Human Resources

Expedited Hiring Process

photo of campus

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


Submit position through the workflow approval process if it is not a “pooled” position. Include: Closing date/first review date (five days) Search committees can always extend if needed. Use disqualifying questions.

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


Identify Search Committee Membership. Make this a small diverse group that can devote the time to the search based on your predetermined timeline.

Review search committee training and best practices


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.


Day 1

Once the position has been approved through the workflow, coordinate with the Talent Team to maximize recruiting efforts. Advertise online (five days). Advise your search committee to review the posting and select their top five candidates for review. 

Visit the Office of Equity and Inclusion Employment and Recruitment website 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


Days 6–9

Meet with the search committee and select interviewees. (Schedule in advance.)

Require committee members to come to the first meeting with their top five candidates identified to expedite the candidate review/interview selection.

The search committee chair should develop questions prior to the first interview and send them to the committee for review via email.

Review interviewing guidelines and best practices


Day 9

Submit candidates to the Office of Equity and Inclusion (OEI) for faculty and unclassified salary positions or Human Resources (HR) for classified and unclassified hourly positions for review


Day 10

Schedule interviews with candidates using the predetermined time frames after receiving support from OEI or HR to move forward with selected candidates. (Schedule this in advance with your committee as TBD on their calendars.)

Hold the first interview via Skype to expedite candidate availability.

Review interviewing guidelines and best practices


Day 12–15

Conduct candidate interviews


Day 16

Schedule follow-up interviews


Day 19–24

Hold face-to-face interviews. If multiple level interviews are required, schedule those for the same day.


Day 24

Submit hiring proposal in PeopleAdmin.

Review PeopleAdmin User Guide: Search Process and Hiring Proposal (PDF)


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


Day 26

Make a verbal offer contingent on the 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.


Day 30 (3–7 days)

The average turn-around time is 4 days for the background check/education verification


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.
  • The hiring department submits a Personnel Action Form (PDF) 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.
  • Onboard and orient the new employee.

    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. 
    • 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 Ph.D. 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 Ph.D. 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.
    • 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.