Employer Resources

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TIAPEI offers an HR Helpdesk to all tourism operators on PEI. This is a free service and available year round.

Here is a list of some of the things we can help you with:

Job descriptions
Job ads
Performance evaluations
Interview forms
Letter of employment offer
Employee handbooks
Policies and procedures

Resource Articles

Orientation Process

The Importance of Starting off on the Right Foot When introducing a new hire to your workplace, where do you begin? Should they be thrown right in to the work with the hope that they will pick it up quickly and learn on the go, or should there…

Workplace Harassment and Bullying

Workplace Harassment and Bullying is a major concern among employers and workers alike, therefore there are new regulations that will attempt to combat the issue. Effective July 1, 2020 employers have been required to comply with new Workplace Harassment Regulations that outline rights and responsibilities for all parties…

The Selection Process

Regardless of whether your company is large or small, hiring the perfect fit for a position can be challenging but it can put your business on the path for success. Selection is the process of choosing individuals who have the relevant qualifications to fill existing or projected job…

Stress Management

What is Stress? The Canadian Mental Health Association defines stress as a reaction to a situation – it isn’t about the nature of the situation. An employee may feel stress when they’re not equipped with the necessary resources to deal with the demands of the situation, and that…

Motivation

Motivation in the Workplace To understand what is best for employees it is essential to know what motivation is and its factors and application in the workplace. Motivation is defined as the process that accounts for an individual’s intensity, direction, and persistence of effort toward reaching a goal.…

Performance Management

Stay Involved in your Employee’s Progress Performance management is defined as the process of establishing performance goals and designing interventions and programs to motivate and develop employees to improve their performance. This is a continuous process and involves much more than the typical “annual review” that we all…

Cannabis in the Workplace

What is the Law? When cannabis first became legalized in Canada in October, 2018, this posed a unique situation for business owners and managing their staff. There are many unknowns when it comes to cannabis since, though the substance has been around for decades, this is the first…

Hiring Mature Workers

Using our Mature Workers to Fill the Labour Gap As of the 2016 Census data, approximately 56% of PEI’s population was age 55 or older. This figure on PEI’s population was higher than the national poplation percentage in 2016 which is approximately 49% of the population being age…

Succession Planning

Preparation is Key! Simply put, succession planning is always being prepared for the unknown. It allows for you to have an in-depth knowledge of every aspect of your company and to always have a back-up plan available if you lose a key player in your organization. If you…

Employee Retention

A Common Issue Among Tourism Operators It is no secret that finding employees in Prince Edward Island has been challenging for the last few years, especially in tourism. With the forecasted lack of workers, it makes it even harder for employers to hold on to their staff when…

If your questions are still not answered, or you are having some Human Resource issues – Please contact Alex at TIAPEI – and let him help you with:

Job Descriptions
Performance Management Programs
New Hire Orientation
Recruitment & Selection
Compensation & Benefits

Alex provides free human resource services to all tourism operators on PEI.

Contact:
(902) 566-5008
Toll Free: 1-866-566-5008
Email: amackenzie@tiapei.pe.ca.

How can your business attract and retain the very best people?

You’ll find everything you need right here!

How do you find the right people? How can you make them want to join your organization, stay there, and as your business grows and changes, perform and adapt?

There are no easy answers, but good HR practices are the place to start. Why? Good tourism employers succeed by:

Attracting qualified people with the right attitude
Supporting them with training and opportunities for advancement
Striving to create a positive workplace
Giving back to their communities

Retention

Benefits & Incentives

Benefits

Tourism employers can’t always offer high rates of pay, therefore it is very important to offer other forms of compensation & benefits – some ideas are:

Competitive wages
Sales bonuses, incentives and profit sharing for high potential, loyal employees
Wage raises for exceptional performance and for returning to the workplace
Bonuses for staying until the end of the season
Bonuses for chefs, housekeepers, supervisors and managers based on productivity
Pay for training and emerit certification
Support for formal education of high-potential employees with a requirement that they return for a predetermined amount of time
Food and room discounts, golf memberships, fitness centre memberships, discounts on taxis, discounts on dry cleaning, and so on
Sales promotions with rewards such as a trip
Group insurance plans and medical coverage

Incentives

There a number of different incentive programs to reward employees who perform well. Incentive programs are paid in addition to their regular wage/salary.

