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Section 1 - Hiring a student

Needs assessment

  • What are the essential skills, attitudes and qualifications needed in both the position and the company?
  • Can you reorganize current work to help meet future skills requirements?
  • Is there a specific program at the University of Ontario Institute of Technology from which you would want to recruit a student?
  • What interpersonal skills and characteristics do you consider as strengths for the position?
  • Why would someone want to work for you?

Create a job description

A current job description for the position will describe what the job entails and identify what skills are required/desired. A description of the work and the position will help create the job posting and assist you through the recruitment process. See Appendix A for an example.

Create a job posting

When creating a job posting, highlight what is attractive about your company as well as the position. Remember, you are selling yourself here! You want the best person to be attracted to your job and your company. Consider ‘value-added’ benefits that are important to prospective employees and that you may take for granted. Describe perks, flexible hours and/or your company’s philosophy on professional development. See Appendix B for an example.

Short-list applicants

Refer back often to the job description and list of qualifications that were incorporated into the job posting. This will help you determine which candidates are most qualified for the job. Consider creating a rating table or checklist displaying the names of applicants and how they meet the qualifications.

Look for overall neatness and consistency as this can show attention to detail and professionalism: traits you desire from employees.

Look for accomplishments. These could have been in the workplace or perhaps in education or volunteer areas. Completion of courses, degrees and certificates indicates an ability to complete projects, while recent accomplishments show an ongoing desire and aptitude to learn new things, particularly notable in more mature applicants.

Conduct interviews

It is important to be prepared. Set aside a designated period of time well in advance for the interview process. Proceed to schedule interviews with sufficient time in between to allow you to conduct the interview, take notes, discuss initial reactions with the hiring committee and to prepare for the next interview. Forty-five minutes to one hour is appropriate for most positions, but they can often go longer, depending on the level of responsibility.

Make the candidate comfortable. Provide water, not coffee, which can heighten nerves. A relaxed interviewee is more likely to present as they would in the workplace.

  • Don’t rush through the interview.
  • Don’t steer the candidate in the right direction.
  • It doesn’t always have to be about work.
  • Take notes.
  • Remain focused on the answers.

See Appendix C for a sample of interview questions

Offer of employment

Most candidates receive their job offer by phone. The verbal offer should be backed up with a written employment letter. Be clear about the job requirements and include them in the Offer of Employment. Note: Although oral employment contracts are valid, there are benefits of providing a written employment contract as it reduces the risk of misunderstanding. An offer of employment consists of key terms and conditions such as:

  • position title
  • start date
  • hours per week
  • salary/wages
  • benefits

See Appendix D for an example.

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