Before you begin to recruit potential candidates, you need a clear job description for each role. You can start with the National Occupational Standards for each position. These standards, developed by the Canadian Tourism Human Resource Council, have been established for over 40 tourism jobs. They can be used to build job descriptions for the positions you need to fill, and they’re available free of charge to all tourism employers!

A job description is an outline, which typically includes these basic elements:

• Job title
• Paragraph overview of the job
• List of primary duties and responsibilities
• Reporting relationship(s)
• Working conditions

Applicant Recruitment

• Make a list of the most likely sources of qualified candidates in your area.
• Consider present employees for existing job openings.
• Post job ads online – provincial jobbank and this website (Jobboard)
• Accept applications from unsolicited applicants.
• Post job ads or bulletins at secondary schools in your area.
• Attend job fairs/recruitment events – see the list below
• Invite current employees to refer people they know.
• Place “Help Wanted” advertisements.

Below are articles specific to the recruitment and hiring process:

• 7 Easier Ways to Find Employees: Hiring Shortcuts for Successful Employee Recruitment
• Recruitment Do’s and Don’ts
• Temporary Foreign Worker Program

Planning

1. Plan early. Hire early. Plan for the future. Recognize the need to start recruiting employees earlier (e.g., January or February)
   • Plan for the following year prior to the end of the current tourism season.
   • Sit down with the best employees at the end of the season, ask them what their intentions are for the following year, and find out if there is a particular job they would like to advance to.
   • Attract people to the establishment when they are younger in hopes that they will return for a few years.
2. Understand what people want in a job and promote employment within the company based on their needs and wants. Employers who conduct performance reviews with employees and offer them opportunities for professional development (e.g., availability of training and job rotation) have been able to effectively recruit employees. Employers who offer challenging and rewarding work generate positive word of mouth and find it easier to recruit employees.
3. Ensure expectations of employers and employees are aligned; work hard to maintain balance between work and private life for employees. People are interested in employment where they can maintain some balance between their work and personal life. Employers who offer some flexibility in scheduling are seen as offering a favourable working environment.
4. Determine who is motivated to do the work that is required for the compensation available. Two employers recruit qualified chefs from off Island, and at least one pays for the cost of the flights to and from PEI. Another successful approach is contacting the PEI Association of Newcomers to Canada to recruit new immigrants for positions such as housekeeping.

Job Descriptions

Job descriptions are used to describe the job’s duties and responsibilities. You should start the recruitment process with a clear understanding of the job so you can pass that along to prospective employees.

A sample job description, click here.

Job Ads

When you are recruiting it is important to have a job ad that tells the potential employee enough information for them to decide if it is a good fit for them.

Some things to include are:

• Information about the company – You should include the name, address and a description of what the company does. This information is not included if you are using a seach firm.
• Information about the job – You should include the job title, the job duties (if you are advertising in a newspaper, space could be an issue so only include them main job duties).
• Qualifications and/or education required – Adding the qualifications and education that are required will filter the number of resumes you receive. If a qualification is not necessary but is desirable then add them and say they are an asset.
• How they can apply and the deadline – Include a physical address for them to drop off or mail the application information, include an email address. A phone number is only necessary if you ask job seekers to apply over the phone or if you can accept phone calls regarding the position. A deadline should be included to limit the number of resumes you receive and to avoid receiving resumes long after the position has been filled.

There are a number of options for advertising job vacancies. The following is a list of popular options:

• Newspapers
• Choosetourism.ca/jobboard
• Other websites such as Kijiji.ca, the Government of Canada Job Bank, and Indeed.ca

How to Effectively Screen Resumes

Screening and evaluating resumes can be time-consuming, since resumes can vary widely in formatting and content. There are certain steps you can take to make this process easier and help you choose an effective shortlist of candidates.

Using the job description and list of qualifications

When screening resumes, you’ll want to have your job description and a list of qualifications that candidates must have in front of you. As you look through the resumes, this will help you to eliminate candidates whose resumes do not show these qualifications. The more resumes you’ve received for a job, the more exacting your list of qualifications can be.

Overall neatness and consistency

For each resume, look for overall neatness, lack of typos, and consistent formatting. This can show attention to detail and a certain level of professionalism, traits that you want your employees to possess. Remember to take note of the trends and timing in work, educational and volunteer experiences of your applicants. There should be consistency in their resume. Any discrepancies or gaps between experiences should definately be inquired into further.

Chronological and functional resumes

Resumes generally fall into two categories: the “chronological” resume and the “functional” resume. The chronological resume lists past jobs in order of dates, and the functional resume lists important functions and achievements that the candidate has accomplished but does not connect them to the jobs listed on their resume. It can be harder for you to identify gaps in employment and identify the true nature and scope of the candidate’s experience with a functional resume. Be sure that any gaps in work history are identified and are not an issue.

