June 9, 2005 - Woodstock First Web viewA list of interview questions ... Use open ended questions to...

Interview Process Policy

Woodstock First Nation

Woodstock First Nation3 Wulastook Court

Woodstock First Nation, NBE7M 4K6

Tel:(506) 328-3303Fax:(506) 328-2420

March 17, 2014



Contents

1.0 INTRODUCTION...........................................................11.1 Mandate and Mission.................................................................................................11.2 Statement of Commitment......................................................................................11.3 Right to Change or Discontinue Policy................................................................1

2.0 PURPOSE AND RATIONALE.........................................23.0 APPLICATION, AMENDMENT, AND DEVIATION.............2

3.1 Application.................................................................................................................... 23.2 Amendment..................................................................................................................23.3 Where There Is No Written Policy.........................................................................23.4 Discrepancy between the WFN Interview Process Policy and Program Policies.....................................................................................................................................2

4.0 ROLE OF THE CHIEF AND COUNCIL.............................34.1 Organizational Chart..................................................................................................34.2 Role of the Chief and Council.................................................................................54.3 Role of the Office Manager......................................................................................54.4 Role of the Staff...........................................................................................................5

5.0 HIRING PHILOSOPHY...................................................56.0 CONFIDENTIALITY.......................................................67.0 DISCRIMINATION.........................................................68.0 ACCOMMODATION......................................................79.0 CONFLICT OF INTEREST..............................................710.0 COMPETITION PROCESS..........................................711.0 REVIEWING THE JOB DESCRIPTION..........................712.0 POSTING OF EMPLOYMENT OPPORTUNITIES............713.0 EMPLOYMENT APPLICATION....................................8

14.0 PREPARING INTERVIEW QUESTIONS........................815.0 HIRING COMMITEE...................................................916.0 SCREENING OF APPLICANTS....................................917.0 CONDUCTING INTERVIEWS....................................1018.0 CHECKING REFERENCES........................................11

18.1 Application................................................................................................................ 1118.2 Conditions Under Which References will be Done......................................1118.3 References Check Process...................................................................................1118.4 Procedure for Conducting Reference Checks...............................................1218.5 Reference Check Questions................................................................................13

19.0 POLICE REFERENCE CHECK...................................1520.0 INTERVIEW FEEDBACK...........................................1621.0 PROCEEDING WITH A HIRE....................................1622.0 HIRING APPEAL PROCESS......................................16Appendix A – Sample Interview Rubric...........................17Appendix B – Sample Applicant Screening Criteria.........19Appendix C – Reference Consent Form...........................21



1.0 INTRODUCTION

Woodstock First Nation (WFN) is a Maliseet community located along the St. John River, east of the town of Woodstock. Woodstock First Nation has approximately 875 members with approximately 300 people living on the First Nation. Approximately 562 people live off the First Nation. Woodstock First Nation consists of 226.1 acres of land. 1

This policy presents the interview process policies of the WFN. Its purpose is to outline the WFN’s approach to interviewing and selecting candidates in a fair and equitable way and to ensuring that the best candidates are hired for WFN positions.

1.1 Mandate and Mission

The mandate of the WFN is to perform the governing duties of the community of the WFN and make decisions on behalf of all Band members.

1.2 Statement of Commitment

1. The WFN is committed to recruiting highly capable and innovative employees.

2. The WFN is committed to providing a work environment and leadership which unites employees and generates enthusiasm for the communities it serves and for its services.

3. The WFN is committed to maintaining the highest standards of business ethics.

4. The WFN recognizes the importance of the employees' role in its success and is committed to provide training and opportunities for personal success and growth.

5. The WFN has an open door policy. The Office Manager is committed to being available to any employee at any convenient time to discuss any job-related issues the employee may have.