Milestone Bonus is used to recognize an achievement such as completing a project or a length of time with the company (for example staying till the end of the busy tourism season).

Referral Bonus – Sometimes a great way to recruit new staff is to look to your existing staff. A referral program encourages your existing staff to recruit on your behalf. A bonus is given to the staff member if the person they referred is hired.

Sales Commission – Is a percentage of the item sold. It can range anywhere from 0-50%. This type of incentive is used in retail shops and other sales environments to motivate employees to sell.

Employee Satisfaction Survey

Employee Engagement

Employees who are engaged are more productive, enthusiastic about their work and are more likely to be loyal to an organization. When organizations put sound HR practices in place, they are more likely to discover that employees are more motivated, feel respected and safe… and that means they are more likely to stay put.

Tips on Keeping Employees Engaged:

Communication is key – If there is a negative situation, be honest with your staff and trust that they will understand.
Training and Development – Offer employees the opportunity to advance their skills by participating in a course or training.
Welcome feedback – Employees like to feel respected and that their opinion matters.
Performance Management – Providing feedback should be on-going activity and not just during a performance evaluation. When employees feel like their work is being noticed and appreciated, it gives them the encouragement to keep performing.

A Workplace Matters Panel Report, click here (PDF).

The Canadian Tourism Human Resource Council (CTHRC) Workplace Matters Panel Report on Employee Engagement.

Benefits & Incentives

Six Tips To Help Retain Skilled Seasonal Workers

By Heather Kennedy

As we finally shake off the last traces of winter, many foodservice employers are gearing up for the busy summer tourist season: changing menus, cleaning off patio furniture and hiring seasonal staff.

Scouting for skilled and enthusiastic workers each spring can be a difficult prospect. Scanning through uninspired applications from candidates looking for any summer job to pay next year’s tuition is not always the most rewarding venture, but with a shrinking youth labour market, this is the reality many face. However, having staff who will impress your customers is an essential HR strategy. For businesses only open during the summer season, good help is vital.

A particularly efficient way to employ talented people for the summer is to retain your employees from the previous season. Keeping your best staff members year after year allows you to save on recruitment and training costs and ensures you have a qualified, experienced and committed staff. Here are some tips to ensure the return of as many of your seasonal employees as possible, and strategies to hire new ones as necessary.

About the author:
Heather Kennedy is a Manager of Marketing and Communications for the Canadian Tourism Human Resource Council (CTHRC), a national organization that addresses labour market issues and promotes professionalism in the Canadian tourism sector. For information on any of the programs, services or products offered by the CTHRC, e-mail info@cthrc.ca, call 613.231.6949 or visit www.cthrc.ca.

Managing Staff

How well do you manage your workforce?

Qualified employees are already in short supply in the tourism sector and the problem is going to get worse. The sector is projected to have the equivalent of over 47,700 full-year jobs unfilled by 2015, with potential for over 114,000 unfilled jobs by 2025. To be successful in this challenging labour market, businesses will need to develop flexible and effective human resource practices.

Managing your workforce well will give your business a competitive advantage, especially when labour and skills are limited. Assessing the effectiveness of your current HR practices can help ensure that you attract and retain a qualified workforce. Even if your operation is too small to employ a dedicated Human Resource professional, it is possible to manage your workforce well.

Take this 20 minute self-assessment to find out how you are doing in:

Human resource planning
Hiring and keeping qualified staff
Occupational health and safety
Working with unions

Take advantage of practical HR templates, checklists, training products and other tools developed in collaboration with industry to meet the needs of small and large tourism operators.

