Staff Hiring Guidelines - Human Resources

Overview

The following pages consolidate the necessary staff hiring tools into one central resource. The purpose is to provide a better understanding of the hiring process, outline best practices in selecting candidates, and provide the resources for additional assistance.

The Human Resources Services team at McMaster partners with departments and teams across the university to recruit and hire diverse and talented staff. These guidelines have been developed in collaboration with various university partners with the intention that these practices will be incorporated into all standard staff hiring at McMaster.

This guide provides general assistance to hiring managers and those involved in recruitment and selection processes at McMaster. This process is highly decentralized and these guidelines are not intended to address all possible scenarios or roles and responsibilities related to recruitment, interviewing, selection and hiring, nor to replace any specific requirements that are part of existing collective agreements or any existing department policies. Members of the Human Resources Services team and the Faculty of Health Sciences Human Resources office are available to provide guidance and support throughout this important process. NOTE: Nothing in this document is meant to supersede any collective agreement. Where a contradiction arises between this document and any collective agreement or policy, the collective agreement or policy will govern.

These guidelines were written as a fluid document, and feedback is welcomed on what works, what doesn’t, and what should be added. Please share all comments and suggestions with the Human Resources Organizational Development team at od@mcmaster.ca.

McMaster University strives to embody the values of respect, collaboration and diversity, and has a strong commitment to employment equity. The diversity of our workforce is at the core of our innovation and creativity and strengthens our research and teaching excellence. We strive to hire individuals who share our commitment to diversity, equity and inclusion.

Message from the AVP and Chief Human Resources Officer, Wanda McKenna

Our innovative and inclusive McMaster community showcases the diverse talents of our more than 10,900 staff members in 10 employee groups. Our Human Resources Services team is committed to creating an inclusive workplace that attracts, develops, retains and inspires an exceptional group of employees. McMaster University ranks among the top 100 universities in the world.¹ Our past and current employees enabled us to achieve this prestigious status, and we look to our future employees to help us retain and advance our vision and to contribute to a brighter world.

To promote an engaged, diverse, healthy and versatile workforce now and in future, Human Resources Services will continue to align our efforts with University priorities, collaborate with our community partners to help them achieve their goals, deliver excellence in service and solutions, empower learning, and champion opportunities for individuals to grow their careers at McMaster.

_{1. Source: Academic Rankings of World Universities}

Acknowledgements

McMaster’s Staff Hiring Guidelines have been informed by the Canada Excellence Research Chairs (CERC) Recruitment Best Practices, as well as the shared practices on equitable staff hiring at several institutions across North America. We also appreciate the insights and contributions by our internal McMaster Human Resources and University partners, as we leverage their current best practices. In particular, we appreciate and recognize the initiative taken by the Office of the Provost to develop a guide for Faculty hiring and share it with Human Resources Services.

Hiring at McMaster

Recruitment and Selection at the University

McMaster University embodies the values of integrity, quality, inclusiveness and teamwork and has a strong commitment to employment equity. The diversity of our workforce is at the core of our innovation and creativity and strengthens our research and teaching excellence. Our goal is to attract individuals with the requisite skills, qualifications, and experience to successfully meet our current and future needs, and who embrace and model our values. By maintaining a diligent and equitable recruitment and selection process, we aim to hire candidates who reflect our deep commitment to equity and diversity and best human resources management practices, and support the mission and goals of the University.

Roles and Responsibilities

Together, all parties work to ensure an equitable hiring process. The goal is not to make “equity hires,” but to have a process that ensures a broad applicant pool and equitable assessment of applicants, so that the best candidate is always hired.

Hiring Manager Learn More

The Hiring Manager is typically the person who is responsible for identifying the recruitment need, initiating recruitment, and acting as the main point of contact during the recruitment process. While others will be engaged throughout the recruitment and selection process and will provide input, the Hiring Manager is ultimately responsible for the hiring decision.

Selection Committee Learn More

It is the role of the Selection Committee to fairly assess the merits of each applicant and recommend the best applicant.

