What is Recruitment?

It is a selection process by which Greek organizations get to know potential new members. The purpose of recruitment is for Greek women to meet you and you meet Greek women. After a series of parties, women are selected for membership to different sororities. If you choose to participate in recruitment there is no commitment to join a sorority. However, recruitment is a once in a lifetime opportunity where ladies get a chance to make and create lifelong friendship.

Guidelines for Recruitment and Selection

Submit Recruiting Documents Selection Process Search Committee/Interview Panel Interviewing During the Interview Reference Checks Making Hiring Decision Documentation
Don't let panic set in. Whether your departing employee was a strong or mediocre performer, this is your opportunity to analyze and revise the position description, and determine the qualifications, both technical skills and behavioral factors, you will seek in a new employee. Is this a time to reorganize, reclassify, or make other major changes? Perhaps the position description needs only a few adjustments. Once you are sure that the position description reflects accurately the responsibilities of the position, consider the qualifications you will seek in a new employee. What technical skills will the employee need to carry out their job duties? What type of job behaviors will they need? Think about past employees in the position. If they were outstanding, what made them outstanding. If they were marginal employees, identify their weaknesses. Talk with co-workers or other managers. What skills and qualities do they value in this position? Make a list. This information should guide you (and the Employment Manager) in preparing job postings, newspaper advertisements, and planning the overall selection process. Time invested in thoughtfully planning the recruitment and selection process can make the difference between a good or poor hiring decision.

Submit Recruiting Documents

The Employment Manager in Human Resources coordinates the hiring process for classified employees; to initiate a search, you must submit a Request to Hire form and an updated position description. The Employment Manager will prepare a job posting and a newspaper ad for your review based on information from the job description, and can advise you on other parts of the recruitment and selection process.

If you have an unclassified vacancy, you should follow the academic appointment process. These procedures are available on the web at http://appointments.uoregon.edu/. For administrative positions, the Employment Manager is available to assist you in preparing postings and advertisements and in designing a selection process.

Selection Process
Once you have identified the technical skills and job attributes you are seeking in a new employee, you should consider the most effective way to identify and assess these in candidates. Go over the position description, point by point, and ask yourself, "How best can I learn about the applicant's ability to perform this function?" The job interview will be a primary source of information about applicants. However, it may not be the best source for some information. A job reference may be the most effective way to learn about dependability, follow through, and ability to get along with coworkers written application materials may provide insight into educational background and general written communication skills. Consider using work samples to ascertain specific job skills. For an office position, applicants can be asked to complete a word processing exercise in which they prepare, edit, and/or print documents. The supervisor evaluates and documents the quality and quantity of work completed in the time allotted. Other examples include setting up a spread sheet, creating a database, preparing correspondence, or prioritizing a list of tasks to complete a project. For maintenance positions, applicants could be asked to identify repairs needed in a room or to actually perform a repair. One supervisor, hiring a Plasterer, asked applicants to mix and apply plaster to a wall. The supervisor evaluated and documented the results and used this information in determining the most qualified candidate. In setting up a work sample exercise, as with other parts of the selection process, you may need to make reasonable accommodations for applicants with a disability. The Employment Manager can assist you with the reasonable accommodation process. As you review applicant qualifications, eligible veteran and disabled veteran applicants must be given a 5% (veterans) or 10% (disabled veterans) preference.

 Search Committee/Interview Panel The academic appointment process requires the use of a search committee. For classified searches, it is optional, but recommended. Supervisors may ask a committee to participate in the overall process including evaluating written materials and serving on an interview panel, or they may choose to evaluate written materials themselves and convene a panel to participate in interviews only. Panel members are valuable because they can provide different perspectives on the qualifications of candidates. The search committee/interview panel could be comprised of other staff members, managers in other departments on campus, or "customers" from campus departments. You may want to include an individual who holds a similar position to the one being filled. It is recommended that panel members include both men and women and, if possible, members of different racial or ethnic groups. It is your responsibility to give the committee or panel members information about the position such as the position description, the essential functions of the job, and the qualifications you are seeking. You should also charge the committee with advancing the university's affirmative action goals.

