Recruitment Resources

Confidentiality is the foundation of a credible search committee and trustworthy search process. Searches and search committee meetings are confidential. If any inquiries are received regarding the position, the status of an application, the status of the search, or who is on the search committee, please forward them to the Employment Coordinator. Applicants should not be aware of who is on the search committee and should not be contacting any search committee members directly. The goal is to maintain confidentiality of who is on the search committee for as long as possible.

Searches with internal candidates can be difficult for all of those involved and can result in feelings of resentment among colleagues or applicants. Some of this is inevitable, and the situation will be awkward. It is important to follow search procedures in an attempt to conduct a fair search. Internal candidates should undergo the same procedures as external candidates. We understand internal candidates are different, but the principle of equal treatment should always be followed.

If the vacancy is created by the termination/resignation of an employee, first decide if the position can be posted without changes or if it should be updated to meet the current needs of the department. Review the position description and make changes as appropriate on a new Job Analysis Questionnaire (JAQ) to ensure the skills and duties listed match what the employee is expected to perform. Failure to do so will likely result in a weak applicant pool. It is vital that the JAQ entails the most current information, is clearly written, and provides as much detail as possible to assist in proper recruitment. When recruiting for a new position, a new JAQ must be created. All position requests must be submitted to and approved by Compensation.

Establishing a Search Committee

All Director and above staff searches must be conducted by a search committee. It is optional for all other searches. The chair is designated by the supervisor, hiring manager, or department head.

• The search committee should consist of a minimum of three members, unless a written exception is granted by the supervisor and Human Resources. 
• Committee members should include members that are knowledgeable of the position duties and responsibilities, can represent the department’s stake in the process or have affiliation with the position.
• Full-time and part-time employees are eligible for membership on the search committee. When appropriate, the supervisor may name members from outside the department, individuals in the professional communities, as well as consider students for the committee.

Search Committee Responsibilities

Effective search committee members are well-connected, available to participate fully and consistently, and comfortable engaging in rigorous debate to ensure the best outcome. The search committee is responsible for conducting the initial search, screening of applicants, and presenting recommended candidates for further consideration.

All search committee members should be fully prepared to:

• Attend all scheduled search meetings
• Support recruitment efforts
• Review all submitted application materials as required   
• Compare and rank applicants with regard to the stated position requirements
• Set aside biases to fully consider all who may be qualified to assume University roles       
• Keep all interview notes and screening information to submit to HR
• Participate in/assist with the interviewing process
• Make appropriate applicant recommendations
• Follow any designated deadlines/timeframes to complete tasks
• Maintain confidentiality with regard to search process

First Search Committee Meeting

It is recommended that there be an initial search meeting involving the chair and committee to discuss the position description, planned recruiting activities, how the applications will be reviewed, timelines for completion, interviewing timelines, and what the potential hire date is. It is vital for the chair and committee to be consistent with regard to position information, position details and requirements, reviewing applications, desired candidate specifics and defined search timeline. The Employment Coordinator serves as an ex-officio member of all searches and may attend the meeting to answer any questions related to policies and procedures.

All those responsible for reviewing applications are required to attend the Human Resources Search Processes training or have attended the training within the last 12 months.

Preparation of Recruitment Plan

The Recruitment Plan is required for all Director level and above searches and includes the position data and the names of each search committee member. Additionally, it indicates the search committee’s plans for additional external advertising. The goal for external advertising is to ensure the advertisement reaches the most qualified pool of applicants possible. It is critical that search committees adopt a proactive approach to selecting non-traditional methods of posting position announcements to increase their ability to attract qualified candidates. Below are some techniques to consider:

• Ask current department members to identify potential candidates.
• Network with people who “know people” in the field (who may be called upon to nominate individuals).
• Identify journals read by people in the discipline/profession.
• Identify Professional associations for people in the discipline/profession.
• Identify websites that are visited by people in the discipline/profession.
• Identify the names of people who are publishing interesting research, giving strong presentations nationally, etc.
• Identify affinity groups and placement offices at other Universities and institutions and the best way to share the recruitment with them.
• Identify ways to obtain nominations from alumni and members of the University community.
• Placement in local or national publications.
• Placement on specific electronic resources (listservs, job banks, Web sites, etc.)

Positions posted through the applicant tracking system will be on the UHCL Jobs site and HigherEdJobs.com. eQuest, which is also a function of the applicant tracking system, will post the position to additional sites.

