LIFE UNIVERSITY€¦ · 1. The Hiring Manager confirms that there is a budget for the position. 2. The Hiring Manager contacts the Talent Acquisition Specialist for a copy of the

L I F E U N I V E R S I T YR E C R U I T M E N T & S E L E C T I O N G U I D E

Recruiting and selecting the right people is paramount to the success of Life University and its ability to retain a workforce of the highest quality. This Recruitment and Selection Guide provides procedures and policies to assist Hiring Managers in hiring the best people on merit and to assure that the recruitment process is free from bias and discrimination.

1269 Barclay Circle | Marietta, GA 30060 | 678.331.4331 | LIFE.edu Page 1

T A B L E O F C O N T E N T S

Steps to the Hiring Process ..................................................................................................... 3

Steps to Creating a Requisition ............................................................................................... 4

Steps to View Referred Candidates ......................................................................................... 5

Steps to Generating a Hire ...................................................................................................... 6

Interim vs. Acting Status ......................................................................................................... 7

Search Committee/Interview Panel ......................................................................................... 8

Search Committee Confidentiality Form ................................................................................ 9

Adjunct, International and Visa Considerations .....................................................................10

Making the Offer ....................................................................................................................11

Commonly Used Interview Techniques ..................................................................................12

Guidelines for Developing Interviewing Questions ...............................................................12

Questions to Avoid During the Interview ..............................................................................13

Sample Interview Questions ...................................................................................................14

Sample Telephone Pre-screen Questions ................................................................................17


S T E P S T O T H E H I R I N G P R O C E S S

1. The Hiring Manager confirms that there is a budget for the position.

2. The Hiring Manager contacts the Talent Acquisition Specialist for a copy of the existing job description for review. If there is no job description, the Hiring Manager will create a draft and send to HR. Do not include a position grade or exemption status. HR is responsible for making this determination.

3. An approved job description will be posted into the applicant tracking system, allowing the Hiring Manager to create a requisition.

4. Upon electronic approval of the requisition, HR will post each position on LIFE.edu and any other applicable job boards to increase the pool of applicants. Reminder: all positions must be posted a minimum of 3 days.

5. The Talent Acquisition Specialist will screen all applications and refer only those that meet the required qualifications for the positions that are posted.

6. The Hiring Managers will conduct telephone pre-screening interviews with all applicants prior to scheduling face-to-face interviews. Human Resources is available to assist with pre-screening.

7. It is mandatory that the Hiring Manager include an HR Representative on all interviews except telephone pre-screens.

8. Completed interview forms and notes, rubrics and EEO logs must be submitted to the HR office once an offer is made.

1269 Barclay Circle | Marietta, GA 30060 | 678.331.4331 | LIFE.eduPage 4

S T E P S T O C R E A T I N G A R E Q U I S I T I O N

• Log in at neogov.com USE YOUR USER NAME/PASSWORD• OHC—click Open New Requisition • Enter your Job Title in search box• Click link Create New

1. Desired Start Date: Enter projected start date (adjust later) *Requisition #: Automatically assigned when requisition saved

2. Working Title: Approved job title3. Vacancies: ENTER 1 ALWAYS (1 requisition per position)4. *Department: Drop Down box5. Division: Leave BLANK always6. *Hiring Managers: Click on name of Dept. Manager who

receives applications (If name isn’t on list, immediately contact HR to adjust)

7. Job Term: Drop Down box8. List Type: Drop Down box (Regular is most commonly used)9. Skills: See Job Description10. Comments: Open field for information to approvers or Human Resources.11. *Is this a New or EXISTING position: 12. Employee being replaced (Full name):13. Last Date of Employment:14. *Proposed Salary/Hourly: Enter approved salary range ex. 40,000-45,00015. *Department number: Obtained from Finance16. *Special advertising: All positions are posted on LIFE.edu and Higheredjobs.com.

You may list special publications, websites and organizations where you would like to place advertisements.17. Training Degree Required: See Job Description18. Computer Skills: See Job Description19. List any License, Certificate or Registration required: See Job Description20. *Contact Name: (This info. is not visible to applicants)21. *Contact Phone: NO DASHES (This info not visible by applicants)22. No Approvals: DO NOT CHECK THIS BOX.

