CSUCI RECRUITMENT PROCESS FOR MPP AND STAFF …



California State University Channel Islands

Staff Recruitment Handbook

A guide for administrators, supervisors and support staff involved in the recruitment process

Compiled by Human Resources Programs

TABLE OF CONTENTS

CSUCI RECRUITMENT PROCESS FOR MPP AND STAFF EMPLOYEES 1

Recruitment & Selection Process 1

Requisition Approval Process 1

Job Descriptions 1

Classification 1

Questions 2

Posting 2

Recruitment Advertising 2

On-Line Recruitment 2

Recruitment and Selection Committees 2

Reference Checks 3

Offer Letters 3

Student Employment Position Description 11

Writing a Job Description 13

What is a Job Description? 13

Why do we need Job Descriptions? 13

What should be included in the Job Description? 14

Suggestions and tips for writing a Job Description 14

Samples of Interview Questions 18

Tips for Creating a Search Committee 21

Search Committee Responsibilities 22

Search Committee Duties 23

Committee Chair Duties 23

Committee Member Duties 23

Conducting the Interview 24

Before the Interview 24

During the Interview 24

Conducting the Interview (cont.) 25

After the Interview 25

EMPLOYMENT REFERENCE CHECK 26

CSUCI RECRUITMENT PROCESS FOR MPP

AND STAFF EMPLOYEES

________________________________________

In order to assist all individuals involved in the hiring process, the Department of Human Resources Programs has developed this handbook to assist you in all phases of recruitment from requisition approval through the reference checking process. This handbook was developed not only to assist you but also to ensure that all processes are consistent with federal and state non-discrimination laws as well as University policies. This handbook also complies with all stipulations addressed in the collective bargaining agreements affecting represented employees. A copy of our non-discrimination policy is also enclosed for your review.

Recruitment & Selection Process

A recruitment and selection process has been developed to assist you in the steps in hiring staff personnel. A copy of the process is included in this packet. Any questions regarding this process should be directed to Human Resources Programs at x8490.

Requisition Approval Process

The requisition form is available in the “Public File”. Instructions are included in this packet on completing the form. The recruitment & selection procedure outlines the process for approval of the requisition.

Job Descriptions

Job Descriptions forms are available in the “Public File” located on the University’s intranet system. Two forms are used for this purpose. One for Management Personnel Plan employees or administrators, the other for represented employees and confidential employees. Represented employees are those employees covered by a collective bargaining agreement. The Represented Job Description for can be used for Students Assistants by removing “Represented” at the top of the form. Copies of the forms along with instructions in completing job descriptions are included in this packet. Further assistance in developing job descriptions may be provided through Human Resources Programs at x8490.

Classification

After receipt of all job descriptions Human Resources Programs will review and analyze specific job descriptions in accordance with the CSU Standards and Qualifications or with HEERA (Higher Education Employee Relations Act) for Administrators and Professional Designations. Human Resources Programs will advise your department of any changes in specific classification designations.

Questions

Questions to be asked candidates during the interview process will be prepared by the interviewer for non-exempt recruitment or by the selection committee for exempt positions. A list of sample questions is included. As always, questions must be job related and no questions regarding age, sex, marital status, race, national origin, disability, veteran’s status, sexual orientation, child care, etc. can be asked.

Posting

All positions will be posted in accordance with CSU and Collective Bargaining Agreement stipulations. Generally, 14 days is required for all positions with the exception of temporary or emergency hires.

Recruitment Advertising

Recruitment advertising is placed through the University’s advertising agency for best results. Advertising can be placed both locally and nationally including the Ventura County Star, the Los Angeles Times, The Chronicle for Higher Education, , Black Issues in Education and Hispanic Outlook. Human Resources Programs will work with the advertising agency to place the advertising. Individual departments will be advised of the cost and will be charged back for these specific expenditures.

On-Line Recruitment

In order to be consistent, University encourages the use of the on-line application and evaluation system for the recruitment of staff and MPP employees. Exceptions may include custodial, laborer and grounds positions where paper applications will be accepted. Human Resources Programs will develop and post employment bulletins after the approval of the department. Training sessions are provided on the use of this system for individuals and for search committees.

