Recruitment & Selection Guide Life University Human Resources

Recruitment & Selection Guide Life University Human Resources 1269 Barclay Circle Marietta, GA 30060 (770) 426-2930

Table of Contents I. THE PURPOSE...3 II. RECRUITMENT AND SELECTION FRAMEWORK... 4 A. Overview of Process...4 B. Review the Job and the Need for It...4 C. Interview Panel/Search Committee...5 D. Flow Charts...5 Hiring Process for a New Position...5 Hiring Process for a Replacement Position...6 III. REQUEST FOR PERSONNEL ACTION...6 A. Vacant Position (Staff and Faculty)...6 IV. JOB ANALYSIS...7 For an Existing Position...7 For a New Position...7 V. ADVERTISING...8 A. Requirements and Job Posting...8 VI. SELECTION PROCESS...8 A. Screening Applications...8 B. Arranging the Interview...8 C. The Interview...9 D. Assessment Tests... 10 E. Hiring Recommendation... 11 F. Employment and Education Verifications... 11 G. Reference Checks... 11 H. Criminal Background Checks... 11 I. Pre-employment Drug Screening... 11 J. Disqualification of Applicants... 12 K. Employment Offer... 12 L. Post Interview... 12 M. Employee Referrals... 12 N. Promotions and Transfers... 12 O. New Hire Orientation... 12 VII. Steps In the Hiring Process... 13 1

Table of Contents VIII. Adjunct, International and Visa Considerations... 17 A. Adjunct Faculty Positions.... 17 B. International Faculty Positions.... 17 C. Visa Considerations.... 17 IX. Selecting Search Committee Members... 17 A. The Role of the Chair and the Committee... 18 B. Hiring Decision... 20 C. Communications with Candidates... 20 D. Search File... 20 E. Internal Candidates... 21 X. Exit Interview... 21 APPENDICES APPENDIX 1: Termination/Absence Form... 22 APPENDIX 2: Faculty Qualifications Form... 23 APPENDIX 3: Confidentiality Agreement Form... 24 APPENDIX 4: Job Analysis Questionnaire Form...25-29 APPENDIX 5: Life University Transfer Form... 30 APPENDIX 6: Guidelines for Developing Interviewing Questions... 31 APPENDIX 7: Questions to Avoid During the Interview... 32 APPENDIX 8: Examples of Acceptable/Discriminatory Questions...33-37 APPENDIX 9: Behavioral Interviewing Questions...38-39 2

The Purpose I. THE PURPOSE Life University s policies and practices are based upon a fundamental recognition among its members that at the core of each and every human being is an innate intelligence that shares common origin. This understanding provides the foundation for a fundamental expectation of positive and supportive behavior from other members of the Life community. Life University was established on a five-part charge that comprises our central, foundational value known as Lasting Purpose (To Give, To Do, To Love and To Serve Out of a Sense of Abundance). Recruiting and selecting the right candidate is paramount to the success of Life University and its ability to retain a workforce of the highest quality by adhering to the four standards of Serving Lasting Purpose (SLP): (1) An Attitude of Helpfulness, by assisting hiring managers in sourcing and selecting the right candidate and ensuring that we listen enough to understand the competencies, skills and qualifications of a candidate needed to fill the position in a timely manner; (2) A Personal Commitment to Building Relationships by collaborating and helping managers reach their goals and objectives by hiring the right candidate; (3) Manage to the Best Solution by serving others in a way to help them make the best decision on a hire. Life University provides fair evaluation processes for all members of the Life Community; and (4) User Friendly Always by being consistent in the hiring process, treating every candidate fair and making unbiased decisions. With Life University s vitalistic vision, clearly defined performance proficiencies and measurable criteria for success, a career at Life University will help you to develop into a leader who exemplifies humanistic values and, in a world where change is constant, provides innovative approaches to direct that change to elevate society and evolve Life University s health care system. This Recruitment and Selection process is vital to furthering the mission and vision of Life University as well as enhancing the creativity, diversity, and excellence of Life s community. The Recruitment Guide has been provided as a tool designed to assist hiring managers with achieving their goals in hiring the best candidate and by managing to the best solution. Hiring Managers (Department Head, Dean, Division Chair, Director, etc.) are highly encouraged to take the class Interviewing Techniques on a yearly basis to uphold ethical goals and values that are essential in the hiring process and by making a personal commitment to the principles of citizenship and integrity. The Employment Specialist, from the Human Resources Department, is instrumental in supporting the mission, vision and goals of Life University by developing, implementing and managing the full-life cycle recruitment process of faculty and staff positions. The Employment Specialist provides quality services to the Life community by anticipating customer needs and wants, providing support and guidance, and adhering to best practices and principles of Lasting Purpose and the Service Standards. This guide will be evolving by continuing to meet the dynamic needs of the University and to brand Life University as Employer of Choice. Here you will find the procedures that all hiring managers will use when recruiting and hiring employees. Also, you will find many documents and other resources offered to help you conduct professional, fair and complete interviews with the assistance of the Employment Specialist. The procedures, resources and forms are integral parts of the University s standards of Serving Lasting Purpose and commitment to good-faith efforts. Everyone conducting or assisting with the recruitment and hiring process is expected to follow the procedures outlined in this document. If you neglect to follow the procedures and process outlined in the guide you will delay the hiring process for your department. The Employment Specialist is available to provide expertise and guidance throughout each step of the hiring process, whether it s placing an advertisement, reviewing resumes, accessing talent pools, or interviewing. Please contact Human Resources at (678) 331-4379 to reach your Employment Specialist. The Employment Specialist will provide the following services: Write and place print ads Assist with job analysis Identify national, regional, and local sources for candidates Post jobs on web sites 3

