HIRING PROCESS GUIDELINES GUIDELINES: STAFFING DOCUMENT INFORMATION Human Resources Documentation Last Updated: 7/1/2015 Updated by: Belinda L Prahl \\naf01b\enshare2\workdaymc\change management\training\training materials for end users - wd24\mss\manage staffing\business rules\hiring process guidelines.docx Version notes: This update from the 2013 version are mostly cosmetic. Overall changes include: Workday Job Requisition instead of Position Requisition Process Website resources at http://madisoncollege.edu/in/workday-staffing PSRP Classification process Look/feel/navigation of the document Minor version change: April 2015 Added Part-Time Employee Work Hours Decision Tree Updated Job Title guidelines Minor version change: July 1, 2015 Replaced HR Business Partner with HR Business Partner Added language about PSRP Exempt status under Employee Type Added chapter on Employee Separations BUSINESS PROCESS INFORMATION Owner: HR Analyst, HR Executive, http://madisoncollege.edu/in/workday-staffing Compensation Partner (Workday Security Roles) Business Case: This document is for employees who want to recruit and hire a diverse, well-qualified, student-focused employees for Madison College. It is the policy of Madison College to establish and adhere to standard and consistent recruitment and hiring procedures. This guide has been developed as a resource to individuals with responsibility for recruiting, interviewing, selecting and hiring of employees. It is also designed to assure compliance with applicable laws, regulations, and Madison College goals and policies. Madison College affirms its continued commitment to a policy of Equal Employment Opportunity and Affirmative Action in all of its hiring practices. The Human Resources (HR) staff is available to assist you in the employment process. We are committed to providing you the tools and services that you need to effectively navigate the hiring process. If we can assist you in any way, please contact HR.
Contents Position Development... 4 Position Title, Description, Employee Type... 5 Job Titles...5 Position Descriptions...5 Employee Categories...6 Part-Time & Full Time...6 Madison College Part-Time Employee Work Hours Decision Tree...7 Administrative...9 Executive Level...9 Directors/Supervisors/Managers...9 Administrative Support Staff...9 Academic Faculty...9 Full-Time...9 Part-Time...9 Faculty Emergency Hire...9 Paraprofessional and School Related Personnel (PSRP)... 10 Full-Time... 10 Part-Time... 10 Fixed Term Grant Funded Employee (FTGE)... 10 Casual Employee... 10 Limited Term Employee (LTE)... 10 Student Help... 10 Position Classification Process... 10 PSRP Classification... 11 PSRP Positions... 11 Administrative Classification... 11 New Administrative Positions... 11 Job Analysis / Position Description Questionnaire... 12 Job Requisition... 13 Getting Your Position Approved: Initiating the Recruitment and Hiring Process... 14 Authorization to Fill a Position (Online Job Requisition Process)... 14 When To Use The Job Requisition Process... 14 Job Requisition Roles, Responsibilities, and Routing... 14 Budgeting for Your Position... 15 2 7/1/2015
Recruitment & Hire... 16 Finding Qualified Applicants... 17 Job Announcement... 17 Advertising & Recruitment... 17 HR Recruitment Activities and Diversity Initiatives... 17 Suggested Targeted Recruitment Activities for Hiring Committee Members... 18 Recruitment Timeline... 18 PSRP Positions... 18 Administrative Positions... 18 Full-time Faculty Positions... 18 Part-Time Faculty Positions... 19 Casual Positions... 19 Online Applicant Tracking System (PeopleAdmin)... 19 Applicant Selection... 20 Committee Member Selection and Participation... 20 Composition and Selection of Committee Members... 20 Composition of Selection Committee... 20 Committee Training... 20 Roles and Responsibilities... 20 Initial Meeting... 22 Screening of Applicants... 22 Human Resources Screening of Applicants... 22 Committee Screening of Applicants... 23 Candidate Designation Categories... 24 Interview Preparation... 25 Developing Interview Questions... 25 Developing a Teaching Demonstration / Performance Exercise... 27 Performance Exercise Options... 28 RECORDS RETENTION... 29 MISCELLANEOUS... 35 Department & Supervisor Onboarding... 37 Human Resources Onboarding... 38 In Workday... 38 Orientation Experience... 39 Employee Separation... 41 Types of Employment Separations... 41 Voluntary Separation/Retirements... 41 Non-Renewal or Early Termination of Appointment... 41 Involuntary Discharge... 41 Administrative... 41 PSRP... 41 Faculty... 42 Reduction in the Workforce... 42 Seperation Process Details... 43 Voluntary Resignation OR Involuntary Layoff or Contract Non-renewal... 43 Employee... 43 Manager Process for Employee Voluntary Separation OR Involuntary Layoff or Contract Non-renewal... 43 Technology Services Process for Employee Voluntary Separation OR Involuntary Layoff or Contract Non-renewal:... 44 Retirement... 44 Employee Process... 44 HR Benefits Administrator Process for employee retirement... 44 Manager process for employee retirement:... 45 Technology Services process for employee retirement:... 45 HR Business Partner process for employee retirement:... 45 Involuntary Termination... 46 Manager process for Employee Involuntary Termination:... 46 Technology Services Process for Employee Involuntary Termination:... 47 HR records Unit Staff Process for Employee Involuntary Termination... 47 Process Overview... 48 Notes... 49 7/1/2015 3
POSITION DEVELOPMENT 4 7/1/2015
POSITION TITLE, DESCRIPTION, EMPLOYEE TYPE Human Resources Documentation - Guidelines: Staffing JOB TITLES Title Workday Field Description Default Variations Job Profile Title Under Job Details on the employee profile Reflects the general type and level of work performed that may include specialization System job title (administered by HR) None (Job Titles are centrally administered by HR) Position Title Under Job Details on the employee profile Reflects the general type and level of work performed that may include specialization Job Title None (Job Titles and Position Titles are centrally administered by HR) Business Title Under Job Details on the employee profile and under employee name on the top banner of the profile and organizaiton charts Reflects the type of work performed and unique characteristics of the position, location and/or department (for internal view) Job Title plus enhancements (as warranted) Function can be enhanced, and location or department can be added. The implied job level cannot be modified. All proposed changes are reviewed by HR to confirm alignment with the established Madison College title framework. Posting Title N/A Reflects the type of work performed and unique characteristics of the position (for internal and external view) Business Title Posting Title can vary from Job Title, Business Title and Position Title for the purpose of recruitment. Function can be enhanced, and location or department can be added. The implied job level cannot be modified. All proposed changes are reviewed by HR to confirm alignment with the established Madison College title framework. POSITION DESCRIPTIONS The position description is: essential functions required qualifications, knowledge, skills and abilities. The position description is the basis for: 7/1/2015 5
personnel recruitment, candidate selection, training, and performance appraisal. A well-written, thorough description sets the expectations for employment and provides a framework for personnel supervision. A position description is needed: whenever a new position is established. revised position description is needed whenever there is a substantial (more than 20% for PSRP) change in the duties, responsibilities, or organizational relationships of an existing position. In consultation with HR, the hiring manager is responsible for developing the position description. If a current position description already exists, the hiring manager retrieves it from the Shared Drive, prints it, and submits it with the Job Requisition process. When creating a new position or changing an existing position description, the hiring manager, in consultation with HR, completes a position description form located on the Shared Drive. EMPLOYEE CATEGORIES The categorization of employee groups is defined below in order to facilitate consistency in communication, personnel and payroll record-keeping systems, classification and compensation, application of benefit programs, and meeting reporting requirements. PART-TIME & FULL TIME See, "Part-Time Employee Work Hours Decision Tree" (next page) Each employee is responsible for monitoring their work hours and complying with the guidelines in the Decision Tree. Appointed staff in each of the schools is responsible for accurately maintaining and communicating part time employee job status updates and job changes to Human Resources. If there are any questions regarding that procedure, please contact healthcarereform@madisoncollege.edu. The Human Resources department monitors part-time employee hours and provides monthly reports to the President. 6 7/1/2015
Madison College Part-Time Employee Work Hours Decision Tree * Does the part time employee teach? Y Part-time Faculty Max 49.9% teaching load/max instructional hours* AND The sum of ALL nonteaching hours worked may not exceed 12 hours per week ** N Is the part-time employee PSRP? (No teaching assignments) Y Part-time PSRP Max hours per calendar year: 1,508 AND Max 30 hours per week; all hours, all jobs N Are they qualified and hired as student help and/or Y Student Help/ College Work Study Max 19 hours per week EXCEPT Up to 30 hours per week during summer and spring/winter breaks N Casual Employee (No teaching assignments) Y Casual Employee Max hours per calendar year: 519 AND May not exceed 30 hours per week, all hours, all jobs * & ** See next page
*This includes TAG assignments and hourly instructional teaching assignments. Current procedures in place under Learner Success to ensure the employee is a part time instructor (versus full time) must continue to be maintained. **Part time faculty hour limits apply throughout the semester as well as break periods and summer. This hours maximum is the sum of all non-instructional hours on all jobs. Examples of non-teaching hourly work include curriculum development, department meetings, convocation, set up, casual work, etc. 8 7/1/2015
ADMINISTRATIVE These positions are appointed by the President and include those employees in confidential capacities that may be responsible for planning, organizing, supervising, directing, controlling, and evaluating the activities of a major function of the College. Executive Level Individuals who plan, direct and formulate policies, set strategy and provide the overall direction of the College for the development and delivery of products or services within the parameters approved by the District Board. Examples of these kinds of managers include President and Vice President. Directors/Supervisors/Managers Individuals who oversee and direct the delivery of products, services or functions at a group, regional or divisional level of the College. Managers receive direction from the executive level management. They implement policies, programs and directives of executive/senior management within set parameters. Examples of these kinds of managers include Administrative Supervisor, Manager or Director. Administrative Support Staff Individuals who are responsible for providing skilled administrative and/or specialized services essential to the College's administrative operations and/or executive leadership staff. Incumbents possess and apply advanced skill to assigned area by adapting procedures, processes and techniques as necessary to accomplish the requirements of the position. Examples of these kinds of staff include Administrative Assistant to the Vice President and Administrative Assistant to the President. ACADEMIC FACULTY A faculty member deals directly with the intellectual substance of the curricular functions of the College; advises on academic matters; or is in some other manner responsible for contributing to or supplementing student life, student success, or curricular activities. Academic faculty includes: Full-Time A full-time faculty is a professional employee in one of the following categories: 1) Faculty instructing at least fifty percent (50%) of a normal teaching schedule or 2) Counselors working at least half time, or 3) Faculty working at least half time who are designated as a Unique Group as defined in Article XI: Training for Public and Private Sector Business, Labor and Industry Faculty (customized training), which includes the Center Community and Corporate Learning Apprenticeship Faculty Farm Business Faculty Resource Faculty Part-Time A part-time faculty is a professional employee in one of the following categories: 1) Instructors teaching less than fifty percent (50%) of a normal teaching schedule, or 2) Counselors working less than half of a normal counselor s schedule. This does not include instructors teaching exclusively 600 level courses, administrative, supervisory, managerial or confidential employees. Faculty Emergency Hire A faculty emergency hire is used as the designation for a temporary, short-term, immediate need that is unanticipated and may be characterized as not having advance notice (less than 60 days before the start of the semester) and there is 7/1/2015 9
