RECRUITMENT HR on tap - Employment Essentials For Liquor Industry Employers - Able BC
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HR on tap
RECRUITMENT
Employment Essentials
For Liquor Industry Employers
First Edition, September 2018
© 2018 go2 Tourism HR Society. All rights reserved. No part of this guide may be reproduced in
any form or by any means, electronic or mechanical, without permission in writing from go2HR.
This document is intended for illustrative and general information purposes only, and it does
not constitute legal advice of any sort.
As individual circumstances will vary, readers who wish to utilize, or have questions about,
this document or any information provided in connection with it, are encouraged to contact a
lawyer for specific answers and/or legal advice. We cannot and do not warrant or guarantee
the quality, applicability, accuracy or completeness of this document or the associated
information.
If you require legal advice, we would be pleased to provide you with a referral to an appropriate
legal resource.
Finally, providing this document and associated information does not create any lawyer-
client relationship and, as such, you should not provide us with any unsolicited confidential
information or material. Unsolicited information and material will not be treated as confidential
and will not be protected by lawyer-client privilege.
2
ABOUT THE HR ON TAP SERIES
As a leading voice of BC’s multi-billion-dollar private liquor and cannabis industries,
BC’s Alliance of Beverage Licensees (ABLE BC) is pleased to partner with go2HR to offer this
employment guide, HR On Tap: Employment Essentials for Liquor Industry Employers.
Whether you’re a long-time operator of a thriving business or are still getting your feet wet
as a new licensee, building a safe and inclusive workplace culture will be a vital part of your
success. Our goal with HR On Tap is to help you establish the best possible HR policies and
procedures to recruit, train, retain, and if necessary dismiss employees. At the end of the day,
it will help you protect your most important and valuable resource: your people.
As the HR experts for BC’s tourism and hospitality industry, go2HR has been instrumental
in promoting HR best practices in our industry. I am immensely grateful for their generous
support in producing this guide.
– Jeff Guignard, Executive Director of ABLE BC
About go2HR
go2HR is BC’s tourism and hospitality human resource association. As labour market specialists,
we coordinate the BC Tourism Labour Market Strategy and give businesses the HR support
they need to succeed.
We are pleased to partner with ABLE BC to offer this guide and we look forward to continuing
to support ABLE BC members by providing direct access to:
• the advice of human resources and occupational health and safety professionals
• industry recognized certifications (such as SuperHost, Serving It Right, FOODSAFE,
Foundations of Workplace Safety)
• a wealth of resources on the go2HR website
• a Job Board that is free and only for the BC tourism and hospitality industry.
Additional HR On Tap: Employment Essentials for Liquor Industry Employers guides will be
developed. Topics to include:
• Employee Retention & Engagement
• Orientation & Training
• Employee Terminations
3
CONTENTS
Operating A Licensed Establishment In British Columbia ...............................................5
Planning To Hire ....................................................................................................................6
Six Questions To Consider Before Hiring ����������������������������������������������������������������������������������������������6
Creating A Great Job Description: Roadmap To Successful Hiring ������������������������������������������������7
Preparing A Hiring Timeline & Checklist ������������������������������������������������������������������������������������������������9
Sourcing Top Applicants .....................................................................................................11
Where To Find Your Ideal Candidates .................................................................................................. 11
5 Questions To Ask Before Posting Your Job .................................................................................... 12
Building A Diverse Workforce ............................................................................................16
Selecting Your New Employees .........................................................................................20
Five Steps To Effective Resume Screening ���������������������������������������������������������������������������������������� 20
How To Conduct A Great Job Interview ���������������������������������������������������������������������������������������������� 22
How To Conduct Reference Checks ���������������������������������������������������������������������������������������������������� 25
How To Select The Best Candidate ����������������������������������������������������������������������������������������������������� 26
Making The Employment Offer ..........................................................................................27
Tools & Templates ............................................................................................................... 30
Sample Job Descriptions ������������������������������������������������������������������������������������������������������������������������� 30
Template: Job Description ����������������������������������������������������������������������������������������������������������������������� 33
Sample Job Postings �������������������������������������������������������������������������������������������������������������������������������� 34
Template: Reference Check Form ��������������������������������������������������������������������������������������������������������� 36
Tool: Sample Employment Letter ���������������������������������������������������������������������������������������������������������� 37
go2HR Contacts & Quick Reference Links ...................................................................... 39
“To be truly successful in today’s labour climate, organizations must put their
employees first. Good people management practices help to attract and retain
top talent and allow you to utilize the skills of your employees to best serve
your customers and meet your business objectives.”
Arlene Keis
CEO, go2HR
4
OPERATING A LICENSED
ESTABLISHMENT
IN BRITISH COLUMBIA
Are you noticing fewer applicants for your available positions or, perhaps, more applicants
who are less than adequately qualified? Are you experiencing a high rate of staff turnover or
wondering how to better engage unmotivated employees?
The Food Services and Drinking Places industry is a large industry and employs 6% (145,000)
of BC’s workers. The industry benefits from increasing tourism activity and strong consumer
spending, and is expected to have about 48,000 job openings over the next ten years to
2027.¹
Liquor sales contribute over $1 billion of direct revenue to the BC government. Of the over
$3.2 billion in annual liquor sales in BC, 50% are from the private sector. BC’s private liquor
industry is made up of nearly 3,000 small businesses (liquor stores, pubs, bars, nightclubs,
etc.) and employs tens of thousands of people.²
A growing economy and severe labour shortages due to business development, low
unemployment rates, changing employee expectations and a declining youth population
mean that BC employers are having to compete to recruit and retain quality workers.
Regardless of the type of business you operate, one thing is certain: to successfully attract
and retain skilled workers, you need to have a good understanding of effective human
resources (HR) practices and implement them in your business. A skilled and experienced
employee team will help your business achieve its potential during times of economic growth,
and weather times of economic stress.
