Employment Services

Effective Recruiting and Hiring

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Effective Recruiting and Hiring Learning Objectives

Factors that Affect UCs Regulatory Environment

Planning Your Recruitment

Attracting the Best Applicant

Candidate Selection Process

Effective Job Interviewing

Proper Hiring and Recruitment Closure

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Factors that Affect UCs Regulatory EnvironmentAA/EEOUC is a public sector employer in the State of California

Subject to civil rights-related compliance regulations that apply to all California public institutions

UC is an educational institution

Subject to federal regulations and legislation

UC is a federal contractor

Required to maintain an Affirmative Action program

Federal Equal Employment Opportunity (EEO) Laws

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Factors that Affect UCs Regulatory EnvironmentOFCCP Federal Contractor: bound by the OFCCP Office of Federal Contract Compliance Programs

Risk Management: Understanding Legal Hiring Protocol

Four criteria of the definition of Internet Applicant

Expression of Interest

Considered for Employment

Meets Basic Qualifications

Continued Interest

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Planning Your Recruitment Steps in the Recruiting Process

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Planning Your RecruitmentRoles in the Recruitment Process

Employment Services

Hiring Manager

Search Committee Chair

HR Generalist TAM Originators

VCRO TAM Authorizers

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Planning Your Recruitment:Roles in the Recruitment Process

Roles and Steps in Search ProcessVac.Work Anal.Job Analysis & Classif.Attract Appl.Select. ProcessIntv.Ref. Check.Extend the OfferFinal Document.Emp Svcs.XXXXCompXHiring Mgr.XXXXXX XXXSC ChairXX HRGeneralist TAM OriginatorXXVCRO TAM AuthorizerXXXXXX XX

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Planning Your RecruitmentThe Benefits of Planning a Recruitment

Creates efficiency and saves money

Legal protection

Making a good faith effort to recruit a diverse applicant pool

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Planning Your Recruitment Work AnalysisDetermine business and staffing needs for your department/unit. Ask:

What is the actual work that needs to be done?

Is the need temporary or will it exist permanently?

What are the short and long-term budget issues that could affect the work that needs to be done?

Consult your Compensation Analyst, June Ramirez and Employee Relations Consultant, Vicki Oppenheim for assistance

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Planning Your RecruitmentJob Analysis and ClassificationIdentify the duties of the position and the Knowledge, Skills, and Abilities needed to perform the job

CRITICAL to define Essential Functions: Core Duties of JobRequired by the ADA and FEHA

When is a Job Analysis required?

A new position (of any classification or appt. type), orIf job duties of a position have changed significantly

Keep in Mind: Recall Candidate Information

Department is responsible for recall list

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Planning Your RecruitmentJob Analysis and ClassificationUse Career Compass for Job Description and Classification

Use Berkeley Job Builder for non-represented jobs

Use HR Web templates for represented jobs

Job-specific: describe the technical or functional expertise required for a given task or role

Use Job Analysis Defined Knowledge, Skills and Abilities (KSAs) to Establish Job Competencies and Selection Criteria

Used to create your interview questions and candidate ranking forms

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Planning Your Recruitment Establishing Selection CommitteeSearch Committee Selection:

Incorporate Significant Stakeholders - who has a vested interest in the hiring result?

The hiring committee should reflect campus diversity

The committee must have the ability to assess applicants skills and maintain confidentiality

Establish a Recruitment Timeline

Use a Recruitment Timeline to help keep your search process on track

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Candidate Selection ProcessEstablishing Selection Criteria: KSAs and Competencies

ResponsibilitiesKSASCompetencies

Provide full range of financial services (budget development, expenditures, reports)Experience in fund accounting

Ability to develop budgets

Ability to generate reports & track informationStewardship & Managing Resources

Problem-SolvingProvide full range of financial services (budget development, expenditures, reports)Knowledge of UC policies governing staff personnel

