JACKSONVILLE UNIVERSITY

JACKSONVILLE UNIVERSITY STAFF RECRUITMENT GUIDE 2013 OFFICE OF HUMAN RESOURCES

Table of Contents Introduction Introduction 4 Equal Employment Opportunity 4 Who Is An Applicant 4 Page No. Recruitment Recruiting Process 5 Recruitment Checklist 5 Advertising Print, Online & HR Web page 6-7 Interviewing The Interview 8 Interview Format 9 Successful Interviews 9 Interview Inquiries 9 Tips for the Interviewer 10 11 Sample Interview Questions 12 Interview Evaluation 13 Hiring Practices Internal Candidates 14 Previously Employed JU Candidates 14 Reference Checking Policy 14 Tips for Effective Reference Checking 15 16 Verification of Employment History 16 Employment Verification Checklist 17 Employment Reference Telephone Guide 18 2 P a g e

Criminal Background Checks Process 19 Routine Background Checks 20 Letters to Candidates Standard Reply Letter(s) Response 21 Extending an Offer 21 Conclusion 21 Appendix Sample Employment Letters 22 25 Pre-Arrival Checklist 26 27 3 P a g e

INTRODUCTION Effective recruiting for qualified candidates is important to further the mission and vision of Jacksonville University. In addition, the recruiting element is vital in order to enhance diversity and excellence within the Jacksonville University community. The Office of is providing this recruiting guide as a tool designed to assist hiring managers in achieving such goals. One of the most critical and costly decisions administrators must make is related to the recruitment and selection of new employees. Selecting qualified candidates with the knowledge and skills, as well as the potential to grow with Jacksonville University, is crucial to the University s overall success. Also during the recruitment process, Jacksonville University will occasionally use a search committee to discover, evaluate and recommend appointments for the best qualified candidate(s) to fill the identified position. Hiring managers should find this guide to be an invaluable tool during the recruiting process, from the initial recruitment request for job posting, developing a sufficient candidate pool, interviewing and extending the job offer. The Recruitment Guide is a progressive document that will continue to meet the changing needs of the University s recruiting process. Procedures and processes are advisory and are not binding on the employer. Additionally, procedures and processes may be adjusted or modified at the discretion of the University. If clarification is needed about the information contained in this guide, please contact the Office of at extension 7025. Thank you and we look forward to assisting you with your recruitment endeavor. EQUAL EMPLOYMENT OPPORTUNITY Recognizing the value of using all available human resources, Jacksonville University is an equal employment opportunity employer and supports the principle of diversity. We encourage applications from individuals with diverse backgrounds and experiences. JU affords equal opportunity in employment without regard to race, color, age, veteran status, gender, national origin, religion, marital status, sexual orientation, gender identity or presence of a disability. This non-discrimination policy applies to all aspects of educational and employment decisions, including recruitment, admission, hiring as well as retention, compensation, transfer and opportunities for advancement. WHO IS AN APPLICANT? An applicant is anyone who officially applies for a position online, on paper (application/resume), or via email. It is important to keep track of applicants whether or not you decide to move forward with their candidacy. Please remember that all applicant materials must be retained by the department for a period of one year following a completed search. 4 P a g e

The Recruiting Process RECRUITMENT Create a positive image of Jacksonville University Keep in mind, the goal is to actively search to attract and retain good employees in a competitive market We are promoting ourselves as the University of choice Make it a point to be a good ambassador for the University by: o Conducting professional interviews o Communicating honestly; and o Providing feedback from an honest evaluation of capabilities and experience Share your Jacksonville University story: (e.g., What was the attraction and motivation for you to retain employment here?) Provide an outline of our very competitive fringe benefits package including our generous leave plans Identify critical factors for success in your respective department and the campus community Describe how people are welcomed and have been professionally developed Emphasize the benefits of working in a small community where employees know one another Describe to the candidate the importance we place on serving students and faculty; and Take candidates on a tour of the campus it is a beautiful riverfront campus, which is a great attraction RECRUITMENT CHECKLIST Before starting the recruiting process, verify the following: Authorization for Position o A Action Form is completed at the departmental level and forwarded to the respective Vice President(s) for approvals Do I need to have a Search Committee? The decision to use the Search Committee process resides with the respective Vice President. It is recommended, however, that a Search Committee be utilized if the open position has a broad impact across the campus community (e.g., the Controller, Director of Financial Aid, or the Dean of Students). A Search Committee must broadly represent the institution. Members should be able to provide a variety of perspectives on the role and function of the position. As a general guideline, a Search Committee should consist of a minimum of five, but not exceed the maximum of nine members. 5 P a g e