Be sure to Highlight (CTRL & Left Click) all names listed. • Approval 1: Must approve before next approval ....... Janet Peters • Approval 2: Must approve before next approval .......Amy McIlvane• Approval 3: Must approve before next approval ....... Jo Ann Miller and Sharie Williams• Approval 4: Final Approval ......................................Stella Peterson and Karla Ruppenicker

23. Save and Release: Click when ready for the position to be routed for approval. Emails will be sent to the approvers as each approval step occurs.

THINGS TO NOTE:

• System times out after 1 hour 30 minutes with no activity. Save early and save often.

• If you are unable to complete the requisition, make sure you enter at least one character in fields marked by an asterisk. If a required field is left blank, you will not be able to save the requisition.

• If you make any changes scroll to bottom and SAVE YOUR WORK!


S T E P S T O V I E W R E F E R R E D C A N D I D A T E S

• Log on to neogov.com

• Click on your name in the top right hand corner (drop down box)

• Click on “My List”

7

Generating a Hire

To View Candidates Applications in Neogov Applicant Tracking System

o Log on to https://secure.neogov.com/insight/login.cfm (be sure to click on Online Hiring Center-Departments)o Click on your name in the top right hand corner (drop down box)o Click on “My List”

o My Requisitionso My SME Reviewo My Listo Preferenceso Help & Trainingo Sign Out

o Find your job postingo Under the Candidates column, click on “view”

Req # Title Department Division Hiring Mgr Candidates Applications Last Referred

2013-0000 Administrative College of Chiro…

John Doe View Print 05/29/13

o You will then see a list of candidates, click on their names to view their application/resumes

Administrative Assistant 03/05/13

candidate name appears here



To submit a Payroll status form in Neogov Applicant Tracking System

o Log on to https://secure.neogov.com/insight/login.cfm (be sure to click on Online Hiring Center-Departments)o Click on your name in the top right hand corner (drop down box)o You will go to MY LIST (drop down list under your name),o Locate the your position, then look across under the Column for Candidates and click on “view”o Put a check by the candidate’s name and from the drop down box, select Hire and click on goo This will then populate the Payroll status formo Complete all yellow highlighted fields required fields. See example below:

Name: Name will automatically populate

Status: Hired

* Offer Date: The date you would like HR to extend the offer

Offer Amount: $ The amount that has been approved by Budget.

Bonus Amount: $

* Answer Date: This is the date the candidate accepted the offer

* Filled On Date: This is the date the candidate accepted the offer

* Start Date: This is the start date of the candidate

7

Generating a Hire
















Status: Hired



Bonus Amount: $




• Enter your Job Title in the search box (if unable to find your position, click “Show all in my dept.”

• You will then see a list of candidates, click on their names to “View” their application/resumes

• Once a candidate has been scheduled for interview be sure to add them to Interview Scheduled


8

Orientation Date: This is the same date as the start date Keep Active on Eligible

List: No

Select No Comments:

2500 character limit

Special instructions go here such as salary information, relocation, etc.

* Position/Grade :Just include the title and if you know the grade you can include

* Department Name :

* Department Code : Department Number

* Job Class :Salaried Exempt

Hourly Non Exempt

Part Time

Full Time Faculty

Adjunct

Work Study

Other * Contact Name :

* Contact Number :No dashes or letters.

No Approvals

Approval 1 1. Human Resources -Review

Approval 2 2. Finance

Approval 3 3. Payroll

Approval 4 4. Human Resources

o ****DO NOT CHECK THE “NO APPROVALS” BOX****o Approvals – Select and Highlighto APPROVAL 1. HR Review – Select and Highlight- Janet Peters (H i t c o n t r o l k e y t o h i g h l i g h t b o t h n a m e s)o APPROVAL 2. Finance – Select and Highlight-Amy McIlvaneo APPROVAL 3. Payroll – Select and Highlight -Jo Ann Miller AND Sharie Williams (H i t c o n t r o l k e y t o h i g h l i g h t b o t h

n a m e s)o APPROVAL 4. HR – Select and Highlight- Stella Peterson AND Karla Ruppenicker (H i t t h e c o n t r o l k e y t o h i g h l i g h t

b o t h n a m e s )

