Adjustments to this process can be made at the request of the Consent-to-Hire steward (Hiring Lead). When adjustments from the default process are made, it is recommended the hiring lead connects with their corporate recruiter for further support, advice or guidance.

For the purposes of clarity, responsibility, and accountability, the default responsible and accountable party for all tasks relating to Recruit-to-Hire will be corporate recruiters unless specified by teams and hiring leads. Teams may elect to take on responsibility for select stages or processes, yet despite this, corporate recruiters will be accountable for the workflow of Recruit-to-Hire.

Within the Teal O/S, all staff can determine what their Recruit-to-Hire journey looks like. Corporate recruiters are stewards for the practice, who support staff where required.

PART 1 – PREP (STRUCTURING THE OPPORTUNITY)

1. Consent to Hire Approval (For Full-Time Employees)

Once a team has received successful consent for a full-time employee, they can reach out to an internal corporate recruiter to get Recruit-to-Hire underway.

2. Recruit-to-Hire Intake Call with Corporate Recruiter

Once the structure has been decided, which can also be done with the assistance of a corporate recruiter, a Recruit-to-Hire intake call should be scheduled with a corporate recruiter. Here, the opportunity will make its way into the second part, Build.

Special Note about Opportunistic Hires

Sometimes, candidates have been previously identified for roles, or are actively headhunted from other companies to satisfy a particular need here in IMG. These Opportunistic Hires are normally identified for high-impact potential roles, and have been referred to IMG from people within the company. When an opportunistic hire is being considered, it is up to the Consent-to-Hire sponsor to determine if the default Recruit-to-Hire practice will take place, and it is their responsibility to Work Out Loud, conveying to the company the process taken for identifying the candidate, as well as the nature of that candidates’ candidacy.

For Recruit-to-Hire, it is recommended that the hiring sponsor along with help from corporate recruiters move the pre-identified candidate to Part 6, Interviews where it is recommended a hiring panel is set up. If the candidate has deemed to be a strong fit by the panel and direct stakeholders the candidate will be working with, then the candidate can be put into references and offer negotiations.

Opportunistic Hires by their nature in IMG, are highly subjective in nature, so it is advised that the hiring sponsor seek out objective opinions and assessments when screening the candidate.

PART 2 – BUILD (BUILDING THE OPPORTUNITY)

With the help of a corporate recruiter, teams should build out a position profile for the role, especially if it is a new role within the company. Teams may be able to utilize already in place position profiles for standardized roles within the company (ie. Recruiter) if desired. There are also in-place frameworks to help build out jobs and engage in role assessment or score carding, such as the Top-Grading methodology, in which some IMG staff are trained upon.

1. CREATING A POSITION PROFILE

Teams should begin creating or writing out the following:

Purpose Statement
About the Role
Values and Principles
Skills, Duties + Responsibilities
Success Indicators
Key Accountabilities
Advisors + Stewards
Compensation range and structure
Culture Contribution Potential

2. CREATING A JOB AD AND APPLICATION

Hiring leads are welcome to create their job ads or may want to engage with internal corporate recruiters to help create a job ad and/or application. Some good practices to take into account when creating a job ad and application include:

Use the perspective of speaking to your candidates, defaulting to using ‘You’ throughout the ad, such as ‘You are an expert in this discipline…’
Avoid hyper-masculine language in your job ad.
Be real with your candidates. Honesty and transparency go a long way.
Try to connect with your candidates through your job ad with authentic language. If you rely on too much boilerplate text, the ad will come off as too scripted.
Advertising real comp figures will garner more targeted and genuine interest.
Be clear in the next steps and expectations regarding the recruiting process.
Balance out the tension of too much and too little. Being concise is a great practice, as long as it does not cut key info from the job ad.
Aim for incorporating language that will increase psychological safety for applicants.
Be a JEDI hiring leader:
- Be Just; Equitable; Diverse; and Inclusive in your ad and process. Being accessible in your process means providing accommodations to applicants as required.
Provide candidates with contact information to follow up about a role (once they have applied).

