Gordon State College
Hiring Guide
Gordon State College Hiring Guide
Gordon State College
Introduction
Hiring qualified employees is crucial to the success of Gordon State College. This means hiring the best
qualified person with excellent work habits and a great attitude with a goal of accomplishing the
organization’s mission, goals and objectives.
The hiring process does not begin with the interview and end with the job offer. Rather, it involves
planning and considering the job prior to an interview, recruiting and interviewing wisely to bring in the
right person, and providing new workers with an orientation that enables them to get off to a strong
start with the organization.
Gordon State College has a formal hiring process. The following information provides hiring managers
with detailed instructions and forms required to fill vacant positions. The Human Resources Team has
also created various tools to assist you in selecting and retaining qualified employees who will add value
to Gordon State College.
Legal Issues
Before initiating the hiring process, there are federal laws and College policies of which every
department at Gordon State College must be aware. Everyone involved must be aware that significant
legal limitations impact an employer’s selection decisions. All persons involved in the hiring process
must know which information is fair game, which is not, and how to avoid unnecessary liability.
In 1978, the Equal Employment Opportunity Commission (EEOC) www.eeoc.gov developed a uniform
set of guidelines for employers to follow when using pre-employment testing or other selection
procedures as a basis for any employment decision. These guidelines apply to all selection criteria,
including educational degree requirements, job experience and skills tests.
There are a number of laws that affect the hiring process, particularly in the area of discrimination. The
Civil Rights Act of 1964 prohibits discrimination in employment practices when the discrimination is
based on a person’s race, color, sex, religion or national origin. The federal law applies to organizations
with fifteen (15) or more employees.
The Age Discrimination in Employment Act (ADEA) of 1967 extends discrimination protection to
persons aged forty (40) and older for organizations of twenty (20) or more employees.
The Pregnancy Discrimination Act of 1978 is an amendment to Title VII of the Civil Rights Act. The Act
makes it unlawful to refuse employment to a woman based on pregnancy, childbirth or any related
medical condition. The basic principle is that a woman affected by pregnancy or other related medical
condition must be treated the same as any other applicant in the recruitment and selection process.
The Americans with Disabilities Act (ADA) of 1990 prohibits discrimination against qualified individuals
with disabilities in organizations of fifteen (15) or more employees. The ADA also requires that the
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employer offer reasonable accommodations to disabled individuals so they have equal opportunity to
apply for job openings and, if hired, to be successful in their job functions.
For additional information on discrimination law and compliance, see the Equal Employment
Opportunity Commission web site at www.eeoc.gov and the web site for the U.S. Department of Labor
at www.dol.gov. You may also visit the Gordon State College web link to workplace posters at
www.gordonstate.edu/humanresources/workplace-posters.
Gordon State College Policies
Gordon State College has many policies in place to ensure our hiring practices are in line with all
applicable laws and regulations. Please visit the Human Resources/policies tab at
www.gordonstate.edu/humanresources/human-resources-policies to access Gordon State College’s
policies and procedures.
Gordon State College Human Resources Contact Information:
Office of Human Resources
419 College Drive
Barnesville, GA 30204
HumanResources@gordonstate.edu
Office: 678-359-5011
Fax: 678-359-5290
Approval Process
For all vacant positions, a Personnel Action Form (PAF) must be completed with all necessary approvals
obtained. The Personnel Action Form should be submitted electronically. Instructions on how to
submit electronically can be found under the Human Resources/forms tab at
www.gordonstate.edu/humanresources/human-resources-forms . Once all approvals have been
obtained, the completed PAF should then be forwarded to the Office of Human Resources. The
recruiting process should not begin without notification of an approved PAF. Please allow five (5)
business days for processing.
The Job Description for Staff and Administrative Employees*
There are many critical steps in the hiring and interviewing process, beginning with the development of
a job description. A clear and comprehensive job description is key to attracting top candidates. A job
description summarizes the most important features of a job, including a description of the work that
details the required tasks, knowledge, skills, abilities, responsibilities, and reporting structure. The
physical requirements of the job are included for ADA considerations and exempt/non-exempt status
supports the Fair Labor Standard Act requirements.