Recruitment and Selection Framework Use best practices to attract and interview candidates Pre-Screen/screen candidates based on your needs Develop pre-screen, interview, and reference-check questions Serve as a member of the your interview panel and/or search committee Review existing candidates or those in our applicant pool who meet the qualifications of your job Train on legal compliance Coordinate the on-boarding process II. RECRUITMENT AND SELECTION FRAMEWORK A. Overview of Process 1. Assess the need for the job and ensure adequate funding 2. Review the job description to ensure that it meets the present and future requirements 3. Design the selection process (utilize interview panel/search committee process if applicable) 4. Draft the advertisement and select the advertising media 5. Short list 6. Interview and test (if necessary) short-listed candidates 7. Validate references, qualifications, drug screens and background checks 8. Set Hire Date B. Review the Job and the Need for It Upon the resignation, transfer, retirement, termination or the authorization of a new position, the search and selection procedure begins. This is an opportunity to review position responsibilities and the way in which the position contributes and promotes unit, department, division and University objectives. Hiring Managers need to consider the following issues: 1. Is the job still necessary? 2. What value does it add to the team and to the delivery of service? 3. Has the position been approved by Finance? 4. Does the job description need updating? If so, the salary grade for the job and the position specification may need to be re-evaluated. The Human Resources Employment Specialist is available to provide advice on constructing both job descriptions and job specifications, and advising on grading issues. 5. What type of employment could be offered? Full-time, temporary, part-time or adjunct? Is job-sharing an option? Contract? 4

Flow Charts The use of contracts is most appropriate for covering a particular task/project/item of work or an interim appointment. They should not normally be used to fill full-time or long-term positions. If the decision is to hire for a position, it is the responsibility of the Hiring Manager to ensure that the Staffing Requisition is submitted through the Applicant Tracking System (ATS), Neogov as soon as possible. C. Interview Panel/Search Committee Except in the case of special Presidential Appointments, all full-time staff and faculty interviews will be conducted by an Interview Panel or Search Committee. All open positions titled at a Director level or above and Faculty will use a search committee. All open positions titled below a Director level will use an interview panel. Interview panels (3-4 members) usually work with the Hiring Manager to interview job candidates and make a selection. Search committees (3-5 members) work independently from the Hiring Manager to screen, search, interview, and recommend job candidates for a final selection. Note: The Employment Specialist from Human Resources will be included on both interview panels and search committees. D. Flow Charts Hiring Process for a New Position 5

Request for Personnel Action Hiring Process for a Replacement Position III. REQUEST FOR PERSONNEL ACTION A. Vacant Position (Staff and Faculty) When an employee gives written notice (resignation letter) of intention to leave University employment, the immediate supervisor should notify the Employment Specialist as soon as possible so that necessary interviews for re-staffing might be arranged. The Termination/Absence Form (TRF) (See Appendix: 1) should be provided by the Hiring Manager at that time and sent to The Employment Specialist within three (3) business days of notice. The Hiring Manger will log onto Neogov Applicant Tracking system to submit a request for a job posting. The starting salary for exempt and non-exempt employees shall be determined by the job classification of the vacant position and the associated pay grade. Employing departments will consult with Human Resources on classification issues and salary issues before posting the position. Most importantly the department will consult with the Employment Specialist before making any salary commitments. If the position is a replacement position that was held previously by another employee, the Employment Specialist will communicate with Finance to confirm the salary that can be paid. If it is a new position, the Department will require Finance approval. Human Resources will price the position, in which pricing will determine the pay grade and market for the position. Departments should allow a minimum of three (3) business days for pricing of positions. 6

