FITCHBURG STATE UNIVERSITY. CLASSIFIED POSITIONS Hiring & Interview Guide

Transcription

1 FITCHBURG STATE UNIVERSITY CLASSIFIED POSITIONS Hiring & Interview Guide 1

2 FITCHBURG STATE UNIVERSITY I. Purpose Fitchburg State University Mission Statement Fitchburg State University Affirmative Action Policy Statement II. III. IV. Position Vacancy Request Advertising and Affirmative Action Outreach A. Human Resources Advertising Responsibility B. Hiring Manager Advertising Responsibilities Roles of Personnel Involved in the Search Process A. Department of Human Resources B. Hiring Manager Responsibilities C. Guest Users D. Confidentiality of Guest Users E. Application Status F. Recommendations V. Applications and Resumes VI. VII. VIII. Applicant Pool and Candidate Selections A. Review of Applicant Pool at deadline date B. Candidate Selection C. Out of State Candidates The Interview Process A. Structured Interview B. Second Interviews C. Reference Checks Completion of Search Process A. Selection and Approval B. Classified Position Approvals C. Regret Letters Appendix A. Search Committee Composition Form or Electronic Submission via Online B. Pre-Employment Questions Guide C. Reference Check Form 2

3 Fitchburg State University Hiring Handbook I. Purpose The general purpose of these guidelines is to ensure consistency when filling vacancies, to recruit the best possible employees for the University, and to demonstrate Fitchburg State University s commitment to Affirmative Action. FITCHBURG STATE UNIVERSITY MISSION: Fitchburg State University is an institution of higher education that integrates an interdisciplinary, multicultural liberal arts and science core with all professionals and arts and science majors. In 1997, the Board of Higher Education designated the university as the site of the Leadership Academy. The university emphasizes the importance of leadership studies, service learning, civic responsibilities, ethical development, and international education. Thus, it is this central theme that animates our mission statement: the establishment of a leadership honors program, extensive course work and extracurricular emphasis, and a commitment to exploring leadership for the twenty-first century. In the process, the university encourages the development of the whole person and prepares the students for careers that meet the needs of their varied communities. Our faculty members are scholar-teachers who employ a variety of pedagogies and modes for all. In addition, this comprehensive public university is committed to providing affordable, life-long learning opportunities in undergraduate, graduate, and continuing education. Lastly, Fitchburg State University is extensively involved in promoting sound economic development, especially in the Northern Worcester County Area. FITCHBURG STATE UNIVERSITY (FSU) AFFIRMATIVE ACTION POLICY STATEMENT: Fitchburg State University is committed to a policy of affirmative action, equal opportunity, nondiscrimination and diversity. The University does not discriminate on the basis of race, color, religion, creed, age, gender, sexual orientation, gender identity, genetic information, disability, veteran status, marital status, or national origin in its educational programs, activities admissions, or employment policies. Additionally, the University is committed to providing a working and learning environment for our students, employees and other members of the University community, which values the diverse backgrounds of all people. II. Position Vacancy Request All hiring managers wishing to fill an existing vacancy within their department must create a user account on the FSU online application system at Hiring managers will need to create a new posting via the Fitchburg State University online application system. Please review the Fitchburg State University Hiring Manager s User s Guide to get started. A hiring manager must create a posting when a position vacancy exists. This electronic form must be completed for all full time and part time benefited and adjunct faculty positions on campus. The hiring manager must complete the electronic Create a Posting in its entirety. A hiring manager will create a posting from scratch. Please use the Fitchburg State University Hiring Manager s User s Guide for information requested on the Create a Posting page. A current updated or new job description must be attached at the time of position creation. All AFSCME job descriptions should be written on the 3