*Job descriptions for tenured faculty and non-tenured faculty can be found in the GSC Statues, Chapter
1 Part C. *
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When Gordon State College has an open position, whether it is a replacement for turnover or a newly
created position, the next step after the PAF has been completed is ensuring that we have a job
description for the available positons. A comprehensive list of all approved job titles at Gordon State
College can be found at www.gordonstate.edu/humanresources/cviog-classification-and-compensationplan-study . The hiring manager should request a copy of the most recent job description, review
carefully, and all proposed changes should be forwarded to the Office of Human Resources for approval.
If the position to be filled is a newly created position, a new job title and job description must be
formed. The hiring manager will need to complete a New Position Questionnaire and forward to the
Office of Human Resources. The New Position Questionnaire can be obtained from an HR
Representative in the Office of Human Resources. Together, the hiring manager and the Office of
Human Resources will develop a job description for the new position.
Key components of a Gordon State College job description are:
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Job Summary – Capstone or brief description of the essential elements of the position.
Major Duties – Major duties are those fundamental job-related duties that are necessary to the
position.
Knowledge Required by the Position – This section includes information concerning the
qualifications required or desired for the open opportunity.
Supervisory Controls – The scope of the individual’s authority including a list of job titles that
report to the incumbent.
Guidelines, Complexity, Scope and Effect, Physical Demands, and Work EnvironmentAdditional factors used to develop and evaluate the position.
The job description is the primary vehicle for announcing the vacant position to audiences, and is a
valuable tool for seeking candidates best-suited to Gordon State College’s needs.
Recruiting
Recruiting is the process of identifying potential employees and encouraging them to apply for job
openings. The goal is to attract a pool of qualified candidates, some of whom may later be given job
offers.
Recruiting for Diversity
Equal employment opportunity legislation outlaws discrimination based on race, color, gender, national
origin, religion, disability and age. Gordon State College abides by discrimination law and recognizes the
inherent advantage of employee diversity. Gordon State College wishes to develop a diverse workforce
through the use of recruiting methods that generate applications from a variety of individuals.
Internal Posting
Gordon State College understands that our current employees are our greatest resource. Therefore, we
make every effort to recruit internally if we have interested and qualified candidates. All positions will
be posted on the Gordon State College web site. We highly recommend that every employee interested
in other opportunities within our organization take time on a weekly basis to review open positions. We
will also make every effort to send out a campus wide email when new opportunities are posted. When
the collaborative efforts of the hiring manager and the Office of Human Resources have identified an
internal pool, an “internal posting only” may be listed on the Gordon State College website before
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opening the opportunity to external candidates. These opportunities will be posted for five (5) days.
Employee Referrals
Current employees can be valuable resources for filling job openings; they may know of good prospects
among their families and friends. All employees are encouraged to refer candidates who have suitable
qualifications and would fit well into the Gordon State College organizational culture.
Of note, the 2006 EEOC Compliance Manual updated guidance on the prohibition of discrimination
under Title VII of the Civil Rights Act of 1964. The manual clearly warned that relying on word-of-mouth
recruiting may generate applicant pools that do not reflect the diversity of the labor market and may be
discriminatory.
External Recruitment Sources
The use of external recruitment sources varies with the type of job and the state of the economy. Entrylevel and hourly positions are often recruited locally. Professional and technical candidates are
recruited from a larger labor market. Candidates for management and executive-level positions are
predominantly recruited nationally.
All open positions at the Gordon State College campus are posted on the internal web site. All staff
openings are posted on the Georgia Department of Labor web site. Other web sites and newspapers,
periodicals, trade journals, etc. may be used based on the open position.
Faculty recruitment sources include USG Applicant Clearinghouse, Inside Higher Ed, Chronicles, and
other sources identified by the Dean or Department Head. Hiring managers must consult with the
Office of Human Resources to make a decision on the external recruiting sources used for any opening.
