Recruitment & Selection Guide - Life · PDF file · 2015-03-23RECRUITMENT AND SELECTION FRAMEWORK ... Job Analysis Questionnaire Form ... The use of contracts is most appropriate

Recruitment & Selection Guide

Life UniversityHuman Resources1269 Barclay Circle

Marietta, GA 30060

(770) 426-2930

1

Table of Contents

I. THE PURPOSE ..............................................................................................................3

II. RECRUITMENT AND SELECTION FRAMEWORK ................................................... 4

A. Overview of Process ..................................................................................................4

B. Review the Job and the Need for It .............................................................................. 4

C. Interview Panel/Search Committee ............................................................................ 5

D. Flow Charts ...............................................................................................................5

Hiring Process for a New Position ..................................................................................... 5

Hiring Process for a Replacement Position ........................................................................ 6

III. REQUEST FOR PERSONNEL ACTION ........................................................................ 6

A. Vacant Position (Staff and Faculty) ............................................................................. 6

IV. JOB ANALYSIS ..............................................................................................................7

For an Existing Position ...................................................................................................7

For a New Position ..........................................................................................................7

V. ADVERTISING ................................................................................................................8

A. Requirements and Job Posting .................................................................................... 8

VI. SELECTION PROCESS ...................................................................................................8

A. Screening Applications ............................................................................................... 8

B. Arranging the Interview ..............................................................................................8

C. The Interview ............................................................................................................9

D. Assessment Tests ..................................................................................................... 10

E. Hiring Recommendation .......................................................................................... 11

F. Employment and Education Verifications .................................................................. 11

G. Reference Checks ..................................................................................................... 11

H. Criminal Background Checks ................................................................................... 11

I. Pre-employment Drug Screening............................................................................... 11

J. Disqualification of Applicants .................................................................................. 12

K. Employment Offer .................................................................................................... 12

L. Post Interview .......................................................................................................... 12

M. Employee Referrals ................................................................................................... 12

N. Promotions and Transfers ......................................................................................... 12

O. New Hire Orientation ............................................................................................... 12

VII. Steps In the Hiring Process ............................................................................................. 13

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Table of Contents

VIII. Adjunct, International and Visa Considerations ............................................................. 17

A. Adjunct Faculty Positions. ....................................................................................... 17

B. International Faculty Positions. ................................................................................ 17

C. Visa Considerations. ................................................................................................ 17

IX. Selecting Search Committee Members ............................................................................. 17

A. The Role of the Chair and the Committee ................................................................. 18

B. Hiring Decision ........................................................................................................ 20

C. Communications with Candidates............................................................................. 20

D. Search File ............................................................................................................... 20

E. Internal Candidates .................................................................................................. 21

X. Exit Interview ................................................................................................................. 21

APPENDICES

APPENDIX 1: Termination/Absence Form ........................................................................ 22

APPENDIX 2: Faculty Qualifications Form ........................................................................ 23

APPENDIX 3: Confidentiality Agreement Form ................................................................. 24

APPENDIX 4: Job Analysis Questionnaire Form ............................................................25-29

APPENDIX 5: Life University Transfer Form ...................................................................... 30

APPENDIX 6: Guidelines for Developing Interviewing Questions ....................................... 31

APPENDIX 7: Questions to Avoid During the Interview ..................................................... 32

APPENDIX 8: Examples of Acceptable/Discriminatory Questions .................................33-37

APPENDIX 9: Behavioral Interviewing Questions ...........................................................38-39

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The Purpose

I. THE PURPOSE

Life University’s policies and practices are based upon a fundamental recognition among its members that at the core of each and every human being is an innate intelligence that shares common origin. This understanding provides the foundation for a fundamental expectation of positive and supportive behavior from other members of the LIFE community.

Life University was established on a five-part charge that comprises our central, foundational value known as Lasting Purpose (To Give, To Do, To Love and To Serve Out of a Sense of Abundance). Recruiting and selecting the right candidate is paramount to the success of Life University and its ability to retain a workforce of the highest quality by adhering to the four standards of Serving Lasting Purpose (SLP): (1) An Attitude of Helpfulness, by assisting hiring managers in sourcing and selecting the right candidate and ensuring that we listen enough to understand the competencies, skills and qualifications of a candidate needed to fill the position in a timely manner; (2) A Personal Commitment to Building Relationships by collaborating and helping managers reach their goals and objectives by hiring the right candidate; (3) Manage to the Best Solution by serving others in a way to help them make the best decision on a hire. Life University provides fair evaluation processes for all members of the LIFE Community; and (4) User Friendly Always by being consistent in the hiring process, treating every candidate fair and making unbiased decisions.

With Life University’s vitalistic vision, clearly defined performance proficiencies and measurable criteria for success, a career at Life University will help you to develop into a leader who exemplifies humanistic values and, in a world where change is constant, provides innovative approaches to direct that change to elevate society and evolve Life University’s health care system.

This Recruitment and Selection process is vital to furthering the mission and vision of Life University as well as enhancing the creativity, diversity, and excellence of LIFE’s community. The Recruitment Guide has been provided as a tool designed to assist hiring managers with achieving their goals in hiring the best candidate and by managing to the best solution. Hiring Managers (Department Head, Dean, Division Chair, Director, etc.) are highly encouraged to take the class “Interviewing Techniques” on a yearly basis to uphold ethical goals and values that are essential in the hiring process and by making a personal commitment to the principles of citizenship and integrity.

The Employment Specialist, from the Human Resources Department, is instrumental in supporting the mission, vision and goals of Life University by developing, implementing and managing the full-life cycle recruitment process of faculty and staff positions. The Employment Specialist provides quality services to the LIFE community by anticipating customer needs and wants, providing support and guidance, and adhering to best practices and principles of Lasting Purpose and the Service Standards. This guide will be evolving by continuing to meet the dynamic needs of the University and to brand Life University as “Employer of Choice.”

Here you will find the procedures that all hiring managers will use when recruiting and hiring employees. Also, you will find many documents and other resources offered to help you conduct professional, fair and complete interviews with the assistance of the Employment Specialist. The procedures, resources and forms are integral parts of the University’s standards of Serving Lasting Purpose and commitment to good-faith efforts. Everyone conducting or assisting with the recruitment and hiring process is expected to follow the procedures outlined in this document. If you neglect to follow the procedures and process outlined in the guide you will delay the hiring process for your department.

The Employment Specialist is available to provide expertise and guidance throughout each step of the hiring process, whether it’s placing an advertisement, reviewing resumes, accessing talent pools, or interviewing. Please contact Human Resources at (678) 331-4379 to reach your Employment Specialist.

The Employment Specialist will provide the following services:

• Write and place print ads

• Assist with job analysis

• Identify national, regional, and local sources for candidates

• Post jobs on web sites

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Recruitment and Selection Framework

• Use best practices to attract and interview candidates

• Pre-Screen/screen candidates based on your needs

• Develop pre-screen, interview, and reference-check questions

• Serve as a member of the your interview panel and/or search committee

• Review existing candidates or those in our applicant pool who meet the qualifications of your job

• Train on legal compliance

• Coordinate the on-boarding process

II. RECRUITMENT AND SELECTION FRAMEWORK

A. Overview of Process

1. Assess the need for the job and ensure adequate funding

2. Review the job description to ensure that it meets the present and future requirements

3. Design the selection process (utilize interview panel/search committee process if applicable)

4. Draft the advertisement and select the advertising media

5. Short list

6. Interview and test (if necessary) short-listed candidates

7. Validate references, qualifications, drug screens and background checks

8. Set Hire Date

B. Review the Job and the Need for It

Upon the resignation, transfer, retirement, termination or the authorization of a new position, the “search and selection” procedure begins. This is an opportunity to review position responsibilities and the way in which the position contributes and promotes unit, department, division and University objectives.

Hiring Managers need to consider the following issues:

1. Is the job still necessary?

2. What value does it add to the team and to the delivery of service?

3. Has the position been approved by Finance?

4. Does the job description need updating?

If so, the salary grade for the job and the position specification may need to be re-evaluated. The Human Resources Employment Specialist is available to provide advice on constructing both job descriptions and job specifications, and advising on grading issues.

5. What type of employment could be offered?

• Full-time, temporary, part-time or adjunct?

• Is job-sharing an option?

• Contract?

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Flow Charts

The use of contracts is most appropriate for covering a particular task/project/item of work or an interim appointment. They should not normally be used to fill full-time or long-term positions.

