EXHIBITOR TOOLKIT

On this page: Code of Conduct, Diversity & Inclusion, Decolonizing & Indigenizing Your Hiring Process and COVID-19 / Remote Work Support.

EXHIBITOR CODE OF CONDUCT

  • Keep it SFU, UBC, and UVic appropriate. The way you communicate online should be appropriate for an on campus session. Be professional in your communication and participation.

  • Remember the human. Remind yourself often, there is a human being behind the screen.   If you would not say it in-person, do not say it online.

  • Adhere to the same standards of behavior as in “real life.”  SFU, UBC, and UVic community members are expected to contribute to a safe and respectful learning environment. Codes of conduct still apply online – including policies around harassment and bullying, copyright regulations, and privacy. We expect our exhibitors to respect and honor these policies when participating at the West Coast Virtual Fair.

  • Respect people’s time and bandwidth. When hosting group sessions, please encourage your attendees to keep on task and relevant to the situation when participating, posting in chat messaging, or sharing content. Give all participants the space to participate.

  • Respect other people’s privacy. Information posted on the internet has some permanency. Treat virtual recruitment sessions and conversations with confidentiality. Do not share information about others without their consent.

  • Respect differences. Do not expect all people to be the same. Respect differences and always respond with courtesy and respect.

 

We strive to create a safe environment for students, alumni and exhibitors. If you encounter a situation or have any concerns about participant conduct please contact   info@westcoastvirtualfairs.com.

For general campus recruitment guidelines please visit: CACEE / ACSEE

DIVERSITY AND INCLUSION

What are my legal responsibilities in hiring for diversity?

  • The Employment Equity Act applies to parts of the federal public service, some Crown corporations, and private sector employers with over 100 employees. The Act helps all Canadians have the same access to the labour market. The Act also requires that these employers take actions to ensure the full representation of members of four designated groups within their organizations: women, Aboriginal peoples, people with disabilities and members of visible minorities

The purpose of the Act is to:

  • achieve equality in the workplace by removing barriers to employment for the designated groups (women, Aboriginal peoples, persons with disabilities and members of visible minorities);

  • correct the conditions of disadvantage in employment for the four designated groups; and

  • give effect to the principle that employment equity means more than treating people in the same way; it also requires special measures and the accommodation of differences.

Employers not covered by the Employment Equity Act should refer to provincial regulations. You can also refer to Employment and Social Development Canada. 

How can I make my hiring process inclusive, fair and effective?

  • Hire staff based on competencies: when writing job postings, list the skills, knowledge and attributes required for the job.  This way, you focus on attracting applicants who can do the job. In your interviews, ask questions that tell you whether the person has the ability to do the job—this way, you focus on ability, not disability or other perceived challenges.

  • Be proactive: create a hiring atmosphere that promotes inclusiveness. For example, choose an interview space that is well lit, spacious and accessible.

  • Be sensitive to applicants’ needs: and accommodate them during the interview process. For example, if you’ve been informed in advance that an applicant is hearing impaired or has a learning disability, you could provide the questions in written form in addition to asking verbally. For a candidate who uses a wheelchair, ensure that your interview space is accessible

When am I permitted to ask about an employee's disability?

  • In an interview, it is illegal to ask a candidate whether they have a disability. However, it is good practice to ask if they need an accommodation to perform the job after a job offer has been made.

  • After describing the job thoroughly in the interview, you can ask the candidate if they are able to perform the essential functions of the job. You can also ask how they would perform specific job-related functions.

  • You can find more details about what you can and cannot ask in the Employment Equity Act and on the Canada HR Centre website.

DECOLONIZING & INDIGENIZING YOUR HIRING PROCESS

To help employers better support and retain Indigenous students in the workplace, UVic Co-op and Career connected with members of the Native Student Union at UVic. They shared questions that they hope organizations will ask themselves.

Questions about your workplace and intercultural training

  • Is your organization committed to ongoing training, education and professional development that seeks to develop an understanding of Indigenous histories and the impacts of colonization?

  • Before you hire, do you have a clear sense of why your organization is seeking to hire Indigenous applicants?

  • How does your hiring process respect, engage with and respond to the diversity of Indigenous identities?

  • How does your hiring process recognize and value the experiences and identity that an Indigenous employee brings?

  • What work have you done as a supervisor or as an organization to decolonize your workplace culture?

  • How is the diversity of Indigeneity addressed in your organization’s hiring process

  • How does diversity and inclusion measure with merit in your hiring process?

  • What are successful examples of decolonizing your workplace culture? What reconciliatory initiatives has your organization done?

Questions about hiring and retention

  • If an Indigenous person is hired for their cultural competencies, how will they be supported in the workplace?

  • If an applicant experiences tokenization in the hiring process, what strategies does your organization have in place to address this?

  • What kind of retention plans do you have to specifically support new Indigenous hires

  • Does your organization provide child care benefits, resources and services?
    Does your organization offer accommodations for cultural and familial obligations?

  • Reconciliation, diversity and inclusion, and anti-racism work needs to be championed by non-Indigenous leadership in an organization. Who is your workplace’s non-Indigenous leader/executive who leads this work?

SUPPORTING REMOTE WORK

Communicate clearly and regularly

As organizations continue to adapt in response to COVID-19, it's important to keep all staff, including student hires, in the loop. This can include:

  • being clear about changing protocols, processes and guidelines

  • sharing relevant updates from your organization

  • making sure students understand what is expected of them

  • designating a contact person that students can contact if they have questions or need support

Be clear about your organization's work-from-home expectations

Working from home presents unique challenges. Students are likely sharing the space with friends or family members and may not have a dedicated office space. Remote work can impact workflow and productivity so be clear about what's expected and what support is available, including:

  • whether students should be working their regular hours, or if there is flexibility

  • how, and if, students should track their hours

  • students' goals and deadlines

  • who students can ask for support

  • how review and approval process may have been adjusted during this time

  • how students should report on their progress and share information with the team

  • expectations for students' availability and productivity