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Human Resources

Recruitment & Selection Hiring Process

RefertoAppendixAFlowChart
Inordertoincreaseefficiencyinhiringandretentionandtoensureconsistencyandcomplianceintherecruitmentandselection
process,itisrecommendedthefollowingstepsbefollowed(alsorefertoStaffRecruitmentandSelectionHiringChecklist ).Details
foreachstepincludetheminimumrecommendedbestpracticetoattractatalentedanddiverseapplicantpool:
Step1:IdentifyVacancyandEvaluateNeed
Step2:DevelopPositionDescription
Step3:DevelopRecruitmentPlan
Step4:SelectSearchCommittee
Step5:PostPositionandImplementRecruitmentPlan
Step6:ReviewApplicantsandDevelopShortList
Step7:ConductInterviews
Step8:SelectHire
Step9:FinalizeRecruitment
AffirmativeAction,EqualEmploymentOpportunityandDiversityarenotseparateactionsintherecruitmentandselectionprocess.
TheyarekeyvariableswhicharewovenintoeachstepoftheprocesstosupportUCRsachievementofexcellence.

Step1:IdentifyVacancyandEvaluateNeed
Recruitmentsprovideopportunitiestodepartmentstoalignstaffskillsetstoinitiativesandgoals,andfordepartmentalandindividual
growth.Properplanningandevaluationoftheneedwillleadtohiringtherightpersonfortheroleandteam.

NewlyCreatedPosition
Whenitisdeterminedanewpositionisneeded,itisimportantto:
UnderstandandtakeintoconsiderationstrategicgoalsfortheUniversityand/ordepartment.Arethereanyupcomingchanges
thatmayimpactthisrole?
ConductaquickanalysisofUCCoreCompetencies.Arethereanygaps?Whatcoreskillsaremissingfromthedepartment?
Evaluatethecoreskillsrequirednowandthosewhichmaybeneededinthefuture.
ConductaJobAnalysisifthispositionwillbenewtoyourdepartment.Thiswillalsohelptoidentifygaps.

Replacement
Whenattritionoccurs,replacingtheroleistypicallythelogicalsteptotake.Beforeobtainingapprovaltoadvertisetheposition,
considerthefollowing:
Aswithanewlycreatedposition,itmaybehelpfultoconductaJobAnalysisinordertotailorthepositiontowhatiscurrently
requiredandtoensureproperclassification.YourHRClassificationAnalystcanassistinreviewingandcompleting.
Reviewtheroleanddecideifthereareanychangesrequiredascertaintasksandresponsibilitiesperformedbytheprevious
personmaynotorshouldnotbeperformedbythenewperson
Carefullyevaluateanychangesneededforthefollowing:

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Levelrequiredperformingthesetasksconsideringtheappropriateclassificationlevel.Beawarethatchangesinthe
classificationofpositionsfromrepresentedtononrepresentedwillrequireunionnoticeandagreement
Taskscarriedoutbythepreviousemployee
Taskstoberemovedoraddedifanyoftheworkwillbetransferredwithindepartment
Supervisoryorleadresponsibility
Budgetresponsibility(ifany)
Workhours
Istherestillarequirementforthisroleatall?
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Step2:DevelopPositionDescription
Apositiondescriptionisthecoreofasuccessfulrecruitmentprocess.Itisusedtodevelopinterviewquestions,interviewevaluations
andreferencecheckquestions.Awellwrittenpositiondescription:
Providesafirstimpressionofthecampustothecandidate
Clearlyarticulatesresponsibilitiesandqualificationstoattractthebestsuitedcandidates
Providesanopportunitytoclearlyarticulatethevaluepropositionfortherole
Servesasdocumentationtohelpprevent,ordefendagainst,discriminationcomplaintsbyprovidingwrittenevidencethat
employmentdecisionswerebasedonrationalbusinessneeds
Improvesretentionasturnoverishighestwithnewlyhiredemployees.Employeestendtobedissatisfiedwhentheyare
performingdutiestheywerenotoriginallyhiredtoperform.
Optimizessearchengineresultsbyensuringjobpostingsrankhighincandidatesearchresultswhensearchingonline
DeterminesFLSAclassificationandisusedtomaptotheappropriatePayrollTitle
Identifiestasks,workflowandaccountability,enablingthedepartmenttoplanhowitwilloperateandgrow
Assistsinestablishingperformanceobjectives
Isusedforcareerplanningandtrainingbyprovidingcleardistinctionsbetweenlevelsofresponsibilitiesandcompetencies
required
Isusedasabenchmarktoassistinensuringinternalandexternalequity

IdentifyDutiesandResponsibilities
Priortodevelopingthejobdescriptionthehiringmanagershouldidentifythefollowing:
1.GeneralInformation
2.PositionPurpose
3.EssentialFunctions
4.MinimumRequirements
5.PreferredQualifications

1.GeneralInformation
Basicpositionandpayinformationwillneedtobedeterminedtoassistwiththedevelopmentofthejobdescriptionandjob
classificationandforenteringintotheATS.Thisinformationwillbedifferentforeachpositionbeingrecruited:

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PayrollTitleThePayrolltitleandassociatedtitlecodedeterminesthe,FLSAstatus,PersonnelProgramCodeand
Description,andtheBargainingUnitCodeandDescriptionfieldsintheATS.
PayGrade/Step
WorkingTitleMarkettitlesshouldberecognizableandcommontovariousindustriesasmostjobseekerssearchfor
commonlyreferredtomarkettitleswhenconductingonlinejobsearches
DepartmentName
DepartmentHead
SupervisorName
TitleCodesandFullTimeEquivalentnumbersofemployeessupervised
SpecialRequirementsandConditions:
Specificrequirementsjobseekersmustpossessorcompleteinordertobehired(e.g.backgroundcheck,validdrivers
license,etc.)
BonaFideOccupationalQualifications(BFOQs)whichareincompliancewithUCRsapplicablepolicies(e.g.physical
ormentalrequirements)
ContactStaffEmploymentforassistancewithspecialrequirementsandconditions

