Recruit and Hire Staff

    The University of Saskatchewan is committed to diversity and has a strategic focus on the recruitment of Aboriginal employees.

    Only internal vacancies are posted on our website; if you are an external employer seeking University of Saskatchewan students/alumni other options are available:

    Prepare for recruitment

    Establish search committee

    • convene a search committee comprised of a diverse group of individuals
    • recommended size of a search committee is 2 - 5 people

    Review work requirements

    • consider alternatives to the recruitment of a new staff member:
      • can existing staff provide the required skills or capacity?
      • are there staff who could be reassigned to do this work?
      • is consideration of a term or casual worker appropriate?

    Review position

    • positions can change over time; accountability statements need to be current and accurate to ensure the best candidate pool.  If the position has changed significantly, contact compensation_inquiries@usask.ca to confirm position placement.
    • ensure qualifications presented in the job profile are reflective of the position
      • education and experience should reflect the minimum qualifications of the position; do not over-inflate the academic credentials or years of experience required for the position
      • be aware of the difference among required qualifications (must have), preferred qualifications (preference is given to those who have the qualification), and assets (useful to have)
    • complete or revise the job profile using the job profile template

    Get advice from Human Resources

    • speak with your HR Advisor if questions arise while recruiting for a new or changed role or for questions raised throughout a recruitment process
    • if there is a possibility that a foreign worker (non-Canadian) may be considered, you must contact Human Resources at: hr_immigration@usask.ca before proceeding with your recruitment 
      • procedural errors will delay and jeopardize an application for immigration clearance
      • non-compliance will jeopardize the entire organization
    Post a position

    Prepare job posting

    • complete the job posting template using information from the job profile
      • ensure template is accurate and free of errors prior to submitting - changes after submission may delay posting

    Submit job posting 

    • when the template is complete, submit it to: hrd_job_postings@usask.ca
      • the deadline for posting submissions is every Thursday at noon for posting on the following Wednesday
      • timelines for new positions will differ as additional processes are required

    Advertise position 

    • all positions are posted online at: jobs.usask.ca
    • if there is a possibility that a foreign worker (non-Canadian) may be considered, you must contact Human Resources at: hr_immigration@usask.ca before proceeding with your recruitment 
      • procedural errors will delay and jeopardize an application for immigration clearance
      • non-compliance will jeopardize the entire organization
    • if you are considering an international search, advertising with www.saskjobs.ca is required
      • departments are responsible for advertising on this website to fulfil the Government of Canada requirement
      • see advertising with saskjobs for instructions
    Select candidates
    Create short-list
    • the University values diversity and has a strategic focus on the recruitment of Aboriginal employees
    • ensure the short-list is based on the education and experience in the job profile
    • be aware of unconscious biases and assumptions
    • all search committee members should be involved in this process and can access the applications through the job application system
      • login information is your NSID and password
    • if there is a possibility that a foreign worker (non-Canadian) may be considered, you must contact Human Resources at: hr_immigration@usask.ca before proceeding with your recruitment 
      • procedural errors will delay and jeopardize an application for immigration clearance
      • non-compliance will jeopardize the entire organization
    Communicate with candidates not short-listed
    • it is important to communicate with all candidates
    • some communication processes are outlined in the Collective Agreements
      • ensure these processes are adhered to when communicating with unsuccessful applicants
    • candidates should receive written (email) communication advising the outcome of the search
    Interview

    Overview of interview

    • Human Resources is involved in the interview process only upon request by the hiring manager
    • interviews are a two way process - hiring managers look for the best candidate and candidates decide if they fit within the department/college/university
    • ensure interviewers are prepared to answer candidate questions by considering what a prospective employee may want to know about the organization

    Create interview guide 

    • the university is committed to diversity, it is expected that the interview guide include questions that reflect this commitment
    • the interview guide must contain Behavioural Descriptive Interview (BDI) questions
      • BDI questions are based on the premise that past actions are the best indicator of future behaviour; these questions ask for specific examples to determine job skills
      • ensure questions align with the job profile
    • ask candidates the same core questions while probing individual responses with secondary questions 
    • consider the many ways to ask questions:
      • Open ended questions
        • great for interviews; they encourage free and descriptive responses
      • Probing questions
        • encourage expansion or clarification of an answer
      • Closed questions and leading questions
        • provide short and typically only yes or no answers; if using these, ask a follow-up question that is open ended
      • Multi-part questions
        • are confusing and may provide fragments of a complete answer; try to avoid these
    • in some cases, sensitive questions may need to be asked
      • clarification may be required with an application, such as gaps in employment history
      • these questions must be phrased in a sensitive way; contact your HR Advisor prior to the interview if you have concerns regarding how to ask these questions
      • some questions cannot be asked in an interview; the Saskatchewan Human Rights Commission provides information on such questions
    • sample interview questions will assist with creating the interview guide