S T E P S T O G E N E R A T I N G A H I R E

• Log on to neogov.com • Click on your name in the top right hand corner (drop down box)• Click on “My list” (drop down list under your name)• Enter your Job Title in the search box (if unable to find your position, click “Show all in my dept.”) • Locate the position, then look across under the Column for Candidates and click on “View”• Put a check by the candidate’s name and from the drop down box, select “Hire” and click “Go”• This will generate an electronic form to be fully completed

7

Generating a Hire
















Status: Hired



Bonus Amount: $





I N T E R I M V S . A C T I N G S T A T U S

“ACTING” STATUS

ACTING status is defined as a position filled on a temporary basis to replace a regular employee on leave. The expectation is that the regular employee will be returning to his/her regular position in the future. The acting participant will return to his/her original role upon the return of the regular employee.

Acting indicates a ‘stop-gap’ as a momentary substitution due to health reasons or any other short-term reason. All “acting” appointments are temporary, short-term appointments. If it is determined the regular employee will not or cannot return to work, the position will be posted to begin the recruitment and selection process.

Acting appointments must be reviewed by HR Human Resources.

“INTERIM” STATUS

INTERIM status is defined as a position filled on a temporary basis while a search is being conducted, or a department/unit reorganization is taking place.

The regular open position is posted, and a temporary replacement (interim) is selected for the role while the search continues for the permanent candidate. The normal recruitment process applies. The Talent Acquisition Specialist is the point of contact for assistance and guidance. The interim acts in full capacity until a candidate is selected for the position.


S E A R C H C O M M I T T E E / I N T E R V I E W P A N E L

All open positions titled at a Director level or above and Full-Time Faculty must use a search committee. All open positions titled below a Director level must use an interview panel.

Interview panels (usually consist of hiring manager, and/or team lead and HR representative) prescreen and interview qualified candidates prior to in order to make a selection. Managers are required to prescreen and interview qualified candidates prior to making a selection.

Managers are to have preset relevant questions to ensure fair hiring practice.

Search committees (3 or more members) work independently with the Hiring Manager to screen, search, interview and recommend job candidates for a final selection.

Please note that although there is a special consideration afforded whenever the internal candidate is a former faculty member returning to teaching from an administrative role, these candidates are not automatically guaranteed a faculty position, but their application will be reviewed by the Hiring Manager if they have the basic qualifications for the position.

The primary goal in the formation of a search committee, elected or appointed, should be to create a body representative of the constituencies affected by the position. Persons accepting appointment to the committee disqualify themselves as candidates for the position.

The Search Committee is appointed by, and reports to, the Hiring Manager. For Faculty positions, that would be the Department Heads, Division Chairs or Deans.

SEARCH COMMITTEE/INTERVIEW PANEL GUIDELINES:

1. A committee will consist of at least three committee members.

2. A Human Resources representative must be included as a committee member.

3. Other committee members may be selected from “outside” units that work closely with the unit.

4. Each member of the committee must sign a confidentiality form.

5. Diversity should be sought in gender, ethnicity and race.

6. The selection process should avoid conflicts of interest by taking the initiative to manage, disclose or resolve conflict situations as appropriate.

After all interviews are completed, the committee decides which candidates are acceptable or unacceptable for the position based on the requirements that were posted for the position. The committee will make a recommendation following the instructions given by the Hiring Manager. Usually, the Hiring Manager will request a list of several of the best qualified candidates with strengths and weaknesses. The Hiring Manager may request that the candidates be ranked.

Please note: Once a hire has been made, Hiring Manager must forward all paperwork related to the interview to the Human Resources Department (i.e. Rubric, Evaluation forms, EEO forms).


S E A R C H C O M M I T T E E C O N F I D E N T I A L I T Y F O R M

All participants must complete the following agreement prior to the initiation of the search process and to be participants on the search committee.

