Principles for Equitable Recruitment that apply to all processes for hiring and promotion:
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- All applicants will experience a recruitment process that is non-discriminatory, accessible, equitable, respectful, fair, consistent, and transparent, regardless of the position that is sought.
- Tools, training, and processes are in place to mitigate bias, stereotypes and assumptions and to help identify, address and prevent discrimination and barriers in the recruitment process.
- Job competitions are conducted within the parameters of the Collective Bargaining Agreements where applicable.
- The Equitable Recruitment Policy, Procedure, and Framework guidelines will be reflected in all aspects of the organization, for every job competition.
- People and Culture will be a resource to the organization to train, support, model and monitor for coherence and alignment with the procedure and framework expectations and to support accountability.
3.1 Resources and training will be provided for DDSB representatives on equitable and anti-oppressive recruitment and hiring and best practices.
Candidate Attraction and Outreach
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- For competitions open to the public, outreach recruitment will be conducted to attract a diverse pool of qualified candidates that reflects the communities the DDSB serves.
- Outreach recruitment involves partnering with community groups, advertising beyond the Board’s website, and intentionally creating inclusive advertising campaigns that invite and attract a diverse pool of qualified candidates with broad skills and lived experiences.
3.2 Posting Positions
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- Requirements must be bona fide (means “good faith” or “genuine”) and must not systemically discriminate against an individual or group based on any of the protected grounds (and combination of grounds) outlined in the Human Rights Code and the DDSB’s Human Rights Policy.
- Job postings have consistent and complete information including information about the nature of the job, qualifications, and assets.
- All positions will be posted in accordance with timelines outlined in the Collective Agreement, where applicable.
- Where the collective agreement is silent on posting timelines, positions will be posted for a minimum of 5 business days or in mutual agreement with the applicable bargaining unit.
- All job postings will be written with inclusive, non-discriminatory language and follow a consistent format.
- Job postings may be made available in various forms of media (e.g. print, digital, etc.) upon request.
- All postings are to be reviewed by Recruitment prior to being posted to candidates.
- Postings are to include the DDSB’s:
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- Land Acknowledgement
- Indigenous rights and human rights statements
- Commitment statement on equitable recruitment
- Proactive offer of accommodation.
Shortlisting Candidates for Selection Process
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- Criteria is established and used to screen application packages for shortlisting candidates.
- All qualified applicants will be reviewed for a specific posting.
- All requirements including preferred must be consistently applied to all qualified candidates.
- Candidates who meet the selection criteria shall be shortlisted to proceed to the next phase of the selection process.
- Where multiple candidates have met the selection criteria, any further shortlisting should be determined in collaboration with at least two (2) persons.
- At a minimum, 50% of the qualified applicants should be offered an interview. However, where there are more than eight (8) qualified applicants a minimum of four (4) applicants should be offered an opportunity to enter the selection process. The decision to select or not select a qualified applicant should be noted with a rationale.
3.3 Interview Process
3.3.1 Where possible, ensure hiring panels include individuals who have the knowledge and experience, including lived experience, to understand and reflect the needs and interests of communities in the board that have been historically or are currently under-represented in decision making.
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- Selection teams shall be comprised at a minimum of two (2) people.
- All members of a selection committee must review the Equitable Recruitment Framework prior to conducting interviews.
- All hiring committee members are required to take complete interview and reference notes with clear, consistent scoring criteria.
- Each selection team will have a chairperson responsible for co-ordinating and facilitation of the competition.
- A scoring rubric shall be prepared in advance of the interview. All applicants must be asked the same questions and scored on the same rubric to ensure a fair and equitable process.
- Interview questions and scoring criteria are to be designed to assess the candidates’ skills, experiences, and competencies to effectively identify and respond to the diverse identities, strengths, needs, interests, and experiences of DDSB communities.
- The hiring committee may consult with a subject specialist, who can contribute their expertise to the selection process in the development of interview tools and look-for/criteria.
- All candidates in a competition will experience a consistent process (for example, time allocated, interview questions and format for the selection process). Any adjustments that are required to address accommodation needs under the Human Rights Code and AODA must be documented in the competition file, along with the rationale and without disclosing any confidential details about accommodation needs.
- The interview team should inform candidates in advance about the evaluation methods that will be used during the interview process (e.g., interview, presentation, written component).
- The interview team should proactively offer and notify candidates (in advance of the interview and before starting the interview) that accommodations can be made if required under the Human Rights Code and in compliance with the AODA.