This article is from the CTHRC website. For information on any of the programs, services or products offered by the CTHRC, e-mail info@cthrc.ca, call 613.231.6949 or visit www.cthrc.ca.

Performance Management

Performance Management is an ongoing process of providing feedback to employees year round. Everyone likes to receive regular meaningful feedback from their supervisor that will help them grow and learn in their role. An annual performance review or performance appraisal is part of this process.

Performance Review

During a performance review you should have measurable goals ie. meeting sales goals, production levels.

Things to include on the performance review:

Employee Name
Job Title
Department
Supervisor
Period under Review

Performance Management: Happier Workplace and Higher Profits

Employee performance affects company performance. If you express clear expectations to your employees, both you and your company will enjoy increased motivation. And all that translates directly into clearly measurable goals, improved morale, a happier workplace and higher profits. See whether your company has all of the objectives of performance management in place, and whether you’re truly receiving all of the benefits!

Objectives:

Establish a clear link between organizational and individual objectives.
Encourage ongoing communication through coaching and meaningful feedback to employees.
Encourage discussion and development of competencies.
Attract and retain staff.
Identify, recognize and reward high performers.
Identify, recognize and manage low performers.
Align with other HR systems such as staffing, training and career planning.
Eliminate discrimination and accommodate employees – within reason – based on protected grounds.

Employee Benefits

Clear understanding of how individual performance contributes to business success.
Clear understanding of how to meet expectations.
Individual performance is clearly linked to rewards.
Identification of employee learning and development needs.
Fair, accurate and regular feedback on strengths and areas for improvement.

Company Benefits

Increased productivity.
Link between individual performance and organizational objectives.
Accurate and consistent evaluation of employees’ overall performance.cknowledgement of employee contributions.

This performance management article is an extract from emerit’s Performance First® HR Toolkit.

Employee Relations

Bottom Line Success Through Positive Employee Relations

Positive employee relations are the heart of the many programs and processes that the HR function must juggle. Whether in a union or non-union setting, when all the pieces come together, the result is a climate where employee relations are positive. Having a plan and building relationships with your staff are the key to ensuring that you have positive employee relations.

Do you have a plan?
Would you plan your business operations without a sound budget and financial plan? Of course not. The same question can be asked of another important asset: your people. Having a plan to achieve positive employee relations is as important as having a financial plan. The following steps will help you to develop a basic HR plan for positive employee relations.

Business Needs
Identify your business needs and how they translate into the people side of your business. For example, if you promise your guests the best service experience when they visit your establishment, you must hire service-oriented people and train them to provide the best service.

How do your people deliver your brand promise?

Recruiting: Based on your business needs, develop screening questions to select people that believe in what you are trying to achieve and who will deliver on your brand.
Training: Make sure you have a plan to ensure that your staff have all the know-how they need, empowering them to serve your guests.
Feedback: Staff need to know how they are performing, so make sure you observe them and give them feedback and coaching where required.
Leadership: What kind of workplace environment are you trying to create as a leader? Is it a culture of passion, energy, fun and teamwork? As a leader you need to set the tone by example.
Rewards & Recognition: When your team reaches a significant milestone, do you celebrate? Set team goals and then celebrate your successes as a team. Doing so rewards and recognizes your staff for their efforts and contributions.
Communication: The final part of the HR plan is to ensure you are keeping people in the loop, involving them, sharing your challenges and making them a part of the solution.