I understand that all discussion and comments made during this process are strictly confidential. I agree that I will not discuss this information outside the confines of the process nor divulge any information concerning the process to anyone, either during or after the committee’s work is completed.

Any violation of this confidentiality agreement will be considered a violation of the Life University Honor Code and Standards of Conduct.

Print Name ___________________________________________________________________________________

Signature ____________________________________________________________ Date ____________________


A D J U N C T , I N T E R N A T I O N A L A N D V I S A C O N S I D E R A T I O N S

A. ADJUNCT FACULTY POSITIONS

In the case of adjunct positions, the Search Committee process may be impractical due to timing and/or the specialized position. Exceptions will be at the discretion of the appropriate Dean. Adjunct hires do not need to be approved at the level of the Chief Academic Officer as long as the overage budget is not exceeded.

B. INTERNATIONAL FACULTY POSITIONS

When an individual is applying for a Faculty position in a country other than the United States or its territories and an on-campus interview is impractical, then the Committee Chair will arrange an electronic interview process (i.e. Skype, and other).

C. VISA CONSIDERATIONS

In the case of candidates who are not U.S. Citizens and are applying to work in the United States, there are going to be visa considerations. Determination of the need and type of visa involved must be handled by the Human Resources Department. The Hiring Manager and hiring department are responsible for obtaining funding for legal fees associated with sponsorship.


M A K I N G T H E O F F E R

Prior to an offer being made, the Hiring Manager should identify the top two candidates or one if there is only one viable candidate. HR will submit pre-employment assessments tests, which are required as part of the recruitment process. The tests are submitted by HR, and results are shared and reviewed with the Hiring Manager prior to making a final determination and making an offer.

FOR STAFF POSITIONS:

When a candidate for a staff position has been identified for hire, a verbal offer of employment will be extended by Human Resources. The candidate will also be advised that the offer is conditional pending the results of a drug screen, criminal background check, verification of education and previous employment (up to 10 years).

The offer letter of employment will be mailed within 48 hours of acceptance of the verbal offer through the U.S. Postal service, and a soft copy will be emailed to the new hire along with the new hire documentation.

FOR FULL TIME FACULTY POSITIONS:

The offer letter for faculty positions involves the Dean and Chief Academic Officer as follows.

1. The Hiring Manager makes a recommendation for hire to the Dean.

2. If a candidate is acceptable, the Dean confers with Faculty Affairs and the Budget Department to determine rank and salary range. Salary determination is based on the candidate’s experience, credentials and the current budget for the position.

3. The Dean creates a formal offer letter detailing the terms of hire (i.e. start date, rank and department, salary and other benefits, relocation and temporary housing costs, if applicable) and any other special considerations (i.e. must complete Ph.D. by end of next term).

4. The Dean presents the recommendation and offer letter to the Chief Academic Officer for authorization, and once approved, it is sent by the Dean to the candidate. Once the signed offer letter is received from the candidate, the Dean will notify the Human Resources Department. The Human Resources Department will coordinate the onboarding process for the new hire.

Please note: It takes at least one week for an applicant to clear the new hire process. The new hire cannot start until cleared. Once a hire has been made, the Hiring Manager must forward all paperwork related to the interview to the Human Resources Department.


C O M M O N L Y U S E D I N T E R V I E W T E C H N I Q U E S

In a structured or patterned interview, the interviewer follows a pre-set list of questions that are asked of all candidates. This allows for consistency in the process, ensures that important questions are not left out and helps assure that all candidates are assessed by the same standards.

Behavioral questions should be designed to help evaluate an applicant’s ability to perform certain elements or key competencies deemed critical to the performance of the position. They require the candidate to give real examples of past actions and results and are based on the theory that past behavior is a good predictor of future behavior. Generally, behavioral questions are more likely to give real-world information that may be relevant in making a good selection decision.

Situational interviewing is characterized by questions like, “what would you do in this situation?” allowing the candidate to speculate on how they would handle a particular job related issues.

G U I D E L I N E S F O R D E V E L O P I N G I N T E R V I E W I N G Q U E S T I O N S

In many cases where interviewers feel the need to decide whether a particular question is a good one or not, there is no easy answer. However, there are a few standards to use that will help guide your decision. Make certain the question does not violate EEO laws, and the question is likely to obtain valuable information from the applicant. If the question meets these standards, then ask the question. Otherwise, do not. Avoid asking questions that have the potential of being considered illegal or discriminatory.