6. The WFN is committed to teach, honour and enforce its mission and objectives.

7. The WFN is committed to respecting and honouring the WFN Chief and Council.

1 Source: http://www.ainc-inac.gc.ca/ai/scr/at/mp/pg17-eng.asp, retrieved on December 18, 2009.

Woodstock First Nation – Interview Process Policy 1

http://www.ainc-inac.gc.ca/ai/scr/at/mp/pg17-eng.asp

1.3 Right to Change or Discontinue Policy

The policy, procedures and guidelines contained herein are not contractual commitments. The WFN reserves the right to revoke, change, or supplement these at any time without notice, subject to the Chief and Council’s approval.

No policy is intended as a guarantee of continuity of benefits or rights. No permanent employment or employment for any term is intended or can be implied from any statements in this policy.

2.0 PURPOSE AND RATIONALE

This policy is part of a suite of policies that are intended to and maintain a uniform, consistent system for managing personnel matters at Woodstock First Nation. It is intended to ensure that the WFN engages in fair and equitable recruiting, interviewing, and hiring practices for selecting qualified candidates. Consistent with other WFN policies, this interview process policy will:

Ensure that the best interests of community members who use the WFN’s programs and services areparamount.

Ensure compliance with all applicable employment laws and standards. Serve as a guide to the WFN managers and others who may be involved in

hiring staff.

3.0 APPLICATION, AMENDMENT, AND DEVIATION

3.1 Application

This interview process policy supersedes all previous WFN policies pertaining to interviewing candidates for employment positions at the WFN.

3.2 Amendment

This policy is subject to periodic amendment by the WFN. Changes to this policy are the responsibility of the WFN Chief and Council together with the Office Manager. The Office Manager will promptly communicate in writing any changes or amendments to the contents of this policy to all employees.

The WFN Chief and Council and Office Manager invite employees to provide feedback on thesepolicies and procedures and will consider all suggestions for improvement.


3.3 Where There Is No Written Policy

This policy attempts to cover the most common situations that will arise during an interview process. Situations that occur but are not covered by this policy will be resolved at the discretion of the Chief and Council who, when making a decision, will consider the programs and services affected, applicable laws, and the WFN’s mission statement and philosophy.

3.4 Discrepancy between the WFN Interview Process Policy and Program Policies

This interview process policy may be developed, implemented or revised as necessary to meet the WFN’s unique operational requirements. Internal program policies and procedures must be compatible with the WFN’s interview process policy contained herein. Where conflicts arise, the WFN interview process policy outlined here will prevail.

4.0 ROLE OF THE CHIEF AND COUNCIL

4.1 Organizational Chart

The following organizational chart depicts the human resources management structure of the Woodstock First Nation.


4.2 Role of the Chief and Council

The Chief and Council must formally adopt any changes to the Woodstock First Nation interview process policy in order for the policies and procedures to come into effect. The Chief and Council is ultimately responsible for all aspects of this policy but may delegate the following responsibilities to the Office Manager:

1. Establishing policies and procedures that guide the interview process.2. Ensuring that the policy and associated procedures are adhered to.3. Maintaining the quality of and equity in the workplace from the

interview phase onward.

4.3 Role of the Office Manager

The Office Manager is responsible for:

1. Administering the interview process in accordance with these interview process policy.

2. Supporting a hiring committee and/or hiring manager in complying with these policy.

3. Managing situations which arise that are not yet covered by these interview process policy in a manner consistent with the principles that guide them.

4. Reviewing the interview process policies annually and drafting amendments andrevisions for approval by Chief and Council.

5. Having oversight of all the interview process.6. Complying with all applicable provincial and federal employment laws

and standards.

4.4 Role of the Staff

All WFN staff, particularly those that are involved in any hiring process, are responsible for:

Reading and understanding the WFN’s interview process policy. Providing suggestions to the Office Manager for improving the

interview process policy and any other aspect of the WFN personnel system.

Complying with applicable provincial and federal laws and standards relating to their duties.


5.0 HIRING PHILOSOPHY

It is the WFN’s policy to select the best qualified person for each position at the WFN.

The WFN also prioritizes the hiring of Aboriginal people in order to increase the representation of Aboriginal people in the workforce. Therefore, with all else being equal, the preference will be given to qualified candidates who are members of the WFN, then other qualified candidates of Aboriginal descent, and finally to qualified non-Aboriginal people.

