effective recruiting and hiring

Employment Services

Effective Recruiting and HiringEffective Recruiting and Hiring

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Effective Recruiting and Hiring Effective Recruiting and Hiring

Learning Objectives Learning Objectives

Effective Recruiting and Hiring Effective Recruiting and Hiring

Learning Objectives Learning Objectives

Factors that Affect UC’s 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 UC’s Regulatory EnvironmentFactors that Affect UC’s Regulatory Environment

AA/EEOAA/EEOFactors that Affect UC’s Regulatory EnvironmentFactors that Affect UC’s Regulatory Environment

AA/EEOAA/EEO

UC 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 UC’s Regulatory EnvironmentFactors that Affect UC’s Regulatory Environment

OFCCPOFCCPFactors that Affect UC’s Regulatory EnvironmentFactors that Affect UC’s Regulatory Environment

OFCCPOFCCP

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 Planning Your Recruitment

Steps in the Recruiting ProcessSteps in the Recruiting ProcessPlanning Your Recruitment Planning Your Recruitment

Steps in the Recruiting ProcessSteps in the Recruiting Process

Vacancy Occurs

Work AnalysisJob Analysis

& Classification

Attracting Applicants

Selection Process

Interviews

Reference Checks

Extending the Offer

Final Documentation

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Planning Your RecruitmentPlanning Your Recruitment

Roles in the Recruitment ProcessRoles in the Recruitment ProcessPlanning Your RecruitmentPlanning Your Recruitment

Roles in the Recruitment ProcessRoles 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 ProcessPlanning Your Recruitment:

Roles in the Recruitment Process

Roles and Steps in Search Process

Vac.

Work Anal.

Job Analysis & Classif.

Attract Appl.

Select. Process Intv. Ref.

Check.

Extend the

Offer

Final Document.

Emp Svcs. X X X X

Comp X

Hiring Mgr. X X X X X X X X X

SC Chair X X

HRGeneralist TAM Originator

X X

VCRO TAM Authorizer

X X X X X X X X

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The Benefits of Planning a Recruitment The Benefits of Planning a Recruitment


The Benefits of Planning a Recruitment The 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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Work AnalysisWork AnalysisPlanning Your RecruitmentPlanning Your Recruitment

Work AnalysisWork Analysis

Determine 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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Job Analysis and ClassificationJob Analysis and ClassificationPlanning Your RecruitmentPlanning Your Recruitment

Job Analysis and ClassificationJob Analysis and Classification

Identify the duties of the position and the Knowledge, Skills, and Abilities needed to perform the job

CRITICAL to define Essential Functions: Core Duties of Job• Required by the ADA and FEHA

When is a Job Analysis required? • A new position (of any classification or appt. type), or• If job duties of a position have changed significantly

Keep in Mind: Recall Candidate Information• Department is responsible for recall list

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Job Analysis and ClassificationJob Analysis and ClassificationPlanning Your RecruitmentPlanning Your Recruitment

Job Analysis and ClassificationJob Analysis and Classification

Use 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 (KSA’s) to Establish Job Competencies and Selection Criteria

Used to create your interview questions and candidate ranking forms

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Planning Your RecruitmentPlanning Your Recruitment Establishing Selection CommitteeEstablishing Selection Committee

Planning Your RecruitmentPlanning Your Recruitment Establishing Selection CommitteeEstablishing Selection Committee

Search 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 ProcessCandidate Selection Process

Establishing Selection Criteria: Establishing Selection Criteria: KSAs and Competencies KSAs and Competencies


Establishing Selection Criteria: Establishing Selection Criteria: KSAs and Competencies KSAs and Competencies

Responsibilities KSA’S Competencies

•Provide full range of financial services (budget development, expenditures, reports)

•Experience in fund accounting

•Ability to develop budgets

•Ability to generate reports & track information

•Stewardship & Managing Resources

•Problem-Solving

•Provide full range of financial services (budget development, expenditures, reports)

•Knowledge of UC policies governing staff personnel

•Experience with Human Capital Management


•Quality Improvement

•Manage Procurement Activity •Procurement experience

•Experience with BFS

•Strategic Planning & Organizing


•Represent department at campus meetings

•Ability to communicate verbally and in writing, in a clear and professional manner

•Communication

•Service Focus

•Inclusiveness

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Attracting the Best ApplicantAttracting the Best Applicant Developing a Diverse Applicant PoolDeveloping a Diverse Applicant Pool

Attracting the Best ApplicantAttracting the Best Applicant Developing a Diverse Applicant PoolDeveloping 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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Manager’s 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 Process• NO PANEL INTERVIEWS

• Hiring Manager and Department HR Representative instead


Special Placement Consideration (SPC) Special Placement Consideration (SPC)

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Candidate Selection ProcessCandidate Selection ProcessScreening and Evaluating ApplicantsScreening and Evaluating Applicants

Candidate Selection ProcessCandidate Selection ProcessScreening and Evaluating ApplicantsScreening and Evaluating Applicants

Resume Review and/or the Phone Screening/Interviewing

• Evaluate each applicant’s KSA’s 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 ProcessCandidate Selection Process Managing Recruitment DocumentationManaging Recruitment Documentation

Candidate Selection ProcessCandidate Selection Process Managing Recruitment DocumentationManaging Recruitment Documentation

Recordkeeping: Updating TAM during each recruitment phase

Record Interviews: Phone, Interview 1, Interview 2 Prioritize communication between Hiring Manager and Originator

throughout the search De-select applicants throughout process for notification of status

Applicant Evaluation: All applicants Not Qualified are deselected and no longer considered an applicant

Definition 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 Criteria• Maintain consistency

Phone Screening/Interview• Clarify salary requirement

• Do they meet requirements as defined in Job Description?

Panel Interview – Job Description and PEM form conversation Legal/Illegal Interview Questions

Effective Job InterviewingEffective Job InterviewingDetermining the Process and Initial ScreeningDetermining the Process and Initial Screening

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Effective Job InterviewingInterview Styles

Effective Job InterviewingInterview Styles

Interview Styles• Open-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 performance» STAR: 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 ClosureProper 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 ClosureProper Hiring and Recruitment ClosureProper Hiring and Recruitment ClosureProper Hiring and Recruitment Closure

After an Offer Has Been Accepted

• Originator Update HCM-TAM System

Completing the IDF

• Identify selection reasons for top candidate

• Document de-selection reasons for those interviewed but not selected

• IDF can be uploaded into TAM

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Thank you!Thank you!

We look forward to working with you!

Kelly Howard, Employment Services Manager

[email protected]

Charo Albarran, Operations Manager

[email protected]

Arlene Asuncion, Senior Recruiter

[email protected]

effective recruiting and hiring

Documents

recruitment steps

recruitment closure

recruitment processroles

roleuse job analysis

job analysis classif

job description

job competencies

orif job duties