4 contractual Form 30 per the AFCSME Collective Bargaining Agreement. Once the position has been created the posting request will be forwarded to Human Resource for initial review. A FSU Budgeting Requisition Form must be completed, signed and forwarded to the Human Resources office for any advertising costs. Please provide a separate requisition for each advertising source. Cost of advertising is the responsibility of the department seeking to fill the position. Positions will not be posted or advertised without all appropriate forms and signatures. III. Advertising and Affirmative Action Outreach All postings will have a specified deadline date and will be at least ten working days unless otherwise approved. When the position vacancy is a faculty or professional position, it is highly recommended that the search committee chairperson or hiring manager allow more lead time to appropriately advertise and recruit in various trade and professional publications specific to the position. The recommended deadline date for professional positions is at least twenty working days or in accordance with publication deadlines. Faculty searches will be posted by mid-fall of the current year for the following year appointments if applicable. If the search committee chairperson or hiring manger would like to extend a deadline date or make the position open until filled approval must be obtained by the unit Vice President and Human Resources. If the hiring manager would like the position to be posted for internal review only they must provide a specific reason to the Unit Vice President and Affirmative Action Officer for approval. (Internal postings should be used only when there is the anticipation of an adequate candidate pool of internal candidates, and when it does not compromise Affirmative Action goals. All internal candidates must apply via the online application site jobs.fsc.edu) A. HUMAN RESOURCES ADVERTSING RESPONSIBILITY: The HR Department will assist in advertising methods for the position to attract a diverse and well-qualified applicant pool. Advertising venues may consist of the following: i. Internal FSU posting boards ii. FSU jobsite iii. External mailings iv. Local area newspaper publications v. National publications vi. Specialized minority publications vii. Internet recruitment including minority and higher education web pages B. SEARCH COMMITTEE CHAIRPERSON ADVERTISING RESPONSIBILITIES: The Search Committee Chairperson should identify and list appropriate advertising venues specific to the position on the online position posting to include: i. Associations ii. Professional Networks iii. Special Interest groups iv. Publications v. Other (If the hiring manager/search committee chairperson is associated with professional organizations/networks which provide a member discount for advertising please provide pertinent information to Human Resources so we may process advertisement in a timely manner.) All advertisements will include the University s Equal Opportunity/Affirmative Action Employer statement. 4

5 IV. Roles of Personnel Involved in the Search Process DEPARTMENT OF HUMAN RESOURCES: The Department of Human Resources provides technical assistance in the search process to recruit, select and hire personnel. The Department of Human Resources is also available to assist in the decision making process and can identify critical stages in the recruitment process where the University can demonstrate its commitment to Affirmative Action. SEARCH COMMITTEE CHAIRPERSON: The Search Committee Chairperson is responsible for selecting a diverse group of committee members. The Search Committee Chairperson/hiring manager will consult with the Affirmative Action Officer or designee when they have determined who will be members of the committee to make certain the members represent a diverse panel. The hiring manager will be responsible for listing the committee members using the Appendix A (Search Committee Composition Form) and submitting it to the HR Dept. The Appendix A must be returned to the Academic Affairs Office for all faculty positions. All members of the search must committee have been trained by Human Resources on the search and appointment process prior to serving. This will ensure the committee understands the process necessary to fill the position, ensuring accurate documentation of the search process, corresponding with finalists in regards to their interviews, securing finalists application materials (e.g., letters of reference, transcripts, etc.), determining compliance with labor certification requirements or INS procedures (See Human Resources for further details), and formally communicating with candidates and finalists on behalf of the University. Professional & Faculty Positions Search Committees must give careful attention to the guidelines for filling positions for faculty vacancies, this information can be found in the MSCA contract, Article2, Section E, for professional vacancies this information can be found in the APA contract, Article VI, Section A and B. Classified Positions Search Committees are not required for classified positions, however, supervisors who are hiring classified employees must give careful attention to the guidelines for filling positions and promotions found in the AFSCME contract, Article 19, Section 1, 2 and 3. (The secretary of the academic or administrative department provides secretarial services during the search and hiring process where the vacancy exists. Any concerns regarding the possible unavailability of a secretary should be directed to the appropriate unit vice president.) CONFIDENTIALITY OF SEARCH COMMITTEE MEMBERS: Search committees should reflect the diversity of the University and ensure that unbiased and nondiscriminatory interviews take place. All administrative, non-unit professional and faculty positions must have a search committee consisting of a minimum of three individuals, one of the individuals should be the Search Committee Chairperson, one should be from the hiring department, and one should be from outside the hiring department. In addition, the Affirmative Action Officer may serve on any search committee in which an under utilization of protected class members exist. Information obtained by search committee members regarding a candidate, including the status of an application within the process, must remain confidential throughout the process and thereafter. No Search committee member may contact an applicant individually or discuss the qualifications of a candidate outside the search committee. In accepting search committee membership, each member 5