Recruitment and Selection Committees

As stated in the recruitment and selection protocol only exempt positions require selection committees. Search committees should be representative of the campus community. Information on forming a search committee is attached in this packet. For student services professional recruitment, a Unit 4 represented employee must be represented on the committee. The university encourages the participation of staff employee and student representatives in the selection process. Non-exempt applications are simply made available to individual hiring members for interview and selection. Tips for forming a search committee as well as tips for conducting the interview are included in this packet.

Reference Checks

Reference checks should be coordinated through the Human Resources Departments. Individual departments are not precluded from checking references especially when department heads or hiring authorities are familiar with the individuals being contacted for reference. Information obtained in the reference checks should be forwarded to Human Resources Programs. The University may also verify degree and driver’s licenses. A recommended reference check form is included in this packet. Applicants must sign a waiver for reference checks that is also included in this packet. The original must be sent to Human Resources Programs

Offer Letters

Offer letters for all staff and MPP employees are prepared by Human Resources Programs and signed by the President. Academic Affairs has been given approval to prepare offer letters for faculty but all offers are sent under the President’s signature. All original letters acknowledging acceptance of the job offer for staff and MPP employees only must be forwarded to Human Resources Programs for inclusion in individual personnel files and the employee has signed acceptance of the offer.

California State University Channel Islands

Department of Human Resources Programs

Recruitment & Selection Procedure

For Staff Employees

________________________________________________________________________________________

1. The requesting department must complete a Job Description and an Employment Requisition Personnel Action Form. Human Resources Programs is available for assistance.

2. The Department of Human Resources Programs will review all position descriptions to ensure the appropriate position classification is assigned.

3. Departments are responsible for obtaining all respective division approvals on the Employment Requisition Personnel Action Form as well as approval of the University Budget Office.

4. The requisition and job description are processed as follows:

• Division Approval – Necessary approvals including Vice President and Division fiscal officer as appropriate

• Department of Human Resources Programs for classification

• Campus Budget Office Approval

5. During any State employment freeze period, a brief memorandum justifying the recruitment must be included; this is required during the present budget crisis.

6. The Department develops all questions for the campus Internet recruitment program and determines required and preferred questions based on requirements in job descriptions. These are reviewed by Human Resources Programs.

7. Positions will be posted a minimum of fourteen days on the campus and/or on the University’s Internet Recruitment site.

8. Exemptions to this fourteen-day posting period will be made for emergency hires or those temporary hires governed by the collective bargaining agreement.

9. Placement of advertising will be coordinated through the Department of Human Resources Programs, including the use of the campus Internet recruitment program.

10. Only exempt professional and management positions will require the forming of a search committee; search committees for exempt represented positions will be formed as stipulated in any respective collective bargaining agreements; search committees should be representative of the university community in gender, ethnicity, department and division.

California State University Channel Islands

Department of Human Resources Programs

Recruitment & Selection Procedure

For Staff Employees

________________________________________________________________________________________

11. The HR recruiter will assist the chair of a search committee, as needed, in the selection of search committee members.

12. The Department of Human Resources Programs will assist the chair of search committees in the preparation of interview questions, if needed, reference checks and offers of employment.

13. The Chair of the Search Committee will notify Human Resources Programs of individuals selected for interview so that interview packets for MPP positions may be sent to applicants.

14. Unless otherwise approved, Human Resources Programs, using a recommended Telephone Reference Check form, will conduct references for final candidates.

15. All offers to management and support staff employment will be coordinated though the Department of Human Resources Programs.

16. All offer letters will be coordinated through Human Resources Programs unless otherwise stipulated.

California State University Channel Islands

Policy Statement on Non-Discrimination

It is the policy of California State University Channel Islands, in accordance with the Board of Trustees’ Policy on Non-discrimination, that all of its employment practices shall reflect the California State University’s strong commitment to the principals and practice of Equal Employment Opportunity. California State University Channel Islands will recruit, hire, promote, train, and implement all other personnel actions; and will administer all of the terms, conditions, and privileges of employment without regard to race, color, religious creed, national origin, ancestry, disability, medical condition, gender, sexual orientation, marital status, age or veteran status.