Interviewing

The purpose of an interview is to elicit information from an applicant to determine his or her ability to perform the job. Successful interviewers learn how to ask the right kind questions, how to keep the applicant talking about relevant information, and how to listen. Much of what is learned about applicants in an interview is based on their past experience. Past performance is our best indicator of future performance. This does not mean that someone who had performed poorly in the past cannot improve in skills and attitude. Generally, however, you can see a trend in performance through several jobs or assignments. Sometimes interviewers assume that a candidate who has done something has done it well or that longevity on a position is a sign of success. These are not well founded assumptions! A reference check can verify the quality of the work performance.

Non-Directive and Directive Questions

How you phrase a question can affect the type and amount of information you get from the candidate. The main characteristic of non-directive questions is that they do not give the applicant any indication of the desired answer. Structurally, the questions are in the news reporter's style of who, what, when, where and how. Often they begin with the words "describe" or "explain". Examples of non-directive questions include: ... What do you consider to be the most important responsibilities of an office manager? ... Why does this position interest you? ... How has your background prepared you for this position? ... What types of equipment did you operate regularly on your job at XYZ Company? ... Describe your experience with word processing on your last job. You may need to ask follow-up questions if the responses to your questions are unclear or incomplete. Clarify and verify any piece of information you do not understand by asking the candidate to explain his or her answer again or to elaborate on the given answer. ... Can you tell me more about that? ... Could you give me an example of what you mean? ... What makes you feel that way? Directive questions are useful for drawing out specific information. In direct questioning, the interviewer asks, directs, or guides the applicant to specifics. Often, these questions result in a "yes"; or "no" response. Examples of directive questions include: ... Do you currently have a Limited Maintenance Electrical license? ... Are you still employed at XYZ Company? ... Can you set up a computer spreadsheet using Excel?

Special Questions

There are several types of questions that can elicit important information as well as add interest and variety to your interview. A good technique to learn about an applicant's problems solving skills and judgment is to ask "situation-problem" questions. Create a scenario that is common on the job, and ask the applicant how they would handle it. As a follow up, ask if they ever faced this situation on a job before. An example of this type of question: ... Assume you are hired as a receptionist in our department. Our front desk is very busy with walk-in traffic and phone calls. There are several people waiting at your desk for assistance and you are on the phone with someone who is very upset because of an error on her transcript. This phone conversation seems to be going on and on. How would you handle this situation? Have you faced this situation on a previous job? Another type of information that is frequently asked of applicants is selfevaluative information. One type of question asks about the applicant's likes and dislikes. Self-evaluation questions are also a good way to learn about an applicant's perception of their strengths and weaknesses. Keep in mind, however, that the answers are highly susceptible to different interpretations. Examples of self-evaluation questions include: ... What did you like best about that job (class, teacher, supervisor, etc.)? ... How would your last supervisor rate your ability to deal effectively with the public? ... What do you see as your strengths? Weaknesses? ... Why were you the one promoted to lead worker on that job? "Behavior description" questions can be a powerful tool in an interview. This type of question asks the applicant to describe as closely as possible the actual behavior that went on in a particular situation. The use of superlative adjectives (i.e., most, least, best, worst, toughest, etc.) tends to stimulate specific events in the mind of the interviewee and therefore makes it easier to respond. As with other types of questions, these should be based on essential functions of the job you are filling. An example of a behavior description question would be:

... Tell me about your best accomplishment in your last job. Start with where you got the idea, how you implemented the plan, and how you dealt with any obstacles to your idea. It is imperative to evaluate the same criteria for each of the candidates, however, this does not mean that you have to rigidly stick to the same control questions. Some applicants may be forthcoming with information but you may need to ask follow-up or directive questions of others. Some candidates may provide (or withhold) information that raises concerns or issues that should be investigated more fully in your questioning.