The tourism and hospitality industry faces ongoing labour force challenges that could leave
the industry vulnerable. Employers are increasingly finding themselves competing with other
sectors for available workers, while simultaneously addressing ongoing demographic changes
in the labour force—most notably a declining youth population—and a growing dependence
on migrant workers (i.e. people moving to BC from other provinces or other countries).
Business success can never be achieved alone. It takes a good team—and the right team—
for you and your business. So how do you find, attract and keep the right people for your
business? By putting employees first. Some of the overall benefits of good HR practices
include higher employee satisfaction, lower staff turnover, superior customer service and, of
course, increased profitability.
5
PLANNING TO HIRE
SIX QUESTIONS TO CONSIDER BEFORE HIRING
Busy employers who are short-staffed quite often find themselves jumping into the hiring
process as an immediate need arises to fill a position. If you want to increase your success rate
and save valuable time and resources by hiring employees who can quickly fit well into your
company, consider the following questions before you begin the process.
1. How many new employees do I need?
By planning staffing needs in advance, you will be able to determine how many new employees
are needed and when. Consider upcoming business volumes, staff leaves, sick days, vacation,
back-to-school, etc. Do you really need more or can existing employees be cross-trained to
cover shifts or tasks?
2. What should I budget for a new employee?
Your budget for a new employee will need to cover their basic wage/salary plus approximately
12-20% of the wage to cover statutory requirements (Canada Pension Plan (CPP), Employment
Insurance (EI), WorkSafeBC, vacation pay, etc.) This could increase to approx. 17%-25% of
the wage if additional benefits are provided (e.g. extended health or RRSPs) or more if your
business is subject to the new Employer Health Tax.
Note: Actual costs will vary greatly between employers, depending on the benefits provider,
benefits packages, size of the employer, etc.
You should also consider costs such as specialized training that your new employee may
require, uniforms, or other resources required for them to do their job.
6
3. What type of employee do I need?
Do you require full-time, part-time, permanent or seasonal employees? What skills or
experience do they need to have? What skills can you teach?
Think outside the box. As your business evolves, the people you have always hired may not
be the type of staff you need moving forward. Consider hiring individuals who may bring new
skills or a more diverse mix to the workplace.
4. What do I need my new employee to do?
Ensure that you have a job description in place and a clear understanding of the duties and
responsibilities for each position. Use this information to write the job posting.
5. When do I need the employee to start?
Depending on labour market conditions, it could take several weeks, or even months from
the time a position is advertised to the time a new employee actually begins working and is
productive. Longer for more skilled or senior positions.
6. Where can I find my ideal candidate?
Similar to consumer marketing, think of recruitment as marketing for potential employees.
Target your recruitment efforts in places where qualified candidates can be found. Be creative
and open to hiring a diverse workforce.
RESOURCES
uuPlanning the steps in your recruitment
uuWhere to Find Your Ideal Candidates (p.11)
CREATING A GREAT JOB DESCRIPTION:
ROADMAP TO SUCCESSFUL HIRING
A job description is your road map to hiring success. It is the most effective tool for identifying
job requirements and detailing information that will form the basis for your hiring decision.
Being clear from the beginning about the duties, responsibilities and qualifications required
for the position will make every step of the hiring process easier.
The following are some guidelines on how to create an effective job description:
Be clear on the reporting relationships for the position.
• Identify who the position reports to and who reports to the position
7
Identify the main duties and
responsibilities of the position. TAKE THE TIME TO HIRE
• Summarize the most critical or important THE BEST CANDIDATE
functions, what makes the job important
to the organization
Settling for unqualified candidates can put
• List the daily, weekly, monthly and
your business at risk, including diminished
annual tasks or responsibilities of the
position
customer service and increased employee
• Use descriptive verbs to identify the
turnover. In contrast, finding and keeping
skills required (e.g. manage serving great employees can have an enormously
staff, resolve customer complaints, positive impact. Investing the time to
coordinate shift schedules) interview thoroughly will result in stronger
hiring decisions that will positively impact
customer service and your bottom line in
Be specific about the qualifications, the long-term.
skills and experience required.
• Specify requirements for education, A note of caution: Once you decide whom
experience, technical skills (e.g. high to hire, move quickly to make an offer or
school diploma or equivalent, Point-of-
risk losing them to another employer.
sale POS and cash handling experience)
• Identify soft skills that an employee
must have to be successful in the
position (e.g. ability to solve problems with staff and guests tactfully and efficiently)
• Specify to what degree the candidate needs to possess the required skills or experience
(e.g. 1-2 years of experience in a retail position)
• List any required training or certifications (e.g. SuperHost, FOODSAFE, Serving It Right,
First Aid certificates)
• Identify any additional education, experience, skills and/or training that is not required
for the position, but would be an asset if a candidate were to have them
Be realistic.
• In a tight labour market you will need to cast the recruitment net as wide as possible
to capture as many qualified candidates as possible. Be open and consider transferable
skills and experience, especially when considering workers with international experience.
• Determine how much training can and will be provided to new employees. Do they need
to have the necessary skills to start with or will you train them?
Include training and development opportunities relevant to the position, if applicable.
• Include all possible career paths for the position
8
Provide an overview of the working conditions/work environment & physical
requirements.
• Identify the working hours, overtime expectations, location of work, travel or physical
requirements, etc. (e.g. shifts will be on rotation and include evenings and weekends)
• Identify the physical requirements for the position, if any. (e.g. Requires standing for
long periods and the ability to lift a minimum of 10 kg.)
• Important: Be sure that all physical requirements are bona fide, necessary in order for
someone to successfully be able to perform the work. If not or you are unsure, do not
list them.