6.0 CONFIDENTIALITY

The Office Manager, hiring manager, hiring committee members, and employees will refrain from discussing confidential applicant information or interview results with those not involved with the interview process or with the public.

All documentation and records pertaining to job applicants shall be stored in a secure location within the WFN office. All such documentation will remain in the WFN office at all times.

Interview documentation is not to be left unattended at any time during the interview process, e.g. fire alarm, breaks, etc. The hiring manager will ensure that the interview room is locked or will take the interview materials with them when leaving the room.

During interviews, candidates are allowed to take notes to assist them in responding to questions. However, candidates’ notes cannot leave the interview room nor can they be used to assess candidates’ responses. The notes will be destroyed following the interview.

If interview questions are provided to candidates during the interview, they remain in the interview room.

7.0 DISCRIMINATION

Subject to the employee selection process, the WFN will not discriminate against an applicant for employment because of race, colour, religion, sex, national or ethnic origin, ancestry, age, physical or mental disability, pregnancy status, sexual orientation, marital status, family status, place of origin, political affiliation or belief, or because an applicant or candidate has been convicted of a criminal or a summary conviction offense that is unrelated to job being applied for. Woodstock First Nation – Interview Process Policy 6

The WFN also recognizes that discrimination may also include:

1. Harassment, including derogatory or degrading remarks, including racist, sexist or otherwise inappropriate jokes, and/or;

2. Any decision based in whole or in part on any applicant’s membership in a group unless it can be justified as a legitimate occupational requirement.

A job advertisement will not expresses a limitation, specification or preference as to the race, colour, religion, sex, national or ethnic origin, ancestry, age, physical or mental disability, pregnancy status, sexual orientation, marital status, family status, place of origin, political affiliation or belief. However, WFN job advertisements may stipulate that preference will be given to Aboriginal candidates who fulfill all the requirements of the job and who interview successfully as outlined above.

8.0 ACCOMMODATION

Employment applicants may request accommodation under the New Brunswick Human Rights Code based on the grounds of pregnancy, family status, religious observance and persons with disabilities. Candidates must receive full and objective consideration with respect to their accommodation needs. This includes providing tools and/or adjustments that will enable them to demonstrate their qualifications during the interview process.

9.0 CONFLICT OF INTEREST

It is the responsibility of the hiring manager and/or hiring committee members to disclose if they have a conflict of interest related to any of candidates when participating in the interview process, in accordance with the WFN conflict of interest policies.

If a potential conflict of interest situation is identified, the hiring manager or hiring committee member will recuse his/herself from the interview process without prejudice and a replacement will be sought.

10.0COMPETITION PROCESS

The competition process will involve the following steps:

1. The position will be declared open or vacant.2. The job description will be reviewed and revised, if necessary.3. A job advertisement will be prepared and the employment opportunity


will be posted.4. Interview questions will be developed by the Office Manager and/or the

hiring manager.5. A hiring committee will be struck.6. Applications will be collected and then reviewed using the screening

criteria; a minimum of three applicants will be selected for an interview.

7. Applicants will be short-listed and references checked.

11.0REVIEWING THE JOB DESCRIPTION

Once a position has been declared open or vacant, the job description of the vacant position will be reviewed to ensure that the job description reflects the parameters of the job in its current form. It will then be amended if necessary.

12.0POSTING OF EMPLOYMENT OPPORTUNITIES

The WFN reserves the right to post a job internally prior to posting the job externally. Thus, the priority of posting is:

1. Internally (within the WFN);2. Externally among St. John River Valley Tribal Council First Nations;3. Externally, externally among First Nations in general, and;4. Externally, to the general public.

A job posting will include the job title, job functions, rate of pay, required qualifications, and closing date of the competition. The job posting will be posted at least one week up to a maximum of four weeks prior to the interview period. However, the WFN reserves the right to temporarily fill the position if necessary.

