A Quality Selection Process Leads to a Quality Candidate
Each of the steps of the recruitment and selection process (starting from the initial decision to fill a position and ending at a successful employee start) has quality elements to it. As one of the persons responsible for a quality outcome, we hope you will benefit from the information provided at each step of the process. The information contains key tips and recommendations for building quality in at EVERY step, which can increase the likelihood of getting a great employee at the end of the process.
- Step 1: Job Design
- This is the step during which the work is reviewed and decisions are made about how to accomplish all the work that needs to be completed. The outcome of this step is a clear definition of how work will be accomplished most efficiently (in terms of timing and cost) and effectively (in terms of quality, quantity, and customer satisfaction).
- Step 2: Position Description
- A position description is the formal document that describes a job. Position descriptions should be updated as often as key responsibilities change, and reviewed no less than every five years. This section includes guidance on using the People Admin position management process.
- Step 3: Forming a Selection Committee
- Selection committee members should be as diverse as possible in order to represent a variety of perspectives regarding a particular position incumbent or requirements. The committee may be comprised of supervisors, peers, clients/customers, or other key stakeholders. It is important that each member of the committee be a willing and committed participant.
- Step 4: Recruiting
- Quality recruiting results in a quality applicant pool. The purpose of any recruiting effort is to cast a wide net in places where there are likely to be high-quality applicants. This area includes specific information on filling out the Posting Request form within PeopleAdmin.
- Step 5: Initial Screening of Candidates
- The quantitative criteria are those items which enable a clear go/no-go decision based on each candidate’s application materials and other submitted documents (e.g., does this person have the appropriate degree?).
- Step 6: Phone, Video, or other Pre-Interview Options
- Phone, video, or other pre-interview options (e.g., reference letters, additional criteria, job or work samples, etc.) can help you manage your recruiting costs, and also be very effective in differentiating among your remaining candidates. It is at this stage that you can begin to assess some of the qualitative criteria (oral communication, sense of humor, clarity of thought and reasoning, etc.) that were not able to be determined in
- Step 7: Campus Visits and In-Person Interviews
- The search chair or committee should identify a reasonable set of activities for the campus visit (who to meet with, room scheduling, presentation times announced, etc.) and ensure that all interested parties are aware of the arrangements. Please ensure that all campus employees (and any others) who will participate in the campus visit process are aware of the interview guidance included in this section.
- Step 8: Recommendation for Hire
- If there is agreement over an applicant chosen for hire, you will need to clearly identify the rationale for the choice, and ensure that all proper approvals and final details (including reference or background checks) are completed.
- Step 9: Offers and Notices to Applicants
- The candidate may expect to negotiation on any number of items: starting salary, starting date, years of credit, vacation time, relocation costs (must be more than 120 miles from Marquette), pre-scheduled time off, etc. In order to prepare for a successful offer (and acceptance), do your homework on what you can be flexible with.
- Step 10: Documentation and Record Keeping
- Step 11: On-boarding and Preparing for New Hire
- It is a good idea to assign one person to be the contact person with the new hire. If the contact person is someone other than the person who made the offer, someone from the selection committee is a next-best option.
These materials are a work in progress and continuously evolving based on your feedback and best practices. Please forward your constructive comments and improvement suggestions to Julane Cappo, Assistant Director of Human Resources-Employment and Compensation, at email@example.com.