Employee relations in a union environment
When there is a union in place, the above steps in the HR plan still apply; however, you now have to involve this third party. In a union environment, the following steps will help you get the union on board and help create a positive employee-relations environment:

Goals: Develop mutual goals with the union executive. They are striving for positive employee relations for their members and so are you for your staff. If you have a common goal, you are working together as opposed to against each other.
Walk a mile in their shoes: It is important that both parties cooperate and work toward mutually beneficial solutions. As an employer and business owner, you must understand what the union is trying to accomplish for its members. Put yourself in their shoes. Ask them what they are trying to achieve, so you understand their side and how it relates to what you are trying to do.
Explain you needs: You must explain to the union’s designated representatives what you need from them and your staff, so that your business can meet its objectives. If your business is successful and employees are happy, odds are the union will also be happy.
Know the contract: In a union environment, the rules are all in the collective agreement. Take the time to read the agreement, understand it fully, and make sure you are following any steps and processes that are in the contract. Doing so will assist in creating positive relations with the union that will trickle down to your staff.

Non-union employee relations
Non-union employee relations require the same steps, but they do not involve dealing with a third party. While the goals and steps in the HR plan remain the same, there is slightly more flexibility in a non-union environment.

The key to positive employee relations is to:

Listen: Be an employer who listens to the staff. What do they need, and what are they telling you?
Be balanced: Understand what your employees need, and balance it with your needs as a business owner.
Have a plan: Do not expect that the people side of your business will just come together on its own.

Follow the steps in the plan above and harness the power of your people.

Having an HR plan in place as a road map to positive employee relations is a key factor in your success. While there are many relationships you must manage as a business owner, putting the employee relationship at the top of the list will allow you to create a competitive advantage for you and them. It is your people who deliver your brand promise, so you need to make sure you have a plan in place for how that happens. At times, getting the entire team to pull in the same direction can be a challenge, and it does take time. Business owners who invest the time in planning and learning how to create positive employee relations are the ones who are seeing the payoff through higher productivity, lower turnover, better guest feedback and, most of all, stronger bottom line success. Do you have a plan?

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

Communication

Posting Information in the Workplace

There are many responsibilities employers have when considering communications with staff. This is not only limited to verbal but also to posting information on relevant policies, legislation, safety, etc. Below are some things to keep in mind:

Required notices must be posted in a prominent location employees will see.
Keep the posters up. Ensure the information that is required to be posted remains posted.
Make sure the information is current. Legislation sometimes changes through the year, so check that what is posted is accurate. (The Royal Gazette publication reports many of the legislated changes.)
If you have employees who do not speak English as their primary language, you may be required to post the information in the language they can read. Contact the pertinent government department for translated version.
Ensure compliance. Posting the information is the first step, however the employer is also responsible for enforcing staff follows the posted information.

Examples of legislation that should be posted are below. (This list is not an exhaustive list.):

Employment Standards Act (“Every employer shall keep posted in a conspicuous place here the employees are engaged in their duties on the employer’s premises copies of all orders and schedules under this Act relating to wages or working conditions in the employer’s plant or establishment.”)
Employment Standards Act Regulations (“Every employer shall post this regulation and keep this regulation posted in a conspicuous place in the work establishment.”)
Minimum Wage Order (“An employer shall post and keep posted in a conspicuous place in the work establishment, a copy of all applicable minimum wage orders.”)
Occupational Health & Safety Act (“An employer shall post the names of the current committee members or the representative and the means of contacting them; and promptly post the minutes of the most recent committee meeting…”)
Occupational Health & Safety Regulations

Occupational Health & Safety posters available for free:

Slippery Floors
Lifting and Reaching
Lifting in the Kitchen
Lifting Hot Objects
Fire Extinguisher Sign (an example is shown on the right, however reflective signs or stickers are preferred and are available at most stores that sell fire extinguishers.

Workplace Email Communications

Email has become a preferred method of communications for many, especially with younger generations. Employers are getting on board with sending schedules, updates and other notices to staff digitally. These efforts are keeping working groups connected. However, as with any method of communication, there are nuances in the language that must be considered. Below are some email etiquette tips:

Check the Tone
It’s easy to get the tone wrong in your business e-mails. Check these three examples, which convey the same message, but in very different tones of voice:

Abrupt: Get me the revisions by Thursday.
Polite: Please be sure to get me the revisions by Thursday.
More polite: I would appreciate your getting me the revisions by Thursday.