During the Interview

After you have developed the questions you will ask of each applicant, it is recommended that you develop a form that includes the questions, interviewer name, date, name of applicant, position being filled. The form should have plenty of room for noting responses to questions, follow-up questions, and space for additional comments. Each interviewer should have an interview form for each applicant. Some interviewers find that they spend a lot of time in interviews describing the position and providing general information for applicants. Think about what you want applicants to know about the job, your department, the University as a whole, UO benefits, and so forth. Instead of sharing information verbally in each interview, it may be more efficient to provide written materials for applicants. The focus of the interview can then be on the applicant and their qualifications. When calling applicants to schedule interviews, let them know who will be present during the interview and the approximate duration. Schedule the interview in a room that is accessible to people with disabilities and free of interruptions or other distractions. The first step of a successful interview includes building rapport with the applicant. Introduce interview panel members including their title and relationship to the position being filled. Let the applicant know that they will be given the opportunity to ask questions at the end of the interview. Give a time frame (e.g., "We expect the interview to last about 30 minutes and have questions for you").

Reinforcement

A good interviewer will be an active listener and use both verbal and nonverbal cues to encourage the applicant to divulge pertinent information. Nonverbal skills include smiling, nodding your head, or leaning forward in your chair. Another nonverbal cue is silence. It is an effective tool to indicate to the candidate that more information is desired. If the candidate does not offer additional information, you should provide verbal cues or ask for the information directly. Verbal cues can be interjected when you wish the applicant to continue a discussion of a particular subject. Positive verbal cues can also be used to assist an applicant in talking about matters that may be embarrassing or produce other emotional responses. Examples are: "Oh, I see," "Of course." The tone of voice used should be appropriate for the situation. In an embarrassing or emotional situation, your tone should be supportive and understanding and the voice low-keyed. If additional information is desired, your voice should be lighter and the tone interested or quizzical.

Controlling the Interview

Sometimes an applicant may digress in their response or may start to repeat what they have said previously. In these instances, it is important for the interviewer to take control of the interview. When an applicant starts to digress, it is generally a good idea not to cut them off immediately. The applicant may be using this time to relax. In addition, this rambling may provide valuable data by giving some indication of the person's ability to organize his or her thoughts or communicate effectively. If the candidate strays too far afield, or begins repeating, it is your responsibility to bring them back on course. This should be done when the rambling is no longer jobrelated; this is especially true if the applicant divulges personal information. A good way to handle this situation is to acknowledge the applicant's comments and direct the conversation back to the original question. An example of this technique: ... An applicant is complaining about the disorganization of a previous employer and is beginning to repeat information. Wait for a slight pause and interject something like, "I understand that that can be a frustrating environment. However, I would be more interested in learning more about your experience with _____." Sometimes an applicant is so interested in the position that he or she begins to interview you. If the applicant begins asking questions and interrupts the flow of the interview, an effective response is to acknowledge their interest, indicate there will be time for questions at the end of the interview, and return to the original question.

Listening

Good listening skills are an essential part of good communication and thus are very important in interviewing. Since the purpose of an interview is to determine the applicant's knowledge, skills and abilities as they related to the essential functions of the job, it is important for the applicant to do most of the talking; you cannot listen while you are talking. There are several techniques to enhance your listening abilities. ... Empathize with the other person. Try to put yourself in the applicant's place. ... Ask questions when you do not understand. ... Concentrate of how something is said. We frequently concentrate so hard on what is being said that we miss the importance of emotional reactions and attitudes. A person may be communicating more through emotions than the actual content of the words. ... Do not interrupt too soon. Give people time to express themselves. ... Focus your attention on the other person's words, ideas and feelings related to the subject. ... Look at the person and attune yourself to their nonverbal communication. Watch face, eyes, hands and posture. ... Avoid distractions. Put down any papers, pencils or other items that can distract your attention. Try to control outside noise levels and interruptions when you are trying to listen. ... Be aware of your emotions and prejudices. Push your worries, fears and problems outside the meeting room. Control your anger or other emotional reactions to the other person. ... Avoid jumping to assumptions. Do not assume that others use words the same way you do; that they did not say what they meant, but you know what they meant; that they are avoiding looking you in the eye because they are telling a lie.