not sufficient time for a full hiring search to be completed (e.g., death, medical leave, disability, or short-term workload demands created by unexpected job vacancies). PARAPROFESSIONAL AND SCHOOL RELATED PERSONNEL (PSRP) A PSRP employee performs duties in a supportive role, requiring a combination of basic or technical knowledge and manual skills which can be obtained through specialized post-secondary school education or through equivalent on-thejob training. Examples of these kinds of staff includes all office, clerical, technicians, custodial, maintenance, and related employees (including limited term). This does not include supervisory, confidential, and managerial employees. Full-Time A full-time PSRP employee works eleven hundred and forty (1140) hours or more per calendar year. PSRP employees who are classified as a C42 are exempt employees. Part-Time A part-time PSRP employee works at least five hundred and twenty (520) hours, but less than eleven hundred and forty (1140) hours per calendar year. FIXED TERM GRANT FUNDED EMPLOYEE (FTGE) A Fixed Term Grant funded employee is one who is hired to work in a position that is grant funded, with the initial term of the grant not exceeding three (3) years, and continuation of funding beyond the initial term is not expected. CASUAL EMPLOYEE A person hired on a temporary basis (temporary means less than three months or 519 hours unless the person is filling a vacancy created by a leave of absence of a PSRP bargaining unit member). A vacant position may be temporarily filled by a casual employee for ninety (90) days or five hundred and nineteen (519) hours, whichever occurs first. However, if the hiring process is initiated within the period of time referenced above, the vacant position may be temporarily filled until the hiring process is completed and a new bargaining unit employee begins work. LIMITED TERM EMPLOYEE (LTE) A limited term employee is defined as a person employed to work on a specific project with a specific beginning and ending date. The ending date is within one (1) year of the beginning date. The project may be extended past the end date with mutual agreement between the College and the union. LTE s may be Administrators, Faculty, or PSRP employees. STUDENT HELP Students may be employed at the College while enrolled as a student at the College. The student is typically scheduled to work at the student rate, part-time during the academic year, up to 19 hours per week. Student not taking classes at the College may work full-time during the summer at the same rate. Students who take classes during the summer may continue working up to 19 hours per work. POSITION CLASSIFICATION PROCESS The classification system is designed to objectively review and evaluate job content of positions for the purpose of consistent, fair equitable placement and compensation of employees. The hiring manager must determine whether the position is new or existing, which includes replacement positions. If the position is new or vacant and has not been classified in the past three years, it must be evaluated through the classification process (listed below) for an appropriate title and salary range. If an existing position becomes vacant and the position responsibilities remain substantially the same as previously defined, the hiring department/unit may proceed with the hiring process. In cases where there are 10 7/1/2015
substantive changes in the responsibilities of the position, the position should be reclassified and the position description updated. The College has two major classification systems, the PSRP and Administrative classification processes. PSRP CLASSIFICATION The current PSRP Classification system has been put on hold until after the completion of the classification and compensation study which is scheduled to begin May 1, 2014. All positions require a Position Description Questionnaire. Current information & forms can be found at http://madisoncollege.edu/in/psrp-classificationstudy The study has will: Review all job functions to ensure staff is appropriately classified and to update class specifications. Review classified compensation in order to determine if compensation is both internally equitable and externally competitive in the market. PSRP Positions If position has been classified w/in the last 3 years (HR Business Partner has this information) Visit http://madisoncollege.edu/in/workday-staffing to complete a Job Requisition Justification Form (with the position description) must be submitted and approved by the unit Supervisor/Director, Vice President, Executive Team, and Budget office. If the position has NOT been classified within the last 3 years The position must go through the PSRP classification process to be evaluated and placed in the appropriate salary range before following the steps below. 1. Complete and submit the Position Description Questionnaire (PDQ) (130 KB DOCX) (located on the Madison College website http://madisoncollege.edu/in/workday-staffing) to HR. The Manager will be informed of the results to begin the position classification process. ADMINISTRATIVE CLASSIFICATION New Administrative Positions The supervisor must contact the appropriate HR Business Partner to determine if the position has gone through the administrative classification process. If it has, follow the above steps for position approval. If it has not, the position must be evaluated through the administrative classification process and placed in the appropriate salary range before the position justification approval process mentioned above may begin. Contact the HR Business Partner for instructions. The HR Administrator (Kristin Gebhardt) classifies the position, and then forwards the information to the hiring manager to begin the position justification approval process. Notify the HR Business Partner of specialized and targeted advertising and recruitment needs. Minimum posting periods for PSRP positions are internally for eight days and three weeks externally, four weeks for faculty positions, and three weeks for administrative positions. Identify screening and interviewing committee members, determine interview dates (first, second, and final), and develop the screening rubric, interview questions with benchmarks, and the teaching demonstration/performance exercise. 7/1/2015 11
Note: Begin this work immediately after submitting the Job Requisition Form for approval. This information must be submitted to the HR Business Partner before online access to candidate materials is given. Screen, categorize, and determine candidates for the first set of interviews. Submit screening materials and a list of candidates to the HR Business Partner. Conduct first, second (optional for PSRP positions), and final interviews (for administrative and faculty positions. The HR Business Partner will coordinate the reference and background checks, make the final offer and send the employment letter and/or contract along with the benefits package to the candidate. Ensure background check is conducted for part-time instructors, casual and student help positions. For casual and part-time faculty hires, ensure that the appropriate paperwork is collected following interviews and submitted to HR. Job Analysis / Position Description Questionnaire Job analysis is a systematic way of collecting data and making judgments about the duties and nature of a specific job. The job analysis provides HR with the information needed to allocate the position or develop a new classification. Job analysis must begin with the completion of a formal Positions Description Questionnaire (PDQ) that documents specific information regarding the essential duties, responsibilities and decision-making requirements of the job. Please find the PDQ at: http://madisoncollege.edu/in/class-specifications. A job analysis will be performed by HR for all newly created positions or if the essential duties of an existing job have substantially changed by 30% or more. If the position is a new position or has satisfied the requirements for a reclassification, a job analysis will be performed by HR to determine if the position falls within an existing classification or if a new classification is required. If a new classification is required or if the existing classification needs to be updated, it will be developed or updated by HR based upon the guiding principles and policies of the job classifications. Review and evaluation of questionnaire. The HR Department will process the documentation and schedule information exchange sessions with the hiring manager completing the questionnaire. HR communicates results to the hiring manager, employee and other applicable individuals. The hiring manager proceeds with the position requisition process to acquire the necessary approvals to fill the position. 12 7/1/2015
JOB REQUISITION 7/1/2015 13
GETTING YOUR POSITION APPROVED: INITIATING THE RECRUITMENT AND HIRING PROCESS The recruitment process begins once there has been a resignation, termination or the manager decides to create a new position. Once either of these situations occur, the manager should meet with the appropriate HR Business Partner to create or update the position description of the vacant position, initiate the job requisition process through PeopleSoft and develop a recruitment and selection plan. AUTHORIZATION TO FILL A POSITION (ONLINE JOB REQUISITION PROCESS) Once a position has gone through the classification process, it is the responsibility of the hiring manager to acquire all necessary approvals and to move forward with the hiring process. WHEN TO USE THE JOB REQUISITION PROCESS The online Job Requisition form documents the rationale and circumstances to support filling vacant positions, creating new positions, changing existing positions, or eliminating positions. This includes all full-time positions (Faculty, Administrative and PSRP) and permanent part-time PSRP positions that have been assigned a position number. JOB REQUISITION ROLES, RESPONSIBILITIES, AND ROUTING The Job Requisition process begins with a web-based form. Individuals with the responsibility of handling Job Requisitions will complete the fields on the pages of the form. This person is referred to as the Initiator. Once the Initiator completes the form and Send to Supervisor is selected, a routing process begins in sequence, sending notifications to those responsible for reviewing, approving, and taking other actions. At any time, those involved may review the status of the Job Requisition. Initiator Completes the online form and provides all required information including all proposed changes so that the form is routed through the entire process. Supervisor Receives and reviews the submission, makes adjustments as needed and either approves or rejects the Position Requisition. If rejected, it is routed back to the Initiator. It approved, it is routed to the department budget manager. Department Budget Manager Reviews the submission, makes adjustments as needed and either approves or rejects the Position Requisition. If rejected, notification is sent to the supervisor and the initiator. If it is approved, it is routed to the VP. Vice President Reviews submission and indicates if approved for consideration. Human Resources Records Management Confirms classification, updates the position description tab to reflect the current approved position description, and routes to the Budget Office. Budget Office Costs the position as proposed, confirms funding sources, calculates any funding difference (compares costing to funding source), identifies if inter or intra fund transfers will be required once approved, and assigns preliminary chart field allocations. Budget Director Confirms funding sources are sufficient and routes information to the Executive Team for consideration. If funding sources are not sufficient, the form is routed to the Vice President or to the Department Budget Manager for resolution. 14 7/1/2015