Job Analysis IV. JOB ANALYSIS Job Analysis is the foundation of human resources management and helps lay the foundation for effective recruitment, selection, performance management and career development. This guide provides an understanding of job analysis and its function as an essential part of the recruitment and selection process. Job Analysis involves gathering, documenting and analyzing information about the content, context and requirements of the job. A successful job analysis demonstrates a clear relationship between the tasks performed on the job and the knowledge, skills, abilities, competencies and behaviors required in performing the work of the position. Incomplete or inaccurate job analysis can result in making a poor hiring decision, which can impact both the manager and the new hire. It is important to spend the time needed with the Employment Specialist to ensure a thorough alignment of the major job duties with the needed competencies in order to achieve a clear understanding of what will lead to a positive hiring outcome. A thorough job analysis should include the Hiring Manager, the Employment Specialist, and a Subject Matter Expert (SME). If the Employment Specialist is not co-located with you and a face-to-face meeting is not possible, job analysis may be conducted by telephone. It is important to include one or more subject matter experts as needed during the job analysis process. For an Existing Position: The following steps will help provide the best analysis of a particular job: 1. Involve employees by having them complete Job Analysis Questionnaire Form. (See Appendix: 4) 2. Interview employees, asking them specific questions about their job duties and responsibilities. 3. Obtain log sheets from employees with information about each of their tasks and the time spent on each task for at least one full work week. 4. Complete desk audits where you observe employees doing their jobs at different times of the day and days of the week and track what they do and for how long. 5. Interview supervisors and managers, and other employees, clients and customers the employee may interact with while performing the job. 6. Compare the job to other jobs in the department as well as the job grade or job family to show where it falls on the pay scale. After the job analysis is conducted for the existing position, the Employment Specialist will assist you with developing the job description. For a New Position: The following steps will help provide the best analysis of a particular job: 1. Gather Information: Use the official and current position description, review organization charts, review the skills of the previous incumbent. 2. Ask for Assistance: Involve a Subject Matter Expert (SME) and contact the Employment Specialist for information on qualifications standards, classification standards and evaluation statements. 3. Identify Critical Job Duties: Identify and document three to five critical or major duties, which are duties that directly impact the mission and occupy at least 25% of an employee s time. 4. Identify needed KSAs (Knowledge, Skills and Abilities) and Competencies: For each critical or major duty, identify the essential knowledge, skill, ability or competency required to successfully perform that duty. 5. Identify Selective Placement Factors: After identifying the duties and the relevant KSAs and competencies, determine if there are any additional factors that a highly-qualified candidate will possess prior to starting the new position. 7

Advertising 6. Validate KSAs & Competencies to your Assessment Method: Ensure that each KSA and competency can be evaluated and is ratable from information provided in an applicant s resume and can be validated by an assessment tool such as a questionnaire, an interview, reference checks, etc. 7. Document your Rating Criteria: Arrange the non-selective KSAs and competencies in order of importance, using a 1, 2 and 3 rating scale from Most Important to Least Important. 8. Link Job Tasks to Specific KSAs or Competencies: For each KSA or competency identified, create a list of the important tasks and activities to perform on the job. After the job analysis is conducted for the new position, the Employment Specialist will assist you with developing the job description. 8 V. ADVERTISING A. Requirements and Job Posting When advised of a vacancy, the Hiring Manager will use the standard University-approved job description (may be edited for a new posting) for staff and faculty (including University, regional and programmatic accrediting agency requirements) positions. The Employment Specialist has final approval on all job descriptions. Job descriptions may not be shared with employees until approved by Human Resources. The Hiring Manager will log onto the Neogov Applicant Tracking System to submit a Staffing Requisition. The Hiring Manager will electronically route the Staffing Requisition to Human Resources for review and approvals. The Employment Specialist will review the existing job description, making any necessary corrections, and post the vacancy announcement for a minimum of five (5) business days on the Life University Employment website. External postings: Postings for staff positions below a supervisor will automatically be forwarded to the Georgia Department of Labor for their reference and applicant referral. This procedure will create an awareness of positions available to ensure upward mobility in careers within the University and to encourage applicant referral from numerous sources. Other advertising arrangements and posting jobs externally can be done as needed and determined by consulting with the Employment Specialist and the Hiring Manager (the Dean for Faculty positions) for advice on advertising and related costs. Title Changes: If the title change is not reflective of any salary or changes in duties, then the position is not required to be posted. VI. SELECTION PROCESS A. Screening Applications The Employment Specialist will review all applications submitted and received through the Neogov Applicant Tracking system and submit the top ten (10) most qualified candidates to the hiring manager from the eligible list. The selection of the top candidates for interviewing will be based on the job description and specifications. New criteria cannot be introduced to assess the candidates at this stage as it would be unfair. It is the responsibility of the persons conducting the interviews to complete the short-listing and to ensure the process remains free of unlawful discrimination. If a committee or panel is used, the entire committee or panel agrees on the short list. Determine the appropriate evaluative criteria; these will be explicitly stated and then relevant attributes of internal and external candidates can be appropriately evaluated. The criteria used to select the top candidate and all appropriate notes will be returned to Human Resources for filing and are retained for a period of six (6) months. It is good practice that all qualified internal candidates be interviewed. Former employees who have been terminated for cause will not be considered for an interview. B. Arranging the Interview The person responsible for scheduling the dates and times for interviews, for the short-listed candidates, will notify applicants of any selection tests that will be used.