The Search Pathway Expectations: The first set of activities by the Hiring Manager and or Search Committee is to determine the criteria for the open position. The job definition process has three stages: 1. analysis of the job 2. drafting the job description; and 3. identifying the job duties and responsibilities If the position is an existing one, the existing job description should be reviewed to determine if it is current. Note any changes for updating purposes. Use the position description template located on the web page under Miscellaneous Forms to make any revisions before submitting to for posting. http://www.ju.edu/humanresources/pages/forms.aspx The minimum and preferred requirements must be outlined at this point. After review, the hiring manager/committee prepares a set of criteria that reflect the expectations held by the University for the candidate s success in the position. It is essential the criteria include both expected qualifications and characteristics germane to the position. ADVERTISING Webpage Open positions are posted on Jacksonville University s web page for internal and external applicants for a minimum of five days. A job posting can remain on the web site for as long as the recruiting process is still considered open. Other media forums can be considered. However, most of these forums have a cost; therefore, an approval must be obtained from the Office of before the advertisement is placed. Additionally, all ads are reviewed by before being placed on any forum: print or online. Selecting Candidates to Interview: The Search List: The Hiring Manager/Search Committee should endeavor to obtain an extensive list of possible candidates. As the search proceeds, the Hiring Manager/Search Committee will review the list of possible candidates against the job expectations and does a preliminary sort. Candidates usually fall into three general categories: 1) seriously considered candidates, List A ; 2) possible candidates, List B ; and 3) do not fit the criteria, List C 6 P a g e

At this point, ensure you have received completed Administrative/Staff Employment Applications from each of the top 5-8 applicants. A signed JU employment application contains the required releases for background/reference checks and must be obtained before any inquiries are made a fax is sufficient. The employment application also provides important information relative to reasons why a candidate left previous positions and a salary history. If at any during the search process the hiring manager/committee finds that a candidate does not hold the appropriate work visa, or is not eligible to work in the United States, please contact the Office of. The University does not sponsor staff employees for work VISAS. The hiring department is responsible for: o Scheduling interviews o Extending an offer to candidates o Completing hiring forms when the offer is accepted by the candidate(s) o Sending Reply Letters or emails to candidates who were not selected o Maintaining all applications and resumes pertaining to the position for one (1) year following the completion of the search 7 P a g e

THE INTERVIEW Communication and rapport in the course of an interview are very important qualifiers for seeking good employees. Keep in mind, while you are seeking candidates with capabilities to perform the job, you should look for intangibles skills such as: Active listening Did the candidate repeat your questions back to you? Did the candidate answer in a way that clearly indicates he or she heard and understands your questions? Adaptability Did the candidate display the ability to adapt to and navigate change with a can do attitude? Critical Thinking The candidate s ability to think critically and solve problems taking action by displaying the can-do mindset; ask the candidate to give a scenario wherein their critical thinking/problem solving skills were required and what was the outcome? Respect Did the candidate interrupt you or wait until you are done speaking? Did the candidate make eye contact? Did the candidate thank you before leaving the interview? Was the candidate prepared for the interview and on time? Confidence Did the candidate appear to want the job? If so, were the reason(s) conveyed clearly? Was the candidate able to speak about any knowledge of the University and the position s duties and responsibilities? Flexibility: Did the candidate display a willingness to thrive and learn during change and take on new responsibilities? Communication Skills: Employees need to be articulate in their interactions with employees and students both internal and external, in person or via telephone. Writing abilities are just as important such as, email and social media. Emotional Intelligence The candidate s ability to identify, use, understand and manage emotions in positive ways through: 1. Self-awareness having the ability to recognize and understand one s emotions as well as their effect on others 2. Self-regulation the capacity to control one s disruptive tendencies (aka to think before taking action) 3. Motivation having the drive to pursue one s own personal goals 4. Empathy the ability to understand the emotions of other people and treat them accordingly 5. Social skill one s effectiveness in finding a common ground and building a rapport with others If a candidate is a poor listener, or is unable to articulate his/her knowledge about the position, it could hinder their work performance. Your department may be one that requires employees to be either a self starter or someone who can function on a hierarchy of direction and assignments. Taking the time to identify soft skills you want in a prospective employee leads to a greater success in hiring the right employee for your team. 8 P a g e

