HIRING PROCESS Human Resource Manual Reference Checks Section 511 REFERENCE CHECKS

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1 PURPOSE: HIRING PROCESS Human Resource Manual REFERENCE CHECKS 1. These procedures are aimed at ensuring that reference checks conducted by GN Selection Committees result in the collection of quality information about the capability, suitability, and employment record of applicants. Properly conducted reference checks also provide an opportunity to verify information provided by the candidate during the interview process. APPLICATION: 2. This directive applies to all departments, agencies and employees of the Government of Nunavut, with the exception of the Workers Safety and Compensation Commission of the Northwest Territories and Nunavut, and Nunavut Development Corporation. PROVISIONS: 3. The reference check is to be used to confirm the Selection Committee s findings from the interview. This includes verification of the candidate s employment background and confirmation of statements the candidate has made in the interview. 4. The candidate provides references by completing the attached Reference Check Release Form, Appendix A. 5. The Selection Committee must use in assessing a candidate s suitability for employment through the reference check process the following: (1) The attached Reference Check Form, Appendix B when completed. (2) The candidate s resume/application. (3) The position requirements, and (4) Any areas of concern that might have been raised from the interview to decide what information (for example concerns, strengths, verification of statements the candidate made). March 27,

2 6. The Reference Check Form is divided into questions that are to be asked to all referees and some questions that are to be modified dependent on the position advertised. 7. In exceptional situations one or more questions can be added to verify a specific statement made by the candidate in an interview. These would not be independently scored but could make it necessary to reevaluate the scoring awarded to the candidate in their interview. If for example it was determined that the candidate provided false information. 8. Current employees who are being considered for a GN position must provide two positive references. One of the references must include the current supervisor. Failure to provide the most current supervisor as a reference may result in the candidate being excluded from further consideration. The Selection Committee may request that all references be from supervisors in the GN. 9. For all other applicants, three positive references are required. One of the references must be from the current supervisor. Failure to provide the most current supervisor as a reference may result in the candidate being excluded from further consideration. If the candidate has previously worked for the GN the Selection Committee may request a reference from past supervisors in the GN. 10. In general, a member of the Selection Committee may not serve as a candidate s referee. In exceptional circumstances a Selection Committee member may provide a reference. A member of a Selection Committee who provides a reference for a candidate must remove him/herself from the final hiring decision. 11. In extraordinary cases, the Selection Committee may accept another referee in place of the current supervisor where the candidate can show that such a measure is necessary in order to avoid bias. This step will only be taken where the employee is able to provide strong evidence to support a conclusion that their immediate supervisor is unable or unwilling to provide a reliable reference. March 27,

3 12. Candidates should ensure that referees are available to complete the reference check within ten (10) working days after the first attempted contact. If a referee is unavailable after the ten (10) days, the Selection Committee may: (1) Proceed to the next candidate. (2) Provide an extension to the candidate, and or (3) Provide the candidate the opportunity to provide an alternative referee. 13. Information obtained in reference checks is confidential and must be handled in such a way as to maintain the privacy of the candidates. All referees providing a reference must also be informed that their reference will be utilized by Selection Committee members in rendering a hiring decision and may be requested by the applicant. They should also be advised that their reference may be accessed under the Nunavut Access to Information and Protection of Privacy Act. 14. The Staffing Consultant will be responsible for conducting the reference check interviews. Any member of the Selection Committee if requesting can also participate in this process provided however that their availability does not create delay. 15. The Staffing Consultant must: (1) Ensure all the information obtained in the reference is documented on the reference check form. (2) After signing and dating the reference check form, inform the Selection Committee of the results of the reference checks and (3) Place the completed reference check forms in a sealed envelope and attach them to the applicant s resume. 16. If the Selection Committee is not satisfied with the reference check results, the next suitable candidate on the list is moved to first place. March 27,

4 AUTHORITIES AND REFERENCES 17. The Nunavut Public Service Act Sections The Nunavut Land Claims Agreement Article Nunavut Human Rights Act 20. Canadian Charter of Human Rights and Freedoms 21. Canadian Human Rights Act 22. Priority Hiring Policy CONTACTS 23. For clarification or further information, please contact: Director, Recruitment and Staffing Department of Human Resources Iqaluit, Nunavut March 27,

