Commerce Society Hiring Policy

1
Commerce SocietyHiring Policy

• Gate 1 Presentation
• June 10, 2006
• Prepared by
• Rachel Lochhead, Director

2
Hiring Policy Executive Summary

• Issue
• Currently, Part VI of ComSocs Policy Manualthe
  ComSoc Policy on Committee and Executive
  Hiringcontains areas in which hiring policies
  should exist but do not and areas in which hiring
  methods are unclear or lack necessary detail
• Contact Rachel Lochhead (3rsl_at_qlink.queensu.ca)
• Timeline June 1st, 2006 to July 10th, 2006
• Characterization Immediate and broad
• Objective
• To reassess current hiring policies and remove,
  change, or add policies to raise hiring standards
  while keeping the policies practical and
  sustainable
• Plan
• The current hiring policies will be reassessed in
  order to identify areas in which additions,
  deletions, and/or changes are needed.
• Potential solutions to the problems identified
  will be devised with the aid of the appropriate
  ComSoc members, Human Resources professionals,
  and members of the Queens School of Business.
• Updated hiring policies will be passed in a
  motion at the first Assembly of the 2006/2007
  school year.
• Deliverable Updated version of Part VI of
  ComSocs Policy Manualthe ComSoc Policy on
  Committee and Executive Hiring

3
Hiring Policy Idea

• During the application and interview procedure,
  interviewers and interviewees often encounter
  issues in which formalized guidance from ComSoc
  is unclear, lacks the necessary detail, or does
  not yet exist.
• It is therefore necessary to reassess Part VI of
  ComSocs Policy Manualthe ComSoc Policy on
  Committee and Executive Hiringand to remove,
  change, or add policies. This will
• Eliminate any confusion surrounding ComSocs
  hiring processes
• Enable interviewers or interviewees to obtain
  formalized answers to their questions
  efficiently, by simply consulting ComSocs Policy
  Manual
• Ensure that all of ComSocs hiring procedures are
  effective (ComSocs hiring standards will be
  raised, while policies will remain practical and
  sustainable, since each policy will have been
  formalized using a sufficient amount of time,
  thought, and expertise.)

4
Hiring Policy Team

• Lead Rachel Lochhead (3rsl_at_qlink.queensu.ca)
• Team Members
• Abby Ho, Deputy HRO (5ahyh_at_qlink.queensu.ca)
• Julia Takach, President (3jdt1_at_qlink.queensu.ca)

5
Hiring Policy Stakeholders

• ComSoc members
• ComSoc position holders
• The Queens School of Business

6
Hiring Policy Project Characterization Axis

• Project
• Characterization
• Axis

Broad
Time Sensitivity
Immediate
Long-Term
Niche
Strategic Importance
7
Hiring Policy Plan

• Plan
• Review current hiring policies
• Identify policies that interviewers have
  difficulty following
• Identify areas of the hiring process in which
  policies should exist but do not, or areas in
  which hiring methods are unclear or lack
  necessary detail
• Devise potential solutions to the problems
  identified (ways in which policies could be
  removed, changed, or added)
• Consult the BOD, incoming executive, Deputy HRO,
  and Human Resources professionals, and members of
  the Queens School of Business regarding the
  existence of issues and the potential solutions
• Reassess and alter potential solutions to
  incorporate advice
• Consult the BOD regarding updated potential
  solutions
• Finalize potential solutions
• Devise a motion to pass the updated hiring
  policies at the first Assembly
• Timeline
• June 20th Problem areas and policy changes will
  be identified
• June 27th Feedback on policy changes will be
  received from the appropriate human resources
• June 30th Policy changes will be updated to
  incorporate advice
• July 7th Feedback on the updated policy changes
  will be received from the appropriate human
  resources
• July 10th Updated policy changes will be
  finalized
• Deliverable
• Updated version of Part VI of ComSocs Policy
  Manual ComSoc Policy on Committee and Executive
  Hiring

8
Hiring Policy Resources

• Human Resources
• ComSoc position holders
• Human Resources professionals
• Queens School of Business members
• The current ComSoc Policy on Committee and
  Executive Hiring
• Human Resources literature

9
Hiring Policy Outcome

• Updated ComSoc hiring policies will result in an
  efficient and effective application and interview
  procedure. This will
• Increase the quantity of student participation by
  resulting in a ComSoc reputation and hiring
  reputation that encourages student application
• Increase the quality of student participation by
  increasing the pool of applicants and by ensuring
  that hiring policies result in the selection of
  position holders that will bring the most value
  to ComSoc
• Improve the representation of ComSoc to
  university administration by contributing to our
  reputation of quality procedures and quality
  position holders
• Increase recruitment opportunities and outcomes
  for students, because a greater proportion of
  students will hold positions on ComSoc and gain
  valuable skills and experience
• Increase the sustainability of ComSoc by
  improving its processes, reputation, and the
  quality of its position holders.