If the decision is to hire for a position, it is the responsibility of the Hiring Manager to ensure that the Staffing Requisition is submitted through the Applicant Tracking System (ATS), Neogov as soon as possible.

C. Interview Panel/Search Committee

Except in the case of special Presidential Appointments, all full-time staff and faculty interviews will be conducted by an Interview Panel or Search Committee. All open positions titled at a Director level or above and Faculty will use a search committee. All open positions titled below a Director level will use an interview panel.

Interview panels (3-4 members) usually work with the Hiring Manager to interview job candidates and make a selection.

Search committees (3-5 members) work independently from the Hiring Manager to screen, search, interview, and recommend job candidates for a final selection.

Note: The Employment Specialist from Human Resources will be included on both interview panels and search committees.

D. Flow Charts

Hiring Process for a New Position

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Request for Personnel Action

Hiring Process for a Replacement Position

III. REQUEST FOR PERSONNEL ACTION

A. Vacant Position (Staff and Faculty)

When an employee gives written notice (resignation letter) of intention to leave University employment, the immediate supervisor should notify the Employment Specialist as soon as possible so that necessary interviews for re-staffing might be arranged. The Termination/Absence Form (TRF) (See Appendix: 1) should be provided by the Hiring Manager at that time and sent to The Employment Specialist within three (3) business days of notice. The Hiring Manger will log onto Neogov Applicant Tracking system to submit a request for a job posting.

The starting salary for exempt and non-exempt employees shall be determined by the job classification of the vacant position and the associated pay grade. Employing departments will consult with Human Resources on classification issues and salary issues before posting the position. Most importantly the department will consult with the Employment Specialist before making any salary commitments.

If the position is a replacement position that was held previously by another employee, the Employment Specialist will communicate with Finance to confirm the salary that can be paid.

If it is a new position, the Department will require Finance approval. Human Resources will price the position, in which pricing will determine the pay grade and market for the position. Departments should allow a minimum of three (3) business days for pricing of positions.

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Job Analysis

IV. JOB ANALYSIS

Job Analysis is the foundation of human resources management and helps lay the foundation for effective recruitment, selection, performance management and career development. This guide provides an understanding of job analysis and its function as an essential part of the recruitment and selection process.

Job Analysis involves gathering, documenting and analyzing information about the content, context and requirements of the job. A successful job analysis demonstrates a clear relationship between the tasks performed on the job and the knowledge, skills, abilities, competencies and behaviors required in performing the work of the position.

Incomplete or inaccurate job analysis can result in making a poor hiring decision, which can impact both the manager and the new hire. It is important to spend the time needed with the Employment Specialist to ensure a thorough alignment of the major job duties with the needed competencies in order to achieve a clear understanding of what will lead to a positive hiring outcome.

A thorough job analysis should include the Hiring Manager, the Employment Specialist, and a Subject Matter Expert (SME). If the Employment Specialist is not co-located with you and a face-to-face meeting is not possible, job analysis may be conducted by telephone. It is important to include one or more subject matter experts as needed during the job analysis process.

For an Existing Position:

The following steps will help provide the best analysis of a particular job:

1. Involve employees by having them complete Job Analysis Questionnaire Form. (See Appendix: 4)

2. Interview employees, asking them specific questions about their job duties and responsibilities.

3. Obtain log sheets from employees with information about each of their tasks and the time spent on each task for at least one full work week.

4. Complete desk audits where you observe employees doing their jobs at different times of the day and days of the week and track what they do and for how long.

5. Interview supervisors and managers, and other employees, clients and customers the employee may interact with while performing the job.

6. Compare the job to other jobs in the department as well as the job grade or job family to show where it falls on the pay scale.

After the job analysis is conducted for the existing position, the Employment Specialist will assist you with developing the job description.

For a New Position:

The following steps will help provide the best analysis of a particular job:

1. Gather Information: Use the official and current position description, review organization charts, review the skills of the previous incumbent.

2. Ask for Assistance: Involve a Subject Matter Expert (SME) and contact the Employment Specialist for information on qualifications standards, classification standards and evaluation statements.

3. Identify Critical Job Duties: Identify and document three to five critical or major duties, which are duties that directly impact the mission and occupy at least 25% of an employee’s time.

4. Identify needed KSAs (Knowledge, Skills and Abilities) and Competencies: For each critical or major duty, identify the essential knowledge, skill, ability or competency required to successfully perform that duty.

5. Identify Selective Placement Factors: After identifying the duties and the relevant KSAs and competencies, determine if there are any additional factors that a highly-qualified candidate will possess prior to starting the new position.

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Advertising

6. Validate KSAs & Competencies to your Assessment Method: Ensure that each KSA and competency can be evaluated and is ratable from information provided in an applicant’s resume and can be validated by an assessment tool such as a questionnaire, an interview, reference checks, etc.

7. Document your Rating Criteria: Arrange the non-selective KSAs and competencies in order of importance, using a 1, 2 and 3 rating scale from “Most Important” to “Least Important.”

8. Link Job Tasks to Specific KSAs or Competencies: For each KSA or competency identified, create a list of the important tasks and activities to perform on the job.

After the job analysis is conducted for the new position, the Employment Specialist will assist you with developing the job description.

V. ADVERTISING

A. Requirements and Job Posting

When advised of a vacancy, the Hiring Manager will use the standard University-approved job description (may be edited for a new posting) for staff and faculty (including University, regional and programmatic accrediting agency requirements) positions. The Employment Specialist has final approval on all job descriptions. Job descriptions may not be shared with employees until approved by Human Resources.

The Hiring Manager will log onto the Neogov Applicant Tracking System to submit a Staffing Requisition. The Hiring Manager will electronically route the Staffing Requisition to Human Resources for review and approvals.

The Employment Specialist will review the existing job description, making any necessary corrections, and post the vacancy announcement for a minimum of five (5) business days on the Life University Employment website.

External postings: Postings for staff positions below a supervisor will automatically be forwarded to the Georgia Department of Labor for their reference and applicant referral. This procedure will create an awareness of positions available to ensure upward mobility in careers within the University and to encourage applicant referral from numerous sources. Other advertising arrangements and posting jobs externally can be done as needed and determined by consulting with the Employment Specialist and the Hiring Manager (the Dean for Faculty positions) for advice on advertising and related costs.

Title Changes: If the title change is not reflective of any salary or changes in duties, then the position is not required to be posted.

VI. SELECTION PROCESS

A. Screening Applications

The Employment Specialist will review all applications submitted and received through the Neogov Applicant Tracking system and submit the top ten (10) most qualified candidates to the hiring manager from the eligible list. The selection of the top candidates for interviewing will be based on the job description and specifications. New criteria cannot be introduced to assess the candidates at this stage as it would be unfair. It is the responsibility of the persons conducting the interviews to complete the short-listing and to ensure the process remains free of unlawful discrimination. If a committee or panel is used, the entire committee or panel agrees on the short list. Determine the appropriate evaluative criteria; these will be explicitly stated and then relevant attributes of internal and external candidates can be appropriately evaluated. The criteria used to select the top candidate and all appropriate notes will be returned to Human Resources for filing and are retained for a period of six (6) months. It is good practice that all qualified internal candidates be interviewed. Former employees who have been terminated for cause will not be considered for an interview.

B. Arranging the Interview

The person responsible for scheduling the dates and times for interviews, for the short-listed candidates, will notify applicants of any selection tests that will be used.

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Selection Process

Federal law prohibits certain questions in an employment interview and the application for employment has been developed to comply with Federal guidelines. Examples of such illegal questions might refer to the applicant’s age, disability, religion, ages of children, etc. Interviewing Guidelines (SEE APPENDIX: 7) are provided to the employing department upon referral of applications. To assure consistent treatment of each applicant, a patterned interview should be developed by the department. Such might include specific questions of job related functions, skills required, and how the applicant’s educational background, previous experience, etc. might be useful in the position if selected for employment.

C. The Interview

The purpose of interviewing is to appoint the best person for the job based solely on merit and suitability. The Life University recruitment and selection process achieves this by using methods that are systematic, thorough, fair, unbiased and based on rational, objective and job related criteria.

The faculty interviewing process will be conducted by the search committee. See the steps in the Hiring Process section for further details.

Internal Candidates

Transfers and Promotions: The University is committed to the development of its employees and makes every effort to fill vacant positions with qualified employees. Employees are encouraged to explore vacant positions and career opportunities both within and outside of their current department. Interest in or application for a position vacancy will not affect their current position or status. Promotions are based upon knowledge, training, skills, and demonstrated ability.