Executive Team Reviews the Position Requisition and approves or rejects the requisition. Notification is sent. Human Resources Records Management Updates the position management system. Budget Office - Updates payroll chart fields and allocations, makes budgetary adjustments if needed, and prepares budget modification if needed. Payroll If approved, updates tables with chart field allocations provided by the Budget Office. Supervisors/Initiator/Budget Manager Notes approved chart field assignment for future reference and works with HR Business Partner on next steps related to requested action. HR Business Partner - Works with the supervisor on requested action. BUDGETING FOR YOUR POSITION 7/1/2015 15
RECRUITMENT & HIRE 16 7/1/2015
FINDING QUALIFIED APPLICANTS JOB ANNOUNCEMENT The HR Business Partner will develop the position announcement (posting) using the approved position description submitted from the hiring manager. The job announcement notifies potential job seekers of available positions, provides a template for organizational decision-making in candidate selection, and serves as a marketing tool for the College. The announcement includes information about application deadlines, duties, location, minimum qualifications, materials required to apply and appropriate salary range. All positions are simultaneously posted to the Madison College jobs webpage and other advertising sources. ADVERTISING & RECRUITMENT The HR Business Partner is responsible for supporting the advertising and recruiting needs for each of their assigned departments within the College. Public (external) announcement of full-time and part-time vacancies will be placed in print and online job sites as well as on bulletin boards at appropriate campuses/centers. HR is responsible for payment of the advertisement in core publications. The supervisor may request that announcements be made in other publications or advertising through other methods, but the department is responsible for costs incurred. A successful recruitment is a collaboration between HR Business Partner, the hiring committee & the hiring manager. Some of the core advertising publications include: Print Sources Wisconsin State Journal Madison Times La Comunidad UMOJA Capital City Hues Web Sources Higher Ed Jobs Inside Higher Ed Chronicle of Higher Ed Career Builder.com UMOJA online If, in the opinion of HR and the hiring department, it is determined that the position should be further advertised for a wider selection of applicants, the hiring manager will work with HR to advertise in additional sources. The department will be responsible for the costs. Additional advertising for hard-to-fill positions may be negotiated between HR and the department. HR RECRUITMENT ACTIVITIES AND DIVERSITY INITIATIVES HR conducts additional recruitment activities to promote Madison College as an employer and to publicize available positions in a manner which will bring it to the attention of a large number of potential candidates, specifically candidates of color. This includes: Conducting pre-recruitment activities to identify potential candidates and additional advertising sources for positions that have not been posted; 7/1/2015 17
Attending local, state, and regional conferences and career fairs; Maintaining an up-to-date database system that enables consistent communication with various contacts including, list-serves, universities and colleges, professional organizations, and non-traditional sources; and Participating in periodic interactive Question & Answer sessions within local communities of color to provide detailed information on the hiring process, employment requirements and information on the general types of employment positions at the College. Suggested Targeted Recruitment Activities for Hiring Committee Members Make personal contacts with women and minorities at professional conferences and invite them to apply. Ask faculty and students to help identify women and minority candidates. Contact colleagues at other institutions to seek nominations of students nearing graduation or others interested in moving laterally, making sure to request inclusion of minorities and women. Place announcements on websites, list-serves, journals, and publications aimed specifically at under-represented minorities and women. Identify qualified women and minority faculty at other institutions, particularly faculty who may currently be under-represented, and send job announcements directly to them. Recruitment Timeline When positions are posted internally, this means that positions are posted on the Madison College jobs web page and only current Madison College employees may apply. When positions are posted externally, this means they are open to internal employees as well as the public. Casual, LTE, administrative, and student/work study employees are considered internal applicants, but are not afforded the same provisions as PSRP union employees awarded under the PSRP Collective Bargaining Agreement with regard to interviewing candidates. PSRP Positions HR will submit a copy of the job posting for review to the union classification officer at least three (3) business days prior to posting the position on the Madison College jobs web page. The job opening(s) is posted internally for a minimum of eight (8) business days. Current qualified PSRP employees should apply at this time if interested. It may be necessary for the hiring manager to conduct a preliminary interview, which may include testing, to determine whether or not the candidate meets the qualifications including having the necessary credentials, knowledge, skills, and abilities listed on the job announcement. If the candidate does not meet the standards in these areas, the manager may deem the candidate not qualified. If no qualified PSRP candidates apply or applicants are deemed unqualified, the hiring manager may interview other qualified internal employees or proceed with the external recruitment. PSRP positions will be posted externally on the Madison College jobs web page for a minimum of three (3) weeks. Subsequent vacancies within the same classification, department, location, and hours within a three (3)-month period from the date of hire need not be reposted. Qualified applicants from the previous pool, if any, will be considered for the subsequent vacancy. Administrative Positions HR will submit a copy of the job posting to the hiring manager prior to posting the position on the Madison College jobs web page. Internal and external applicants should apply at this time if interested. Positions will be posted externally for four (4) weeks. Subsequent vacancies within the same classification, department and location within a six (6)-month period from the date of hire need not be reposted. Full-time Faculty Positions HR will submit a copy of the job posting to the Union President prior to posting the position on the Madison College jobs web page. Internal and external applicants should apply at this time if interested. Positions will be posted externally for four (4) weeks. Subsequent vacancies within the same department and location within a six (6)-month period from the date of hire need not be reposted. 18 7/1/2015
Part-Time Faculty Positions Part-time faculty pools are created at the request of the hiring manager at any time during the year and remain active through January 30 of the next year. Recruitment is ongoing. When a new pool is created, the part-time faculty hiring manager must ensure that a pool is appropriately subdivided [i.e., Adult Basic Education (ABE) may be subdivided as: ABE-Mathematics, ABE-English, ABE-Writing] before submitting to the HR Business Partner to post. HR will accept new postings starting in January for the following academic year. Casual Positions Casual positions are created at the request of the hiring manager. Posting the position is optional. If the hiring manager chooses to post the position, it will be posted for at least two (2) weeks. ONLINE APPLICANT TRACKING SYSTEM (PEOPLEADMIN) The College uses a user-friendly online applicant tracking system, through PeopleAdmin that allows HR to streamline the process by which applications are submitted and processed. All candidate applications must be submitted through the applicant tracking system found on the Madison College jobs web page. The hiring manager determines which applicant documents will constitute a complete application (i.e., resume, transcript, supplemental questions). The selection committee will have access to the candidate pool once all necessary screening and interview information has been submitted to the appropriate HR Business Partner. The online applicant tracking system also: Tracks all applicant information; Allows for Job Specific Supplemental Questions for screening purposes; Tracks the flow of the application and interview process; Allows for simple email blasting to groups of applicants; Tracks the best sources of applicants and new hires; Automates compliance reporting; and Allows for multiple logins with restricted access. 7/1/2015 19
APPLICANT SELECTION COMMITTEE MEMBER SELECTION AND PARTICIPATION COMPOSITION AND SELECTION OF COMMITTEE MEMBERS Composition of Selection Committee The hiring manager is responsible for selecting members for both the screening and interviewing committee(s). Considerations in selecting committee members include: Individuals familiar with the nature of the position and the needs of the department, evidence of mature, professional judgment, representation by a reasonable departmental crosssection of relevant reviewers (without requiring representation by all concerned parties), and potential for a conflict of interest to emerge with the appointment of any individuals that may need to recuse themselves due to a conflict of interest regarding an association with the candidate(s) that may prove problematic to the interview process. Note: To achieve a balanced panel, the committee will make an effort to include a faculty, staff, or EEO representative who is an ethnic minority or individual with a disability. Committee Training To ensure understanding of the process, role and responsibilities of participating in the hiring process, committee members must receive an orientation conducted by HR. Roles and Responsibilities Committee Chair The Chair is the hiring manager or immediate supervisor of the position. Responsibilities include: Guide, direct, facilitate, and oversee committee meetings. Maintain compliance with all district policies and procedures as well as state and federal laws. Select and submit names of committee members to the HR Business Partner. Develop depth and breadth criteria, interview questions and benchmark responses, with input from the screening and/or interviewing committee members and submit to HR. Ensure recommendations for the number of interview candidates is discussed and agreed on by majority vote of the committee. Collect all selection committee documentation (interview materials, screening grids, demonstrations, etc.) in a timely manner and submit to HR upon completion of recruitment and hiring process. Create a climate of trust, mutual respect and consensus building by respecting the opinions and perspectives of each selection committee member. Adhere to the hiring process timeline. Committee Member A committee member is any Madison College employee selected by the Chair to participate in the hiring process. Responsibilities include: Participate as a voting member in assigned areas of the hiring process including screening the applicants and the first and/or second interviews. Attend (if necessary) committee orientation prior to participation on the committee. 20 7/1/2015