6 assumes responsibility not to mention any candidate s name or status, or the content of any search committee conversation, to any non-committee person within or outside the institution. SEARCH COMMITTEE MEMBERS: All members of the search committee are charged with the responsibility of assisting in the filling of a position by performing tasks such as screening candidates for interview, participating in the interview process, and selecting or recommending the final candidate(s). All candidates will be asked to apply online to The search committee members will have access to all application materials utilizing the online site at This site is accessible from anywhere that has internet service. The hiring manager will create a guest user id and password which will be shared solely with the members of the search committee. (Personal information about candidates known by search committee members may not be utilized in the evaluation of candidates. Search committee members are cautioned to limit their evaluation of candidates to the material submitted by the candidate against the required and/or preferred qualifications.) APPLICATION STATUS: The search committee will review all applications and determine which candidates will move forward in the search process. Once the candidates are selected the chair/hiring manager is responsible for changing the status of the applicant in the active applicants section of the posting form found at jobs.fitchburgstate.edu/hr. It is important that the status is changed as decisions are made about each applicant. Applicants are now able to track their status as a candidate using the online employment system. RECOMMENDATIONS: Following the interviews, the search committee will forward the names of the recommended finalists to the appropriate hiring authority for final selection (Divisional Dean/Vice President). It is recommended that three names, when possible, be submitted to the person who will make the final selection along with resume and overview of each candidate s strengths and weaknesses for review. After approval by the appropriate Dean/Vice President a tentative job and salary offer may be made to the finalist by the appropriate hiring authority. The President retains sole authority to make final appointments for professional and faculty positions. Once the President has approved appointment, a formal letter of hire will be sent to the successful candidate. If none of the names submitted are acceptable or if all recommended finalists decline the job offer, the appropriate hiring authority will consult with the chairperson of the search committee and Human Resources regarding the next steps in the search process. V. APPLICATIONS AND RESUMES: All applicants will be directed to apply online at If for any reason an applicant is not able to apply online, the Human Resources office should be notified. Human Resources staff will work with the candidate so their application can be processed online. All applications submitted for review must be processed through the HR Department to be eligible for consideration. Resumes and applications received by the Search Committee Chairperson must be directly forwarded to Human Resources. Applicants will complete an Affirmative Action Data section while completing their online application. This data is used for statistical purposes and record keeping assuring that the applicant pool is diverse. VI. Applicant Pool and Candidate Selections REVIEW OF APPLICANT POOL AT DEADLINE DATE: When the deadline date for the position is reached the Search Committee Chairperson (professional, faculty positions) or Hiring Manager/Supervisor (classified positions) may begin reviewing the online applications. If there are 6