California State University Channel Islands is committed to serving the diverse educational needs of the people of the State of California into the 21st century. This commitment extends to the pledge to create an educational and working environment in which diversity is viewed as a desirable and valuable asset to the University itself and to the community it serves.

This policy is administered at California State University Channel Islands through the Associate Vice President, Human Resources Programs. Questions, concerns, suggestions, or complaints should be directed to (805) 437-8423.

Reviewed and Approved:

(Original Signed and On File)

Richard R. Rush, President / Date

California State University Channel Islands

Hiring Freeze Exemption Form

DATE: __________________

DIVISION: __________________________________ DEPARTMENT: __________________

POSITION JOB CLASSIFICATION AS LISTED ON BUDGET: ___________________________________________________________________________

POSITION FUNDING NUMBER AS LISTED ON BUDGET:

___________________________________________________________________________

ANNUAL SALARY, INCLUDING BENEFITS: _______________________________________

CRITERIA CITED FOR HIRING EXEMPTION:

( 1. The position is essential to the academic/student support mission of the university.

( 2. The position is needed for health or safety reasons.

( 3. The position is essential to maintain the operations of the University.

JUSTIFICATION:_________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

APPROVED:

__________________________ ________________

Division Vice President (Date)

APPROVED:

__________________________ ________________

President, Richard R. Rush (Date)

CALIFORNIA STATE UNIVERSITY CHANNEL ISLANDS

MPP - ADMINISTRATOR POSITION DESCRIPTION

A current and accurate Position Description (PS-4) is required for each staff position, and must be on file in Human Resources Programs. The PS-4 should be completed with the assistance of the incumbent. After completion, the PS-4 should be reviewed, signed and dated by the employee, the supervisor, and the appropriate Executive/Division Head prior to submission to Human Resources Programs.

|SECTION I - TO BE COMPLETED BY THE SUPERVISOR |

|Date: |Division: |Department: |

|Incumbent: |Classification: |Working Title: |

|Supervisor’s Name: |Supervisor’s Classification and Title: |

|___ New Position ____ Existing Position |____ Full-Time ____ Part-Time |

|PURPOSE OF THE POSITION: |

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|RESPONSIBILITIES & DUTIES: |

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|SUPERVISOR/OTHER WORK RELATIONSHIPS: |

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|REQUIREMENTS OF POSITION: |

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|SECTION II - SIGNATURES |

|Incumbent: |Zfsyr Date: |President: |Date: |

|Supervisor: |Date Date: |A AVP HR Programs | Date: |

CALIFORNIA STATE UNVERSITY CHANNEL ISLANDS

CONFIDENTIAL POSITION DESCRIPTION

A current and accurate Position Description (PS-4) is required for each staff position, and must be on file in Human Resources Programs. The PS-4 should be completed with the assistance of the incumbent. After completion, the PS-4 should be reviewed, signed and dated by the employee, the supervisor, and the appropriate Executive prior to submission to Human Resources Programs.

|SECTION I - TO BE COMPLETED BY THE SUPERVISOR |

|Date: |Division: |Department: |

|Incumbent: |Classification: |Working Title: |

|Supervisor’s Name: |Supervisor’s Classification and Title: |

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|___ New Position ____ Existing Position |____ Full-Time ____ Part-Time |

|PURPOSE OF THE POSITION: |

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|RESPONSIBILITIES & DUTIES: |

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|SUPERVISOR/OTHER WORK RELATIONSHIPS: |

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|REQUIREMENTS OF POSITION: |

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|SECTION II - SIGNATURES |

|Incumbent: |Date: |President: |Date: |

|Supervisor: |Date: |AVP HR Programs: |Date: |

CALIFORNIA STATE UNVERSITY CHANNEL ISLANDS

REPRESENTED POSITION DESCRIPTION

A current and accurate Position Description (PS-4) is required for each staff position, and must be on file in Human Resources Programs. The PS-4 should be completed with the assistance of the incumbent. After completion, the PS-4 should be reviewed, signed and dated by the employee, the supervisor, and the appropriate Executive prior to submission to Human Resources Programs.

