Hiring Manager Toolkit
Transcript of Hiring Manager Toolkit
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 Calgary’s 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
*Hiring postdocs and/or grad students? See Recruiting a Postdoc and
Paying a Grad Assistants for more details on current process/policies.
HIRING MANAGER TOOL KIT
Attracting, recruiting and
retaining exceptional people is
key to the University’s success and
is pivotal to attaining our vision of
becoming one of Canada’s top five
research universities. It is our facul-
ty and staff who will inspire and
innovate; they are the force that
make success a reality.
Last Revised: January 18, 2018
HIRING MANAGER TOOLKIT
2
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 INFORMATION
PRE-OFFER CHECKLIST (AUPE)
PRE-OFFER CHECKLIST (MAPS)
HIRING MANAGER TOOLKIT
3
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 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.
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.
ROLE OF HUMAN RESOURCES
The Recruiter’s 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
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
Please note, the Cumming School of
Medicine and Facilities Management
have dedicated Recruiters that are able
to provide additional support through
the recruitment process.
HIRING MANAGER TOOLKIT
4
“Coming together is a
beginning.
Keeping together is
progress.
Working together is
success.”
- Henry Ford
The HR Advisor’s Role:
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 area’s
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/
Research Support to ensure
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
via the myUofC portal.
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
5
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
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
for each of the MaPS and Support Staff job
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
of C, view the Understanding Roles and
Appointment Types e-learning course
(accessed under Fundamentals of HR and
Financial Business Processes in Enterprise
Learning).
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
a department’s salary and benefit budget.
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 department’s 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
the growth and development of its
employees, and that often involves
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
working in the same unit in which the
vacancy exists and are doing a portion of
the role that is being filled.
If a strong internal candidate within your
group has been identified for the position,
please indicate the employee’s 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 profile’s
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
6
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.
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.
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.
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.
HIRING MANAGER TOOLKIT
7
CANDIDATE SELECTION
Your job has been posted and, let’s 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 candidate’s
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.
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.
Traditionally, the recruitment process is
focused around candidates trying to sell
their skills and qualifications to the hiring
manager. So why is looking after applicants
(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:
Timely and accurate communication –
if the process is delayed for any
reason, let the applicants know.
(contact your Recruiter for more
information and tips on using the
system to help manage and
communicate with candidates)
Keep in touch with the candidates
throughout the process
Deliver on promises and expectations
Never miss an opportunity to build a
relationship
Be sure to let those candidates who
you interviewed but are not hiring know
they are no longer being considered.
Candidates expect this courtesy and
they deserve to know.
VIEWING APPLICANTS
Hiring managers can access those
candidates who have applied to their job
posting through the myUofC Portal under
My work > People management > Manage
applicants. For step by step instructions,
see the Managing Applicants in PeopleSoft
guide.
DID YOU KNOW?
Under the AUPE Collective
Agreement (Article 42), hiring
managers are required to
interview the most senior,
qualified AUPE employee who
applies for a posted AUPE
position.
Employees who are on
redeployment (Article 40) -
those whose position has been
abolished - are to be given
preferential consideration over
other candidates.
Service dates of internal
candidates are available on the
candidate information page in
PeopleSoft. Your Recruiter can
also assist you with identifying
the most senior candidate as well
as whether or not a candidate is
on redeployment. It is up to you to
manage that process, but if you
have any questions, contact your
Recruiter.
DID YOU KNOW?
85% of all candidates are
passive job seekers (those not
actively looking for work).
HIRING MANAGER TOOLKIT
8
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
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
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
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
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
If you are considering shortlisting an
internal or former employee, first connect
with your HR Advisor to conduct an internal
prescreen.
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
candidate’s 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
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.
Prescreen interviews or questionnaires
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
same questions are asked to each
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
Screen is available.
SELECTION COMMITTEE /
INTERVIEWERS
Depending on the position, the interviews
may be conducted by several individuals.
This may consist of one interview with
several people on the panel or a series of
two or three interviews with different
people.
When pulling together the interview panel,
the team leader or immediate supervisor
should always be involved. Human
Resources staff may also be included if
needed. Consideration should be given to
adding team members, or to internal
clients who may have an interest in the
successful candidate.
DID YOU KNOW?
Pre-screening is a good way of
identifying candidates who lack
job qualifications or real interest
in the role, however it is not a
good tool for predicting job
performance. Just because a
candidate says they have certain
skills, does not mean they have
them (this can be determined in
the interview or through
additional screening methods).
An ideal panel has two or three interview-
ers; any more may make the candidate un-
easy and jeopardize the success of the in-
terview.