13.0EMPLOYMENT APPLICATION

Anyone interested in applying for a position within Woodstock First Nation will complete an employment application and attach all required documents. In addition, candidates must provide at least three work-related references and sign a reference consent form (see appendix C) and either before or at the end of the interview. The hiring manager will review the forms to ensure completeness and to identify any issues of concern.

14.0PREPARING INTERVIEW QUESTIONS

A list of interview questions will be prepared that reflect the goals of the WFN Woodstock First Nation – Interview Process Policy 8

and the requirements of the job as outlined in the job description. The Office Manager and hiring manager will take the lead on preparing the interview questions though they may also seek the input of the hiring committee.

Candidates will be asked to discuss their ability and willingness to perform the essential duties of the job described and to meet organizational expectations.

Once formulated, job specific interview questions will be stored in a central registry so that they are available when future vacancies occur.

A standardized rubric for evaluating interview question responses will be developed for each employment competition (please see appendix A for a sample interview rubric).

Interview questions should be designed to allow candidates to be able to discuss their ability and willingness to perform the essential duties of the job and to meet organizational expectations.

There are a number of topics that should be avoided during the question period. Candidates should not be asked about their:

Disabilities, limitations or health problems. Marital status, personal relationships, children, plans to have children,

child care arrangements, whether a candidate is devoted to his or her family, and so forth.

Sexual orientation. Religion, religious beliefs, church or temple affiliation, and whether the

candidate is devoutly religious or not. Age or birth certificates is inappropriate. Birthplace or nationality (including the nationality of relatives or

spouses), or how long a candidate has been a resident of Canada. Criminal history or summary convictions unless this information is

related to the proposed employment. Political beliefs or philosophies or political beliefs.

15.0HIRING COMMITEE

A hiring committee will be formed for the purpose of interviewing candidates for a job vacancy. It will ensure that interviewees understand the nature of the position, are qualified and proficient, will reduce bias, and be free from real or apparent conflicts of interest.

Generally speaking, the hiring committee review resumes and qualifications, Woodstock First Nation – Interview Process Policy 9

interview candidates, assess candidates, and provide feedback to applicants. The hiring committee may help the Office Manager and hiring manager develop the interview questions. The hiring committee will consist of at least two (2) senior WFN staff. Potential members of the hiring committee could include:

Office Manager; Hiring manager (immediate supervisor); A human resources representative, and/or; A prospective co-worker. Chief or Band Councillor.

Committee members should declare a conflict of interest immediately. Anyone who has a conflict of interest will be disqualified without prejudice from participating in the hiring process.

The preference is to have the same members of the hiring committee participate in all the interviews related to the job vacancy. However, if this is not possible, alternates will be sought.

16.0SCREENING OF APPLICANTS

A screening criteria and process will be developed that is unique to each job competition (see sample screening criteria in appendix B). the purpose of the screening criteria is to help those involved with hiring to evaluate resumes consistently and objectively.

The screening criteria should be closely related to the job description and should consider the educational, experience, and skills requirements of the particular job that is open to competition. Detailed written notes should be kept of the screening results and how each applicant meets or does not meet the criteria.

17.0CONDUCTING INTERVIEWS

In order to ensure that the interview committee is prepared for the interviews in advance, it is good practice to ensure that they have the job description, candidate resumes, interview questions, and rubrics well in advance of the interview. This allows interviewers to adequately prepare for the interview

As noted earlier, the interview panel should consist of at least two (2) senior WFN staff, such as the Office Manager or hiring manager. Woodstock First Nation – Interview Process Policy 10

Interviewers should keep written notes of the interviews and candidate responses. However, care should be taken to ensure that comments are ethical and comply with the guidelines set out in this policy. The notes can help interviewers assess candidates as well as serve as a record as to why a candidate was or was not selected.

When conducting interviews, make sure that:

1. Enough time is set aside – Allocate enough time for the interview to make sure that the hiring committee can gather the information it needs to make an informed decision. Similarly, schedule enough time between interviews to allow for quiet contemplation once an interview ends and to provide hiring committee members with an opportunity to take a break.