If requested, assist in the development of depth and breadth criteria, interview questions and benchmark responses. Evaluate/screen qualified applicant pool using pre-determined criteria when reviewing application/ attachments, vacancy announcement, competencies, rating grids, evaluation tools, etc. Communicate opinions and perspectives honestly to other members, being respectful of opinions and perspectives of others while working toward consensus. Respect the confidentiality of the hiring process and committee discussions. Under no circumstances should there be discussion outside of the committee regarding candidates. Recommend candidates for interviews. Be prepared to discuss the strengths and weaknesses of each candidate identified and provide a rationale for the non-selection of other qualified candidates. Notify the EEO representative or HR Administrator if you discover an unfair or bias practice occurring. Equal Employment Opportunity Representative (EEO Representative) The EEO representative is a current Madison College employee who has received applicable training. The EEO Representative must be from an area of the College not associated with the vacant position. Responsibilities include: Participate as a voting member in all areas of the hiring process including screening applicants and the first and/or second interviews. Serve as a resource and an advocate for fairness, equity and diversity in the hiring process. Ensure that selection criteria are related to the position and all procedures and practices are applied fairly and consistently for all applicants. Ensure applicants are treated equally throughout the interview(s) in terms of allotted time, questions asked, respectfulness and responsiveness. Ensure during deliberations, that only the duties and responsibilities of the job are considered in determining interviewees, finalists and final hire. Report allegations of noncompliance to the Affirmative Action Officer, halting the process if appropriate. NOTE: The HR Business Partner is responsible for securing the EEO representative for the screening and interviewing committees. Community Representative (Optional) A community representative is an individual not employed by Madison College who is interested in serving on the selection committee and may or may not have content background. The objective is to have an individual who brings an outside, unique perspective and balance to the panel reflecting the demographics of the community. If this member is included in the process, the chair will determine whether the individual will serve on the first or second interview Responsibilities include: Attend (if necessary) orientation prior to participation on the committee. Follow the charge of the committee as directed by the hiring manager. Communicate opinions and perspectives honestly to other members, being respectful of the opinions and perspectives of others, while working toward consensus. Respect the confidentiality of the hiring process and committee discussions. Under no circumstances should there be discussion outside of the committee regarding candidates. Discuss quality of candidates interviewed making a recommendation to the hiring manager keeping in mind the requirements of the job and the charge of the committee. 7/1/2015 21
NOTE: The HR Business Partner is responsible for securing the EEO representative for the screening and interviewing committees. Human Resources Business Partner The HR Business Partner is employed by HR and is responsible for coordinating the recruitment and selection activities for their assigned areas (see HR Department chart following the table of contents). Responsibilities include: Communicate with applicants and interview candidates in all phases of the hiring process. Conduct initial screening of application materials to ensure that candidates meet minimum qualifications and credentials. In conjunction with the Chair, develop the criteria used to measure the depth, breadth, and relevance of experience. Review screening results and final ranking of candidates to be invited for interviews. Coordinate interview process to include contacting candidates for interviews, handling travel arrangements, securing the interview room and interviewing necessities (tape recorder, writing utensils, etc.), supplying the committee members with candidate interview and evaluation materials, and providing notification of interview status to candidates. Work with the Chair to select the EEO and community representative for screening and interviewing committee. Generate the hire or contract letter and appropriate benefits package with supporting documentation and forms. Coordinate the pre-employment background check for the final candidate(s) selected using a third party agency. INITIAL MEETING The hiring manager/chair is responsible for scheduling and coordinating an initial meeting with the committee members. The purpose of the meeting is to: Verify the committee s charge, which includes a particular focus on equitable search practices, and identify outstanding women and underrepresented minority candidates for the position. Identify and discuss selection criteria to be included on the depth and breadth screening rubric. If necessary, discuss any weighting that will be given for each criteria area. Discuss and make changes or additions to interview questions (provided by HR). If necessary, discuss any weighting that will be given for each question. Establish plans for actively recruiting candidates, especially underrepresented minorities involving committee members in recruitment efforts. Determine hiring process timeline which includes most feasible interviewing dates and times. Remind committee members that HR is available to consult with as questions arise throughout the hiring process. Remind committee members of the importance of confidentiality and conflict of interest. SCREENING OF APPLICANTS Applicant screening refers to the process of evaluating candidates based on criteria such as required qualifications, desired skills, and relevant experience. The goal is to filter the applicant pool down to a short list of candidates who merit further, more in-depth consideration. The applications are first screened by HR. Remaining candidates are then evaluated by the screening committee. Human Resources Screening of Applicants HR will conduct the initial screening of applicants based on the qualifications specified in the job announcement. The hiring manager has the option of reviewing the list further and will approve the final list of applicants. The HR Business Partner will provide notification to applicants not meeting the minimum qualifications by email via the PeopleAdmin applicant tracking system. 22 7/1/2015
Committee Screening of Applicants Developing the Depth and Breadth Screening Rubric The screening committee conducts the screening of applicants based on the depth and breadth screening criteria that is developed in advance by the hiring manager with input from the committee. The criteria is placed into a rubric template form (available on the shared drive) and used to screen applicants. The following process may be used to develop the applicant screening criteria: Discuss and identify three (3) to five (5) of the most important functions of the position to serve as the criteria for screening candidates. Ensure that the criteria is directly related to the requirements of the position, clearly understood, and accepted by all members of the screening committee. This includes clarifying the knowledge, skills and abilities needed for a particular position. Note that different criteria may produce a list of different top candidates. Be sure to consider all criteria that are pertinent to the department s goals (e.g., experience working with diverse students). Determine if criteria areas will be weighted (e.g., the weight to be given to work experience versus teaching experience). If each area is of equal importance or value, no weighting is needed. Identify the depth and breadth level for each criteria area to assess the extent to which candidates meet the qualifications. The major depth and breadth levels are: Beginning (1), Developing (2), Accomplished (3), and Exemplary (4). The Chair develops the criterion for each level with input from the committee and in consultation with the HR Business Partner after which, the criterion is placed into a rubric template form (located on the shared drive) and used by the committee to assess all candidates. 7/1/2015 23
Partial example of a Depth and Breadth Screening Rubric B = Beginning D = Developing A = Accomplished E = Exemplary 1 2 3 4 Experience working in collaborative team settings. 10% Experience with team/group activities in academic or work settings. Experience on institutional committees and/or business teams. At least one of these: Leadership role in an academic setting. Experience working on a curriculum team. At least one of these: Worked on crossdisciplinary team(s). Collaborated with staff from other institutions. Committee Access to Applicant Pools Once the rubric has been developed and submitted to HR for approval, the Chair must ensure that all required documents and information is submitted to the HR Business Partner to receive access to applicant pools for screening to include: Names of the screening and interviewing committee members; Date(s) for the first and second interviews; Interview questions with benchmarks, and any associated weighting points; and Performance/teaching demonstration. Once this information is submitted to HR, the HR Business Partner will ensure that committee members have the necessary tools to complete the screening of candidates including: Online access to candidates (username and password); Position description w/supplemental questions; Depth and breadth screening rubric; and Screening grid listing candidate names and criteria areas to capture screening scores. The screening committee will thoroughly review the application and corresponding materials submitted by each applicant. The screening of applicants must be conducted without reference to, or consideration of, perceived or actual race, ethnicity, religion, disability, sexual orientation, or other protected characteristics. Each applicant is screened on the information available in the application materials submitted. The presence or lack of required application documentation must not be used as a point factor in rating the applicant. It is estimated that screening takes at least one week to complete, but the Chair will determine the timeframe. Committee members will discuss screening results and come to an agreement on the top candidates to be interviewed. CANDIDATE DESIGNATION CATEGORIES Madison College is committed to promoting inclusion in our workforce of individuals previously excluded or underrepresented. This is achieved through specific strategies to ensure that a diverse pool of candidates is recruited and 24 7/1/2015