5 APPENDIX A w6vnw/6goe`p5 HAVAKTOLIKIYIT DEPARTMENT OF HUMAN RESOURCES STAFFING DIVISION MINISTÈRE DES RESSOURCES HUMAINES Attention: REFERENCE CHECK RELEASE FORM I hereby authorize the Government of Nunavut, Department of Human Resources to contact the following references that I have provided, in the event that I am one of the final candidates being considered on competition reference #. Signature of candidate Date Please list your employment references (references should be past, direct supervisors who have supervised you for at least six months): Name Title Company Telephone # Address MOST RECENT SUPERVISOR: SECOND MOST RECENT SUPERVISOR THIRD MOST RECENT SUPERVISOR A minimum of three references must be listed. March 27,

6 APPENDIX B REFERENCE CHECK FORM Date: Candidate: Committee Member: Manager/Supervisor (Referee): I am checking the references of (candidate s name) who is being considered for a (name of position) position with the Department of (name of department) and your name was given as a reference. Would you mind answering a few questions? It is estimated that this process will take approximately 10 to 15 minutes. Is this is convenient time for you? If not when would be a more convenient time for this discussion? Before we start I need to let you know that (candidate s name) can review the information in this reference check, are you comfortable with proceeding? Yes No 1. Did you supervise name Yes No If Yes - For how long? If No - How long and what capacity have you known (candidate s name) 2. What position(s) did him/her hold and what were the main duties of the position(s)? 3. Can you tell us if (candidate s name) had any attendance problems, such as lateness, unapproved absences, or reliability/dependability issues, etc. within the course of their employment? If yes, please give examples of any problems experienced: March 27,

7 4. Does your organization have a performance management or review or evaluation process? If Yes - Did you evaluate (candidate s name) within this system? If Yes - Would it be possible to provide a few details of the review you completed? 5. Current or Most Recent Supervisor Reference Only (all other references go to question # 6). Within the last 12 months when you supervised/managed (candidate s name) was (candidate s name) disciplined? Yes No If No - Please go on to question 6 If Yes - What were the circumstances of the discipline? Was the discipline documented or was it verbal? What was the outcome after the discipline was imposed? 6. Would you say that (candidate s name) is flexible and adaptable? Yes No 7. Please describe (candidate s name) s interpersonal skills when dealing with co-workers, supervisors, clients and or the general public. 8. Are there any other examples of demonstrated skills/abilities that you would like to add? March 27,

8 9. Is there any other factual information that I have failed to ask or that you think is important we be made aware of before we possibly make an offer to (candidate s name)? 10. On the basis of (candidates names) resume, he/she indicates his/her role was ( ) with respect to (project, task, achievement). As supervisor is this an accurate reflection of (candidate) role and outcome of the project/task/achievement? 11. Would you hire (candidate s name) back? Yes No Why? Thank you for your time and cooperation. Reference conducted by: NAME: TITLE: DATE: March 27,

9 Candidate Suitability HIRING PROCESS Human Resource Manual Note: This additional page is to be utilized when Candidates need to be assessed further based on suitability for the position and or a need to understand specific skill sets defined within the context of a job description. This is not a requirement for all positions but will provide the interview panel with additional options to review during the reference process. It can provide additional support to candidates who have been assessed a low score or to candidates in specialized positions where specific duties need to be verified by a reference. The following three questions are examples and should be modified to suit the individual job description as it relates to the competition they should be related to the Knowledge, Skills, and Abilities of the job description being assessed. 12. (Example) In this role the position is required to be able to supervise several staff. Can you please describe how effective (candidate s name) has been in supervising staff within your organization? 13. (Example) In this role the position is required to identify, monitor and assess problems and determine appropriate courses of action. Can you please give an example of how (candidate s name) has dealt with this type of workload in the past? Was the outcome positive for those involved and your organization? 14. (Example) In this role the position is required to maintain confidentiality, integrity and a level of workplace standards that meet with public confidence on a daily basis. Please describe how (candidate s name) is able to maintain high moral standards and workplace integrity. March 27,

10 Nunavut is a different environment than most other jurisdictions across Canada it would be beneficial to know prior to active employment whether the individual can handle the stresses of being in a different environment (smaller communities, weather, daylight, travel restrictions, etc.): 15. Please describe for us your understanding of (candidate s name) s ability to adapt to new environments or to be able to work under various operating pressures. Thank you for your time and cooperation. Reference conducted by: NAME: TITLE: DATE: March 27,