2. There are minimal distractions – Interviews should be held in a quiet place where there is less likely to be interruptions by email, telephones or other employees. All cell phones should be turned off.

3. The room set up is appropriate – The interview room should be comfortable and allow for conversation. There should be enough room and enough seating.

4. Hiring committee members introduce themselves – This helps put candidates at ease and opens the interview process in a positive way.

5. The interview opens with an overview of the WFN and the job – Review the position in more detail than was outlined in the job posting. This allows candidates to become more familiar with the duties and responsibilities of the job, the working conditions, and the expectations of the WFN.

6. The interview begins with general questions – Ask candidates about their background, their interest in the position, and what they feel they can contribute.

7. The candidate’s resume is reviewed – Ask interviewees about specific items on their resume that relate to the position that you are hiring for. Inquire about job details, responsibilities, accomplishments, and challenges. Probe about any gaps or inconsistences in the resume.

8. There is consistency – Use the same set of questions for all the candidates. This well help ensure fairness in the hiring process and will help to compare candidates during the final decision-making process.

9. The applicant has an opportunity to ask questions – This allows candidates to clarify information. Candidate questions can also help you assess the candidate’s interest and whether the candidate has prepared for the interview.

10. A timeline is provided – Provide the candidate with an


estimate of how long it will take until the final selection is made and when the candidate can expect to hear back from you regarding the outcome.

11. The candidate is informed of the final hiring decision – Unsuccessful candidates who were interviewed should be contacted by telephone to inform them of the hiring decision.

18.0CHECKING REFERENCES

A reference refers to information regarding a job candidate’s qualifications, job performance, and/or employment history that is provided to the WFN by a current or former employer.Because references are an important and integral part of the interview process, the WFN will ensure that procedures for the collection and disclosure of reference information are practiced consistently and are in keeping with this policy.

18.1 Application

Employment references will be obtained for any manager or staff, be they temporary or long term, that is retained by the WFN.

18.2 Conditions Under Which References will be Done

Reference checks will be undertaken for all competitions, whether they are internal or external candidates. In instances where the hiring manager is familiar with the work performance of the successful candidate, a reference check may not be required. However, a note that documents knowledge of satisfactory past performance will be placed in the successful candidate’s personnel file.

18.3 References Check Process

The following process will be followed in checking references:

1. Reference checks will be done only for the finalists in a competition after the interviews have been completed and the list of interviewees have been shortlisted.

2. Reference checks will be checked by the hiring manager and/or the Office Manager or any party hired to run the selection process, such as executive hiring consultants.

3. References will only be sought from referees that are provided by the applicant in his/her job application and for which the applicant consented.


4. Reference questions must be related to the key competencies and the actual qualifications of the job.

5. All reference information gathered will be documented and form part of the successful candidate’s personnel file.

6. References will be considered only when they are from recent employers or other appropriate sources, such as teachers or volunteer organizations for candidates without previous work experience.

7. At least two reference checks will be completed for hire.8. Employment references for each hiring process should be conducted

using similar questions; the questions for checking references are to be related specifically to the job.

9. Any information that has been given as a reference will only be disclosed to the candidate with the written consent of the referee.

18.4 Procedure for Conducting Reference Checks

References may be requested in writing, or may be received verbally on the telephone. If taken over the phone notes must be made of the questions asked and the answers provided. Information that is given in a reference, whether oral or written must be recorded and forms part of the documentation considered in the final selection process.

The person responsible for conducting the reference check will follow the reference check process outlined above and will:

1. Identify him/herself and the reason for the call to the referee.2. Advise the referee that the reference check will take approximately 15

minutes and ask if the referee has time to give a reference. If not, the interviewer will arrange a more convenient time to call back.

3. Confirm the referee’s name, title, and relationship to the applicant.4. Give a brief description of the position for which the candidate is being

considered.5. Go through the reference check questions (see below).6. Document all answers in writing and document the time and date of

the reference check.7. Thank the referee for his/her time at the end of the reference check.8. Report on the results of the reference check to the hiring committee.9. Attach the results of the reference check to the potential employee’s

employment application.10. Place the reference check and employment application in the

successful candidate’s human resources file once hired.11. Retain all reference check documentation.