Conclusion

A good way to improve your questioning technique is to experiment. Practice your phrasing of questions prior to conducting interviews. Add some special questions to your interviews and evaluate the types of responses you receive. Critique each interview to determine how to improve your style. Good questioning skills can definitely enhance your interviewing success.

Reference Checks
Completing reference checks is a critical part of the selection process. Information you have received in an interview is biased and typically includes only what the applicant wishes you to know. A thorough reference check may produce additional information to help insure that the most suitable candidate is hired. It is a way to clarify, verify and add data to what has been learned in the interview and from other portions of the selection process. Never reveal the information received from a previous employer to the candidate. This information should be kept confidential or your sources for references will dry up quickly.

Legality of Reference Checks

In Oregon, in most instances employers who provide employment reference information about current or former employees are protected from liability for their comments. Employers are protected if the information they provide is offered in response to a request by the former employee or a prospective employer and is not knowingly false or misleading and is not biased by prohibited discrimination, including prohibited retaliation. It is legal and important for a prospective supervisor to consider job-related information learned from a reference check. However, as in all employment decisions, information related to race, marital status, age, disability, religion, color, national origin, veteran status, citizenship, sexual orientation and sex may not be considered and should not be requested. Also, federal law establishes requirements for employers using outside parties to conduct reference checks on their behalf. If you are considering using an outside entity to conduct reference checks, you will need to comply with those laws.

Type of References

Your best source of information on any candidate is a former employer. Onthe-job performance is the most useful predictor of future success. Personal references (relatives, teachers, and clergy) generally have limited value. Information available from a human resource office is usually limited to dates of employment and reason for leaving. HR people generally do not have enough day-to-day contact with employees to rate their on-the-job performance and ability. The supervisor can specify the quality and quantity of work, reliability, potential problem areas and job behaviors. Do not rely on written references presented to you by candidates. Many are written at the time of termination and some employers may over-inflate the applicant's qualifications. When reference checking, the primary reference may extol the virtues of the employee. There is a chance that you will become so satisfied with the positive comments that you may decide not to explore the person's background any further.
Think again.

The primary reference may have felt sorry for the well-liked, but inept, former employee and might be willing to do anything to help that person land a good job. Realizing that, it pays to be prudent and exercise some caution. Don't be overly anxious to hire. Sometimes there is a tremendous anxiety to fill a job and prospective employers may disregard anything negative said by the interviewee. Sometimes references may be checked using questions that are unconsciously created to encourage the kind of answer the manager wants to hear. For example: "Do you think he could handle the job"; or, "Is she a hard worker, loyal and honest?" The way these questions are worded encourages only "yes" answers. It is to your advantage to avoid putting words in the mouth of a reference. It is recommended that you check with at least two past employers to find consistent trends in the applicant's past performance. Do not limit yourself to references listed by the applicant; make sure you talk with the most recent supervisor or those who employed the person in a position most clearly related to your own. Calling several employers will also help balance the information you receive and may guard against making a decision based on an unfounded reference. For instance, current supervisors may mislead you because they want the applicant to get another job. Sometimes applicants request that their current employer not be contacted for a reference. It is recommended that you honor this request until such time as the candidate is a finalist for the position. There is cause for concern if an applicant does not want a current employer or supervisor to be contacted when they are a finalist. If you are unable to contact a former or current supervisor, consider getting a reference from other managers, supervisors or personnel in the organization who may be in a position to evaluate and comment on an applicant's experience and qualifications. In some instances you may not be able to get a reference from any source. You must rely on information you learned in the other parts of the selection process in making your hiring decision.