7 any concerns or question regarding the online material the chair should contact the Human Resources Department. CANDIDATE SELECTION: The Search Committee and or Hiring Manager/Supervisor will review all applicants to determine who will be invited for an interview. OUT OF STATE CANDIDATES: If the Search Committee has identified qualified candidates from out of state, the Unit Vice President must be contacted to review the possibility of offering travel expenses to the qualified candidates for an interview with the Search Committee. VII. The Interview Process The Chairperson and or Hiring Manager/Supervisor should design a format for the interview process to include: timeframe, handouts, introductions, tours, questions, etc. The interview process must be consistent for all applicants invited for an interview. Note: All applicants that have not applied online must complete the FSU formal application prior to being invited in for their interview. STRUCTURED INTERVIEW: All interviews should be structured, in which the Chairperson and/or Hiring Manager/Supervisor, develops a list of interview questions to be asked of all candidates. The Equal Employment Opportunity Commission has strict guidelines on what questions or types of questions are deemed discriminatory. Appropriate pre-employment questions (Appendix B- Conducting the Interview) reviews questions that can and cannot be asked of applicants. The committee members should participate in the interviews. FIRST INTERVIEWS: We strongly encourage committees to conduct first round of telephone interviews. SECOND INTERVIEWS: The recommended final candidates will be selected for second interviews on campus. The Vice President and/or Supervisor of the area will meet with candidates at this stage. This interview should be a structured interview. All finalists should be treated equally and asked the same consistent questions during the interview. In the event the Vice President or Supervisor is the Search Committee Chairperson or member, a second interview may not be necessary. The President will conduct a brief telephone or on campus meeting with all faculty tenure candidates and may elect to meet with candidates at this stage of the interview process for all other positions. REFERENCE CHECKS: Before a candidate is offered a position at the university the Search Committee and or Hiring Manager/Supervisor must contact references by phone and document their questions and comments. A minimum of three references should be contacted for each finalist (Appendix C). (The Hiring Manager/Supervisor must contact three references prior to forwarding the finalist name for approval of employment from the appropriate Unit Vice President and Human Resources Department) VIII. Completion of Search Process APPLICABLE TO ALL SELECTIONS & APPROVAL: The Dean/Vice President will confirm the finalist selection and any offer to the candidate to ensure the starting salary being offered is in 7

8 accordance with the budget, personnel policies and Collective Bargaining Agreements. Once the President has approved the applicant for hire, the Chairperson may then contact the individual and verbally offer the position and determine a start date. A formal letter of hire will be sent from the Human Resources Department for the chosen finalist. The finalist s file should consist of those items identified as REQUIRED HIRING PAPERWORK. CLASSIFIED: The hiring manger/supervisor or designee must complete the electronic personnel action form POSITION APPROVALS for the successful finalist via Banner Workflow at and clicking on Workflow link and selecting Personnel Action Hire/Rehire/Reappointment to begin the process. The Human Resources Department will send the official letter of appointment to the person selected for the position indicating the official starting date and salary once the approval workflow is complete. PROFESSIONAL & FACULTY POSITION APPROVALS: The hiring manger/supervisor or designee must complete the electronic personnel action form for the successful finalist via Banner Workflow at and clicking on Workflow link and selecting Personnel Action Hire/Rehire/Reappointment to begin the process. The Human Resources Department will send the official letter of appointment and/or official contract with letter of appointment to the person selected for the position indicating an official starting date and salary. (Supervisors should discuss appointments of classified employees with their direct supervisor and Dean/Vice President) (New APA/MSCA appointees cannot begin work until the President approves his/her appointment.) *To officially appoint an individual to a position, the following paperwork is required in its entirety: A. The completed Personnel Action electronic form B. Electronic employment application C. Cover letter with resume D. Three written letters of recommendation required for professional & faculty positions, phone references may be used for classified. E. Official transcripts *(for each degree held)- APA & MSCA only F. Completed and signed Appendix O1 or O2 form (for faculty and librarians only) All information listed above needs to be received by the Human Resources Department. * Official Transcripts with the appropriate college seal affixed or printed on special transcript paper and mailed directly to Fitchburg State University HR Dept. by the university that awarded the degree will be required. SEARCH COMMITTEE RESPONSIBILITIES FOR FINALIZING THE SEARCH PROCESS: The following documentation should be completed and returned to HR for filing: a. Interview questions and committee notes b. Completed reference check form for the finalist REGRET LETTERS: Regret letters will be electronically submitted to all online applicants when the successful candidate has verbally accepted the position at the University. At this time the search chair 8

9 will then be responsible for changing the statuses of the unsuccessful online candidates. This will provide the necessary information for the Human Resources Department to finalize the position as being filled. APPENDIX A. Search Committee Composition Form B. Conducting the Interview Guide C. Reference Check Form 9

10 APPENDIX A SEARCH COMMITTEE COMPOSITION FORM To be completed by the vice president or administrator where the vacancy exists and returned to the Human Resources Department (to Academic Affairs for faculty positions) prior to interviewing the finalists. Search committees are not required for classified positions. POSITION VACANCY DEPARTMENT SEARCH COMMITTEE MEMBERS: (NAME) (TITLE) (NAME) (TITLE) (NAME) (TITLE) (NAME) (TITLE) (NAME) (TITLE) From those listed above, please indicate Affirmative Action Representative. Please indicate search committee chairperson if known at this time. (DATE) 10