Upon successful completion of 90-days of consecutive service, employees are eligible for promotion and transfer. The employee is responsible for notifying his/her current supervisor of the intent to transfer. Employees interested in a position will apply online and submit a Transfer Form (TRF) (SEE APPENDIX: 5). Employees who have been subject to recent (within the last 12 months) corrective action by the University may not apply for jobs or request a transfer without the approval of their supervisor and Human Resources. Contact Human Resources for more details on the transfer policy.

Searches under special circumstances may be limited to internal candidates. Once approved, internal searches are conducted just as all other searches, including formation of a search committee.

Internal candidates may also be anticipated in searches that are not limited to an internal search. Here, special sensitivities are necessary. The basic rule is that one’s status as an internal candidate should not inappropriately be an advantage or disadvantage to the candidate.

For Staff: Internal candidates are not automatically guaranteed a staff position but, if they meet the basic qualifications for the position, their application will be reviewed by the Hiring Manager. If these candidates meet the basic qualifications of the position they should be recommended for an interview with the Hiring Manager along with any other “acceptable” qualified candidates.

For Faculty: Please note that 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. If these candidates meet the basic qualifications of the position they should be recommended for consideration to the Hiring Manager along with any other “acceptable” qualified candidates.

Staff positions below a Director level:

a) For staff positions below a Director level, the Hiring Manager will set up a panel interview to include 2-3 people to conduct face-to-face interviews. Note: The Employment Specialist will be included on all panels.

b) Once interviews have been completed, the panel will discuss each applicant based on the job description, criteria, and suitability of the candidate. New criteria cannot be introduced to assess candidates at this stage as it would be unfair.

Staff positions at a Director level and above, including Full-time Faculty:

For all positions at a Director level and above AND all Full-time Faculty positions, a search committee will be conducting all interviews. Note: The Employment Specialist will be a member on all search committees.

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Selection Process

At the interview, each candidate should be treated consistently. To achieve this, the panel/search committee should:

1. Ask the same initial questions of each candidate.

2. Supplement understanding of the candidate’s responses with following up questions as appropriate.

3. Be consistent in allowing access to presentation material, notes and other materials.

4. Not allow any discriminatory questions, harassment, or any other conduct which breaches the equal opportunities policy or code of conduct.

5. Ensure that in the case of disabled candidates, the necessity for any ‘reasonable accommodations’ that would be required on the job are explored in a positive manner. Assessment of disabled candidates should be based on their expected performance in the job, given that any reasonable adjustment required was provided.

6. Keep in mind that information obtained throughout the selection process will be treated as confidential and is known only to parties involved in the selection process.

7. Keep records of interviews and the reasons for decisions – each question should receive a grade, and a grade for overall impression. Recommendations from the committee/panel will be submitted to the Employment Specialist for further consideration. The scoring sheets and all documentation of the interviews will be given to Human Resources for filing.

8. Panel members/search committees will be aware that it is their responsibility to ensure recruitment/interview documentation is stored securely and confidentially whilst in their possession.

College of Chiropractic Clinics

The Hiring Manager for the Clinics requests a 500-word essay on an assigned topic and conducts a phone interview. The candidates are evaluated and those selected are invited to the next step of the interviewing process: on campus interview. Two (2) candidates are invited to campus at a time and schedule the day as follows:

a) Meet candidates

b) Campus tour

c) Search committee interview and practicum

d) Observations in Clinic

e) Lunch with Candidates in Socrates Café

f) Presentation and Q&A with students, staff and faculty

g) Interview with Clinic Directors

g) Meet the Dean

Feedback is solicited from the committee members participating in observation, lunch and presentation events.

D. Assessment Tests

Assessment tests are a valid method of assessing a candidate’s competencies (i.e. effectively measures the job criteria, is relevant, reliable, fair and unbiased) and can be a predictor of on-the-job performance. They are also used to make a more informed hiring decision by selecting the high-potential candidates most suited to success on the job and to filter out unqualified candidates.

Assessment tests are an extremely useful tool and are recommended for use.

Human Resources will provide the standard assessment tests (i.e. personality/cognitive and customer service) via our third party vendor. All hiring departments are required to utilize the standard tests (personality/cognitive and customer service) for the top two (2) finalists identified from the in-person interviews. Hiring Managers will have the opportunity to choose from a bank of skills tests to use in combination with the standard assessment tests.

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Selection Process

The Hiring Managers should contact the Employment Specialist on the use of selected skills tests after identifying the top two (2) finalists before the initial offer is made.

The Employment Specialist will send the standard assessment test (and additional test requested per the Hiring Manager) to the top two (2) finalists identified resulting from the in-person interviews and the results of the assessment tests will be shared with the Hiring Manager before a selection is made.

E. Hiring Recommendation

In selecting the successful candidate for recommendation, the interview panel/search committee will make a decision based on the merit and eligibility of the candidates as judged by:

a) Content of application and qualifications

b) Performance at interview

c) Outcome of selection tests

d) Suitability of candidates

F. Employment and Education Verifications

Human Resources uses a third party vendor to conduct all employment and education verifications. Faculty verifies education by having the candidate submit official transcript(s) within 30 days of hire, from their respective degree granting institution(s) in a sealed envelope, as a requirement of the hiring process.

For all positions requiring a current Georgia chiropractic license, CIN-BAD checks will be conducted.

G. Reference Checks

The Employment Specialist will conduct all reference checks. At least three (3) references will be contacted and the information will be recorded for the file.

H. Criminal Background Checks

In an effort to provide a safe and secure workplace and to minimize the potential litigation associated with “negligent hiring processes,” Life University will require background checks on the selected candidates (all Staff and Faculty) through our third party vendor. Employment shall be conditioned upon the execution of a consent form for criminal record disclosure and upon consideration of one’s criminal history.

The Employment Specialist will notify the candidate of the results of their criminal history report if there is an infraction on the report. Human Resources will allow the candidate five (5) business days to initiate corrective action of any infractions on report. Proof of an error in reporting shall not disqualify the applicant and the position will not be filled until this time period has expired.

I. Pre-employment Drug Screening

Life University requires all candidates to submit to a pre-employment drug testing in support of the institution’s certified Drug-Free Workplace program. Candidates will have 48 hours to complete the drug screening at an approved facility.

The cost of pre-employment drug test will be borne by Life University. Failure to report positive test results shall disqualify the candidate from employment. Instructions on the drug test procedure will be made available by the Human Resources Department.

If an Adjunct Faculty is being rehired and they have completed a drug screen within the prior 12 months, a new pre-employment drug screen will not be required.

If a candidate, who is being rehired in a staff position, and has not been employed by Life University for more than a quarter, they will go through the pre-employment drug screening.

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Selection Process

J. Disqualification of Applicants

An applicant may be disqualified for employment for any of the following reasons:

a) Discovery of any false statement or omission of material facts from the formal application.

b) He or she has been convicted of a felony, unless first offender treatment was granted by the court.

c) A positive drug screen.

K. Employment Offer

Having completed the interviewing process, a verbal offer of employment will be extended by the Employment Specialist and will advise the candidate that the offer is conditional pending the successful results of a drug screen and criminal background check. The offer letter of employment will be completed by the Employment Specialist and mailed within 24 hours of the verbal offer through the US Postal Service and a soft copy will be emailed along with new hire documentation.

L. Post Interview

The Employment Specialist will be responsible for providing all interviewed candidates with email notification of the outcome of their application and/or interview (letter of rejection). If feedback is requested from an unsuccessful short-listed candidate, the Employment Specialist should provide a valid reason to the candidate for rejection together with constructive feedback. Written feedback will not normally be provided.

M. Employee Referrals

Employees may refer external candidates for open positions with the University. In order for the employee to be eligible for an employee referral fee, the referred applicant must complete a Life University employment application for the open position. If the candidate is hired and successfully completes a 90-day probationary period, the employee who made the referral will be paid a $250 referral fee. The $250 referral fee is considered wages and is taxable. Previous Life University employees, contract or temporary agency employees and current or former students are not eligible for referral in the program. Faculty are not eligible to participate in the employee referral program.

N. Promotions and Transfers

Life University is committed to the development of its employees and makes every effort to fill vacant positions with qualified employees. Employees are encouraged to explore open positions and career opportunities both within and outside of their current department. Interest in or application for a position vacancy will not affect the employee’s current position or status. Promotions are based upon knowledge, training, skills and demonstrated ability.

Upon successful completion of 90-days of consecutive service, employees are eligible for promotion and transfer. The employee is responsible for notifying his/her current supervisor of the intent to transfer. A Transfer Request form (See Appendix: 5) should be forwarded to Human Resources along with a current resume.

