Effective Recruiting and Hiring

1. Effective Recruiting and Hiring Employment Services

2. Effective Recruiting and Hiring Learning Objectives • Factors that Affect UC’s Regulatory Environment • Planning Your Recruitment • Attracting the Best Applicant • Candidate Selection Process • Effective Job Interviewing • Proper Hiring and Recruitment Closure

3. Factors that Affect UC’s 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

4. Factors that Affect UC’s 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

5. Planning Your Recruitment Steps in the Recruiting Process

6. Planning Your RecruitmentRoles in the Recruitment Process • Employment Services • Hiring Manager • Search Committee Chair • HR Generalist – TAM Originators • VCRO – TAM Authorizers

7. Planning Your Recruitment:Roles in the Recruitment Process

8. 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

9. Planning Your RecruitmentWork 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

10. 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

11. 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 (KSA’s) to Establish Job Competencies and Selection Criteria • Used to create your interview questions and candidate ranking forms

14. Planning Your RecruitmentEstablishing 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

15. Candidate Selection ProcessEstablishing Selection Criteria: KSAs and Competencies

16. 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 listservshttp://stafforg.berkeley.edu/ • Diversity Advertisement Options List

17. Candidate Selection ProcessSpecial 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

18. Candidate Selection ProcessSpecial Placement Consideration (SPC) • Manager’s 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

19. 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

20. Candidate Selection ProcessScreening and Evaluating Applicants • Resume Review and/or the Phone Screening/Interviewing • Evaluate each applicant’s KSA’s 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

21. Candidate Selection ProcessManaging 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.

22. How do you manage your recruitment data?

23. 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

24. 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

25. 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

26. 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

27. Thank you! We look forward to working with you! Kelly Howard, Employment Services Manager khoward@berkeley.edu Charo Albarran, Operations Manager calbarran@berkeley.edu Arlene Asuncion, Senior Recruiter aasuncion@berkeley.edu