Planning: a Key Part of Reference Checking

As with other stages of the selection process, it is important that the solicited information relates directly to the applicant's ability to carry out the responsibilities of the position. If you check the reference of more than one finalist, it is important to plan the general questions you will ask of the references of each applicant; however, you should also include specific questions that will help clarify possible problems you perceive with each of the different candidates. To facilitate a uniform, structured approach and create an easy means of record keeping, it is a good idea to develop a reference form. It should include: your name; date; name of applicant; position applied for; name, title, and company of the reference; basic questions you will ask about each applicant. This form should have plenty of room for noting responses to your questions and space for additional comments.

Questioning Techniques

To begin a reference check, identify yourself and the applicant and briefly describe the position. Assure the reference that the information they provide you will be held in confidence. Ask the reference if he or she is willing to talk with you and if this is a good time. Use good questioning techniques to make sure you are getting complete and accurate information. A key to good reference checking is the ability to identify and utilize any verbal cues during the conversation. The tone of voice and delivery (pauses or hesitancy) may indicate that additional questioning is necessary. Your objective is to obtain more than superficial opinions. Ask questions as you would in an employment interview. Identify key responsibilities of the position and ask questions related to the applicant's ability and/or experience in that area. Ask about their scope of responsibility, quality of performance, general output, and their ability to get along with supervisors, subordinates, and coworkers. Keep in mind that the purpose is to elicit information from the past employer about the applicant's ability to perform the essential functions of the job. Non-directive questioning should encourage this type of information. Use directive questions to follow up, especially if the response is vague. Often a former employer will not disclose negative information unless asked directly. Make sure you have a clear picture of the applicant's strengths and weaknesses before you end the reference call. As a standard practice, the following areas should be explored: ... confirmation of employment dates (month and year); ... job titles (formal and informal); ... dependability and follow through on assignments; ... reason for termination; ... possibility for rehire; (A former employer's reluctance to rehire should be cause for concern, however, some firms have a general policy prohibiting rehires. If this is the case it should be noted.) ... performance problems.

Tough Questions

To find the truth, you have to ask probing questions.

ips across the Northeastern University campus.

.. How does the candidate compare to the person who is doing the job now? Or, what characteristics will you look for in the candidate's replacement? ... When there was a particularly urgent assignment, what steps did the candidate take to get it done on time? ... Since none of us is perfect at everything we do, please describe some of his or her shortcomings. ... Have you seen the candidate's current resume? Let me read you the part that describes his or her job with your organization. (Stop at each significant part, and ask the reference for a comment.) ... Not all employees like everyone with whom they work. What kind of people did the candidate have problems with? ... Did you ever have to talk with the candidate about performance problems? If so, please indicate what the issues were. Was the employee ever disciplined?

How to Evaluate References Effectively

Whether the initial reference is favorable or unfavorable, always get a second opinion. Be objective. Neither longevity on the job, nor promotions and raises, are necessarily proof that an employee was much more than adequate. Sometimes incompetent people who were very well-liked have been known to not only survive on the job, but also to advance.

Conclusion
Take the time to check references. It's worth it. Checking references can be a time consuming task and some managers have abandoned the idea of doing little more than a cursory verification of a few facts. Because the cost to an organization of a hiring mistake is high, it is preferable to take the time to make the correct selection decision in the first place.

Making Hiring Decision

After completing the selection process including evaluation of written materials, interview, work samples (if used), and reference checking, it is now time to review all information gathered about your applicants. It is your task to rate job-related skills and the candidate's fit with your department. Match applicant data with the skills and qualities identified at the beginning of the selection process. In most cases, the basis for selection decision should be guided by the candidate's predicted skill in doing the job. As you review applicant qualifications, eligible veteran and disabled veteran applicants as defined in ORS 408.225 must be given a 5% (veterans) or 10% (disabled veterans) preference. If two candidates are equally qualified, affirmative action should be considered. The UO affirmative action policy states: "If among the finalists there is a woman or minority candidate, that candidate shall be chosen unless another candidate is demonstrably better qualified." For classified positions, another factor to consider with two equally qualified finalists is whether they are current classified employees. In this case, select the person with greatest seniority. If it is impossible to make a selection at this point, you may want to consider scheduling an additional interview or conducting additional reference checks. If you feel none of the applicants are qualified, you may choose to re-recruit. The Employment Manager is available for consultation.