Selection Process Federal law prohibits certain questions in an employment interview and the application for employment has been developed to comply with Federal guidelines. Examples of such illegal questions might refer to the applicant s age, disability, religion, ages of children, etc. Interviewing Guidelines (SEE APPENDIX: 7) are provided to the employing department upon referral of applications. To assure consistent treatment of each applicant, a patterned interview should be developed by the department. Such might include specific questions of job related functions, skills required, and how the applicant s educational background, previous experience, etc. might be useful in the position if selected for employment. C. The Interview The purpose of interviewing is to appoint the best person for the job based solely on merit and suitability. The Life University recruitment and selection process achieves this by using methods that are systematic, thorough, fair, unbiased and based on rational, objective and job related criteria. The faculty interviewing process will be conducted by the search committee. See the steps in the Hiring Process section for further details. Internal Candidates Transfers and Promotions: The University is committed to the development of its employees and makes every effort to fill vacant positions with qualified employees. Employees are encouraged to explore vacant positions and career opportunities both within and outside of their current department. Interest in or application for a position vacancy will not affect their current position or status. Promotions are based upon knowledge, training, skills, and demonstrated ability. Upon successful completion of 90-days of consecutive service, employees are eligible for promotion and transfer. The employee is responsible for notifying his/her current supervisor of the intent to transfer. Employees interested in a position will apply online and submit a Transfer Form (TRF) (SEE APPENDIX: 5). Employees who have been subject to recent (within the last 12 months) corrective action by the University may not apply for jobs or request a transfer without the approval of their supervisor and Human Resources. Contact Human Resources for more details on the transfer policy. Searches under special circumstances may be limited to internal candidates. Once approved, internal searches are conducted just as all other searches, including formation of a search committee. Internal candidates may also be anticipated in searches that are not limited to an internal search. Here, special sensitivities are necessary. The basic rule is that one s status as an internal candidate should not inappropriately be an advantage or disadvantage to the candidate. For Staff: Internal candidates are not automatically guaranteed a staff position but, if they meet the basic qualifications for the position, their application will be reviewed by the Hiring Manager. If these candidates meet the basic qualifications of the position they should be recommended for an interview with the Hiring Manager along with any other acceptable qualified candidates. For Faculty: Please note that there is a special consideration afforded whenever the internal candidate is a former faculty member returning to teaching from an administrative role. These candidates are not automatically guaranteed a faculty position, but their application will be reviewed by the Hiring Manager if they have the basic qualifications for the position. If these candidates meet the basic qualifications of the position they should be recommended for consideration to the Hiring Manager along with any other acceptable qualified candidates. Staff positions below a Director level: a) For staff positions below a Director level, the Hiring Manager will set up a panel interview to include 2-3 people to conduct face-to-face interviews. Note: The Employment Specialist will be included on all panels. b) Once interviews have been completed, the panel will discuss each applicant based on the job description, criteria, and suitability of the candidate. New criteria cannot be introduced to assess candidates at this stage as it would be unfair. Staff positions at a Director level and above, including Full-time Faculty: For all positions at a Director level and above AND all Full-time Faculty positions, a search committee will be conducting all interviews. Note: The Employment Specialist will be a member on all search committees. 9

Selection Process At the interview, each candidate should be treated consistently. To achieve this, the panel/search committee should: 1. Ask the same initial questions of each candidate. 2. Supplement understanding of the candidate s responses with following up questions as appropriate. 3. Be consistent in allowing access to presentation material, notes and other materials. 4. Not allow any discriminatory questions, harassment, or any other conduct which breaches the equal opportunities policy or code of conduct. 5. Ensure that in the case of disabled candidates, the necessity for any reasonable accommodations that would be required on the job are explored in a positive manner. Assessment of disabled candidates should be based on their expected performance in the job, given that any reasonable adjustment required was provided. 6. Keep in mind that information obtained throughout the selection process will be treated as confidential and is known only to parties involved in the selection process. 7. Keep records of interviews and the reasons for decisions each question should receive a grade, and a grade for overall impression. Recommendations from the committee/panel will be submitted to the Employment Specialist for further consideration. The scoring sheets and all documentation of the interviews will be given to Human Resources for filing. 8. Panel members/search committees will be aware that it is their responsibility to ensure recruitment/interview documentation is stored securely and confidentially whilst in their possession. College of Chiropractic Clinics The Hiring Manager for the Clinics requests a 500-word essay on an assigned topic and conducts a phone interview. The candidates are evaluated and those selected are invited to the next step of the interviewing process: on campus interview. Two (2) candidates are invited to campus at a time and schedule the day as follows: 10 a) Meet candidates b) Campus tour c) Search committee interview and practicum d) Observations in Clinic e) Lunch with Candidates in Socrates Café f) Presentation and Q&A with students, staff and faculty g) Interview with Clinic Directors g) Meet the Dean Feedback is solicited from the committee members participating in observation, lunch and presentation events. D. Assessment Tests Assessment tests are a valid method of assessing a candidate s competencies (i.e. effectively measures the job criteria, is relevant, reliable, fair and unbiased) and can be a predictor of on-the-job performance. They are also used to make a more informed hiring decision by selecting the high-potential candidates most suited to success on the job and to filter out unqualified candidates. Assessment tests are an extremely useful tool and are recommended for use. Human Resources will provide the standard assessment tests (i.e. personality/cognitive and customer service) via our third party vendor. All hiring departments are required to utilize the standard tests (personality/cognitive and customer service) for the top two (2) finalists identified from the in-person interviews. Hiring Managers will have the opportunity to choose from a bank of skills tests to use in combination with the standard assessment tests.