The person responsible for conducting reference checks, should also:


1. Identify and use any verbal cues during the conversation for example, tone of voice, hesitation and inconsistencies.

2. Notice if the referee takes too much time or is hesitant when answering a question that should be straightforward, additional probing may be necessary.

3. Be aware of inconsistent information provided or differing opinions of the candidate's performance between referees.

18.5 Reference Check Questions

When asking reference questions, the person responsible for conducting the reference check will:

1. Take notes during the reference checks.2. Only ask questions specifically related to the candidate’s experience

and ability to perform the essential functions of the job. Questions about personal circumstances are not acceptable.

3. Ask questions that are linked to the qualifications and key competencies.

4. Ask the same set of pre-determined questions will be asked of each referee.

5. Use open ended questions to allow for more than a one or two word response.

6. Use probing to obtain justification for statements made by the referee, more detail or confirm information you already have or when the answer given is too vague for example:

a. What exactly did you mean by...?b. What, specifically would they do next...?c. Tell me more about ...?

7. Ask questions to keep your referee on topic and to ensure the information they are providing is relevant for example:

a. Why do you say that?b. What were you thinking about or referring to when you said...?c. How is what you are saying related to what I asked?

8. Ask further questions or rephrase your question in order to obtain more detail, for example:

a. Is there anything further you can add?b. How do you know that is true?c. How does that compare with what you said before?d. How did they …?

Specific questions will be developed for each position based on the job description and key competencies of the job. In general, however, reference


questions should cover the following topics:

1. Confirm employment dates (month and year).2. Confirm job title.3. Ask about dependability and follow through on assignments.4. Inquire about the reason for leaving/termination (if appropriate).5. Ask whether the referee would rehire the candidate or work with the

candidate again. Why or why not? 6. Ask about performance and attendance problems.7. Ask about occasions when the candidate was criticized for his/her

actions or behaviour and how s/he responded?8. Ask about the candidate's major strengths in relation to the position

he/she is applying for.9. Ask what aspects of the job do you think he/she would find most

difficult?10. Ask about the candidates major accomplishments or successes.11. Questions may revolve around competencies, such as:

a. Communications – Possible questions: Please describe the candidate’s written, verbal and presentation communication skills.

b. Problem solving/conflict management – Possible questions: Describe some instances where the candidate has had to solve a difficult problem or faced a challenge and what skills and process did s/he used to deal with them?

c. Customer service – Possible questions: How does the candidate respond to complaints from the public and employees? Please describe the candidate’s phone manner.

d. Following instructions – Possible questions: How would you describe the candidate’s ability to follow instructions? Can you think of an occasion where the candidate demonstrated initiative to compensate for lack of clear instructions?

e. Managing work load – Possible questions: What strategies does the candidate manage through busy periods when workload may be heavier than usual?

f. Political acumen – Possible questions: Describe a situation where the candidate had to influence a variety of people. How would you describe his/her methods of persuasion? How did the candidate gain support, deal with objections or manage conflict? Describe a situation where the candidate had to deal with a delicate situation and what approach did s/he take?

g. Change management – Possible questions: Did the candidate deal with any major change while s/he was employed with your organization? How did s/she deal with it?

h. Team leadership – Possible questions: Has the candidate


worked as a team leader for any major project? What was his/her leadership style? How did the candidate build the team so that it worked effectively? Did s/he have any challenges as a result of his/her leadership style and how did the candidate deal with the challenge?

i. Problem solving – Possible questions: Describe some instances where the candidate had to solve some difficult problems and what skills and approaches did s/he use to deal with them?

j. Planning – Possible questions: Has the candidate been involved in workplanning or strategic planning? Was the candidate able to meet deadlines on time and on budget?

k. Business/financial management – Possible questions: What are the candidate's experience and skills in strategic and operational planning and forecasting?

l. Human resource management – Possible questions: How did the candidate deal with human resources management issues, such as tardiness, absenteeism, confidentiality, etc. How did the candidate motivate employees? How did the candidate assist staff in reaching their professional development goals?

m. Project management – Possible questions: Has the candidate had responsibility for planning and executing major projects? How successful was s/he at planning, getting required resources, completing on time and within budget, and evaluating projects/activities?

n. Interpersonal skills – Possible questions: Describe the candidate's interpersonal skills and work relationships with co-workers, supervisors, subordinates, clients, politicians, and/or the public.