Documentation

Once you have selected a top candidate for a classified position, you should notify the Employment Manager. If hiring an academic position, a compliance statement should be completed and submitted to the Office of Affirmative Action & Equal Opportunity for approval. Supervisors are responsible for maintaining all documentation related to a job search. Under current UO archive rules, these records must be maintained for three years. This documentation helps protect the University and your department in cases of complaints or charges of discrimination and also provides the framework for your next search. Documentation should include items related to the vacancy: position description; recruiting announcement; copy of ads (including where and when they were placed); list of recruitment sources; names of search/interview panel members. Documentation must also include things related to all applicants: applications; resumes; reference letters; supplemental questionnaires and rating forms; interview notes (include the names of note takers); reference check notes; documentation of work samples. In short, document everything you take into consideration when making the hiring decision.
PURPOSE:

To define the recruitment and selection process for staff positions, which involves identifying vacancies or new positions, posting these positions, recruiting for them, and selecting, hiring, promoting, and transferring staff employees.
POLICY:

The University endeavors to fill positions with the best qualified individuals. Recruiting and selecting candidates are the mutual responsibilities of Human Resource Services (HRS) and the units where positions exist. The University encourages promoting qualified University staff employees.
DEFINITIONS:

A regular position is a job which is expected to last at least twelve (12) consecutive months. A regular staff employee who works twenty (20) hours per week or more is eligible for benefits. An applicant is an individual who requests to be considered for employment, submits a resume via the online employment site (UChicago Jobs), identifies a specific job opening, expresses interest in a timely manner, and is basically qualified for a specific job opening. Basically qualified is defined as possessing the knowledge, skills, education, and experience listed as required on a job posting.
A. RECRUITMENT GUIDELINES:

All recruitment and selection efforts must be coordinated through HRS. The HR administrator and/or hiring manager, in conjunction with HRS, is responsible for developing and documenting objective criteria for a job posting. Criteria including education, experience, essential skills, abilities, and competencies are to be used to screen job seekers and aid in selection processes. To post and fill a position, the HR administrator and/or hiring manager must complete a requisition and submit a current job description through the online employment site (UChicago Jobs). Each position will be posted for at least seven (7) calendar days. Any position posted longer than six (6) months will be removed and cancelled from the online employment site. HRS will annually notify units whether additional Affirmative Action/Equal Employment Opportunity (AA/EEO) efforts are needed to recruit for posted jobs or job groups (i.e., when underutilization exists for any job category). HRS will assist in recruiting applicants for underutilized jobs or job groups. A job opening must first be posted on the UChicago Jobs Web site before being advertised through other avenues, including print ads or other Web sites. To ensure compliance with regulations, all recruitment advertising must be approved by HRS or the Universitys preferred vendor. Advertising and other notification of a vacancy or new position must be nondiscriminatory and must include reference to the Universitys commitment to affirmative action through equal opportunity using the following tagline: The University of Chicago is an Affirmative Action/Equal Opportunity Employer (AA/EOE). Advertisements must list the same qualifications as the UChicago Jobs postings. A position posted via the UChicago Jobs Web site will also automatically appear on the Americas Job Exchange (AJE) Web site and/or other required sites. The HR administrator and/or hiring manager should direct an interested job seeker to complete the online application process. To be considered, a job seeker (including any University staff employee) must complete the online process.