2.PositionPurpose
Describesthedepartmentsfunctions,theunitsfunctions,and/ortheorganizationalunitsfunctions.Thestatementshould
summarizethepositionsessentialfunctionsanditsroleinrelationtosupporting,administering,ormanagingtheactivitiesofthe
department,unit,ororganizationalunit.
PostedPositionPurposeThepostedPositionPurposewillbesearchableandviewablebyjobseekersonUCRsjobboardand
otherpostingsites.Thereforeitisimportanttoensureit:
Includesadescriptionoftheroleanditsrelationtothedepartment,organizationandUniversity
Includestheestimatedduration(i.e.Limited69monthsorContract2.5years)fornonCareerpositions
Liststhenumberofopeningswhenthereismorethanonepositionbeingrecruited
Describesanypreemploymentassessmentsifapplicable.
Isoptimizedforsearchengines.Candidatesconductjobsearchesbyenteringkeywordsorphrasesintosearchengines.
MostcandidatesutilizejobaggregatorssuchasGoogleandIndeedversussearchingindividualcompanyjobposts.
Toensureyourpositionreachesthetopofcandidatesearchresults,includekeywordssuchascareer,job,skillsandtitle
ofthepositioninthebeginningofthepostedpositiondescription(first150words).
AttractingaTalentedDiverseApplicantPool:
Onceyouhaveidentifiedthepositionpurpose,essentialfunctionsandqualifications,youwillwanttogobackandreviewthe
description.Isitwrittentoattractanindividualwhoisatopperformer?Doesitdescribetheinclusivecultureofyour
organization?
Marketingthejobtoadiverseaudienceisjustasimportantasaccuratelydescribingtherole.Formoreinformationandtips
visittheBestPracticesforAttractingaDiverseWorkforcewebpage.

3.EssentialJobFunctions
Essentialjobfunctionsdescribethedutiesandresponsibilitiesofaposition.Ajobfunctionisconsideredessentialwhenthe
performanceofthefunctionisthepurposefortheposition.Typically,anessentialfunctionoccupiesasignificantamountoftimeof
theemployeestimeandrequiresspecializedskillstoperform.Byaccuratelydescribingtheessentialfunctionsofthejob,job
seekerswillhaveaclearunderstandingoftheroleandyourexpectationsforperformingthem.

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Whendevelopingessentialfunctionsforthepositionthefollowingshouldbenoted:
Functionsofthejobwhicharecriticalforthepositionarearrangedbyimportanceandpercentageoftimespent
Complexitylevelandauthorityfortheroleshouldbedescribedtohelpattracttheappropriatelevelofqualifiedcandidates
Essentialtaskslistedshouldbeinterrelatedtotheaccomplishmentoftheessentialfunction.
e.g.,Theessentialfunctionofeventplanningiscomposedofseveralindependenttasksincludingschedulingandsecuringthe
venueinterviewingvendorsandexecutingcontractsforservicearrangingforfooddeliverysupervisingeventworkersand
ensuringcleanup.Therefore,thevarioustasksrequiredtosuccessfullyaccomplishtheessentialfunctionshouldbeidentified
anddescribed.

4.MinimumRequirements
Theminimumrequirementsorbasicqualificationsarethosequalificationsorcriteriawhichwasestablishedinadvanceand
advertisedtopotentialapplicants:
Mustberelevantandrelatetothedutiesandresponsibilitiesofthejob(e.g.,shouldnotlistdrivingrequirementifnotpartof
responsibilitiesordutiesofthejob).
Softskillscanberequiredqualifications(e.g.,communication/collaboration)andwill:
Varyamongapplicants
Notbeabsolutelyascertainedinresume
Beevaluatedininterview
Canbeposition/departmentspecific(e.g.validdriverslicense)
Canbeassessedbyreviewingtheresume
Mustbeobjective,noncomparativeandbusinessrelated:
Objective
Correct:BachelorsdegreeinBusinessAdministration
Incorrect:Abusinessdegreefromagoodschool
Noncomparative
Correct:5to7yearsofexperiencedesigningcomputersoftwareprograms
Incorrect:Mustbeoneofthetopfiveamongtheapplicantsinyearsofexperience
BusinessRelated
Correct:5+yearsofexperienceinaccounting
Incorrect:MusthaveexperiencewithvolunteeringforHabitatforHumanity
Theminimumrequirementsshouldsupporttheaccomplishmentoftheessentialfunction.Forexample,theessentialfunction
ofeventplanningcouldrequire:
Organizationalskills(toensurealldetailsarecaredfor)
Communicationskills(tointeractwithvendorsandguests)
Prioreventplanningexperience
Listingtoomanyskillsasrequirementssignificantlylimitsyourapplicantpoolandselection.Itisrecommendednomorethan35
hardjobskills(e.g.,Bachelorsdegree,5yearsaccountingexperience,experienceinaccessingandretrievingdatafromfinancial
systemsusingPCbasedtoolsandothertechnicaljobskills)inadditiontothesoftskillsbelisteddependinguponthelevelofthe
position.

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5.PreferredQualifications
Preferredqualificationsareskillsandexperiencepreferredinadditiontobasicqualificationsandcanbeusedtonarrowdownthe
poolofapplicants.Thesepreferredskills,knowledge,abilitiesandcompetenciescandescribeamoreproficientlevelatwhichthe
essentialfunctionscanbeperformedsuchas:
Priorexperiencewithcorporate/institutionaleventplanning(priorexperienceinarelatedareacanbepreferred)and
knowledgeofapplicableUCpoliciesandprocedures(priorexperiencewithintheUCsystemcanbepreferred).
UCRexperience,certificationsand/oradvanceddegreeareadditional
Applicantswhomeetsomeorallpreferredqualifications(e.g.,UCexperience)tendtohaveshorterassimilationtime,reachfulljob
competencefasterandareabletotakeonadvancedresponsibilitiessooner.

CareerLadderRecruitments
Whenthescopeofthepositionandthedepartmentneedsallowforvaryinglevelsofskillsandexperience,apositionmaybe
advertisedwithmultiplejobtitlesatdifferentlevelswithinasingleclassseries.RefertoUCRLocalProcedure20:Recruitmentfor
moreinformation.
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Step3:DevelopRecruitmentPlan
EachpositionrequiresadocumentedRecruitmentPlanwhichisapprovedbytheorganizationalunit.Acarefullystructured
recruitmentplanmapsoutthestrategyforattractingandhiringthebestqualifiedcandidateandhelpstoensureanapplicantpool
whichincludeswomenandunderrepresentedgroupsincludingveteransandindividualswithdisabilities.
Inadditiontothepositionsplacementgoalstheplancontainsadvertisingchannelstobeusedtoachievethosegoals.The
recruitmentplanistypicallydevelopedbythehiringmanagerinconjunctionwiththeDepartmentalHRCoordinator.Placementgoals
identifiedaredisplayedonthepositionrequisitionintheATS.
Recruitmentplanelements:
A.PostingPeriod
B.PlacementGoals
C.AdditionalAdvertisingResources
D.DiversityAgencies
E.ResumeBanks
ContactyourdepartmentHRCoordinatorforaSampleRecruitmentPlan

A.PostingPeriod
Minimumpostingrequirementsareasfollows:
ProfessionalSupportStaff(PSS)10businessdaysfromdatepostedbeginningthenextbusinessday
Management/SeniorProfessional(MSP)15businessdaysfromdatepostedbeginningthenextbusinessday
OpenuntilfilledisanoptionforbothPSSandMSPpositionswhichallowsthepostingtoremainopenandviewableonthe
careersiteuntilfilled.Thisoptionisrecommendedforallrecruitments.
ContinuousRecruitmentTobeusedonlyforongoingrecruitmentsuchaslabassistants,custodialsupport,etc.