12. More general questions may cover: a. Strengths and areas requiring improvement (relevant to the job

that the candidate is applying for), and examples that illustrate these;

b. Accomplishments or successes;c. Reaction to criticism, and/or;d. Willingness to rehire.

13. Questions about the following attributes may also be relevant in some cases:

a. Ability to follow instructions;b. Initiative;c. Innovation;d. Learning;e. Responsiveness;f. Accountability;g. Concern for people, and/or;


h. Team orientation.

19.0POLICE REFERENCE CHECK

In some cases, a police reference check may also be a necessary condition of employment for some positions at the WFN. For example, candidates who will be working with or in the vicinity of children or vulnerable persons, will be required to provide a vulnerable sector police reference as a condition of employment.A police reference check or criminal reference check will be acceptable under this policy if it was issued within six months of being presented for review. Any candidate who is unable to provide a current original copy of their police reference check at the time of hiring shall be given a conditional offer of employment pending the receipt and review of the police reference check. Failure to provide the police reference check in a timely manner will result in the rescindment of the conditional offer of employment.

If the police reference check results in criminal record findings, a confidential review of the specifics of the situation will occur. The hiring manager will consult with the Office Manager and the WFN’s lawyer to determine if the circumstances of the criminal record is relevant to the position and job responsibilities and if the conditional offer of employment should be revoked. This confidential review will take place in accordance with the New Brunswick Human Rights Act and the New Brunswick Right to Information and Protection of Privacy Act.

20.0INTERVIEW FEEDBACK

The hiring manager may meet or speak with unsuccessful candidates once a hiring decision has been made. The hiring manager may provide verbal feedback about where the requisite skills and knowledge were and were not demonstrated and/or specific skills and competencies that require improvement or were not demonstrated. The hiring manager may also express appreciation to the candidate for participating in the competition.

The hiring manager may not give copies of interview documentation to candidates though s/he may inform candidates that they may take notes. Additionally, the hiring manager may not discuss the results or performance of others who participated in the selection process or provide interview scores to candidates. All feedback given to candidates should be descriptive only.

21.0PROCEEDING WITH A HIRE


Once a hiring decision is made, the successful candidate will be notified and a contract will be prepared and signed. Chief and Council will be notified of the hiring decision.Once hired, new employees will be oriented to their job and to the WFN and in accordance with the WFN’s Personnel Policy.

22.0HIRING APPEAL PROCESS

Any employment candidate who feel that the hiring process was not just and/or hiring policies and procedures were not followed may appeal the hiring decision to the Office Manager in writing within five (5) working days of receiving the hiring decision.

The Office Manager will respond to the appeal within five (5) working days of receiving the appeal request.

If the person grieving the hiring process is not satisfied with the Office Manager’s response, s/he may appeal further by writing to the Woodstock First Nation Chief and Council within five (5) working days of receiving the response from the Office Manager. Please also refer to the Woodstock First Nation’s Dispute Resolution Policy.


Appendix A – Sample Interview Rubric

Interviewee: _________________________ Interviewer: _________________________

Score: 1=far below standard 2=below standard 3=meets standard 4=above standard 5= far exceeds standard

Category Score Comments1. Resume

Resume is professional, neat. Resume is without spelling errors.

Resume outlines work experience and skills.

1 2 3 4 5

2. Appearance Is punctual. Is dressed appropriately. Is dressed professionally. Is groomed and neat.

1 2 3 4 5

3. Skills Clearly demonstrates skills and

ability to do the job. Is prepared and knowledgeable

about the position being applied for.