11 APPENDIX B CONDUCTING THE INTERVIEW Interviews are scheduled and conducted by the search committee or, in the case of a classified position for which no search committee is required, the appropriate supervisor/administrator. Interviewers and search committees have critical responsibilities. 1.To review and recommend candidates on the basis of job-related qualifications. 2.To comply with legal requirements in the hiring process; and 3.To follow the college s affirmative action policy and processes. Following are some basic guidelines with regard to fulfilling the above responsibilities. Although not every question is answered about which screening/interviewing techniques are lawful, the guide is to serve as a resource tool. Interviewers and search committee chairpersons should consult with Human Resources Director for specific guidance when needed. At the beginning and during interview: 1. Establish rapport. The interview setting should be conducive to good communication. A warm greeting and small talk serve to relax both the interviewers and candidates and establish mutual confidence. However, be careful not to ask any questions that may later be viewed by the interviewee as discriminatory (marital status, family, etc.) 2. Gather predictive information. The keys to controlling the interview are careful, active listening combined with good use of questions. Through a variety of questions and comments the interviewer may encourage things that may be important. Listen to what is said and what is not said in response to your questions don t assume an answer. Ask finalist to support their statements by giving examples. 3. When the search committee interviews, it is advisable to meet immediately following each interview for a feedback session. Also suggested is the use of a rating/comment form for committee members to note candidate responses to questions during an interview. Don t rely on memory! Remember, however, that note taking during an interview may make the interviewee uncomfortable. 4. The use of words and phrases such as why, how, and describe, or tell me about will yield more complete answers than leading questions or those that require only a yes or no answer. 5. The purpose of the interview is to obtain a clear and balanced picture of the finalist s qualifications for the job without indicating the responses you hope to hear. Avoid leading questions such as do you agree or you must have liked as they may influence the interviewee s response. Remain objective. 11

12 6. Be watchful of your own non-verbal communication as well as that of the candidate. Be cognizant, however, of cultural diversity and remain objective. Keep focused on what you are hearing don t appear preoccupied. 7. Maintain control of the interview. Time should be a consideration but never rush an interview. 8. Describe the position, the duties, level of authority/supervision and support systems available, and describe the college as well. Inform the interviewee at the beginning of the interview that an opportunity will be provided during the latter part of the interview for the interviewee to ask questions. Respond to the questions raised. An interview is a two way process. Provide sufficient facts, both favorable and unfavorable about the position and the institution in a straightforward manner so the candidate can make an intelligent decision on the acceptability of the position. 9. Thanking the interviewee for his/her time and outlining what will happen next is an honest and comfortable way to end the interview. Give the finalist an appropriate date by which you expect to take any follow up action or make any decisions. 10. References should be contacted. Listen carefully to what is said and how the reference responds to your inquiries. Listen for hesitations, silences. Transcripts should be reviewed as well Interviewing do s and don ts GENERAL Federal and/or state laws prohibit discrimination on the basis of race, color, religion, creed, age, gender, sexual orientation, gender identity, genetic information, disability, veteran status, marital status, or national origin. A cardinal rule when interviewing is to avoid asking questions of candidates if the answers could not properly be considered in making the hiring decision. Even if the candidate brings up or makes a comment related to an area that is unlawful, do not pursue it. Stay with questions that have to do with the candidate s education, training, work history and job-related skills. Discriminatory behavior is improper, even when it is not intended. The use of certain questions would not necessarily show that you mean to discriminate but such questions can be used, and have been used in a discriminatory way. Therefore, the following subjects should be avoided because they may show gender-based discrimination. Marital status or non-marital arrangements; Spouse s employment; How spouse feels about candidate s working or traveling; Child care arrangements You may cite the hours required of the job and ask whether the candidate will have difficulty meeting them (ask of both sexes, however). You may also ask about the candidate s availability for weekend or evening work if the job so requires. If the candidate indicates a need for religious observance, this fact cannot be used in the hiring decision unless reasonable accommodation for the religious observance would be an undue hardship for the college. Specific guidance is available through the Human Resources and Affirmative Action offices. 12

