DEPTH CHARGE
Identify Vacancy and Evaluate Need

Recruitments provide opportunities to departments such as aligning staff skill sets to initiatives and goals and planning for departmental and individual growth. Although there is work involved in the hiring process, proper planning and evaluation of the need will lead to hiring the right person for the role and team.

Newly Created Position

When it is determined a new position is needed, it is important to:

  • Conduct a Job Analysis if this position will be new to your department. This will also help to identify gaps.
  • Develop Position Description

    A position description also referred to as a job description is the core of a successful recruitment process. From the job description, interview questions, interview evaluations and reference checks questions are developed.

    A well-written job description:

  • Provides a first and sometimes, lasting impression of the campus to the candidate
  • Clearly articulates responsibilities and qualifications to attract the best suited candidates
  • Improves retention as turnover is highest with newly hired employees. Employees tend to be dissatisfied when they are performing duties they were not originally hired to perform.
  • Provides an opportunity to clearly articulate the value proposition for the role and the department and helps attract candidates to apply
  • Assists in establishing performance objectives
  • Identify Duties and Responsibilities

    Prior to developing the job description the hiring manager should identify the following:

    1. General Information

    2. Position Purpose

    3. Essential Functions

    4. Minimum Requirements

    5. Preferred Qualifications

    Develop Recruitment Plan

    Each position requires a documented Recruitment Plan which is approved by the organizational unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the best qualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities.

    Select Search Committee

    To ensure applicants selected for interview and final consideration are evaluated by more than one individual to minimize the potential for personal bias, a selection committee is formed. The hiring manager will identify members who will have direct and indirect interaction with the applicant in the course of their job. Each hiring manager should make an effort to appoint a search committee that represents a diverse cross section of the staff.

    Conduct Interview

    The interview is the single most important step in the selection process. It is the opportunity for the employer and prospective employee to learn more about each other and validate information provided by both. By following these interviewing guidelines, you will ensure you have conducted a thorough interview process and have all necessary data to properly evaluate skills and abilities.

    Preparing for the Interview

    Once the short list (typically 3-5 identified for interview) is approved by the Office of Faculty and Staff Affirmative Action, the interview process can begin.

    Phone Interviews

    A phone interview may be conducted to initially screen the applicant for information such as availability, salary requirements, special position requirements (e.g. ability to perform shift work) and other preliminary information. Although a phone interview should not ordinarily take the place of the in-person interview, it is possible to screen out an applicant due to information obtained during this initial screening. Phone interviews should be properly documented and attended by all search committee members if possible.

    Panel Interviews

    Prior to the panel interview, committee members should ensure they know which interview questions each will ask. Committee members should limit the number of questions to 2-4 to allow sufficient time for all committee members to participate.

    Virtual Interviews

    To reduce travel costs and time associated with interviewing out of area applicants, virtual interviews can provide an alternative method to the in-person interview.

    Select Hire
  • The best candidate for the position was chosen based on qualifications
  • The candidate will help to carry out the University and Department’s missions
  • Reference Checks

    Reference checks should be conducted on the final applicant prior to making an offer. While it is advisable to conduct a reference with the candidate’s current supervisor before a candidate starts employment, if the candidate is reluctant a conditional offer of employment can be made.

    Finalize Recruitment

    Upon completion of the recruitment process the offer to the selected finalist is made. The salary to be offered is to be equitable and lead to the retention and motivation of employees.

    Note: A verbal offer of employment and the finalist’s verbal acceptance creates a contractual relationship – therefore, ensure the offer has been approved prior to verbally offering the position

    Negotiating the Offer

  • Whenever possible, it’s recommended your best offer be made the first time as this displays proper market and internal equity practices and demonstrates good faith to the applicant. As salary requirements would have been identified earlier on in the recruitment process, there should be a good understanding of the applicant’s requirements and whether you are able to work with those requirements.
  • When offering the finalist the position, be sure to discuss the total compensation package (in addition to salary) such as paid time off and retirement benefits. Be excited and enthusiastic about the offer and let them know you are excited about them joining your team.
  • Lastly, if possible, discuss the great learning and development opportunities which may be available to them in achieving their professional goals. Most individuals value this just as much, in some cases more, than the base salary being offered.
  • Countering the Offer

  • Despite your best offer, there may be instances where the applicant declines
  • Discuss the reasons for the offer being declined with the applicant – and look beneath the surface. Applicants decline offers for various reasons and not always due to the salary being offered.
  • If an offer is declined due to salary, the department may make a counter offer provided the amount is within the appropriate guidelines for the role and department
  • Counter offers must be reviewed and approved by the Organizational HR Coordinator
  • Finalizing the Offer

    It is important that each recruitment be properly closed, including the notification of those interviewed and not selected, as well as all documentation associated with the recruitment be uploaded to the ATS.

    "Search is finite, seeking is not. Search yields numbers, seeking helps discover people and possibilities."
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