INTERVIEW FORMAT Ask questions that are open-ended and or behavioral to get a better understanding of how the candidate would approach a particular issue. In doing so, you will gain an understanding about the candidate s style, thought process, ability to think on their feet, applicable experiences, etc. Technical questions about their training and expertise are obviously important; however, the ability to actually carry out core competencies is an important factor. It is not in the best interest of the department to hire a replicate of the incumbent that previously held the position. Find out what, if any, skill set is missing from your team. Successful Interviews Hiring managers should decide on the overall structure of the interview process and follow the process uniformly for all candidates, external and internal, or otherwise known to the interviewer(s). Script interview questions ahead of time to ensure consistency with all candidates, although follow-up and probing questions may vary. All questions must be job-related. An interview is a 2 way opportunity. A word of caution - The biggest mistake made by hiring managers during an interview is doing too much of the talking. Remember to ask the questions, but let the candidate talk. If the conversation is totally controlled by the hiring manger, important elements can be overlooked, which typically leads to the best candidate not being hired. INTERVIEW PITFALLS Questions that relate to a candidates race, color, religion, age, gender, sexual orientation, national origin, marital status, veteran status or the presence of a disability should not be asked during an interview. INTERVIEW INQUIRIES INQUIRY AREA DON TS DO S National Origin Are you a U.S. Citizen? Where were your parents born? What is your native tongue? Where were you born? Are you lawfully employable full-time in the United States, either by virtue of being a U.S. citizen or by having authorization to be employed from the Immigration and Naturalization Service and the Department of Labor? Age How old are you? What is your date of birth? Are you often carded when you go to bars? Are you at least 18 years of age? (This is requested on the employment application.) Marital & Family Status What is your marital status? How many children do you have? What childcare arrangements have you made? If you have to work overtime, do you have children requiring childcare? ONLY IF THE JOB REQUIRES TRAVEL: Travel is an important part of the job for which you are interviewing. Would you be able and willing to travel as needed by the job? Would you be willing to relocate if necessary? Organization List any clubs or social organizations to which you belong. List any professional or trade organizations that you consider relevant to your ability to do this job. 9 P a g e

Handicaps Arrest Record Do you have any handicaps or disabilities? Please complete the following medical history. Have you had any recent or past illnesses or operations? If yes, list and give dates. What was the date of your last physical exam? How often will you require time off for treatment? How often have you been injured or filed claims for workers compensation claims? How is your family s health? How often have you been injured or filed claims for workers compensation? How is your family s health? General inquiries that would elicit information about handicaps or health conditions that do not relate to job performance. Based on the job description, are you able to perform the functions of the job with or without reasonable accommodations? Have you ever been arrested? Have you ever been convicted of a crime? (This would be a crime that is reasonably related to the performance of the job in question. See employment application.) Personal What is your sex? What is your height and weight? What is your religion or faith? Are you able to perform the functions of the job for which you have applied? Military If you have been in the military, were you honorably discharged? In which branch of the Armed Forces did you serve? What type of training or education did you receive in the military? TIPS FOR THE INTERVIEWER Before the Interview Secure an appropriate location Review the job description Define the areas most important to the position (e.g., technical skills, initiative, people skills, motivation, work habits, analytical ability, etc.) Rank the areas in their order of importance top to bottom Identify the skills, traits, attitudes, etc. you want in the candidate Draft and agree upon the interview questions to be asked Prepare an interview plan sheet that lists all the information you want to tell candidates. Also, prepare a checklist of important areas that you want to discuss with them. Develop a personal interviewing style or system. By following the same path through each interview, you will be better able to compare candidates using consistent data Review the candidate s resume and or application Agree on the format for the interview Ensure that you know and can identify the indicators of the candidate s ability to perform the job 10 P a g e