|SECTION I - TO BE COMPLETED BY THE SUPERVISOR |

|Date: |Division: |Department: |

|Incumbent: |Classification: |Working Title: |

|Supervisor’s Name: |Supervisor’s Classification and Title: |

| | |

|___ New Position ____ Existing Position |____ Full-Time ____ Part-Time |

|PURPOSE OF THE POSITION: |

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|RESPONSIBILITIES & DUTIES: |

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|SUPERVISOR/OTHER WORK RELATIONSHIPS: |

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|REQUIREMENTS OF POSITION: |

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|SECTION II - SIGNATURES |

|Incumbent: |Date: |President: |Date: |

| | | | |

|Supervisor: |Date: |AVP HR Programs |Date: |

California State University Channel Islands

Student Employment Position Description

Office:______________________________________________________________________

Contact Name:________________________ Contact Telephone:___________________

Position Title_________________________________________________________________

Classification: Level I __ Level II __ Level III __ Level IV __

Salary: $___.___/hr

Hours: ____ hrs./wk.

Office Description_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Job Qualifications____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Job Qualifications (cont.) _____________________________________________________________________________________________________________________________________

Job Description____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Writing a Job Description

What is a Job Description?

A job description is a written document that describes the purpose, duties, responsibilities, tasks, and relationships of a particular job.   At California State University Channel Islands, a job description consists of several major components:  Purpose of the Position, Responsibilities & Duties and Requirements, the Americans with Disabilities Act, and the Occupational Safety Health Administration.

The purpose of the position is a general statement outlining the major responsibility and purpose of the position, the division and departmental responsibilities.

The responsibilities and duties section describes the duties and responsibilities of a position.  They explain what is done on the job, how it is done, and why it is done.  Each job description typically lists the job's three to five most important responsibilities, and each responsibility statement usually begins with an action verb.  Each description should include the essential elements of the position that must be performed. Include any information that may safety related.

The requirements section outlines the knowledge and skills required to successfully function in a position.  Some questions answered in this section, for example, pertain to the job's level of education/experience required, supervision received, analytical skills required, budget responsibilities, and human resources impact.

The supervisor/other work relationships section outlines supervisory role in hiring, terminating, promoting and evaluating employees. For represented employees any lead responsibilities. Additionally, the level and nature of internal and external contacts must be included.

Why do we need Job Descriptions?

Job descriptions for staff positions are necessary for a variety of reasons.  Job descriptions are used to:

• Guide supervisors when evaluating work distribution and departmental organization.

• Analyze jobs to determine appropriate pay ranges and classifications.

• Establish a basis for recruitment, selection, and hiring. 

• Help incumbents understand their jobs better.

• Allows performance reviews to be clear and accurate.

What should be included in the Job Description?

Listing of duties and responsibilities in the job description should be limited to what is required and the essential elements to perform the job.  Duties and responsibilities no longer performed or those that may be required in the future should not be included in the description. The description is to be written in terms of the position itself, not the capabilities of any individual.  

Suggestions and tips for writing a Job Description

A. Well-written job descriptions are written in a factual and impersonal style.  It should be accurate, concise, and complete.  Before writing a job description, you may want to consider these suggestions:

• Keep sentence structure as simple as possible; omit unnecessary words that do not contribute pertinent information.

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• Begin each duty/task with an action verb.

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• Avoid the narrative form.

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• Be consistent when using terms like "may" and "occasionally."  These should be used to describe tasks that are performed once in a while, or tasks that only some employee's perform.

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• Refer to job titles rather than incumbents, i.e., "Reports to _______ Manager" instead of "Reports to Mary Smith."

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• Be precise.  This is critical for accurate job evaluation and analysis.

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• Focus on critical activities.  Disregard minor occasional tasks, which are not unique to a specific job.

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• Use logical sequence in describing duties and responsibilities, and be consistent.

B. The following statements MUST be completed to evaluate this description. (If necessary, use a separate sheet.) In order to perform the duties of this position, plain:

1. The minimum knowledge/education level required. (All qualifications listed must be job related. State the minimum type and level of education and/or skills necessary and why they are necessary. Keep in mind that relevant experience can be substituted for formal education requirements.)