Online Job Postings
Staff job postings on the Gordon State College web site will have a stated end date. For general staff
openings, the posting will be placed on the web site for 2 weeks. For difficult or highly skilled openings,
the posting may remain on the web site for 3-4 weeks. The exact timeline for postings will be agreed
upon by the hiring manager and the Office of Human Resources. Once the stated posting time line has
expired, the posting will be removed from the web site and the selection process will begin.
Staff job postings on web sites other than Gordon State College will run for one cycle based on the
standards of that site. Administrative staff and faculty job positions will remain open until filled.
Print Advertisements
All print advertisements will be drafted by the Office of Human Resources and approved in conjunction
with the hiring manager. Ads will normally run for one cycle which generally ranges from one to two
weeks. For difficult or highly skilled openings, print advertisements may be considered for additional
weeks.
The Selection Process
Selection is the process of hiring the most suitable candidate for a vacant position. The end result of
the selection process is to arrive at a top candidate from the applicant pool. The top candidate is
derived from testing and/or other assessments of their knowledge, skills, abilities and other
characteristics needed to successfully perform the job. Faculty will be asked to present a teaching
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demo or conduct a talk in a topic of their expertise.
Minimum Qualifications (Staff)
Once the staff posting has closed, all applications will be reviewed by the Office of Human Resources to
identify the candidates who meet the minimum qualifications for the opening. Applications of all
qualified individuals will be forwarded to the hiring manager for review. The hiring manager along with
the Office of Human Resources will choose the most qualified candidates to begin the interview process.
Faculty applications are reviewed by the appointed search committee to determine the best qualified
candidates. See Appendix A for the full-time faculty selection process and Appendix B for the part time
faculty selection process.
Internal Applicants (Staff)
The Personnel File will be reviewed for internal applicants. Internal applicants who have a substandard
Gordon State College performance evaluation in effect or who have received any discipline within the
previous six (6) months (excludes counseling and oral reprimands) are not eligible for consideration.
Also, internal applicants who have not completed their provisional employment period will not be
considered.
Selection Criteria
Selection criteria are used to determine the best-qualified applicant from among all of the candidates
who have met the minimum qualifications. Selection criteria go beyond minimum qualifications and
look at quantity, quality, and relevancy of education, experience, knowledge, and other skills that each
applicant possesses. Selection criteria also include qualifications that may be unique to a particular job
and the particular department rather than the more general minimum qualifications. When applicants
are compared to each other and selection criteria are applied, the best-qualified candidates can be
selected for interview.
Examples of Selection Criteria
• Education: Level completed, relevancy, and quality
• Previous Work Experience: Amount, relevancy, and quality; organizational skills
including the ability to work in a diverse environment, multitask, and work under
pressure; reliability including good attendance, and punctuality
• Communication: Written, oral, and interpersonal skills
• Technology (if applicable): Amount, relevancy, and quality of information technology
training and/or experience
• Licenses and Certifications (if applicable): Possesses or can timely obtain necessary
licenses and/or certifications
• Other selection criteria determined applicable by the department head which is specific
to the position
Methods for measuring Selection Criteria
• Application, Cover Letter, Resume
• References
• Interview
• Skills Test (Staff only)
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Search Committees
A search committee is a group of individuals formed for purposes of screening candidates for a posted
position. The search committee adds value as a practical way to harness the large amount of work of
reviewing and/or interviewing applicants. It provides for consistency in reviewing each candidate, and
benefits from multiple perspectives. Unless compelling reasons, such as time constraints, exist to do
otherwise, the use of a search committee is required when filling posted positions.
Selecting a Search Committee
• Think carefully about the membership composition of your committee, keeping in mind that a large
committee might impact how quickly the search process may be completed. Because decisions are
made most effectively and efficiently by groups no larger than 5-7 people, search committees
should be limited in size.
• Select committee members who have valued knowledge about the position to be filled. It is
advisable to include employees from outside of the home department but who work directly with
the open position. For staff positions, a Human Resources representative will participate on
searches when possible to monitor and assist in the process.
• Including a diverse group of individuals in search committees will provide a valuable dimension to
committee discussions.
• Include individual(s) with a record of participating in searches with positive outcomes.
