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Recruitment Guide for Managers

The hiring process begins when a position becomes vacant or a new position is created. Human Resources can assist you in the following; in addition, here are some questions to consider.

	Printable Version of the Recruitment Guide

Step 1: Review Your Department Needs

• Does this position still meet the needs of the department?
• Should there be a process or position redesign before this position is posted?
• What other restructuring needs should be considered before moving forward with the position?

Step 2: Review Job Description

• Human Resources will work with hiring managers to review and update job descriptions.
• If major changes are needed, contact Kevin Kerwood (x2266) for assistance and possible grade review.

Step 3: Things to Think About when Determining Job Qualifications

• Consider whether a specific degree or certification is REQUIRED or PREFERRED. This is critical in order to target the most appropriate pool of prospective employees.
• Can the knowledge and skills be acquired on the job with specialized training, courses, or seminars? Generally, a year of college translates to two years of experience.
• Is academic experience really required? The skills applied in a different environment often can be transferred to support work at the college.
• Is Word or Excel really needed? Word processing and spreadsheet applications are very similar, so avoid specifying brand software whenever possible.
• Are the qualifications defined too narrowly so as to screen out or exclude applicants who may have broad experience that would enable them to perform the duties of the position? More broadly defined experience expands the pool of applicants.
• Preferred Skills: Consider how long it will take to learn required skills/knowledge. Are they essential for performing the work from the beginning, or can they be acquired within a reasonable period of time? If this is the case, these skills should be expressed as desirable or preferred.
• Related experience: Essential skills have been demonstrated in a different role or environment, e.g., a customer services representative may have demonstrated the communication skills required for an administrative assistant position.
• When replacing a long-time service employee, consider the experience actually needed to perform the work, not the experience of the prior incumbent.
• Is supervisory experience needed, or could someone who has demonstrated the ability to guide/coach others as a lead and/or who has managed projects perform the work?
• Have you required a level of expertise that is too high? Employees can become dissatisfied when work is not challenging.

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Step 4: Schedule Pre-Recruitment Meeting with Human Resources

• Answer questions regarding the new applicant tracking system.
• Discuss challenges and priorities of position.
• Identify resources for attracting a diverse applicant pool.
• Review job description.
• Discuss recruitment plan.
• Determine advertising and outreach options.
• Meet with the search committee to review process.
• Screen resumes, if requested.
• Provide interviewing tips.
• Interview final candidates.
• Conduct reference checks, if requested.

Step 5: Screen for Best Qualified Applicants

• Hiring managers are encouraged to give consideration to internal candidates whose experience and performance record makes them strong candidates for positions of greater responsibility.
• Review resumes.
• Sort the candidate pool.
• The first screening should eliminate all candidates who do not meet the minimum requirements specified in the posting. Candidates who do not meet the advertised minimum requirements should not be interviewed or hired.
• The second screening focuses on specific skills, experience, and overall sense of the candidate’s ability to do the job.
• Schedule first round of telephone interviews with the search committee members.
• When on-campus interviews will involve meeting with many people, the search committee should send the candidate an interview schedule in advance. Copies of the schedule should be distributed to the search committee including those responsible for escorting the candidate to and from meetings.
• If applicable, travel arrangements and accommodations should be coordinated with Human Resources. Reimbursement for travel expenses is handled on a case-by-case basis.

Step 6: Prepare Interview Questions

• Prepare one set of interview questions prior to the interview that focus on job-related qualifications.
• Do not include questions related to race, age, religion, national origin, sexual orientation, handicap status, marital status, childcare, or health issues as there are legal implications to consider.
• Identify open-ended questions (questions to which the answer cannot be a yes or no, or a one word answer) to ask each applicant and be prepared for follow-up questions.
• Analyze the qualities that are important for someone in the position and design questions that can assess whether a candidate possesses them. Example: Describe a stressful situation that might occur on the job and ask candidates how they might react.
• Ask “what if” questions. Example: Describe a typical job situation of the open position and ask the candidate how they would handle it.
• Learn about the candidate’s perception of strengths and weaknesses. Example: What would your manager say were your major achievements and your major areas for improvement?
• Open the interview by asking the candidate to share an overview of his/her background, education and skills, and reasons for applying for the position.
• Close the interview by asking the candidate to add other pertinent information.

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Step 7: Interview Candidates

• The candidate should receive a welcome packet upon arrival. It should include the college catalogue or marketing materials, departmental brochure (if available), organizational chart, campus map, benefits summary, job description, and interview schedule.
• Select a quiet, private area to conduct an interview.
• When scheduling interviews, set aside an appropriate amount of time between 45 to 60 minutes.
• Follow the Behavioral Interviewing Outline with each candidate.
• Close the interview by letting the candidate know the next steps in the process and expected time frame for the hiring decision.
• Allow 15 minutes for wrap up following the interview.
• Helpful hint: Follow the 80/20 rule when interviewing. You should only be speaking 20 percent of the time.

Step 8: Finalist Selection Process

• Search committee or hiring manager identifies finalists.
• Finalists are scheduled to return to campus for second round of interviews with the committee or other members of the college community.
• Copy of Benefits Summary given to each finalist.
• Search committee reconvenes to recommend final candidates.
• Complete the Recruitment Summary and send to the Office of Institutional Diversity for approval.
  
• Whenever possible, HR will interview the candidate before a formal offer can be made.  The HR recruiter will bring an added perspective to the process and will familiarize the applicant with the benefits Smith has to offer.

Step 9: Select a Candidate and Begin the Orientation Process

• Communicate with Human Resources regarding the results of the interviews and begin checking references.
• It is recommended that three reference checks be conducted with present and former supervisors.
• Human Resources checks educational references and conducts other background checks, where appropriate.
• Contact Human Resources to discuss references and determine salary.
• Make verbal offer to the finalist.
• Determine official start date.
• Human Resources sends finalist official offer letter.
• Human Resources schedules New Employee Orientation.
• Human Resources sends regret letters.

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ADA Compliance

Applicant
Management System (PeopleAdmin)

Employee Separation

Management Development Skills

Managing People

Orienting the New Employee

Policies

Recruitment & Hiring

Diversity Outreach Resources

Interviewing

Onboarding

Posting Exceptions/Waivers

Recruitment Guide

Reference Checking

Reviewing Resumes