2. The minimum experience level required. (Again, all qualifications listed must be job related.)

3. The amount of supervision received by the incumbent. (What is the job class code and working title of the supervisor? How, and to what

extent, is the incumbent’s work checked? Note the distinction between initial or special training and ongoing supervision.)

4. The analytical skill required. (What is the complexity or standardization of the tasks, which are performed?)

5. Both the level and budget volume (Dollar Amount) of financial responsibility/accountability. (What is the extent of the incumbent’s responsibility for calculating and verifying figures; gathering data; typing requisitions or budget documents; monitoring or analyzing expenditures; preparing reports; approving purchases; planning and authorizing department or grant budgets, etc?)

6. The impact of actions carried by this position. (What are the probable results of inadvertent error or mistake in judgment, interpretation, or exercise of responsibility?)

7. Both the diversity and complexity of the supervision exercised. (List the job class codes and working titles of those directly trained and/or supervised by this person).

8. The scope of the human resources impact of this position. (Explain supervisory role in hiring, firing, promoting, evaluating, increasing salaries, etc. of other employees. Does the position carry “lead” responsibility? Explain how, and to what extent, the incumbent checks the work of others).

9. Both the level and nature of the internal contacts. (What, if any, University departments does the incumbent contact. Why are these contacts made and how frequently are they made?)

10. Both the level and nature of the external contacts. (What, if any, interactions does the incumbent have with people or organizations outside the area/department, e.g., the general public, service representatives, government agencies, community leaders, alumni, students, etc.? Why are these contacts made and how frequently are they made?)

C. Explanatory Information (Use a separate sheet, if necessary.)

Include any information, which further clarifies the duties of the position. For example, indicate any significant inter-relationships associated with the position. Explain where the work originates, where it is forwarded, the deadlines, etc. List what equipment is used. Indicate if any type of confidential data is handled. Include a copy of the organization chart, if necessary. If there are any comparable positions within the department, identify these positions by position number and note the similarities and differences.

Examples of Action Verbs to Use In Job Descriptions

|accommodate |confer |generate |prepare |

|achieve |consolidate |guide |present |

|acquire |construct |handle |process |

|address |consult |hire |program |

|adjust |control |identify |provide |

|administer |coordinate |illustrate |quantify |

|advise |correspond |implement |recognize |

|allocate |counsel |improve |recommend |

|analyze |create |improvise |record |

|apply |customize |incorporate |recruit |

|appoint |delegate |increase |reduce |

|approve |deliver |inform |regulate |

|arrange |demonstrate |initiate |report |

|assess |design |instruct |research |

|assign |develop |interact |resolve |

|assist |devise |interface |review |

|audit |direct |interpret |schedule |

|augment |disseminate |interview |search |

|authorize |distinguish |investigate |select |

|budget |distribute |issue |solve |

|calculate |document |lift |specify |

|circulate |draft |maintain |strategize |

|clarify |edit |manage |streamline |

|clear |eliminate |monitor |strengthen |

|collaborate |enforce |motivate |summarize |

|collect |establish |negotiate |support |

|combine |evaluate |observe |teach |

|communicate |execute |operate |train |

|compile |expand |organize |translate |

|complete |explore |participate |troubleshoot |

|compose |facilitate |perform |update |

|compute |formulate |plan |validate |

|conduct |furnish |predict |write |

Samples of Interview Questions

1. Tell us a little more about your professional experiences, particularly those not mentioned on your resume.

2. Why are you interested in leaving your current position and why do you feel that this position would be better for you?

3. Do you feel this position is a promotion, a lateral move, a broadening of your professional experience, or just a change? Why do you think so?

4. How does this position fit into your long-term goals?

5. Please tell us about your present position.

6. What do you dislike most about your current job?

7. What is your favorite part of your current job and why is it your favorite part?

8. What are three college courses that best prepared you for your current position?

9. What qualities or experiences make you the best candidate for this position?

10. Describe two or three major trends in your profession today.

11. On the basis of the information you have received so far, what do you see as the major challenges of this position and how would you meet them?