    Prepare for interview

    • logistics and interview room:
      • ask the candidate, prior to the interview, if there are any special considerations required for their interview
      • ensure the interview room has a suitable layout
      • ensure any equipment that may be required is available
      • call forward the phones in the interview room to reduce distractions
      • inform the reception area about interviews so candidates are appropriately directed
    • organize a search committee meeting prior to the interview to:
      • discuss the roles each interviewer will have (i.e. initial greeting of candidate and closing of interview)
      • decide who will be responsible for certain questions (both asking and answering)
      • plan the order of questions and make revisions to the interview guide
        • upon request, Human Resources will assist with creating interview guides; contact your HR Advisor for assistance
      • ensure all committee members have the required documentation present at the interview (candidate application, interview guide, job profile/posting)
      • consider giving the interview questions to the candidate at the start of the interview

    Conduct the interview

    Begin the interview by:

    • being aware of unconscious biases and assumptions
    • welcoming the candidate and introducing other interviewers
    • summarizing the interview process and noting the approximate length of the interview
    • advising candidates of the opportunity to ask questions at the end

    While conducting the interview:

    • ease any nerves by beginning with less challenging questions such as work history questions
    • follow the order of questions to avoid quick changes of topics
    • stay mindful of body language and be attentive
    • do not rush or interrupt the candidate; allow time for responses to be considered
      • time between the question and answer allows for a candidate to reflect on their response
    • ensure accurate notes are taken
      • after interviews have concluded all committee members should have a completed interview guide for each candidate

    End the interview with:

    • inviting questions from the candidate
    • thanking the candidate for applying and taking the time to meet with the search committee
    • a timeline for decision making and the method of notification
    Make an offer

    Check references

    • reference checks must always be included as part of your process
    • if a current University employee was interviewed, the employee's personnel file can be consulted as a reference by contacting an HR Advisor
    • for most positions, it is appropriate to ask for three references; one of which should be the current or most recent supervisor

    Background checks

    Prepare salary offer

    • you must contact the Compensation Team in Human Resources prior to making a salary offer

    Create letter of offer

    • ensure a current letter of offer is used for each position by accessing these online templates
      • changes to the online templates are frequent and previously saved versions may not reflect current information

    Communicate with interviewed candidates not selected

    • all interviewed candidates should receive a personal phone call advising the outcome of the search
    • some communication processes are outlined in the Collective Agreements
      • ensure these processes are adhered to when communicating with unsuccessful applicants
    Hire a successful candidate

    Hiring Manager

    The manager prepares and submits the:

    • Electronic Job Submission (EJS) with letter of offer and resume attached
      • letters of offer and resumes for Student Assistants, GTF, GSF, and hourly paid personnel are not required/held in Human Resources
      • all appointments must be submitted electronically 
    • Position Request Change Form is required for all new Tenure Track, Continuing, Without Term, Permanent and Seasonal positions and to authorize changes to existing positions
    • Study or Work Permit and copy of SIN card with valid expiry date
      • required for all non-Canadian citizens and non-permanent residents
    • For additional information contact Operations at 966-2950 or about-us-operations@usask.ca

    New Employee

    The manager directs the new employee to PAWS to:

    The manager ensures the new employee completes/signs the following:

    • TD1 and TD1SK forms (sent to Payroll)
      • required for all new hires or upon rehire where the employee has not worked in the current calendar year
      • also required if personal situations change which affect tax deductions (i.e. children, marriage, etc.)
    • Two copies of the appropriate Memorandum of Agreement (MOA) (sent to Human Resources)

    Employee Orientation

    • the manager is required to provide the new employee with an orientation to their work environment upon commencing employment
    • Human Resources will contact the new employee to take part in the University's New Employee Orientation
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