Selection Process The Hiring Managers should contact the Employment Specialist on the use of selected skills tests after identifying the top two (2) finalists before the initial offer is made. The Employment Specialist will send the standard assessment test (and additional test requested per the Hiring Manager) to the top two (2) finalists identified resulting from the in-person interviews and the results of the assessment tests will be shared with the Hiring Manager before a selection is made. E. Hiring Recommendation In selecting the successful candidate for recommendation, the interview panel/search committee will make a decision based on the merit and eligibility of the candidates as judged by: a) Content of application and qualifications b) Performance at interview c) Outcome of selection tests d) Suitability of candidates F. Employment and Education Verifications Human Resources uses a third party vendor to conduct all employment and education verifications. Faculty verifies education by having the candidate submit official transcript(s) within 30 days of hire, from their respective degree granting institution(s) in a sealed envelope, as a requirement of the hiring process. For all positions requiring a current Georgia chiropractic license, CIN-BAD checks will be conducted. G. Reference Checks The Employment Specialist will conduct all reference checks. At least three (3) references will be contacted and the information will be recorded for the file. H. Criminal Background Checks In an effort to provide a safe and secure workplace and to minimize the potential litigation associated with negligent hiring processes, Life University will require background checks on the selected candidates (all Staff and Faculty) through our third party vendor. Employment shall be conditioned upon the execution of a consent form for criminal record disclosure and upon consideration of one s criminal history. The Employment Specialist will notify the candidate of the results of their criminal history report if there is an infraction on the report. Human Resources will allow the candidate five (5) business days to initiate corrective action of any infractions on report. Proof of an error in reporting shall not disqualify the applicant and the position will not be filled until this time period has expired. I. Pre-employment Drug Screening Life University requires all candidates to submit to a pre-employment drug testing in support of the institution s certified Drug-Free Workplace program. Candidates will have 48 hours to complete the drug screening at an approved facility. The cost of pre-employment drug test will be borne by Life University. Failure to report positive test results shall disqualify the candidate from employment. Instructions on the drug test procedure will be made available by the Human Resources Department. If an Adjunct Faculty is being rehired and they have completed a drug screen within the prior 12 months, a new preemployment drug screen will not be required. If a candidate, who is being rehired in a staff position, and has not been employed by Life University for more than a quarter, they will go through the pre-employment drug screening. 11

Selection Process J. Disqualification of Applicants An applicant may be disqualified for employment for any of the following reasons: a) Discovery of any false statement or omission of material facts from the formal application. b) He or she has been convicted of a felony, unless first offender treatment was granted by the court. c) A positive drug screen. K. Employment Offer Having completed the interviewing process, a verbal offer of employment will be extended by the Employment Specialist and will advise the candidate that the offer is conditional pending the successful results of a drug screen and criminal background check. The offer letter of employment will be completed by the Employment Specialist and mailed within 24 hours of the verbal offer through the US Postal Service and a soft copy will be emailed along with new hire documentation. L. Post Interview The Employment Specialist will be responsible for providing all interviewed candidates with email notification of the outcome of their application and/or interview (letter of rejection). If feedback is requested from an unsuccessful shortlisted candidate, the Employment Specialist should provide a valid reason to the candidate for rejection together with constructive feedback. Written feedback will not normally be provided. M. Employee Referrals Employees may refer external candidates for open positions with the University. In order for the employee to be eligible for an employee referral fee, the referred applicant must complete a Life University employment application for the open position. If the candidate is hired and successfully completes a 90-day probationary period, the employee who made the referral will be paid a $250 referral fee. The $250 referral fee is considered wages and is taxable. Previous Life University employees, contract or temporary agency employees and current or former students are not eligible for referral in the program. Faculty are not eligible to participate in the employee referral program. N. Promotions and Transfers Life University is committed to the development of its employees and makes every effort to fill vacant positions with qualified employees. Employees are encouraged to explore open positions and career opportunities both within and outside of their current department. Interest in or application for a position vacancy will not affect the employee s current position or status. Promotions are based upon knowledge, training, skills and demonstrated ability. Upon successful completion of 90-days of consecutive service, employees are eligible for promotion and transfer. The employee is responsible for notifying his/her current supervisor of the intent to transfer. A Transfer Request form (See Appendix: 5) should be forwarded to Human Resources along with a current resume. Employees who have been subject to recent (within the last 12 months) corrective action by the University may not apply for jobs or request a transfer without the approval of their supervisor and Human Resources. Contact Human Resources for more details on the transfer policy. O. New Hire Orientation All new staff employees and full-time faculty are expected to attend a full day of Orientation on their date of hire. All adjunct faculty are expected to attend at least the morning session of Orientation. All adjunct faculty will communicate to the Faculty Affairs Department the date, time and duration they attended Orientation. 12