B.PlacementGoals
Placementgoalsarerequiredforeachrecruitment
ReviewyourPlacementGoalsanddeveloparecruitmentplanwhichwillassistinreachingthosegoals
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Toensurethemostcurrentplacementgoalsareidentifiedforthedepartmentandunit,youmaycontacttheofficeof
FacultyandStaffAffirmativeAction.
PlacementGoalsshouldincludeoutreacheffortstoveteransandindividualswithdisabilities

C.AdditionalAdvertisingResources
Avarietyofrecruitingsources(bothinternallyandexternally)shouldbeutilizedtoattractcandidateswhoreflectthediversityUCR
valuesinitsworkforce.Everyeffortshouldbemadetoconductathoroughsearchbyadvertisingwidelybeforefillingaposition.
AnyadvertisingrelatedtoemploymentatUCRand/orrecruitment(job)advertisingshouldincludethisstatementinthe
bodyoftheadvertisement:
UCRisanEqualOpportunityandAffirmativeActionEmployerwithastronginstitutionalcommitmenttotheachievementof
excellenceanddiversityamongitsfacultyandstaff.
Thiscontractorandsubcontractorshallabidebytherequirementsof41CFR60300.5(a).Thisregulationprohibitsdiscrimination
againstqualifiedprotectedveterans,andrequiresaffirmativeactionbycoveredprimecontractorsandsubcontractorstoemployand
advanceinemploymentqualifiedprotectedveterans.
Thiscontractorandsubcontractorshallabidebytherequirementsof41CFR60741.5(a).Thisregulationprohibitsdiscrimination
againstqualifiedindividualsonthebasisofdisability,andrequiresaffirmativeactionbycoveredprimecontractorsand
subcontractorstoemployandadvanceinemploymentqualifiedindividualswithdisabilities.
Forpaidadvertisementsinwhichcostisdeterminedbythenumberofcharactersorlines,thefollowingabbreviated
statementmaybeused:
Thiscontractorandsubcontractorshallabidebytherequirementsof41CFR60300.5(a)and41CFR60741.5(a),whichprohibits
discriminationagainstqualifiedprotectedveteransandqualifiedindividualswithdisabilities,andrequiresaffirmativeactionby
coveredprimecontractorsandsubcontractorstoemployandadvanceinemploymentqualifiedprotectedveteransandqualified
individualswithdisabilities.

InternetJobBoards
UCRsponsoredUCRStaffpositionswhicharepostedontheUCRJobswebsiteareautomaticallypostedtothefollowingUCR
contractedjobboards:

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UCRSponsoredJobBoards
SouthernCaliforniaHigherEdJobs

AJENationalExchange
AJEVeteranExchange

InsideHigherEd.com

AJEWomenExchange

DiverseIssuesinHigherEducation
mustbelaunchedviaJobTarget

AJEDisabilityExchange
AJEHispanicExchange
OutreachPartnerNetworks

VeteranJobBoards

DiversityJobBoards

www.VeteranJobs.Net

www.asianhires.com

www.Jofdav.com

www.africanamericanhires.com

www.allveteranjobs.com

www.alllgbtjobs.com
www.allhispanicjobs.com

DisabilityJobBoards

www.diversityjobs.com

www.disabilityjobs.net
www.disabledperson.com
StateJobBanks
StateOneStopCareerCenters

CommunityPartnerNetworks
(LocalChapters)

(LVER)(DVOP)(DPN)

Goodwill
EasterSeals
TheArc
DepartmentofRehabilitation
U.S.Dept.ofVeteransAffairs

Additionaljobboards:
AvailablethroughJobTarget,over3,000jobboardsavailablewhichincludediversityjobboards targetedtowomenand
underrepresentedgroups,andnichejobboards targetedtoindividualsbytechnicaldisciplineorindustry.
Jobpostingratesvaryandarechargedtotheorganizationalunit.ContactyourServiceCenterorDepartmentalHR
Coordinatorformoreinformation.

PrintAdvertisement
Localmedia,nationalpublications(notusedasfrequently,butmaybesuitableforcertainpositions)andotherpaper
advertisements
JobTargetcanprovideassistancewithmostadvertisingmediabycoordinatingyouradplacement.ContactyourService
CenterorDepartmentalHumanResourcesCoordinatorforassistance.
Associationsandothermembergroupswhicharehelpfulintargetingcandidateswithspecificnicheskillsets

SocialMedia
LinkedIn,TwitterandFacebookaregoodalternativerecruitingsources.ContactyourServiceCenterorDepartmentalHR
Coordinatortolearnmoreaboutthesetoolsandtheirproperuse.RefertoUniversityofCaliforniaRecruitmentThroughtheUseof
SocialNetworks
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JobFairs
Beforetheinternet,jobfairswereconsideredapopularmethodformeetingcandidatesfacetoface.Theywereusedasavehicleto
promoteorganizationsbypromotingtheorganizationsimageandbrand.Jobfairssuchasthoseaimedatdiversecandidatesor
specifictocertainindustries,arestillconsideredoneofthebestmethodsformeetingpotentialcandidatesinasingleevent.