12. Describe a situation in which you did “all the right things” and were still unsuccessful. What did you learn from the experience?

13. Discuss any committees on which you have served and the impact of these committees on the organization where you currently work.

14. Why did you choose this profession/ field?

15. What new skills have you learned over the past year?

16. Think about an instance when you were given an assignment that you thought you would not be able to complete. How did you accomplish the assignment?

17. Have you ever had a great idea but been told that you could not implement it? How did you react? What did you do?

18. Describe the best boss and the worse boss you have ever had.

Samples of Interview Questions (continued)

19. Describe your ideal job.

20. What would your co-workers or your supervisor say about you?

21. Can you describe how you go about solving problems? Please give us some examples.

22. What is the biggest conflict you have been involved in at work? How did you handle the situation?

23. What new programs or services would you start if offered the position?

24. Please share with us your philosophy about customer service in an academic environment and give some examples of service that would illustrate your views.

25. Tell us how you would learn your new job in the absence of a formal training program.

26. How would you characterize your level of computer literacy? What are some of the programs and applications with which you are familiar?

27. Think about a co-worker from the present or past whom you admire. Why?

28. What are the characteristics that you prize most in an employee? What behaviors or characteristics do you find intolerable?

29. Can you share with us your ideas about professional development & training?

30. Describe some basic steps that you would take in implementing a new program in your area.

31. What are one or two of your proudest professional accomplishments?

32. Do you have any knowledge of the unique role of a ________ [start-up, public university]?

33. How do you feel about diversity in the workplace? Give us some examples of your efforts to promote diversity.

34. Tell us how you go about organizing your work. Also describe any experience you have had with computers or other tools as they relate to organization.

35. Please tell us what you think are the most important elements of a good _______[service, activity, program.].

36. Describe your volunteer experiences in community-based and /or not for profit organizations.

37. What professional associations do you belong to and how involved in them are you?

Samples of Interview Questions (continued)

38. Tell us about you preferred work environment.

39. What experiences or skills will help you manage projects?

40. Tell us ho you would use technology in your day-to-day job.

41. In what professional development activities have been involved over the past few years?

42. What volunteer or social activities have helped you develop professional skills?

43. What things have you done on your own initiative to help you prepare for you next job?

44. Do you have any concerns that would make you have reservations about accepting this position if it is offered to you?

45. What do you think most uniquely qualifies you for this position?

46. Do you have any additional information that you would like to share?

47. Do you have any questions for us?

Tips for Creating a Search Committee

❑ Committee chairpersons should hold positions at the same level as or a higher level than the vacant position.

❑ The size of the committee should reflect the importance of the vacant position (the more important the position, the greater the number of committee members).

❑ Attempt to form a committee diverse in terms of gender and race departments and divisions.

❑ Attempt to appoint as a committee member an individual who has performed or held the vacant position or a similar position.

❑ Attempt to appoint as a committee member an individual who had performed or held the vacant position or a similar position.

❑ Appoint ex-officio members from the HR department, the Affirmative Action office, or both.

❑ Determine whether each potential appointee has sufficient time to devote to search committee duties.

❑ Ensure that the committee possesses technical expertise sufficient to make astute comparisons among applicants.

❑ Ensure that the committee represents a variety of perspectives on the role and function of the vacant position.

❑ Appoint stakeholders—for example, students in a search for a director of Student Activities, faculty in a search for a librarian, or members of the president’s cabinet in a search for vice president.

Search Committee Responsibilities

❑ Determine official or working title of position in question

❑ Position (job) description and a copy if the advertisement or position announcement

❑ Essential and preferred criteria for selection; criteria that are important to the department and the institution; and the hiring authority’s view of the position’s scope and short- and long-term challenges and opportunities

❑ Time frame for completing the search (the committee should formulate and distribute a timetable to appropriate constituencies)

❑ Policy for handling late or incomplete applications has to be consistent with CSUCI practice

❑ Aware of CSUCI policy on diversity or affirmative action issues

❑ Know duties of the search committee chair and individual committee members

❑ Hiring manager’s involvement in the search process

❑ Preferred number of finalist candidates to visit the campus and a general idea of the conduct of the campus visit

