Employment Services

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Effective Recruiting and Hiring

• Employment Services

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Effective Recruiting and Hiring
Learning Objectives

• Factors that Affect UCs Regulatory Environment
• Planning Your Recruitment
• Attracting the Best Applicant
• Candidate Selection Process
• Effective Job Interviewing
• Proper Hiring and Recruitment Closure

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Factors that Affect UCs Regulatory
Environment AA/EEO

• UC is a public sector employer in the State of
  California
• Subject to civil rights-related compliance
  regulations that apply to all California public
  institutions
• UC is an educational institution
• Subject to federal regulations and legislation
• UC is a federal contractor
• Required to maintain an Affirmative Action
  program
• Federal Equal Employment Opportunity (EEO) Laws

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Factors that Affect UCs Regulatory
EnvironmentOFCCP

• Federal Contractor bound by the OFCCP
  Office of Federal Contract Compliance Programs
• Risk Management Understanding Legal Hiring
  Protocol
• Four criteria of the definition of Internet
  Applicant
• Expression of Interest
• Considered for Employment
• Meets Basic Qualifications
• Continued Interest

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Planning Your Recruitment
Steps in the Recruiting Process
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Planning Your RecruitmentRoles in the
Recruitment Process

• Employment Services
• Hiring Manager
• Search Committee Chair
• HR Generalist TAM Originators
• VCRO TAM Authorizers

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Planning Your RecruitmentRoles in the
Recruitment Process
Roles and Steps in Search Process Vac. Work Anal. Job Analysis Classif. Attract Appl. Select. Process Intv. Ref. Check. Extend the Offer Final Document.
Emp Svcs. X X X X
Comp X
Hiring Mgr. X X X X X X X X X
SC Chair X X
HRGeneralist TAM Originator X X
VCRO TAM Authorizer X X X X X X X X
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Planning Your RecruitmentThe Benefits of
Planning a Recruitment

• Creates efficiency and saves money
• Legal protection
• Making a good faith effort to recruit a diverse
  applicant pool

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Planning Your Recruitment Work Analysis

• Determine business and staffing needs for your
  department/unit. Ask
• What is the actual work that needs to be done?
• Is the need temporary or will it exist
  permanently?
• What are the short and long-term budget issues
  that could affect the work that needs to be done?
• Consult your Compensation Analyst, June Ramirez
  and Employee Relations Consultant, Vicki
  Oppenheim for assistance

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Planning Your RecruitmentJob Analysis and
Classification

• Identify the duties of the position and the
  Knowledge, Skills, and Abilities needed to
  perform the job
• CRITICAL to define Essential Functions Core
  Duties of Job
• Required by the ADA and FEHA
• When is a Job Analysis required?
• A new position (of any classification or appt.
  type), or
• If job duties of a position have changed
  significantly
• Keep in Mind Recall Candidate Information
• Department is responsible for recall list

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Planning Your RecruitmentJob Analysis and
Classification

• Use Career Compass for Job Description and
  Classification
• Use Berkeley Job Builder for non-represented jobs
• Use HR Web templates for represented jobs
• Job-specific describe the technical or
  functional expertise required for a given task or
  role
• Use Job Analysis Defined Knowledge, Skills and
  Abilities (KSAs) to Establish Job Competencies
  and Selection Criteria
• Used to create your interview questions and
  candidate ranking forms

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Planning Your Recruitment
Establishing Selection Committee

• Search Committee Selection
• Incorporate Significant Stakeholders - who has a
  vested interest in the hiring result?
• The hiring committee should reflect campus
  diversity
• The committee must have the ability to assess
  applicants skills and maintain confidentiality
• Establish a Recruitment Timeline
• Use a Recruitment Timeline to help keep your
  search process on track

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Candidate Selection ProcessEstablishing
Selection Criteria KSAs
and Competencies
Responsibilities KSAS Competencies
Provide full range of financial services (budget development, expenditures, reports) Experience in fund accounting Ability to develop budgets Ability to generate reports track information Stewardship Managing Resources Problem-Solving
Provide full range of financial services (budget development, expenditures, reports) Knowledge of UC policies governing staff personnel Experience with Human Capital Management Stewardship Managing Resources Quality Improvement
Manage Procurement Activity Procurement experience Experience with BFS Strategic Planning Organizing Stewardship Managing Resources
Represent department at campus meetings Ability to communicate verbally and in writing, in a clear and professional manner Communication Service Focus Inclusiveness
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Attracting the Best Applicant
Developing a Diverse Applicant Pool