Appears to be able to work well with others.

1 2 3 4 5

4. Delivery Answers each question clearly

and comprehensively. Is professional.

1 2 3 4 5

TOTAL SCORE /20


SEE THE NEXT PAGE FOR SCORE RANGES.


Score Ranges

How Interviewee Did Comments1. You’re hired!

Amazing resume. Dressed professionally. Handles self with confidence. Detailed answers. Responds to questions exactly. Sells skills and abilities

completely. Is confident. Seems honest and easy to work

with.

18-20 points

2. You’re being considered. Solid resume. Dressed professionally. Answers questions directly. Responds to the questions for

the most part though not as comprehensively as could.

Sells some skills and abilities. Is fairly confident. Seems honest and easy to work

with.

15-17 points

3. You might have been hired but won’t.

Resume is organized. Seems professional. Answers to questions are too

general. Does not have enough

experience. Would require a lot of support. Seems to lack some confidence. Seems like would be good to

work with.

14-12 points

4. You are not be hired at all. Resume is incomplete or has

many errors. Not professional at all. Lacks confidence. Answers are insufficient, not

relevant, or unclear.

11 points or less


Does not seem dependable.


Appendix B – Sample Applicant Screening Criteria

This criteria is intended to help hiring managers pre-screen job applicants as effectively as possible in order to enhance the hiring process and make it as effective and efficient as possible..

Step 1: Initial Screening

Review resumes to determine which candidates fulfill basic job requirements such as:

Location – Does the position require local candidates only? Education/training – Does the position require a specific degree,

certification, or training? Type and years of experience – How much experience is required?

Does the candidate have experience that is consistent with the job that is available?

Management skills – Does the position require prior management experience?

Technical Skills – Does the position require specific technical knowledge or expertise?

Industry – Does the candidate have to have expertise in a particular industry or field?

Applicants who do not fulfill these basic job requirements can be eliminated from consideration.

Step 2: More In-Depth Screening

Using the job description as a guide, the resumes of the remaining candidates will be scrutinized more carefully in terms of:

Work experience – Has the applicant held similar jobs or worked on similar projects?

Relevant accomplishments –What has he/she accomplished in these past jobs?

Career progression – Has the prospect shown a steady progression of responsibilities?

Written communication skills – Is the resume clear and well-written? Is the resume free from errors? Is the cover letter professional and does it clearly outline the applicant’s experience?

Job hopping – Does the applicant have a history of changing jobs frequently that seems unexplained (e.g., legitimate reasons for


changing jobs may include layoffs, mergers, company restructurings, etc.).

Gaps in job history – Are their gaps in the employment history of the applicant? If so, ask about them in the interview. There may be legitimate reasons, such as raising children, caring for aging parents, going back to school, etc.


Step 3: Categorize Resumes

Divide resumes into three groups:

1. Definitely interview : The applicant’s resume meets initial and in-depth screening criteria. There does not seem to be any red flags.

2. Possibly interview: The candidate may meet qualifications, but additional inquires are necessary to gather further information.

3. Do not interview: The candidate does not meet qualifications. An interview will not be conducted with the applicant. Send a letter/email thanking the applicant for applying for the position but that s/he did not meet the minimum job requirements.


Appendix C – Reference Consent Form

Part 1 – Applicant Information

Candidate Surname: Candidate Given Name(s):

Position Applied For: Advertisement Number:

Part 2 – Declaration

I give consent to the Woodstock First Nation to verify any information I supplied for the purpose of obtaining any other information regarding my suitability for employment with the Woodstock First Nation.

The Woodstock First Nation may contact any person unless otherwise noted.

I certify that the statements I made in reference to the employment competition are true to the best of my knowledge.

Applicant’s name (print): ________________________________________________

Applicant’s signature: ___________________________________________________

Date: ___________________________________________________________________

Note: The information collected here will be used for employment purposes only. Your personal information is protected by the New Brunswick Right to Information and Protection of Privacy Act.


June 9, 2005 - Woodstock First Web viewA list of interview questions ... Use open ended questions to...

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