Conducting post-interview checks
After the interview phase and before making a job offer, it is important to conduct reference or background checks to validate the information provided by candidates and ensure their suitability for the role.
A reference check is an evaluation of an applicant’s past job performance, based on conversations with people who have worked with them. It is recommended that reference checks be completed with a minimum of two supervisory referees who can speak to the professional qualifications of the candidate.
Reference check tips
- Structure the reference check around job requirements. This will ensure that all applicants are treated consistently and that we obtain comparable information for each applicant.
- Use reference checks to verify examples provided by the candidate during the interview. This will ensure accuracy and credibility of their experience.
- The information that is provided by a reference provider must be based on their own experience observing or working with the applicant. Try to get specific information from a referee.
- You can check references by phone or email. If emailing, provide a deadline for replies.
Guidelines for structured and equitable checks
Only ask your top desired candidate for their references – otherwise you may inadvertently make other candidates feel that they are likely to get the position. Give your candidate notice that you will be reaching out to their references, so that they can notify the referees.
- Ask all referees the same set of questions.
- Use job-related, competency-based questions.
- Focus on specific examples of how the candidate performed, not just opinions or general comments.
- Broaden your expectations for a traditional referee for candidates who have been outside the workforce for a while (e.g. volunteer supervisors, coaches or instructors can also provide relevant info about the candidate’s ability to do the job).
- If a reference chooses not to respond, document the reason given.
Credential and education verification
If the job requires formal education or certifications, check that the candidate meets those requirements. This could include:
- University degrees
- CPA, P.Eng, or other designations
- Teaching credentials
Background checks
Background checks are required for certain senior level roles and for roles within specific faculties/departments. Learn more about Background Checks at UBC.
- When a background check is required, please complete the background check request form (available through your departmental HR Advisor or representative via the HR Advisory Services Sharepoint site).
- Completed forms can be sent to: hiring.solutions@ubc.ca (Vancouver) or ubco.hr@ubc.ca (Okanagan) for processing. This is an interim process until Workday Integration is available in Fall/Winter 2025.
- Criminal Record Checks: Employees and volunteers who work with or have unsupervised access to children or vulnerable adults, and individuals who belong to a professional body that requires a criminal record check (CRC) as a condition of membership will need to follow current practices and are subject to a CRC every 5 years. Learn more about Background Checks at UBC.
- Some background checks may require more than a criminal record check (e.g. social media, credential or credit checks). Please consult with your HR Advisor to ensure the correct checks are requested.
Screening and shortlisting candidates
Screening and shortlisting ensures you advance the most qualified, eligible, and aligned candidates, and do so fairly and consistently. This step saves time and supports equitable hiring.
Screening is objectively assessing each application against the minimum and preferred qualifications set out in the job posting to determine which applicants will be considered for further assessment. Taking time to review applicants thoroughly and systematically will ensure you have the best selection of candidates for the role you are trying to fill.
Candidate priority
Prior to screening applications, ensure you have considered candidates based on seniority, recall or other reasons – union and internal applicants may need priority consideration according to UBC policy.
Learn more about candidate priority and union recall at UBC.
Refer to the following resources for more information or consult with your departmental HR Advisor.
Screening applications
To screen applicants, you may use information obtained from one source or combination of sources such as the applicant’s resume, cover letter or other submitted material.
Ensure you are using only the stated criteria from the job description to screen your applicants – new criteria cannot be introduced during the screening process.
Evaluate each applicant based on:
- Minimum and preferred experience
- Minimum and preferred educational requirements
- Equivalencies or equivalent combinations of education and experience
- Occupational certifications/professional designations (only if it is an occupational requirement)
Key considerations when screening
- Use a screening matrix or scorecard to track your evaluations – ensure you are doing so consistently across all applicants.
- Review the required documents outlined in the job posting against the essential (minimum) selection criteria stated in the job posting and/or job profile.
- Desirable (preferred) qualifications are used when a large number of applicants meet the essential (minimum) qualifications.
- Look for information which gives evidence of the presence of required education and experience. It is important to consider depth and breadth of experience while considering transferable skills and equivalent experience.
- Equivalencies or equivalent combinations of education and experience must be applied consistently for all applicants.
- When screening on educational requirements, you must consider foreign degrees that have been granted Canadian equivalency.
- Consider candidate’s legal entitlement to work in Canada ensuring they can provide required documentation.
Apply inclusivity and equity principles
When reviewing applications, keep in mind equity principles. Please also consult the Equity and Inclusion Office Resources for more information on how to ensure equity, diversity, inclusion and anti-racism at UBC.