Look for accomplishments

Also important is to look for resumes that show accomplishments instead of responsibilities. Accomplishments show what was actually achieved by the candidate, such as “increased company sales by 50%.” Responsibilities show what was done on the job, such as “prepared budgets and project plans.” Resumes that emphasize accomplishments can show that the person is an achiever and understands how day-to-day tasks affect the bottom line.

Detecting a career path

When reviewing the resume, look for signs of the applicant’s career path. Promotions and advancement show a good focus and a certain stability. For people starting out in the careers, look for extracurricular activities and the wording they use to explain their job positions.

Also, just because a resume has a few gaps may not mean that the person wouldn’t be a good candidate. Keep the list of qualifications you are looking for in mind, and see how each resume demonstrates these skill as you narrow your search for a shortlist of candidates.

This article is an extract from the www.go2hr.ca webpage.

Winning Over Candidates in Job Interviews

Some things to remember when searching for new employees is that the job interview is not only a way to find out more about the suitability of the applicant, but it is a great way to sell your business to the perfect candidate. Interviews are also a way to brand your business as being friendly and approachable. Even if the interviewee is unsuccessful, you may be able to acquire a loyal customer and positive word of mouth advertising.

Here are a few simple steps to keep in mind for the interview:

1. Arrange the room for the interview in a way that is non-threatening.
   ~ A simple suggestion is to use a round table rather than square so that it feels less like a standoff between two parties and more like a conversation.
2. Offer water/coffee to individual to ease them into the discussion.
   ~ This also offers a prop for him/her to feel they have some personal space.
3. Introduce the interview process by explaining the method of questioning and time frame.
   ~ If there is more than one interviewer, introduce each person and explain their reason for being involved.
4. Listen “actively” to your interviewee.
   ~ Ensure that you engage them in the process. Body language speaks volumes so be attentive, make eye contact, ask questions but avoid interrogating, and nod when appropriate.
5. If the candidate does not seem to understand the question, rephrase.
   ~ Avoid giving examples of the answer you are seeking. This can be difficult as it is something that we often do in regular conversation. However, to properly assess the individual’s fit for the position it is important to avoid answering questions for them.
6. After the question/answer part of the interview, ask if they have any questions for you.
   ~ If they are really interested in the position they will probably be inquisitive about the job, your company or the process of completing the competition. Keep in mind, however, that this is not always the case as nervousness can sometimes cut the conversation short.
7. Finish the interview by describing the process that will be used to select the candidate.
   ~ Provide a date by which they can expect to hear from you. It is a general courtesy to get back to those who participated in the interviews with either the offer or rejection in a timely manner. Individuals looking for employment would rather know that they have not been selected for the job than not know either way. Also, the sooner that you respond to the candidates the better.

The key to a positive interview is to keep in mind this question: “How would I like to be treated?” Chances are that you have been through the interview process as an applicant before, so remember what you liked and disliked to guide your own process.

Reference Check

Click here to view a sample “Check Form”.

Background Checks

Background checks should be completed to confirm details about the candidates past. The following is a list of things to check:

• Education
• Employment History
• Criminal Record
• Driving Abstract

Depending on the job you are hiring for, you may choose to complete one or all of these checks.

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Clear Expectations: Tips on Developing an Employment Letter

After hours of reviewing resumes, calling candidates to set up meeting times, asking interview question upon interview question, checking references and playing telephone tag to make job offers, you still have more work to do. Before you can consider your recruiting complete, you must ensure that you and your employees know what to expect from the employment relationship.

When staff is hired, you make the best decision you can with the information on hand. Sometimes you end up regretting that decision. However, if expectations are clearly communicated before the employee starts, you will save time, effort and frustration down the road. The employment letter (or letter of offer) is a valuable tool for both the employer and the employee. It lays the ground work for employment terms and conditions, and should include:

Start date

• The day that a person is expected to report for their first day of work. If there is uncertainty due to weather conditions, for example, you can state it as “Anticipated Start Date”

End date

• As seasonal businesses largely depend on weather, end dates are difficult to determine in advance. If your business relies on indeterminate factors you may want to consider indicating a broader time frame such as “late September”.
• Although you may expect students to work until they return to school, many want time off between their summer job and school or they might want time to participate in school orientation activities. Without preparing for the gap in staff, employers are often left scrambling without a full staff from late August through fall. Conversely, if you do not have an end date stated, they may assume that the position is theirs for future seasons as well.