Interviewing
Selection interviews are designed to probe areas of interest to the interviewer in order to determine
how well the candidate meets the needs of the organization. It is important that interviewers are
properly trained in interviewing techniques and skills. Attention to this area will vastly improve the
validity of the selection process.
Prescreening Interviews
Prescreening interviews will be used when there is a high volume of applicants for an open position and
short interviews are needed to judge pre-qualification factors. These interviews may be conducted by
phone, face-to-face or by electronic means (Skype, etc.). These interviews may be conducted by HR, the
hiring manager, the search committee, or a combination of all three.
In-Depth Interviews
In-depth interviews are to be conducted by the search committee. For each vacant position, every
effort will be made to engage three (3) candidates for the in-depth interview process. For example, if
there are two (2) openings for one posting, every effort will be made to engage six (6) candidates for the
in-depth interview process.
For staff, In-depth interviews should be conducted within three (3) to ten (10) days of the ending of the
job posting. If possible, it is best to interview all candidates over the course of a day or two. It is
recommended that interviews take place in the Human Resources conference room or another private
location. If requested, a Human Resource representative will be available to assist with the scheduling
and interviews.
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If the in-depth interviews do not take place at the Human Resources office, the hiring manager or
search committee chair will be required to send all candidates interviewed to Human Resources to
complete a Background Check Authorization request.
Styles of in-depth interviews may vary. Common types include:
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Structured Interview
Patterned Interview
Stress Interview
Behavioral Interview
Situational Interview
Team Interview
Interviewing Skills and Techniques
Conducting successful selection interviews requires a range of skills and abilities. The following
guidelines are recommended:
• Plan for the interview
• Establish and maintain rapport
• Listen carefully
• Observe nonverbal behavior
• Ask questions
• Provide realistic information
• Take notes
• Summarize
Guidelines for Interview Questions
The interviewer must be careful not to violate an individual’s privacy or other rights. If a question is jobrelated, it is probably appropriate to ask. If it is not job-related, don’t ask it. Questions that are not
necessary to judge an applicant’s qualifications, level of skills, and overall competence to perform the
specific job should be avoided in interviews.
Discriminatory/Potentially Discriminatory Interview Question Topics
You cannot ask questions that do not directly relate to the job functions.
Number of children/child-care
arrangements
Marital status
Nationality of applicant’s spouse
Spouse’s occupation
Health-care coverage through
spouse
Applicant’s race or color of skin
Ethnic association
Birthplace of applicant/parents
Religious holidays observed
Date of birth
Previous workers compensation
claims
Nationality, lineage, national
origin
Past medical problems
Number and kinds of arrests
Date of high school graduation
Age
If applicant has a disability
Height and weight
Veteran Status
Nature or severity of disability
Religious affiliation
Appropriate Interview Questions
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Ask open ended questions that allow the candidate to give detailed answers rather than yes or no. Ask
questions that relate to the position. It is recommended that you ask every candidate the same
questions.
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What is your greatest strength?
What character trait have you struggled to overcome?
What would your supervisor/coworkers say about your work ethics?
What makes you the best candidate for this position?
Describe past job duties that are relevant to this position?
What did you like/dislike about your past job(s)?
When are you available to begin employment?
If you need assistance developing questions that apply to your position, please contact the Office of
Human Resources.
Interviewer Biases
Without proper training, interviewers may inadvertently make inappropriate selection choices by
misinterpreting the information they receive. Interviewers must take precautions to ensure that their
preconceptions do not color their judgment. Some common forms of bias include:
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Stereotyping
Inconsistency in questioning
First-impression error
Negative emphasis
Halo/horn effect
Nonverbal bias
Contrast effect
Similar-to-me error
Cultural noise
Testing and Background Investigation
If properly conducted, nondiscriminatory formal tests can be of great benefit in identifying superior
candidates. Tests must be a valid, reliable, job-related predictor. All testing must comply with all
applicable federal employment laws.
Skills Testing (Staff Only)
The Office of Human Resources has many skill tests available to determine cognitive ability and to assist
hiring managers in the selection of the most suitable candidate. Computers are available in the Office of
Human Resources for computer based testing of administrative candidates. If a skills test is given, every
candidate should receive the same test and have the same opportunity to complete it. Skills testing will
be performed pre-contingent to the job offer.