• Depending on your tone of voice and facial expressions (communication cues), those around you can interpret the question as a good, average or poor question. Furthermore, the way a question is phrased and its temporal placement can have a considerable impact.

• Don’t be overly influenced by what you were asked as a candidate for a position when deciding on what questions to ask.

• Formulate your own questions that will help you seek the information you need to fill the position successfully.

• Don’t shy away from asking questions regarding topics of which you may have limited knowledge. Such questions will enable you to determine whether the applicant can formulate his/her answer in an easy, understandable way.

• Valuable information can be gained about a candidate from an experience or interest the candidate has, even though it is seemingly quite remote from the job for which the candidate is interviewing.

• It is extremely important that the same general format is followed and the same general question content is asked of all applicants. However, it’s acceptable to ask a candidate to elaborate further on statements and/or items specific to their application.

• If you want to test a particular question, ask yourself whether it is:• Specific to the candidate• Based on the candidate’s past experience• Open-ended


• Nondiscriminatory• Job-related• Non-leading

In all likelihood, you will be asking a good, acceptable question if you’ve answered “yes” to each of the above questions.

Q U E S T I O N S T O A V O I D D U R I N G T H E I N T E R V I E W

• Questions that you would not ask of all candidates.

• Questions about age, race, color, place of birth, national and family origin, religion, sex, sexual orientation, disability, ethnicity or ancestry

• Questions about the date a candidate graduated from high school. You may ask number of years attended and degree(s) obtained.

• Questions about past, present or future marital status, pregnancy, plans for a family or childcare issues. You may ask if the candidate has any commitments that would preclude him/her from satisfying job schedules or performing job-related travel. If such questions are asked, they must be asked of both genders.

• Questions about the candidate’s state of health or handicap/disability (physical or mental).

• Questions about the workers’ compensation history of a candidate.

• Questions on the basis of sexual preference.

• Questions that pertain to a candidate’s appearance (height and weight).

• Questions about financial status or a candidate’s credit rating.

• Questions about proficiency in English or questions about a candidate’s native tongue or how foreign language ability has been acquired. You may ask about foreign language skills if the position requires such ability.

• Questions about whether a candidate has filed or threatened to file discrimination charges.

• Questions that would reveal arrests without convictions. You may ask about convictions (but not arrests) for crimes that relate to the candidate’s qualifications for a position.


S A M P L E I N T E R V I E W Q U E S T I O N S

COMMUNICATION AND INTERPERSONAL SKILLS:

With which of your past work groups did you most enjoy working? What factors most influenced your positive feelings? With which of your past work groups did you least enjoy working? What accounted for your lack of enjoyment? What did you do about it? What was the outcome?

Tell me about a time when you had a major conflict with another employee, and what was the cause of the conflict? What things did you do to alleviate the problem? What were the results?

What would you do if you had a conflict with another employee? What would you do to alleviate the problem? What would you do if the problem continued?

Provide me with a specific example of a time when a co-worker or supervisor criticized your work in front of others. How did you respond. How has that event shaped the way you communicate with others?

Tell me about a time when you felt it was important to take it upon yourself to disclose “bad news” to your supervisor? How could you have handled the situation differently? How would you handle the same situation in the future? What kinds of outside influences affected the outcome of your actions? How would your supervisor have evaluated your decision in that situation?

ASSERTIVENESS

Give me a specific example of a time when you sold your supervisor on an idea or concept. How did you proceed? What was the result?

How would you sell your supervisor on an idea or concept you feel is valuable to the organization?