interviewed. As such, the College uses a candidate designation process to determine which candidates will be selected for interview(s). Once the applicant screening process is completed, candidates are placed into at least one designation category: Traditional, Diverse or Rising Star. The committee will discuss and come to an agreement on the top candidates by category. The names of the top candidates (an equal number of candidates in each designation category) are forwarded to the HR Business Partner. The HR Business Partner will provide notification to applicants as to whether or not they will receive an interview by email via the PeopleAdmin applicant tracking system. Traditional: Academically/experientially qualified veteran most often having over five (5) years work experience and teaching experience (for applicable positions). Rising Star: Bright, talented beginner with initial and variety of related experiences indicating a potential to be a highly effective employee. Diverse: Ethnically diverse, qualified candidates. If there are no ethnically diverse candidates, other factors that indicate the potential to add value and diversity of perspective to the College will be considered, such as: Broad cultural perspective: diversity of gender, age, life style, religion, cultural and socio-economic background or disability; International perspective: in-depth international background and experiences that add value and diversity to the college; Experience with diverse socio-economic populations: in-depth experience living/working with diverse populations; or Professional perspective: academic perspective, work-related experience relevant to improve teaching and learning. NOTE: Grouping of candidates is required for all permanent full-time and part-time PSRP positions. Internal candidates may compete for position vacancies in any category (Traditional, Rising Star, Diversity), not to exceed one-half of the number of candidates invited to the first interview. This does not apply to emergency, replacement, or grant-funded positions. The hiring manager may interview any number of candidates as long as there are an equal number of candidates (when possible) in each designation category being interviewed. INTERVIEW PREPARATION The HR Business Partner will work with the hiring manager, obtaining input from the committee when necessary, to develop the interview questions, teaching demonstration/performance exercise and other evaluation activities outlined in this section. Developing Interview Questions If requested, the HR Business Partner will provide questions used in previous interviews for reference or meet with the Chair and committee to assist in preparing interview questions. The questions with benchmarks must be developed and submitted to the HR Business Partner before interviews are scheduled. When developing or updating previous interview questions, be sure to create questions that elicit the candidate to tell the committee about specific work experience and their professional accomplishments. This may be done by: 1) Reviewing screening criteria to identify traits a successful candidate should possess, but which cannot be adequately determined from the application; 2) Understanding the strategic direction of the department and traits that will aid the department in achieving its goals; and 3) Developing effective interviewing questions to include: 7/1/2015 25
Behavioral-based questions requiring the candidate to draw from their past experience in each question and relay specific examples; Open-ended questions covering a major topic or time period and encourage applicants to freely express ideas; Self-appraisal questions asking applicants to evaluate a portion of their work history or qualifications; Situational questions posing realistic, job-related situations that call for the applicant to evaluate the problem and provide a reasonable solution; and Probing questions asking applicants for a step-by-step description of how they accomplished specific assignments. The theory is that if candidates can explain in some detail how they did something, it is likely that they can do it again in the future. Developing Benchmarks or Suggested Responses for the Interview Questions Once the interview questions are developed, there must be a way to measure the applicant's response. Benchmarks are suggested answers to the questions that are linked to the rating scale. Benchmarks provide a frame of reference for assessing the candidate s responses objectively and consistently and serve as a guide to the interviewing committee to determine what responses are necessary to achieve a beginning, developing, accomplished or exemplary ranking. A typical way to develop benchmarks is to obtain input from three or four people who are most familiar with the job. Ask them to list as many ideal or suggested responses as possible to each interview question combining all relevant points to create a benchmark. Develop benchmarks for each interview question with at least three benchmarks developed per question. 26 7/1/2015
Question with Benchmark Example Question: Please explain how your previous educational training and experience have prepared you for this position, and why you think you are the best-qualified candidate? Benchmarks: Managed the development and/or implementation of retention/enrollment plans. Experience in the areas of student development advising, career services. Developed and implemented retention/enrollment management policies and measures. Experience with diverse, socio-economic populations. Experience setting goals and leading a team to achieve them. Applying Weight to the Interview Questions (optional) The hiring manager may want to give greater weight to certain interview questions including the teaching demonstration/performance exercise. If each question is of equal importance or value, no weights are needed. If questions are developed that reflect the duties or knowledge, skills and abilities that are two or three times as important to successful job performance as other questions, assign those questions added weight. NOTE: All interview questions, suggested responses, and rating procedures must be completed and submitted to the HR Business Partner before scheduling interviews. Developing a Teaching Demonstration / Performance Exercise Demonstrations and exhibits of work are required as part of the interview process. This helps the committee determine if the candidate is able to perform the duties required for the position and demonstrate their skill performing a task that would typically be required on the job. The criteria for the evaluation of the exercise or demonstration will be established in advance by the hiring manager with input from the committee. HR will provide samples of teaching demonstration/performance exercises used in previous interviews for reference. The HR Business Partner coordinates the teaching demonstration/performance exercises, which is scheduled as part of the first and/or second interview. This includes working with the Chair to create forms and formats, scheduling the demonstration/exercise and providing the candidate with instructions and background materials. The Chair will determine whether or not preparation time for the candidate related to exercise will occur on or off campus. Teaching Demonstration Options For teaching demonstrations, a tiered system of criteria is used to create a consistent experience for the candidate. Several options are offered below not only to standardize the experience but to also help address scheduling, curricular or faculty constraints that may occur. The following options are offered for teaching demonstrations: Option 1: All candidates teach the same content in regularly scheduled classes in the discipline, followed by an interview with the committee. Option 2: All candidates teach the same topic or concept with differing content in regularly scheduled classes in the discipline based on where each class is in their syllabus (i.e., fallacies of argumentation, preterit tense, Civil War) followed by an interview with the committee. Option 3: All candidates teach a topic of similar interest level to our students and similar difficulty level within the curriculum (determined by the faculty) in regularly scheduled classes in the discipline, followed by an interview with the committee. 7/1/2015 27
Option 4: All candidates teach to the committee during the interview process. Performance Exercise Options Written Performance Exercise (Preparation 20-30 minutes before the interview) Example: Write from a teacher s point of view about the arguments for and against national education tests. Do you think parents and governors would agree with your points of view? Situational Role Play (Preparation 15 minutes before the interview, Presentation 10 minute limit) Example: Plan and conduct a parent meeting. The setting for the meeting is in the center prior to the first day of the fall session. Some of the parents are returning and some are new to the College. You need to provide the parents (the interview committee will fulfill this role) with an orientation to the center. We realize that the meeting would normally take more than ten minutes, so be creative and selective in the material presented. In-box Exercise (Preparation 30 minutes, Presentation 10 minute limit) Example: The candidate is provided with a list of issues or tasks that may occur during a typical workday. These are varied and have a moderate degree of difficulty. The candidate is asked to prioritize and discuss the action he/she would initiate to resolve the issues. The in-box exercise may tap several skills related to decision making, organization and planning, sensitivity to working with diverse socio-economic populations, and written communications. A good place to start looking for a list of issues or tasks is with actual examples that arose in the last six-month period. Look at job- and project-specific tasks as well as general items that arise in organizations. Go back through the emails and memos you sent and received and decide if any would normally have been handled by the person in the position you are hiring for; ask people in your department and others to submit items they would work on with the new employee; or use the position description for guidance. Simulation Exercise (Preparation 30 minutes [optional], Simulation 10 minute limit) An interview simulation may be an effective exercise if the job analysis specifies duties related to the personnel functions of hiring, counseling and appraising employees. Example: Each candidate has to conduct a disciplinary interview with a problem employee. The part of the employee is "played" by an area advisor. The candidate is given full details on the past performance of the employee and has ten (10) minutes to develop a strategy for the interview. The employee is advised to act alternately sullen, aggressive, passive, indifferent, and argumentative. The interview committee observes the candidate s skills in perception, sensitivity to people, poise, forcefulness and decisiveness. Candidate Forums (45 minute limit) A forum provides the committee and interested Madison College employees an opportunity to become informed about the candidates. Forums will be used for higher-level administrative positions (Associate Deans, Deans, Vice President, and President). Forums are coordinated by the HR Business Partner and open to College staff. With input from the interview committee, the chair will determine who should be invited and ensure that questions are prepared in advance. Staff participating in the session will complete an assessment to be reviewed by the interviewing committee. Forum Format Options A variety of formats are possible. Many candidates have a stump speech and have been trained to give tested answers to any question, with the intent of shifting the debate back to issues that work in their favor. They may or may not answer the question. Possible forum format options include: Turn the candidates loose and let them give their stump speech. After an opening speech with a set time limit, the candidates may be interviewed by a panel or take questions from the floor. 28 7/1/2015