ProfessionalConferenceandCampusRecruiting
ConferenceandcampusrecruitingeventsareagreatwaytomarketUCRandyourdepartmentandprovideyouwithanopportunity
tonetworkwithpotentialqualifiedcandidatesforcurrentandfutureopenings.
Conferenceandcampuscareercentersmayoffertoassistyouinyourrecruitmentneedsbyprovidingjobpostingservicesand
interviewingfacilities.
Whenutilizingtheseeventsforcurrentrecruitments,thestandardhiringprocessisfollowedtoinclude:
PostingtheJobEnsurethepositionispostedonJobs@ucr.eduandallapplicantsaredirectedtoapplyonline
ConductingInterviews
Allqualifiedapplicantsselectedforinterviewsreceiveshortlistapprovalpriortobeinginterviewed
OnsiteScreeningInterviews
Screeninginterviewsconductedtogatherpreliminaryinformationonprospectivecandidates
Tobeconductedbymorethanonecommitteememberinattendance
Screenedinapplicantsinvitedtointerviewwithallcommitteemembers
OnSiteSelectionInterviews
Interviewsusedtomakefinalhiringdecisions
Requiresallcommitteememberstobeinattendance
Inordertoensurefairnessandequityinthehiringprocessforintervieweesnotinattendance,theguidelinessetforthinConducting
VirtualInterviews(seeStep7)aretobefollowed.

D.DiversityAgencies
Agencieswhichassistwomenandunderrepresentedgroupsareanothergreatsourceoftalent
Developingrelationshipsandapipelineofpotentialcandidateswiththeseagenciesallowscandidatestohaveabetter
understandingofyourstaffingneedsandtheUniversitysmissionandvalues
ContactHumanResourcesformoreinformationondiversityagencies.

E.ResumeBanks
Resumebanksareanothergoodsourceforidentifyingqualifiedcandidates.Jobseekersposttheirresumetothesewhicharethen
searchedbyprospectiveemployers.ThefollowingresumebanksprovideaccesstoUCRHRDepartmentalandOrganizationHR
Coordinators:
SouthernCaliforniaHigherEducation
HigherEdJobs
InsideHigherEd.com
Torequestloginaccess,contactStaffEmployment.
OFCCPsrecordkeepingrequirementsfor3rdpartyresumesearchesare:
Titleofthepositionforwhicheachsearchofthedatabasewasmade

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Thesearchcriteriaused
Dateofthesearch
Namesofresumesofanyjobseekerswhomettheminimumqualificationsandwhomyourequestedtoapply
ThisrequiredinformationistobedocumentedinthecommentssectionoftherequisitionintheATS.
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Step4:SelectSearchCommittee
Toensureapplicantsselectedforinterviewandfinalconsiderationareevaluatedbymorethanoneindividualtominimizethe
potentialforpersonalbias,aselectioncommitteeisformed.Thehiringmanagerwillidentifymemberswhowillhavedirectand
indirectinteractionwiththeapplicantinthecourseoftheirjob.Eachhiringmanagershouldmakeanefforttoappointasearch
committeethatrepresentsadiversecrosssectionofthestaff.AmemberofthecommitteewillbeappointedastheAffirmativeAction
andComplianceLiaisonwhowillmonitortheaffirmativeactionaspectsofthesearchcommittee.Underrepresentedgroupsand
womenaretohaveequalopportunitytoserveonsearchcommitteesandspecialeffortsshouldbemadetoencourageparticipation.
Departmentsthatlackdiversityintheirownstaffshouldconsiderappointingstaffoutsidethedepartmenttosearchcommitteesor
developotheralternativestobroadentheperspectiveofthecommittee.
Forpositionsthatarefrequentlyrecruitedandutilizeasearchcommittee,themixofsearchcommitteemembersshouldchange
frequentlyaswelltominimizetheriskofgroupthinkorcollectivebias.
TheHiringManagerwilldeterminethesize(nomorethan6)andcompositionofthecommitteebasedonthenatureofthe
position.Itishighlyrecommendedthecommitteemembersinclude:
Atleastoneindividualwhohasastrongunderstandingoftheroleanditscontributiontothedepartment
Ajobspecialist(technicalorfunctional)
Anindividualwhowillinteractcloselywiththepositionand/orservesasamaincustomer
Searchcommitteemembersmustensurenoconflictofinterestinrelationtotheapplicantsunderconsiderationandmust
neverbeindividualswhomayhaveinterestintheposition
Searchcommitteemembersshouldensuretheyarewellequippedfortheirroleintherecruitmentprocesstoensurefairness
andcompliance.Thefollowingtoolisavailabletoassistcommitteememberswiththerecruitmentprocess:
StaffSearchCommitteeFAQs
Eachcommitteememberisexpectedtobewellversedintherecruitmentandselectionprocessandhaveanunderstandingof
lawsrelatedtoAffirmativeActionandEqualEmploymentOpportunity.Thefollowingtrainingopportunitiesareavailable
(registrationthroughUCLearningCenter).Ataminimum,thesearchcommitteemembermusthavecompletedoneofthe
learningactivitieslistedbelowbeforeservingonthecommittee:
TrainingworkshopAffirmativeAction101
TrainingworkshopRecruitment&SelectionStrategiesfortheHiringManager
TrainingworkshopSupportingtheRecruitmentandSelectionProcess
RecruitmentAdvertising&AffirmativeActionwebinar
DiversifyandTraintheSearchCommitteetutorial
ApplicantPoolStatistics&CreatingDiverseApplicantPoolstutorial
Itisrecommendedthecommitteecommunicatepriortotheapplicationreviewtodeterminecriteriaforapplicantevaluation
TheSearchCommitteeChairshouldensurethatallmembersofthecommitteearethoroughlyfamiliarwiththejobdescription
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Step5:PostPositionandImplementRecruitmentPlan
Oncethepositiondescriptionhasbeencompleted,thepositioncanthenbepostedtotheUCRcareersiteviatheATS.Everyeffort
shouldbemadetoensuretheaccuracyofthejobdescriptionandpostingtext.Itmaynotbepossibletochangeelementsofa
positiononceposted,becauseitmayimpacttheapplicantpool.
Toposttheposition:
TherequisitioniscreatedbytheServiceCenterHumanResourcesCoordinatororDepartmentalHumanResources
CoordinatorandapprovedbytheServiceCenterHROrganizationalCoordinatororOrganizationalHRCoordinator
Onceapproved,theDepartmentalHRCoordinatororServiceCenterwillreviewtherequisitionandrouteonlinetotheHR
ClassificationAnalystwhowillassigntheclassification
TherequisitionisthenroutedtotheHRRecruitmentAnalystwhowillposttheposition
Applicationscanbereviewedanddispositionedoncetheminimumnumberofpostingdayshasbeenreached
Internalcandidateswillapplythroughtheregularapplicationprocessandwillbeincludedinthecandidatepoolalongwith
externalcandidates(see6.0SpecialConsiderationsfordetails)

TalentSourcingandOutreach
Inordertoidentifythewidestandtalentedapplicantpool,sourcingandoutreachactivitiesshouldbeengaged.Passivecandidate
sourcingisanactivitywhichcanbeconductedduringthisphaseintherecruitmentprocess.Thisistypicallydoneusingsocialmedia
andnetworkingchannels.OFCCPhasspecificguidanceonthisareaofrecruitment.ContactStaffEmployeeforinformation.