Here are some sample job ads that may help with inspiration! XXXX

Regarding the job application, connect with your corporate recruiter or hiring support to find out which ATS tools are available. At the time of writing, Livehire, LinkedIn, and Fitzii are the most used.

3. HIRING TOOL SELECTION

It is recommended to consult with your corporate recruiter or hiring support at this point, to have an idea of the tools available regarding your role. These tools will vary according to other aspects of the Recruit-to-Hire funnel including Outreach, Screening, Shortlisting, Interviews, etc. The following parts will provide default practices teams may want to engage in regarding the rest of the Recruit-to-Hire experience.

PART 3 – OUTREACH (TAKING YOUR ROLE OUT TO MARKET)

Regarding outreach, some good practices include:

Posting opportunities internally through the internal job board, and on All Company chat threads, including MS Teams All Company – Classifieds.
- Putting a call out to internal staff members who may be interested in RAP-ping into the role may be considered.
- It is advised that hiring leads look into internal candidates before going out to market while balancing the need and want for new talent within your team.
Posting opportunities externally can be done on the following:
- IMG careers page https://ianmartin.com/join-ian-martin/
- LinkedIn job boards
- Specialized job boards including industry job boards
- Industry association pages
- Decentralized chat tools and platforms (e.g. Discord)
- Alumni or school job boards
Social media postings (LinkedIn; Instagram; TikTok)
Referrals (From internal or external sources)
- Engage with your team, other teams or across the company! Maybe someone in your network might be a good fit for the role. Feel free to encourage them to apply
Established IMG Internal Talent Community

A special note about external vendors* Teams are free to utilize external vendors when engaging in hiring. Associated costs for external vendors will come out of the respective team’s resourcing budget.

Feel free to reach out to your corporate recruiter or hiring support for any questions or support regarding outreach.

PART 4 – SCREENING (REVIEWING CANDIDATES FOR FIT)

Regarding screening, some good practices include:

Make sure to collect updated application materials including resumes, cover letters, portfolios and work samples, etc,
Review all applications
Use assessments when appropriate
Prescreen calls are always recommended, with a carefully scoped prescreen call, you can learn a lot about a candidate in 15mins on the phone. Some important info to collect during a prescreen call:
- Explore and verify experience
- Get to know the candidate interpersonally
- Collect salary expectations
- Give a heads up about references! Mention that we will be collecting references down the line. Best to frame this as a point of supporting the candidate.
Experiential exercises, work samples, portfolios, or screening tests relating to the actual job are powerful indicators for being successful in a role.
Don’t be afraid to dig into the past and current performance of talent.
Asking about cultural contributions goes a long way, ask candidates how they add to a workplace past their performance.
Screening candidates is about identifying a positive trajectory among all the different screening tools at their disposal.
Candidate notes go a long way when engaging in active screening activities (like phone screens). The more you put into record-keeping, the more data you have in the future to make a decision.

PART 5 – SHORTLIST (NARROWING DOWN CANDIDATES)

Regarding shortlisting, some good practices include:

At this point, candidates should have been pre-screened through assessments, pre-screen calls, resume review, etc. Verify that candidates have undergone a suitable amount of screening for the candidacy.
Confirm all application materials have been submitted (which may include but may not be exclusive to Application, resume, cover letter, portfolio, work sample.
When selecting a shortlist, ensure the candidates meet the core requirements for the role.
All candidates are different, and it is important to respect differences and ascertain whether the shortlisted candidates can do the job, have the potential to do better over time, and have the potential to positively contribute to our culture.
Be mindful of unconscious bias in putting forward a shortlist.
Aim for gender parity in all shortlist submissions.
Adopt JEDI Representative Hiring principles, helping foster people from traditionally underrepresented populations can advance to later stages in candidacies for a more equitable and just society
Communicate with your candidates about the status of the candidacy. More communication is better than less when engaging with candidates.
Make sure hiring decision-makers have access Create a dedicated Sharepoint file folder with candidate inform
Shortlisting isn’t about arriving at a number, it’s about making sure there are enough, and when possible, a surplus of strong candidates for a candidacy.