TOOLS
uuSample: Job Description (p.30)
uuTemplate: Job Description (p.33)
PREPARING A HIRING TIMELINE & CHECKLIST
• In order to determine when and where to start the recruitment process, begin by
identifying a date when you need the position to be filled (e.g. do you need the new
employee to start training by June 1 or be fully trained and productive by June 1?).
• Work backwards from the required start date. Apply dates and durations for each step
in the recruitment process, based on your business. This will enable you to determine
when you need to start recruitment activities (e.g. 1-2 weeks for interviewing, 1 week for
reference checks, 2 weeks’ notice for employees to resign from current employer, etc.).
• Factor in orientation and training time for the new employee.
RECRUITMENT PROCESS CHECKLIST
¨¨Determine the best places to post your job (where qualified candidates will most likely
see your postings). Consider both online and offline resources.
¨¨Create a job description or ensure existing one is current.
¨¨Create the job posting.
¨¨Post the job.
¨¨Screen resumes as received to determine which candidates to interview.
¨¨Arrange and conduct job interviews.
¨¨Conduct reference checks.
¨¨Select the best candidate for the position. Make job offer.
¨¨Candidate accepts offer, signs employment contract and gives notice to current employer
(if working).
¨¨Employee starts work; training and probationary period begins.
¨¨Training period completed.
9
EMPLOYERS IN ACTION
THE HEID OUT RESTAURANT & BREWHOUSE
Heidi Romich, Owner of The Heid Out
Restaurant and Brewhouse in Cranbrook
has found success recruiting and retaining
top culinary talent through developing a
workplace culture that attracts and supports
culinary apprentices. As a result, recruitment
for culinary and other positions is no longer
a challenge thanks to almost 100% employee
retention and a strong employer brand.
Heidi’s belief in the value of apprenticeship
programs dates back many years: in 2008, she
worked with the Industry Training Authority
(ITA) to successfully pilot the challenge process
for the Red Seal certification for a long-time
and deserving employee. She also actively
engages with local culinary students as an
auxiliary instructor with The College of the
Rockies Culinary Arts program in Cranbrook.
With 14 people on their culinary team, they
have been instrumental in the education of
seven Red Seal chefs and three apprentices;
one of their Red Seal chefs is also currently
pursuing a Baker Apprenticeship.
10SOURCING TOP APPLICANTS
WHERE TO FIND YOUR IDEAL CANDIDATES?
With ever-increasing competition from other businesses and industries, employers need to
be more creative to attract qualified staff. Savvy employers are increasingly using tactics,
once used to attract customers, to attract prospective employees as well.
Choose the recruitment methods that will bring you the greatest return on your investment
and help target the candidate profiles and skill sets that you are looking for. The following are
a few helpful ideas to get you started:
Employee & Word of Mouth Referrals
Ask for referrals from your current high-performing employees, business contacts, suppliers,
friends and family. These individuals will often know others who would be a good fit with your
company.
Consider offering financial or other incentives for employees who provide successful referrals.
TIP
uuTalk to opposite-season employers in your community who may have
staff available when you need them.
1112
Online
From posting jobs to reviewing resumes and interviewing candidates, there are a number of
ways that employers can take their job search online:
• Post job openings on your company website
• Post jobs on other job search sites where your target/qualified audience will see them
(e.g. industry specific job boards, etc.)
• Search for job seekers and view resumes on resume-posting sites (e.g. Indeed, LinkedIn)
• Market job openings on company blogs and social media streams (e.g. Twitter,
Instagram, Facebook)
• Host a virtual job fair
TIP
uuCreate a separate careers page if you don’t already have one.
Industry & General Job Boards
go2HR’s Job Board is free to use and only for BC’s tourism and hospitality industry. It has
options to post a range of positions, from front-line to senior executive, seasonal to full-time,
and everything else in between.
RESOURCE
uuSee the Quick Reference section (p.39) of this guide for a list of job
board websites.
Online Classifieds
Depending on the demographic that you are trying to reach, online newspaper classified
advertising remains another way to raise awareness of all levels and types of job openings
(e.g. Kijiji, Craigslist).
Job & Career Fairs
Even if you only have a few job openings, consider attending local job fairs or hosting open
houses as a way of introducing your company to potential candidates and raising awareness
of opportunities within your business.
Check the go2HR Events Calendar for upcoming local college or university job fairs. Hosting
a job fair at your location? Log in or register for the go2HR Job Board and post your event
onto the events calendar.
TIP
uuWhen attending fairs, create a 1 page handout for job seekers detailing
jobs you offer, how to apply and most importantly why they should
apply with your company! What’s in it for them?
13Professional Associations and Special Interest Organizations
Trade associations and special interest organizations often provide opportunities for
employers to connect with their members. Posting jobs on their job boards (if they have
one), and attending networking and other events can help you in spreading the word about
openings in your business.
Examples of associations and organizations include:
• BC’s Alliance of Beverage Licensees (ABLE BC)
• Tourism Industry Association of BC (TIABC)
• BC Hotel Association (BCHA)
• BC Chefs Association
• Okanagan Chefs Association
• Affiliation of Multicultural Societies and Service Agencies of BC
• CARP – Canada’s Association for the 50 Plus
• BC Association of Aboriginal Friendship Centres
Schools
High schools, colleges, universities and trade schools represent good potential sources of
employees. The go2HR Tourism Training Map provides a list of schools and contacts that
offer hospitality/tourism programs around the province.
BC high school students have the opportunity to earn credits through 120 hours of work
experience. Contact your local school district career coordinator to learn more about how
you can be involved with Work Experience 12.
For more information about specific schools, co-op programs, speaking opportunities etc.
please contact schools directly.
Recruitment Agencies and Search Firms
Recruitment agencies and search firms may be an option for employers looking to outsource
some or all of their recruitment process.
