Screening, a responsible process tied to human resource management, consists of carefully examining the candidacy of those who apply for a job, be it in a volunteer or paid position. This process clears the way to choosing the best candidates and to warding off, as much as possible, all those who might be susceptible to behaving inappropriately toward those who are vulnerable, be it children or adults.

Screening objectives

1- To create and maintain a safe and secure environment.

2- To assure that the chosen candidate possesses the necessary aptitudes to accomplish the task.

Screening steps

Job description

The job description for positions of authority defines the tasks to be performed in the context of a particular service or of a pastoral activity. The task description establishes the precise rules and procedures to which all hired personnel in pastoral activities must conform. It also permits the proper evaluation of the risk level inherent in each task.

Job description model

Risk evaluation

Risk evaluation associated with a position represents a pivotal step if we want to choose the most adequate screening measures.  This evaluation, done beforehand, will be very useful to the directors of the screening process, and is comprised of 10 steps.

The following factors will serve to establish the risk level for a position of authority:
 

• Profile of the participants or the beneficiaries (age of the people involved, physical state, degree of vulnerability);

• Environment (location of the activity, physical disposition, public/private);

• Nature of the activity (animation, counseling, visit);

• Type of supervision (people present, direct, indirect, frequency);

• Nature of the interactions (individual, group, intensity, intimacy).
   

Examples of risk factors

Recruitment process

It is strongly advised that all organizations adopt a formal recruitment process, whether for volunteers or for those in paid positions.

If you want to transition from an informal hiring context to a process that is more systemized, we recommend following these steps:
 

• Provide a written statement that outlines the position of authority or the description of the associated tasks to the people involved;

• Give written or oral explanations concerning the moral and legal obligation of submitting to administrative formalities, as much for any volunteers who wish to work for the community as for those applying for a paid position;

• Provide information regarding the routine screening process that all candidates must submit to.

The admission or identification forms should be completed by all those who wish to occupy a position, or who already occupy a position. This form, which collects basic information (name, coordinates, work experience, references, etc.), will allow, as needed, the various diocesan organizations to proceed with regular verifications, according to the risk associated with the desired or occupied position.

Volunteer form
Employee form

Job interview

All new personnel offering their services on the diocesan or pastoral level must undergo a job interview, to be led by at least two interviewers. The candidate will answer questions pertaining to his or her human and professional development (formation and experience), his or her motivations, as well as all other subjects judged to be pertinent, with scrupulous respect to the fundamental rights of the person as granted by the laws and charters of Quebec.

Practical guide for interviews

Verification of references*

All candidates who wish to occupy a function (whether paid or not) in the diocese, must provide at least two references on his or her admission form. Those listed as references may be of several types: employers, association managers, pastors, community members, etc.; out of prudence, the listed references must have no family ties with the candidate. The verification of a reference is most often done over the phone and does not last longer than ten to twelve minutes.

Checklist for the verification of references

Background check*

Background checks are carried out under a Memorandum of Understanding between the Service de police de la Ville de Montréal (SPVM) and the Archdiocese of Montreal for those working with vulnerable clientele and a private firm for other high-risk positions. The diocesan department in charge of  Responsible Pastoral Ministry informs parishes and other organizations under its authority of the application of these protocols.

*Steps requires for people applying for a high risk position.

List of high risk positions

All hired personnel are considered on probation for a determined time, out of respect for the laws of Quebec. This probationary period, clearly outlined by the employer, will allow for the validation or cancellation of the choice of candidate for the position.  This probationary period is essentially the orientation and formation stage.

The orientation and formation stage allows the employer:
 

• To review with the hired person what the task consist of, the objectives to be achieved and the expectations of the parish directors, as well as the internal functioning of the organization (procedures, relationships with authorities, responsibilities, etc.);
   
• To familiarize the person with the diverse tools associated with their task (programs, catechetical processes, etc.);
   
• To acknowledge that the employee or volunteer have read the Code of Ethics and Conduct, and undertook to respect it by signing the commitment form.

• To keep up to date employee and volunteers with any document necessary to complete the policy for responsible pastoral ministry, such as the guide to online activities, in our common concern to always promote a safe and healthy environment for our pastoral activities.

A volunteer candidate who has been accepted at a parish has an obligation to provide written (signed) agreement to respect the mutual commitment agreement.

Supervision and evaluation

The form and frequency of evaluations will vary according to the nature of the task (or the function) and the associated risks. For this reason, the supervision of any positions of trust will be regular and thorough.

The supervisor must therefore foresee the form and frequency of the evaluation of the person under his or her responsibility, keep that person informed, and as much as possible provide support in a positive way and tailor their professional development and the use of their talents.

Follow-up with participants

After the supervision and evaluation of pastoral personnel, whether volunteer or in a paid position, it is also necessary to assure a follow-up for the beneficiaries of the pastoral work (and their families, if necessary)

Regular meetings or telephone contact with the participants (and their families) of a program or activity will allow those responsible to assure their human and organizational quality. These follow-ups will also allow for the quick identification of a dysfunctional individual or of any malevolent intentions.

Volunteer Follow-up Sheet