PART 6 – INTERVIEWS

Regarding interviewing, some good practices include:

Set up and confirm an interview panel for the candidacy. The panel should be built with these tenets in mind:
- Hiring leads should be part of the panel.
- Adequate team representation should be present, to allow candidates to meet future colleagues as well as ask questions about the day-to-day job.
- The opportunity to join the panel should be open and inclusive to those impacted with the final decision coming from the hiring lead.
- Recommended panel size is no more than 3 panellists, with an additional facilitator if required.
- If there is a situation where there is more interest to be on a hiring panel than panellist spots available,
- Ensure JEDI representation on the panel, with a focus on gender equity. It is recommended that the panel be composed of both organizational and demographic diversity to ensure that hidden biases are mitigated as much as possible.
- Go the extra mile and try to invite people into the panel that can add to the hiring and candidate experience, balancing out behavioural traits, competencies and skill-sets of other panellists. This can be a BIG ‘Collective Intelligence,’ win if you put in the effort.
- Speaking of effort, interviewing is pretty intensive work for a lot of us in terms of output. Be mindful of people’s capacity and energy levels when committing to interviews.
- Lastly, we have a company FILLED with recruiting, hiring, and staffing specialists. We also have a company FILLED with folks to have limited hiring and recruiting experience. That’s ok, and this is where a hiring panel can truly shine – let’s help each other make better hiring decisions!
Regarding scheduling:
- Having a central scheduler (could be a corporate recruiter or a team member) will create less confusion on schedule, best to ensure a backup scheduler is present in case the primary scheduler is not present.
- The length of the interview depends on the style, availability and stage of the interview. Initial interviews normally run 30 – 45mins, with later-stage interviews normally running 60 – 90mins.
- The panel should commit to attending all interviews to ensure consistency in post-interview reflection and eliminate differences in biases.
For online/video interviews, advise using MS Teams as the platform of choice. Since successful candidates will be using MS products, advise them to have an updated desktop version of the MS Teams application ready.
When prepping for interviews:
- Make sure all panellists have access to all candidate application materials (Application, resume, cover letters, work samples/portfolios, assessments).
- Questionnaires can help guide, standardize, and harmonize interviewing processes while fighting back against bias that may come into play when interviewing folks.
- Sharing questions with candidates in advance of an interview (recommended time of two days in advance) helps foster psychological safety and trust for candidates, which in turn adds comfort for interviewers.
If hiring leads or teams require support, corporate recruiters can facilitate and actively support interviews through conversation facilitation, scheduling, questionnaire development, among other functions. Just let your corporate recruiter know what type of support you need.

TIP: CHOOSE A COMBINATION OF INTERVIEW FORMATS AND STYLES THAT WORK FOR YOU

Below is a list of interviewing formats and styles that we have used here in Ian Martin. Feel free to use a blend that works well for you. It is strongly advised that interviews take a balanced approach for assessing job fit, culture contribution potential, and a healthy interpersonal profile for the team and the company.

The Top-Grading framework used within IMG has some amazing nuggets worth exploring, namely incorporating different types of competencies into the interview questionnaire. IMG has trained some folks who are knowledgeable in the Top-Grading methodology. Top-Grading focuses on assessing strong job-fit while venturing into interpersonal traits. If you want support to engage in Top-Grading, contact your corporate recruiter for support.
In addition to Top-Grading, we have a Structured Behavioural Interview that has been partially informed by the Top-Grading methodology, as well as ongoing hiring within the Teal O/S. Structured Behavioural Interviews differ from Top-Grading interviews as they aim to build upon assessing strong job-fit while exploring the cultural contribution potential of candidates. If you want support to engage in a Structured Behavioural Interview contact your corporate recruiter for support.
Teams are also encouraged to foster casual and discovery interviews for candidates. Internally, we refer to these as Coffee/Tea Chats. These chats provide a great opportunity for candidates and staff to connect professionally and socially, as well as promote a stronger candidate experience in terms of psychological safety. These chats can be a great opportunity for candidates to ask questions about our company, our culture, and the role of interest. There is no set format for these types of chats, so have fun with it!
- An iteration of Coffee/Tea Chats is also the Coffee/Tea Chat Junket! We see this on offer for new employees as part of the Onboarding and Sponsorship program, however, it can be worthwhile at the recruiting stage for new talent. Essentially, it is a series of coffee chats between candidates and internal staff across the company. Coffee/Tea Chat Junkets are especially recommended for ‘high stakes’ hires, which are higher investment candidacies.

