Hiring Process – Phase 2

Stewards: Shannon Telepanich, Connor Titus, Edwin Jansen and Bill Fretz

Once consent to hire has been reached, this process begins.

This document is meant to guide the ‘hiring-consent’ team through the process of finding the candidate with the best job & culture fit.  

We recommend that the job & culture fit process should be stewarded by one person who can coordinate everyone’s participation and support.  

Defining job fit

Create an IMG Position Profile (ie. Top-grading score card) which defines and matches against the following:

  1. Purpose of the role
  2. Why does this role exist?
  3. Why are we filling this role?
  4. Desired outcomes & impact
  5. Measurable responsibilities with expectations of activity, timelines or results (quantitative or qualitative).
    • Example: 40 sales presentations/week; contractor issue turnaround under 24 hours
  6. Required skills, experience, & competencies
  7. The experience, skills, and education required to complete the defining purpose of the role
    • Example: Experience selling staffing; Advanced Excel competency; Payroll Certification
  8. Compensation range
    As agreed in the consent to hire process (salary, bonus structure, benefits, etc.)

Defining culture fit

Culture fit at IMG means actively participating in an environment in which all employees are encouraged to embrace a mindset of growth, acceptance, personal discovery, and the betterment of self, co-workers, and company.  

Hiring process steps

1.Posting/Recruitment 

  • Write “job ad” posting (not just the job description) 
  • Currently, there are internal Fitzii subject matter experts (Hiring Success team) that should be relied upon for writing the job ad 
  • First step is to reach out the Fitzii subject matter experts and set-up a meeting 
  • It is strongly recommended that the Fitzii ATS be utilized for job ad posting and applicant tracking  
  • Post internal/external 
  • Internal postings should be posted in MS Teams All Company – General. Internal applicant tracking should be done via the Fitzii system.   
  • External postings will be specific depending on the type of role. In North America, we suggest Indeed and LinkedIn at a minimum (both can be posted to via Fitzii). 
  • Build sourcing strategy 
  • Consider involving a SME to assist with this area if you’ve decided not to use the Fitzii ATS 
  • Leveraging referral network(s) 
  • Depending on the specifics on the role, you may need to consider different associations/groups (ie. Sales vs. Admin roles).  
  • Defining active vs. passive search and who does it

2. Screening

  • Review of all applications 
  • Hiring team should review Applicants regularly; or 
  • If a BU wants a Fitzii hiring success member to shortlist/screen, an internal cost allocation will be applied.  
  • Phone screen (first-communication)  
  • Start with an interview template. Should be crafted prior to ensure that all criteria are met 
  • See appendix for best practice questions 
  • Additional questions can be added to tailor to each position 
  • Compensation expectations should be addressed at every interview stage 
  • Optional: Pre-interview work  
  • Portfolio, Excel/Word test, skills testing, writing sample 

3. Candidate Interview & Selection 

  • Please reference the appendix for additional resources on interview tips/tricks, candidate experience, being prepared and ‘what good looks like’.  
  • This part of the interview will closely follow the Topgrading methodology which provides a process to ensure the most appropriate questions are consistently asked to produce information regarding the candidate’s skills and competencies. 
  • Pre-determined Interview team 
  • The interview team should consist of no more than 3 (three) people.  
  • The interview team members should commit to attending all interviews to ensure consistency in post-interview reflection and eliminating differences in biases.  
  • It is recommended that the interview team be composed of both organizational and demographic diversity to ensure that hidden biases are mitigated as much as possible.  
  • Consider having members with varying seniority, job titles, intact teams, and gender to ensure a fair selection process. 
  • A member from the CCT team impacted by the new-hire should be a part of the interview team.  
  • The opportunity to join the interview team should be open and inclusive to those impacted with the final decision coming from the Steward 
3.1 Interview: Job Fit 
    • For the job fit interviews/TopGrade, consider including someone with TopGrade training (Bill Fretz, as well as trainee Shannon Telepanich, with more trainees to come)
      • Predetermined questions for Interview – there may be crossover to culture fit questions. 
      • Use the Pro.file Assessment 
      • See appendix for best practice questions 
      • Additional questions can be added to tailor to each position 
3.2 Interview: Culture Fit 
      • The culture fit interview should be a part of the same interview where job fit is determined (it is advised)  
      • Optional: Interview scorecard  
      • Interview scorecards are not as useful for entry-level positions. They should be utilized as the complexity of the role increases.  

4. Completing References 

  • What are suggestions and what are mandatory for what kind of roles? 
  • xRef 
  • BackCheck (for Finance and Core ops) 
  • Telephone 

5. Negotiations & Employment Agreement 

  • Negotiations should be handled in a live conversation – not through email 
  • Confirmation over email to mitigate misunderstandings and to provide a proper audit trail of communication 
  • The level of salary transparency in the CCT or intact teams should be considered when deciding who handles negotiations. This should match with what has been decided in the charters or Teal practices/precedent. A certain level of confidentiality is required. 
  • Consider using someone with experience in this area 
  • Once offer has been accepted, send Cassandra Sturk offer details as the designated Bamboo HR representative  
  • Initiate Onboarding Process by reaching out to Cassandra Sturk
  • Initiate Sponsorship process with Cassandra Sturk.
 

Appendix – Interview question library

Strive to obtain engaging conversations which tend to prompt people to be more specific. Make use of follow-up statements beginning with how, what, why, where, when: 

  • What did you do, say, think, feel? 
  • What led up to…? 
  • What happened then…? 
  • What did they say specifically…? 
  • When did that happen…? 
  • What were you thinking…? 
  • What were you feeling…? 
  • What was the outcome…? 
  • What did you want to do, see, happen…? 
  • Were there others involved besides yourself…what specifically were you doing…? 
  • How did you come to that conclusion…? How did you hear…get to see…? 
  • Why do you say that…? 

Culture qualifying questions:  

It is imperative we attract, hire and retain people who are aligned with IMG’s ‘How Do We Behave’.  Honour is our mindset towards Relationships, Progress towards Results and Abundance towards Resources, all while managing the polarity between Freedom & Responsibility.  A candidates’ ability to achieve the desired outcomes in harmony with IMG’s culture and purpose is just as important and probably more important than their technical skills.   

  • What inspired you to reach out to work with us?
  • Why do you think you’re a good for IMG? 
  • What do you hope to gain from joining our company? 
  • What would we gain from having you as a team member? 
  • Purpose has been defined as ‘a boldly acted upon life aim that is both right for you and good for the world’; what do believe is your purpose? 
  • Tell me a story from the last few years of your life that illustrates you living out your values. 
  • What makes you lose track of time while you’re engaged with it?  (hobbies, personal interests, etc.) 
  • What makes for a really good day for you at work, on the weekend? 
  • What makes for a really bad day at work, on the weekend? 
  • What are your biggest goals? 
  • What are your reading habits? 
  • What’s your greatest achievement? 
  • What’s your greatest regret? 
  • Tell me about your leadership experiences.
  • Being able to adapt to a company’s corporate culture is an important skill.  What is your company’s culture like?  What personal traits and beliefs make you successful in your company? 
  • What do you wish they taught you in school that they didn’t 
  • We place a lot of value on transparency and being willing to bring your whole-self to work.  Tell me about a time that you stretched outside your comfort zone to be open and vulnerable.