JOB PERFORMANCE

Describe the system you use for keeping track of multiple projects. How do you track your progress so that you can meet deadlines? How do you stay focused? (Measures Commitment to task)

Tell me about a time when you failed to meet a deadline. What things did you fail to do? What were the repercussions? What did you learn? (Measures Time management)

Give me some examples of things you have done that go considerably beyond what is required by your job. (Measures Drive and motivation)

Tell me about a situation that required you to learn something difficult or unfamiliar. Why was it difficult to learn? What did you have to do to learn it? How long did it take? What was the end result? (Measures Ability to learn)

CREATIVITY AND IMAGINATION

Tell me about a time when you came up with an innovative solution to a challenge your organization/department was facing. What was the challenge? What role did others play? What was your idea? What were the alternative approaches you considered? Why was this a particularly creative solution?


DECISION-MAKING

Describe a specific problem you solved for your employer. How did you approach the problem? What role did others play? What was the outcome?

WILLINGNESS TO TAKE RISKS

In past positions, when do you most regret not having taken a particular risk? What was the nature of the risk? Why didn’t you pursue this risk?

Political Astuteness (Showing commitment and ability to understand diverse interest groups and power bases within organizations and the wider community, and the dynamic between them, as to lead more effectively).

What was the most difficult political decision you have had to make? What were the sensitivities? What were the risks? What factors needed to be considered, and why? What track did you elect to take? What was the result?

INTEGRITY

Give me an example of a situation that required you to compromise one of your basic principles. What was the situation? What principle did you compromise? Why did you compromise? How did you feel about it?

TEAMWORK

Give an example of your involvement in a successful team effort. What role did you play? Why was the effort successful? Give an example of your involvement in a team effort that failed? What role did you play? What factors led to the failure?

Describe a time when you encouraged co-workers who disliked each other to work together. How did you accomplish this? What was the outcome?

CUSTOMER SERVICE

Describe the behaviors of a difficult customer and what you did.

Was there ever a time you violated organizational policy in order to better serve a customer? What happened and how did you handle it?

Tell me about a time when you went the extra mile for a customer. What were the circumstances and what did you do?

OPERATING STYLE

What are the basic work principles by which you try to operate? How are these basic work principles reflected in your daily accomplishments? Give me some recent examples of how these work or operating principles benefited your performance. What principles did you employ? How did you behave? What was the result?

Give me an example of where you abandoned one of your basic work principles and it backfired on you. What was the circumstance? What principle did you abandon? Why did you abandon this principle? What was the result? What did you learn from this experience?


MANAGEMENT STYLE, PHILOSOPHY AND EFFECTIVENESS

Describe your process for monitoring and controlling overall department operations and performance. What are the performance benchmarks? What are your monitoring techniques? What controls do you exercise?

Describe your approach to employee development. How do you determine development needs? How are these communicated? How is accountability assigned? What successes have you had? How could you be more effective in this area?

How do you go about evaluating individual employee performance? What is your basis for evaluation? What standards do you use? How do you measure against these standards?

What are some of the techniques you have used or continue to use to motivate poor performers? Give me some examples of how you have used these techniques? What was the outcome? How could these have been improved?

What is the most difficult decision you have had to make as a manager? What made it difficult?


S A M P L E T E L E P H O N E P R E - S C R E E N Q U E S T I O N S

Candidate ____________________________________________________________________________________

Today’s Date __________________________________________________________________________________

Position ______________________________________________________________________________________

1. This position pays $_________________. Is this acceptable? YES NO

2. Tell me about your work experience and education and how it relates to the _________________________ position.

_______________________________________________________________________________________

3. What software or other office supplies are you familiar with? ______________________________________

_______________________________________________________________________________________

4. Are you presently employed? YES NO If yes, why are you presently seeking a new opportunity?

_______________________________________________________________________________________

5. What days/hours are you available to work?

_______________________________________________________________________________________

6. What are three (3) main attributes or skills you think are important to this position?

_______________________________________________________________________________________

_______________________________________________________________________________________

7. What would you say is an ideal work environment for you? ________________________________________

_______________________________________________________________________________________

8. In your previous position, what do you consider your greatest accomplishments? _______________________

_______________________________________________________________________________________

9. What motivates you to do a good job every time? _______________________________________________

_______________________________________________________________________________________

Documents

LIFE UNIVERSITY€¦ · 1. The Hiring Manager confirms that there is a budget for the position. 2. The Hiring Manager contacts the Talent Acquisition Specialist for a copy of the