Make sure additional external advertising is done only after the position is posted by HR and open for applications. It is confusing for potential applicants if you advertise a position that has not yet been posted/opened for applications.  

eQuest

eQuest posts to the following sites:

• Job Board
  • Affiliated Sites
• Hire a Hero
  • Hire a Hero, Military1

• Job Opportunities for Disabled Veterans
  • Glass Door, Juju, JobInventory.com, CareerAlerts.com, Employment Crossings, Jobs Trovit, EARN, Facebook, Veterans Families United, Illinois Job Link, USAA/RecruitMilitary, Pennsylvania Department of Military and Veterans Affairs (DMVA), Job Accommodation Network (JAN), bestJOBSusa
• US Diversity
  • African American Careers/Jobs, Asian Careers/Workforce/Jobs, Disability Jobs/Careers, USD Veterans, Veteran Careers/Jobs, USD Disabled Vets, Gay Careers/Jobs, Hispanic Careers, USD Hispanic Workforce, Hispanic Jobs, Native American Careers, American Indian Jobs, Senior Careers/Jobs, USD Working Women, Womans Careers/Jobs
• RecruitABILITY
  • LinkedIn, Kimble Group, David Careers, Jobcase, Jobble, MASSHIRE JobQuest, Facebook, CareerOneStop, ZipRecruiter, Jobtome, EmployGeorgia, New York State JobZone, IHire.com, Kentucky Career Center, EARN, Petersons.com, Greater St. Cloud JobSpot, IllinoisJobLink.com, Job Center of Wisconsin, Source America, Texas Workforce Commission, Simply Hired.

Candidate Pool Screening and Rationale

Search Committees will review all applications and advance candidates based on job-related criteria without regard to subjective judgments or impressions.

We encourage you to review the applications online versus printing every application. Applications can be screened online 24/7 from any computer. Should you choose to print any of the applicants’ documentation please remember the documents contain very personal information, should not leave your office or the campus, and should be destroyed when the search is complete.    

These applications must receive full and consistent consideration by those reviewing the applications.

• Determine whether each candidate meets or exceeds the minimum requirements for the position. This is done by objectively comparing an applicant’s resume information with the position description.
• Each application reviewer must analyze the skills and qualifications, noting results individually on the Screening Matrix. Score all applicants using the scores established in the search committee meeting.

Documenting the Search

Human Resources provides the search committee with the necessary documents to use during the screening process including;

• Screening Matrix: Lists the minimum and preferred requirements with suggested scoring. The committee can revise the matrix and submit it to the Employment Coordinator for approval prior to reviewing applications. It includes a column for Veterans Preference. Please indicate Yes or No in the appropriate column based on the applicant’s answer to the question. Ensure documentation provides rationales for search committee decisions and recommendations. This can be documented in the Notes column (e.g., “Does not have required education”). Notes should indicate specific job-related reasons for selection or non-selection.   
• Matrix Summary: This excel spreadsheet includes the names of all those reviewing applications and is an accumulation of each their scores for each candidate.
• Employment Reference Check: At least 2 professional references are required for the finalist and 1 must be from a previous or current supervisor. All 10 questions must be asked. Additional job specific questions may be necessary. List any additional questions and answers.

Ensure all applicants are evaluated based on the pre-established criteria related to the position. Avoid comments either orally or in notes that are not job related as all search documents are subject to the Texas Open Records Act and committee members may be held accountable for comments unrelated to the search.

Veteran's Preference

Veterans who are disabled, who served in the active military in the Armed Forces during certain specified time periods, who were discharged or released under honorable conditions, or in military campaigns are entitled to preference over others in employment with a state agency or institution of higher education as long as they meet the minimum qualifications and any preferred qualifications for the position to which they apply.

The question, “Do you qualify for Veteran’s Preference?” is on all employment applications.

Interviews: An individual who qualifies for veteran’s employment preference is entitled to a preference in the interview process over other applicants who do not have a greater qualification.

• If there are 2 equal candidates and one qualifies for Veteran’s Preference; the Veteran is entitled to an interview over the other candidate.
• If the hiring department intends to interview five or fewer applicants, at least one must qualify for veteran’s employment preference.
• If the hiring department intends to interview six or more applicants, at least 20% of the total number interviewed must qualify for veteran’s employment preference.
• The interview process shall remain the same for all applicants, including veterans. For example, if the hiring department is instructed by HR to interview applicant A, who is a veteran, they cannot be given a phone interview while the other applicants are interviewed in-person. Applicant A should be brought to campus and included in the same interview process.

Please note that Veteran’s employment preference does not guarantee the veteran a job. Positions at UHCL must continue to be filled with the most qualified applicants. 

