interview Questions*
- Bookkeeper Interview Questions*
- Admin Assistant Interview Questions*
- Project Manager Interview Questions*
- Executive Director Interview Questions – First Round*
- Executive Director Interview Questions – Second Round*
* To access these tools, please connect with your Physician Engagement Leader.
4. Finalize the hire
- For the top 1-2 candidates, ask for a minimum of three references from previous employers, including a current or most recent employer.
- Conduct references checks before any indication of an offer is made, including a verbal offer.
- Once the selection decision has been made, produce a written Letter of Employment that outlines salary and benefits. Ensure all required approvals are secured.
- Send the Letter of Employment by email to the candidate, with copy of the job description and relevant handbooks/policies referenced in the Letter of Employment.
- Provide all team members and/or board with relevant information on the new hire.
- Reference Check Questions – Management >
- Reference Check Questions – Non-Management >
- Letter of Employment - Executive Directors*
- Letter of Employment - Non-ED Positions*
* To access this tool, please connect with your Physician Engagement Leader.