- Each interview process is documented, and selection decisions and records are maintained by the selection committee chair for two (2) years.
- Upon completion of the selection process, communicate the outcome to each candidate individually (successful or not) before the successful candidate is publicly announced.
- A member of the selection team will complete reference checks on the selected candidate(s) and will share results with the selection team.
- Reference questions asked will only be related to the bona fide requirements of the job, will not create barriers, advantages or disadvantages, and diverse types of references (e.g., community/volunteer work instead of strictly formal employment) will be considered.
3.4 Securing Accountability
3.4.1 The DDSB will continue its efforts to collect voluntary recruitment and workforce data through a staff census and other data collection initiatives to help identify and address potential barriers and trends and to support its goals to have a workforce that reflects the diverse communities its serves.
3.4.2 Members of the recruitment team shall conduct regular reviews of job competition processes and outcomes to ensure adherence with expected practices for equitable recruitment and that the framework is meeting its goals. Workforce data will be used to show progress and/or to revise/enhance the framework, policy and/or procedure to support ongoing improvements and accountability.
3.4.3 Recruitment processes found to be non-compliant with the procedure may be interrupted or redirected by the Recruitment Manager in consultation with the Superintendent of People and Culture.
3.4.4 Internal candidates who are unsuccessful in a selection process can request feedback on all or any aspect of their process with a view for growth and improvement.
3.5 Conflict of Interest
3.5.1 The Conflict-of-Interest disclosure process involves the following:
Disclosing the Conflict of Interest
3.5.2 All employees have an obligation to disclose to their supervisor or People and Culture any conflict of interest in relation to any hiring exercise they are involved in. A Conflict of Interest Hiring Form (Appendix C) is to be completed for each job competition for which the individual is on the hiring panel. This form will require the individual to declare the nature and extent of the conflict of interest no later than any meeting or process in which the individual participates, or to indicate that no conflict exists. Should a conflict exist, the individual must refrain from taking part in any discussion or decision-making in relation to the hiring process until a decision has been reached regarding the manner in which the conflict of interest will be addressed.
3.5.3 A Conflict of Interest involving an employee may also be reported to a supervisor or People and Culture by any other person. A report to a supervisor or People and Culture about the existence of a potential, apparent or actual conflict of interest shall be made in writing.
3.5.4 If the Supervisor or People and Culture to whom the disclosure is made also has a Conflict of Interest, the disclosure should be made in writing to the person at the next highest level of authority.
Managing the Conflict of Interest
3.5.5 The Supervisor or People and Culture will investigate to determine if a Conflict of Interest exists. Where appropriate, they may consult with the individual and/or others.
3.5.6 If it is determined that a Conflict of Interest exists, the Supervisor or People and Culture shall resolve the matter as per 3.5.7 below and shall document, in writing, any remedies that have been applied.
Resolving Conflicts of Interest
3.5.7 If a supervisor or People and Culture determines that a Conflict of Interest exists, they will decide a course of action from the following options:
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- An individual with a conflict or an appearance of a conflict may be permitted to be involved in the hiring exercise but without participating in the final hiring decision; or
- The individual with a conflict is replaced on the hiring panel; or
3.6 Any other remedy deemed appropriate under the circumstances and in line with the Equitable Recruitment Framework
On-Boarding Staff into new roles or positions
3.6.1 DDSB is committed to providing a structured onboarding experience that enables new employees to succeed in their roles. Onboarding activities will be tailored to the employee’s role and may include role-specific procedure and training requirements.
3.6.2 Shared responsibilities for onboarding include:
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- On-boarding staff requires involvement from various departments within the board.
- People and Culture: Oversees the hiring process and ensures all required documentation is completed.
- Hiring Manager: Responsible for preparing the new hire’s workspace, introducing the employee to the team, and providing role-specific training and performance expectations.
- IT Department: Provides all necessary technology and access credentials.
- New Employee: Expected to participate fully in the onboarding process, complete all required forms and trainings, and ask questions as needed.
3.6.3 Onboarding is a critical process that sets the foundation for a new employee’s success within the board. A well-structured onboarding experience helps employees feel welcomed, informed, and supported as they transition into their roles. It accelerates their ability to contribute effectively, fosters engagement and retention, and reinforces the board's values and culture. By investing in thoughtful onboarding, not only will it improve productivity and morale but also build a strong, cohesive workforce aligned with our long-term goals.
