Staffing policy

1. Purpose

To ensure that competent candidates are selected to fill new and vacant positions and to give internal candidates priority.

2. Scope

This policy applies to all regular non-unionized administrative and support staff, regardless of the source of funds, with the exception of
University Executives ("E").

3. Selection Policy

Positions will be awarded to the most competent internal candidates, and only if no internal candidates meet the minimum requirements of
the position, as posted will external candidates be considered. Internal candidates with Employment Security, who are temporarily without an
appointment and other internal candidates who have been given notice of layoff, must be granted first priority in filling posted positions.

4. Position Postings

4.1 All vacant and newly created positions shall be posted for eight (8) working days from the date indicated on the posting notice.
4.2 Employees being transferred or promoted within a department, and/or staff who have been laid off, whether they have Employment
Security or not, may be offered a position without that position being posted.
4.3 Positions are not considered vacant for reasons of maternity leave, sick leave, vacation or other authorized absences.
4.4 Positions Available are posted on the Human Resources web siteand on the Bulletin Board located in the Department of Human
Resources. Information contained on the posting will include:
• position title

• job family

• role profile and level

• grade

• salary scale

• minimum requirements

• supervisor's title

• summary of responsibilities

• date of posting

5. Internal Candidates

5.1 Staff members who wish to be considered for a new or vacant position must apply by submitting an Internal Application Form and
curriculum vitae to the office indicated on the posting notice. Staff members are eligible to apply for new and vacant positions, without regard
to the length of their employment with the University.
5.2 All internal candidates who meet the minimum requirements of the position, as posted, must be granted an interview. All internal
candidates must be notified in writing of the selection decision and the reasons they were not offered the position. If an external candidate is
selected, this must be specifically noted in the selection decision notice.

6. Trial/Probationary Period

6.1 Staff members who are transferred or promoted will have a trial period of fixed duration in the new position. Unless otherwise specified,
this trial period will be thirty (30) working days, but in no circumstances should exceed ninety (90) working days. If this trial period is not
satisfactorily completed, the staff member will return to the original position, corresponding salary and working conditions, without prejudice.
This return may be initiated by either the staff member or the department head.
6.2 The position from which the staff member has been promoted or transferred will not be filled permanently until the trial period has been
completed.
6.3 If a staff member who is transferred or promoted to a new position is still on his/her probationary period with the University, a new
probationary period for that position will commence.
The employee on probation who is not successful in the new position, to which he/she applied, has no right to return to his/her initial position,
except at the discretion of the department. In the latter case, the outstanding remaining period of the original probationary period will
continue.

7. External Candidates

7.1 Qualified candidates from outside the University will be considered by the recruiting department for new or vacant positions, only if no
internal candidates meet the minimum requirements of the position.
7.2 Prior to a verbal or written offer of employment being made to an external candidate the recruiting department must prepare written
justification for the selection of an external candidate. This documentation will indicate the requirements of the position which were not met
by the internal candidates.
7.3 If an external candidate is proposed, all documentation relating to the recruitment process, including Internal Application Forms must be
forwarded by the recruiting department to: the Department of Human Resources (Staffing)
688 Sherbrooke St. West
15th floor.
An offer of employment may be made only after approval to appoint an external candidate has been received from the department of Human
Resources (Staffing).

8. Dispute

The application of this policy will be disputable when an employee who has successfully completed his/her probationary period, believes
he/she met the requirements of the position and an external candidate was selected.

9. Managerial and research appointments

In the case of appointments to role profiles level 4 and above, and of all appointments to Research Grants and Research Contracts, all
provisions of this Staffing Policy apply, except that external candidates may be appointed even where there are internal candidates who meet
the minimum requirements. Accordingly, in these cases, it will not be necessary for the recruiting department to provide justification for the
appointment of an external candidate.

10. Restrictions

It is the policy of the University to avoid employment of relatives and close family members in the same work group or in a department where
the employee would be under the supervision or direction of a relative or close family member, subject to the provisions of theCharter of
Human Rights and Freedoms. See also the Conflict of Interest policy.

External Factors:

There are various external factors that affect the staffing process and organization has no control over these
factors.

Nature of competition for Human Resources: - In India there is a cut throat competition among
organization for hiring managerial talents both fresh and experienced, computer professionals etc.
Companies are making campus recruitments and students from reputed institutes like IIMs are being placed
on very high packages. Companies are amending changes to retain their good employees and offering a
good working environment and salaries.

Legal factors: - There are various legal provisions which affect the staffing policies of an organization.
Various acts which provide restrictions to free recruitment are Child Labour Act
1986, Employment Exchange (compulsory notification of vacancies) Act 1959and Mines Act 1952. Also
some provisions regarding compulsory employment of certain categories like OBC, SC/ST affects the
staffing policies of an organization.

Socio-culture Factors: - Various socio-culture factors affect the staffing process due to which
certain jobs are to be given to certain categories of people like our culture prevent the women to be
employed on in manufacturing operations involving physical exertion.

External influences:- There are various other elements which exert pressure on organization like political
pressure to employ local people or pressure from business contacts.
Internal Factors: -

Size of Organization: - Small organization cannot have same staffing practices which a large organization
may have; it may not be able to attract highly talented staff. Even if it tries to do so it may increase the
staffing cost.

Organizational Business Plan: - Organizational business plan directly affect the staffing function because
it determines the type of personal that may be required in future. On the basis of business plan growing
organization may need more staff in the future and declining organization will have to shunt out its staff and
stagnating organization will work for retaining its staff. Staffing strategies may be different for these
organizations.

Organizational Image: - organization image also affects the staffing practices. Organizational image
depends upon facilities to staff for training and development promotional policies, working conditions and
compensation incentives etc. if all these factors are positive then organization will attract more candidates.

1. SUPPLY AND DEMAND

The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the
company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the
company, then the company will have to depend upon internal sources by providing them special training and
developmentprograms.

2. LABOUR MARKET
Employment conditions in the community where the organization is located will

influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at
the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough
applicants.

3. IMAGE / GOODWILL
Image of the employer can work as a potential constraint for recruitment. An organization with positive image and
goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of
a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBA’s
when many finance companies were coming up.

4. POLITICAL-SOCIAL- LEGAL ENVIRONMENT

Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment
practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes,
scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts
management freedom to select those individuals who it believes would be the best performers. If the candidate can’t meet
criteria stipulated by the union but union regulations can restrict recruitment sources.

5. UNEMPLOYMENT RATE
One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or
not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labour which in turn
leads to unemployment.

6. COMPETITORS
The recruitment policies of the competitors also effect the recruitment function of the organisations. To face the
competition, many a times the organisations have to change their recruitment policies according to the policies being
followed by the competito