Making The Offer

​As a manager, these are the steps you will need to follow to make an offer of employment and prepare for your employee's first week on the job.

​​Making the Offer

The first step in making an offer at UBC is to call the candidate to officially offer them the position. Be sure to cover the basics:

  • Eligibility to work in Canada (would have provided in eRecruit application but always good to double check, or if candidate was found without posting you will nee​d to verify)
  • Position level, employee group and title
  • Salary
  • Start date and end date if applicable
  • Probation/orientation period
  • Probationary period
  • Benefits

Remember, a verbal agreement is binding. After the candidate has accepted the offer verbally, provid​​e them with an offer letter. There are two ways to produce an offer letter.  

For a position in eRecruit, your recruiter will produce an auto-generated offer letter once you provide them with the basic information (name, salary, start date). Once the offer is signed by the manager and employee, return it to your recruiter to complete the hire process. 

  • If the manager does not have signing authority on the speedchart then the offer letter must also be signed by someone with authority, the manager and then the employee.
  • This step will also include the manager or designated offer approver to approve the hire in the eRecruit system. The approver will be emailed a link to use to approve the job offer. 

You must also provide the new employee’s SIN (work permit, if applicable) and date of birth at this time. If the position was not posted in eRecruit, you will need to hire via Staff Appointment Form.

Preparing for your New Employee

Recruitment and Selection takes a lot of time and effort and as the hiring manager it is always a relief to have the new employee start. However, it is equally important that your new employee has a positive onboarding experience to our organization.  

First impressions are important and failure to properly onboard can be detrimental to a new employee’s attitude towards the organization and affect future performance. It is important to create conditions that help new hires feel like a welcome part of your team from day one. 

Before the Employee Arrives

  • Set aside time on your calendar to make sure you are available when the new employee arrives on the first day and frequently throughout the first week
  • Identify a department “buddy” who will be your new employee’s ‘go-to’ person throughout their first few weeks
  • Send out email to department so they are prepared to welcome the new employee
  • Ensure the desk and/or office for the new employee is tidy, clean and stocked with appropriate start up supplies
  • Prepare an orientation schedule for the new hire’s first few days
    • Try to space out more mundane tasks such as reading and paperwork with more interactive tasks such as meetings and training
  • Set up computer and configure new email accounts and other required access
  • Set up phone system and provide instructions for using voicemail
  • Plan and schedule any training critical for your new employee to receive within the first few weeks on the job
  • Set up appointments with individuals whom your new employee should meet early on
  • Create a first day schedule for your new employee
  • Provide a list of key contacts that the new hire will be working with and set up short meet and greet meetings
  • Provide key documents such as organizational chart, contact list, office map etc…

Employee’s First Week

  • Introduce the new employee to the rest of the department and show them where they will be sitting
  • Introduce them to their onboarding “buddy”
    • The “buddy” to take new employee to lunch on first day
  • Meet with the employee to define the job accurately and completely and ensure the employee understands their responsibilities. The employee would have seen a job description during the hiring process, but now is the time to go over it in detail.
  • Assign a manageable task within the first week to ensure they are not left with nothing to do when there are gaps in the orientation.
  • Help the new employee understand the FoM and your department’s unique culture.
    • What is the dress code, when and how do people take lunch and other breaks, when and how do employees get together to meet or solve problems, how strict are policies, do people go out together after work?
  • Review the departmental reporting structure with the employee and how the team communicates (i.e. meetings, etc.) with each other.
  • Explain the new employee’s role in your department and in the company at large and the contribution they will be making.
  • Explain and plan for any training or development opportunities.
  • Make performance standards clear, and let the employee know how his or her performance will be measured.

Visit the Orientation section for more information and resources for new staff members.