- Treat international degrees and experiences fairly.
- Be consistent in how you apply education/experience equivalencies.
- Watch for unconscious bias in interpreting names, education or work history.
- Don’t assume, infer or guess. Avoid stereotyping. Look for stated qualifications and skills and check facts against factual criteria.
- Criteria must be fair, reasonable, consistent and inclusive and equitable during your entire selection process.
Shortlisting
In most cases, it is recommended that a designated selection committee member has brief initial discussions by phone or otherwise (15-30 minutes) with the larger pool of candidates, around 5-10. From those discussions, it is recommended to shortlist down to the top 3-5 candidates to move on to testing and/or panel interviews.
During the initial shortlisting discussions, it is recommended to discuss:
- A bit about them (e.g. what attracted them to the role)
- The particulars about the role to determine fit on both sides
- Salary expectations
Notify candidates in Workday
Ensure you let candidates know via Workday when they are screened out (i.e. determined not to be the successful candidate) as soon as possible.
View details and instructions in the managing the job requisition Knowledge Base (CWL required).
Screening, testing and interviewing services
Sometimes, you may need assistance in interviewing candidates. If you are short on time or you have a large number of applications to review, you may consider using Interviewing services available through UBC Hiring Solutions.
Services available include assistance with long-listing or short-listing candidates, conducting video interviews, conducting skill testing and in-basket tests for hard skills and competencies, and doing full reference checks.
Establishing a selection committee
A strong selection committee helps ensure fairness, consistency and informed hiring decisions.
Selection committees can vary in size depending on the type of role and the level of position being hired. As the hiring manager is the decision maker, they should be part of the selection committee, along with others who have relevant experience in areas related to the role or HR expertise.
Selection committees play a key role in the following areas:
- Determining parameters for application review
- Evaluating candidates
- Developing interview questions
- Making recommendations for hire
- Conducting interviews
- Ensuring fairness throughout the process
Forming your committee
- Aim for 2 to 3 members (larger for senior roles)
- Include diverse voices and people familiar with the job
- Avoid conflicts of interest
- Encourage participation in Hiring Equity and Accessible Interviewing training
Committee roles and tasks
Once the selection committee is established, they should discuss the following:
- Review work requirements as identified in the job description.
- Operational and departmental needs that may drive hiring decisions.
- Establish a recruitment timeline by working backwards from the desired start date. Consider all stages, including time for posting, sourcing, screening, interviews, reference checks and the job offer. Block time in calendars for key stages and commit to a schedule.
Establish roles including:
- Who will screen and short list resumes?
- Who will contact candidates?
- Who will develop and review interview questions and rubrics?
- Who will schedule interviews?
- Who will conduct reference checks?
- When will the selection committee regroup to discuss hiring decisions in order to make an offer?
Identifying the need for recruitment
The initial phase of any recruitment cycle is recognizing the need. It’s essential to conduct a thorough needs assessment during this phase to ensure the vacancy is genuine and that hiring a new employee is the best solution.
The first step in the recruitment cycle is identifying the need for hiring and having a clear understanding of why you are looking to fill a position. Conducting a thorough needs assessment prior to beginning the hiring process will ensure you can confirm that there is a vacancy that needs filling, and that hiring a new staff member is the way you want to move forward.
Common reasons for hiring
There are several common reasons for identifying the need to hire, including:
- Employee departure (retirement, resignation, transfer)
- Expansion or special projects
- New skill requirements
- Seasonal or temporary needs
- Matrix reporting within your Faculty/Department
Clearly defining the need behind your recruitment efforts helps set the foundation for the next steps. It ensures you are targeting the right candidates with the appropriate qualifications and skills, and that the role will fit into your broader team and organizational goals.
Conduct a needs assessment
When considering the need to hire, you should conduct a needs assessment. It is important to review hiring needs and determine if recruitment is required.
Start by reviewing and analyzing the following:
- Budget
- Job specifications
- Team structure
- Skills/qualifications needed
- Workload and current workforce evaluation
- Urgency and timing
- Skills needed
- Workforce planning and labour market conditions
Recruitment and temporary staffing support
Hiring Solutions can help provide recruitment expertise and provide end-to-end recruitment or short-term, casual, or contract staffing. Reach out to discuss what kind of support may work best for your situation.
Before moving forward, make sure to:
- Review the Employment Advertising Policy (HR11).
- Check the relevant Collective Agreement or Terms of Employment.
- Contact your Departmental HR representative for strategic advice.
Background checks
Some positions at the university require a background check due to the nature of work performed. Background checks help provide hiring managers with the information they need to make informed hiring decisions.