During the Interview: If present, introduce the committee members Describe the format of the interview Ask open-ended informational, situational and behavioral questions Consider behavioral interviewing. For example, ask the candidate how they reacted in a real situation versus a theoretical one. Rather than how do you react to stressed students? Use describe for me your most recent interaction with a stressed-out student. Let the candidate do most of the talking do not put words in his/her mouth Learn how to listen to what the person is really telling you. Do not try to formulate your next question while not really listening to the candidate s answer. If you are speaking 80% of the time, you will not learn all that is required to know about the candidate. Keep the interview on track Question nearly every achievement on the candidate s resume. The burden is on the writer to be factual and the reader not to misinterpret. Observe nonverbal behavior Take proper notes during or directly following the interview Allow enough time for the candidate to ask questions Remember to promote Jacksonville University and the position to the candidate they are making a career decision Ask if you can check references and pursue references not listed on the resume After the Interview End the interview on a positive note, expressing thanks to the candidate for their time and interest in Jacksonville University, and that you appreciated meeting them Commit to yourself and the candidate that you will make a decision within a specified time. However, be sure to allow enough time in the event the first choice does not accept the position and the committee decides to move on to the next candidate. This will force everyone involved to make a decision not waffle. Indecision is a severe detriment to the hiring process. Give the candidate a brief overview or written synopsis of benefits Answer any questions related to salary Evaluate the candidate Document the interview 11 P a g e

Interview Questions The following sample technical and behavioral questions can help you obtain good information from candidates during the interview: What do you know about Jacksonville University? Describe your favorite boss and why? What are your career goals? How does this position fit into your overall career goals? Has your background and experience prepared you to be effective in an environment that values diversity? What new skills have you learned over the past year? What specifically attracted you to JU and why do you want to work here? Name your proudest professional accomplishment(s)? Why are you interested in leaving your current position and why do you feel this position would be better for you? What motivates you to work hard? (ask for examples) What do you think are the most important elements of good customer service? Describe a situation when you had to adjust quickly to a change in organizational, departmental or team priorities. Describe a time when you had to adapt to a wide variety of people by accepting and understanding their perspectives. How you go about solving problems and what sources of information did you use to do so? How do you handle feedback from co-workers, supervisors and or team members? Give an example of how you work with people to create and foster diversity in the workplace. What qualities and experiences make you the best candidate for this position? On the basis of the information you have received, what do you see as major challenges of this position and how would you meet them? Why did you choose this profession? Discuss the committees on which you have served and the impact those committee(s) had on the organization where you currently work(ed)? Please share your philosophy about customer service in an academic environment with examples that would illustrate your views? How would you learn your new job in the absence of a formal training program? Do you have any concerns or reservations about accepting this position if it is offered to you? Do you have any additional information that you would like to share? Do you have any questions for us? 12 P a g e

INTERVIEW EVALUATION 1) Candidate s strengths: 2) Candidate s weaknesses: 3) Did the candidate answer all questions to your satisfaction? If not, which questions were left unanswered? 4) Does this candidate appear to be able to perform the job? 5) Do you have any reservations about this candidate s ability to succeed at Jacksonville University? 6) How would you rank this candidate in relation to other candidates interviewed for this position? 7) Additional Comments: 13 P a g e

INTERNAL CANDIDATES An employee is eligible to apply for an open position within his/her department or the University, provided six (6) months of satisfactory service has been completed in their current position. If the candidate pool includes internal candidates, a Request for Transfer form must be completed, an employment application and or resume submitted to. The hiring manager can use the signed Request for Transfer as authorization to review the internal candidate s personnel file. Consideration is given to the internal candidate if he/she is qualified - the position will be given to the best qualified candidate (internal/external) selected by the manager. Offers of employment should not be extended to an internal candidate until the hiring manager has reviewed the internal candidate s personnel file in the Office of. If the intent is to fill the position with an internal candidate, the hiring manager, must forward the application and any other relevant information to the Office of for the candidate s personnel file. An employee who accepts either a promotion or transfer is moved into the new position at a time which is mutually agreeable by the hiring manager and the employee s current manager. As a general rule, an employee who accepts a transfer is moved into the new position no earlier than two (2) weeks from the date of acceptance of the new position, but generally no longer than four (4) weeks. PREVIOULSY EMPLOYED JU CANDIDATES If a candidate was previously employed at JU, an offer should not be extended until the hiring manager has contacted the Office of to schedule a time to review his/her personnel file. REFERENCE CHECKING Reference checking is one of the most important steps in the hiring process. The objective is to hire the most qualified person for your department. The following guidelines are intended to provide assistance with this process. References must be completed for both external and internal candidates. The process does not differ for either hiring consideration. It is imperative that all finalists references are checked before they arrive on campus. You must complete this step before the actual interviews in the event that information is revealed from references that may change the recommendation to interview a candidate. By doing so, this will prevent an unnecessary expense of travel and time for both the candidate and JU. 14 P a g e