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14 DISABILITIES The Americans with Disabilities act (ADA) prohibits all questions about a candidate s disability at the pre-offer stage of interview. It is unacceptable to ask an interviewee whether he/she is disabled or about the nature of the disability even if it is an obvious disability. You may however ask a disabled candidate questions about his or her ability to perform job-related functions. If the disability is obvious and the interviewee does not wish to address/discuss the disability or does not request reasonable accommodations yet indicates that he/she is able to perform the major functions of the job, it is unlawful to disqualify the candidate you cannot discriminate on the basis of the person s disability. If you are not certain an interviewee is a person with a disability you may ask if he/she knows of any reason why he/she would not be able to perform the essential functions of the job he/she is seeking. If the answer is yes and reasons are stated there should be follow up questions regarding possible accommodations that would assist the candidate in performing the major functions of the job. After a job offer has been made you can ask about disabilities and conduct medical examinations and the offer can be conditioned on the applicant s answers to the questions and the results of an examination. Note: The EEOC (Equal Employment Opportunity Council) takes the position that if the employer reasonably believes an applicant will need accommodation to perform the job, the employer can ask limited questions about the accommodation at the pre-offer stage. However, the employer is still prohibited from asking about the disability itself (excerpted from CUPA, Legal Watch, January 1996). NATIONAL ORIGIN It is acceptable to inquire into a candidate s ability to read, write or speak a foreign language where the position requires those skills. However, it is inadvisable to ask the candidate how he/she acquired these skills if it would disclose national origin or descent. It is legal to ask if a candidate is a U.S. citizen; however, it is illegal to require (with very few exceptions) that they be U.S. citizens to be hired. It is also legal to ask an alien if he/she is authorized to work in the U.S. However, you many not ask the candidate to show you specific documents (i.e. green card) to verify work authorization. The candidate, if offered the job, is to present to the employer any combination of legally acceptable documents of his/her choice to establish work authorization within three days of his/her date of hire. (contact the HR department for listing) ORGANIZATIONS/MEMBERSHIPS Inquiries about professional memberships related to the job are acceptable (i.e. Chemical Engineering Society). Questions about organizations whose name or character indicate the member s economic or social class, race, color, creed, sex, sexual orientation, marital status, religion or national origin should be avoided country clubs, social clubs, religious clubs, fraternal orders, etc. Never inquire about activities in political or civil rights organizations or ask the applicant whether he/she has in any way been involved in discrimination complaints or lawsuits. It is also inadvisable to ask any questions designed to disclose age, arrest records, credit/financial status, home/car ownership, type of military discharge, political affiliation, sexual orientation or religious beliefs. The Human Resources Department has resources to assist search committees/administrators to conduct effective interviews and to clarify the legal points in the interview process. 14

15 APPENDIX C Fitchburg State University FORM AAF 5 The Leadership University Department of Human Resources & Affirmative Action Reference Check Form Date: Name of Caller: Name of Applicant: Ref Phone #: Name and Title of Person Contacted: Company/School/Organization: Professional Relationship of Person Contacted to Applicant (supervisor, colleague, etc.): FORMAT All references for applicants for the same position should be asked the same questions. has applied for the position of (name of applicant) at Fitchburg State University and has listed your name as a reference. The responsibilities of this position would include: (describe in some detail) 1. How would you evaluate (the applicant s) ability to perform these duties? 2. Does (the applicant) have any specific strengths or skills that you feel would be particularly valuable in this kind of position? 3. Can you think of any deficiency or weakness in (the applicant s) education, experience or work habits that would hamper his/her ability to fulfill the requirements of this position? 4. If you had the opportunity to do so, would you employ (the applicant) in this kind of a position? 15

16 Please direct all questions regarding this policy to: Department of Human Resources & Affirmative Action Fitchburg State University 160 Pearl Street Fitchburg, MA (978) Phone (978) Fax This policy is subject to change at the discretion of the President and/or Department of Human Resources & Affirmative Action. 16