HIRING MANAGER TOOLKIT
DID YOU KNOW?
Under FOIP, notes made during
the recruiting and selection
process should be retained for
one year to support reasons for
the selection. This includes
resumes, interview and
reference check notes.
9
QUESTIONS
Interviews can take many forms, from
formal to informal, depending on the role
and the preference of the interviewers.
However, all interviews should be
consistent in terms of the style, location,
interviewers and questions. Similar to how
you evaluated the applicants, your
interview questions are developed based
on the competencies required for the role.
You should also consider developing some
probing questions to clarify and explore
responses more deeply. Samples of
interview guides and questions are
available by contacting your Recruiter.
When developing the interview guide,
there are three types of interview
questions that can be used.
Behaviour-based (also called behavioural
descriptive or targeted selection
questions) - based on the premise that
past performance is a strong predictor of
future performance.
Behaviour-based questions are best
constructed by examining the specific
competencies of positions as indicated by
the job profile.
“Can you give us an example of a time
you were able to resolve a conflict
between your supervisor’s needs and
a client’s needs, where both had the
same deadline. What was the
situation, and what did you do?”
Open-ended - often used to start the
interview, these questions tend to put the
interviewee at ease, get them talking and
allow them to provide information that
may not otherwise be discussed.
“Talk about your background and how
your experience is a good match for
this opportunity.”
Situational - based on the premise that
intent predicts behavior, these questions
ask the candidate to describe how they
would handle a certain type of situation.
“You’re working on a priority
assignment for one of your clients
when your supervisor comes to you
needing a report urgently. Even if you
worked around the clock, you wouldn’t
be able to complete both assignments
before the respective deadlines. What
do you do?”
Usually, a combination of open-ended,
behaviour-based and situational interview
questions provide variety to an interview
and a comprehensive approach to
gathering information about the
candidate. However, behaviour-based
questions have been proven to be the
best predictors of performance, so try to
have the bulk of the questions in that
format. Also, don’t forget to ask the
candidate to clarify information on their
resume such as career progression,
frequency of job movement, and any gaps.
Please note: Prior employment with the
University must be disclosed, please make
sure to request this information from the
candidate prior to making a verbal offer.
SELLING THE UNIVERSITY & YOUR
OPPORTUNITY
Candidates come to interviews to sell their
skills and as a hiring manager you need to
be prepared to sell the U of C and your
area specifically at the interview and at
the time of offer. To help you and potential
candidates understand the benefits of
working at the U of C, visit the external
Careers website, specifically the
Management and Staff page and the Why
UCalgary page.
Why Your Opportunity / Unit?
As a hiring manager your role is to
describe your work unit’s strengths in a
compelling way. Some things to think
about are:
Why is your area important to the
success of U of C?
What accomplishments have made
your unit shine recently?
What is the short and long term vision
for the area? How does this role fit
into it?
What are your success stories?
What kinds of people excel in your
environment?
Why the University of Calgary?
As we embark on our Eyes High vision
to be a top 5 research university in
Canada by 2016, it is an exciting time
to be part of the U of C
We provide meaningful work that
makes a difference both locally and
globally
We offer excellent professional and
personal growth opportunities (tuition
support program, flexible spending
accounts, etc.)
We are an energetic and dynamic
community with access to multiple
resources, state-of-the-art facilities,
sports and arts programs, lectures,
and the conveniences of a small town
We offer a competitive total
compensation package (see the ‘Take
advantage of all we have to offer.’
section at the bottom of the page
which includes links to the benefits
overviews for each employee group,
and the salary scales for AUPE and
MaPS roles).
For more information please speak to your
Recruiter about our employee value
proposition.
OPENING THE INTERVIEW
Interviewing can make some candidates
extremely nervous. It is important at the
start of the interview to:
Take some time to make the
candidate feel at ease. This may
be as simple as asking them if
they have been to campus before
or making a comment about how
the local sports team is doing.
Offer the candidate water or
coffee.
Introduce all the interviewers and
explain their role (if there is more
than one interviewer, the chair of
the selection committee should
open the interview, introduce all
members, and explain each
member’s role).
Go over the interview format with
the candidate and let them know
that if they require extra time to
think of a response to a question,
they can take it.
Advise the candidate that some
notes will be taken during the
interview in order to ensure an
effective evaluation.
HIRING MANAGER TOOLKIT
10
CLOSING THE INTERVIEW
Thank the candidate for attending and
explain the next steps (when the decision or
second interviews will be scheduled). At
this time you may ask the candidate if they
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 candidate’s 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
candidate’s experience or qualifications.