Monitoring/UpdatingRecruitmentPlan/DiversityStrategy
Continuousmonitoringofrecruitmentactivityandrecruitmentplaneffectivenessiscriticaltoasuccessfulsearch.
Applicantpoolsforeachrecruitmentcanbemonitoredbysearchcommitteemembersthroughouttherecruitmentcyclebyreviewing
theAffirmativeActionStatisticslocatedintheATS.
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Step6:ReviewApplicantsandDevelopShortList
Oncethepositionhasbeenposted,candidateswillapplyviaUCRsjobboard.Candidateswillcompleteanelectronicapplicationfor
eachposition(resumeandcoverletterareoptional).CandidateswillbeconsideredApplicantsorExpressionsofInterest.
ApplicantsarethosewhoapplyduringtheinitialapplicationperiodasdescribedinStep5.Allapplicantsmustbereviewedand
considered.Candidateswhoapplyaftertheinitialapplicationperiodwillbeconsideredexpressionsofinterestandnotviewableby
thesearchcommittee.
ItisrecommendedthatallsearchcommitteemembersreviewallApplicantstoensuremorethanonepersonassessestheir
qualificationsandthatindividualopinionorbiasesareavoided.Itispermissibletohaveatleasttwocommitteemembersreviewall
Applicantsforcertainrecruitmentsinwhichthereareextensiveapplicantpoolstobestnarrowdownthepool.Alternatively,Human
Resourcesmayperformthisfunction.EachcommitteemembermayprovidecommentstoeachApplicantsqualificationsasthey
relatetotheminimumrequirementsoftheposition.
Aphonescreenmaybeconductedtoobtaininformationsuchasavailability,salaryrequirements,specialpositionrequirements(e.g.
abilitytoperformshiftwork),ascertainminimumrequirementsandotherpreliminaryinformationtoassistthesearchcommitteewith
theirreview.Itispossibletoscreenoutanapplicantduetoinformationobtainedduringthisinitialscreeningandthereforephone
screensshouldbeproperlydocumentedandattendedbyatleasttwosearchcommitteemembersorHumanResources.
Uponthesearchcommitteesreviewoftheapplicants,theChairorChairsAssociatewillreviewallsearchcommitteecommentsand
developtheshortlist.Oncetheshortlisthasbeendetermined,theAACOordesigneewillsubmittheshortlisttotheOFSAAfor
approval.Iftheshortlistisdeemedtorepresentasufficientlydiverseapplicantpool,theshortlistwillbeapproved.Onceapproved,
theapplicantscanthenbecontactedforinterviews.

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Iftheshortlistisnotsufficientlydiverseinlightofthedepartmentsplacementgoals,theOFSSAwillcontacttheSearchCommittee
ChairorChairsAssociatetodiscusshowthepoolmightbediversified.Oneoptionmightbetoreviewtheexistingapplicantpoolto
evaluateanyadditionalqualifiedapplicantspriortoreviewingapplicantswhoareexpressionsofintereststatus.Ifitisdeterminedthe
expressionsofinterestsaretobereviewed,theSearchCommitteeChairorChairsAssociatemaymovethoseintheexpressionof
intereststatustotheapplicantpool,inoneormorebatchesoncertaindate(s)andtime(s),asneededtoachieveasufficiently
diverseandqualifiedpool.Allexpressionsofinterestcandidatesmovedtotheapplicantpoolaretobereviewedbythesearch
committee.
Note:Severalbargainingunitcontractscontainlanguagerelatedtoapplicantscreening.Refertotheappropriatecontractfor
specificrequirements.
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Step7:ConductInterview
Theinterviewisthesinglemostimportantstepintheselectionprocess.Itistheopportunityfortheemployerandprospective
employeetolearnmoreabouteachotherandvalidateinformationprovidedbyboth.Byfollowingtheseinterviewingguidelines,you
willensureyouhaveconductedathoroughinterviewprocessandhaveallnecessarydatatoproperlyevaluateskillsandabilities.

PreparingfortheInterview
Oncetheshortlist(typically35identifiedforinterview)isapprovedbytheOfficeofFacultyandStaffAffirmativeAction,theinterview
processcanbegin.Itisimportanttoproperlypreparefortheinterviewasthisistheopportunitytoevaluatetheskillsand
competenciesandvalidatetheinformationtheapplicanthasprovidedintheirapplicationandresume.Chooseoneortwoquestions
fromeachminimallyrequiredskillandcompetencytodevelopyourinterviewquestions.Reviewtheapplicant'sapplicationorresume
andmakenoteofanyissuesthatyouneedtofollowupon.
IfintervieweerequestsanaccommodationcontacttheDisabilityManagementOffice.
TheCommitteeChairshoulddeterminethefollowing:
Formatoftheinterviewandorderofquestions
Questionstobeaskedofallapplicantsandtheweightassigned
Whoisgoingtoaskwhichquestions
Whetheraworksampleshouldbesubmitted
Theoptimumstartdatefortheposition
Anyotherdetailsapplicantsmayneedabouttherolethatwerenotnotedinthepositiondescription
Priortotheconductinginterviews,theSearchCommitteeChairwillnotifymemberstodownloadtheapplicationpacketsfrom
iRecruit.TheSearchCommitteeChairwillprovidethecommitteewithinterviewquestionsandevaluationtools.

