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