Gordon State College Hiring Guide

Transcription

1 Gordon State College

2 Gordon State College Gordon State College Introduction Hiring qualified employees is crucial to the success of Gordon State College. This means hiring the best qualified person with excellent work habits and a great attitude with a goal of accomplishing the organization s mission, goals and objectives. The hiring process does not begin with the interview and end with the job offer. Rather, it involves planning and considering the job prior to an interview, recruiting and interviewing wisely to bring in the right person, and providing new workers with an orientation that enables them to get off to a strong start with the organization. Gordon State College has a formal hiring process. The following information provides hiring managers with detailed instructions and forms required to fill vacant positions. The Team has also created various tools to assist you in selecting and retaining qualified employees who will add value to Gordon State College. Legal Issues Before initiating the hiring process, there are federal laws and College policies of which every department at Gordon State College must be aware. Everyone involved must be aware that significant legal limitations impact an employer s selection decisions. All persons involved in the hiring process must know which information is fair game, which is not, and how to avoid unnecessary liability. In 1978, the Equal Employment Opportunity Commission (EEOC) developed a uniform set of guidelines for employers to follow when using pre-employment testing or other selection procedures as a basis for any employment decision. These guidelines apply to all selection criteria, including educational degree requirements, job experience and skills tests. There are a number of laws that affect the hiring process, particularly in the area of discrimination. The Civil Rights Act of 1964 prohibits discrimination in employment practices when the discrimination is based on a person s race, color, sex, religion or national origin. The federal law applies to organizations with fifteen (15) or more employees. The Age Discrimination in Employment Act (ADEA) of 1967 extends discrimination protection to persons aged forty (40) and older for organizations of twenty (20) or more employees. The Pregnancy Discrimination Act of 1978 is an amendment to Title VII of the Civil Rights Act. The Act makes it unlawful to refuse employment to a woman based on pregnancy, childbirth or any related medical condition. The basic principle is that a woman affected by pregnancy or other related medical condition must be treated the same as any other applicant in the recruitment and selection process. The Americans with Disabilities Act (ADA) of 1990 prohibits discrimination against qualified individuals with disabilities in organizations of fifteen (15) or more employees. The ADA also requires that the 1

3 employer offer reasonable accommodations to disabled individuals so they have equal opportunity to apply for job openings and, if hired, to be successful in their job functions. For additional information on discrimination law and compliance, see the Equal Employment Opportunity Commission web site at and the web site for the U.S. Department of Labor at You may also visit the Gordon State College web link to workplace posters at Gordon State College Policies Gordon State College has many policies in place to ensure our hiring practices are in line with all applicable laws and regulations. Please visit the /policies tab at to access Gordon State College s policies and procedures. Gordon State College Contact Information: Office of 419 College Drive Barnesville, GA HumanResources@gordonstate.edu Office: Fax: Approval Process For all vacant positions, a Personnel Action Form (PAF) must be completed with all necessary approvals obtained. The Personnel Action Form should be submitted electronically. Instructions on how to submit electronically can be found under the /forms tab at Once all approvals have been obtained, the completed PAF should then be forwarded to the Office of. The recruiting process should not begin without notification of an approved PAF. Please allow five (5) business days for processing. The Job Description for Staff and Administrative Employees* There are many critical steps in the hiring and interviewing process, beginning with the development of a job description. A clear and comprehensive job description is key to attracting top candidates. A job description summarizes the most important features of a job, including a description of the work that details the required tasks, knowledge, skills, abilities, responsibilities, and reporting structure. The physical requirements of the job are included for ADA considerations and exempt/non-exempt status supports the Fair Labor Standard Act requirements. *Job descriptions for tenured faculty and non-tenured faculty can be found in the GSC Statues, Chapter 1 Part C. * 2