Human Resources Learn More

Human Resources will provide advice on the recruitment procedure and prepare offers of employment.

Employment Equity Specialist, Equity experts and Equity Advisors Learn More

The Employment Equity Specialist, Equity experts and Equity Advisors will provide support, advice and oversight of the overall hiring process, in collaboration with Human Resources Services to ensure the process is equitable, inclusive and unbiased.

Recruitment Process

The recruitment process has a number of steps and identifying your need for a job opening is the first one. Planning is key to the success of this process; this section below will focus on the initial steps. For more information about the overall recruitment and selection process, refer to the checklist.

Evaluating the Need and Preparing to Post

Identify your staffing needs Learn More

Determine the general terms of the assignment and the appropriate Employee/Assignment Type required. Learn More

Determine the Employee Group Learn More

Identify or develop the appropriate Job Description Learn More

Ready to Post

Develop a vacancy and job posting in Mosaic. Learn More

Focus on Active Recruitment. Learn More

As you move further into the recruitment process, ensure that you are familiar with the best practices. There are many tools and resources available to support you throughout the rest of the process, e.g., evaluating applicants, conducting interviews, checking references, and making an offer.

Once employees have been selected, the next step is orienting and onboarding them to the University and their new job. New employees need a clear understanding of policies, expectations, and operating procedures. The first few months of employment are critically important to the success of the employee and the long-term employment relationships. Links to resources and a suggested orientation checklist can be found here.

Recruiting for Diversity

McMaster University has made its commitment to strengthening diversity and equity an institutional priority through its Statement on Building an Inclusive Community and, more recently, in Forward with Integrity: The Next Phase, which outlines a focus on building an inclusive community, promoting equity and fairness, and celebrating our rich diversity. Fundamental to this commitment is the recognition that the best and the brightest staff members will be found through outreach and recruitment practices that are inclusive and respectful of diversity.

In Canada, employment equity efforts have focused on four designated groups that have historically encountered barriers to full and fair representation in employment: women, First Nations, Métis and Inuit Peoples (Aboriginal Peoples), members of racialized groups (visible minorities), and persons with disabilities. More recently, organizations and institutions, including McMaster University, have expanded beyond the four designated groups to include other groups that may face employment barriers, such as LGBTQ+ persons (Lesbian, Gay, Bisexual, Transgender, Queer and related identities).

McMaster includes all of these groups in its employment equity planning and programming. Employee diversity data is collected through the University’s Employment Equity survey, with anonymized data shared with senior leaders.

At McMaster, we understand the importance of equity and diversity within our community and recognize the following benefits:

A thorough and active equitable recruitment process instills confidence in the hiring process and the selected candidate.
Research reveals that diversity enhances innovation, creativity and strengthens teams, and ultimately enhancing research and teaching excellence.

It is essential to review any goals or strategies for employment equity that have been established for your Faculty or Department and identify how the current search process can support those goals.

Raise Awareness of Unconscious Assumptions/Implicit Bias

A significant body of recent research has shed light on the impact of unconscious assumptions or implicit biases on equitable hiring. Identifying the implicit biases that each person has provides the opportunity to reflect on how they may influence individual assessments during the search process. Being able to recognize when bias has been triggered allows those involved in the hiring process to evaluate whether that bias is relevant or discriminatory.

Psychological research has reported the following findings (University of Michigan Office of the Provost Academic Affairs Hiring Manual):

We often judge people based exclusively on our own experience.
We tend to favour people who look like us or have other experiences like our own.

Understanding the biases you may have or the generalizations you tend to make about certain groups should be identified at the beginning – before a selection committee decides where to do outreach, how to screen a resume, or how to evaluate a candidate’s answers. Though identifying implicit biases involves some degree of self-reflection, there are external tools that can assist.

Sometimes, hiring managers and/or selection committee members may face allegations of discrimination and/or bias during the hiring process. When such a scenario arises, contact an Employee & Labour Relations Advisor in Human Resources Services for assistance and guidance.