Set up a panel to interview the candidates with the moderator and panelists prepared to allow follow-up questions. This is especially true if a candidate does not come close to addressing the concern that has been raised, but simply uses any question to give packaged answers outlining his or her favorite issues. The interviewing committee questions the candidates on specific issues allotting time for College staff attending the forum to ask questions. Combinations of the above formats are possible. For example, begin with a panel addressing one or two issues in depth, then move to a second part of the program where the moderator or a second panel covers a longer list of issues, with limited time for response. Tour of Madison College (30 minute limit) Tours of the work area and/or facility are encouraged. A staff member who is not a member of the committee or the employing unit will guide the tour. The Chair will work with the HR Business Partner to identify a staff member to serve in this capacity. RECORDS RETENTION Resumes and any accompanying documents submitted through the PeopleAdmin online applicant tracking system will be automatically retained. The Chair has the responsibility of maintaining and submitting any other related documents to HR, for record keeping purposes. HR maintains the job file and all other materials for six years after the position is filled or eliminated. The file will include the position requisition form with the position description, job posting, recruitment and hiring process documents, and new hire letter and/or contract. THE INTERVIEWING PROCESS The interview is an opportunity for the hiring manager, the committee and the prospective employee to learn more about each other; it allows the committee to go over information disclosed on the application and to ask questions and assess the applicant s personality, character, verbal skills, and ability to reason through tough questions. Scheduling Interviews The HR Business Partner is responsible for coordinating the interview process. This includes working with the committee to schedule interviews; contacting candidates to be interviewed; scheduling the teaching demonstration/performance exercise and possible forum; assembling and distributing interview materials for the committee; and coordinating travel arrangement for out-of-state candidates. Unless otherwise instructed, the HR Business Partner will schedule interviews on consecutive days with a maximum of seven (7), sixty-minute interviews in one day. For applicable positions, the second interview will be scheduled at a minimum of one week following the first interviews. When possible, the final interview will be scheduled for the day after the second interview. The HR Business Partner will notify candidates that have not been selected to continue with the interview process as soon as possible after interviewing, via email. 7/1/2015 29
The chair must submit the following information to the HR Business Partner before the first interview is scheduled: Names of committee members; Questions and benchmarks, with any associated weighting points; Teaching demonstration/performance exercise; Date(s) for the first and second interview. Conducting Interviews All positions require an initial (first interview). The number of additional interviews required will vary by position type. PSRP Positions Consist of the Internal Candidate Interview, External First and Second Interviews (optional) Internal Candidate Interview Internal PSRP candidates who are qualified are interviewed first (this includes transfer requests), according to the Collective Bargaining Agreement (CBA). It may be necessary for the hiring manager to conduct an interview which may include a performance exercise, to determine whether or not the candidate meets the qualifications including having the necessary credentials, knowledge, skills, and abilities listed on the job announcement. Applicants who do not meet all of the measurable qualifications are deemed not qualified. If there are no qualified PSRP internal candidates, the hiring manager may interview other qualified internal candidates (Administrators, Casuals, LTE, Student or Work Study individuals or current employees) or move forward with the recruitment of external candidates. First Interview The top candidates (equal number) from each designation category are invited to interview for the position. Demonstrations and exhibits of work are required as part of the first or second interview process. This helps the interviewing committee to determine if the candidate is able to perform the duties required for the position. The criteria for the evaluation of the work product or demonstration will be established in advance by the hiring manager. An evaluation form will be provided to the committee for each candidate to use for note-taking purposes in assessing candidates during the interviews. The evaluation form allows the committee to evaluate candidates based on their level of skill, knowledge, ability and experience. The Chair s evaluation form will include the evaluation scale and will be used to reflect the majority vote and comments of the committee. At the conclusion of the interviews, the top candidates will be determined by a majority vote of the committee and invited for a second interview by HR. HR will notify candidates that have not been selected to receive a second interview. Second Interview Second interviews are recommended but not required. HR strongly encourages second interviews if more than five candidates were selected to receive a first interview. If the committee opts to have a second interview, the process will follow the same guidelines as the as first interview process. At the conclusion of the interviews, the top candidate will be determined by a majority vote of the committee. HR will extend the offer to the top candidate. If the committee opts not to have a second interview, the top candidate will be selected by a majority vote of the committee. HR will notify candidates that have not been selected and will extend the offer to the final candidate. 30 7/1/2015
Casual Positions Consist of a First Interview The hiring manager may hire an applicant on a temporary basis to meet short-term staffing needs or to fill in for a vacancy while conducted the hiring process, but only as their budget permits. The process for hiring these employees includes the following steps: The hiring manager will send an email to the Vice President with a carbon copied (cc) to the appropriate HR Business Partner stating the position title, duration and rationale for hire. The Vice President will notify the hiring manager of approval or denial by email with a carbon copied (cc) to the appropriate HR Business Partner. The hiring manager conducts a one-on-one or committee interview with the applicant(s) who apply for or have expressed interest in a casual position and makes the hiring decision. A second interview is not necessary. The department Administrative Assistant sends the candidate the Employment Packet and Core Employment documents. The Employment Packet is completed by the candidate and sent back to the Administrative Assistant. The Administrative Assistant enters the candidate s information into the Part Time New Hire System (PTNH) and forwards the Employment Packet (via interoffice mail) to HR. HR reviews all new hire information on the PTNH system and changes the status from pending to active. On a nightly basis, a batch program is run to move records from the PTNH system into the PeopleSoft employee master as pending records. HR reviews the Employment Packet against the employee s record in PeopleSoft and identifies any incorrect or missing information. If any core employment documents are missing (e.g., W-4, I-9, etc.), the record is not activated in PeopleSoft by HR. HR notifies the department Administrative Assistant of the required documents that are missing. Only employees with Active employee records in PeopleSoft can be included in the payroll process. HR activates the casual employees meeting the documentation requirements and forwards the appropriate documents to both the HR Records Management Department and Payroll (similar distribution as the full time employees). Casual employees are limited to a maximum of 519 hours of work per calendar year. It is the responsibility of the hiring manager to monitor and review the total hours on a regular basis to ensure the maximum hours are not exceeded. Full-Time Faculty and Administrative Positions Consist of the First, Second and Final Interview First Interview The top candidates (equal number) from each designation category are invited to interview for the position. A teaching demonstration is required for instructor positions and a performance exercise for administrative positions. An evaluation form will be provided to the committee for each candidate to use for note-taking purposes in assessing candidates during the interviews. The evaluation form allows the committee to evaluate candidates based on their level of skill, knowledge, ability and experience. The Chair s evaluation form will include the evaluation scale and will be used to reflect the majority vote and comments of the committee. The Chair may opt to schedule a teleconference or in person interview with out-of-state candidates for the first interview. If the candidate chooses to do an in person interview, reimbursement of travel expenses is not available. At the conclusion of the interviews, the top candidates will be determined by a majority vote of the committee and invited for a second interview by HR. HR will notify candidates that have not been selected to receive a second interview. 7/1/2015 31
Second Interview This interviewing process will follow the same guidelines as the as first interview process. At the conclusion of the interviews, the top candidates (no more than 3) will be determined by a majority vote of the committee. The Chair, with input from the committee, will prepare a written document (provided by HR) to the designated Vice President that includes the strengths and weaknesses of the candidates selected for final interview with the Vice President or President. The committee s recommendations are considered advisory and should not be rank ordered. HR will notify candidates that have not been selected to receive an interview. NOTE: Reimbursement of travel expenses is available for out-of-state candidates for a second interview when the vacancy recruitment is done on a national basis. Reimbursement of travel expenses for interviews is paid out of the functional area budget where the vacant position is located. Final Interview The designated Vice President will review the candidate interview documentation (e.g., test scores, interview notes and in some cases interview tape recordings), interview the candidates, and make a hiring recommendation to the President. This final interview may either be an interview by phone or in person. The Vice President contacts the HR Business Partner regarding the recommendation to hire. If the Vice President is invited and is available to participate in the second interview, a final interview is not required. If the Vice President is not able to attend the second interview, he/she will interview the top candidates, not to exceed a total of three (3) candidates. The President will make the final decision for all Associate Dean, Dean, and Vice President positions. Part-Time Faculty Positions Consist of a First Interview, Second Interview (optional) The Associate Dean, with assistance from the program lead, will identify qualified candidates from the applicant pool available to teach during a designated period. These candidates will interview with a committee consisting of the Associate Dean and program lead. Part-time faculty positions do not require a second interview. The hiring manager is responsible for notifying HR of which candidate(s) was selected for hire. Limited Term Employment and Emergency Hire Faculty Positions The Limited Term Employment (LTE) category is the designation used when there is a temporary, short-term need for an employee. There should be sufficient time to conduct a full search using the simplified recruitment process described below and standard interviewing process. Deans and Associate Deans are encouraged to consider using the Minority Faculty Internship to fill the LTE need for faculty position. Position appointments will not exceed one year. The Emergency Hire category is the designation used to fill unforeseen vacancies or leaves on a temporary basis when there is not sufficient time to conduct a full search. Position appointments will not exceed one semester. LTE or emergency hire requests may be granted for the following reasons: 32 7/1/2015