The University s Administrative/Staff employment application includes the candidate s signed consent to obtain references and perform background checks. Note: We cannot contact a reference unless the candidate has given us permission on the employment application. If a reference insists upon a copy of release, the Hiring Manager/Search Committee chair must fax a copy of the signed release to the reference please do not offer to do this unless asked for by the reference. Tips for Effective Reference Checking Q-- Q-- Q-- Q-- Q-- How many references do I need to check? A minimum of three. Conduct as many reference checks as necessary to account for the number of years of experience required to qualify the candidate for the position. Obtaining information from multiple references will allow you to determine whether the information provided is consistent and positive. It is always advisable to check references of individuals of the institution where the candidate was employed prior to his/her last position. Note patterns that emerge in terms of the comments made about the finalist. If I know the candidate personally, do I need to check references? Yes. References must be checked on every candidate you intend to hire regardless of whether you know him or her on a personal basis, regardless of whether a co-worker knows the finalist, and regardless of the level of the position. Do I need written consent to check references? Yes. JU s Employment Application process covers this issue - candidates give a written consent on the application. Do not check references on any person that has not completed the application. If I receive a negative evaluation on a candidate, should I immediately disqualify him or her? No. Although it is important to consider any negative comments carefully, the candidate should not be immediately disqualified from further consideration. The best course of action is to ask for specific examples to support the negative comments and then check additional references more than three if necessary. Formulate a question that asks about the deficiency. For example, if one employer states the employee had a performance issue, ask probing questions in that area of concern. If my finalist is a current Jacksonville University employee, should I contact his or her references? Yes, absolutely. Simply because a candidate is currently working for JU does not mean that reference checks may be waived. Dates of employment can be obtained through HR, but reference checks must still be conducted with prior departments/employers to verify job duties and performance. 15 P a g e

Q-- With whom should I share reference information? Information obtained through reference checks should be held to the highest level of confidentiality. This information should only be accessible to the Search Committee, the respective Department Head/Vice President and. Jacksonville University s hiring managers have an obligation to avoid negligently hiring people, especially those who might endanger employees or students. Therefore, it is important to check any areas where there are doubts or uncertainties. Often reference checks will dispel these doubts or give information that will help a hiring manager to be a more effective supervisor of the new hire. Additionally, effectively engaging in non-discriminating due diligence is the way to obtain the information necessary to make the right hiring decisions. A word of caution: Although hiring managers want to have as much relevant information as possible about potential employees; this must be balanced against the privacy rights of individual applicants. There are a number of federal and state laws that regulate when and how Jacksonville University may collect and use this information. Verification of Employment History A potential candidate s employment history the last two to three employers if available, should be verified. Candidates must be advised that former employer(s) will be contacted. Before the former employer(s) are contacted, the candidate must give permission on the employment application. The box May we contact this employer must be checked. Confirm this box is checked before proceeding with the employment verification. When verifying references, limit questions job-related ones; do not inquire about: medical history, physical characteristics, or personal information unrelated to the candidate s/employee s conduct on the job. This will help to avoid claims of discrimination or claims the prospective employer inquired about information it was not legally entitled to have. 16 P a g e

Employment Verification Questions Checklist On his/her application, [Candidate Name] indicated that he/she worked for your organization. Can you confirm the start and end dates of employment? What was your understanding of the reason [Candidate Name] left the organization? What was [Candidate Name] s position at the time he/she left the organization? Can you describe the job duties and or responsibilities? If I read the description of the position [Candidate Name] included on his/her resume, could you confirm whether the job title and description match your understanding of the position? Were there other positions [Candidate Name] held during his/her employment with your organization? If yes, what were the titles of the other positions? Was he/she ever promoted, demoted, transferred to another department? Did [Candidate Name] supervise other employees? If yes, how effective was he/she in the supervisory role? How would the employees describe his/her supervisory style? Did you evaluate [Candidate Name] s job performance? What would you say are his/her strong points and or areas that needed improvement? Would you consider rehiring [Candidate Name]? Why or why not? How would you rate [Candidate Name] s attendance? Was he/she punctual or miss work often? If so, did this affect his/her job performance? Did [Candidate Name] get along well with other members of the organization at different levels? Is there any additional information you would like share with me about [Candidate Name]? 17 P a g e