4 When Gordon State College has an open position, whether it is a replacement for turnover or a newly created position, the next step after the PAF has been completed is ensuring that we have a job description for the available positons. A comprehensive list of all approved job titles at Gordon State College can be found at The hiring manager should request a copy of the most recent job description, review carefully, and all proposed changes should be forwarded to the Office of for approval. If the position to be filled is a newly created position, a new job title and job description must be formed. The hiring manager will need to complete a New Position Questionnaire and forward to the Office of. The New Position Questionnaire can be obtained from an HR Representative in the Office of. Together, the hiring manager and the Office of will develop a job description for the new position. Key components of a Gordon State College job description are: Job Summary Capstone or brief description of the essential elements of the position. Major Duties Major duties are those fundamental job-related duties that are necessary to the position. Knowledge Required by the Position This section includes information concerning the qualifications required or desired for the open opportunity. Supervisory Controls The scope of the individual s authority including a list of job titles that report to the incumbent. Guidelines, Complexity, Scope and Effect, Physical Demands, and Work Environment- Additional factors used to develop and evaluate the position. The job description is the primary vehicle for announcing the vacant position to audiences, and is a valuable tool for seeking candidates best-suited to Gordon State College s needs. Recruiting Recruiting is the process of identifying potential employees and encouraging them to apply for job openings. The goal is to attract a pool of qualified candidates, some of whom may later be given job offers. Recruiting for Diversity Equal employment opportunity legislation outlaws discrimination based on race, color, gender, national origin, religion, disability and age. Gordon State College abides by discrimination law and recognizes the inherent advantage of employee diversity. Gordon State College wishes to develop a diverse workforce through the use of recruiting methods that generate applications from a variety of individuals. Internal Posting Gordon State College understands that our current employees are our greatest resource. Therefore, we make every effort to recruit internally if we have interested and qualified candidates. All positions will be posted on the Gordon State College web site. We highly recommend that every employee interested in other opportunities within our organization take time on a weekly basis to review open positions. We will also make every effort to send out a campus wide when new opportunities are posted. When the collaborative efforts of the hiring manager and the Office of have identified an internal pool, an internal posting only may be listed on the Gordon State College website before 3

5 opening the opportunity to external candidates. These opportunities will be posted for five (5) days. Employee Referrals Current employees can be valuable resources for filling job openings; they may know of good prospects among their families and friends. All employees are encouraged to refer candidates who have suitable qualifications and would fit well into the Gordon State College organizational culture. Of note, the 2006 EEOC Compliance Manual updated guidance on the prohibition of discrimination under Title VII of the Civil Rights Act of The manual clearly warned that relying on word-of-mouth recruiting may generate applicant pools that do not reflect the diversity of the labor market and may be discriminatory. External Recruitment Sources The use of external recruitment sources varies with the type of job and the state of the economy. Entrylevel and hourly positions are often recruited locally. Professional and technical candidates are recruited from a larger labor market. Candidates for management and executive-level positions are predominantly recruited nationally. All open positions at the Gordon State College campus are posted on the internal web site. All staff openings are posted on the Georgia Department of Labor web site. Other web sites and newspapers, periodicals, trade journals, etc. may be used based on the open position. Faculty recruitment sources include USG Applicant Clearinghouse, Inside Higher Ed, Chronicles, and other sources identified by the Dean or Department Head. Hiring managers must consult with the Office of to make a decision on the external recruiting sources used for any opening. Online Job Postings Staff job postings on the Gordon State College web site will have a stated end date. For general staff openings, the posting will be placed on the web site for 2 weeks. For difficult or highly skilled openings, the posting may remain on the web site for 3-4 weeks. The exact timeline for postings will be agreed upon by the hiring manager and the Office of. Once the stated posting time line has expired, the posting will be removed from the web site and the selection process will begin. Staff job postings on web sites other than Gordon State College will run for one cycle based on the standards of that site. Administrative staff and faculty job positions will remain open until filled. Print Advertisements All print advertisements will be drafted by the Office of and approved in conjunction with the hiring manager. Ads will normally run for one cycle which generally ranges from one to two weeks. For difficult or highly skilled openings, print advertisements may be considered for additional weeks. The Selection Process Selection is the process of hiring the most suitable candidate for a vacant position. The end result of the selection process is to arrive at a top candidate from the applicant pool. The top candidate is derived from testing and/or other assessments of their knowledge, skills, abilities and other characteristics needed to successfully perform the job. Faculty will be asked to present a teaching 4