When engaging in interviews, be everything IMG is in terms of culture, bringing your authentic and whole selves to the interview. Foster a comfortable atmosphere, and if you’re into it – have some fun!

PART 7: SELECTION

Regarding selection, some good practices include:

Check back through all of the candidates’ journeys to this point, reviewing application materials, assessments, interview performance. The goal is to select candidates based on a positive candidate trajectory with all screening tools available, not placing too much emphasis on a single screening tool (e.g. resumes, interviews, assessments, etc). The only exception here is if, within any particular screening tool or stage, there is a disqualification occurrence.
At IMG, we want it ALL in our candidates. We want:
- High Performers: People who can do the job well, and grow in performance over time with proper support, mentorship and coaching.
- High Culture Contributors: People who can generate a net-positive impact on the Ian Martin culture, teams, programming, and all of the things that make us who we are.
- Some of us think we have to compromise here when it comes to candidates, and in reality – we don’t. Let’s select candidates who are off of the charts in job performance and culture.
Celebrate! You’ve gotten through much of the Recruit-to-Hire funnel and process. Take a moment with your team to share some love.
A bit about balancing the tension of objectivity and subjectivity when selecting candidates.
- It’s important to maintain objectivity in selecting candidates while understanding our subjectivity and bias. Remember your Unconscious Bias training!
- Rubrics are great tools to help yourself and your team maintain objectivity and measure candidates against the competencies of the job.
In selecting candidates, remember having a JEDI lens in your selection. Feel free to refer to our Representative Hiring Strategy regarding JEDI and hiring selection.
When choosing a candidate, it’s good to pick a top 3, or a top-two depending on the size of the selection pool. When engaging in a top 3, think of it like an Olympic podium prioritizing your first choice, second, and third choice. The reasoning for this podium approach is to try and have a backfill of candidates in case your first choice is not available.
When selecting candidates, it is important to think about whether they have the potential to grow, thrive, and ultimately succeed in duties, roles and positions within our company. Selecting candidates that have succession, and in turn, leadership potential is key to ensuring our organization is built to last for generations to come.

PART 8: REFERENCES

Regarding references, some good practices include:

It is normally a good practice to give candidates a heads up that you will be collecting references early in the candidacy, to be conducted before a formal offer is sent over.
References should be collected for all roles and positions hired within IMG.
Regarding reference types, there are three principal types:
- Professional References: These are references from candidates’ professional employment experiences, divided into:
  - Supervisor/Managerial references: References from candidates’ manager or supervisor.
  - Colleague references: References from candidates’ colleagues and fellow team members.
  - Direct report references: References from candidates’ supervised staff
- Character References: These are references commenting on the character, behaviour and integrity of a candidate. Character references should not be collected from direct family members of candidates.
- Extracurricular References: This includes references from academics, volunteerism, community, and other vocational pursuits outside of employment.
In terms of the number of asked references, best to look for a minimum of three. We normally ask for candidates to skew towards professional references.
Generally, it is best to avoid collecting references from direct family members or people too close to the candidate. The general exception here is if there is a professional reference from a family-run business.
Concerning background and reference checks within HR operations, we have two tools known as xRef and BackCheck. These should be conducted before the formal offer is sent out.
In terms of communication tools, references are normally done through phone calls. However, references can also be done through video calls. It is best to balance out the tension of speed and accessibility.

