Hiring Excellence Guide

Transcription

1 Hiring Excellence Guide

2 Contents Recruitment/Selection Philosophy and Principles... 1 Required Training... 1 Roles in the Screening Process: Hiring Manager... 1 Roles in the Screening Process: Screening Committee Chair... 2 Roles in the Screening Process: Screening Committee Members... 2 Screening Committee Composition... 2 Screening Committee Charge... 2 Job Postings and Position Advertisement... 3 Consideration of Current Employees... 3 Consideration of Qualified Veteran Applicants in the Screening Process... 3 Developing Interview Questions... 3 Types of Interview Questions... 3 Inappropriate Interview Questions... 5 Conducting Interviews... 6 Evaluating Outcome of Interviews... 7 Checking References... 7 Second Interview... 7 Conditional Offer of Employment... 7 Hiring Manager Authorization for Hire... 7 Verifying Credentials... 7 Communication with Applicants... 7

3 Recruitment/Selection Philosophy and Principles Every position at RCC is critical to our ability to achieve our institutional objectives. Each time a person is hired, we are given an opportunity to enhance this community and to demonstrate our college s values of excellence, integrity, respect, innovation, and stewardship. We do this by using fair, legal, inclusive, and effective hiring practices. Principles that guide our hiring practices: Maintain confidentiality: Keep screening committee deliberations, applicant information, and applicant identities confidential. Screening committee members offer a wide array of perspectives to each screening process. They are expected to work together to bring these perspectives to consensus by ultimately producing a list of finalists that each member of the committee can support. When a committee member reveals selective details of the screening committee s thinking and discussion as they work towards that outcome, s/he may misrepresent the committee or damage the reputations of committee members and applicants. Similarly, an applicant can be irrevocably damaged by premature announcement of her/his candidacy for a position. Maintaining strict confidentiality in every search is a must for screening committees, the candidates, and the College. Use best practices in screening and selection: The techniques outlined in this guide comply with relevant laws, rules, regulations, and contractual obligations, and align with the College s mission, vision, and values. Recognize and avoid or counteract bias: Research demonstrates that unconscious cognitive biases, even on the part of open-minded, well-intentioned decision-makers, unfairly disadvantages qualified applicants. We all have unconscious biases and cognitive schemas that we use to make sense of the world around us. When we accept this, and commit to addressing them through self-awareness, committee discussions, and structural enhancements to the process, we reduce the chances that someone will be harmed by biases in the screening/selection process. Required Training All hiring managers, screening committee members, and others who review employment applications such as student employee coordinators and department chairs, are required to complete the following course in SafeColleges on an annual basis: Conducting Job Interviews. Screening committee chairs are also required to complete a training/orientation with HR regarding their responsibilities on an annual basis. Roles in the Screening Process: Hiring Manager Before the hiring manager gathers and charges a screening committee with their duties and obligations, the following important issues must be addressed: What will the hiring manager s role be throughout the search process? Will they serve as a member of the committee? Or, will they be providing guidance as needed to the chair? What is the time frame for filling the vacant position? What date should the new employee be sitting in the chair performing the job duties? Remember to build in enough time for the following events to occur: o Allow a minimum of 3 business days for the NEOGOV requisition to be fully reviewed and approved. o Consider internal posting requirements (dependent upon classification). o Allow the screening committee adequate time to screen applications before determining which applicants to invite for interview. o Allow time for screening committee interviews and deliberations to occur. o Allow time for additional interview components such as the second interview with the hiring manager and/or forums or presentations with other members of RCC as applicable. o Allow adequate time for the candidate to complete their employment obligations to their current employer, as appropriate. Hiring Excellence Guide Rev. 7/27/17 1