EMPLOYMENT REFERENCE TELEPHONE GUIDE A telephone reference check is an interview of a candidate s former employer or colleague. It is important to be prepared with questions before calling a reference. Listen carefully for what is and what is not said in response to specific questions. If the interviewed candidate provides an ambiguous response, be flexible and explore the issue. Always start by telling the reference: Your name The name of the organization you are calling from and the title of the position the candidate applied for The candidate authorized you to inquire about his or her previous employment and to call former supervisors, including this reference The conversation will probably take about 10 minutes of their time (if is not convenient, schedule a time to call back) The information will be kept confidential and not shared with the candidate TELEPHONE PROFESSIONAL REFERENCE CHECK Candidate s Name (And former Names): Person Called: Person s Position: Company Name: The above-named individual has applied for employment with our University and has named you as a professional reference. In order to make an informed decision, we would like to know the candidate s personal qualifications for employment. Any information you provide is held in the strictest confidence. 1. How long have you know the candidate? 2. What is the nature of your relationship? (Was it a working relationship as colleague, supervisor or subordinate?) 3. If you worked with the candidate, when and how long? 4. Do you question the candidate s reputation for honesty, trustworthiness, diligence, reliability or good character? 5. Why do you think the candidate would be a good choice for this position? 6. What areas do you think the candidate s strengths are in? 7. Do you know the positions the candidate held with his or her present/former employer? 8. Is there any additional information that you feel we should have before considering this candidate for employment? 18 P a g e

CRIMINAL BACKGROUND CHECKS A background screening must be completed (with favorable results) before a candidate can be offered a position and actually start working. It is important that Jacksonville University s mission be supported by qualified job applicants, with a safe and secure environment for all constituents, including students, visitors and employees. The University conducts criminal background checks on all regular full-time and part-time employees. Additionally, criminal background checks are conducted on all volunteers of the University. Background screenings are done by HireRight, Inc., a company that serves other colleges and universities around the country. To summarize the process: I. A background check is requested on the candidate selected only (not all individuals interviewed). The turnaround time for background screenings to return is between 24 and 48 hours. II. III. IV. The hiring manager has the option of waiting until the background screening has returned before extending a job offer; or extending the offer to the candidate indicating the offer is contingent upon a satisfactory background screening. The employment application must be completed in full and forwarded to the Office of. In addition, to comply with the Federal Credit Reporting Act, HR must also receive the signed Jacksonville University Background Authorization form. The Office of will notify the hiring manager when the background screening results have returned. V. If the results of a background screening are unfavorable, will notify the hiring manager. In the event a background screening reveals any felony or first degree misdemeanors, the University will take into consideration the nature and gravity of the offense; the time period that has elapsed since the infraction; and the nature of the job for which the applicant has applied for. VI. Any communication with candidates regarding a denial of a job offer based upon the results of the background screening, is communicated (to the candidate) by the Office of. IMPORTANT Recruitment for positions that work with youth under the age of eighteen (18), there is an additional background screening (Level II) required by the State of Florida. Please contact the Office of for additional information and forms. 19 P a g e

Routine background checks include: Criminal Misdemeanor & Felony Education Verification (Director level Administrative positions) Sex Offender Registry Widescreen Plus National Criminal Search SSN Trace The Office of should be contacted for questions concerning the background screening policy at extension 7025. 20 P a g e

LETTERS TO CANDIDATES Candidates should receive an acknowledgment letter (Standard Reply Letter) if not chosen for the position - as a thank you for their application. This creates goodwill for the University and also lets candidates know we have reviewed their credentials. Candidates, typically, like to be informed about the status of their candidacy. Sample Standard Reply Letters are included in this guide. Please see the Appendix. EXTENDING AN OFFER Hiring Managers may extend an initial job offer to a candidate verbally. Letters of appointment for administrative employees are prepared in writing by the Office of. The following is an example of a verbal offer: Hello, [Candidate Name] this is (identify yourself). I am calling to inform you that you have been selected for the (position) you interviewed for. The salary for this position is $xx,xxx (annually)/$x.xx (hourly) and you are eligible (if a full-time position) for Jacksonville University s fringe benefits. You will be scheduled to attend our New Hire Orientation (in ), to complete new hire paperwork. Additionally, during orientation, information will be provided to you concerning your benefits. I realize this is an important decision, and I ask that you let me know by [date] if you intend to accept our offer. We look forward to having you as a member of our team. Are there any other questions that I can answer for you at this time? CONCLUSION Diverse, qualified and talented individuals are paramount to the unique excellence that distinguishes Jacksonville University among its peers. It is important that departments make the best efforts in recruiting and retaining employees whose skills and personalities add to the vibrancy of the JU community. Successful recruiting and hiring efforts result in the development of a work force that not only benefits employees, supervisors and departments, but also contributes to the success of Jacksonville University. The Office of is available to assist you with any and all aspects of recruiting as you strive to achieve your hiring goals. 21 P a g e