Experience with Human Capital ManagementStewardship & Managing Resources

Quality ImprovementManage Procurement ActivityProcurement experience

Experience with BFSStrategic Planning & Organizing

Stewardship & Managing ResourcesRepresent department at campus meetingsAbility to communicate verbally and in writing, in a clear and professional mannerCommunication

Service Focus

Inclusiveness

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Attracting the Best Applicant Developing a Diverse Applicant Pool

Select external media venues

Campus website, print media, online job boards, social media

Always include AA/EEO language in advertisements

Promote the job and market UCB as premiere public teaching and research institution

In-reach mechanismsUtilize staff and diversity organizations and campus listservs http://stafforg.berkeley.edu/

Diversity Advertisement Options List

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Candidate Selection Process Special Placement Consideration (SPC)

Special Placement Consideration Eligibility

UCB/UCOP displaced career employees

UCB employees in 90 day transfer search/medically separated

Same bargaining unit or PPSM

Same salary range midpoint or lower

Same percentage of time or lower at the time of layoff

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Candidate Selection Process Special Placement Consideration (SPC)

Managers Responsibility of the SPC Process

Creation of the JD to adequately represent the qualifications for the position

Conduct a qualifications review of the applications of SPCs received within 14 days of posting date

Follow-through with the qualifications assessment, reference checking and review of personnel file

Provide SPC coordinator with written documentation decision made, to either include reasons for de-selection based on not meeting the stated qualifications or new hire details

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Review and Assessment Process

Qualifications Review: Review of Resumes and Cover Letters for qualifications match

Qualifications Assessment: Similar to Interview ProcessNO PANEL INTERVIEWSHiring Manager and Department HR Representative insteadCandidate Selection Process Special Placement Consideration (SPC)

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Candidate Selection ProcessScreening and Evaluating Applicants

Resume Review and/or the Phone Screening/Interviewing Evaluate each applicants KSAs against job requirements (required and preferred)

When Screening Applicants: selection criteria must be universally applied without bias against any applicant

De-select Applicants: Provide de-selection reason in TAM to generate automatic communication on their status, especially when determined Not Minimally Qualified

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Candidate Selection Process Managing Recruitment DocumentationRecordkeeping: Updating TAM during each recruitment phase

Record Interviews: Phone, Interview 1, Interview 2Prioritize communication between Hiring Manager and Originator throughout the searchDe-select applicants throughout process for notification of status

Applicant Evaluation: All applicants Not Qualified are deselected and no longer considered an applicantDefinition of Minimally Qualified Meets basic qualifications on your job description in your required section of the job posting.

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How do you manage your recruitment data?

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Determine Your Interview Process and Timeline

Define Evaluation CriteriaMaintain consistency

Phone Screening/InterviewClarify salary requirement Do they meet requirements as defined in Job Description?

Panel Interview Job Description and PEM form conversationLegal/Illegal Interview Questions

Effective Job Interviewing Determining the Process and Initial Screening

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Effective Job InterviewingInterview Styles

Interview StylesOpen-ended Questions: Tell me about your supervisory experience.Accomplishment Questions:Tell me about your most recent job related accomplishment.Behavioral Based Interviewing: Past performance is the best indicator of future performanceSTAR: Give me a situation, or task when, What action did you take? What were the results?

Interviewing Assessment Tool: Candidate Ranking Form

Consult with ER before administering Additional Assessments

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Proper Hiring and Recruitment Closure

Interviewing Materials for IDF

Submit to Search Committee Chair and/or Hiring Manager

Reference Checking

Check UC Employee Personnel File

Making the Offer

Sample Offer Letters Templates

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Proper Hiring and Recruitment ClosureAfter an Offer Has Been Accepted

Originator Update HCM-TAM System

Completing the IDF

Identify selection reasons for top candidateDocument de-selection reasons for those interviewed but not selected

IDF can be uploaded into TAM

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Thank you!We look forward to working with you!Kelly Howard, Employment Services Managerkhoward@berkeley.edu Charo Albarran, Operations Managercalbarran@berkeley.edu Arlene Asuncion, Senior Recruiteraasuncion@berkeley.edu

*Factors that Affect UCs Regulatory Environment: Legal Hiring Protocol: OFCCPAffirmative ActionEqual Opportunity Employment Guidelines

Planning Your Recruitment:Steps in the Recruiting ProcessRoles in the Recruiting ProcessBenefits of Planning a RecruitmentWork Analysis, Job Analysis, and ClassificationJob Description and Job Posting

Attracting the Best Applicant:AA GoalsDiverse Advertising StrategyEffective OutreachMaking a Good Faith Effort- specific actions that administrators, mgrs, supervisors take to fulfill EEO/AA responsibilities Networking Your Job

Candidate Selection Process:Establishing Selection CriteriaScreening and Evaluating ApplicantsSelection Criteria ToolsManaging Recruitment DocumentationSPCs: Forefront of Candidate SelectionQualifications Assessment

Effective Job Interviewing:Determine Your Interview Process and TimelinePhone Screens, Panel Interviews, Video Interviews, Final Interviews with Hiring ManagerDefining Legal Evaluation ProtocolCLF Bar and Legal/Illegal QuestionsInterview StylesOpen Ended Questions, Accomplishment Questions, Situational Questions, Behavioral Based QuestionsInterviewing Assessment ToolsCandidate Ranking SheetAdditional Assessment ToolsMust be approved by ER

Proper Hiring and Recruitment Closure:Reference CheckingMaking the OfferFinal Recruitment DocumentationCompleting the IDF: Submission of SC Materials for IDFOriginator Updates HCM, TAM

The campus Affirmative Action plan is available on our HR website for you to view recruiting information.

UC is an educational institutionSubject to federal regulations and legislation pertaining to educational institutions receiving federal funds

UC is a federal contractorRequired to maintain an Affirmative Action program covering staff and faculty employment in order to receive federal funding for research and other programs (supersedes California constitutional regulations)

Later we will show how to access AA goals using look up in HR WebIn October 2005, the Office of Federal Contract Compliance Programs issued a final rule on the definition of who is an applicant when a person applies for a job via the Internet. As a federal contractor, we must track the gender, race, and ethnicity of applicants, retain resumes, applications and the like, and analyze whether hiring practices, policies, or procedures have an adverse impact on minority and women applicants.

Expression of Interest:Job seeker submits an expression of interest in employment through the Internet or related electronic data technologies

Considered for Employment: (make sure to de-select those who are not minThe contractor considers the individual for employment in a particular position means the contractor assesses the substantive information provided in the expression of interest with respect to any qualifications involved with a particular position.Under this definition considers involves the assessment of the job seekers qualifications against any qualification of a particular position, including a determination of whether a job seeker meets the basic qualifications for the position. Deselect those who are NOT minimally qualified to remove from your pool of applicants

Meets Basic Qualifications:The expression of interest must indicate that the individual possesses the basic qualifications for the position.

Continued Interest:The individual at no point in the contractors selection process prior to receiving an offer of employment from the contractor, removes himself or herself from consideration or otherwise indicates that he or she is no longer interested in the position.

Be sure to include a background check for those positions that qualify for one. The background check occurs at the Reference Checking phase in the recruitment process.

Employment ServicesWe approve and post all job to HR websiteManage and advise regarding advertisement for jobsHelp with applicant pool: sourcing or recruiting for job directlyTransition Services: All SPCs, Layoff, Med Seps come through us

Hiring Manager is the supervisor to the new employeeConducts Work Analysis/Job Analysis of new positionWork with HR on the development of the Job DescriptionRelays to Search Committee Chair and Search Committee Members more information about the position responsibilitiesIs often the final interviewer in the interviewing processOften negotiates salary with final candidate and offers the job to the final candidate

Search Committee Chair is selected by the Hiring Manager and is in charge of recruitmentServes as the primary search committee facilitator and educator to the search committee membersCollects committee member feedback and provides recommendations of final candidate selections to the Hiring ManagerMust have high level of political acumen to navigate the input of the search committee members while adhering to the criteria specified by the Hiring Manager

HR Representative: Originators in charge of collecting the recruiting/interviewing/offer data and entering it into TAM in a timely fashion per each phase of the recruitmentPost job in TAMRecord Interview Data in TAMDe-select Applicants in TAMRecord Offer Data/Acceptance in TAMProcess Hire in TAMUpload Information into TAM

HR Generalist/HR Business PartnerOften approves the job requisition in TAM, facilitates advertisement requests per department, and signs off on salary specificationsShould shepherd the hiring processServes in a recruiting roleProvides Hiring Manager with compensation equity informationFills out the IDF

Employment ServicesWe approve and post all job to HR websiteManage and advise regarding advertisement for jobsHelp with applicant pool: sourcing or recruiting for job directlyTransition Services: All SPCs, Layoff, Med Seps come through us

Hiring Manager is the supervisor to the new employeeConducts Work Analysis/Job Analysis of new positionWork with HR on the development of the Job DescriptionRelays to Search Committee Chair and Search Committee Members more information about the position responsibilitiesIs often the final interviewer in the interviewing processOften negotiates salary with final candidate and offers the job to the final candidate Signs off on IDF

Search Committee Chair is selected by the Hiring Manager and is in charge of recruitmentServes as the primary search committee facilitator and educator to the search committee membersCollects committee member feedback and provides recommendations of final candidate selections to the Hiring ManagerMust have high level of political acumen to navigate the input of the search committee members while adhering to the criteria specified by the Hiring Manager

HR Assistant: Originators in charge of collecting the recruiting/interviewing/offer data and entering it into TAM in a timely fashion per each phase of the recruitmentPost job in TAMRecord Interview Data in TAMDe-select Applicants in TAMRecord Offer Data/Acceptance in TAMProcess Hire in TAMUpload IDF and Requisition Status Info. into TAM

HR Generalist/Authorizer often approves the job requisition in TAM, facilitates advertisement requests per department, and signs off on salary specificationsShould shepherd the hiring processServes in a recruiting roleProvides Hiring Manager with compensation equity informationFills out the IDF

It creates efficiency and saves money since hiring is a long term decision

It is your legal protection by laying the foundation for an open and consistent actions; ensures it is fair and non-discriminatory

It sets the stage for making a good faith effort to recruit a diverse applicant pool

First major part of recruitment planning process after the vacancy occurs.

Additional Questions that can be asked:Can the need be met within the existing staffing structures of dept.?Can you meet the need reasonably within the scope of one position? Or can the work be distributed among existing positions?

*These two processes occur simultaneously. Cannot properly classify unless the job analysis has been completed. Must classify positions even for limited and contract appointments!When there is a vacancy, recall rights are applicable to those who were laid off and elected preferential rehire rights. This recall information must be maintained by the home department. Once youve recalled someone, you need to call Employment Services and let the proper ES representative know that the employee has been put back to work.

ADA: Americans with Disabilities ActFEHA: Fair Employment and Housing Act

TipsAvoid acronyms and jargonDescribe the job, not the incumbentKey responsibilities and requirements will be the basis for performance evaluationUse active verbs rather than vague language (ex: participates) to provide specificity about incumbents roleDocument top 6-8 key responsibilities in increments equaling 100% Keep description general to build in shelf life

When submitting the job description for classification, these are the elements it will include. You will use the Berkeley Job Builder to help build the description. Turn to page 41. Note: Essential Functions must be outlined in the Job Description.

*TAM is the online recruitment system used for tracking the entire recruitment process (i.e. advertising methods, departmental Affirmative Action goals, job requirements, applicant pool.

Create Job Requisition in TAM: (page 15)Once you have created your job description, the next step is to create a job requisition in TAM. The requisition should parallel the job description but not be all inclusive of the JD content. The requisition is your main marketing tool for your applicants. Create and Approve Job Opening Review and rank applicantsDeselect not minimally qualified and minimally qualified who are not going to be interviewedRecord the Interview Schedule /EvaluationPrepare and Approve Job Offer Record Applicants Offer AcceptancePrepare for Hire (new last step before hire!)

