Canadian HR Reporter

Canadian HR RepoRteR January 26, 2015 FeAtures 21 New Edition Canadian Labour Reporter Special Report: Violence in the Workplace, Fourth Edition Eric M. Roher, LL.B. Get current, concise analysis of the leading cases in workplace violence and the various laws that apply to them. You'll gain critical insight that will help you meet your legal obligations and protect your employees. Updates in this edition include: • An updated review of the legal and regulatory impact of Bill 168, which amended Ontario's Occupational Health and Safety Act (OHSA) • Analysis of the recent case law and arbitrations referencing Bill 168, including City of Kingston and CUPE Local 109 (Hudson Grievance) (determining the appropriate penalties for acts of workplace violence), National Steel Car (Faiazza Grievance) (the duty of employers to investigate allegations of violence and harassment in the workplace), Shakur v. Mitchel Plastics (the potential seriousness of even an isolated incident of workplace violence) and General Motors of Canada Limited v. Johnson (the threshold for constructive dismissal due to a highly poisoned work environment) • New Guidelines Governing Bullying and Harassment, as approved by the Board of Directors of WorkSafeBC, which came into force on November 1, 2013. These Guidelines have the force of law in British Columbia • Tips for Preventing and Managing Incidents of Violence or Harassment, as outlined by Work Safe Alberta Get critical analysis on workplace violence issues Available risk-free for 30 days Order online: www.carswell.com Call Toll-Free: 1-800-387-5164 In Toronto: 416-609-3800 Order # 986427-65203 $89 Standing order subscription price $44.50 Softcover approx. 120 pages November 2014 978-0-7798-6427-0 Shipping and handling are extra. Price(s) subject to change without notice and subject to applicable taxes. 00225TN-A47461 BACkgrOund SCrEEning The basics of phone screening It's about the 4 Cs: consistency, customization, communication and compliance Amanda Salopek A thorough recruitment process is key to attract- ing top talent, but it can also be very time- and resource- consuming. Any opportunity for efficiency is greatly appreciated by managers and candidates alike and will help accomplish a successful hire faster. e tele- phone screen is an early step in the recruitment process that can quickly identify candidates who may be a great fit. To ensure the telephone screen is adding value, it is important to consider "the four Cs" and apply them to your process before call- ing a short list of candidates: Be consistent, customized, commu- nicative and compliant. Consistency To ensure the phone call effec- tively and fairly assesses each candidate, the first step is to de- velop a template. is document ensures each candidate is asked the same questions and provides measurable results with which to compare candidates fairly. Docu- mentation is important through- out the interview process and a template ensures consistency in your conversation. e template should be struc- tured to assess: •A resumé review: Get to know the candidate's experience and skills relevant to the role. Gain clarification on missing informa- tion and inquire about gaps. •A position summary: Explain the role and review requirements or qualifications. Ensure the can- didate understands the position. •candidate fit: Ask the candidate what he is looking for to deter- mine if his desires are aligned with your offering and culture. •employee value proposition: Provide further information on your organization, culture and why your organization is an em- ployer of choice. Customization Depending on the type of posi- tion and seniority of the role, the depth and length of the phone screen will vary. For entry level or junior positions, the screen may be shorter and used to assess com- munication skills, enthusiasm and to ensure the candidate is clear about the requirements. For more senior or specialized positions, the screen is an oppor- tunity to connect and begin devel- oping a relationship with the can- didate. ese calls are typically lon- ger and include deeper conversa- tion around experience, skills, the company and value proposition. Communication e best telephone screens result in easy conversation that is struc- tured but not forced or one-sided. is can be achieved by asking open-ended questions that offer the candidate the ability to pro- vide examples of her experience, skills or behaviours. It also helps if you start the phone call by build- ing rapport with the candidate. Take a minute to ask about some- thing interesting on her resumé or bring up a common interest. Schedule the phone screen in advance at a time that's conve- nient for the candidate — the goal is to make her feel comfortable so conversation can flow easily. Here a few red flags to watch out for: evasion of questions: If the candidate consistently responds to questions with questions, or does not answer questions di- rectly, it may be an indication he is trying to hide something or is not confident in his response. communication challenges: If strong verbal communication skills are a role requirement, the phone screen will quickly identify a candidate's strength or weakness in this area. time and information gaps: e phone screen is a great op- portunity to inquire about infor- mation missing from a candidate's resumé. In many cases, a couple of years off can easily be explained and will not affect a candidate's suitability for the role. However, excessive lapses between roles or positions that contain no experi- ence description may indicate a candidate is purposefully leaving off information or padding his resumé. Compliance What you can and can't ask can- didates throughout the interview process is an important consider- ation. As a general rule, it is im- portant to only ask questions that are relevant to a candidate's ability to perform the duties of the posi- tion. From a human rights stand- point, this means avoiding any questions that factor in a candi- date's race, gender, sexuality, age, religion, marital status or health. I n ap p ro p r i ate q u e s t i o n s include: • "Do you have children?" • "What year did you graduate high school?" • "Do you observe religious holi- days or days of rest?" • "Do you lead an active lifestyle?" Appropriate questions that com- ply with legislation include: • "Are you capable of committing to a 40 hour-a-week, nine-to-five workday?" • "Are you of legal age to work in the province of employment?" • "Are you legally entitled to work in Canada?" • "Do you have a car and valid driver's licence?" Telephone screens are a time- and cost-effective step in the full- cycle recruitment process and should be viewed as a marketing tool as much as a recruitment tool. Incorporating the four Cs throughout every step of the re- cruitment process will result in an efficient process that positions your organization as an employer of choice and enables you to iden- tify and hire the best candidates. Amanda Salopek is a partner at Sa- lopek & Associates in Calgary. She can be reached at (877) 681-1232, amanda@salopekconsulting.com or, for more information, visit www. salopekconsulting.com.

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