4 o For all regular positions, employee s first day of work is generally required to coincide with a scheduled New Employee Orientation date. Roles in the Screening Process: Screening Committee Chair No other person will play as significant a role in the screening process as the chair, who sets the tone and pace of the committee work. Their commitment will be two or three times that of other committee members in terms of time/work. Chair duties include: Managing the process, which includes coordinating the applicable screening committee meetings, developing the scoring rubric for screening applications as well as the interview questions with the committee, scheduling the time/date/location of first interviews and notifying Human Resources of the details as well as the names of the candidates to be scheduled, conducting reference checks prior to second interviews, and ensuring that all materials related to the process are submitted to Human Resources. Maintaining the integrity of the screening and interview process by guiding conversations as necessary, demonstrating a good understanding of the ways in which unconscious biases may impact the process, and ensuring that only appropriate clarifying follow-up questions are asked of candidates in addition to the approved official interview questions. Roles in the Screening Process: Screening Committee Members The primary purpose and function of a screening committee is to provide a balanced and objective evaluation and recommendation of candidates for positions at RCC. Screening committee members should be savvy about people discerners of talent who know and insist upon high-quality work. They must possess sound independent judgment, personal integrity, and the ability to maintain confidentiality. Screening Committee Composition Screening committees should consist of a combination of at least one manager, one classified, and one faculty member from the department/division in which the opening occurs, as well as one or two other college employees from outside the department/division. Diverse perspectives are a vitally important part of the value of the committee process. Screening Committee Charge At a minimum, screening committees are charged with: Using appropriate, job-related criteria (based on the qualifications included in the position posting) throughout the screening and interview process. Understanding and demonstrating fair and equitable practices in screening applicants and conducting interviews. Considering whether or not each applicant has transferable skills; those that might be used to meet minimum qualifications, in an effort to avoid unnecessary exclusion from further consideration. Maintaining strict confidentiality before, during, and after the position has been filled. Names, qualifications, personal demographic information, and how applicants are progressing through the process should only be discussed among committee members, the applicable hiring manager, and Human Resources as needed. Understanding record-keeping requirements associated with the screening process. Committees must submit all records, including interview notes and other screening materials to Human Resources when the screening process is complete. Hiring Excellence Guide Rev. 7/27/17 2

5 Job Postings and Position Advertisement An eventual appointment cannot be better than the talent recruited to the applicant pool. All positions are posted on the RCC jobs site at: Internal posting requirements depend upon the classification of the vacancy. For classified and full-time faculty positions, the college will send notification of an internal posting open to current members of the applicable bargaining unit only for a minimum of five working days. After that, the hiring manager can elect to open the position internally to all RCC employees and/or the public. Standard recruitment advertising includes a variety of sources such as HigherEdJobs.com, Higher Ed Recruitment Consortium (HERC), LinkedIn, CraigsList, and standard monthly print ads such as Revista Caminos magazine, Mail Tribune, and the Daily Courier. Additional source/publication advertisements are available upon request, some of which are the financial responsibility of the department in which the position vacancy has occurred. Consideration of Current Employees Current classified members that apply and meet minimum qualifications for a classified position vacancy must be granted an interview by the screening committee. A benefits-eligible adjunct faculty member who applies for and meets the minimum qualifications of a full-time faculty position vacancy must be granted an interview by the screening committee. Consideration of Qualified Veteran Applicants in the Screening Process Any veteran or disabled veteran discharged from U.S. military service under honorable conditions may be eligible for special consideration at each step in the screening and selection process if they meet the minimum qualifications for the position. RCC will consider evidence of transferrable skills presented by veterans when considering whether the minimum qualifications for the position have been met. The applicant must self-identify and provide proof of qualified veteran status by attaching a Certificate of Release or Discharge from Active Duty (DD form 214 or 215) to the application. If a qualified veteran candidate meets minimum qualifications, they must be added to the interview list. Upon completion of the interview process, if two equally qualified applicants are being considered as final candidates, the qualified veteran candidate shall be selected for the position. Developing Interview Questions Good interview questions will illuminate the experience of an applicant well enough to indicate the prospects for their success in the position. Generally, all questions should be related to the knowledge, skills, and abilities necessary to successfully carry out the duties and responsibilities of a position. Questions about basic workplace competencies, work ethic, decision-making, problem solving, and interpersonal skills that indicate a person s professional character are also appropriate. The best interview questions will emerge from a careful analysis of the position description. In order to determine which questions are acceptable, it is important for committee members and hiring managers to ask only for information that is needed to make a recommendation and/or hiring decision. Types of Interview Questions Interview questions can be informational, situational, or behavioral. Informational questions ascertain the facts of an applicant s education and work experience. Situational questions ascertain an applicant s response to a hypothetical or real-life situation, and also test an applicant s ability to analyze and solve problems, or make Hiring Excellence Guide Rev. 7/27/17 3