USE ALL CAPS SPARINGLY
Using all caps conveys an abrupt and demanding tone even if the subject is relatively tame. For example:

IF YOU ARE PLANNING TO ATTEND THE MARCH MEETING, WE NEED YOUR REGISTRATION FORM BY FEBRUARY 15.

However, all caps may be used for emphasis without being offensive, for example:

If you are planning to attend the March meeting, we need your REGISTRATION FORM BY FEBRUARY 15.

What about all lower case?
That gives the impression that you don’t consider the message very important. For example:

if you are planning to attend the march meeting, we
need your registration form by february 15

When to Hit Send
A good practice is to enter the recipient’s email after you have finished writing your email. To be extra cautious, set your email account to send on a delayed schedule. Many times I have gone into the Outbox to renege on an email that was almost on its way… then sighed in relief to find it hadn’t left.

References:
Some excerpts from Do your E-mails Send the Right Message? by Steve Bruce
Posted Monday, May 18, 2009 7:00 AM via HR Daily Advisor

Another useful hint comes from WORK THE POND! by Darcy Rezac with Judy Thomson and Gayle-Hallgren-Rezac:

Organizing guru Linda Chu (www.outofchaos.ca) says “Use EOM (End of Message) in the subject line to signal the recipient of email that they don’t have to open up the email. This works nicely for things like. ‘See you Friday at 11:00 am. EOM’, ‘Congratulations on a great job! EOM.'”
Work the Pond!Work the Pond – Positive Networking Tips

Working Through Conflict with a Withdrawn Employee

Most people want to avoid conflict and want it to just “blow over”. However, if we don’t work through conflict we are in a way condoning it and although the root of the problem may seem trivial at times, our behaviours and actions can amplify the situation. In some cases where an individual is particularly anti-conflict he or she may become withdrawn. Here are a few practical tips borrowed from Customer Service for Dummies (California, 1995) on how to be effective in these situations.

Resist pushing – realize that not everyone is ready to have a discussion on demand and you may push the person away.
Be empathetic – if you sense your employee is pulling away from the conversation try approaching the subject differently. Monitor your approach ” if you sound aggressive in your tone, your conversation will not improve the situation, so try to engage the employee in an open discussion.
Seek input – once your employee begins opening up, help him understand why there is a problem and that dealing with it is best for everyone. Ask, with sincerity, “What would you do in my position?”
Make an appointment and stick to it – set up a time that is mutually acceptable and as soon as possible. Ensure both you and the environment is respectful and appropriate (i.e. turn off the phone and focus on your employee).
Follow up.

Exit Interview Process

Exit Interview Questions

How do you feel you were treated by your supervisor and your coworkers?
How well do you believe your work was recognized and appreciated?
Do you feel you were given adequate training and assistance in learning your job?
Can you see opportunities for transfer or promotion within this business?
How would you describe the morale of your fellow employees?
How fairly was the workload distributed among you and your coworkers?
What could be done to make this company a better place to work?

Source: www.NFIB.com
Publish Date: December 16, 2009

Conducting an Exit Interview

Follow these steps to conduct effective exit interviews:

Source: www.NFIB.com
Publish date: December 16, 2009

Recruitment & Selection

Find out more regarding a wide-range of recruitment and selection topics at The PEI HR Toolkit. Simply click on the link to access a comprehensive toolkit of new ideas and tips, practical guides, checklists, downloadable templates that you can customize for your business, and links to other relevant resources you need to help you find, keep and develop valued employees. See more at: http://www.peihrtoolkit.ca/

Step 1: Planning

Planning

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.
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.
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.
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

Step 2: Interview Process

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 definitely 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:

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.
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.
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.
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.
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.
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.
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.

Step 3: Hiring 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.

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.

Orientation

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.

An outline of what to include in a great orientation program
Innovative orientation ideas that you can implement into your organization
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

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

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)

The Recruitment Process

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: