Skills and Competency Interview Rating Sheet -weighted Testing and other Selection Methods Tests and other selection methods such as requesting work or writing samples and presentations are additional tools used to assess candidates. However, use must comply with EEOC guidelines. Skills demonstrations, such as requiring applicants to demonstrate how to perform a task specific to the position they are applying to, are considered tests and must be validated.
Writing samples and presentation assessments are not considered tests and can be evaluated using a scoring rubric. To obtain a writing or presentation scoring rubric, contact your departmental Human Resources Coordinator or Human Resources. Applicants are to be notified, via the posted position purpose, of the requirement for tests or other selection methods e.
Tests, work samples and presentations should only be required of short list candidates Because tests and requests for writing samples and presentations must be administered consistently across the hiring process without regard to race, color, national origin, sex, religion, age 40 or older , or disability, their administration procedure must be approved by Human Resources prior to use.
Tests and the selection tools mentioned above should not be relied upon as the only screening mechanism. Interviews and reference checks should carry considerable weight in the overall decision process. Employers should administer tests and other selection procedures without regard to race, color, national origin, sex, religion, age 40 or older , or disability.
If a selection procedure screens out a protected group, the employer should determine whether there is an equally effective alternative selection procedure that has less adverse impact and, if so, adopt the alternative procedure.
For example, if the selection procedure is a test, the employer should determine whether another test would predict job performance but not disproportionately exclude the protected group.
To ensure that a test or selection procedure remains predictive of success in a job, employers should keep abreast of changes in job requirements and should update the test specifications or selection procedures accordingly.
Employers should ensure that tests and selection procedures are not adopted casually by managers who know little about these processes. A test or selection procedure can be an effective management tool, but no test or selection procedure should be implemented without an understanding of its effectiveness and limitations for the organization, its appropriateness for a specific job, and whether it can be appropriately administered and scored.
Employers should ensure that tests and selection procedures are properly validated for the positions and purposes for which they are used. The test or selection procedure must be job related and its results appropriate for the employer's purpose. Welcoming the Interviewee Interviewing can be a very stressful experience for some and the more at ease an interviewee is, the better you are able to identify true attributes. The following should be considered: Panel interviews, can be an intimidating environment for an interviewee, so remember to break the ice if possible When organizing interviews, it is best to assign a person who ensures the interviewees have the proper directions, parking details and who is easily accessible on the date of the interview Allow enough time for the interview so the interviewee does not feel rushed.
Let the interviewee do most of the talking. Take notes and ask for clarification on responses if needed. Be sure to avoid any inappropriate or illegal interview questions. Provide University literature if available and benefit information to the applicant at the conclusion of the interview Step 8: Select Hire Final Applicant Once the interviews have been completed, the committee will meet to discuss the interviewees.
Committee members will need to assess the extent to which each one met their selection criteria. The search committee evaluation tool will be helpful in justifying decisions and making them as objective as possible. Your documentation should demonstrate your selection decision.
As one of the most critical steps in the process, it is important to keep the following in mind: A hiring mistake is costly in time, energy, and money. Failure to check references can have serious legal consequences. When to Conduct References Reference checks should be conducted on the finalist s prior to making an offer. For UC employees, in addition to conducting references, a review of the master personnel file should be completed.
All applicants are to be informed during or after the interview should they be a finalist, an offer would be contingent upon a reference from their current supervisor the University contacts current supervisor to request reference. The candidate should be informed that a single reference would not be the sole reason for a disqualification and all aspects of their candidacy, including their interview, will be taken into consideration.
References in the Overall Decision Process Information that is obtained through the reference check process should be considered as part of the overall decision making and should carry considerable weight. Additionally if available, obtaining copies of signed past performance reviews is also recommended. The same process on-line or phone as described below is to be followed for each recruitment.
Reference Checking Options Online Applicant Reference Checking The University has contracted with SkillSurvey, an on-line applicant reference checking tool, to survey reference feedback on approximately 20 behaviors and skills that correlate to success in a given job type.