Refer to the Guide to Sensitive Positions Requiring Background Checks (Reference Form)E-VerifyWhat is E-Verify?E-Verify is an Internet-based system operated by the Department of Homeland Security (DHS) under the U.S. Citizenship and Immigration Services (USCIS) to verify employment eligibility based on information provided by an employee's Form I-9. Information is electronically verified against records contained in DHS and the Social Security Administration (SSA) databases.

What are E-Verify Requirements?Under the final rule - FAR 1.108(d), UC, along with other Institutions of Higher Education, UC is required to enroll in E-Verify once awarded a federal contract or subcontract that requires participation in E-Verify as the term of the contract. When UC is awarded a federal contract that contains the FAR E-Verify clause, UC, as the contractor and any covered subcontractors on the project, must enroll within 30 calendar days of the contract/subcontract award date. UC must also post the Right to Work poster and the E-Verify Notice.

*1) A selection committee can provide a more objective way to measure the candidates ability to do the job, because it allows for multiple perspectives on the competencies required for the position. However, when hiring seasonal help or high volume positions, using a selection committee might not be the ideal choice.

2) Make sure to provide selection members the necessary tools to do a thorough job:Clear understanding of roles and responsibilities in carrying out a fair and unbiased processSelection process to be used i.e. interview questions, assessment tools, selection criteria, interview rating sheet, job description and PEM form. (Page 25 of Workbook)

REFERENCE HANDOUTS

Reference Core Competencies outlined in Career Compass [Tool #1 and on website]:InclusivenessManaging people Stewardship and managing resourcesProblem solvingDecision makingStrategic planning and organizingCommunicationQuality improvementLeadershipTeamworkService focus

Departments play a role in helping the campus achieve its affirmative action compliance responsibilities by actively participating in the recruitment of qualified minorities and women into applicant pools.-Consider the AA recruitment goals that are automatically populated in TAM-Advertising to reach a qualified and diverse applicant pool through publications and announcements to community-based professional and campus staff organizations-Consult with your recruiter to plan an inclusive recruitment strategy-Using all inclusive recruitment tools available from the HR website and other sources(Page 17)

Supply Chart String for Advertising Billing!!

What is the process?SPCs APPLY for the jobs they are interested in. If they have rights to a position they will be flagged in the system as SPC. They have a 14-day window during which they have preferential eligibility.Review preferential rehire against required qualifications only, as listed in job requisitionMust interview if candidate possesses required qualificationsMust hire if candidate possesses minimum qualifications and/or can learn needed skills in 6 months or lessSome contracts allow no-fault 6-month trial employment period (i.e. nurses contract)Written justification needed if decline to interview or hire- send to SPC Analyst

ATS:What is the process?SPCs APPLY for the jobs they are interested in. If they have rights to a position they will be flagged in the system as SPC. They have a 14-day window during which they have preferential eligibility.Review preferential rehire against required qualifications only, as listed in job requisitionMust interview if candidate possesses required qualificationsMust hire if candidate possesses minimum qualifications and/or can learn needed skills in 6 months or lessSome contracts allow no-fault 6-month trial employment period (i.e. nurses contract)Written justification needed if decline to interview or hire- send to SPC AnalystFlow Chart is page 24*Selection criteria must be universally applied, including interview and reference questions so that candidates are evaluated based on met requirements, not based on candidate comparison

*TAM is the System of Record. Why is accurate recording important?Legally mandated federal guidelines - OFCCP (Office of Federal Contract Compliance Programs); non-compliance may jeopardize Federal contracts.Incomplete/inaccurate data compromises UCBs commitment to effectively monitor our processes for fairness and equityStaff EEO Compliance analyzes this data to determine whether there is discrimination in the hiring processRecruitment records may be requested as a result of an audit, complaint or lawsuit.

