Question

1. What are some of the best practices and legal considerations to consider in the selection process?
2. What are some of the different ways to conduct selection interviews?

Answer 1

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It is important to understand those legal questions before beginning the recruitment process to minimize risk. Work messages, questions about interviews, background reviews and job offers all have to be addressed to follow regulation. In some situations, you can ask illegal or even racist questions without even having knowledge of them. Many of the above include a certain basic knowledge of the BC Code of Human Rights.

Under the BC Human Rights Code, no work posts or ads that give preference shall be released to: The BC Human Rights Code provides:

• Race
• Colour
• Ancestry
• Place of origin
• Political belief
• Religion
• Marital status
• Family status
• Physical or mental disability
• Sex
• Sexual orientation
• Gender identity or expression
• Age

INTERVIEW

Once you are ready to start an interview, a few key questions need to be taken into account when formulating questions. You must make sure that you don't ask questions for prohibited reasons (see Discrimination in employment provisions) intentionally or unintentionally. In order to give all applicants an chance to apply, it is necessary to explain the position and the requirements. If a position requires regular overtime and an irregular schedule, for example, do not ask:

• "You've got kids?" You assume that a person couldn't work for longer hours with children.
  You should inquire to ensure that the applicant performs according to the time schedule:

• "This role requires regular overtime and an inconsistent schedule, can you meet this requirement?" If you need heavy lifting for a job, do not ask:

• "You got a bad back or a problem with your medicine?" As you could discriminate against a disabled candidate.
  You can ask for the following, to ensure the applicant can meet the physical needs of the position.

• "Most of the day, this job takes heavy elevation periods. Can you do that? Can you?”

CHECKING REFERENCES

It is important to note that you cannot ask questions that are illegal during any stage of the recruitment process including your interview or while conducting reference checks. For example, just as you cannot ask a candidate about a disability in the interview process, you cannot then ask their former employer, “How many sick days did they take last year?” However, you can ask if they were reliable and punctual.

MAKING THE OFFER

It is critical, in compliance with the BC Human Rights (Wages Discrimination) Act, that you do not "discriminate between workers by hiring a one-sex employee for employment at a rate lower than the rate of pay at which that employer employs a member of the other sex for similar or substantially similar jobs."

In each step of the recruitment process, consider the grounds prohibited and make sure that all questions are posed in a way that gives every candidate an equal opportunity to respond according to their needs. In addition, check the information and make an offer. That minimizes the likelihood and possibility of biased recruiting practices. Effective recruiting is also a good practice in ethics and corporations, which will cultivate and improve your positive reputation. Recall that each interview you do is like an opportunity to advertise. Every candidate should go and wish that they could work for you.

To be assured that you choose the best job applicant to avoid legal issues implies that you carefully select the work requirements. The confirmed objective attributes of applicants may be the basis for a recorded, well-supported judgment, rather than making decisions based on subjective assessments. This method avoids the time-consuming and costly task of replacing an applicant who has been given the job without an assessment based on strong criteria.

The selection criteria need to be critically evaluated and consistent with the job's specifications. If you have a existing position, check your previous employee's qualifications and add criteria to address problems experienced by your company. Ask yourself what workplace attributes "right" for your job if it is a new position.

Qualifications of candidates are a set of criteria which is critical for employee success and can be easily verified. A secondary or university degree guarantees a level of education with strong written and oral skills. The qualified certification can be granted to a technical degree. For certain specialties, a postgraduate degree is required. Specify education qualifications only if certain tasks which require the level of education can be identified. In many cases, if the applicants have taken courses or can otherwise show that they have the requisite knowledge and skills, you can accept lower formal education level.

Many positions require skills which take time to gain. Technology experience and the software the company uses also act as guidelines for recruiting. By examining the work required and identifying the programs your company uses you can determine which software skills the candidates require. Some abilities may require licensing, such as driving a truck or solding. When asking how an applicant can solve an important problem, you can test certain abilities, like programming or graphics design. Competencies and the assessment of them is usually compulsory because the applicant is unable to perform the work if he has not the ability.

The experience of a candidate shows how he has implemented his education and abilities and enables you to assess more general criteria for selection. For instance, when the position calls for teamwork and initiative, check whether the previous positions of the candidate have required these qualities. Make sure the applicant works for other such businesses if your organization has a culture that values social responsibility. You may hire an applicant with a background that suits the working environment and culture of your business if you have special experience in your selection criteria.

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