Diversity and Equity Training

Training is a key component of diverse recruitment, promotion and retention. All senior leaders, hiring managers, selection committee members and staff involved in the hiring process are strongly encouraged to complete diversity and equity training that includes instruction on how to recognize and combat unconscious, implicit, overt, prejudicial and any other kinds of bias. This training also includes aspects of anti-oppression, anti-racism, cultural competency, accessibility and LGBTQ+ education.

Human Resources Services facilitates diversity and equity training for staff, in collaboration with the Equity and Inclusion Office, the Indigenous Studies Program, Equity Experts, Equity Officers, Equity Advisors and other equity-seeking groups or individuals, as necessary. Contact the Employment Equity Specialist in Human Resources Services or the designated equity officer/expert/advisor within your unit to discuss your training needs.

Legal Content

Employment Laws

Hiring managers must ensure that recruitment and selection processes are compliant with all employment laws. Employee & Labour Relations in Human Resources Services can provide support to managers during the hiring process by answering questions and consulting with departments about the legality of selection criteria, assessment testing and screening methods.

Hiring managers must avoid irrelevant and unlawful interview questions designed to solicit information related to grounds protected under human rights legislation, including: a candidate’s age, race, religion, gender, citizenship and nationality, disability, and sexual orientation. Understanding and complying with employment laws when conducting searches will help ensure fair and lawful hiring practices are employed while allowing hiring managers to obtain adequate information on which to base hiring decisions.

The Ontario Human Rights Code and Reasonable Accommodation

The Ontario Human Rights Code states that every person has a right to equal treatment with respect to employment, without discrimination or harassment because of race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, sexual orientation, gender identity, gender expression, age, record of offences, marital status, family status or disability.

This right extends to all aspects of the hiring process, including the posting, application, screening, interviewing, selection, and offer stages. The hiring decision cannot be influenced either directly, or indirectly, by one of the prohibited grounds.

In addition, the University has a duty to accommodate an individual’s needs, to the point of undue hardship, where those needs are protected by any enumerated ground of the Ontario Human Rights Code. If an individual makes an accommodation request during the hiring process, or if it appears that an accommodation may be required, please contact an Employee & Labour Relations Advisor or Employee Health Services in Human Resources Services for assistance and guidance.

AODA 2005 and Integrated Accessibility Standards

The Accessibility for Ontarians with Disabilities Act, 2005 (AODA) is a provincial law that recognizes the history of discrimination against persons with disabilities in Ontario and requires the development, implementation and enforcement of standards for accessibility to goods, services, employment, transportation, information and communications, and buildings for persons with disabilities. The Integrated Accessibility Standards was enacted on June 3, 2011, under the AODA, 2005. This new regulation sets out rules that organizations, institutions, businesses and municipalities must follow to support persons with disabilities.

The Integrated Accessibility Standards specifically outlines guidelines for employers to address barriers faced by persons with disabilities in workplace accommodations, performance management, career development and advancement and communications. It also provides guidelines for recruitment, assessment and selection. Employers must provide or arrange for the provision of accessible formats and communication supports in the hiring process. An ‘Accessibility Clause’ must be included in all job postings, flyers or information brochures about recruitment, job fairs and other related recruitment materials.

Be proactive in considering any accommodation needs for interviews and assessment. For example, consider the location of the interview. Is your office accessible to an individual who uses a mobility aid? For more information on accommodating applicants or staff with disabilities, contact your Employee & Labour Relations Advisor, Employee Health Services, or the Employment Equity Specialist.

McMaster’s Policy on Discrimination, Harassment & Sexual Harassment: Prevention and Response

McMaster University’s Policy on Discrimination and Harassment: Prevention and Response (the “Policy”) affirms the University’s commitment to fostering a respectful and inclusive organizational culture that is free of discrimination and harassment. The Policy sets out responsibilities and procedural guidelines for the University community to ensure this commitment is upheld.