REFERENCE CHECKS
Once you have made a tentative hiring
decision, conducting reference checks is
required. References are used to
substantiate the hiring decision, not to
make a decision between two or more
candidates.
It is best to obtain two or three references,
one of which is their current or most recent
supervisor. 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.
View the Reference Check Guide for more
information on best practices and the
Reference Check Template for a sample
template which includes customizable
questions.
BACKGROUND CHECKS
For positions where a background check is
necessary to confirm credentials, financial
information or a security clearance is
required, you may either request the
candidate provide you with an independent
check (can be done by local police and
RCMP) or you may execute your own check.
THE OFFER
At last – you have the candidate you want
to hire! It is important once the decision is
made, you move quickly. A delay may mean
you lose your top candidate. As mentioned
in the Selling the University and Your
Opportunity section, it is important that you
are familiar with all the benefits of working
at the University of Calgary so you can
present your top candidate with a
compelling case for working at the
U of C. For assistance communicating a
verbal offer to your successful candidate
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
candidate’s skills, abilities and education
will help determine the offered amount. Be
aware of any internal equity issues that may
arise as well. You should also be prepared
to negotiate salary with your top candidate.
AUPE Salary Scales
MaPS Salary Scales
ONBOARDING – WELCOMING
YOUR NEW HIRE
It is often said that we only get one chance
to make a first impression; as such we
need to ensure new employees feel
welcomed, engaged, valued and prepared.
But onboarding is not all warm and fuzzy
stuff – there are real business implications
that come into play. Onboarding has a
direct impact on retention as well as how
quickly the new employee is able to
transition and become a productive and
successful member of the team.
Once your hire is processed in the Human
Resources PeopleSoft system, the Reports
to Manager will receive an automatic email
informing them that their employee has
been hired and providing them with their
employee ID number (UCID).
Once the UCID number is known, hiring
manager can begin several of the key
onboarding tasks such as prompting the
individual to set up their IT account and
eID. A listing of onboarding tasks to be
completed prior to and after the employee
arrives is included in the Onboarding
Checklists.
DID YOU KNOW?
It is important to attract and
engage candidates in the
beginning of the recruitment
process, but just as important
is ensuring candidates are
treated with respect and
dignity throughout the
selection process. See the
Candidate Care section for
more information and tips.
HIRING MANAGER TOOLKIT
11
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
document titled Protocol - Recruitment
and Selection.
BONA FIDE OCCUPATIONAL
REQUIREMENTS
During the early stages of the recruitment
process, it is important to determine the
skills, abilities and qualifications required
for a candidate to be successful in the
position. These key skills, abilities and
qualifications are then highlighted in the
web posting and in any advertising.
Human rights laws in Canada allow
organizations to carry out activities that
would otherwise be prohibited through a
literal interpretation of the law. In some
situations, the abilities necessary to
perform the essential job duties are related
in some way to one of the protected
classes. These are known as bona fide
occupation requirements or qualifications.
Human rights legislation prohibits
discrimination in employment unless it is
based on a bona fide occupational
requirement.
Bona fide occupational requirements are
those abilities and qualifications required
in an applicant for the applicant to perform
the essential components of the job. Job
requirements must not inadvertently
discriminate in any of the prohibited human
rights grounds. Bona fide occupational
requirements are limits that must relate
directly to job performance and be
necessary for the job to be done effectively
and safely.
For example, if you are looking to employ a
driver, they would be required to have
acceptable vision and an appropriate
driver’s license. A legally blind individual
would be legitimately excluded from a
position as a driver since it is a bona fide
occupational requirement to be able to see
and to obtain an operator’s license.
Many employers lose human rights cases
because they are unable to defend the
requirements listed in job postings or
advertisements. Requirements over and
above bona fide occupational requirements
should be indicated as preferences or
assets when advertising. But remember, it
is important to encourage all qualified
applicants to apply, and inflating
educational or experience requirements
may seriously decrease the potential pool
of applicants.
DUTY TO ACCOMMODATE
Employers in Canada have a legal duty to
accommodate the special needs of
individuals where these needs stem from
one of the prohibited grounds. This is called
the duty to accommodate and its goal is to
create equality of opportunity and
treatment in the workforce. When an
existing employment condition adversely
affects a person’s ability to work or
continue to work because of a prohibited
ground of discrimination, the employer has
a legal duty to accommodate. Two
examples would be re-arranging an
employee or prospective employee’s work
schedule when the employee is unable to
work on those particular days because of
their religion and providing technical
equipment to enable a person with a
physical disability to work.