Record all information regarding the selection on a timely basis. The OFCCP points out that case law finds timely documentation of searches to be more credible. If you can show that you maintained the applicant log (including documenting interviews/offers/deselections in TAM) and filed other supporting materials (job postings, screening/interview questions, rating sheets, etc) soon after the search is completed, that will help protect the University in the event of a future complaint, grievance or lawsuit.If the records are not kept or are incomplete or are created at a late date (like after a complaint or lawsuit is filed), a court may assume that the missing information is damaging against the employer. (This is a legal concept called "negative inference.")If there is an affirmative action recruitment goal, please make extra efforts to conduct an inclusive recruitment to reach all qualified applicants including those groups where there are goals and document those extra efforts.Make sure that all screening/interview questions and selection criteria are linked to a job-related knowledge, skill, or ability.So, basically: Be inclusive. Job-related. Document, document, document! See page 21 for reasons.

Meets Basic Qualifications:The expression of interest must indicate that the individual possesses the basic qualifications for the position.

Continued Interest:The individual at no point in the contractors selection process prior to receiving an offer of employment from the contractor, removes himself or herself from consideration or otherwise indicates that he or she is no longer interested in the position.

Determine Your Interview Process and TimelineWhether you will conduct phone screens or notFace to Face InterviewsPanel InterviewsVideo-Conference Interviews

Defining Evaluation Protocol: Legal ConsiderationsWhen a question is asked, the answer is considered to have some bearing on the decision to hire.Questions should seek only job related information (knowledge, skills, abilities and interests related to the position).Questions related to gender, sexual orientation, age, marital status, color, race, religion, national origin, medical condition, pregnancy, or disabilities are inappropriate and illegal.You should ask all candidates a consistent and predetermined set of questions, measuring all candidates against the same criteria and based on the job requirements. However, follow-up questions can be asked to address specific concerns of each candidate.Whenever possible, let each candidate see the actual work location. Give them a copy of the job description and PEM form. Explain the documents and ask each candidate, Can you perform the essential functions of the position?

Panel InterviewingSearch Committee Chair must make sure all panelists know what questions they will be asking so that process is consistent

Interviewing Assessment ToolsCandidate Ranking Form - Outlining the KSAs and Competencies, using numerical or symbolic ratings to determine how well each candidate meets the selection criteria as defined by Career Compass and the approved Job Description

Additional Assessment ToolsCheck with ER before administering tests or supplemental questionnaires!

Reasons to conduct Reference Checks:Verify employment.Verify interview information.Obtain employment recommendations.There are no legal prohibitions against attempting to obtain job related reference information.The university can be held legally responsible for negligent hiring if you fail to check references. Reference checks can reveal information about an applicants on- the-job performance and behavior with current and prior employers that can be critical to your decision.

When Notifying Applicants After Offer has been Made:Follow up a verbal offer with a confirmation letter including salary, start date, probationary period and if appropriate, background check requirement.Notify successful candidate verbally and in writing, if position is conditional upon successful completion of a required background check or drug/alcohol check. All non-selected applicants will automatically be notified with an email via eRecruit once the position is filled. If you feel the candidate is very strong and may be considered in the future or by your peers, do this by phone or write a personal letter.

IDF DocumentDocuments the interview and selection processAuditable and discoverableComplete for all hiresIdentify selected candidate Must attach selection criteria and interview questionsReasons for selection/non-selection must relate applicants skills, knowledge, and abilities to job-related selection criteriaDo not compare candidates to one anotherDocument inclusive recruiting efforts on the IDF

Things You Should Know:

Key benefits of effective recruitment and hiring

How to conduct a consistent, legal and fair recruitment

What it means to make a good faith effort in meeting your Affirmative Action goals

How to manage a Special Placement Consideration candidate on your job

How to create and utilize behavioral based interview questions

How to promote the job and UCB

How to negotiate salary and adhere to internal staff equity

How to identify which positions need a background check

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