Probation

• PEI’s Employment Standards Act is one of the only provinces with a six month probationary period legislated. Therefore most seasonal jobs fall into this category. However, if you employ an individual beyond six months, permanent employee conditions are to be followed such as notice of termination, etc.

Anticipated work hours

• If you expect your staff to be at work 15 minutes before their shift to get updated on promotions, sales, duties, etc., change the start of the shift to incorporate that time and consider those 15 minutes to be part of their paid shift.

Compensation (amount, hourly/per day/per year)

• Include your tip and gratuity pooling policy so employees know what to expect. Many tourism jobs rely on tips as a significant part of their earnings and it can be a sensitive topic, so be clear, consistent and proactive.
• Indicate any additional deductions that are taken off the pay, such as staff fund money.

Name and title of supervisor

• Who can they direct their questions to? Who can they call in sick to? Who is it that they report to?

Job duties

• Ideally a job description would be attached, however if you have not yet developed a full job description, list the duties required of them as well as the standard “other duties as required”

Employment Standards Act

• Make reference to the Employment Standards Act for PEI by stating that your business complies with the Act. In doing so you are addressing basic employment policies and acceptable employer and employee rights.

Other important items which can be included in a generic employee handbook are:

• Benefits (including when the employee will become eligible for the benefits)
• Pay schedule – Identify what method of payment is used and if payroll is biweekly, held back a week, etc.

The final step in the employment letter, and the most important, is having both the employer and employee sign off on the letter. If you do not get the signature and keep a copy on file you will have no proof of what was agreed upon, thus making your efforts futile. Respect your own time and effort by doing this step – you will be protecting yourself in the long run.

What is the purpose of Orientation?

Orientation is a crucial time in the hiring process, and can have long-term effects in terms of an employee’s success on the job. Failure to properly integrate an employee into a new environment can potentially foster a sense of alienation from the company’s culture, a lack of clear understanding regarding the rules and regulations, or in the worst case scenario, can mean the employee may become so frustrated with the lack of support and knowledge, that he or she will see employment elsewhere. Orientation ensures that all employees are formally introduced to their new place of work, and existing employees are made aware of the newcomer and his/her special needs. Often ensuring this small step is completed can mean relationships and loyalties to the organization are developed from the very first week, resulting in a better work environment for all.

This Guide will provide you with 3 things.

1. An outline of what to include in a great orientation program
2. Innovative orientation ideas that you can implement into your organization
3. An orientation checklist for supervisors/managers/employers

Let’s Get Started!

What to include in an Orientation Program?

Whether you are revamping your orientation program or starting from scratch, you should consider including the following:

Orientation before the first day – Welcome Package

The longer the period between the hire date and the start date, the more contact there should be. Mailing/emailing things like company newsletters or letters of welcome from owner or supervisor, etc. makes the new employee feel connected to the organization, increasing their enthusiasm of starting that new job.

The First Day – Orientation Manual

The employee’s orientation manual is the bulk of the orientation program. It will formally introduce the new employee to conditions and practices of employment.

Orientation Manual Contents

1. A WELCOME LETTER
2. Company VALUES / MISSION / PHILOSOPHY
3. Company CULTURE
4. HISTORY – Talk about the organization in general. Departments, locations & their role’s etc.
5. Community Involvement
6. Hours of Operation
7. Parking
8. Job Summaries – Short write-ups of all the jobs in the organization
9. Organizational charts – with names/contact info, if possible, some organizations put in photos but not all employees like this. I would recommend it if people are open to it. The ORG CHART would depend on your turnover – need to ensure this is updated every time someone has left/joined the organization.
   TIP! Microsoft Word has a good org chart – Go to “Insert”, “Smart Art”, go to “Hierarchy” and then chose which one you like.
10. Lunch Room / Break Room – the location, what it entails (fridge, toaster, etc.), rules – behave professionally etc.
11. Keys /Alarm System
12. Payroll – How often are they paid and on what day of the month?
13. Benefits – For example: “After the first 3 months of work, a very good benefits package is offered to all employees. “Company” contributes 50% of the cost of the plan. You contribute the other half, which is deducted from every pay cheque at an annually pro-rated amount. The medical and life insurance books are available from ____________. Your enrollment form and insurance claim forms can be handed in to ____________.
14. Policies/procedures – This is a very important section of the Orientation Manual. A link to PEI’s Employment Standards should be given. Policies vary depending on the organization, but I would include these: Sick Time Policy, Absence/Late for Work Policy, Sexual Harassment Policy, Maternity Leave, Professional Behaviour Policy, Storm/Bad Weather Policy, Social Media Policy, Uniforms, Alcohol Consumption, Personal Hygiene, Scent Free, Smoking, Cell phones, Probationary period, Holidays, Gratuities (if you have a tip out policy). If you require any help writing policies – please contact HR Advisor at TIAPEI – (902) 566-5008.
15. Perks/Staff Parties/Incentives – If you offer any perks like discounts on food, shows etc.
16. Staff Meetings – Discuss about how often you have them and purpose
17. Training Opportunities – Corporate training, leadership training, external training
18. Emergency Procedures – In case of Fire or Emergency
19. Staff Directory – Names, Addresses, Phone numbers

