The guidelines listed below have been developed to combine our efforts to include a qualified and diverse workforce, but compete with other organizations for talent and because our processes are often collaborative, proactive planning can help expedite a search. This tool was developed to do so.
Sample timeline: To fill a position in 30 days
Step 1: Submit position through the workflow approval process if it is not a “pooled” position.
Include: Closing date/first review date (5 days) Search committees can always extend if needed. Use disqualifying questions.
Step 2: Identify Search Committee Membership. Make this a small diverse group that can devote the time to the search based on your predetermined timeline.
Step 3: Schedule TBD meetings for the review of candidates, first round interviews and face to face interviews. Scheduling in advance will help keep the search moving and will identify if search members are unavailable for a specified amount of time that might impact the search process.
Step 4: Day 1 Once the position has been approved through the workflow, coordinate with the Talent Team to maximize recruiting efforts. Advertise online (5 days). Advise your search committee to review the posting and select their top five candidates for review.
Step 5: Days 6-9 (schedule in advance) Meet with the search committee and select interviewees.
Step 6: Day 9 Submit Candidates to OEI (for faculty and unclassified salary positions) or HR (for classified and unclassified hourly positions) for review
Step 7: Day 10 (Schedule this in advance with your committee as TBD on their calendars) Schedule interviews with candidates using the predetermined time frames after receiving support from OEI or HR to move forward with selected candidates
Step 8: Day 12-15 Conduct candidate interviews
Step 9: Day 16 Schedule follow-up interviews
Step 10: Day 19-24 Hold Face to Face interviews. If multiple level interviews are required, schedule those for the same day.
Step 11: Day 24 Submit hiring proposal.
Step 12: Day 25 Upon receipt of the Hiring Proposal, Human Resources will verify the pay rate to be offered and approve the applicant for a verbal offer via Hiring Proposal
Step 13: Day 26 Make a verbal offer contingent on successful passage of background check. This includes education verification, Motor Vehicle Record (MVR) check and/or pre-employment physical exam, when applicable. If the applicant accepts the offer, notify Human Resources via Hiring Proposal to begin the background check process. HR will initiate the background check and conduct the education verification.
Step 14: Day 30 (3-7 days) Average turn-around time is 4 days for the Background Check/ Education Verification
Step 15: Day 30 Prepare written offer
- Once the background check process is complete, HR will notify the hiring manager that it is appropriate to create and send the offer letter.
- Hiring department submits a Personnel Action Form with a start date to Human Resources.
- Once Human Resources receives the Personnel Action Form, a confirmation email will be sent to the applicant along with orientation documents to complete.
- Human Resources will close the search in People Admin. Hiring departments are responsible for changing the applicant statuses using the appropriate disposition codes.
- All unsuccessful applicants will be notified of the position status via People Admin.
- Visit Welcome Center website for additional information on onboarding including supervisor's checklist.
Additional suggestions to expedite the process:
- Create pools for departments recruiting to fill more than one job vacancy requiring the same job title, qualifications, and responsibilities. Applicants can be approved and placed on a list for hire upon vacancy.
- Use an apprenticeship model.
- Colleges/departments conducting more than one search at a time should stay informed of the status of the department’s searches underway. The Talent Team can notify other search committees of qualified candidates who might be interested in knowing about and considering applying for other job vacancies.
- Conduct as much business as possible via email.
- Require committee members to come to the first meeting with their top 5 candidates identified to expedite the candidate review/ interview selection.
- The search committee chair should develop questions prior to the first interview and send to the committee for review via email. The Talent Team can help develop a list of behavior based questions.
- Hold the first interview via Skype to expedite candidate availability.
- Colleges/departments seeking to increase the number of qualified, diverse faculty in their discipline as well as within the university should identify and nurture current PhD candidates who might be interested in academic appointments. It is recommended that this be done at times when searches are not in progress so that potential candidates can be invited to apply as soon as the position is posted.
- Establish exchange programs with peer institutions interested in sharing PhD candidates. They could gain experience and increase the pipeline of qualified, diverse candidates and provide a method to recruit qualified, diverse candidates. It is recommended that this be done at times when searches are not in progress so that potential candidates can be invited to apply as soon as the position is posted.
- Visit http://www.wright.edu/equity-and-inclusion/employment-and-recruitment for recruitment resources and ideas and start developing a recruitment/advertising plan as soon as the department becomes aware of a vacancy or new position
- Contact departmental/divisional Business Manager as soon as the department becomes aware of a vacancy or new position to ensure funding is available and to obtain appropriate FOAP information to enter into PeopleAdmin posting
- Utilize the comments and documentation sections of the PeopleAdmin posting to upload and share additional information that will need to be seen by various approvers throughout the workflow process
- Ensure that the required qualifications field only includes qualifications that are minimally required to perform the essential functions of the positions. All other qualifications should be listed as preferred.