Unsolicited resumes should not be accepted by individual units. Unsolicited resumes can be directed to HRS-Employment Services for handling. To comply with EEO requirements, certain data are requested as part of the online application process. This voluntary information is provided at the discretion of an applicant. However, such information will be required as part of the employment process when an applicant is hired. If a laid-off staff employee is identified and qualified to fill an open, but not yet posted position, a waiver of postings may be granted. A unit considering the use of a search firm or employment agency must consult with HRS and use the standard University template before making any arrangements with an outside firm or agency. Any search conducted by an outside agency or search firm must meet the same federal, state, local, and University guidelines as searches conducted directly through HRS. The search firm works on behalf of the University and is responsible for the same applicant tracking HRS would otherwise do, including keeping records of Affirmative Action outreach efforts, and the recruitment and selection process. HRS is accountable for ensuring that any firm or agency is fully informed regarding its responsibilities for meeting the Universitys (AA/EEO) search documentation responsibilities. The unit HR administrator and hiring manager are encouraged to attend job fairs and assist in AA/EEO efforts. B. APPLICATION GUIDELINES A regular University staff employee in good standing who has successfully completed his/her probationary period may apply for a posted position by completing the online process . Regarding the probationary period: for a staff employee paid monthly, the probationary period lasts six (6) months. for a staff employee paid biweekly, the probationary period lasts three (3) months.

A regular University staff employee who has not completed the probationary period, but who meets the stated basic requirements, may apply for a posted position only with permission from the current supervisor and from HRS. A regular University staff employee who has progressed beyond the verbal corrective action step may not apply for a posted position, unless permission is obtained from HRS-Employee/Labor Relations (E/LR). (Policy U703 Progressive Corrective Action) Pursuing a transfer should not in any way jeopardize a staff employees present position. The hiring manager should regard an application as confidential material up to the point the employee is a finalist and references are to be checked. C. SELECTION GUIDELINES: The HR administrator and/or hiring manager may consider candidates immediately upon receipt of resumes, including reviewing resumes for basic qualifications. A job seeker who does not meet the required qualifications is not an applicant and should not be considered. Selection should be based on job-related qualifications including, but not limited to: required or preferred education; experience; and knowledge, skills, and abilities as identified in the job description. Qualifications must be bona fide occupational qualifications. An applicant who is hired must meet the required qualifications listed in the job description. The applicant pool should be sufficient to enable selection of qualified applicants for interviews. If not, the HR administrator and/or hiring manager should contact HRS to discuss further recruitment efforts. If there are no qualified candidates for a position and qualifications are modified to increase the applicant pool, the position must be re-posted for at least seven (7) calendar days. The HR administrator and/or hiring manager must ensure standard administration of the interview processes. Standard administration includes equal treatment of applicants, avoidance of discriminatory questions, and uniform interview content.

The HR administrator and/or hiring manager must provide reasonable accommodations, as determined by the Provosts Office or HRS during the interview and testing processes, as requested by an applicant with a disability. An applicant may be tested for job-related competencies using a standardized validated system provided by HRS. Screening materials must be reviewed and approved by HRS prior to administering to an applicant to ensure compliance with the Office of Federal Contract Compliance Programs (OFCCP) guidelines for employee selection procedures. When used, approved tests must be given to all applicants under equivalent conditions, must be scored, evaluated, and used as a selection factor equally for all applicants, and must be maintained with other applications and selection materials. Such information must be retained with the search files for three (3) years following the date of the last action on the position (e.g., start date, date candidates were notified of the position being filled). The University encourages and gives priority for all open positions, when appropriate, to current employees of the University through promotions and transfers. Units and managers are encouraged to allow staff employees to take reasonable time off for interviews. The University encourages consideration of individuals associated with the University (e.g., alumni, spouses/partners of faculty, staff, and students) when appropriate. D. REFERENCE AND BACKGROUND CHECKING: Reference checking is an inquiry about job performance, usually from people identified by an applicant. The unit assumes responsibility for reference checking. HRS is available to provide this service upon request. A completed and signed job profile protects the University to investigate pertinent information about an applicant. Prior to making an offer, the HR administrator and/or hiring manager is expected to contact at least two (2) professional references of the applicant. Information gathered during the reference check process must be retained with the search files for three (3) years following the date of the last action on the position. (e.g., start date, date candidates were notified of the position being filled).

