hourly hiring Procedures

  1. This process is designed for consistency, to enable a web-based search and to capture selection rationale at each decision stage. Consistent process and transparent reasons are effective methods for providing equal opportunity. All information gathered during the search should be entered into the Applicant Tracking System or on downloadable forms. These forms can be found by clicking HERE. If the forms do not meet the need of the search, departments can create their own spreadsheets to document the process.

    I.    Basic Search Principles

    II.   Initiating The Search

    III.  Responsibilities

    IV.  Commencing The Search

    V.   Screening Process

    VI.  Preparing for Interviews

    VII. Interview Scheduling

    VIII. Interview Guidelines

    IX.   Conclusion Of Search

 

I.  Basic Search Principles:

Hiring Authority:
    All hiring recommendations are made on the basis of this delegated authority.
    (UH Appx. B VI 2, 3, 4, 5).

Confidentiality:
   A search is a deliberative personnel process so confidentiality applies. Search files and
    letters of recommendation should be protected. Information gathered in the search is
    not to be shared except with those on a “need to know" basis.

Fair Search possesses three (3) elements:

A.    Objectivity: written criteria or essential job elements provide an objective assessment 
        tool for screening  applications. The ad for the position reflects the required and
        desired qualifications for the job; once publicly advertised, position requirements
        cannot be changed. (Short/Long Ad and Advertising Plan & Outreach Efforts (APOE)). 
        This is located under the Advertising tab in the Applicant Tracking System.

B.    Consistency:  Pre-established criteria, based on job requirements, is used to assess
        all applicants.   The candidates for interview are the most qualified of the applicants.
        Use confidential interview rating forms, ( Hourly Hiring Packet ).

C.    Rationality: The reasons for rejection of an applicant or the justification to bring a
        candidate for interview are job-related and articulated on the record. Reasons for
        applicant rejection will be recorded via the  Applicant Tracking System by changing the
        applicant status.

*Note: Only professional positions with a listed pay grade of 28 or above require a formal search committee.  Hourly positions do not require a search committee.

II.   Initiating The Search:

First, determine if your position is a NEW or REPLACEMENT.  If your position is a REPLACEMENT, proceed to section III. RESPONSIBILITIES.  If the position is NEW, a completed  Position Information Questionnaire (PIQ), will need to be submitted to Human Resources.  This is required to adequately classify the NEW position. DO NOT submit a Position Request until the PAQ has been reviewed and approved by the appropriate administrative authority and classified by JET (Job Evaluation Team).

Note:  Request to fill an open position by entering the following information on the Applicant Tracking System.  If you have not created an account in the Applicant Tracking System click HERE to create a user account or call Employment at x4371.


III.  Responsibilities:

    The Hourly Hiring Authority Checklist can be viewed by clicking HERE.


IV.  Commencing The Search:

    1. The electronic Position Request Form is routed in the following order:

       a. Chair/Supervisor

       b. Next Level Dean/Administrator (if applicable)

       c. Vice President

       d. Grants & Contracts/Budget Officer (if applicable)

       e. Affirmative Action

       f. Human Resources

Note: Click HERE to view/print the Position Request Form flow documentation.

2.   The Human Resource Recruiter will:

      a. Review long / short ads for clarity and compliance;

      b. Review advertising plans to insure sufficient time and placement for widest notice.

      c. Answer any and all search questions.

      d. Maintain confidentiality of search records.

3. Post the position.


V. Screening Process:

    Credentials Review

1.    Credentials for review may include: resume, cover letter, and letters of reference.

2.    All candidates will be required to use the internet application. NO PAPER
        APPLICATIONS AVAILABLE.    This will enable information to flow directly from the
        candidate to the hiring department for review.

3.   Human Resources will acknowledge applications via an on-line confirmation number. 

      ACTIVE APPLICANT STATUSES

      Under Review By Recruiter - This is an initial review.

    Under Review By Manager - This status means that the Chair/Supervisor or Guest.
    User can review available qualified applicants.

Affirmative Action Pool Review - Affirmative Action will review your pool of Top, Middle and Bottom or tier candidates to ensure compliance with the AA plan and for statistical purposes.

Top Tier - This is used to identify your top tier pool of candidates.

Middle Tier - A- Used to identify your middle tier candidates.

Bottom Tier - B- Used to identify your secondary bottom tier candidates.

Interview Pending - This status is used to identify a pending interview for candidates.  The system automatically sends an email to candidates giving them information about Terre Haute, Indiana State University and benefits information.