The First Week – Introductions

• Welcome! To ensure the best transition, the employee’s first week must be welcoming. It is best to advise all other staff that someone new has been hired, so that they are prepared to welcome them. The supervisor or manager will introduce the new employee to all other employees in the organization, not just the one department.
• Essential! Introductions can take time but should be done within the employee’s first week. It is an essential part of orientation as it will allow the new hire to feel valued, important, respected and excited.
• Give a Tour! It is just as important to introduce the actual physical facilities of the organization. Be sure to give a tour of the facilities on the first day, this includes all departments, even if they don’t work in that department. Giving them the whole perspective of what the company does will help them understand and respect it.

Innovative Orientation Ideas

In addition to providing new hires a welcome package before they start, and an Orientation Package on their first day – be sure to keep up the orientation program as it should take a few weeks to complete. Follow the P.O.I.E. Program – PREPARE – ORIENT – INTEGRATE – EXCEL

ORIENTATION PHASE	ELEMENT	SAMPLE TACTICS	APPLICATION ADVICE
Prepare	Pre-Day One Self-education on company, culture, values and strategy	Video testimonials hosted on new hire portal Flash based video game on new hire portal Interactive self-training modules on portal Multimedia content saved on welcome flash drive Mailed informational packets	Ideal medium may be affected by the generational composition and tech savvy Use of web engages virtual workers Messages need to be authentic
	Welcome Message	Welcome message/phone from manager/CEO Welcome message/phone call from mentor/buddy	Makes them feel valued and connected before day one Should be a scheduled event to ensure that you catch the new hire at a good time
Orient	Introductions to company culture, ethics, and values	Discovery learning map and interactive games Video content with case studies from employees Presentations and interactive workshops from leaders from across the org E-learning module Designed network activities with experienced, positive employees	Hours of power point will disengage Job simulations, games and multimedia learning activities that build excitement and promote interaction Best when veteran employees are brought into the process Provides new hires with an opportunity to begin forming relationships with, and learning from, more experienced employees
	Introduction to unwritten rules	Recent new hire discussion panel on "what | wished | knew when I started" Experienced employee presentations on "secrets to success" Module on company acronyms and buzzwords	Activities should include insider perspectives from current employees This should be a two way conversation that allows new hires to hear unwritten rules, learn the company vernacular and ask questions
	Intro to the company's cultural strengths and weaknesses	Incorporate into one on one mentor discussions (we are "at our best when", and we are "at our worst when"	Acknowledge and let new hires know that they company has some weaknesses Illustrate points through real life experiences
Integrate	Reinforce the company culture, ethics and values	Incorporate discussions with new hires during the regularly scheduled pulse checks Brown bag discussions to share experiences on culture that new hires have experienced during their tenure Initial new hire summit where new hires reconnect with their cohorts at the 3 month mark Provide an online forum for reinforcement of the culture and performance values via a virtual tool	Continued emphasis on discussing culture, values, and norms provides new hires with opportunities to learn to navigate them Mix of in person and virtual forums are key to keeping virtual workers as connected as other new hires and provides a more flexible means for any new hire to participate
	Intro to cultural norms of the tourism industry, including customers and clients	Include as a topic in hiring manager checklist to conduct thorough conversations with new hire	Alerts new hire to norms of the industry in which the company participates, possibly even more important for experienced hires, as they may have biases from previous employment
Excel	Reinforce the company culture, ethics and values	Subsequent new hire summits where new hires reconnect with their cohorts at the third to fourth quarters Check in at 6 months Capture from the new hires their independent ideas on the company culture (survey, 1:1 conversation) Hiring managers/mentors discuss culture and performance value experiences during assignments and in the annual assessment As new hires "graduate" at the end of their first year, they become peer buddies for the next new hire	Alerts new hire to norms of the industry in which the company participates, possibly even more important for experience hires, as they may have biases from previous employment Check-ins need to be more than per functionary actions. They need to be conducted by individuals who care to create value in the discussions Provides opportunity for new hires to share their own successes Capture the feedback on how the organization received the new hire and helps inform any refresh efforts on the orientation program

New Employee Orientation Checklist – For Managers/Supervisors/Mentors, click here (PDF)