An administrator may request to review available performance appraisal records dating back two (2) years for a current staff employee who has applied for a position. The HR administrator and/or hiring manager is advised to review these performance reviews as part of the selection process. Requests should be made to HRS-Wage and Salary Administration (Records Office). For an internal candidate, the hiring manager should take special care to ensure the application is confidential, and that contact with the employees current unit is not made until the employee is considered a finalist and references are to be checked. An applicant who refuses to sign a profile may be eliminated from further consideration for employment. An applicant who provides misleading, erroneous, or deceptive information on a profile, resume, or in an interview will be immediately eliminated from further consideration for employment and may be subject to termination. On request from the unit, HRS will conduct a background check. All background checks, at a minimum, will include the following: verification of Social Security Number; county criminal records (county of current residence); state criminal records (state of current residence or state of recent residence if applicant is new to this area); federal criminal records; and other kinds of verification checks if a particular position warrants (i.e., sex offender, educational verification, employment verification). Background checks are performed through HRS and an outside vendor and are in compliance with state and federal regulations. The requesting unit will pay the costs of a background check. Any position requiring a background check will note the requirement on the job posting. No employee who is subject to a background check will be allowed to begin working until the background check results have been received and cleared.

A background check will apply to a new hire as a condition of employment after a written job offer is tendered to the individual. The release form will also be completed post-offer by the applicant selected (not for final applicants). A background check will be conducted on a current staff employee if he/she is transferring into a position where a background check is required and if a background check was not done when the employee was hired into the University. A background check will not be conducted for an employee transferring to the same job (same duties, responsibilities) in the same unit. A declaration of a conviction as provided on the profile by an applicant will be reviewed by a representative from Employee/Labor Relations (E/LR). Having a criminal history or criminal conviction will not necessarily preclude employment. The nature of the offense and its relevance to the particular job are considered on a case-by-case basis. Considerations will include the nature of the offense, the nature of the position involved, and the implications for the general safety and security of the campus community. Human Resource Services (in consultation with Legal counsel, when necessary) will evaluate the relevance. E. PRIOR TO THE OFFER: The HR administrator and/or hiring manager should consult with HRS regarding the starting salary of a new hire to ensure nondiscrimination and equity. A staff employee may not be offered or start in a position until after the required seven-day posting period has been completed and a proper search has been conducted. In addition, HRS verifies that a proposed hire is eligible for University employment (e.g., meets the basic qualifications, completion of the job profile, and if applicable, completion of the clerical testing, completion of the probationary period, not on corrective action, completion of the background check, and not terminated for cause if previously employed by the University). The HR administrator and/or hiring manager should use a standard offer letter approved by HRS to avoid inadvertently creating a contract of employment.

The hire must complete documents listed on the new hire checklist to be entered into the payroll system. After accepting a position, a University staff employee is responsible for giving sufficient notice to his/her former unit; notification is as follows: for a staff employee paid monthly, provide at least one (1) month advance notice. for a staff employee paid biweekly, provide at least two (2) weeks advance notice. Upon beginning a new position in another unit, a current employees unused sick, vacation, and personal holiday accruals will be transferred to the new unit. The HR administrator and/or hiring manager should notify an unsuccessful applicant who was interviewed by indicating such in Chicago Jobs, or by sending a letter or calling the applicant. Recruitment and selection records must be maintained with the search files for three (3) years following the date of last action on the position (e.g., employees start date, or the date candidates were notified of the position being filled). These include all materials sent to and received from individuals who qualify as applicants as well as all job seekers who request to be considered for the position. These records are listed below, along with the assumed location where they are stored.