Because the references are assured their input is not personally identifiable, they tend to be more forthcoming and have a high response rate. Utilizing SkillSurvey will provide a consistent and compliant process for all applicants.
Under certain circumstances, additional references may be contacted if additional information is needed e. For more information on SkillSurvey and to view a sample report, refer to Recruitment Tools and Resources.
Before starting the phone reference check process, be sure to: Prepare carefully Familiarize yourself thoroughly with the information the applicant has already provided, including the application, resume, work sample if applicable and interview responses Identify areas that require elaboration or verification Set up a telephone appointment with one or more references provided by the applicant Many employers are prohibited from providing information without a release, so if requested, send the signed Reference Checking Release and Disclosure consent form and the job description optional in advance of your telephone call.
Write down your questions before you call, highlighting the information you want verified or expanded upon. You may consider conducting reference checks on all finalists before the final selection is made. Set up an environment that encourages the reference to respond willingly, cooperatively, and honestly.
Begin your conversation on common ground by referring to information that has already been provided by the applicant. Ask questions that are specifically job-related Do not ask about race, color, national origin, religion, sex, physical or mental disability, medical condition, ancestry, marital status, age, sexual orientation, citizenship, or status as a covered veteran.
Ask the same basic questions about all applicants for whom you obtain references to ensure consistency. Weigh information you receive in the same manner for all applicants. Social network tools such as Facebook, Twitter and LinkedIn should not be used to conduct reference or background checks. Mandated Hiring Prerequisites Depending upon the nature of the position, additional hiring prerequisites may be required.
Any costs associated with these prerequisites are the responsibility of the hiring department. Additional information can be found on the Mandated Hiring Prerequisites webpage. Finalize Recruitment Upon completion of the recruitment process the offer to the selected finalist is made. Prior to initiating the offer, it is recommended that one more check of the selection process be completed as follows: Review the duties and responsibilities of the position and ensure they were accurately described and reflected in the job description and interview process Review selection criteria used to ensure they were based on the qualifications listed for the position Confirm interview questions clearly matched the selection criteria Confirm all applicants were treated uniformly in the recruitment, screening, interviewing and final selection process Should there be any issues with the above, contact your Organizational Human Resources Coordinator.
When offering the finalist the position, be sure to discuss the total compensation package in addition to salary such as paid time off and retirement benefits. Be excited and enthusiastic about the offer and let them know you are excited about them joining your team.
UCR benefits and retirement programs are great selling points. In many cases, they are a key factor when deciding on accept or decline the offer. Finalists with additional benefit related questions should be referred to the Benefits webpage or Central Human Resources Benefits office.
Lastly, if possible, discuss the great learning and development opportunities which may be available to them in achieving their professional goals. Most individuals value this just as much, in some cases more, than the base salary being offered.
Countering the Offer Despite your best offer, there may be instances where the applicant declines Discuss the reasons for the offer being declined with the applicant — and look beneath the surface.
Applicants decline offers for various reasons and not always due to the salary being offered. If an offer is declined due to salary, the department may make a counter offer provided the amount is within the appropriate guidelines for the role and department Counter offers must be reviewed and approved by the Organizational HR Coordinator Finalizing the Offer It is important that each recruitment be properly closed, including the notification of those interviewed and not selected, as well as all documentation associated with the recruitment be uploaded to the ATS.
To ensure proper closure, the Staff Recruitment and Selection Checklist should be completed and the following actions conducted: Once an offer has been accepted, the Committee Chair or designee notifies the Departmental HR Coordinator and requests the offer letter be sent The Departmental HR Coordinator prepares and sends the offer letter The Departmental HR Coordinator ensures written acceptance of offer The Departmental HR Coordinator enters the finalist information into the ATS upon receipt of the signed offer see iRecruit User Guide for instructions The Departmental HR Coordinator contacts those individuals interviewed and not selected at a minimum by phone or letter.
If contact is made by phone, ensure the conversation is documented.