Steps in the Hiring Process VII. Steps In the Hiring Process (See Flowcharts for New and Replacement Positions) 1. When advised of a vacancy, the Hiring Manager will develop a standard job description utilizing the approved University template (for Faculty- including University, regional and programmatic accrediting agency requirements). 2. The Hiring Manager will submit a Staffing Requisition through the Neogov Applicant Tracking system and route to the appropriate department to obtain electronic approvals. 3. The Employment Specialist will review the existing job description, make the necessary corrections, and post the vacancy whether internally and/or externally. **For Staff positions below a Director level, GO TO STEPS 4-8, then PROCEED TO STEP 25 **For Staff positions at a Director level and above AND all Full-Time Faculty, GO TO STEPS 9-21, then PROCEED TO STEP 25 4. For positions below a Director level, the Employment Specialist will review/pre-screen applications submitted/ received via telephone interview, and submit the top ten (10) candidates to the Hiring Manager for further review. 5. Hiring Manager will select the most qualified candidates from the eligible list of applications/resumes received and choose the top three (3) five (5) candidates to bring for a personal on-site interview and schedule the interviews. The Employment Specialist will then send the appropriate assessment test(s) to the top two (2) finalists identified upon conclusion of the in-person interview. The Hiring Manager must be in contact with the Employment Specialist prior to the in-person interview to choose the appropriate assessment tests that will be administered. The Hiring Managers should contact the Employment Specialist on the use of selected skills tests after identifying the top two (2) finalists before the initial offer is made. 6. Hiring Manager will set up a panel interview to include 2-3 people to conduct face-to-face interviews. Note: The Employment Specialist will be included in all in-person interviews. 7. After all interviews are completed, the Hiring Manager should arrange a final meeting with the panel to discuss the strengths and weaknesses of each finalist and decide which candidate is suitable for the position. The Hiring Manager should also express: a) His or her assessments and seek reactions from the panel. b) If there are fundamental differences between the panel consensus and the Hiring Manager, these should be openly and directly discussed, perhaps focusing on the various perceptions of the needs of the University and the department (as opposed to assessments of the candidates) as one strategy for seeking resolution. 8. Once a candidate has been identified, the Employment Specialist will contact at least three (3) personal/professional references for a reference check on the candidate. a) The same questions are generally asked of each reference. Clarification regarding specific candidates is permitted. b) References should be told that they may also be requested at a later date to send a letter of reference. c) Only references listed by the candidate are to be contacted. d) An immediate supervisor is preferred. e) A professional colleague able to assess candidates direct applicability to the vacant position is sought. 9. For positions at a Director level and above AND full-time Faculty positions, the Employment Specialist will review and pre-screen all applications submitted/received through the Neogov ATS and submit top ten (10) candidates from the eligible list to the search committee chair (3-5 search committee members) for further review. Note: The Employment Specialist will be a member of all search committees. 13

Steps in the Hiring Process 10. The search committee chair will distribute all resumes/applications/required criteria to the search committee members for further review prior to the meeting. NOTE: The committee can meet as needed to assess the success of the search to date, based on the number and quality of applicants, to determine whether or not alternative recruitment strategies will need to be developed and implemented, and to identify the method by which applicants will be reviewed and to draft a new schedule. 11. During the first meeting, the committee will utilize a criteria chart that directly reflects the minimum qualifications stated in the vacancy announcement/ job description and review all applicant s resumes and required criteria to be selected for the short-list and a telephone interview. 12. Once consensus has been reached on the qualified applicants, telephone interviews are conducted with the top candidates by members of the search committee. The committee chair is responsible for contacting all candidates on the short list to schedule the telephone interview. a) The purpose of the telephone interview is to verify continued interest and candidate suitability for in-person interview. b) Acquire any substantive information that may be helpful in determining the candidate s suitability. c) Assess the candidates interpersonal and communication skills (as best as can be done over the telephone). d) Acquire any substantive information that may be helpful in further narrowing the applicant pool. e) Candidates should be informed that they will be invited for an in-person interview and that their references will be contacted. At that time the names and telephone numbers of the personal references are verified. f) Questions to be asked of each top candidate during the preliminary telephone interview are determined by the search committee and a schedule is designed. The telephone interviews are to be conducted within a two-week time frame. All members of the search committee are to be present where the questions are asked. A conference room should be acquired with conference phone capabilities. 13. After all telephone interviews have been conducted, the committee chair calls a meeting to discuss the applicants (could be conducted the same day of telephone interviews); the search committee analyzes applicant skills on the agreed upon criteria chart. 14. As a result of the telephone interviews, the Employment Specialist will contact at least three (3) personal references for top candidate selected. a) The same questions are generally asked of each reference. Clarification regarding specific candidates is permitted. b) Referees should be told that they may also be requested at a later date to send a letter of reference. c) Only referees listed by the candidate are to be contacted. i. An immediate supervisor is preferred. ii. A professional colleague able to assess candidate s direct applicability to the vacant position is sought. A synopsis of conversations with referees is documented by those who make the calls and submitted to the committee chair. 15. The committee will then prepare a recommendation for an in-person interview, in memo format, addressed to the appropriate Director/Hiring Manager. a) The memo should be accompanied by the supporting documentation (i.e. synopsis of telephone reference calls and criteria chart (rubric). b) It should include a discussion of which applicants, if any, are recommended for interview and why. NOTE: The memo should address any applicant who appears on the criteria chart to be an obvious choice, but who is not being recommended for an interview. 14

