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									     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

      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:

      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

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

         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

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

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.

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