Interviewed - Indicates who you have interviewed.

Job Offered - Indicates who you offered the job to.

INACTIVE APPLICANT STATUSES

    Not Hired - Indicates you are not wanting to interview or hire this person for your open
     position.  Once an applicant is moved to Not Hired, HR will send notification to the
    candidates to inform them of their status.

    Application Withdrawn - The candidate withdrew their information from consideration
    of the open position.

    Did Not Meet Minimum Qualifications - This indicates the applicant did not meet the
    minimum     qualifications the supervisor established in the posting specific questions.

    Incomplete - Answered Questions - Indicates that the applicant did not finish applying
     for the position.

    4.    The hiring authority should establish a semi-finalist pool of candidates for review
            by Affirmative Action.  Candidates should be moved to "Affirmative Action Pool
            Review" so a review can be conducted by Affirmative Action.

    5.  Affirmative Action will check applicant diversity data for the search at this time.  Upon
        review, Affirmative Action will move candidates from the "Affirmative Action Pool
        Review" status to the "Finalist" status.  The committee can then begin establishing
        the candidates they wish to interview.

    6.  The hiring authority should consider defining an “A-list” of most highly qualified
         applicants with a backup “B-list” of the next most qualified. If an “A-list” candidate
        drops out of the search, ”B-list” candidates can be invited instead.  All candidates not
        being considered as a "Finalist" should have justifications entered into the system
        and their statuses should be moved to "Not Hired".

    7.  Telephone interviews can be useful at this point. Establish a core group of
        questions to ask every candidate. It is recommended that one person ask questions,
        while another writes notes. This process will keep structure in the interview and
        create less confusion.
        Notes can be kept on the confidential interview rating form, which can be found in the
        Hourly Hiring Packet . Committees can fill out forms by hand, if they wish.
        Please insure legibility.

VI.  Preparing for Interviews:

    1.  Schedule Top Tier candidates for interview; query Middle Tier candidates if they
        remain interested.   Inform candidates that the listed references will be checked, and
        the department reserves the right to call other references not listed.

    2.   The hiring authority should develop core interview questions to ensure consistency.
          These questions will be asked of all candidates and notes of interview kept.

    3.  The hiring authority can check listed references using the reference check form
        ( Hourly Hiring Packet ). Consistent questions are also recommended for
        reference checking.

VII.  Interview Scheduling:

    1.    Upon review by Affirmative Action,  selected finalist candidates are scheduled for an
            on-campus visit.  At this time candidates should be moved to "Interview" status in the
            Applicant Tracking System.  When scheduling these interviews remember to request
            original transcripts from candidates. This information should be attached to their on-
            line application or mailed directly to:

 Human Resources
Attn: Recruiter 
Indiana State University
Terre Haute, IN 47809


    2.    Prepare an interview schedule that includes meetings with relevant campus
            colleagues.  For candidates of color, invite faculty, staff, or community members of the
            candidate’s ethnicity to visit with candidate. Give candidates evidence of a community
            for them. Such efforts are an integral part of serious recruiting.

VIII.  Interview Guidelines:

    1.    Determine the order of questions asked; you may not get to all of them. These
            questions should be pre-established and administered consistently to each
            candidate.

    2.    Introduce the additional interviewers if necessary and describe the process to the
            candidate.

    3.    Personal questions should not be asked, but you can be responsive to personal
            issues if raised by the interviewee. Personal information is not usually, if ever,
            considered job related, and is highly subjective. For more information on interview
            guidelines click HERE. 

    4.    Ask job-related questions that have been previously prepared;
            ( Sample Interview Questions ).

    5.    The information asked for is to gain insight into the candidate’s experience and
            knowledge as they relate to the job.

    6.    If there is any uncertainty about the propriety of questions, call Affirmative Action or
            Employment for guidance.

    7.    Refer all benefits questions to Staff Benefits by calling 237-4151.



IX.  Conclusion Of Search:

  1.  Determine the most qualified candidate based on the job description.  

  2.  No one other than the hiring authority and Human Resources should be notified of
        the recommendations at this point.

  3.  Human Resources will extend an offer to the candidate once all
        Hourly Hiring Packet information has been received.

  4.   If the recommended candidate (s) accept the offer, Human Resources will notify
        the hiring manager of the start date and orientation schedule (if applicable).

  5.   If the recommended candidate (s) decline the offer Human Resources will notify
        the hiring authority to advise of the appropriate procedures.

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