6 demo or conduct a talk in a topic of their expertise. Minimum Qualifications (Staff) Once the staff posting has closed, all applications will be reviewed by the Office of to identify the candidates who meet the minimum qualifications for the opening. Applications of all qualified individuals will be forwarded to the hiring manager for review. The hiring manager along with the Office of will choose the most qualified candidates to begin the interview process. Faculty applications are reviewed by the appointed search committee to determine the best qualified candidates. See Appendix A for the full-time faculty selection process and Appendix B for the part time faculty selection process. Internal Applicants (Staff) The Personnel File will be reviewed for internal applicants. Internal applicants who have a substandard Gordon State College performance evaluation in effect or who have received any discipline within the previous six (6) months (excludes counseling and oral reprimands) are not eligible for consideration. Also, internal applicants who have not completed their provisional employment period will not be considered. Selection Criteria Selection criteria are used to determine the best-qualified applicant from among all of the candidates who have met the minimum qualifications. Selection criteria go beyond minimum qualifications and look at quantity, quality, and relevancy of education, experience, knowledge, and other skills that each applicant possesses. Selection criteria also include qualifications that may be unique to a particular job and the particular department rather than the more general minimum qualifications. When applicants are compared to each other and selection criteria are applied, the best-qualified candidates can be selected for interview. Examples of Selection Criteria Education: Level completed, relevancy, and quality Previous Work Experience: Amount, relevancy, and quality; organizational skills including the ability to work in a diverse environment, multitask, and work under pressure; reliability including good attendance, and punctuality Communication: Written, oral, and interpersonal skills Technology (if applicable): Amount, relevancy, and quality of information technology training and/or experience Licenses and Certifications (if applicable): Possesses or can timely obtain necessary licenses and/or certifications Other selection criteria determined applicable by the department head which is specific to the position Methods for measuring Selection Criteria Application, Cover Letter, Resume References Interview Skills Test (Staff only) 5

7 Search Committees A search committee is a group of individuals formed for purposes of screening candidates for a posted position. The search committee adds value as a practical way to harness the large amount of work of reviewing and/or interviewing applicants. It provides for consistency in reviewing each candidate, and benefits from multiple perspectives. Unless compelling reasons, such as time constraints, exist to do otherwise, the use of a search committee is required when filling posted positions. Selecting a Search Committee Think carefully about the membership composition of your committee, keeping in mind that a large committee might impact how quickly the search process may be completed. Because decisions are made most effectively and efficiently by groups no larger than 5-7 people, search committees should be limited in size. Select committee members who have valued knowledge about the position to be filled. It is advisable to include employees from outside of the home department but who work directly with the open position. For staff positions, a representative will participate on searches when possible to monitor and assist in the process. Including a diverse group of individuals in search committees will provide a valuable dimension to committee discussions. Include individual(s) with a record of participating in searches with positive outcomes. Interviewing Selection interviews are designed to probe areas of interest to the interviewer in order to determine how well the candidate meets the needs of the organization. It is important that interviewers are properly trained in interviewing techniques and skills. Attention to this area will vastly improve the validity of the selection process. Prescreening Interviews Prescreening interviews will be used when there is a high volume of applicants for an open position and short interviews are needed to judge pre-qualification factors. These interviews may be conducted by phone, face-to-face or by electronic means (Skype, etc.). These interviews may be conducted by HR, the hiring manager, the search committee, or a combination of all three. In-Depth Interviews In-depth interviews are to be conducted by the search committee. For each vacant position, every effort will be made to engage three (3) candidates for the in-depth interview process. For example, if there are two (2) openings for one posting, every effort will be made to engage six (6) candidates for the in-depth interview process. For staff, In-depth interviews should be conducted within three (3) to ten (10) days of the ending of the job posting. If possible, it is best to interview all candidates over the course of a day or two. It is recommended that interviews take place in the conference room or another private location. If requested, a Human Resource representative will be available to assist with the scheduling and interviews. 6

8 If the in-depth interviews do not take place at the office, the hiring manager or search committee chair will be required to send all candidates interviewed to to complete a Background Check Authorization request. Styles of in-depth interviews may vary. Common types include: Structured Interview Patterned Interview Stress Interview Behavioral Interview Situational Interview Team Interview Interviewing Skills and Techniques Conducting successful selection interviews requires a range of skills and abilities. The following guidelines are recommended: Plan for the interview Establish and maintain rapport Listen carefully Observe nonverbal behavior Ask questions Provide realistic information Take notes Summarize Guidelines for Interview Questions The interviewer must be careful not to violate an individual s privacy or other rights. If a question is jobrelated, it is probably appropriate to ask. If it is not job-related, don t ask it. Questions that are not necessary to judge an applicant s qualifications, level of skills, and overall competence to perform the specific job should be avoided in interviews. Discriminatory/Potentially Discriminatory Interview Question Topics You cannot ask questions that do not directly relate to the job functions. Number of children/child-care arrangements Nationality of applicant s spouse Previous workers compensation claims Marital status Religious affiliation Nationality, lineage, national origin Spouse s occupation Religious holidays observed Past medical problems Health-care coverage through Date of birth Number and kinds of arrests spouse Applicant s race or color of skin Date of high school graduation Height and weight Ethnic association Age Veteran Status Birthplace of applicant/parents If applicant has a disability Nature or severity of disability Appropriate Interview Questions 7