Steps in the Hiring Process c) The memo and supporting documentation is packaged and forwarded to the Director/Hiring Manager. 16. After discussing the committee s recommendation for the in-person interviews with the Hiring Manager/Director, the committee chair submits a recommendation to the appropriate authority for review and approval. 17. The Hiring Manager considers the search committee s recommendations and may request further interviews by telephone or in-person. a) The appropriate authority notifies the committee chair of the decision on which candidates to bring in for a faceto-face interview. 18. The search committee submits a final recommended interview schedule to the Hiring Manager/Director (where appropriate), along with information concerning the dates of the interview and the names of the persons/groups recommended for the inclusion in the interview schedule. a) The search committee chair makes arrangements for those aspects of the interview and copies the Director/Hiring Manager on all details. b) The committee chair will act in a leadership/facilitator role in each in-person interview session. 19. The committee chair prepares the final interview schedule, schedules the conference rooms and campus tours and distributes the agenda to the appropriate department or division. (The Hiring Manager approves the agenda). 20. The search committee will conduct in-person interviews for the top 2-3 candidates selected. 21. After all interviews are completed, the Hiring Manager should arrange a final meeting with the committee to discuss the strengths and weaknesses of each finalist and decide what candidate is suitable for the position. The Employment Specialist will then send the appropriate assessment test(s) to the top two (2) finalists who have been identified after the in-person interview. The Hiring Manager should also express: a) His or her assessments and seek reactions from the committee. b) If there are fundamental differences between the committee consensus and the Hiring Manager, these should be openly and directly discussed, perhaps focusing up the various perceptions of the needs of the University and the department (as opposed to assessments of the candidates) as one strategy for seeking resolution. **For ALL Staff positions (Director Level and Above) GO TO STEP 25 **For all Faculty positions, CONTINUE TO STEP 22 22. The Hiring Manager (at the College Level) makes a recommendation for hire to the Dean or rejects the recommended candidates and notifies the search committee chair. The Hiring Manager should include a short statement of rationale if none of the recommended candidates are acceptable so that the search committee will be aware of these additional, or clarified, criteria in selecting the next round of recommendations to the Hiring Manager. 23. If a candidate is acceptable, the Dean confers with Faculty Affairs/Human Resources to determine rank and salary. Salary determination is based on the candidate s experience, credentials and the current budget for the position. 24. The Dean writes a recommendation memo detailing the terms of hire, i.e., rank; salary and benefits; relocation and temporary housing costs (if applicable); visa costs (if applicable), etc; and creates a formal offer. The Dean presents the recommendation, background information and offer letter to the appropriate supervisor. The supervisor will consider the recommendation, and if in agreement, will authorize that the offer letter be sent. The supervisor also emails the packet of information regarding the new hire to the Vice President of Academic Affairs (VPAA) for his review. 15

Steps in the Hiring Process 25. The Hiring Manager/Dean notifies the Employment Specialist of the decision and sends over the following information to the Human Resources Department: a) Submit a Payroll Status Form through Neogov Applicant Tracking system for the selected candidate and route to Human Resources for electronic approval. b) Life University Candidate Interview EEO Log of all interviewed candidates. c) Evaluative Criteria (all interviewed candidates). d) Communications of panel/committee with Life officials (e.g. Dean, Faculty Affairs, VPAA) on search (if applicable). e) Materials submitted by the candidate (i.e., Cover Letter, Resume, CV, etc)- this should be attached to their candidate profile in Neogov. f) All correspondence (letters, emails) with and from the candidate. g) Notes of any conversations with the candidates. h) Evaluations of candidate by panel/search committee members. 26. Once the Payroll Status Form has been approved and salary confirmed, the Employment Specialist will contact candidate to extend verbal offer to continue the hiring process. 27. The Employment Specialist will send the candidate the following forms via email/fax: a) Release and Authorization form. b) Drug Screen form. Faculty positions: The search committee chair arranges for CIN-BAD checks on each recommended candidate, if needed for the position. 28. Once results have been received from the pre-employment background check and Drug Screen and the candidate has been cleared to work, the Employment Specialist will contact the candidate via telephone and confirm start date. The Employment Specialist will notify the Hiring Manager via email that the candidate has been cleared to work. 29. The Employment Specialist will prepare the offer letter and send hard copy via postal mail and send a soft-copy via email for staff positions with in 24 hours of the confirmation telephone call. a) For Faculty positions, the Employment Specialist will prepare the offer letter and send to the Dean for signature. b) The Employment Specialist will send the offer letter via postal mail and a stamped and addressed envelope will be provided to the candidate to return the offer letter (signed). It will be addressed to the Human Resources Department. c) When the offer letter is received, the Employment Specialist will immediately send it to the Dean s attention via email. 30. The Employment Specialist will email, along with the offer letter, new hire paper work and arrangements to attend New Hire Orientation within 24 hours of the confirmation telephone call. 31. A rejection letter will be sent by the Employment Specialist to all unsuccessful applicants thanking them for their interest and indicating that the search has concluded. Special acknowledgment should be accorded all interviewees. 16

