The Hiring Process for Professional and Support Staff in OEM—Talking Points Consider these steps as suggestions as you and your committee work through the process. These steps are supplemental to the guidance that your department’s human resources representative will provide. You will want to meet with the hiring authority prior to embarking on this process and discuss resources that you may require to assist you in this process. Getting Started 1) Do exit interview with outgoing occupant of position whenever possible to learn how the work of the position has changed. Both positive and negative experiences can be equally valuable. It’s important to know what worked well in the position and what was difficult as you prepare for the next incumbent and the skill set desired. 2) Perform position analysis. Review and/or develop a position description that is reflective of changed circumstances. If reclassification is required, follow appropriate steps for the development of a position description and submit it to Human Resources for update and or classification review. There must be a current/electronic position description on file with Human Resources before any full-time search is launched. Consider the essential and marginal functions of the position to include seasonal activities, lifting and/or carrying requirements, expectation that position will operate in more than one location, the location of the position (in public view, back office), speaking and communication requirements, your physical location (crowded, noisy conditions, stairs, visible to the public, minimal workstation space, travel requirements, etc. 3) Will the work of the position remain the same or be changed? Is this an opportunity to restructure the work or change the way a team of workers share in the duties and responsibilities? Note: Since October 2008, the university requires all hiring to be approved via a position requisition process. You may see more details about this at the following link: http://www.indiana.edu/~uhrs/pubs/forms/PositonReq.pdf All full-time hiring requires signature approval by the head of the department and the head of the Responsibility Center (Roger Thompson). The position requisition is then presented to the Bloomington Campus administration for review and consultation with campus administrative and fiscal leadership and then routed to Human Resources. Once approvals are granted, an e-mail is sent to the hiring department and/or Shirley Boardman to grant permission for the search to be launched via UHRS on-line environment. See Shirley Boardman for more details about this as the process may change periodically. Timeline & Other Search Issues 4) Determine timeline for hiring process. It may take as much as 60-100 days for the entire process to be completed depending on the nature of the position and the process that is used. How will the work of the position be performed in the interim? Will that interim person want to be an applicant for the position? Note: You may post a position vacancy at any time with Human Resource and should do it no later than noon on Wednesday. The current cycle of postings will accept the posting as late as noon on Thursday but this really “pushes” the process since you need to approve the edit before final posting. This posting is then available to the public on Friday. Applicants typically have 1-2 weeks in which to apply. A department will see the first round of applicants about 13 days after the posting. For example a position posted on May 7th will be available for applicants on May 8th and the first round of referrals will be available for view on May 19 th. If the position is posted for the minimum two weeks, the second round of referrals will be the following week. The application environment remains opens for typically 2 weeks and may remain open for 1 month to 6 weeks depending on the level of the position and the number of applicants. Typically a professional search remains open for 30 days. See Shirley or your department’s human resources representative for more details on this process. 5) Determine who and how others will be involved in the process. Most departments have preferences on the composition of the search committee to include whether individuals from other departments may be involved. 6) Determine advertising plan (internal or external). Campus human resources offers several options for local and regional searches. Many professional staff searches will include advertising the position using the list serve of the appropriate professional association. Typically each department will have preferred venues. 7) Develop the materials that will be used for both internal and external posting. At a minimum this includes the position summary and the qualifications for the position. If you are doing a national search, you will need to establish the venues that you will use, identify how the costs will be paid, and what arrangements may be made to cover the cost of the campus visit for the interview. 8) Post position according to department and university requirements and advertising plan. Determine how long the applicants will have to fulfill your application requirements and when you want to close the search. 9) Prepare for first meeting with search committee. Materials should include a copy of the job description. Hiring authority may want to speak to the committee about unique challenges the incumbent may face and further illustrate qualities in the position description that are critical to the success of the position. Search committee and hiring authority will want to talk about the search process and how it will be used to reveal the best candidate. Stress confidentiality, respect for the privacy of the candidates and any sensitivities to include internal candidates, other OEM colleagues, or other members of the collegial community with whom the successful candidate may need to work. IU can be a very small community and the inter-relationships may be complex. As such, respect for each individual, their privacy, and showing appreciation for their interest in your position are essential strategies. It may be advisable to be clear about the salary range for the position before inviting individuals to interview especially if they are not living in our immediate community. Candidates may not know the salary range and it’s important to clarify to avoid confusion. Search and Screen/Interview Committee meets 10) Have preliminary meeting with search committee as soon as possible. Sometimes it is desirable to have the search committee meet prior to posting the listing if there are special issues that need to be resolved prior to launching the search. Discuss the timeline. Set up times (and locations) for the interviews as soon as possible. Depending on the composition of the search committee, you may need to schedule the blocks of time 2-3 weeks in advance. Determine the role of the search and screen/interview committee. Typically the role is advisory to the hiring authority but this should be decided in advance. 