9 Ask open ended questions that allow the candidate to give detailed answers rather than yes or no. Ask questions that relate to the position. It is recommended that you ask every candidate the same questions. What is your greatest strength? What character trait have you struggled to overcome? What would your supervisor/coworkers say about your work ethics? What makes you the best candidate for this position? Describe past job duties that are relevant to this position? What did you like/dislike about your past job(s)? When are you available to begin employment? If you need assistance developing questions that apply to your position, please contact the Office of. Interviewer Biases Without proper training, interviewers may inadvertently make inappropriate selection choices by misinterpreting the information they receive. Interviewers must take precautions to ensure that their preconceptions do not color their judgment. Some common forms of bias include: Stereotyping Inconsistency in questioning First-impression error Negative emphasis Halo/horn effect Nonverbal bias Contrast effect Similar-to-me error Cultural noise Testing and Background Investigation If properly conducted, nondiscriminatory formal tests can be of great benefit in identifying superior candidates. Tests must be a valid, reliable, job-related predictor. All testing must comply with all applicable federal employment laws. Skills Testing (Staff Only) The Office of has many skill tests available to determine cognitive ability and to assist hiring managers in the selection of the most suitable candidate. Computers are available in the Office of for computer based testing of administrative candidates. If a skills test is given, every candidate should receive the same test and have the same opportunity to complete it. Skills testing will be performed pre-contingent to the job offer. Background Checks Criminal background checks are mandatory for all Gordon State College staff, faculty and off-campus federal work study positions. Background consent forms will be completed on all in-depth interview candidates but only processed for the final candidate chosen. 8

10 Drug Testing Pre-employment drug testing is mandatory for all designated high risk and safety-sensitive positions. Furthermore, these designated employees will also be subject to random drug testing. Reference Checks Reference checks will be performed on all potential hires. A minimum of two (2) positive references must be obtained before an employment offer is made. Motor Vehicle Record Checks All positions requiring frequent and regular travel on college business will be subject to a preemployment motor vehicle record check. For more information concerning motor vehicle record checks, see the Gordon State College Motor Vehicle Use Policy at Employment Offer A letter of offer should immediately follow the final decision to hire a candidate. A letter of offer makes the hiring decision official. This phase of the hiring process should be handled just as carefully as the events leading up to it. The Office of will make all offers of employment to staff employees. Once a final candidate has been chosen, correspondence should be sent from the hiring manager to the Office of containing final candidate s name, proposed pay rate, schedule and anticipated start date. A professional will make a verbal offer and mail the letter of offer once the position has been accepted. The offer letter is to be returned within seven (7) days. Once the candidate has made a decision, the hiring manager will be notified. All full-time and part-time faculty offers will be made by the Dean of the School or Department Head. See Appendices A and B for more details. All academic hiring forms can be found at International Employees Gordon State College welcomes employment applications from qualified foreign nationals and currently employs international faculty. If you are considering an employment offer to an individual who is not a U.S. citizen, or holder of U.S. Permanent Resident Alien (green card), be advised that there are certain steps which the college must undertake on behalf of the international employee to permit us to legally employ him or her. This process may take from 60 days to 6 months to complete. Before extending an offer, please contact the Office of to discuss the details of obtaining a work visa for the potential employee. The policy on Hiring International Employees can be found at E-Verify Under the Immigration Reform and Control Act, employers are required to hire only American citizens and aliens legally authorized to work in the United States. Eligibility for employment must be verified for all new hires within three (3) days after they start work. Both the employee and a Gordon State College representative must complete and sign the I-9 form, with the employee presenting the 9

11 necessary documents to verify identity and the legal right to work in the United States. The I-9 form will be retained by Gordon State College for at least three (3) years. Official Closing of a Position After a candidate has been hired, the job posting will be closed and all candidates (faculty and staff) will be notified via . The hiring manager must submit a completed interview log and any supporting documentation which assisted in identifying the most qualified candidate to the Office of Human Resources for retention requirements. Date First Issued: 06/2013 Date Last Revised: 03/2014, 08/2014, 01/2015 Issuing Office: Approved By: 10