PART 9: OFFERS

Regarding references, some good practices include:

It is normally a good practice to give candidates a heads up that you will be collecting references early in the candidacy, to be conducted before a formal offer is sent over.
References should be collected for all roles and positions hired within IMG.
Regarding reference types, there are three principal types:
- Professional References: These are references from candidates’ professional employment experiences, divided into:
  - Supervisor/Managerial references: References from candidates’ manager or supervisor.
  - Colleague references: References from candidates’ colleagues and fellow team members.
  - Direct report references: References from candidates’ supervised staff
- Character References: These are references commenting on the character, behaviour and integrity of a candidate. Character references should not be collected from direct family members of candidates.
- Extracurricular References: This includes references from academics, volunteerism, community, and other vocational pursuits outside of employment.
In terms of the number of asked references, best to look for a minimum of three. We normally ask for candidates to skew towards professional references.
Generally, it is best to avoid collecting references from direct family members or people too close to the candidate. The general exception here is if there is a professional reference from a family-run business.
Concerning background and reference checks within HR operations, we have two tools known as xRef and BackCheck. These should be conducted before the formal offer is sent out.
In terms of communication tools, references are normally done through phone calls. However, references can also be done through video calls. It is best to balance out the tension of speed and accessibility.

TIP: OFFER NEGOTIATIONS

Offer negotiations are an important point in the candidacy, arguably the most important point. The goal of an offer negotiation is to ensure a positive outcome on three fronts: The candidate; the team (along with the hiring lead); and the company. It is a best practice to have negotiations should be handled in a live conversation – not through email. Go into a negotiation with as much prep as possible and data as possible. It is a great opportunity to use your De Bono White Hat. Once an agreement has come up through negotiations, then a verbal offer email should be sent. Regarding comp, it is best to go into a negotiation with a range of compensation that isn’t agreed upon. Also remember that the faster you can come to closure for an offer, the more satisfied all parties will be.

TIP: TEAL O/S PRACTICES CAN HELP CLOSE OFFERS

The Teal O/S has some mighty tools and practices at our disposal that can help recruit, promote and close candidates including:

RAP – Link to Teal site entry
WAAP – Link to Teal site entry
CAP – Link to Teal site entry
Among others!

The power of the Teal O/S is that it offers a lot of freedom for career growth and self-actualization of candidates. It is important to remember that there is tension here with responsibility and accountability.

PART 10: NEW HIRE ENGAGEMENT

Regarding new hire processing, some good practices include:

New hire email templates are available for use. The purpose of these email templates is to send core information to HR for processing. Feel free to reach out to your BambooHR representative for further info.
- Link to template Word doc file: Link to templates

WORKING WITH THE IT TEAM

As part of the new hire processing, an IT form needs to be sent to the IT department. Make sure you outfit your team members with the tech they need to be successful in their role.

Use this as an opportunity to re-evaluate the tech requirements for you, and other team members to be successful in a role. For example: Does you or someone on your team needs Adobe Acrobat Pro to reformat resumes? Does someone need to have a Zoom Pro account to have a meeting past 45mins? If so, get in touch with IT with your tech needs.
Regarding tech, it is important to balance out the tension of ‘want’ and need.
Giving the IT team a minimum of 5 business days or a full week to get tech needs in order is a best practice.

Once the offer has been accepted, send Cassandra Sturk offer details as the designated Bamboo HR representative.

Feel free to reach out to your corporate recruiter or hiring support for any questions or support regarding new hire processing.

PART 11: CLOSURE

Regarding job closure, this part of the Recruit-to-Hire funnel is largely handled by the corporate recruiter. The following activities will be conducted:

Job closure messaging.
Ian Martin internal Talent Community invitations.
Send disqualification messaging to candidates.
Collect and collate job data.

Feel free to reach out to your corporate recruiter or hiring support for any questions or support regarding requisition closure.

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RECRUIT-TO-HIRE V2.0

CONTENTS

THE DEFAULT PRACTICE