PanelInterviews
Priortothepanelinterview,committeemembersshouldensuretheyknowwhichinterviewquestionseachwillask.
Atthestartoftheinterview,introductionsoftheChairandpanelmembers,includingnamesandjobtitles/roles,aregiven.Next,the
Chairshouldoutlinetheformatoftheinterviewsothatthecandidateisawareofwhatisgoingtohappen.
Atypicalformatmightbe:
Introductionsofeachpanelmember
Abriefdescriptionoftheroletheyarebeinginterviewedfor
Descriptionofhowtheinterviewpanelwillconducttheinterview(e.g.eachalternatesquestionsandallwilltakenotes)
Thecandidategivesanoverviewoftheirexperience

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Eachpanelmemberprovidestheirquestionsattheconclusionoftheinterview.
Theintervieweeisgiventimeattheendtoaskquestions
Theintervieweeisinformedofthenextstep(e.g.willbecontactedeitherbyphoneorinwritingoftheoutcome)
Thankthecandidateforcomingandensuresomeoneshowsthecandidateout

VirtualInterviews
Toreducetravelcostsandtimeassociatedwithinterviewingoutofareaapplicants,virtualinterviewscanprovideanalternative
methodtoinpersoninterview.
UCRiversidehaspartneredwithGreenJobInterview,awebbasedservicetointerviewoutofareajobcandidates.Forinformationon
thisservice,refertoRecruitmentTools&Resources.
GuidelinesforconductingvirtualinterviewsareasfollowsToensurefairnessandequityintheinterviewprocess,itis
recommendedoutofareaapplicantsareprovidedanopportunitytointerviewinthesamemanneraslocalapplicantsduringeach
stageoftheinterviewprocess.Departmentsmayelecttocoverthetravelcostsassociatedwithoutofareaapplicantinterviewsbut
arenotrequiredtodoso.

InterviewQuestions
Questionsshouldberelevanttothepositionandseekinformationonspecificskillsandabilitiestoperformthejobsuchasdescribe
yourexperienceworkingwithstudentsinanacademicenvironmentand/orpostsecondarydegreegrantinginstitutions.Interview
questionsnotpertainingtothecurrentrequirementsofthepositionarenottobeused(e.g.aninterviewquestiononsupervisory
experienceifpositionwillnotbesupervisingemployees).
Theuseofbehavioraland/orcompetencybasedinterviewquestionsisstronglyencouragedas,whenproperlycrafted,theyallowthe
interviewertoobtainmoremeaningfuldatatodeterminetheapplicantsabilitytocarryoutthedutiesandresponsibilitiesofthejob,
aswellassesstheirabilitytoadheretotheUniversityscorecompetencies.RefertoUCCoreCompetenciesRecruitmentfor
additionalinformationandsampleinterviewquestions.

AftertheInterview
Uponcompletingtheinterview,committeememberswillcompleteoneofthefollowingevaluationtoolsandforwardtotheCommittee
Chairalongwithanyinterviewnotes.Candidateevaluationsshouldbesuretoincludeonlythosecommentswhicharerelevantto
therequirementsoftheposition.
InterviewEvaluationNotesWeightingSheet
SkillsandCompetencyInterviewRatingSheet

OR
OR

SkillsandCompetencyInterviewRatingSheetweighted

TestingandotherSelectionMethods
Testsandotherselectionmethodssuchasrequestingworkorwritingsamplesandpresentationsareadditionaltoolsusedtoassess
candidates.However,usemustcomplywithEEOCguidelines.
Skillsdemonstrations,suchasrequiringapplicantstodemonstratehowtoperformataskspecifictothepositiontheyare
applyingto,areconsideredtestsandmustbevalidated.ContactHumanResourcestoassistwithidentifyingvalidatedtests
availablethroughtheUniversityscontracted3rdpartytestingvendor.LimituseofUniversityteststothoseprovidedbythe
Universitys3rdpartytestingvendor.
Writingsamplesandpresentationassessmentsarenotconsideredtestsandcanbeevaluatedusingascoringrubric.Similar
tothetoolusedtoevaluateacandidateduringaninterview,writingandpresentationscoringrubricsareusedtoevaluatethe
applicantswritingand/orpresentationsskillsbasedoncertainpredeterminedcriteria.Toobtainawritingorpresentation
scoringrubric,contactyourdepartmentalHumanResourcesCoordinatororHumanResources.
Applicantsaretobenotified,viathepostedpositionpurpose,oftherequirementfortestsorotherselectionmethods(e.g.
writingandpresentation)usedaspartofthehiringprocess.
Tests,worksamplesandpresentationsshouldonlyberequiredofshortlistcandidates
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Becausetestsandrequestsforwritingsamplesandpresentationsmustbeadministeredconsistentlyacrossthehiring
processwithoutregardtorace,color,nationalorigin,sex,religion,age(40orolder),ordisability,theiradministration
proceduremustbeapprovedbyHumanResourcespriortouse.
InformationonemployerguidelinessetforbytheEqualEmploymentOpportunityCouncil(EEOC)canbefoundonthe
EEOCswebsiteunderEmploymentTestsandSelectionProcedures.
Testsandtheselectiontoolsmentionedaboveshouldnotberelieduponastheonlyscreeningmechanism.Interviewsandreference
checksshouldcarryconsiderableweightintheoveralldecisionprocess.
Asanalternativetotestingapplicantscarefullycraftedinterviewquestionscanbeusedtogatherinformationonanapplicants
experienceandabilitytoperformcertainaspectsofthejobwithouttheneedfortesting.Additionally,applicantsprovidejobrelated
certificationsofcompletionforcourseworkortechnical/industrycertifications(relatedtotheposition)helptoprovideameasureof
skillaptitudetofurtherevaluatequalifications.
TheEEOChassetthefollowingEmployerguidelineswhendevelopingandadministeringtests:
Employersshouldadministertestsandotherselectionprocedureswithoutregardtorace,color,nationalorigin,sex,religion,
age(40orolder),ordisability.
Ifaselectionprocedurescreensoutaprotectedgroup,theemployershoulddeterminewhetherthereisanequallyeffective
alternativeselectionprocedurethathaslessadverseimpactand,ifso,adoptthealternativeprocedure.Forexample,ifthe
selectionprocedureisatest,theemployershoulddeterminewhetheranothertestwouldpredictjobperformancebutnot
disproportionatelyexcludetheprotectedgroup.
Toensurethatatestorselectionprocedureremainspredictiveofsuccessinajob,employersshouldkeepabreastof
changesinjobrequirementsandshouldupdatethetestspecificationsorselectionproceduresaccordingly.Employersshould
ensurethattestsandselectionproceduresarenotadoptedcasuallybymanagerswhoknowlittleabouttheseprocesses.A
testorselectionprocedurecanbeaneffectivemanagementtool,butnotestorselectionprocedureshouldbeimplemented
withoutanunderstandingofitseffectivenessandlimitationsfortheorganization,itsappropriatenessforaspecificjob,and
whetheritcanbeappropriatelyadministeredandscored.
Employersshouldensurethattestsandselectionproceduresareproperlyvalidatedforthepositionsandpurposesforwhich
theyareused.Thetestorselectionproceduremustbejobrelatedanditsresultsappropriatefortheemployer'spurpose.