6 decisions. Behavioral questions ascertain the nature of the applicant s past behavior, which can be a good indicator of future performance. Behavioral Interviewing Behavioral interviewing is a technique that focuses on specific job-related experiences. The questions are designed to address the knowledge, skills, and abilities for the position, and to provide detailed information about performance skills that may not be available in the written application materials. Behavioral interviewing questions focus on specific examples of an applicant s past behavior in an effort to predict future behavior. Sample Interview Questions Teaching: How do you create an engaging learning environment for students in your classes? Tell us about a specific teaching project that included the involvement of your students. Tell us about a situation related to your teaching or research that was particularly difficult for you. Describe the circumstances, how you managed the situation, and the outcome. How do you feel your teaching style can serve our student population? Please be specific. Organizational/Teamwork/General Skills: Give us an example of a time when you had to pull people together, both for and against your methods for completing an important project or task. What was your strategy to get everyone to work together? What was the outcome? Tell us about a time when you were required to perform what you felt were boring or mundane tasks. How did you keep yourself motivated? What types of decisions do you make in your current position without consulting your manager or department head? A respect for privacy and confidentiality is important in this position. Tell us about a time when someone asked you to share information regarding your employer/student/customer. What was the nature of the inquiry and how did you respond? Tell us about your personal approach to working collaboratively. Describe your customer service experience. Give us an example of how you once solved a serious problem for one of your customers. What was the outcome? Describe a situation in which you did all the right things related to your work, and were still unsuccessful in your outcome. What did you learn from the experience, and as a result, what could you have done differently? Diversity: RCC strives to build an organizational culture that will allow each individual to enter, participate, and thrive. Describe how your background and experience has prepared you to be effective in an environment that values diversity. Tell us about a time that you adapted your style in order to work effectively with those who were different from you. What kinds of experiences have you had in relating with people whose backgrounds are different than your own? Have you ever realized that you had said or done something that may have been offensive to a colleague? How did you respond to that realization, and what was the outcome? Describe a specific situation in which you worked with a diverse group of people over a period of time. Based on this experience, what did you learn? In what ways have you integrated multicultural issues as part of your professional development? Hiring Excellence Guide Rev. 7/27/17 4

7 Inappropriate Interview Questions Interview questions must be job-related. Questions designed to elicit information that can later be used in a discriminatory manner when making a hiring decision should not be utilized. The following subjects include factors that when used or considered during an interview, might be interpreted to violate non-discrimination laws. These subjects should be avoided. Please note that this list is not exhaustive. Address Age Ancestry Birth Place Children or Dependents Citizenship or Work Authorization Convictions, Arrests and Court Records Disabilities Education Financial Status, Credit Record, or Car Ownership Graduation dates Health Issues Marital Status Specific inquiry into foreign addresses, which would indicate national origin. Age, date of birth or any other inquiries that would require applicants to disclose their age. Applicant s nationality, lineage, ancestry, national origin, descent or parentage; length of residency in the United States; ancestry of immediate family or spouse's family; and questions regarding how the applicant acquired the ability to read, write or speak a foreign language. Birth-place of applicant, applicant s parents, spouse, or other relatives, or any other inquiry into national origin. Any inquiries regarding the number, age, and child care arrangement for the applicant's children or other dependents, or intentions regarding becoming a parent in the future. Such questions could be regarded as discriminatory against single parents. Inquiries regarding country or citizenship other than the United States; inquiries to naturalized citizens regarding citizenship status of parents or spouse; or date of acquisition of U.S. citizenship. Work authorization is addressed by Human Resources only after acceptance of a conditional offer of employment. Any inquiries regarding arrests including questions regarding conviction and court records. Human Resources is able to review/evaluate records to determine whether or not they are substantially related to the function and responsibilities of the position as part of the background check process after a conditional offer of employment is made. Inquiries regarding an applicant's disability. If an applicant volunteers this information during the course of the interview, it can be considered in relation to the applicant s ability to perform the essential functions of the position, with or without a reasonable accommodation, by the hiring manager in consultation with Human Resources. Any inquiry asking specifically the nationality, racial, or religious affiliation of a school. These questions are unrelated to the applicant s ability to perform the requirements of the position and tend to discriminate against certain groups. Financial status inquiries regarding past ownership, bankruptcy, or garnishment of wages. Any inquiries concerning the dates that an applicant graduated from high school or college, which might indicate an applicant s age. Any inquiries related to an applicant s health, especially in regard to whether an applicant has AIDS or is HIV positive. Any inquiry regarding whether the applicant is married, single, widowed, separated or engaged to be married may imply discrimination against women because of common societal assumptions that women often leave jobs when they get married or have children. In addition, societal Hiring Excellence Guide Rev. 7/27/17 5