• Select external media venues
• Campus website, print media, online job boards,
  social media
• Always include AA/EEO language in advertisements
• Promote the job and market UCB as premiere public
  teaching and research institution
• In-reach mechanisms
• Utilize staff and diversity organizations and
  campus listservs http//stafforg.berkeley.edu/
• Diversity Advertisement Options List

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Candidate Selection Process Special Placement
Consideration (SPC)

• Special Placement Consideration Eligibility
• UCB/UCOP displaced career employees
• UCB employees in 90 day transfer search/medically
  separated
• Same bargaining unit or PPSM
• Same salary range midpoint or lower
• Same percentage of time or lower at the time of
  layoff

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Candidate Selection Process Special Placement
Consideration (SPC)

• Managers Responsibility of the SPC Process
• Creation of the JD to adequately represent the
  qualifications for the position
• Conduct a qualifications review of the
  applications of SPCs received within 14 days of
  posting date
• Follow-through with the qualifications
  assessment, reference checking and review of
  personnel file
• Provide SPC coordinator with written
  documentation decision made, to either include
  reasons for de-selection based on not meeting the
  stated qualifications or new hire details

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Candidate Selection Process Special Placement
Consideration (SPC)

• Review and Assessment Process
• Qualifications Review
• Review of Resumes and Cover Letters for
  qualifications match
• Qualifications Assessment
• Similar to Interview Process
• NO PANEL INTERVIEWS
• Hiring Manager and Department HR Representative
  instead

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Candidate Selection ProcessScreening and
Evaluating Applicants

• Resume Review and/or the Phone Screening/Interview
  ing
• Evaluate each applicants KSAs against job
  requirements (required and preferred)
• When Screening Applicants selection criteria
  must be universally applied without bias against
  any applicant
• De-select Applicants Provide de-selection reason
  in TAM to generate automatic communication on
  their status, especially when determined Not
  Minimally Qualified

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Candidate Selection Process
Managing Recruitment Documentation

• Recordkeeping Updating TAM during each
  recruitment phase
• Record Interviews Phone, Interview 1, Interview
  2
• Prioritize communication between Hiring Manager
  and Originator throughout the search
• De-select applicants throughout process for
  notification of status
• Applicant Evaluation All applicants Not
  Qualified are deselected and no longer considered
  an applicant
• Definition of Minimally Qualified Meets basic
  qualifications on your job description in your
  required section of the job posting.

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• How do you manage your recruitment data?

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Effective Job InterviewingDetermining the
Process and Initial Screening

• Determine Your Interview Process and Timeline
• Define Evaluation Criteria
• Maintain consistency
• Phone Screening/Interview
• Clarify salary requirement
• Do they meet requirements as defined in Job
  Description?
• Panel Interview Job Description and PEM form
  conversation
• Legal/Illegal Interview Questions

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Effective Job InterviewingInterview Styles

• Interview Styles
• Open-ended Questions Tell me about your
  supervisory experience.
• Accomplishment Questions
• Tell me about your most recent job related
  accomplishment.
• Behavioral Based Interviewing
• Past performance is the best indicator of future
  performance
• STAR Give me a situation, or task when, What
  action did you take? What were the results?
• Interviewing Assessment Tool Candidate Ranking
  Form
• Consult with ER before administering Additional
  Assessments

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Proper Hiring and Recruitment Closure

• Interviewing Materials for IDF
• Submit to Search Committee Chair and/or Hiring
  Manager
• Reference Checking
• Check UC Employee Personnel File
• Making the Offer
• Sample Offer Letters Templates

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Proper Hiring and Recruitment Closure

• After an Offer Has Been Accepted
• Originator Update HCM-TAM System
• Completing the IDF
• Identify selection reasons for top candidate
• Document de-selection reasons for those
  interviewed but not selected
• IDF can be uploaded into TAM

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Thank you!
We look forward to working with you!
Kelly Howard, Employment Services
Manager khoward_at_berkeley.edu Charo Albarran,
Operations Manager calbarran_at_berkeley.edu Arlene
Asuncion, Senior Recruiter aasuncion_at_berkeley.edu