Employees who have been subject to recent (within the last 12 months) corrective action by the University may not apply for jobs or request a transfer without the approval of their supervisor and Human Resources. Contact Human Resources for more details on the transfer policy.

O. New Hire Orientation

All new staff employees and full-time faculty are expected to attend a full day of Orientation on their date of hire. All adjunct faculty are expected to attend at least the morning session of Orientation. All adjunct faculty will communicate to the Faculty Affairs Department the date, time and duration they attended Orientation.

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Steps in the Hiring Process

VII. Steps In the Hiring Process (See Flowcharts for New and Replacement Positions)

1. When advised of a vacancy, the Hiring Manager will develop a standard job description utilizing the approved University template (for Faculty- including University, regional and programmatic accrediting agency requirements).

2. The Hiring Manager will submit a Staffing Requisition through the Neogov Applicant Tracking system and route to the appropriate department to obtain electronic approvals.

3. The Employment Specialist will review the existing job description, make the necessary corrections, and post the vacancy whether internally and/or externally.

**For Staff positions below a Director level, GO TO STEPS 4-8, then PROCEED TO STEP 25

**For Staff positions at a Director level and above AND all Full-Time Faculty, GO TO STEPS 9-21, then PROCEED TO STEP 25

4. For positions below a Director level, the Employment Specialist will review/pre-screen applications submitted/received via telephone interview, and submit the top ten (10) candidates to the Hiring Manager for further review.

5. Hiring Manager will select the most qualified candidates from the eligible list of applications/resumes received and choose the top three (3) – five (5) candidates to bring for a personal on-site interview and schedule the interviews. The Employment Specialist will then send the appropriate assessment test(s) to the top two (2) finalists identified upon conclusion of the in-person interview. The Hiring Manager must be in contact with the Employment Specialist prior to the in-person interview to choose the appropriate assessment tests that will be administered.

The Hiring Managers should contact the Employment Specialist on the use of selected skills tests after identifying the top two (2) finalists before the initial offer is made.

6. Hiring Manager will set up a panel interview to include 2-3 people to conduct face-to-face interviews. Note: The Employment Specialist will be included in all in-person interviews.

7. After all interviews are completed, the Hiring Manager should arrange a final meeting with the panel to discuss the strengths and weaknesses of each finalist and decide which candidate is suitable for the position. The Hiring Manager should also express:

a) His or her assessments and seek reactions from the panel.

b) If there are fundamental differences between the panel consensus and the Hiring Manager, these should be openly and directly discussed, perhaps focusing on the various perceptions of the needs of the University and the department (as opposed to assessments of the candidates) as one strategy for seeking resolution.

8. Once a candidate has been identified, the Employment Specialist will contact at least three (3) personal/professional references for a reference check on the candidate.

a) The same questions are generally asked of each reference. Clarification regarding specific candidates is permitted.

b) References should be told that they may also be requested at a later date to send a letter of reference.

c) Only references listed by the candidate are to be contacted.

d) An immediate supervisor is preferred.

e) A professional colleague able to assess candidates direct applicability to the vacant position is sought.

9. For positions at a Director level and above AND full-time Faculty positions, the Employment Specialist will review and pre-screen all applications submitted/received through the Neogov ATS and submit top ten (10) candidates from the eligible list to the search committee chair (3-5 search committee members) for further review. Note: The Employment Specialist will be a member of all search committees.

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10. The search committee chair will distribute all resumes/applications/required criteria to the search committee members for further review prior to the meeting.

NOTE: The committee can meet as needed to assess the success of the search to date, based on the number and quality of applicants, to determine whether or not alternative recruitment strategies will need to be developed and implemented, and to identify the method by which applicants will be reviewed and to draft a new schedule.

11. During the first meeting, the committee will utilize a criteria chart that directly reflects the minimum qualifications stated in the vacancy announcement/ job description and review all applicant’s resumes and required criteria to be selected for the short-list and a telephone interview.

12. Once consensus has been reached on the qualified applicants, telephone interviews are conducted with the top candidates by members of the search committee. The committee chair is responsible for contacting all candidates on the short list to schedule the telephone interview.

a) The purpose of the telephone interview is to verify continued interest and candidate suitability for in-person interview.

b) Acquire any substantive information that may be helpful in determining the candidate’s suitability.

c) Assess the candidates interpersonal and communication skills (as best as can be done over the telephone).

d) Acquire any substantive information that may be helpful in further narrowing the applicant pool.

e) Candidates should be informed that they will be invited for an in-person interview and that their references will be contacted. At that time the names and telephone numbers of the personal references are verified.

f) Questions to be asked of each top candidate during the preliminary telephone interview are determined by the search committee and a schedule is designed. The telephone interviews are to be conducted within a two-week time frame. All members of the search committee are to be present where the questions are asked. A conference room should be acquired with conference phone capabilities.

13. After all telephone interviews have been conducted, the committee chair calls a meeting to discuss the applicants (could be conducted the same day of telephone interviews); the search committee analyzes applicant skills on the agreed upon criteria chart.

14. As a result of the telephone interviews, the Employment Specialist will contact at least three (3) personal references for top candidate selected.

a) The same questions are generally asked of each reference. Clarification regarding specific candidates is permitted.

b) Referees should be told that they may also be requested at a later date to send a letter of reference.

c) Only referees listed by the candidate are to be contacted.

i. An immediate supervisor is preferred.

ii. A professional colleague able to assess candidate’s direct applicability to the vacant position is sought. A synopsis of conversations with referees is documented by those who make the calls and submitted to the committee chair.

15. The committee will then prepare a recommendation for an in-person interview, in memo format, addressed to the appropriate Director/Hiring Manager.

a) The memo should be accompanied by the supporting documentation (i.e. synopsis of telephone reference calls and criteria chart (rubric).

b) It should include a discussion of which applicants, if any, are recommended for interview and why.

NOTE: The memo should address any applicant who appears on the criteria chart to be an obvious choice, but who is not being recommended for an interview.

15


c) The memo and supporting documentation is packaged and forwarded to the Director/Hiring Manager.

16. After discussing the committee’s recommendation for the in-person interviews with the Hiring Manager/Director, the committee chair submits a recommendation to the appropriate authority for review and approval.

17. The Hiring Manager considers the search committee’s recommendations and may request further interviews by telephone or in-person.

a) The appropriate authority notifies the committee chair of the decision on which candidates to bring in for a face-to-face interview.

18. The search committee submits a final recommended interview schedule to the Hiring Manager/Director (where appropriate), along with information concerning the dates of the interview and the names of the persons/groups recommended for the inclusion in the interview schedule.

a) The search committee chair makes arrangements for those aspects of the interview and copies the Director/Hiring Manager on all details.

b) The committee chair will act in a leadership/facilitator role in each in-person interview session.

19. The committee chair prepares the final interview schedule, schedules the conference rooms and campus tours and distributes the agenda to the appropriate department or division. (The Hiring Manager approves the agenda).

20. The search committee will conduct in-person interviews for the top 2-3 candidates selected.

21. After all interviews are completed, the Hiring Manager should arrange a final meeting with the committee to discuss the strengths and weaknesses of each finalist and decide what candidate is suitable for the position. The Employment Specialist will then send the appropriate assessment test(s) to the top two (2) finalists who have been identified after the in-person interview.

The Hiring Manager should also express:

a) His or her assessments and seek reactions from the committee.

b) If there are fundamental differences between the committee consensus and the Hiring Manager, these should be openly and directly discussed, perhaps focusing up the various perceptions of the needs of the University and the department (as opposed to assessments of the candidates) as one strategy for seeking resolution.

**For ALL Staff positions (Director Level and Above) GO TO STEP 25

**For all Faculty positions, CONTINUE TO STEP 22

22. The Hiring Manager (at the College Level) makes a recommendation for hire to the Dean or rejects the recommended candidates and notifies the search committee chair.

The Hiring Manager should include a short statement of rationale if none of the recommended candidates are acceptable so that the search committee will be aware of these additional, or clarified, criteria in selecting the next round of recommendations to the Hiring Manager.

23. If a candidate is acceptable, the Dean confers with Faculty Affairs/Human Resources to determine rank and salary. Salary determination is based on the candidate’s experience, credentials and the current budget for the position.

24. The Dean writes a recommendation memo detailing the terms of hire, i.e., rank; salary and benefits; relocation and temporary housing costs (if applicable); visa costs (if applicable), etc; and creates a formal offer.

