Who Makes Hiring Decisions in a Quebec SMB?

Who Makes Hiring Decisions in a Quebec SME?

In the dynamic ecosystem of Quebec's small and medium-sized enterprises (SMEs), which make up the vast majority of businesses in the province, the question of who makes the final hiring decision is crucial. Unlike large corporations with structured human resources (HR) departments, the decision-making process in an SME is often more fluid, involving close collaboration between different players. There is no single answer; it depends on the company's size, its culture, the position to be filled, and the internal resources available. Understanding these dynamics is essential for any SME looking to attract and retain top talent in a rapidly changing labour market.

The Central Role of the Owner-Operator

In very small businesses and many SMEs, the owner or founder is almost always at the heart of the recruitment process. This direct involvement stems from a simple reality: every new hire has a significant impact on overall performance and, more importantly, on the company culture. The owner is the guardian of the company's vision and values. He or she is looking not only for technical skills but also for a personality that will fit in harmoniously with the existing team. For strategic positions or the first few employees, the owner often leads the entire process, from screening resumes to the final interview.

However, even when the owner delegates certain steps, their influence remains predominant. It is common for them to reserve the right to approve the short list of candidates or to conduct a final informal interview to validate cultural fit. This approach, while sometimes time-consuming, ensures consistency in the team's growth and preserves the company's DNA. In the Quebec context, where interpersonal relationships are highly valued, the owner's personal touch can be a major asset in convincing a top candidate.

The Hiring Manager: The On-the-Ground Perspective

As an SME grows, it becomes impossible for the owner to manage all recruitment alone. This is where the role of the hiring manager, the new employee's future direct supervisor, becomes fundamental. This manager is in the best position to assess the specific technical skills required for the job. They know the daily challenges of their team and can ask targeted questions about concrete work scenarios.

The active participation of the hiring manager is a key to success. Not only do they validate technical expertise, but they also begin to build a relationship with the candidate. This initial interaction lays the foundation for successful integration and productive collaboration. The manager must assess the candidate's ability to collaborate with current team members and adapt to existing processes.

The division of roles is often as follows: the manager focuses on the technical and operational assessment, while the owner (or an HR manager) evaluates cultural fit and administrative aspects. The final decision is ideally made jointly. A consensus between the manager and senior leadership ensures that the new employee meets both the immediate needs of the department and the long-term goals of the company.

The Intervention of Human Resources: Internal or External?

The Internalized HR Function

When an SME reaches a certain size, typically around 50 employees, creating a dedicated HR position becomes relevant. This person or small department then takes on the task of structuring the recruitment process. Their responsibilities include:

• Writing and posting job offers: In compliance with Quebec laws, notably the Charter of the French Language and CNESST standards.
• Initial screening of applications: A first filter to present only the most relevant profiles to managers.
• Pre-screening interviews: To validate motivation, salary expectations, and general behavioural aspects.
• Coordinating interviews: Scheduling meetings between candidates and hiring managers.
• Checking references and backgrounds: A crucial step to minimize risks.

In this model, the HR professional acts as a facilitator and a guardian of best practices. They advise the manager and the owner, but the final decision often remains a shared responsibility. The HR specialist ensures the fairness and compliance of the process, while the manager validates the professional fit.

The Outsourcing Option: Recruitment Firms and HR Consultants

For many SMEs, hiring a full-time HR professional is not financially justifiable, or recruitment needs are sporadic. Outsourcing then becomes a strategic solution. Using a recruitment firm or an external HR consultant offers several advantages, especially in a market where nearly a third of Canadian SMEs struggle to attract employees.

External recruiters have specialized expertise and a vast network of candidates, particularly for specialized roles. They can handle the entire search and pre-screening process, allowing internal managers to focus on their primary tasks. In Quebec, it is imperative to ensure that the personnel placement agency holds a valid license issued by the CNESST. Outsourcing can reduce hiring time and provide access to talent that is not actively looking for a job. The final decision, however, always rests with the company. The external consultant presents a short list of qualified candidates, but it is the hiring manager and/or the owner who conducts the final interviews and makes the definitive choice.

Navigating the Legal Context and 2026 Trends

Making a hiring decision in 2026 involves more than just picking a candidate. SMEs must navigate an increasingly complex legal framework. In Quebec, the CNESST governs labour standards, pay equity, and occupational health and safety. Law 25 on the protection of personal information also imposes strict rules on the collection and use of candidate information. Elsewhere in Canada, provinces like Ontario and British Columbia have introduced laws on pay transparency and prohibiting Canadian experience requirements, trends that could influence practices nationwide.

Facing a labour market where demand for frontline roles is exploding and artificial intelligence (AI) is transforming expectations, the hiring decision must be collaborative. The best approach for a Quebec SME is a hybrid model: the hiring manager defines the need and assesses expertise, the owner validates the fit with the culture and long-term vision, and an HR partner (internal or external) structures the process, ensures compliance, and expands the talent pool. This triangulation of perspectives maximizes the chances of making a hire that is not only competent but also sustainable and beneficial for the company's growth.

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