11) Develop screening criteria based on the position description and the discussions with the hiring authority and search committee. Determine how the search committee will view applicant materials. Note: Effective the summer of 2009, the university will offer a new environment for applicants and search committees. This new on-line environment will allow committees to be identified for each search with an accompanying password by search. The expectation is that this new environment will allow search committees to evaluate candidates using the electronic environment. More information about this will be available in June, 2009. Block time on the calendar well in advance of the interviews (2-3 weeks in advance) to preserve times for the interviews. This is especially true if you have an interview committee made up of professional staff and/or staff from other university departments. 12) Screen applicants using screening criteria developed by the search committee in consultation with the hiring authority. A core document is the position description and the posting for the position which describes the requirements for the position. Identify possible applicants for interview, runner-ups and those not likely to be interviewed. Optional: Some departments may elect to do phone interviews if the finalist pool is fairly large and/or a large number of applicants are out-of-state. Phone interviews may be effective to narrow the pool, clarify salary expectations and the work of the position. Plan and prepare for Interview Activities and Selection Process 13) Prepare for the interview process by developing a script and order for the interview and approximate timeline. Materials should include a document which captures the questions that will be asked, who will ask them, and a place to take notes. The interview process may also include activities such as an opportunity to observe the work environment, a pre-interview, some exercise to help applicants to become more familiar with the work etc. Your department human resources representative can assist you and the search committee in developing questions that will bring out the characteristics of the applicants. What do you require of the applicant to bring to the interview? Will you require an official copy of the transcript, references, and examples of work product, papers, or presentations done by the applicant and/or letters of reference? Make sure the location for the interview is private and comfortable and water is available for the candidate. (Note: If a degree is required for a position, it must be verified.) 14) Schedule interviews. Be sure that those being interviewed know the location of the interview, any arrangements for parking, when they should plan to arrive, any materials you want them to bring and any pre-preparation you want the applicant to do prior to the interview. This will vary depending on the nature of the position. Determine what other activities may be included as a part of the interview to include city, campus or departmental tour, opportunity to meet important campus colleagues, and/or opportunity to observe the work environment. Give clear instructions as to where the interviewee is to come, where to park, how long the interview is expected to last, and who will be in the interview. 15) Conduct and document interview process for each candidate. Each member of the search committee should maintain their own records and notes and then plan to turn them into the department once the interviews and decision process is concluded. 16) Search committee meets either face-to-face to discuss the outcome immediately after the interviews are concluded or after the references are checked. This may vary depending on the preference of the search committee and the hiring authority. Revisit role of the committee. What advice are they offering and to whom? What are the next steps at this time? Will the finalists return to be interviewed again or is sufficient information already available to begin the reference check process? 17) Prepare for and determine when you will perform reference checks. IU policy requires that the work history be checked for the immediate past seven years. You’ll want to determine what reference questions will be asked and of whom they will be asked. 18) Alert: Pre-offer review varies depending on the qualifications of the finalist, whether the individual is an internal or external candidate, the rank of the individual, the time of year, how the preferred salary compares to others in the department etc. Check with your HR representative who will consult with Shirley or Campus Human Resources. Making the Offer, Preparing for the Finalist, Saying Thanks and Preparing for a Successful Transition 19) Extend verbal offer of employment, start date, salary once you obtained appropriate approvals. 20) Extend written offer of employment using departmental template to be sure that employee knows that the offer is contingent upon the hiring checks required for that position. See your department’s payroll officer to be sure you know all steps required if the individual is new to the university. Your payroll representative must initiate hiring documents. 21) Begin to plan for the first day for the new employee, the work station requirements, e-mail and security access, and any welcoming activities. 22) Determine the departmental orientation and training process and timeline for assisting the employee to become familiar with the department, Office of Enrollment Management and the campus. 23) Thank unsuccessful candidates and close the search with UHRS. Be sure that special thanks are extended to anyone who might continue to be a part of your department’s or OEM’s collegial community with a personalized note to those who were interviewed. 24) Provide documentation according to departmental record keeping procedures. Collect all materials relative to the search and give it to the individual in your department who maintains these files for audit purposes (5 years is the minimum record retention requirement). 25) Document and implement the process for review with the new incumbent. Be especially aware if the individual is on probation to insure that employee is given adequate feedback and opportunities to be successful in the position. Schedule feedback intervals. 26) Thank search/interview committee for their involvement in the process. A nice touch is arranging lunch for the newly hired individual with the search/interview committee. If not possible, encouraging the newly hired individual to visit with each of the search/interview committee members during the first month to learn more about the organization is another approach. Some departments consider the search/interview committee as a “transitional” team for the new employee with the expectation that these individuals will help the new employee become familiar with the work and collegial community. Document prepared for OEM Staff Retreat, May 21, 2009. Presenters: Shirley Boardman, Mercedes Randall, Maureen Potter and Cindy Wise.
Pages to are hidden for
"Oem Template"Please download to view full document