The Dean presents the recommendation, background information and offer letter to the appropriate supervisor. The supervisor will consider the recommendation, and if in agreement, will authorize that the offer letter be sent. The supervisor also emails the packet of information regarding the new hire to the Vice President of Academic Affairs (VPAA) for his review.

16


25. The Hiring Manager/Dean notifies the Employment Specialist of the decision and sends over the following information to the Human Resources Department:

a) Submit a Payroll Status Form through Neogov Applicant Tracking system for the selected candidate and route to Human Resources for electronic approval.

b) Life University Candidate Interview EEO Log of all interviewed candidates.

c) Evaluative Criteria (all interviewed candidates).

d) Communications of panel/committee with LIFE officials (e.g. Dean, Faculty Affairs, VPAA) on search (if applicable).

e) Materials submitted by the candidate (i.e., Cover Letter, Resume, CV, etc)- this should be attached to their candidate profile in Neogov.

f) All correspondence (letters, emails) with and from the candidate.

g) Notes of any conversations with the candidates.

h) Evaluations of candidate by panel/search committee members.

26. Once the Payroll Status Form has been approved and salary confirmed, the Employment Specialist will contact candidate to extend verbal offer to continue the hiring process.

27. The Employment Specialist will send the candidate the following forms via email/fax:

a) Release and Authorization form.

b) Drug Screen form.

Faculty positions: The search committee chair arranges for CIN-BAD checks on each recommended candidate, if needed for the position.

28. Once results have been received from the pre-employment background check and Drug Screen and the candidate has been cleared to work, the Employment Specialist will contact the candidate via telephone and confirm start date. The Employment Specialist will notify the Hiring Manager via email that the candidate has been cleared to work.

29. The Employment Specialist will prepare the offer letter and send hard copy via postal mail and send a soft-copy via email for staff positions with in 24 hours of the confirmation telephone call.

a) For Faculty positions, the Employment Specialist will prepare the offer letter and send to the Dean for signature.

b) The Employment Specialist will send the offer letter via postal mail and a stamped and addressed envelope will be provided to the candidate to return the offer letter (signed). It will be addressed to the Human Resources Department.

c) When the offer letter is received, the Employment Specialist will immediately send it to the Dean’s attention via email.

30. The Employment Specialist will email, along with the offer letter, new hire paper work and arrangements to attend New Hire Orientation within 24 hours of the confirmation telephone call.

31. A “rejection” letter will be sent by the Employment Specialist to all unsuccessful applicants thanking them for their interest and indicating that the search has concluded. Special acknowledgment should be accorded all interviewees.

17

Adjunct, International and visa Consderations | Selecting Search Committee Members

VIII. Adjunct, International and Visa Considerations

Life University may sponsor employees for US Permanent Residence or HI-B status if an employee is employed in any Faculty or Director-level full-time position considered to be full-time regular, and upon the recommendation of the President, EVP/Provost or EVP of Finance. Procedures for the employee’s US Permanent Residence or HI-B filing and application process will be directed by Life University Human Resources through an attorney selected by the University, specializing in immigration law. Additional information is made available through Human Resources.

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 VPAA as long as the overage budget is not exceeded. Adjunct Faculty will not require an assessment test.

**SEE STEPS 22 – 29 of the Hiring Process

B. International Faculty Positions

When and 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 appropriate Dean may bypass the search committee process and make a recommendation for the hire directly to the VPAA. In that case, the Dean is responsible for:

a) Forwarding all necessary paperwork related to employment to the Human Resources Department.

b) Forwarding all necessary paperwork related to credentialing to the Faculty Affairs Office.

c) Orientation of the new hire regarding the Policies and Procedures of Life University, including but not limited to the Employee Handbook, Honor Code and Standards of Conduct.

d) The Employment Specialist receives Payroll Status form through Neogov ATS.

C. Visa Considerations

In the case of candidates that are not US Citizens and are applying to work at the Marietta campus, there are going to be visa considerations. Determination of the need and type of visa and all other visa requirements involved will be handled by the Human Resources Department. The hiring manager must receive approval from the Executive Office prior to starting the hiring process.

IX. Selecting Search Committee Members

Note: Search committees conduct interviews for positions at a Director level and above or faculty positions

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, including the chair, is appointed by, and reports to, the Hiring Manager. For faculty positions, that would be the Department Heads, Division Chairs or Deans. The Director and Hiring Manager if appropriate, develop a representative list of appropriate employees to form a search committee. The Hiring Manager contacts the members and appoints them to the committee. Depending on the nature of the search, faculty or administrative staff outside the department may be asked to serve on a search committee.

Guidelines for selecting search committee members:

a) Panel consist of at least three committee members.

b) Employment Specialist will be included as a committee member (but not included in the count).

c) Contain a majority of full-time faculty members, including the chair.

18

Selecting Search Committee Members

d) Other committee members should be selected from “outside” units that work closely with the unit in which the vacant position resides.

e) The committee chair will receive training on recruitment and interviewing from the Employment Specialist, which will be conducted prior to the first committee meeting.

f) The willingness and ability of potential panel members to attend all interviews for the duration of the recruitment process, to maintain consistency and to ensure fair treatment of all candidates.

g) Each member of the committee will sign a confidentiality form.

h) Diversity should be sought in gender and, to the extent possible, in ethnicity and race.

i) The selection process should avoid conflicts of interest whenever possible. Excluding members who have written recommendation letters of any of the applicants might be one way to do this.

A. The Role of the Chair and the Committee

Search committees perform many critical roles. These typically include:

a) Collaborative input on preparing a job posting.

b) Identifying the criteria by which candidates should be evaluated.

c) Identifying finalist and, from among those, the individuals who will be invited to campus interviews.

d) Structuring and arranging on campus interviews.

e) Providing recommendations on filling the open position.

f) Initialing confirming of the qualifications for the candidates via the Faculty Qualifications Form (See Appendix: 2).

In all these responsibilities, the search committee is acting in an advisory capacity to the person who appointed the committee, and is referenced as the Hiring manager.

The Hiring Manager designates one committee member as the chair of the committee. The chair is responsible for ensuring that:

1. The search committee meets as needed prior to the application deadline to assess the success of the search to date based on the number and quality of applications, to determine whether or not alternate recruitment strategies need to be developed and implemented to identify the method by which applicants will be reviewed, and to draft an interview schedule.

2. A criteria chart is developed by the Search Committee that directly reflects the minimum qualifications stated in the vacancy announcement.

Note: Applications are not to be reviewed until the search committee has established the criteria chart.

3. A draft of the interview schedule is completed by the search committee.

a) Individual staff to meet with the candidate is identified.

b) Number of open meetings to be held for the general staff is determined.

c) If a presentation is required and the topic.

d) Identifying which committee members will join the candidate for lunch and dinner.

4. Questions to be asked of each top candidate during the preliminary telephone interview are determined by the search committee and a schedule is designed. The telephone interviews are to be conducted within a two-week time frame. All members of the search committee are to be present when the questions are asked. A conference room should be acquired with conference phone capabilities.

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5. Telephone interviews are conducted with the top candidates by members of the search committee. The purpose of the call is to verify continued interest and candidate suitability for the interview.

a) Acquire any substantive information that may be helpful in determining the candidate’s suitability.

b) Assess the candidates interpersonal and communication skills (as best as can be done over the telephone).

c) Acquire any substantive information that may be helpful in further narrowing the applicant pool.

6. After the deadline has passed, the committee chair calls a committee meeting to discuss the applicants; before this meeting the committee members are expected to have reviewed the applicant pool. The committee analyzes applicant skills on the agreed-upon criteria chart.

7. Candidates should be informed that they will be invited for an interview and their references will be contacted by the Employment Specialist. At that time the names and telephone numbers of the referees are verified.

8. The search committee may telephone interview as many candidates as it deems necessary.

9. The search committee prepares a recommendation for interview, in memo format, addressed to the appropriate Hiring Manager. The memo should be accompanied by supporting documentation (i.e. synopsis of telephone reference calls and the criteria chart). It should include a discussion of which applicants, if any, are recommended for interview and why (see attached recommendation letter).

Note: The memo should address any applicant who appears on the criteria chart to be an obvious choice, but who is not being recommended for an interview.

The memo and supporting documentation is packaged and forwarded to the Hiring Manager.

10. After discussing the search committee’s recommendation for interviews with the Hiring Manager (if appropriate), a recommendation is submitted to the appropriate executive for review and approval.

