Growing Your Team: A Checklist for Canadian SMBs

Phase 1: Before you hire (the admin foundation)

Every item on this list needs to be complete before your new hire's first day. Missing any of these is not a paperwork problem, it creates legal exposure, payroll delays, and a bad first impression. Work through the list early, ideally two to four weeks before your anticipated start date.

1. CRA payroll account (RP number) registered. Register at Canada.ca/business. This is required before you can remit payroll deductions. Processing typically takes five to ten business days.
2. WSIB/WCB registration completed. In Ontario, most employers in most industries must register with WSIB before their first hire. Check the WSIB coverage requirements at wsib.ca, some industries have optional coverage; for most, it's mandatory.
3. Provincial employer registration completed if applicable. Some provinces require separate registration for provincial payroll taxes (e.g., Ontario Employer Health Tax for payroll over $1M/year, confirm whether this applies).
4. Payroll software selected and configured. Options for Canadian SMBs include QuickBooks Payroll, Wagepoint, Payworks, and Rise People. Set up the employee record, pay frequency, and deduction rules before Day 1 so the first pay cycle runs correctly.
5. Employment contract template drafted and reviewed. The template should include role definition, compensation, termination clause referencing ESA minimums, and probationary period terms. Have it reviewed by an employment lawyer for your first hire. See our guide on employment contract basics for Canadian employers.
6. Employee handbook basics or workplace policies document in place. At minimum, a written document covering: hours of work, vacation entitlement, sick leave, code of conduct, and workplace harassment policy (required under Ontario's OHSA). See our employee handbook guide for small businesses.
7. Job description written. Not just a task list, a clear definition of the role, success criteria at 90 days, who they report to, and what decisions they can make independently.

Phase 2: The search

The search phase generates your candidate pool. The quality of your posting and the channels you use determine the quality of that pool, don't shortchange it.

1. Posted on at least two job boards. Indeed Canada for volume reach, plus one additional channel specific to your role or industry: CanuckHire for Canadian audiences, LinkedIn for professional roles, a trade-specific board, or a community group for niche roles. See our guide on the best job boards in Canada.
2. Salary range included in the posting. Required in Ontario for employers with 25+ employees. Best practice for all. A published range filters unqualified applicants and prevents late-stage mismatch.
3. Screening criteria defined before the first application arrives. Must-have vs. nice-to-have list written and agreed upon. Do not revise the criteria based on who applied, that creates inconsistency and potential Human Rights Code exposure.
4. Interview questions written (5–7 behavioural and situational). Questions should be the same for every candidate. Focus on past behaviour ('Tell me about a time when...') and hypothetical situations ('How would you handle...'). Avoid questions that touch on protected grounds under the Human Rights Code (family status, age, religion, sexual orientation). See our guide on interview questions to ask candidates in Canada.
5. Scoring rubric in place. A simple 1–5 scale for each interview question, completed immediately after each interview. Score before discussing with a co-interviewer to reduce anchoring bias.

Phase 3: Selection and offer

Selection is where the work you did in Phase 2 pays off. Move through this phase quickly, strong candidates have multiple processes running in parallel, and delays of more than a week between final interview and offer are a meaningful dropout risk.

1. Phone screen completed for shortlist (top 3–5 candidates). A 15–20 minute call confirming availability, salary expectations, and a high-level account of relevant experience. Eliminates mismatches before investing in full interviews.
2. Structured interview done with the same questions for all finalists. Score each candidate using your rubric immediately after their interview. Do not compare candidates until all interviews are complete.
3. References checked, at least two professional references. Call, don't email. A structured reference call with four to five specific questions (performance, strengths, areas for development, would you rehire?) surfaces more useful information than an email response. Obtain the candidate's consent before contacting references. See our screening guide for how to screen job applicants in Canada.
4. Offer letter drafted and reviewed (ideally by employment lawyer for first hire). Include: role, start date, compensation, probationary period, termination clause, and any conditions of employment. The termination clause is the most legally important element, it must be drafted carefully to be enforceable.
5. Start date confirmed and equipment or access ordered. For remote hires, order equipment immediately after the offer is accepted, shipping takes time, and equipment delays on Day 1 are entirely preventable.

Phase 4: Onboarding

Onboarding determines whether your new hire becomes a confident, contributing team member in 30 to 90 days or spends the same period confused, disengaged, and quietly considering their next move. It is worth more of your time and attention than most employers invest. See our full new employee onboarding checklist for Canada.

1. First-week schedule sent before Day 1. A day-by-day plan for week one: who they're meeting, what they're learning, what they're expected to produce by Friday. Reduces first-day anxiety and signals that you've prepared for them.
2. Buddy assigned. A peer (not the manager) designated as the informal questions channel for the first 30 days. Introduce the buddy by email before Day 1.
3. WHMIS and workplace safety orientation completed. Required under the Ontario Occupational Health and Safety Act. WHMIS training on hazardous materials is mandatory for most workplaces. Confirm what training is required for your specific industry.
4. Payroll set up in system. Employee record created in payroll software with correct pay rate, frequency, and tax jurisdiction. Confirm the first pay date and communicate it to the new hire.
5. All required forms collected: TD1, SIN, direct deposit banking information. Federal TD1 (Personal Tax Credits Return) and provincial TD1 are required for payroll withholding. SIN is required for CRA reporting. Banking info is needed for direct deposit, which should be set up before the first pay cycle.
6. 30/60/90-day check-ins scheduled. Put them in the calendar before Day 1. The 30-day check-in is diagnostic (orientation complete? any blockers?), the 60-day is developmental (contributing independently? what do they still need?), the 90-day is evaluative (meeting expectations? is the role what they expected?).

Phase 5: After the first 90 days

The 90-day mark is a decision point, for both of you. Handle it deliberately.

1. 90-day performance conversation held. Not a formal review, a structured conversation. What are they doing well? What needs to develop? What do they need to succeed? Ask what they think, too.
2. Confirm fit, both directions. Ask explicitly: 'How are you finding the role? Is it what you expected?' A new hire who has concerns and isn't asked will eventually leave quietly. One who is asked and gets a genuine response is far more likely to raise issues proactively going forward.
3. Document any performance concerns formally if they exist. If there are performance issues at 90 days, document them in writing now, the conversation, the expectations going forward, and the timeline for improvement. Undocumented performance concerns are much harder to act on at six months or twelve months.
4. Update onboarding materials based on their experience. What was unclear? What took longer than expected? What did they need that wasn't in your onboarding plan? Update the process for your next hire while it's fresh.
5. Consider: is there a second role to hire for now? If the first hire has gone well and business is growing, the 90-day mark is a good time to start planning the next hire, before you're desperate again. Start the process while you have capacity, not when the need is urgent.

For the full hiring guide context behind this checklist, see our small business hiring guide for Canada. For your first hire specifically, see the onboarding checklist. Post your next role on CanuckHire to reach Canadian job seekers directly.

Frequently asked questions