Adjunct, International and visa Consderations Selecting Search Committee Members VIII. Adjunct, International and Visa Considerations Life University may sponsor employees for US Permanent Residence or HI-B status if an employee is employed in any Faculty or Director-level full-time position considered to be full-time regular, and upon the recommendation of the President, EVP/Provost or EVP of Finance. Procedures for the employee s US Permanent Residence or HI-B filing and application process will be directed by Life University Human Resources through an attorney selected by the University, specializing in immigration law. Additional information is made available through Human Resources. A. Adjunct Faculty Positions In the case of adjunct positions, the search committee process may be impractical due to timing and/or the specialized position. Exceptions will be at the discretion of the appropriate Dean. Adjunct hires do not need to be approved at the level of the VPAA as long as the overage budget is not exceeded. Adjunct Faculty will not require an assessment test. **SEE STEPS 22 29 of the Hiring Process B. International Faculty Positions When and individual is applying for a faculty position in a country other than the United States or its territories and an on-campus interview is impractical, then the appropriate Dean may bypass the search committee process and make a recommendation for the hire directly to the VPAA. In that case, the Dean is responsible for: a) Forwarding all necessary paperwork related to employment to the Human Resources Department. b) Forwarding all necessary paperwork related to credentialing to the Faculty Affairs Office. c) Orientation of the new hire regarding the Policies and Procedures of Life University, including but not limited to the Employee Handbook, Honor Code and Standards of Conduct. d) The Employment Specialist receives Payroll Status form through Neogov ATS. C. Visa Considerations In the case of candidates that are not US Citizens and are applying to work at the Marietta campus, there are going to be visa considerations. Determination of the need and type of visa and all other visa requirements involved will be handled by the Human Resources Department. The hiring manager must receive approval from the Executive Office prior to starting the hiring process. IX. Selecting Search Committee Members Note: Search committees conduct interviews for positions at a Director level and above or faculty positions The primary goal in the formation of a search committee, elected or appointed, should be to create a body representative of the constituencies affected by the position. Persons accepting appointment to the committee disqualify themselves as candidates for the position. The search committee, including the chair, is appointed by, and reports to, the Hiring Manager. For faculty positions, that would be the Department Heads, Division Chairs or Deans. The Director and Hiring Manager if appropriate, develop a representative list of appropriate employees to form a search committee. The Hiring Manager contacts the members and appoints them to the committee. Depending on the nature of the search, faculty or administrative staff outside the department may be asked to serve on a search committee. Guidelines for selecting search committee members: a) Panel consist of at least three committee members. b) Employment Specialist will be included as a committee member (but not included in the count). c) Contain a majority of full-time faculty members, including the chair. 17

Selecting Search Committee Members 18 d) Other committee members should be selected from outside units that work closely with the unit in which the vacant position resides. e) The committee chair will receive training on recruitment and interviewing from the Employment Specialist, which will be conducted prior to the first committee meeting. f) The willingness and ability of potential panel members to attend all interviews for the duration of the recruitment process, to maintain consistency and to ensure fair treatment of all candidates. g) Each member of the committee will sign a confidentiality form. h) Diversity should be sought in gender and, to the extent possible, in ethnicity and race. i) The selection process should avoid conflicts of interest whenever possible. Excluding members who have written recommendation letters of any of the applicants might be one way to do this. A. The Role of the Chair and the Committee Search committees perform many critical roles. These typically include: a) Collaborative input on preparing a job posting. b) Identifying the criteria by which candidates should be evaluated. c) Identifying finalist and, from among those, the individuals who will be invited to campus interviews. d) Structuring and arranging on campus interviews. e) Providing recommendations on filling the open position. f) Initialing confirming of the qualifications for the candidates via the Faculty Qualifications Form (See Appendix: 2). In all these responsibilities, the search committee is acting in an advisory capacity to the person who appointed the committee, and is referenced as the Hiring manager. The Hiring Manager designates one committee member as the chair of the committee. The chair is responsible for ensuring that: 1. The search committee meets as needed prior to the application deadline to assess the success of the search to date based on the number and quality of applications, to determine whether or not alternate recruitment strategies need to be developed and implemented to identify the method by which applicants will be reviewed, and to draft an interview schedule. 2. A criteria chart is developed by the Search Committee that directly reflects the minimum qualifications stated in the vacancy announcement. Note: Applications are not to be reviewed until the search committee has established the criteria chart. 3. A draft of the interview schedule is completed by the search committee. a) Individual staff to meet with the candidate is identified. b) Number of open meetings to be held for the general staff is determined. c) If a presentation is required and the topic. d) Identifying which committee members will join the candidate for lunch and dinner. 4. Questions to be asked of each top candidate during the preliminary telephone interview are determined by the search committee and a schedule is designed. The telephone interviews are to be conducted within a two-week time frame. All members of the search committee are to be present when the questions are asked. A conference room should be acquired with conference phone capabilities.