These agencies can handle all aspects of recruitment, up to and including negotiating an
employment offer, and are particularly useful for finding short-term employees, senior level
hires or positions where qualified candidates are difficult to find.
TIP
uuEnsure you are fully aware of all contract details before signing with a
recruitment agency (e.g. fees, timelines, process if a placement doesn’t
show up or work out, cancellation policy, etc.)
14Consumer Advertising
Devote a portion of your traditional advertising budget to recruitment marketing (store/
window displays, social media videos, billboards or traditional media advertising, job fairs,
online ads).
Combine consumer marketing messages with recruitment messaging. Create social media
videos or image campaigns that showcase your products/services AND how much fun your
employees have making/delivering/selling them, etc.
RESOURCE
uuSourcing section of the go2HR website
TOOL
uuSample Job Postings (p.34)
EMPLOYER IN ACTION
CASCADIA LIQUOR STORES
With seven locally owned locations across
Vancouver Island, ABLE BC’s 2017 Liquor
Retailer of the year, Cascadia Liquor employs
100-150 people in a range of full-time, part-
time and seasonal positions.
To help source top quality candidates they
offer an employee referral program. Current
employees who refer a candidate receive an
incentive bonus when their referral is hired
and another after the new hire passes their 3
month probationary period.
They also offer a range of employee perks and
benefits, including: extended health & dental
benefits, milestone anniversary gifts, years
of service vacation increases, partial tuition
reimbursement for job-related courses, paid
volunteer days, entry to community events
(TC10K, Victoria Marathon, etc.) and employee
discount cards for all Truffles Group businesses.
15BUILDING A DIVERSE WORKFORCE
The tourism and hospitality industry has traditionally relied heavily on the youth population
for its workforce. According to Tourism HR Canada, one-third of the tourism workforce in
British Columbia in 2016 was composed of employees aged 15-24.³
With changing demographics, this traditional entry level labour pool is shrinking dramatically.
Since employers can no longer expect to place a flood of young people into positions, you
may need to consider how you can attract and retain a diverse range of candidates, including
those from potentially untapped labour pools. Some of these labour pools may include
Indigenous youth, baby boomers, new immigrants, foreign-trained workers and persons with
disabilities.
INDIGENOUS YOUTH
Indigenous youth are currently BC’s fastest growing youth demographic.
• The average age of the Indigenous population was 32 years in 2016, compared to 41
years for the non-Indigenous population.4 A Statistics Canada 2015 Labour Force Survey
noted there are about 40,000 Indigenous youth in BC between the ages of 15 and 24.5
• Children and youth aged 24 and under made up almost one-half (43%) of all Indigenous
people in BC, compared to 29% for the non-First Nations population.
Many First Nations communities are getting increasingly engaged in the tourism industry and
are encouraging their youth to train in this field. For example, the Squamish Nation has been
delivering the Aboriginal Youth Ambassadors training program since 2000. This program
provides training activities designed to make participants proficient in the skills necessary to
succeed in the tourism industry.
16BABY BOOMERS IN THE WORKPLACE
In 2016, 18% of BC’s population reached 65 and older. This number is projected to reach 24%
by 2030.6
With a rapidly aging population in Canada and BC, Baby Boomers represent an increasingly
important source of workers for many tourism businesses. These workers typically bring a
strong work ethic, lots of life experience, and a range of skills to the workplace.
RESOURCE
uuThe go2HR Baby Boomer Tool Kit helps employers create strategies to
diversify workforce demographics to lessen the impact of current and
emerging labour shortages.
NEW IMMIGRANTS
With more people now leaving the workforce than entering it, many communities are facing
a shortage of workers and skills. The expectation is that workers immigrating to Canada will
be necessary to meet growing labour demands.
RESOURCE
uuImmigrant Employment Council of BC is a non-profit organization
that works to connect immigrants to employment that matches their
knowledge and experience.
INTERNATIONALLY TRAINED WORKERS
There are a variety of programs that employers can look to as a resource, depending on the
position(s) and target group of interest.
Temporary Foreign Worker Program
This Federal government program allows eligible employers to hire foreign-trained workers
to work in Canada for an authorized period of time.
RESOURCE
uuTemporary Foreign Worker Program
17International Experience Canada (IEC)
The IEC program provides eligible foreign youth with a work permit (typically valid for 12
to 24 months, some renewable) to work for any employer in Canada. The IEC Program has
three streams:
• Working Holiday (open work permit)
• Young Professionals (employer-specific permit)
• International Co-op (employer-specific permit)
RESOURCES
uuImmigration Refugees and Citizenship Canada (IRCC)
uuSWAP is a non-profit organization of the Canadian Federation of
Students, and helps international youth plan their working holidays.
Interested employers can advertise jobs free of charge to SWAP
participants.
TIP
uugo2HR has a list of agencies from many countries around the world that
send youth to Canada for work and travel. To access this list of agencies,
please contact go2HR (p.39).
Mobilité Francophone
Since June 2016, the Mobilité Francophone stream of the International Mobility Program is
available for employers to recruit French-speaking foreign workers, to work in any province
or territory outside of Quebec.
This Labour Market Impact Assessment (LMIA)-exempt stream applies only to skilled positions
within specific National Occupational Classification (NOC) codes (e.g. Chefs, Cooks, F&B
Supervisors/Managers).
RESOURCE
uuMobilité Francophone: How BC Tourism and Hospitality Employers Can
Recruit Skilled Talent from Brussels
International Students
International students are a great source for potential employees. Most post-secondary
schools in BC have a significant number of international students who are able to work up to
20 hours/week while class is in session and full time during scheduled breaks.
RESOURCE
uuHire International Students
18PERSONS WITH DISABILITIES
In 2012, almost 3.8 million Canadians, or 13.7 per cent of the population, identified themselves
as having a disability.