APPENDIX Sample Employment Letters Pre-Arrival Checklist First Day/Week Checklist 22 P a g e

SAMPLE LETTER A RESUME ACKNOWLEDGEMENT LETTER (Date) RE: (Position) Dear (Name), Thank you for applying for the position of at Jacksonville University. We are currently reviewing applications, and will contact those individuals whose skills and experiences most closely match the requirements for the position. We appreciate the time and effort that you put into the application process and thank you for your interest in Jacksonville University. Sincerely, Hiring Manager Name Title Department 23 P a g e

SAMPLE LETTER B - NOT SELECTED - NOT INTERVIEW DOES NOT THE MINIMUM QUALIFICATIONS (Date) Dear (Candidate Name) Thank you for submitting your application for the (position title) at Jacksonville University. We appreciated the opportunity to consider your candidacy. Although your credentials are impressive, we are currently pursuing those candidates whose skills and experience more closely match the position requirements. We appreciate the time and effort that you put into the application process and thank you for your interest in Jacksonville University. Best wishes for success in your future career endeavors. Sincerely, Hiring Manager Name Title Department 24 P a g e

SAMPLE LETTER C - THANK YOU FOR INTERVIEWING LETTER (Date) Dear (Candidate Name) Thank you for the opportunity to get to know you and consider your application for the position of. We were most fortunate in developing a competitive applicant pool, which made the selection process very challenging. Although your credentials are impressive, we are pursuing those candidates whose skills and experience more closely match our needs and desires. We appreciate the time and effort you put into the application process and thank you for your interest in Jacksonville University. We wish you much success as you continue to pursue career opportunities. Sincerely, Hiring Manager Name Title Department 25 P a g e

PRE-ARRIVAL CHECKLIST Call the new employee and welcome him/her a few days before their start date. Inform the new employee about New Hire Orientation, which is held Monday s at 10:00 a.m. in the Office of. In the orientation, the new employee will be provided with information concerning fringe benefits. PREPARE WORK SPACE/OFFICE ASSIGNMENT: Keys/Codes: Supplies: Building Business Cards Paper Clips Cabinets/Desk Calendar/Date Book Pens, Pencils Codes for Copy Machine(s) Stapler Office Tape Dispenser PHONE: Set-up voicemail Provide long distance code(s) Discuss the department s phone etiquette/standards and coverage Refer new hire to JU online campus directory on the homepage SYSTEMS: Set-up new hire s computer workstation Contact Information Technology (IT) about email and internet account privileges and software applications Schedule training with department administrators and staff on department systems, if applicable ANNOUNCEMENT Send an informal announcement/email to your department announcing the new hire a little promo Prepare an agenda (first day/week) for the new hire Review calendar with new hire concerning meeting times for the first month FIRST DAY/FIRST WEEK CHECKLIST Ensure that the new hire attends New Hire Orientation (Monday at 10:00 in HR) After orientation, discuss the first week s agenda Ensure the new hire has a parking pass and a JU ID card Officially introduce the new hire to the entire department/division Review the department s mission and strategic plan(s) Review job functions, competencies and expectations for working/succeeding in the department 26 P a g e

Discuss the department s policies and procedures: Attendance & Punctuality Budget Procedures Communications Time off policy Personal calls Travel Timecards Calling in late/sick Lunch schedule Mail Email regulations Internet access Work schedule Weather Emergencies Dress Code Overtime (if applicable) Review significant University Policies (e.g., Non-Harassment Policy, Drug Free Workplace, etc.) Review security and safety procedures Conduct tour of floor, building, and other appropriate facilities Consider assigning a mentor for the new hire Ask a peer to take the new hire out to lunch Set up a brief meeting with department head and other administrators and staff members, if appropriate Encourage the new hire to take notes and ask questions Remind the new hire to go to the University s website to review other information, resources, and services available at Jacksonville University 27 P a g e