Meeting immediate teaching need for a defined period of time caused by an increase in enrollment in an identified Department; Death, medical leave, sabbatical, or the immediate resignation of an employee; A vacancy has not been filled or opens during the recruitment off season, within 30 business days prior to the start of class; To temporarily fill a vacancy for the duration of a normal recruiting/hiring process; orto temporarily fill a vacancy for the duration of a normal recruitment/hiring process; An unanticipated need arises during the semester that removes a teacher from the classroom. If the staffing need does not meet one of the reasons above, the hiring manager should be following the standard hiring process to recruit and select a candidate. Simplified Recruitment Process The Hiring Manager will coordinate the following simplified recruitment activities with assistance from HR as necessary. The hiring manager is expected to conduct the standard interview process (2nd interview optional) with the LTE candidate(s). The interview process should include prepared, standard questions and an evaluation and scoring of candidates. The Dean or designated staff will send notification via email of the position vacancy to all part-time faculty in the discipline, then in the Department. Qualified (certifiable) candidates will receive an interview. If the position cannot be filled by a current part-time faculty member, the Dean will work with HR staff to utilize external sources to recruit an external candidate. This includes emailing candidates in the part-time faculty pools, word of mouth notification to the councils of color and the community. If the position cannot be filled through one of the above mentioned steps, the position will be posted on the College s jobs website. Qualified applicants from the previous pool may be considered for subsequent hires for LTE or emergency hire positions. The following conditions apply to LTE and emergency hires: Movement from an LTE or emergency appointment to a regular full-time faculty appointment is not guaranteed. The candidate must compete for the position if it becomes permanent. Emergency appointments are made on a semester-by-semester basis and will not exceed one year. Applicants that are considered for emergency and LTE assignments must meet the minimum qualifications (or equivalent where applicable). This must be confirmed by the HR Business Partner prior to the hire. External applicants must apply online to be considered for an emergency hire assignment. An individual appointed to an emergency or LTE position will be required to sign a waiver stating that seniority related to this assignment will not be acquired, but he/she will continue to accrue seniority for consecutive semesters. The HR Business Partner will determine salary placement in accordance with the Faculty Salary schedule rate. Evaluating the Interviews An evaluation form will be provided to the committee for each candidate to use for note-taking purposes in assessing candidates during the interviews. The evaluation form allows the committee to evaluate candidates based on their level of skill, knowledge, ability and experience. The Chair s evaluation form will include the evaluation scale and will be used to reflect the majority vote and comments of the committee. 7/1/2015 33
REFERENCE/BACKGROUND CHECK AND FINAL OFFER PSRP, Faculty, and Administrative Positions Following the interviews, the HR Business Partner coordinates the pre-employment criminal background checks for the final candidate selected using a third party agency. The final candidate(s) will be asked to complete a written release form after the final interview and provide the names of three to four former supervisors as references. Pre-employment criminal, civil and financial background checks will be conducted for the final candidate selected for all Executive Team positions. The results of the reference and background checks will be communicated to the hiring manager or Vice President. The salary for faculty and PSRP is based on guidelines of the Collective Bargaining Agreement. The HR Business Partner generates the employment contract or new hire letter along with the appropriate benefits package including supporting documentation and forms. Administrative salary figures are based on a pre-set compensation range and grid in relation to the candidate s experience and accomplishments. The HR Business Partner will notify the hiring manager of the recommended salary and start date as well as schedule a meeting with the new employee on or before their first day of employment to review and complete required employment forms. Part-Time Faculty Positions The hiring manager or designee checks two or three references for the final candidate selected. HR suggests asking for at least one reference that can comment on the person s teaching ability. The references may be emailed and/or called with particular questions. The hiring department issues the teaching assignment letter and hire packet ensuring that the new hire completes the appropriate paperwork, is aware of the initial certification requirements and receives the worker verification form and transcript request form to expedite the certification process. The new hire should also be informed of upcoming College and department orientations. Please note that the new employee will not receive a PeopleSoft identification number from HR unless all necessary forms are completed and submitted to HR. Application materials are kept in the department until the candidate is assigned courses to teach after which, all HRrelated materials must be returned to HR. Casual Positions At least two work-related references (if possible) should be checked by the hiring manager, using standardized questions. Compensation for these positions are based on the PSRP Collective Bargaining Agreement entry rate of class hired. NOTE: All job offers are conditional upon successful completion and approval of the criminal history background check, and drug test, if the position has been identified as safety and security sensitive. No offer of employment is finalized until background checks are completed on the final candidate and the signed offer letter is returned to HR. 34 7/1/2015
MISCELLANEOUS Travel Reimbursement Reimbursement of travel expenses is available for out-of-state candidates for second interviews when the vacancy recruitment is done on a national basis. When an out-of-state candidate is hired, the maximum allowable reimbursement is $2,000 for moving expenses. Funds are paid out of the functional area budget where the vacant position is located. Candidate materials If the interviewee leaves extra materials or resources with the committee for review, these materials should be collected by the Chair at the end of the interview and submitted to the HR Business Partner. Committee members should not leave with these materials. Transcripts Official transcripts are required and must be submitted for full-time and part-time faculty positions within 30 days of hire. Please have the applicant send the transcripts to the HR department. Official transcripts do not have VOID or Copy in watermark on the documents. 7/1/2015 35
ONBOARDING 36 7/1/2015
DEPARTMENT & SUPERVISOR ONBOARDING Human Resources Documentation - Guidelines: Staffing Get your new employee prepared to be successful! See also http://madisoncollege.edu/in/new-employee-checklist Specific job responsibilities Standard operating procedures in your department Work Hours and leave policy Office Assignment Phone number and phone usage Customer service training as needed Policies regarding student contact Policies regarding office practice Computer shared file access Peoplesoft or Workday Access or training: Finance or the Learner Success Operations Hub - 246-6435 (for PeopleSoft Campus Solutions) Shipping/Receiving processes Budget management processes in department Purchasing P.O. s, P-card as needed Security Issues related to specific unit Parking issues (beyond the parking sticker) Mailroom mailbox assignment and code Driver Authorization Form (if you will be driving for your job) 7/1/2015 37
HUMAN RESOURCES ONBOARDING See also http://madisoncollege.edu/in/new-employee-checklist IN WORKDAY Hire Letter or TAG Letter W-4 Direct Deposit I-9 Benefit Enrollment if applicable Notice of Federal Health Insurance Marketplace Get signed up for orientation Parking - On line permit request FERPA Tutorial & Quiz Diversity Goals & Ensuring a Respectful Workplace Training 38 7/1/2015
ORIENTATION EXPERIENCE See also http://madisoncollege.edu/in/new-employee-checklist Faculty have an orientation experience through the Center for Excellence in Teaching & Learning. Professional, Support and Administrative employees have an orientation through Human Resources. Meet the president Understand where your role fits in our organization Benefits questions answered Your Wellness One Card - photo and cards Network Activation Community- Communication and Involvement Website Tour Handbook, Collective Bargaining Agreement questions Professional Development Opportunities & Convocation Help Desk Introduction Meet our Public Safety Officers Performance Assessment Review information WTCS/Madison College System Overview 1st Friday - Continue your Orientation 7/1/2015 39
SEPARATION 40 7/1/2015
EMPLOYEE SEPARATION Employees may separate from the college voluntarily or involuntarily. The following details the required steps for the various types of employment separations. TYPES OF EMPLOYMENT SEPARATIONS VOLUNTARY SEPARATION/RETIREMENTS Voluntary separation means that the employee is no longer employed with the College by choice. Non-Renewal or Early Termination of Appointment Administrative Employment for Administrative staff may be terminated anytime for failure to comply with the terms of an appointment, or as allowed by applicable law, rule, regulation, Madison College District Board policy, or by either party with sixty (60) days written notice. Faculty According to Wisconsin Statute 118.22, on or before May 15 of the school year during which a teacher holds a contract, the board by which the teacher is employed or an employee at the direction of the board shall give the teacher written notice of renewal or refusal to renew the contract for the ensuing school year. If no such notice is given on or before May 15, the contract then in force shall continue for the ensuing school year. At least 15 days prior to giving written notice of refusal to renew a teacher s contract for the ensuing school year, the employing board shall inform the teacher by preliminary notice in writing that the board is considering non-renewal of their contract and, if the teacher files a request with the board within five (5) days after receiving the preliminary notice, he/she has the right to a private conference with the board prior to being given written notice of refusal to renew the contract. INVOLUNTARY DISCHARGE Involuntary separation is a serious matter for the employee and the College. Supervisors must be proactive in ensuring that all involuntary separations are handled in a way that treats the employee with fairness but also reduces the College s potential liability. Administrative Newly hired Administrative staff serves a two-year probationary period during which he/she may be released from employment upon receiving approval from HR. The HR Business Partner must be consulted. Employees who successfully complete the probationary period may be terminated at anytime for failure to comply with the terms of their appointment, or as allowed by applicable law, rule, regulation, Madison College District Board policy, or by either party with sixty (60) days written notice. PSRP Newly hired PRSP employees serve a one-year probationary period. During this time, an employee may be released from employment upon receiving approval from HR. The HR Business Partner must be consulted. Employees who successfully complete the probationary period may not be discharged, suspended, or disciplined except for just cause. Personnel or performance issues require progressive discipline or other measures. The Vice President or Executive Director will provide guidance in this area. 7/1/2015 41