WelcomingtheInterviewee
Interviewingcanbeaverystressfulexperienceforsomeandthemoreateaseanintervieweeis,thebetteryouareabletoidentify
trueattributes.Thefollowingshouldbeconsidered:
Panelinterviews,canbeanintimidatingenvironmentforaninterviewee,soremembertobreaktheiceifpossible
Whenorganizinginterviews,itisbesttoassignapersonwhoensurestheintervieweeshavetheproperdirections,parking
detailsandwhoiseasilyaccessibleonthedateoftheinterview
Allowenoughtimefortheinterviewsotheintervieweedoesnotfeelrushed.Lettheintervieweedomostofthetalking.
Rememberthe80/20rule.Theintervieweeshouldbedoing80%ofthetalking.Whileitsimportanttoarticulatetheneedsof
yourdepartmentandtherole,thistimeistogatherasmuchdatatoevaluatetheirexperienceandensureaproperfit.
Besuretoreviewtheintervieweesresumeinadvancetoassessskillsandbackground.Takenotesandaskforclarification
onresponsesifneeded.
Besuretoavoidanyinappropriateorillegalinterviewquestions.
ProvideUniversityliterature(ifavailable)andbenefitinformationtotheapplicantattheconclusionoftheinterview
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Step8:SelectHire
FinalApplicant

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Oncetheinterviewshavebeencompleted,thecommitteewillmeettodiscusstheinterviewees.Committeememberswillneedto
assesstheextenttowhicheachonemettheirselectioncriteria.
Thesearchcommitteeevaluationtoolwillbehelpfulinjustifyingdecisionsandmakingthemasobjectiveaspossible.
Yourdocumentationshoulddemonstrateyourselectiondecision.DocumentationisrequiredinordertocomplywithOFCCP
requirements.Asoneofthemostcriticalstepsintheprocess,itisimportanttokeepthefollowinginmind:
Thebestcandidateforthepositionwaschosenbasedonqualifications
ThecandidatewillhelptocarryouttheUniversityandDepartmentsmissions

ReferenceChecks
Thepurposeofareferencecheckistoobtaininformationaboutacandidatesbehaviorandworkperformancefromprioremployers
thatcouldbecriticaltoyourdecision,regardlessoftheirskills,knowledge,andabilities.Aspastperformanceisthebestpredictorof
futuresuccess,itisrecommendedreferencesbeobtainedfromcurrentandprevioussupervisorswhocanspeaktothecandidates
onthejobperformance.Ahiringmistakeiscostlyintime,energy,andmoney.Failuretocheckreferencescanhaveseriouslegal
consequences.Ifanemployeeengagesinharmfulbehavior,whichwouldhavebeenrevealedinareferencecheck,theUniversity
canbeheldlegallyresponsiblefornegligenthiring.

WhentoConductReferences
Referencechecksshouldbeconductedonthefinalist(s)priortomakinganoffer.ForUCemployees,inadditiontoconducting
references,areviewofthemasterpersonnelfileshouldbecompleted.Allapplicantsaretobeinformed(duringorafterthe
interview)shouldtheybeafinalist,anofferwouldbecontingentuponareferencefromtheircurrentsupervisor(theUniversity
contactscurrentsupervisortorequestreference).Thecandidateshouldbeinformedthatasinglereferencewouldnotbethesole
reasonforadisqualificationandallaspectsoftheircandidacy,includingtheirinterview,willbetakenintoconsideration.

ReferencesintheOverallDecisionProcess
Informationthatisobtainedthroughthereferencecheckprocessshouldbeconsideredaspartoftheoveralldecisionmakingand
shouldcarryconsiderableweight.Additionallyifavailable,obtainingcopiesofsignedpastperformancereviewsisalso
recommended.Shouldareferencefromthecandidatescurrentsupervisornotbeobtained,itisrecommendedHumanResources
becontactedtodiscuss.
Thesameprocess(onlineorphoneasdescribedbelow)istobefollowedforeachrecruitment.

ReferenceCheckingOptions
OnlineApplicantReferenceChecking
TheUniversityhascontractedwithSkillSurvey,anonlineapplicantreferencecheckingtool,tosurveyreferencefeedbackon
approximately20behaviorsandskillsthatcorrelatetosuccessinagivenjobtype.Uponthecandidateenteringtheirreferences
(minimumof2supervisors/managersandupto5references)directlyintotheSkillSurveytool,anemailnotificationissenttoeach
referencerequestingtheiranonymousfeedback.Becausethereferencesareassuredtheirinputisnotpersonallyidentifiable,they
tendtobemoreforthcomingandhaveahighresponserate.UtilizingSkillSurveywillprovideaconsistentandcompliantprocessfor
allapplicants.
Undercertaincircumstances,additionalreferencesmaybecontactedifadditionalinformationisneeded(e.g.lowratingsona
particularskillorbehaviors)byenteringadditionalreferencesintotheSkillSurveytoolorbyconductingaphonereference.
FormoreinformationonSkillSurveyandtoviewasamplereport,refertoRecruitmentToolsandResources.
PhoneReferenceChecks
DepartmentsconductingreferencesbyphoneshouldutilizetheUCRApplicantConsentForm .Beforestartingthephonereference
checkprocess,besureto:
1.Preparecarefully
Familiarizeyourselfthoroughlywiththeinformationtheapplicanthasalreadyprovided,includingtheapplication,
resume,worksample(ifapplicable)andinterviewresponses
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Identifyareasthatrequireelaborationorverification
Setupatelephoneappointmentwithoneormorereferencesprovidedbytheapplicant
Manyemployersareprohibitedfromprovidinginformationwithoutarelease,soifrequested,sendthesigned
ReferenceCheckingReleaseandDisclosureconsentformandthejobdescription(optional)inadvanceofyour
telephonecall.
Writedownyourquestionsbeforeyoucall,highlightingtheinformationyouwantverifiedorexpandedupon.
Note:Youmayconsiderconductingreferencechecksonallfinalistsbeforethefinalselectionismade.
2.Setupanenvironmentthatencouragesthereferencetorespondwillingly,cooperatively,andhonestly.
Beginyourconversationoncommongroundbyreferringtoinformationthathasalreadybeenprovidedbythe
applicant.Forexample:JohnDoehasaskedustospeakwithyouregardinginformationhehasalreadysharedwith
usduringtheinterviewprocess.OrI'mcallingtoverifyinformationprovidedbyMaryRoe.
3.Describetheposition
Describetheresponsibilities,duties,andworkingenvironmentofthepositionforwhichtheindividualhasapplied.
Afterdescribingtheposition,ask,Givenourrequirements,whatisyourassessmentoftheindividualsqualificationsfor
thejob?
4.Inadditiontoyourpreparedquestions,askfollowupquestions
Ifyougetageneralresponse(She'sgreat!),followupwithaspecificquestion(Whatdidshedotomeritthat
compliment?orWhydidsheleave?orHowhavethingschangedsincesheleft?)
Ifthereferenceproviderdeclinestoansweraquestion,askifsomeoneelsemightbeabletoshareinformationabout
thetopic.
5.Askquestionsthatarespecificallyjobrelated
Donotaskaboutrace,color,nationalorigin,religion,sex,physicalormentaldisability,medicalcondition,ancestry,
maritalstatus,age,sexualorientation,citizenship,orstatusasacoveredveteran.
Askthesamebasicquestionsaboutallapplicantsforwhomyouobtainreferencestoensureconsistency.Weighinformationyou
receiveinthesamemannerforallapplicants.
SocialnetworktoolssuchasFacebook,TwitterandLinkedInshouldnotbeusedtoconductreferenceorbackgroundchecks.Refer
toUniversityofCaliforniaGuidelinesRecruitmentThroughtheUseofSocialNetworks.