12 APPENDIX- A Hiring Full-time Faculty at Gordon State College Opening the Position Step Responsible Parties Notes: Seek Approval of PAF establishing the position in which search will occur Prepare short external announcement (for external job venues) and extensive internal announcement (for Gordon web site) Post announcements in all appropriate venues Prepare review matrix and review applications Select semi-finalists and make reference calls. (Note: In some Departments it is customary to seek permission from candidate to make calls, so a telephone interview with candidate may precede reference calls) Select Finalists and seek approval from VPAA to invite to campus Extend invitation with information about salary range 1. Department Head 2. Dean 3. VPAA 4. VP of Business 5. Director of Human Resources 1. Search Committee 2. Department Head/Dean 3. VPAA 4. PAF will establish the rank, tenure or non-tenure track, and salary range. Offers will not be made outside this range without written amendment to the PAF Announcements should reflect rank and tenure or non-tenure track. 1. Announcements should not be posted without approval of VPAA Selecting Candidates 1. Search Committee 2. Department Head/Dean 1. Search Committee 2. Department Head/Dean 1. Search Committee 2. Department Head/Dean 3. VPAA 1. Department Head/Dean Review matrix is a table that identifies the requirements and preferences from the advertisement to guide committee in evaluating candidates At least two reference calls for any candidate to be invited to campus VPAA should give guidance on how many finalists are appropriate and what salary range is possible 11

13 Plan visit for Interview Recommend interview Recommend appointment/hire 1. Search Committee 2. Department Head/ Dean 3. VPAA 4. President Department Head/ Dean 2. VPAA 1. Committee 2. Department Head/ Dean 3. VPAA 4. VP of Business 5. President Extending an Offer Each visit must include: Presentation Conversation with faculty Conversation with Department Head Visit with Dean Visit with VPAA Visit with President (if available) Visit to o Complete criminal background check o Complete Security Questionnaire o Receive benefit summary and have the opportunity to ask questions about benefits Must complete interview section of the Recommendation for Interview/ Appointment of Full-Time Faculty Form and send all required preinterview documents to the Provost: Letter of Application (optional) Vita/Resume Transcripts (unofficial are acceptable) Faculty Qualifications Form Department Head and VPAA sign the form. Must complete appointment section of the Recommendation for Interview/ Appointment of Full-Time Faculty Form and submit all required documents the VPAA: Faculty Personnel Record Verification of Retirement Status Faculty Salary Justification Form 12

14 With completed Recommendation for Interview/Appointment of Full-Time Faculty, extend verbal offer to candidate specifying that employment is contingent upon positive results of background check. Record accept or decline on the Recommendation for Interview/Appointment of Full-Time Faculty form and return to Academic Affairs Prepare and send letter of offer Send copies of Recommendation for Interview/Appointment of Full-Time Faculty form, required documents and letter of offer to Human Resources A list of the Search Committee should be sent to/ ed to. An interview log should be completed and submitted to. Any supporting documentation which assisted in identifying the most qualified candidate should be submitted to Human Resources (e.g. a summary of the reference checks.) 1. Department Head/ Dean 1. Department Head/ Dean 2. Academic Affairs Coordinator 1. Academic Affairs Coordinator 2. VPAA 1. Academic Affairs Coordinator 2. Director of Human Resources Closing the Position 1. Search Committee 2. Academic Services Assistant 1. Search Committee 2. Academic Services Assistant 1. Search Committee 2. Academic Services Assistant Communicate clearly with VPAA on the specifics of the offer Complete and sign the Accepted/Declined section at bottom of the Recommendation for Interview/Appointment of Full-Time Faculty form 13

15 APPENDIX-B Hiring Part-time Faculty at Gordon State College Step Responsible Parties Notes: Review applications and 1. Department Head select candidate Plan and execute visit 1. Department Head Each visit must include: 2. Visit to Complete criminal background check Complete Security Questionnaire Candidates will receive New Hire information after an offer is made and accepted Recommend appointment/hire Make verbal offer, complete and sign the accept or decline section on the Recommendation for Interview/Appointment of Part-Time Faculty form, and return to Academic Affairs Prepare and send letter of offer 1. Department Head Must complete Recommendation for Appointment for Part-time Faculty form. Attach all VPAA required documents: Letter of Application (optional) Vita/Resume Transcripts (unofficial are acceptable) Faculty Personnel Record Verification of Retirement Status Faculty Qualifications Form Department Head and Provost sign. 1. Department Head/Dean 2. VPAA 3. Academic Affairs Coordinator 1. Academic Affairs Coordinator 2. VPAA Communicate clearly the specifics of the offer on the Appointment for Part-time Faculty form. 14

16 Send copies of Recommendation for Appointment for Part-time Faculty, required documents, and letter of offer to Human Resources 1. Academic Affairs Coordinator 2. 15