Faculty Newly hired faculty members serve a three-year probationary period during which the faculty member may be released from employment upon receiving approval from HR. Employees who successfully complete the probationary period may not be discharged, suspended, or disciplined except for just cause. Performance issues require the employee to be evaluated through a Faculty Evaluation process. The HR Business Partner will provide guidance in this area. Reduction in the Workforce It is the College s policy to avoid layoffs when possible. The College may determine at any time that it should cease operations of a specific function, unit or department, and that it may be necessary to lay off employees or eliminate positions. In addition, a position may be eliminated due to loss of funds or organizational changes which necessitate the elimination of the position. The College reserves the right to reassign duties or reassign an affected employee to a different position with an appropriate change in compensation. In the event of either layoff or position elimination, the College will follow applicable Administrative Conditions or Collective Bargaining Agreement guidelines. 42 7/1/2015
SEPERATION PROCESS DETAILS VOLUNTARY RESIGNATION OR INVOLUNTARY LAYOFF OR CONTRACT NON-RENEWAL EMPLOYEE 1. Employee notifies manager (except in case of layoff, contract non-renewal, or transfer). The employee receives notification of the latter from the HR Business Partner. 2. Manager notifies HR Business Partner and specifies effective date and time. 3. HR Business Partner generates the resignation acceptance letter (w/employee PeopleSoft number), layoff notice, contract non-renewal notice, or transfer and submits to HR records staff. 4. HR records unit staff sends notification to all of the following: Hiring Manager Help Desk, Help Desk manager, Chief Information Officer, and Chief Information Security Officer HR Staff Payroll Office Budget Office Union Office President Public Safety MANAGER PROCESS FOR EMPLOYEE VOLUNTARY SEPARATION OR INVOLUNTARY LAYOFF OR CONTRACT NON-RENEWAL 1. Checks for personal charges on credit cards, personal calls on phones, etc. If necessary, obtain reimbursement by check made payable to Madison College 2. Ensures that access to all computers, software, or other systems administered outside of Technology Services is revoked. 3. If necessary, contact Technology Services Help Desk (via email) to request access to employee email and home directory. Also request to have a forwarding message on the employee s email with notification that the employee is no longer with the college and information on who should be contacted in their absence. This request should include reference to the fact that this is in regards to an employee separation. 4. Notifies all relevant College and external constituents of the employee separation. 5. Collects all of the following that were issued to the employee by the College: Keys and/or One Card Cell phone Laptop computer/ipod or other peripheral equipment (e.g., printer, camera, RSA token) and any other equipment checked out. Curriculum items Any equipment kept at the employee s home Purchase Card Expense reimbursement forms Uniforms/gear/tools/instruments/job accessories 7/1/2015 43
TECHNOLOGY SERVICES PROCESS FOR EMPLOYEE VOLUNTARY SEPARATION OR INVOLUNTARY LAYOFF OR CONTRACT NON-RENEWAL: 1. Determines if employee has any equipment checked out from Technology Services or has RSA remote access tokens to be collected and provides the manager with this information prior to manager meeting with employee. 2. Ensures that access to email, voicemail, PeopleSoft (Campus Solutions, HR/Payroll and Finance), Blackboard, Cognos, and general computer network and files is revoked and user ID disabled. Manual revocation of access to Web-authoring and any other tools or applications managed by Technology Services. All access will be revoked as of 5:00 PM on the effective date of the termination, unless otherwise requested. 3. Removes any individual or student web pages hosted on Madison College equipment that was created by or for the employee. 4. Changes phone directory to remove association of employee to phone number. 5. Provides manager with access to the separated employee s email and home drive if requested. 6. Creates special email out of the office message if requested by the manager. 5. HR Business Partner: a. Conducts exit interview b. Facilitates mailing of benefit continuation forms by third party agency. RETIREMENT EMPLOYEE PROCESS 1. PSRP employees notify the manager (except in case of layoff or contract non-renewal); Faculty and Administrative employees notify the HR Benefits Administrator HR BENEFITS ADMINISTRATOR PROCESS FOR EMPLOYEE RETIREMENT 1. HR Benefits Administrator generates the retirement acceptance letter for administrative staff and faculty; the HR Business Partner generates the retirement acceptance letter for PSRP. A copy of the letter is submitted to the record unit staff. 2. HR Records unit staff sends notification to all of the following: Hiring Manager HR Staff Payroll Office Budget Office Union Office President Help Desk, Help Desk manager, Chief Information Officer, and Chief Information Security Officer Public Safety 44 7/1/2015
MANAGER PROCESS FOR EMPLOYEE RETIREMENT: 1. Checks for personal charges on credit cards, personal calls on phones, etc. If necessary, obtain reimbursement by check made payable to Madison College. 2. Ensures that access to all computers, software, or other systems administered outside of Technology Services is revoked. 3. If necessary, contact Technology Services Help Desk (via email) to request access to employee email and home directory. Also request to have a forwarding message on the employee s email with notification that the employee is no longer with the college and information on who should be contacted in their absence. This request should include reference to the fact that this is in regards to an employee separation. 4. Notifies all relevant College and external constituents of the employee separation. 5. Collects all of the following that were issued to the employee by the College: Keys and/or One Card Cell phone Laptop computer/ipod or other peripheral equipment (e.g., printer, camera, RSA token) and any other equipment checked out. Curriculum items Any equipment kept at the employee s home Purchase Card Expense reimbursement forms Uniforms/gear/tools/instruments/job accessories TECHNOLOGY SERVICES PROCESS FOR EMPLOYEE RETIREMENT: 1. Determines if employee has any equipment checked out from Technology Services or has RSA remote access tokens to be collected and provides the manager with this information prior to manager meeting with employee. 2. Ensures that access to email, voicemail, PeopleSoft (Campus Solutions, HR/Payroll and Finance), Blackboard, Cognos, and general computer network and files is revoked and user ID disabled. Manual revocation of access to Web-authoring and any other tools or applications managed by Technology Services. All access will be revoked as of 5:00 PM on the effective date of the retirement, unless otherwise requested. 3. Removes any individual or student web pages hosted on Madison College equipment that was created by or for the employee. 4. Changes phone directory to remove association of employee to phone number. 5. Provides manager with access to the separated employee s email and home drive if requested. 6. Creates special email out of the office message if requested by the manager. HR BUSINESS PARTNER PROCESS FOR EMPLOYEE RETIREMENT: 1. Conducts exit interview 2. Facilitates mailing of benefit continuation forms by third party agency. 7/1/2015 45
INVOLUNTARY TERMINATION 1. Supervisor works with the HR Business Partner on the termination letter and schedules a meeting with the employee. The Business Partner attends this meeting. 2. HR Business Partner immediately or with as much notice as possible, (before the termination meeting), sends email notification of the date, time and name of employee (w/employee PeopleSoft number) being terminated to: Payroll Help Desk, Help Desk manager, Chief Information Officer and Chief Information Security Officer Public Safety 3. Employee, Manager, Union Representative and HR Business Partner meet. a. The HR Business Partner will contact Security Officer to be present if necessary. b. Discuss the employee s belongings. The employee may schedule a meeting with the HR Business Partner to collect their belongings or the manager may pack the employee s personal items with the HR Business Partner present. 4. HR Business Partner collects all of the following that were issued to the employee by the College: Keys and/or One Card Cell phone Laptop computer/ipod or other peripheral equipment (e.g., printer, camera, RSA token) and any other equipment checked out from Technology Services (list of any such items to be provided to the manager by Technology Services. Curriculum items Any equipment kept at the employee s home Purchase Card Expense reimbursement forms Uniforms/gear/tools/instruments/job accessories MANAGER PROCESS FOR EMPLOYEE INVOLUNTARY TERMINATION: 1. Checks for personal charges on credit cards, personal calls on phones, etc. If necessary, obtain reimbursement by check made payable to Madison College. 2. Ensures that access to all computers, software, or other systems administered outside of Technology Services is revoked. 3. If necessary, contact Technology Services Help Desk (via email) to request access to employee email and home directory. Also request to have a forwarding message on the employee s email with notification that the employee is 46 7/1/2015
no longer with the college and information on who should be contacted in their absence. This request should include reference to the fact that this is in regards to an employee separation. 4. Notifies all relevant College and external constituents of the employee separation. TECHNOLOGY SERVICES PROCESS FOR EMPLOYEE INVOLUNTARY TERMINATION: 1. Determines if employee has any equipment checked out from Technology Services or has RSA remote access tokens to be collected and provides the manager with this information prior to manager meeting with employee. 2. Ensures that access to email, voicemail, PeopleSoft (Campus Solutions, HR/Payroll and Finance), Blackboard, Cognos, and general computer network and files is revoked and user ID disabled. Manual revocation of access to Webauthoring and any other tools or applications managed by Technology Services. All access will be revoked as of 5:00 PM on the effective date of the termination, unless otherwise requested. 3. Removes any individual or student web pages hosted on Madison College equipment that was created by or for the employee. 4. Changes phone directory to remove association of employee to phone number. 5. Provides manager with access to the separated employee s email and home drive if requested. 6. Creates special email out of the office message if requested by the manager. HR RECORDS UNIT STAFF PROCESS FOR EMPLOYEE INVOLUNTARY TERMINATION 1. sends notification to all of the following: Hiring Manager HR Staff Payroll Office Budget Office Union Office President 7/1/2015 47
PROCESS OVERVIEW Position Development Description, Title Justification (Admin & PSRP) Classification Job Requisition Approval Budgeting Recruitment Application Interviews Hire Final selection Onboarding Employee success Critical documents Seperation Offboarding 48 7/1/2015
NOTES This booklet is for Madison Area Technical College employees. Distribution beyond employee needs is prohibited. 7/1/2015 49