8 Military Discharge Military Service Name Organization Photographs Political Issues Pregnancy Race or Color Relatives Religion Union Membership Workers Compensation assumptions regarding married and single, divorced, widowed or separated people may contribute to an atmosphere of perceived discrimination. Discrimination on the basis of marital status is illegal under Oregon Law. Any inquiry regarding the nature of a person s discharge. Inquiries into the dates that an applicant either joined or left military service, which could be used to determine an applicant s age. Questions should not be asked about the nature of the person s military discharge or whether they ever served in another country s armed services. Inquiries about name that would indicate an applicant s lineage, ancestry, national origin, descent or marital status. Inquiries regarding organizations which would indicate by their character or name the race, religion, color or ancestry of the applicant. No photographs may be requested or required prior to selection. Any questions regarding political party affiliation or opinions on political issues. Any inquiries regarding past, current, or potential pregnancy of an applicant. Any inquiries regarding an applicant s race, the racial group with which the applicant may identify, or regarding other physical features which may be directly or indirectly indicative of race or color. Inquiry regarding spouse s name, because it may indicate marital status. Names or addresses of any relatives certainly should not be requested. An applicant s religious denomination or affiliation, church, parish, pastor, or religious holidays observed should not be discussed during an interview. Any potential need for accommodation due to a person s religious beliefs or practices may be discussed with the hiring manager and/or Human Resources after the selection is made. Any questions regarding current or past union membership or activities should be avoided. Inquiries into an applicant s worker s compensation history are inappropriate. An employer may not discriminate against an applicant because that applicant has utilized the workers compensation system, nor may an employer base a hiring decision on the likelihood that an applicant may cause increased workers compensation costs in the future. Conducting Interviews Interviews serve several purposes - primarily they are used to compare applicants and to determine which applicant s skills, knowledge, and abilities best match the position s duties. The applicants also benefit by learning more about the position and the college. During the Interview: Introduce the committee members. If the position does not require a committee, such as student worker, temporary, or adjunct appointment, introduce yourself. Describe the format of the interview. Let the applicant do most of the talking. Take legible notes they will become part of the screening record. Allow time for the applicant to ask questions. Describe the remainder of the process and the anticipated start date. Hiring Excellence Guide Rev. 7/27/17 6

9 Thank the applicant for their time. Evaluating Outcome of Interviews Once completed, the screening committee (or hiring authority when a committee is not required) evaluates the results of the applicant interviews. The evaluations should include scored answers to each of the interview questions so that veteran s preference can be applied if applicable. Checking References The information received from a reference is an important part of the evaluation of each finalist. If a reference raises any doubts, additional references should be contacted. Reference check results should be kept as confidential as the law will allow. The information collected must be filed with the recruitment file, separate from employee personnel files. Please see the Reference Check Guidelines and form for process-related details. Second Interview Once screening committee interviews and reference checks for the final candidates have been completed, the committee chair should meet with the hiring manager to make the recommendation of finalists on behalf of the committee. The hiring manager has the right to conduct further investigation and evaluation of an applicant s experience and/or qualifications, or reject the recommendations of the screening committee and reopen the search. Conditional Offer of Employment Following final interviews (as applicable), a conditional offer of employment is made. The offer can should be made by Human Resources, the hiring manager, or the hiring manager s designee such as a student worker coordinator (for student worker positions) or department chair (for adjunct faculty appointments). All hires are contingent upon successful completion of a background check and the candidate providing proof of valid work authorization. Some positions also require a motor vehicle records check, pre-employment physical work capacity evaluation, and/or drug screen as stated in the position posting. Hiring Manager Authorization for Hire In the event that a hiring manager is not directly involved in the hiring process, such as is frequently the case with adjunct faculty appointments, authorization should be obtained by the applicable Dean and/or Director via the NEOGOV online system. Verifying Credentials Human Resources will verify credentials including applicable degree, certification, licensure, etc. as stated in the position posting. It is the responsibility of the final candidate to provide official transcripts of required degree as applicable, which will be placed in the employee personnel file. Communication with Applicants Human Resources contacts any candidates who were interviewed by the committee and/or hiring manager but not selected for the position as soon as possible after the finalist has accepted the offer of employment. This is generally conducted by phone. All other applicants are notified as to the status of their application via systemgenerated communications (NEOGOV). Hiring Excellence Guide Rev. 7/27/17 7