Recruiting New Employees Process

Recruiting New Employees

• The recruitment process involves sourcing qualified candidates, screening applicants, selecting a preferred candidate, presenting an offer of employment, and preparing for onboarding.
• It is crucial to develop a clear role description that outlines the necessary skill set, responsibilities, reporting structure, qualifications (education, experience, training, technical skills, soft skills), and any specific requirements of the role (travel, driver's license).

Sourcing Qualified Candidates

• Strategies for sourcing include advertising on industry websites, contacting universities, leveraging professional network, engaging with social media platforms, and requesting referrals.
• A job posting is essential for marketing the position.
• It should include eye-catching content, details about the firm, and clear instructions regarding application submission.

Screening Candidates

• Proper candidate screening ensures a consistent approach and helps avoid systemic discrimination.
• Screening stages involve reviewing the initial application package, conducting a telephone/web conference screening interview, and scheduling a face-to-face interview.
• The initial application review assesses the completeness of the submission, presentation, and applicant's qualifications.
• Telephone/web conference screenings help refine the candidate pool and confirm key qualifications such as communication skills.
• Thorough face-to-face interviews should take about one hour for senior positions and 30 minutes for junior positions.
• Portfolio review is crucial for design-related roles.

Benefits

• Group health benefits, including health, dental, vision, and life insurance, are commonly offered to full-time employees.
• Smaller firms often share the cost of benefits between employer and employee.
• Long-term disability benefits are typically provided, while short-term disability insurance may not be.

Perquisites

• Perquisites can include contributions to an RRSP, complimentary snacks and beverages, social events, free parking, transit pass reimbursement, paid vacation time, paid sick days, paid personal days, paid bereavement leave, paid Christmas closure, paid professional dues, paid professional learning allowance, share or purchase options.
• These perquisites are often subject to taxation and should be reviewed with an accounting professional.

Overtime Pay

• Architects, managers, and interns may be exempt from overtime payment and vacation accrual based on provincial or territorial employment standards legislation.
• Overtime-eligible employees must be compensated according to provincial employment standards’ minimum requirements.
• Overtime can be banked for future paid time off or paid out on a per-pay basis.
• Employers must track overtime and maintain accurate records of overtime pay or banked time.

Performance Development

• Performance development incorporates goal setting, success and challenge highlighting, identification of support/coaching needs, and 360 feedback.
• Maintaining electronic records of performance conversations, goals, priorities, and feedback contributes to ongoing professional development and future planning.

Professional Development

• All architectural associations require ongoing professional development for licensure.
• Supporting professional development is good business practice and crucial for staying ahead in the evolving architecture industry.
• Aligning professional development needs with strategic direction ensures effective resource allocation and training.

Employee Termination

• Best practices for conducting employee termination include preparing all paperwork in advance, reviewing with legal counsel, planning a private location, keeping the meeting brief, and providing clear and concise information.
• It is important to communicate the decision to terminate employment, explain the reason, confirm the last day of employment, provide details regarding separation letters, and outline plans for work transition, company property return, and personal belongings collection.
• Inform the remaining team about the termination without disclosing specific reasons if the termination is without cause.
• Be empathetic towards the terminated employee and provide them with support and accurate final pay.
• If appropriate, offer to be available for references.
• Throughout the process, it is crucial to remain kind, respectful, and considerate.