HIRING MANAGER TOOLKIT
12
COLLECTIVE AGREEMENT WITH AUPE
The collective agreement with the Alberta
Union of Provincial Employees (Local 52)
contains several articles that impact
recruitment and selection for support staff. In
the current collective agreement these
include:
Common Provisions (for both Operating
and Fixed Term Employees - Part A)
Article 1 Interpretation and Definitions
Outlines key definitions including employee
classification options (e.g. Limited Term,
Temporary, Temp Relief, Sessional, etc.)
Includes definition of ‘Operating Employees’
and ‘Fixed Term Employees’
Fixed Term jobs may be renewed/extended
without posting
There is no limit on the number of times a
Fixed Term job can be renewed
Article 17 Probation
Probationary period for AUPE employees is
the first 6 months of employment, or 500
working hours, whichever is greater
Employees serve one probation period to the
University
Article 42 Job Opportunities
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
It is important for all those involved in
recruitment and selection to review the
collective agreement to ensure the re-
cruitment and selection process being
undertaken complies with the agreement.
For more information, view the current
collective agreement or contact your Re-
cruiter.
INTEGRATING DIVERSITY AND
EMPLOYMENT EQUITY
The University is committed to increasing
the diversity of its staff. In particular, un-
der the employment equity program, we
wish to increase the representation of
those designated groups historically un-
der-represented in the workforce; women,
aboriginal peoples, people with disabili-
ties and visible minorities in those occu-
pations where they are under-
represented.
The recruitment process is designed to
attract a representative group of qualified
applicants to fill available positions.
For more information you may refer to the
Human Resources diversity website or
refer directly to your Recruiter.
HIRING MANAGER TOOLKIT
JOB TYPE REQUEST AND HIRE MATRIX
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-
ty’s 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
Job Type
Position Management
Posting
Required?
Job
Opening
Request
Form
Required?
Hiring Method
Positioned
in
PeopleSoft
Not
Positioned
in
PeopleSoft
Template-
Based Hire
Form
(TBH)
Talent
Acquisition
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
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
Empl ID and Empl Record
Department (ID and description)
Business Title
Job Code Description
Employee name
14
The icon takes you to the Reporting Relationships
page for the individual indicated on that row allowing
you to make that person the focus and view who reports
to them.
For an overview of all reports available to Reports to Managers, see the
Accessing HR Manager Reports quick reference guide
HIRING MANAGER TOOLKIT
15
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 employee’s
SIN once the employee is hired and prior
to them starting work.
If the SIN begins with a ‘9’:
You must ensure the SIN is not
expired prior to sending in the
request to hire.
We require the supporting documents
with every hire. (If the individual you
wish to hire currently exists in
PeopleSoft, please do not assume
they are legally entitled to work in
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.
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.
Each Immigration situation is as unique
as the next, so please refer to the
Immigration Toolkit or contact your
Recruiter with questions, concerns or
inquiries.
For more information regarding our
employment laws and our obligations
please visit the Service Canada website.
DID YOU KNOW?
For SIN numbers starting with
‘9’, all new hire documentation
must include:
- copy of SIN card
- copy of work or study permit
Watch for expiry dates on both
documents.
DID YOU KNOW?
We must ensure that international
hires not only have a work permit
and SIN, but that the work permit
allows them to work for the
University of Calgary. Many work
permits have conditions
restricting the province, city, or
employer that the foreign worker
can work in/for.
HIRING MANAGER TOOLKIT
16
PHONE SCREEN – SAMPLE
Candidate’s Name:
Today’s Date:
Name of Interviewer:
Position Title/Location:
Hello, I’m XXXX and I’m 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.
I’m 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!”)
Looking for a sample form to help you conduct reference checks?
Visit the Reference Check Information section
HIRING MANAGER TOOLKIT
17
REFERENCE CHECK INFORMATION
Looking for more information and best practices for conducting reference
checks? Links to two key resources are included below.
For details on who should be contacted,
when and by whom, how to handle
references for internal employees, as well
as what to do with the information once
completed, view the
Reference Check Guide.
For a sample template including both
standard and customizable
questions, view the
Reference Check Template.
HIRING MANAGER TOOLKIT
18
PRE-OFFER CHECKLIST - AUPE
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
½ 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
Benefits cont’d
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
Employee’s 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):
_______________
* 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.
HIRING MANAGER TOOLKIT
19
PRE-OFFER CHECKLIST - MAPS
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
½ 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.
Benefits cont’d
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
Employee’s 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):
_______________
* 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.
HUMAN RESOURCES
www.ucalgary.ca/hr