The executive may accept the recommendation of the committee, may request that other candidates be brought in, may charge the committee to revise the search strategy and repost the position, or may ask that further background checks on other applicants be completed. The Director notifies the committee chair of the executive’s decision.

11. The search committee submits a final recommended interview schedule to the Director, along with information concerning the dates of the interview and the names of persons/groups recommended for inclusion in the interview schedule. Contact Academic Affairs for information and questions on travel reimbursement.

The search committee chair makes arrangements for those aspects of the interview and copies the Director on all details including:

a) Who will be taking the interviewee to and from meals and interview sessions and who will attend lunch (if applicable).

b) Having someone who will act in a leadership/facilitator role in each interview session.

c) Designating a committee member to collect all bills and submit to the appropriate person for reimbursement.

12. The chair prepares the final interview schedule, schedules the conference rooms and distributes the agenda to the department or, if appropriate, division wide.

a) The committee chair approves the agenda.

b) The agenda, the vacancy announcement, and the letter of application and resume of the interviewee are distributed to the committee members.

c) The chair contacts the interviewee to discuss travel arrangements, and secures hotel reservations.

13. After all interviews are completed; the committee decides whether or not candidates are acceptable or unacceptable for the position. Of great importance is the inclusion of a cogent, well-thought-out analysis of the interviewees’ strengths and weaknesses for the position in question, and detailed justification for the recommendation.

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a) The search committee meets to assess the candidates and to review candidate evaluations (rubric).

Note: Staff participating in the interview (except for the committee, and Director) are expected to write memos of assessment after interviewing finalists to be submitted to the search committee chair.

b) The committee submits a memo (preferably via e-mail with attachments) addressed to the Department Head, recommending the top three (3) candidates. The recommendation is accompanied by any supporting documentation deemed necessary by the committee (i.e. candidate evaluation form/rubric, synopses of the reference calls, etc.).

B. Hiring Decision

After discussing the recommendation of the search committee with hiring authority (where appropriate) the Hiring Manager makes a recommendation to the proper authority to accept, reject, or modify the committee recommendation. After the offer is developed and made, the Department Head notifies the search committee chair of the acceptance or rejection of the offer. The Department Head discharges the search committee and thanks them for their service to the department.

C. Communications with Candidates

Successful candidates will only be contacted by the Employment Specialist after the interview. The initial notification of selection will be verbal, but the official offer will be in writing and will include the specific terms of employment.

A “rejection” letter will be sent by the Employment Specialist to all unsuccessful applicants thanking them for their interest and indicating that the search has concluded. Special acknowledgment should be afforded to all interviewees. All active candidates will be notified if the decision is made to close or extend the search.

D. Search File

Documentation associated with the search is housed in the department except for the documentation needed by Human Resources as part of the employment compliance process.

1. Search files include original documentation associated with a search.

a) Position Description.

b) Evaluative criteria.

c) Advertisements and dates, locations of all advertisements (including postings to the web and list servers).

d) Communication of committee with LIFE officials (e.g., Dean, Faculty Affairs, VPAA) on search.

2. Files for each candidate, containing:

a) Resumes and other documentation submitted by candidates.

b) All correspondence (letters, e-mails) with and from the candidate.

c) Notes of any conversations with the candidate.

d) Evaluations of candidate by search committee members.

e) Letters of reference.

f) Interview schedules for final candidates.

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E. Internal Candidates

The search committee chair should discuss whenever internal candidates are anticipated. Additionally, the chair should consider and bring to the committee’s attention:

Confidentiality deserves extra emphasis when internal candidates are anticipated. Internal candidates should be treated as rigorously as all other candidates in the search process, including telephone interviews, reference checks, and such to establish their basic qualifications.

In determining finalists to recommend to the Hiring Manager, include the strongest candidates regardless of whether they are internal or external.

X. Exit Interview

If the employee is separating from the University, the employee or the supervisor must schedule an exit interview with the Human Resources Manager. During the exit interview, the employee will be asked to complete a questionnaire (which does not become part of the employees permanent file), and the employee will be given the opportunity to discuss their work experience at the University and the reasons for separation. The supervisor should notify Human Resources of property of the University that has been assigned to the employee. Human Resources will collect all items the last day of employee’s employment. If work demands are such that an employee cannot attend a face-to-face interview, a questionnaire will be mailed to the employee for completion and return to Human Resources.

22

Appendix 1

Last Name ________________________________ First Name ___________________________ Middle Initial _______

Social Security Number _____________________________________________________________________________

Position Held _____________________________________________________________________________________

Date of Employment _______________________________________________________________________________

Department worked for _____________________________________________________________________________

Termination Date __________________________________________________________________________________

Hours of paid time off due at termination: (vacation, personal or necessary days) ______________________________

Terminated Resigned Other (Check and/or enter applicable information below)

Leave of absence Without Pay With pay From ____/____/____ to ____/____/____

Sick Leave Without Pay With pay From ____/____/____ to ____/____/____

Disability Without Pay With pay From ____/____/____ to ____/____/____

Worker’s Comp Without Pay From ____/____/____ to ____/____/____

F.M.L.A. Without Pay From ____/____/____ to ____/____/____

Explain Reason(s) Below_____________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Signatures

Department Head ________________________________________________________Date _____________________

Finance/Budget __________________________________________________________Date _____________________

Payroll __________________________________________________________________Date _____________________

Human Resources – Staff Only _______________________________________________Date _____________________

Academic Dean – Faculty Only ______________________________________________Date _____________________

Termination/Absence

rev. 1/05Copy–Human Resources • Copy–Payroll • Copy–Department

23

Appendix 2

Life University Faculty Qualifications Form

General InformationName __________________________________________________ College ________________________________________

Initial Rank _____________________________________________ Department ____________________________________

Education

Year Degree Major Area of Study Institution

Professional Experience, Licensure, and Other Certifications_______________________________________________________________________________________________________

_______________________________________________________________________________________________________

_______________________________________________________________________________________________________

_______________________________________________________________________________________________________

_______________________________________________________________________________________________________

_______________________________________________________________________________________________________

If needed, list additional semester hours in teaching area

Institution Description Credit Hours

The search committee and/or hiring manager will complete sections A through D above. The dean will review the appropriate documents pertaining to this faculty member’s qualifications and certify below that he or she is qualified to teach in the area(s) described above and in accord with the Southern Association of Colleges & Schools Faculty Credential Guidelines (approved Dec 2006) and the Council on Chiropractic Education Standards (2012 Sec,. 2.E.Faculty).

Dean’s Signature _______________________________________________________ Date _____________________________

Indicate if there is an attached memo detailing additional qualifications: ____Yes ____No

(The memo will indicate the dates for these additional qualifications and clearly describe the relationship between these qualifications and the course content and/or expected outcomes of the courses assigned to the faculty member.) Indicate if there are any documents pending verification: ____Yes ____No

Do not write below this line

For new hires: All documents have been received and verified by the Office of Faculty Affairs within the required ninety day period (from hire date) and match exactly the preliminary documents that were submitted.

Faculty Affairs ___________________________________________ Date ___________________________________________

24

Appendix 3

CONFIDENTIALITY AGREEMENT

All participants will complete this 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 __________________________________

25

Appendix 4

JOB ANALYSIS QUESTIONNAIRE FORM

Instructions: The purpose of this questionnaire is to gather information to produce a job description. The com-pleted questionnaire is to be reviewed, modified as necessary and signed by the direct supervisor. Add additional pages as necessary to complete the responses.

Current Job Information

Title ______________________________________________ Reports to __________________________________

FLSA Status: Exempt Non-Exempt

Number of current employees in this job ________________ Is this a new job? Yes No

Function this job reports to (organization/dept.) ______________________________________________________

Job Summary

Briefly summarize the overall job responsibilities. Describe the ultimate purpose of this job.

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

Are the duties for this performed by any other job in the organization? Yes No

If yes, what job (or employee)? ____________________________________________________________________

Accountability

Does this job have authority to deviate from established policies or procedures? Yes No If yes, describe.

______________________________________________________________________________________________

Does this job participate in business planning, setting business objectives, setting policy or operating procedures? Yes No If yes, describe.

______________________________________________________________________________________________

Does this job involve representing the company in significant matters? Yes No If yes, describe.

______________________________________________________________________________________________

Does this job have authority to make commitments in matters that have significant financial impact or bind the company on significant matters? Yes No If yes, describe.

______________________________________________________________________________________________

Does this job have direct financial accountability? Yes No If yes, describe.