Background checks provide insight into financial, positional, legal and other aspects of a person’s history. It’s important for hiring managers to determine when and what type of check may be needed, and to only use these when and where appropriate. Checks should be requested only when it is related to the responsibilities of the position.
Hiring Managers who would like to request a background check should contact their HR Advisor or HR Director in Vancouver, or HR Associate in the Okanagan. If you would like to request a background check for faculty or Postdoctoral positions, please contact a Faculty Relations Senior Manager. Checks are facilitated through Central HR, and most use the external provider, Sterling Backcheck.
Determine if your position requires a background check determine
There are certain types of roles or responsibilities for which a specific check (or checks) should be considered. Central HR may provide assistance to hiring managers in order to help determine whether a background check is required.
UBC Vancouver: Please contact your HR Advisor or HR Director for guidance.
UBC Okanagan: Hiring Managers should defer to their HR Associate on determining the need for a background check.
There are a variety of factors to consider:
Types of background checks types
Below is a list of the various types of background checks and how they can be processed.
Background checks using Sterling Backcheck
- Enhanced Police Information Check (Enhanced Criminal Record Check): An enhanced search includes criminal convictions, pending charges, and outstanding warrants.
- Employment Verification: Confirms general employment details provided by a candidate.
- Professional Credentials Verification: Confirms professional designations and licenses provided by a candidate (e.g.: P.Eng, CPA, CFA, etc.) that are outlined as minimum or preferred qualifications in the position’s job description.
- Canadian Credit Inquiry*: Includes payment histories, bankruptcies, legal action, and collections activity.
- Canadian Drivers’ Abstracts: Provides driving history of employee/candidate including violations and accidents (both personal and commercial abstracts have applications).
- Social Media Checks*: Requires job candidates, as a condition of offer, to disclose the identity of all social media accounts to allow for screening of publicly posted information.
*NOTE: These are privacy-invasive and should only be conducted where the Financial and/or Positional Authority/responsibility warrants it. Hiring Managers must discuss with their HR Advisor or Faculty Relations Senior Manager prior to proceeding with this check.
Background checks NOT using Sterling Backcheck
There are some situations in which there may be a need or preference to complete certain background checks separate from those noted above through Sterling Backcheck. In such situations, the below-noted checks must be initiated by the unit.
- Criminal Record Check for Child Care workers: Positions in Child Care Services are subject to background checks under the Criminal Records Review Act (CRRA). This includes verification of Proof of Immunization (Ministry of Health), First Aid Certificate, Proof of Current Membership in ECEBC, IE-ECE License, and RCMP Criminal Record Check.
- RCMP Criminal Record Check (Standard Background Check): A national search for any criminal conviction for which the employee (or prospective employee) has not been pardoned and pending charges.
- Education Verification: Confirms educational credential details provided by a candidate (e.g.: Bachelor’s Degree, Master’s Degree, PhD).
Background check processes process
Checks are facilitated through Central HR, and most use the external provider, Sterling Backcheck. However, there are also a small percentage of checks that use a different process, including through the Criminal Record Review Program, depending on the role and the need.
The hiring manager is responsible for determining if a role requires a background check. If applicable, this requirement must be stated in the job posting. Prospective employees must be informed at the interview stage that a background check is required, and that any offer of employment is contingent upon the results of the background check.
Note: The background check process does not apply to existing employees, with the following exceptions:
- Employee does not have a background check on file and is moving to a position that requires one.
- The position is subject to a drivers’ abstract or Enhanced Police Information Check. Those should be done on a recurring basis (generally 5 years).
If any other circumstances exist in which you believe a current employee should be required to undergo a background check, please consult with your HR Advisor or Faculty Relations Senior Manager.
Critical incident response and aftercare
Guidance and resources for managers, leaders, or others who have supported a faculty or staff member who has experienced a critical incident or traumatic event.
A critical incident is any event that causes faculty or staff to experience strong emotional reactions that could affect their ability to function at work or at home. Examples include: death of a colleague, serious illness or injury, mass casualty incidents or collective tragedies, threats to safety, environmental disasters, geopolitical unrest, sudden restructuring or downsizing.
After the critical incident or traumatic event, there are steps you can take to continue supporting your colleague and informing Human Resources to support you.
Immediate aftercare checklist
Continue to check in on how individuals are doing
Everyone reacts differently to adverse incidents and events and this can show up in how they feel or act. Watch for changes in behaviour and respond in a caring way. You can use UBC’s Mental Health Continuum for Leaders to help guide you to locate resources and support throughout an employee’s recovery.
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