❑ Form in which the committee’s final recommendations are to be brought forward (for example, single candidate, ranked candidates, narrative)

❑ Where and how the committee will receive administrative and logistical support (for example, from the department with the vacancy and the HR Programs department)

❑ How the HR Programs Department will support and monitor the process

❑ Funds available for advertising and for candidates’ travel, hotel, and meals

Search Committee Duties

Committee Chair Duties

1. Serve as liaison between the committee on the one hand and the hiring authority and the HR Programs department on the other

2. Ensure that the charge is carried out

3. Call and chair meetings

4. Ensure that proper records and meeting minutes are kept

5. Correspond with semifinalists

6. Coordinate administrative and logistical support

7. Serve as lead host for candidates on campus

8. Coordinate the efforts of all committee members

9. Perform all duties of regular committee member

10. Perform other duties as requested by the hiring manager

Committee Member Duties

1. Help to identify and contact potential applicants

2. Attend all scheduled meetings

3. Review all materials

4. Screen applicants

5. Host candidates

6. Participate in the interview process

7. Maintain appropriate confidentiality about search committee proceedings

8. Other duties as assigned by chairperson

Conducting the Interview

Before the Interview

❑ Book an appropriate location

❑ Review the job description

❑ Draft and agree upon the interview questions to be asked

❑ Review the candidate’s resume/application on-line or by hard copy

❑ Agree on the format for the interview

❑ Ensure that you know and can identify the indicators of the candidate’s ability to perform the job

During the Interview

❑ Introduce the committee members

❑ Describe the format of the interview

❑ Ask open-ended informational, situational, and behavioral questions

❑ Let the applicant do most of the talking

❑ Keep the interview on track

❑ Observe nonverbal behavior

❑ Take notes

❑ Leave time for the candidate to ask questions

❑ Ask if HR Programs can check references and pursue references not listed on the resume

❑ Describe the remainder of the search process and the time it will take

❑ Thank candidate for his or her time

Conducting the Interview (continued)

After the Interview

❑ Give the candidate a brief overview or written synopsis of benefits

❑ Answer any questions related to salary

❑ Evaluate the candidate based upon the skills and knowledge outlined in the job description

❑ Document the candidate’ strengths or weaknesses

EMPLOYMENT REFERENCE CHECK

|Applicant Name: | | | |

|Candidate for (Position): | |Job#: | |

| | | | |

| |

|Person Contacted: | |Title: | |

|Company Name: | |Telephone: | |

|Address: | | | |

|Relationship to Candidate: | |Dates of Employment: | |

| | |From: To: | |

What is/was his or her job title and primary responsibilities at your organization?

What is/was the applicant’s reason for leaving?

Would you consider the candidate for rehire? ____YES ____NO

FOR ACADEMIC ADMINISTRATORS with prior academic experience:

Please describe the candidate’s effectiveness in relating with faculty and academic administrators?

Please describe candidate’s effectiveness with students?

Describe the candidates organizational skills and if appropriate any experience with strategic planning.

Please describe the candidate’s ability to reason and think critically about academic matters.

FOR ALL ADMINISTRATIVE POSITIONS:

How would you rate the candidates ability to critically think and reason?

Describe your overall evaluation of this candidate’s job performance.

How would you rate the candidate’s ability to cope with change and implement new ideas?

How well did/does the candidate respond under pressure?

How effective is/was the candidate’s problem solving skills in interpersonal, professional or complex situations?

How well did/does the candidate: plan and organize their work, deal with multiple tasks, and complete assignments on time?

How much supervision did/does the candidate require? How would you rate his/her self-management skills?

How well does/did the candidate interact with other people? (Include maturity, cultural and lifestyle differences)

How well did/does he/she respond to criticism/interpersonal conflict?

What are/were his/her strongest skills as an employee?

What areas of his/her performance need(ed) improvement?

REFERENCE COMMENTS:

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Human Resources Programs

One University Drive

Camarillo, California 93012

Administration Building – Room 108

Tel 805.437.8490 FAX 805.437-8491

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