MandatedHiringPrerequisites
Dependinguponthenatureoftheposition,additionalhiringprerequisitesmayberequired.Anycostsassociatedwiththese
prerequisitesaretheresponsibilityofthehiringdepartment.AdditionalinformationcanbefoundontheMandatedHiring
Prerequisiteswebpage.
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Step9:FinalizeRecruitment
Uponcompletionoftherecruitmentprocesstheoffertotheselectedfinalistismade.
Priortoinitiatingtheoffer,itisrecommendedthatonemorecheckoftheselectionprocessbecompletedasfollows:
Reviewthedutiesandresponsibilitiesofthepositionandensuretheywereaccuratelydescribedandreflectedinthejob
descriptionandinterviewprocess
Reviewselectioncriteriausedtoensuretheywerebasedonthequalificationslistedfortheposition
Confirminterviewquestionsclearlymatchedtheselectioncriteria

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Confirmallapplicantsweretreateduniformlyintherecruitment,screening,interviewingandfinalselectionprocess
Shouldtherebeanyissueswiththeabove,contactyourOrganizationalHumanResourcesCoordinator.

InitiatingtheOffer
Onceafinalcheckoftheselectionprocesshasbeencompletedandthefinalapplicanthasbeendetermined,theCommittee
ChairordesigneewillnotifytheDepartmentalHRCoordinatorofthefinalistsname,salaryandstartdateandenterthe
selectioninformationintotheATS
TheDepartmentalHRCoordinatorreviewstherequisitionintheATSandensuresallapplicantsontherequisitionhavebeen
assignedadecisioncode
TheDepartmentalHRCoordinatorforwardsthisinformationtotheOrganizationalHRCoordinatorforreviewandapproval
Onceapproved,theDepartmentalHRCoordinatornotifiestheCommitteeChairordesigneeofofferapproval
TheCommitteeChairordesigneemakestheoffertothefinalist
Note:Averbalofferofemploymentandthefinalistsverbalacceptancecreatesacontractualrelationshiptherefore,ensurethe
offerhasbeenapprovedpriortoverballyofferingtheposition

NegotiatingtheOffer
Wheneverpossible,itsrecommendedyourbestofferbemadethefirsttimeasthisdisplayspropermarketandinternalequity
practicesanddemonstratesgoodfaithtotheapplicant.
Whenofferingthefinalisttheposition,besuretodiscussthetotalcompensationpackage(inadditiontosalary)suchaspaid
timeoffandretirementbenefits.Beexcitedandenthusiasticabouttheofferandletthemknowyouareexcitedaboutthem
joiningyourteam.
UCRbenefitsandretirementprogramsaregreatsellingpoints.Inmanycases,theyareakeyfactorwhendecidingonaccept
ordeclinetheoffer.FinalistswithadditionalbenefitrelatedquestionsshouldbereferredtotheBenefitswebpageorCentral
HumanResourcesBenefitsoffice.
Lastly,ifpossible,discussthegreatlearninganddevelopmentopportunitieswhichmaybeavailabletotheminachievingtheir
professionalgoals.Mostindividualsvaluethisjustasmuch,insomecasesmore,thanthebasesalarybeingoffered.

CounteringtheOffer
Despiteyourbestoffer,theremaybeinstanceswheretheapplicantdeclines
Discussthereasonsfortheofferbeingdeclinedwiththeapplicantandlookbeneaththesurface.Applicantsdeclineoffers
forvariousreasonsandnotalwaysduetothesalarybeingoffered.
Ifanofferisdeclinedduetosalary,thedepartmentmaymakeacounterofferprovidedtheamountiswithintheappropriate
guidelinesfortheroleanddepartment
CounteroffersmustbereviewedandapprovedbytheOrganizationalHRCoordinator

FinalizingtheOffer
Itisimportantthateachrecruitmentbeproperlyclosed,includingthenotificationofthoseinterviewedandnotselected,aswellasall
documentationassociatedwiththerecruitmentbeuploadedtotheATS.
Toensureproperclosure,theStaffRecruitmentandSelectionChecklist shouldbecompletedandthefollowingactionsconducted:
Onceanofferhasbeenaccepted,theCommitteeChairordesigneenotifiestheDepartmentalHRCoordinatorandrequests
theofferletterbesent
TheDepartmentalHRCoordinatorpreparesandsendstheofferletter
TheDepartmentalHRCoordinatorensureswrittenacceptanceofoffer

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TheDepartmentalHRCoordinatorentersthefinalistinformationintotheATSuponreceiptofthesignedoffer(seeiRecruit
UserGuideforinstructions)
TheDepartmentalHRCoordinatorcontactsthoseindividualsinterviewedandnotselected(ataminimum)byphoneorletter.
Ifcontactismadebyphone,ensuretheconversationisdocumented.
TheDepartmentalHRCoordinatorensuresallrecruitmentrelateddocumentsareuploadedtotherequisitionintheATS
Uponnotificationoftherecruitmentbeingclosed,theDepartmentalHRCoordinatorwillcloseouttherequisitionintheATS
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