______________________________________________________________________________________________

26

Appendix 4

Supervisory Responsibility

If this job has supervisory responsibility, how many total direct and indirect reports are there (based on fulltime equivalents)?

Direct ____________________________________________ Indirect ____________________________________

Does this job have authority to hire or fire subordinates, either with or without higher level review? Yes No

Level of Discretion and Independent Judgement

What level of supervision do the employees in this job receive (check level that applies)?

Supervisor is generally available at all times. Work is regularly reviewed by the supervisor and there is little latitude for independent decision making.

General supervision is provided. Employee knows and understands work requirements, completes tasks as required and work is occasionally reviewed by supervisor. There is some latitude for independent decision-making.

Minimal supervision is provided. Employee knows and understands work requirements, completes required tasks. Work is seldom reviewed by supervisor except to resolve problems. Employee has a moderate amount of independent decision-making opportunities.

Limited supervision is provided. Employee knows and understands work requirements. Work is generally not reviewed by supervisor. Employee regularly has independent decision making opportunities, and may operate without established procedures. May make policy decisions and/or provide input for revising existing policies.

Essential Duties

List the top 6-10 duties that are fundamental to the performance of the job and the amount of time spent on each duty. (% of total frequency, e.g. daily , weekly, quarterly, etc.). Focus on the results expected, the purpose of the duty (e.g. ”Identifies qualified candidates for open jobs by conducting interviews.”) Include tools used/equipment operated. List in priority order—most important to least important.

1. Hourly Daily Weekly Quarterly Annually ______________% of overall duties

Purpose/Results ______________________________________________________________________________

___________________________________________________________________________________________


Purpose/Results ______________________________________________________________________________

___________________________________________________________________________________________


Purpose/Results ______________________________________________________________________________

___________________________________________________________________________________________


Purpose/Results ______________________________________________________________________________

___________________________________________________________________________________________

27

Appendix 4


Purpose/Results ______________________________________________________________________________

___________________________________________________________________________________________


Purpose/Results ______________________________________________________________________________

___________________________________________________________________________________________


Purpose/Results ______________________________________________________________________________

___________________________________________________________________________________________


Purpose/Results ______________________________________________________________________________

___________________________________________________________________________________________


Purpose/Results ______________________________________________________________________________

___________________________________________________________________________________________


Purpose/Results ______________________________________________________________________________

___________________________________________________________________________________________

Physical/Mental Demands

List special physical or mental requirements to performing this job. (Be specific; e.g., ”Must be capable of mov-ing packages of up to 50 lbs.”; ”Must spend majority of time concentrating on CRT display performing data entry input.”)

Maximum number of pounds required to list on an occasional basis ______________________________________

Must spend the majority of time physically doing _____________________________________________________

Must spend majority of time concentrating on _______________________________________________________

______________________________________________________________________________________________

Working Conditions

Are employees in this job exposed to any adverse conditions such as weather, noise (whether low humming or loud machinery), pool ventilation, etc.? Yes No If yes, describe.

______________________________________________________________________________________________

28

Appendix 4

Are employees required to wear any safety gear such as hard hats, goggles, safety shoes, ear plugs, special clothing? Yes No If yes, describe.

______________________________________________________________________________________________

List any hazardous conditions the employee might be exposed to in this job.

______________________________________________________________________________________________

______________________________________________________________________________________________

Does the job require travel off-site to provide services, etc.? If yes, indicate extent of travel (frequency, mode of transportation, duration). Yes No

______________________________________________________________________________________________

Are there any special (i.e., other than M-F, 8-5) work hours required to perform the duties of this job? Yes No If yes, describe.

______________________________________________________________________________________________

Employee Name ____________________________________ Date Completed _____________________________

29

Appendix 4

To Be Completed by Immediate Supervisor

Qualifications—Indicate the education, experience, special training, etc. that is either required (R) or preferred (P) to perform the duties of this job.

Vocation School R P _____________________________________________________________________

Associate Degree R P ____________________________________________________________________

Bachelor’s Degree R P ____________________________________________________________________

Master’s Degree R P _____________________________________________________________________

Major (Engineering, Business, Chemistry, etc.) R P _____________________________________________

License or Certification (List Type) R P _______________________________________________________

Special Training (Indicate Type and Duration) R P ______________________________________________

______________________________________________________________________________________________

Supervisory Experience (Indicate Type and Duration) R P _______________________________________

______________________________________________________________________________________________

Supervisory Experience within Organization (Indicate Type and Duration) R P ______________________

______________________________________________________________________________________________

Work Experience (Indicate Type and Duration) R P _____________________________________________

______________________________________________________________________________________________

Personal Characteristics (e.g., high attention to detail) R P ______________________________________

______________________________________________________________________________________________

Skills, Ability, Knowledge (e.g. ability to type 80 wpm+) R P _____________________________________

______________________________________________________________________________________________

Additional Information—Provide any other information that will help to accurately produce the job description.

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

______________________________________________________________________________________________

Supervisor Name ___________________________________ Date Received _______________________________

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Appendix 5

TRANSFER REQUEST FORM

The University is committed to the development of its employees and makes every effort to fill vacant positions with qualified employees. You are encouraged to explore vacant positions and career opportunities both within and out-side of your current department. Interest in or application for a position vacancy will not affect your current position or status. Promotions are based upon your knowledge, training, skills, and demonstrated ability.

Upon completion of ninety (90) days of consecutive service and a satisfactory performance assessment, you are eligi-ble for promotion and transfer.

The employee is responsible for notifying his/her current supervisor of the intent to transfer. A transfer request should be forwarded to Human Resources along with a current resume or application. A transfer request does not guarantee a transfer or promotion; it does provide an opportunity for the employee to be considered for an open position if all qualifications are met.

An employee selected for a position through the internal placement process may be retained in his/her former po-sition until a replacement is obtained or satisfactory arrangements are made with his/her present department. The releasing manager and hiring manger must negotiate the transfer date. A reasonable period of time is typically two weeks for non-exempt positions and four weeks for exempt positions.

Employees who have been subject to recent (within the last 12 months) corrective action by the University may not apply for open positions or request a transfer without the approval of their supervisors and Human Resources.

Transfer Request

Name ____________________________________________________________________________________________

Department ______________________________________ Date of Hire/Last Transfer __________________________

Extension # _______________________________________________________________________________________

Present Position ___________________________________________________________________________________

Applying for ______________________________________________________________________________________

Employee Signature ____________________________________________________Date _______________________

_____________________________________________________________________Date _______________________ Supervisor Acknowledgement of Employee’s Intent to Transfer

Attach a current resume or application and any pertinent information that will qualify you for this position.

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Appendix 6

Departmental Interviewing Guide: Guidelines for Developing Interviewing Questions

• 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, you find it interesting, and is likely to obtain valuable information from it. 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 that you may have limited knowledge of. 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’s acceptable to vary your interviews slightly. Discuss something new with each applicant. Not only are you more likely to listen to something new, you are also less likely to get rehearsed answers. You are more likely to conduct an effective interview if you try to learn about the particular candidate in front of you, rather than asking only prepared questions. However, it is extremely important that the same general format is followed and the same general question content is asked of all applicants.

• 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.

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Appendix 7

Departmental Interviewing Guide: Questions to Avoid During the Interview

• Questions that you would not ask of all applicants.

• Questions of applicants because you think your clients or customers may have certain prejudices.

• Questions that make improper assumptions.

• Questions about age, race, color, place of birth, national and family origin, religion, sex, sexual orientation, disability 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 applicant has any commitments that would preclude the applicant from satisfying job schedules or performing job-related travel. If such questions are asked, they will 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.

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Departmental Interviewing Guide: Examples of Acceptable/Discriminatory Questions

(See also questions to avoid during the interview.)

Interview questions should be focused on obtaining information necessary to assess the skills and qualifications of the candidate and/or the candidate’s ability to perform the essential functions of the position. Interviewers will avoid questions that request information that is illegal or has a discriminatory impact. The following are examples of questions that are acceptable or should be avoided.

Questions about Name that Should be Avoided

• The fact of a change of name or the original name of an applicant whose name has been legally changed.

• Maiden name of a married woman.

• Name of a spouse.

Questions about Name that are Acceptable

• Whether or not the applicant ever worked under another name or was the applicant educated under another name (Allowable only when the data are needed to verify the applicant’s qualifications).

• Examples: Have you ever worked for your present company under any other name? Is there any information relative to a change of name that would help us in conducting a reference check?

Questions about Birthplace and Residence that should be avoided

• Birthplace of applicant.

• Birthplace of applicant’s parents.