According to Spinal Cord Injury BC, many myths exist that keep people with disabilities from
entering the workforce. The fact is that people with disabilities are no less reliable, talented
or productive than their peers.
A number of organizations offer information and support to help employers connect with
candidates in this under-represented labour pool, including:
RESOURCES
uuAccessible Employment BC: Free job board. This site also offers a
wealth of resources for employers.
uuHire for Talent: Website, videos and employer toolkits aimed at small
business across Canada.
uuPresident’s Group: Resource tools for BC employers.
uuCanadian Business SenseAbility: Employer resources to help organiza-
tions become more accessible and inclusive of people with disabilities.
“Being part of the community as a whole is important to us, thus we hire diverse
teams in all our business models… the more diverse your team is, the more
diverse your customer base is.”
Troy Bilodeau
Berezan Management LTD. & Berezan Hospitality Group
Langley, BC
19SELECTING YOUR NEW EMPLOYEES
During a busy working season, it is easy to hire less-than-ideal candidates to fill urgent or key
positions. Often, the result is more work for you. Therefore, making a hiring decision is one
of the most important decisions you can make.
In this section, you will learn how to screen resumes, conduct reference checks and interviews,
make the employment offer and create a total compensation package—all aimed at assisting
you in attracting quality new candidates.
FIVE STEPS TO EFFECTIVE RESUME SCREENING
The goal of screening resumes is to select the most qualified applicants to interview, so you
do not waste time (yours and the applicants’) interviewing candidates who are not suitable
for your available position(s).
The following infographic provides steps to help you efficiently screen resumes and identify
the most qualified applicants for further consideration.
2021
HOW TO CONDUCT A GREAT JOB INTERVIEW
Job interviews provide employers with an opportunity to meet candidates and assess whether
or not their skills and qualifications fit with the needs of the position, current team and the
culture of the business.
1. Prepare For The Interview In Advance: Start With The End In Mind
Choose an interview location that is quiet and free from distractions.
Prepare to introduce yourself, your role, and make the applicant feel at ease. Provide an
overview of the company, philosophies, products and services and the position they have
applied for.
Consider involving other managers, supervisors or front-line employees in the interview and
selection process. Each will provide different perspectives of their potential future colleague
or direct report.
2. Choose Interview Questions That Are Relevant To The Position
Prepare questions (and expected answers) prior to the interview and ensure they focus on the
skills, qualifications and experience contained in the job description.
Review candidate resumes in advance. You may also want to ask questions to clarify
information provided (e.g. durations of previous employment, specifics around previous
responsibilities, etc.)
The most effective type of interview question is one that encourages candidates to describe
what they have actually done in the past as opposed to focusing on hypothetical “what would
you do if...” questions or those that only require a simple yes/no answer.
For example: “Describe a time when you handled a customer complaint. What was the
situation that caused the complaint? What steps did you take to handle it, and what was the
outcome?”
3. Listen To Your Intuition, But Do Not Settle On Your First Impression
Try to avoid basing your decision on a first impression. Give candidates ample time to answer
the questions or be open-minded to the responses you receive. Remain objective throughout
the interview. Even if the applicant makes a statement you disagree with, do not interrupt,
dispute or express judgement.
Listen to your intuition, but ensure it is supported by what you have heard and seen during
the interview. Avoid making a hiring decision simply based on ‘having a good feeling about’
or ‘liking’ a candidate.
224. Ensure Human Rights Compliance
To protect both your and the candidate’s rights, it is important to be familiar with the
fundamental principles of human rights legislation and how it applies in the context of job
interviews. Also ensure that the questions you ask are not viewed in any way as discriminatory.
Human rights legislation prohibits discrimination based on a series of specific protected
grounds (e.g. race, colour, religion, gender identity or expression). Interview questions and
the rationale for candidate selection should steer clear of these protected grounds and
focus strictly on determining the applicant’s ability to perform the essential duties of the
available position.
RESOURCES
uuHuman Rights Code section on the go2HR website
5. Be Consistent
Use a consistent list of questions for all candidates. This ensures you can make a fair comparison
after the interviews are completed.
Take notes so that you remember who said what during the interview.
As part of the interview process, strive to identify candidates’ strengths and weaknesses as
well as their plans and career aspirations.
6. Practice Active Listening
Observe the 80/20 rule: the candidate talks 80% of the time and you ask questions, or answer
the candidate’s questions, 20% of the time.
Give the candidate an opportunity to ask you questions about your company and business
philosophies. The questions they pose will give you an indication of the type of person they
are and what issues interest them.
7. Promote Your Employer Brand
The interview is also a time for you to promote your employer brand and ‘sell’ the candidate
on why they should want to work for your company.
Word-of-mouth is a strong marketing tool, so each candidate should be treated as a guest or
potential client of the company.
RESOURCE
uuEmployer Branding: Branding Your Company as an Employer of Choice
238. Evaluate Interviews & Follow Up
After each interview, evaluate each candidate based on his/her answers to your interview
questions. For each interview question determine what type of response would ‘meet,’
‘exceed’ or ‘not meet’ the criteria for the question.
Based on this rating, you can then evaluate the candidates more objectively and compare
them with one another. In addition to the candidate’s skills and experience, ensure you assess
their ‘fit’ with your working environment and culture.
Always follow up with candidate you have interviewed, regardless of whether or not they
were ultimately selected. This helps build a relationship with the candidate and a possible
advocate (word of mouth) for your employer brand. They may not have been suitable for the
current position but may be a great candidate for other future positions.
If appropriate, encourage candidates to keep in contact with you and/or keep an eye on your
company website and reapply should other employment opportunities arise in the future.