Communicating with Candidates

The names and information of the search committee are confidential and should remain so for as long as possible.  However, many times applicants will reach out to the hiring department and members of the search committee asking questions about the status of the search and their application. If this happens you should respond with the following: 

• Thank the candidate for their continued interest in the position.
• Inform the candidate that you cannot comment on an ongoing search and let them know you will be forwarding their inquiry to Human Resources. 
• Forward the email to the Employment Coordinator in Human Resources and they will respond on the department’s behalf.

Prepare a Core Set of Interview Questions

• Questions should focus on determining how well the applicant will meet the responsibilities of the position.
• For consistency, ask the same questions of each interviewee. It is acceptable to ask related and appropriate follow-up questions to an interviewee's response.

Types of Interview Questions

• Behavioral - An interview technique that focuses on a candidate’s past experiences, behaviors, knowledge, skills and abilities by asking the candidate to provide specific examples of when they demonstrated certain behaviors or skills as a means of predicting future behavior and performance.
• Situational — An interview technique that gives the interviewee a scenario to help assess how a candidate would perform by asking the candidate to provide examples of how they would respond given the situation described.
• Motivational - These questions assess how motivated and genuine the candidate is regarding the position.
• Managerial - Questions should be designed to assess a candidate's leadership, problem-solving, and decision-making skills.
• Competency Based — An interview technique that focuses on core competencies that align with your position and the organization that would help interviewers better evaluate a candidate’s skills.
• Sample Interview Questions

Types of Questions to Avoid

• Yes/No questions will leave the interviewer with limited information to work with when it comes to determining a candidate’s skills.
• Questions that are not job related.

Helpful Hints to Conduct a Successful Interview

• Develop, design a plan, and schedule for the interview process and campus visits. Provide those involved with relevant information about the position (job description, essential functions of the position) and candidate (resume, their experience).
• Determine an interview facilitator (typically Hiring Manager) who will oversee the interview process.
• Determine the best method(s) for the interviews: Phone, virtual, in-person. Also decide if there needs to be one or two rounds of interviews. (In-person interviews are recommended but not required).
• Discuss the order in which the panel will ask questions.
• Encourage note taking during the interview that focuses on required skills and relevant applicant responses.
• Begin by explaining the interview process which should include panel introductions, position description, etc.
• After the interview, provide next steps in the process to the interviewee.
• Ask if you can contact listed references. 
• Always have someone walk the interviewee out.
• If there is more to the interview process than only an interview, do not schedule the candidate’s interview day so tightly that there is no time for breaks. Be sure departmental staff know that candidates will be visiting so that they can greet visitors appropriately.
• Plan schedules that are similar in format to ensure an equitable basis for evaluation. Internal and external candidates should be given equal opportunity to interact with campus colleagues.

Please note if you choose to do phone/virtual interviews, all candidates must have a phone/virtual interview. We do not phone/virtual interview some of the interviewees and not all. Each candidate should experience the same process.

After the Interview

It is helpful to discuss the candidate’s responses with the committee immediately following the interview. The focus of the evaluation could cover everything from candidate knowledge/skills/abilities, professional character, work ethic, communication/interpersonal skills, match with current organization and position, and candidate reservations (if any). Ensure the discussions remain job-related. Notes should be made on screening matrix forms, templates, checklists, or via other screening methods.  It is important to remember that any notes documented during the search process will remain part of the search file in HR. Please use good judgement when documenting comments.  

It is best practice to have two top candidates in case the first choice does not accept the offer of employment. Please communicate the selected finalist to the Employment Coordinator along with the start date. HR will initiate the background check process.

All search paperwork should be submitted to the Employment Coordinator. Required search paperwork includes a matrix summary, screening matrix from each member of the search committee, notes from all interviews, any additional search related documents and at least 2 professional reference checks. All paperwork must be submitted to the Employment Coordinator before a verbal offer of employment is extended to the finalist.

Offer of Employment

Once all required paperwork is collected and the job offer has been approved, the Employment Coordinator is responsible for extending a verbal offer to the finalist. If there is a negotiation, the Employment Coordinator serves as the liaison between the candidate and the hiring department. Once an agreement is reached regarding the salary and start date, the Offer is created and will be sent electronically to the candidate from the online application system. Upon acceptance of the electronic offer the candidate will complete the onboarding process.  

The Employment Coordinator will bring closure to the search by emailing the remaining active candidates regarding the status of the search and the search will be considered closed and filled. In the event an agreement could not be met or a finalist was not selected, the search will be considered failed. The Employment Coordinator will notify the remaining candidates regarding the status of their applications. All search paperwork is still required.

Below are resources to help guide users through various processes including access, approving job cards, and approving offers. 

How-To Access Page Up
How-To Approve Job Card
How-To Approve Offer
How-To View Applications-Search Committee