• Own home, rent, board, or live with parents.

• Citizenship.

• Address of applicant’s spouse and children who are dependents.

Question about Birthplace and Residence that is Acceptable

• Inquiry about address sufficient to facilitate contact with applicant.

Questions about Creed/Religion that should be avoided

• Inquiry concerning religious preference, denomination, or affiliations of applicant.

• Church, parish, pastor, or religious holidays observed by applicant.

• Examples of discriminatory questions:

a) What is your religion?

b) What religious holidays do you observe?

c) Which church do you attend?

d) What do you do on Sundays?

Question about Creed/Religion that is Acceptable

• Unions or professional organizations, as long as that information is not used to violate the National Labor Relations Act or other federal statutes.

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• Example of an acceptable question: This job requires people to work on weekends - can you meet this requirement? (Employers have the obligation, according to EEOC guidelines, to make “reasonable accommodations” for employees whose religious convictions may conflict with scheduling requirements of the business).

Questions about Race or Color that should be avoided

• Applicant’s race.

• Color of applicant’s skin, eyes, hair, distinguishing physical characteristics, scars, markings.

Questions about Photographs that should be avoided

• Photographs with application.

• Photographs after interview, but before hiring.

• Any request for submission of photograph at any time prior to employment (You may request a photograph after employment for identification purposes).

Questions about Age that Should be Avoided

• Date of birth or age of applicant, except when such information is needed to:

• Maintain apprenticeship requirements based upon a reasonable minimum age.

• Satisfy the provisions of either state or federal minimum age statutes.

• Avoid interference with the operation of the terms and conditions and administration of any bona fide retirement, pension, employee benefit or insurance plan or program.

• Verify that applicant is above the minimum legal adult age (18 years) but without asking for a birth certificate.

• Age specifications, limitations or implications in a newspaper advertisement that might bar workers under or over a certain age.

• Obtain driver’s license number (contains driver’s age) to meet the qualifications of position being sought.


a) What is your age or date of birth?

b) How old are you?

c) Are you between the ages of 18-24, 25-34, etc.?

d) Will you mind being the oldest one working here?

Question about Age that is Acceptable

• Applicant may be asked if he/she is over the minimum legal working age.

• Example: If hired, can you offer proof that you are at least 18 years of age?

Questions about Language that Should be Avoided

• Applicant’s mother tongue.

• Language commonly used by applicant at home.

• How the applicant acquired the ability to read, write, or speak a foreign language.

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a) Was English your first language?

b) What language did you speak as a child?

Question about Language that is Acceptable

• Languages applicant speaks fluently (only if job-related).

Questions about Relatives that Should be Avoided

• Name and/or address of any relative of applicant.

• Names of applicant’s spouse and dependent children.

• Names of persons with whom applicant resides.

Questions about Relatives that are Acceptable

• Name and address of person to be notified in case of accident or emergency.

• Inquiry into whether applicant has relatives employed by the Life University.

• Example: Do you have any relatives already employed by Life University/this department? (To be used for purpose of discovering any nepotism issues).

Questions about National Origin and Ancestry that Should be Avoided

• Applicant’s lineage, ancestry, national origin, descent, birthplace, parentage, or nationality.

• Nationality of applicant’s parents or spouse.


a) Are you a United States citizen?

b) Of what country are you a citizen?

c) Where were you born? Where were your parents born?

d) What nationality are you?

e) Was English your first language?

f) What language did you speak as a child?

Questions about Citizenship that are Acceptable

• Whether applicant can be lawfully employed in this country because of visa or immigration status.

• Whether applicant can provide proof of legal right to work in the United States after being hired.

• Examples:

a) Can you show proof of your eligibility to work in the United States?

b) If you are not a United States citizen, do you have the legal right to remain/work here?

Questions about Military Experience that Should be Avoided

• Applicant’s military experience in other than the United States Armed Forces.

• National Guard or Reserve Units of applicant.

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• Draft classification or other eligibility for military service.

• Applicant’s whereabouts in 1941-45, 1950-53 or 1964-73.

Questions about Military Experience that are Acceptable

• Military experience of applicant in Armed Forces only when used for employment history.

• Whether applicant has received any notice to respond for duty in the Armed Forces.

Question about References that Should be Avoided

• The name of applicant’s pastor or religious leader.

Questions about References that are Acceptable

• Names of persons willing to provide professional and/or character reference for applicant.

• Name and address of person to be notified in case of accident or emergency.

Questions about Sex and Marital Status that Should be Avoided

• Sex or marital status or any questions that would be used to determine same.

• Any inquiry as to whether an applicant is married, single, divorced, separated, engaged, widowed, etc.

• Number of dependents, number of children.

• Spouse’s occupation.

• Questions posed of one gender and not the other.

• Examples of Discriminatory Questions:

a) Are you married or single?

b) Do you wish to be addressed as Mrs., Miss, or Ms.?

c) What is your maiden name?

d) With whom do you live?

e) Do you share an apartment with anyone?

f) What are your spouse’s name and/or occupation?

g) Are you divorced?

Questions about Pregnancy that Should be Avoided:

• Any inquiry related to pregnancy, medical history concerning pregnancy, and related matters.


a) Are you pregnant or do you plan to be?

b) Are you planning to have children right away?

Questions about Arrest and Conviction that Should be Avoided

• The number and kinds of arrest of an applicant

• Example of a discriminatory question: Have you ever been arrested?

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Appendix 8

Questions about Arrest and Conviction that are Acceptable

• Convictions that bear a relationship to the job and have not been expunged or sealed by a court.

• Example: Have you ever been convicted of a first-degree misdemeanor or felony? (You will state that a conviction will be considered only as it relates to performing the essential functions of the job being sought).

Question about Height and Weight that Should be Avoided

• Any inquiry into height or weight of applicant, unless justified by business necessity. (Inquiries pertaining to physical appearance can be made if they are bona fide occupational qualifications).

Questions about Disabilities that Should be Avoided

• Any general inquiry as to whether applicant has any physical or mental disability. This includes an inquiry about the nature, severity or extent of a disability. (Refer to Interviewing Applicants with Disabilities).


a) Are you disabled?

b) Have you ever been treated for any of the following diseases?

c) What is the nature or severity of your disability?

d) What kind of problems does being disabled cause you? Do you think you have the physical strength for the job?

Questions about Disabilities that are Acceptable

• Do applicants have any disabilities that would prevent him or her from satisfactorily performing the job? (Will be accompanied by job descriptions and mention of reasonable accommodation).

• Example: Are you able to perform the essential functions of this job with or without reasonable accommodation? (Show/Read the applicant the position description so he/she can give an informed answer).

Miscellaneous Questions that are Discriminatory

• Do you have any children? How many children do you have?

• What are your childcare arrangements?

• Do you have a car?

• Have your wages ever been garnished?

• Do you have a good credit record? Do you have any overdue bills?

• Have you ever declared bankruptcy?

• Have you ever filed for workers’ compensation? Have you had any prior work injuries?

• Do you smoke?

Miscellaneous Questions that are Acceptable

• This job requires heavy lifting. Can you lift/move fifty pounds? (This is legal provided that this is in fact a bona fide occupational qualification (BFOQ)).

• Are there specific times that you cannot work or adhere to this schedule?

• What professional or trade groups do you belong to that you consider relevant to your ability to perform this job?

• Our smoking policy is such…. Can you adhere to it? (Be aware of any state laws that relate to smoking such as the Florida Clean Indoor Act).

• Do you have reliable transportation?

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Appendix 9

Departmental Interviewing Guide: Behavioral Interview Questions

Some interview questions may be “behaviorally based,” implying that the questions you ask should examine past or present behavior. Such questions attempt to measure how a person is likely to behave in certain situations. 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. The following are some examples of behavior-based questions that reflect situations an applicant could encounter on the job. The competencies they measure precede the questions:

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. What was the cause of the conflict? What things did you do to alleviate the problem? What were the results?

• 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?

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? (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? (Time management)

• Give me some examples of things you have done that go considerably beyond what is required by your job. (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? (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 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?

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Appendix 9

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

• 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 tact 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. (Look for the applicant’s ability to notice and act on specific behaviors).

• 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 work and job 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 results did you get? How could these have been improved?

• What is the toughest decision you have had to make as a manager? Why was it tough? What did you decide? What were the results?

Documents

Recruitment & Selection Guide - Life · PDF file · 2015-03-23RECRUITMENT AND SELECTION FRAMEWORK ... Job Analysis Questionnaire Form ... The use of contracts is most appropriate