“It’s easy to let the conversation be guided by the applicant and once the
interview is over you realize that you forgot to get to key points. Having a
structured system (interview process) helps you get back/stay on track. It also
makes it a level playing field for all applicants.”
Troy Bilodeau
Berezan Management LTD. & Berezan Hospitality Group
Langley, BC
24HOW TO CONDUCT REFERENCE CHECKS
Although most companies ask for references, few actually follow through on the reference
check. To ensure you hire the best candidate for a position, checking references with previous
supervisors is strongly encouraged.
• Once you have a shortlist of one to three candidates, check a minimum of two recent
employment references for each candidate.
• Advise each candidate whom you would like to speak with (e.g. their three most recent
work or volunteer-related supervisors or managers) regarding their application.
If a previous employer refuses to provide a reference this should not necessarily be held
against a candidate, as it may simply be the employer’s company policy and not specific to
the individual. Some employers may refuse to provide references based on concerns over
legal ramifications and only confirm dates of employment and the last position held. This is
still important information and should be verified.
TIP
uuIf a reference refuses to provide information, try asking if they would re-
hire the candidate in the future. Their response (what they say and how
they say it) will provide you with insights.
RESOURCES
uuPersonal Information Protection Act (PIPA) and the Hiring Process
uuHow to conduct effective reference checks
TOOL
uuReference Check Form (p.36)
“While we actively educate all employees on product knowledge, finding
employees with a good work ethic in this labour market is becoming extremely
difficult. This is something that is very hard to teach so you have to be smart
about where you look, and when you find candidates with this attribute you
must invest in them so they become long-term employees.”
Jeremy Pott
Regional Operations Manager, Cascadia Liquor
25HOW TO SELECT THE BEST CANDIDATE
When the evaluation process is complete, you are ready to make a final hiring decision.
Take time to review your shortlist of candidates and evaluate each person’s performance
throughout the entire recruitment process (interviews, reference checks, etc.), based on the
job description and requirements.
As a final check, review the candidate selection checklist below and ask yourself these
important questions:
CANDIDATE
SELECTION
CHECKLIST
Ask yourself these questions before making a final hiring decision:
Yes No Will the candidate's knowledge, skills and abilities fill the
gaps on our team?
Will the candidate help us create a dynamic, diverse
work environment?
Will the rest of our employees be excited about this
candidate joining the team?
Will this candidate be a brand ambassador and
contribute to our corporate culture?
Is this the best candidate we can possibly expect, or
should we keep looking?
If you answered 'Yes' to all of these questions, then what are you waiting for?
If you answered 'No' to any of these questions, you may want to re-evaluate or
consult your team before making an offer.
26MAKING THE EMPLOYMENT OFFER
After selecting the best candidate, you need to make a job offer. A verbal job offer must be
followed by a formal written employment offer to ensure that you and the candidate are fully
aware of the terms and conditions of employment.
Employment Offers
Some employers may choose to make a verbal offer prior to formalizing the agreement in a
written contract. When making a verbal offer, ensure you:
• Congratulate him/her on being the successful candidate.
• Enthusiastically welcome him/her to your team.
• Re-state the position for which the candidate is being hired.
• Inform him/her of the starting wage you offer, as well as hours/days of work, benefits,
vacation time and any other relevant information.
• Confirm the start date and time.
• Inform the candidate of any training programs he/she will be attending on the first day,
including length and expectations.
• Inform him/her of dress code standards.
• Inform the candidate that this information will be put into a formal letter or contract for
his/her review and signature.
Once these details are agreed upon, make sure that all details are also stated in the written
offer you provide for the candidate’s signature.
Be sure to provide a reasonable timeframe for signature, so that they can consider and clarify
any terms of the offer.
Be prepared to negotiate your terms and conditions, if appropriate.
Important: Be sure that employees sign the contract before they begin work.
27WHAT TO INCLUDE IN AN EMPLOYMENT OFFER
Be sure to include all of the following components in job offers:
• Position title
• Basic duties and responsibilities (attach a copy of the job description)
• Position status (part-time, full-time, seasonal, temporary full-time)
• Start date
• End date (for all seasonal positions)
• Performance review expectations
• Salary and overtime
• Work schedule
• Probationary period
• Benefits and insurance entitlement
• Vacation entitlement and statutory holidays
• Union contract (if applicable)
• Training programs
• Bonus plan information, if applicable, and eligibility requirements
• Termination provisions
• Reference to an Employee Handbook and/or any other included attachments/schedules.
TOOL
uuSample Employment Letter (p.37)
SEASONAL EMPLOYMENT CONTRACTS
In order to avoid the possibility of seasonal employees claiming continuous employment, it is
recommended that employers take the following steps when re-hiring seasonal employees:
1. Require ALL returning employees to reapply for seasonal positions
2. Do not automatically guarantee return seasonal employment
3. Use employment agreements or contracts that specify clear term (start and end) dates
of employment
4. Do not let seasonal employees work past the contracted end date of employment.
If necessary, have them sign another contract for another specific term.
28EMPLOYERS IN ACTION
BLACK BEAR NEIGHBOURHOOD PUB
According to Grant Dawson, General
Manager of the Black Bear Neighbourhood
Pub in North Vancouver BC, finding and
keeping staff in their operations today is
more challenging than ever. Being able to
recruit staff that live in the same area as
they work is important and increasingly
difficult as affordable housing options
become more scarce.
In their efforts to attract top talent, Grant and
his team strive to offer win/win schedules
for staff and provide a work place environment that meshes with their employee needs. Offering
scheduling flexibility as well as perks and incentives which include staff discounts at their sister
store and pub, extended medical and dental benefits, life insurance and staff education also
helps to maintain a positive work environment. “Having a contented employee base also gives
them (employees) the confidence to recommend their place of employment to others in their
network that would be potential hires.”
29TOOLS & TEMPLATES
SAMPLE JOB DESCRIPTION: BARTENDER
Company: The Bar
Position: Bartender
Reports To: Food and Beverage Manager
The Bartender is responsible for providing guests with a range of handcrafted cocktails and
beverages. This position plays a key role in creating memorable guest experiences through
consistent, timely delivery of bar and beverage service while maintaining a safe and clean
workspace in a fast-paced environment.
Duties & Responsibilities
• Ensure positive guest experiences in which every guest feels important and well
attended to, while accurately mixing and serving alcoholic and non-alcoholic beverages.
• Assist guests in a courteous, prompt and professional manner in all interactions.
• Follow company standards to ensure that product is of the highest quality in taste and
appearance to satisfy guests and maximize bar revenues.
• Fulfill beverage orders for Servers in a friendly and efficient manner.
• Participate in and foster positive team relations with Servers, fellow Bartenders, other
department teams and management.
• Follow all Provincial and local guidelines for responsible alcohol service.
• Prepare and present drinks in a consistent and efficient manner and according to policies
and legal requirements.
• Maintain a clean bar area, ensuring bar top continually wiped, cleaning up spills
immediately to avoid slipping hazards.
• Follow sanitary practices for food handling, general cleanliness, and maintenance of bar
areas.
• Restock bar with beer, liquor, wine, glassware, juices, etc. ensuring proper product
rotation.
• Demonstrate a thorough knowledge of food and beverage products, offerings, menus
and promotions.
• Take initiative and be creative in resolving guest challenges and concerns, raising to a
supervisor as necessary.
• Perform other related duties, tasks and responsibilities as required from time to time.
• Assist with beverage inventory and reconciliation.
30Requirements/Qualifications
• Serving It Right Certification and age 19 years or older to serve alcohol.
• Previous bartending experience is essential.
• FOODSAFE Level 1, required.
• Knowledge of beer, wine, and spirits and familiarity with standard drink recipes.
• Exceptional focus on service excellence and ability to connect easily with guests.
• Strong team orientation as well as an ability to work independently.
• Ability to work well in a high-volume, fast paced environment.
• Strong communication and interpersonal skills.
• High school diploma or equivalent
• SuperHost certification, an asset
• Emergency First Aid Safety Oriented for Industry (OFA Level 1 Equivalency), an asset
Working Conditions
• Scheduling flexibility is required to meet operational needs.
• Hours may be extended or irregular to include nights, weekends and holidays.
• Overtime may be required.
31SAMPLE JOB DESCRIPTION: COOK
Company: The Bar
Position: Cook
Reports To: Executive Chef
The Cook is responsible for preparing/assisting with the preparation of soups, meats, gravies,
vegetables, desserts, and salads. The Cook may assist with ordering supplies, keeping records
and accounts, and assist with menu planning for events.
Duties & Responsibilities
• Ensure that meals are prepared in a timely manner.
• Prepare and follow a daily prep sheet to indicate levels on hand and amounts required.
• Clean and organize the kitchen at all times. Follow all required checklists and cleaning
schedules during and after shift.
• Assure the proper care and maintenance of all food service equipment; identify
equipment needs for food preparation and service.
• Ensure food quality by maintaining high levels of cleanliness, organization, storage, and
sanitation of food products.
• Maintain a positive attitude that promotes teamwork within the restaurant.
• Other duties as required.
Requirements/Qualifications
• Minimum of 2 years previous cooking experience within a commercial kitchen.
• Passion for food and producing creative dishes.
• Open and flexible scheduling availability, including evenings and weekends.
• Ability to perform the physical requirements of the position, which includes standing for
long periods of time.
• Ability to adapt in a fast paced, constantly changing environment.
• Professional Cook 1, required.
• FOODSAFE Level 1, required.
• SuperHost certification, an asset.
• Emergency First Aid Safety Oriented for Industry (OFA Level 1 Equivalency), an asset.
Working Conditions
• Scheduling flexibility is required to meet operational needs.
• Hours may include nights, weekends and holidays.
• Overtime may be required.
32TEMPLATE: JOB DESCRIPTION
Company:
Position:
Reports To:
Job Overview
Duties & Responsibilities
Requirements/Qualifications
Working Conditions
33SAMPLE JOB POSTING: COOK
Locally owned and operated in Victoria BC, The Bar is Victoria’s busiest bar and restaurant.
From humble beginnings, we focus on offering locally sourced ingredients and BC produced
wines, beer and spirits. We offer a comfortable atmosphere and make it easy for people
to soak in our gorgeous views while enjoying fresh locally inspired dishes and delicious
beverages.
We are proud of our exceptional employee team that sets us above the rest and have twice
been recognized as Consumer’s Choice “Restaurant of the Year”. Our employees tell us
that working at The Bar is rewarding and fun. We have amazing people and they love
working here!
Job Description:
Reporting to the Executive Chef, the Cook is responsible for the assembly, cooking, plating
and garnishing of all food products according to our specifications.
• Ensure that meals are prepared in a timely manner.
• Prepare and follow a daily prep sheet to indicate levels on hand and amounts required.
• Clean and organize the kitchen at all times. Follow all required checklists and cleaning
schedules.
• Assure the proper care and maintenance of all food service equipment; identify
equipment needs for food preparation and service.
• Ensure food quality by maintaining high levels of cleanliness, organization, storage, and
sanitation of food products.
• Maintain a positive attitude that promotes teamwork within the restaurant.
• Other duties as required.
Requirements/Qualifications:
• Passion for food and producing creative dishes, minimum of 2 years previous cooking
experience within a commercial kitchen
• Professional Cook 1, required
• FOODSAFE Level 1, required
• SuperHost certification, an asset
• Emergency First Aid Safety Oriented for Industry (OFA Level 1 Equivalency), an asset.
• Open and flexible scheduling availability, including evenings and weekends
• Ability to perform the physical requirements of the position, which includes standing for
long periods of time
• Ability to adapt in a fast paced, constantly changing environment
Perks and Compensation:
• $15-18/hour depending on experience
• Free meal every shift and meal discounts when you are not working
• Free employee parking
• Respectful, safe and healthy working environment
Application Process:
We want to hear from you! Please email us your resume and cover letter and tell us why you
want to join our team.
34SAMPLE JOB POSTING: RETAIL CLERK
Located in Kamloops, BC, XYZ Liquor Store is a busy private liquor store specializing in wine
and beer. We are looking for an experienced retail clerk to join our team of knowledgeable
liquor industry professionals.
Our store operates 9:00am to 11:00pm. Shifts include a mix of days and evenings. Candidates
must be available to work weekends and holidays.
Duties include:
• Providing an outstanding shopping experience by exceeding our customer’s needs
and expectations
• Maintaining product knowledge
• Respond to customer inquiries
• Providing recommendations to meet customer needs and upselling to increase sales
• Cashier functions, processing timely and accurate customer purchase transactions
• Adhering to all company policies and legal requirements
• Maintaining a clean and pleasant store environment
• Ensuring the stock levels are maintained—restocking and rotating products and inventory
• Responding to customer inquiries and concerns in a professional manner
Qualifications:
• A minimum of 6 months previous liquor store or retail experience, required
• Valid Serving It Right Certificate, required
• Demonstrated aptitude for cashier and related duties, including calculations
• Demonstrated knowledge of wine and beer
• Proven customer service skills
• Merchandising experience, an asset
• Able to meet the physical requirements of the position: stand for long periods of time
and lift 20-25 kg boxes
• Demonstrated ability to be punctual and reliable
• Proven team player, ability to contribute to a positive work environment
WIIFY (What’s In It For You?)
• We offer competitive wages and benefits
• A fun, relaxed, yet professional retail environment.
• We believe in giving back to our community and offer every employee 1 (paid) day off
per year to volunteer for a charity of their choice.
• A range of flexible shifts and annual staff appreciation events
• Did we mention that you also get your birthday off, every year… paid!
Interested?
Check out our website at www.xyzliquorstore and APPLY TODAY!
35TEMPLATE: REFERENCE CHECK FORM
Name of Applicant:
Employer:
Name of Contact and Position:
Phone: Email:
1. In what capacity do you know the candidate (immediate supervisor, manager,
co-worker etc.)?
2. Position held/confirmation of employment dates:
3. Nature of job (provide a brief job description):
4. What would you consider to be the applicant’s strengths?
5. Were there specific areas that required improvement?
6. Can you tell me what kind of an employee he/she was?
7. Could you describe their relationship with co-workers, customers and managers?
8. Do you think that he/she works better individually or in a group environment?
9. Describe the applicant’s expertise in the field for which they are applying:
10. Can you please comment on the applicant’s:
• Quantity of work:
• Dependability/reliability:
• Environment required to excel:
• Quality of work:
11. How do they react to stressful situations?
12. What comments or suggestions would you have for (applicant’s name) new manager?
13. What is your overall opinion of (applicant’s name)?
14. Can you tell me the reason that he/she left your organization?
15. Would you re-employ? o Yes o No (If No, why not?)
16. From what you know would you recommend the applicant for the position applied?
o Yes o No (If No, why not?)
17. Is there anything else you would like to comment on regarding (applicant’s name)
employment or job performance?
Date of reference check:
Completed by:
36TOOL: SAMPLE EMPLOYMENT LETTER
[DATE]
Dear [NAME],
I am pleased to offer you the position of [TITLE] at [COMPANY NAME]. This letter details the
terms and conditions of your employment.
1. Position. You will be employed on a full-time basis in the position of [TITLE]. Your full
responsibilities are outlined in the attached job description. Within this position, you will
report directly to [NAME], [TITLE].
2. Commencement. Your start date will be [DATE].
3. Rate of Pay. Your rate of pay will be [$] per [HOUR/ANNUM], payable bi-weekly (by cheque
or direct deposit).
4. Work Week. Your regular work week will be [DAYs] from [TIMES]. You will receive [INSERT
SPECIFICS FOR BREAKS AND LUNCH/MEALS - TIMES, DURATIONS, PAID/UNPAID]
5. Overtime. Should you be required to work overtime, you will be entitled to overtime rates
for these hours worked in accordance with the BC Employment Standards Act. You must
obtain prior approval from a member of the Company’s management team before working
any overtime hours.
6. Probationary Period. Your first three (3) months of employment will serve as a probationary
period. During this time your performance will be monitored, assessed and evaluated for
suitability to this role and your continued employment.
7. Benefits. You will be eligible to participate in the Company’s benefits plan after three
months of continuous employment and successful completion of the probationary period,
details of which are attached.
8. Vacation. Your vacation entitlement will be [INSERT SPECIFICS, PER COMPANY POLICY]
(e.g. 10 working days of paid vacation after one year of full-time employment; 12 working days
of paid vacation after two years of full-time employment; 15 working days of paid vacation
after five years of full-time employment; 20 working days of paid vacation after 10 years of
full-time employment.)
9. Statutory Holidays. You are entitled to ten statutory holidays as follows: New Year’s
Day, Family Day, Good Friday, Victoria Day, Canada Day, BC Day, Labour Day, Thanksgiving
Day, Remembrance Day and Christmas Day. Eligibility for statutory holiday pay will be in
accordance with the BC Employment Standards Act.
10. Company Policies. You are expected to abide by all of [COMPANY NAME]’s policies,
practices and procedures. These will be provided to you during your orientation, which will
be scheduled for you on your first day of work.
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