Background Checks
Criminal background checks are mandatory for all Gordon State College staff, faculty and off-campus
federal work study positions. Background consent forms will be completed on all in-depth interview
candidates but only processed for the final candidate chosen.
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Drug Testing
Pre-employment drug testing is mandatory for all designated “high risk” and “safety-sensitive” positions.
Furthermore, these designated employees will also be subject to random drug testing.
Reference Checks
Reference checks will be performed on all potential hires. A minimum of two (2) positive references
must be obtained before an employment offer is made.
Motor Vehicle Record Checks
All positions requiring frequent and regular travel on college business will be subject to a preemployment motor vehicle record check. For more information concerning motor vehicle record
checks, see the Gordon State College Motor Vehicle Use Policy at
http://www.gordonstate.edu/humanresources/human-resources-policies.
Employment Offer
A letter of offer should immediately follow the final decision to hire a candidate. A letter of offer
makes the hiring decision official. This phase of the hiring process should be handled just as carefully as
the events leading up to it.
The Office of Human Resources will make all offers of employment to staff employees. Once a final
candidate has been chosen, correspondence should be sent from the hiring manager to the Office of
Human Resources containing final candidate’s name, proposed pay rate, schedule and anticipated start
date. A Human Resources professional will make a verbal offer and mail the letter of offer once the
position has been accepted. The offer letter is to be returned within seven (7) days. Once the candidate
has made a decision, the hiring manager will be notified.
All full-time and part-time faculty offers will be made by the Dean of the School or Department Head.
See Appendices A and B for more details. All academic hiring forms can be found at
http://www.gordonstate.edu/academic-affairs/academic-affairs-forms.
International Employees
Gordon State College welcomes employment applications from qualified foreign nationals and currently
employs international faculty. If you are considering an employment offer to an individual who is not a
U.S. citizen, or holder of U.S. Permanent Resident Alien (green card), be advised that there are certain
steps which the college must undertake on behalf of the international employee to permit us to legally
employ him or her. This process may take from 60 days to 6 months to complete. Before extending an
offer, please contact the Office of Human Resources to discuss the details of obtaining a work visa for
the potential employee. The policy on Hiring International Employees can be found at
www.gordonstate.edu/humanresources/human-resources-policies.
E-Verify
Under the Immigration Reform and Control Act, employers are required to hire only American citizens
and aliens legally authorized to work in the United States. Eligibility for employment must be verified
for all new hires within three (3) days after they start work. Both the employee and a Gordon State
College representative must complete and sign the I-9 form, with the employee presenting the
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necessary documents to verify identity and the legal right to work in the United States. The I-9 form will
be retained by Gordon State College for at least three (3) years.
Official Closing of a Position
After a candidate has been hired, the job posting will be closed and all candidates (faculty and staff) will
be notified via email. The hiring manager must submit a completed interview log and any supporting
documentation which assisted in identifying the most qualified candidate to the Office of Human
Resources for retention requirements.
Date First Issued: 06/2013
Date Last Revised: 03/2014, 08/2014, 01/2015
Issuing Office: Human Resources
Approved By:
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APPENDIX- A
Hiring Full-time Faculty at Gordon State College
Step
Seek Approval of PAF
establishing the position in
which search will occur
Prepare short external
announcement (for external
job venues) and extensive
internal announcement (for
Gordon web site)
Post announcements in all
appropriate venues
Prepare review matrix and
review applications
Select semi-finalists and make
reference calls. (Note: In
some Departments it is
customary to seek permission
from candidate to make calls,
so a telephone interview with
candidate may precede
reference calls)
Select Finalists and seek
approval from VPAA to invite
to campus
Extend invitation with
information about salary
range
Hiring Guide
Opening the Position
Responsible Parties
1. Department Head
2. Dean
3. VPAA
4. VP of Business
5. Director of Human
Resources
1. Search Committee
2. Department
Head/Dean
3. VPAA
4. Human Resources
1. Human Resources
Selecting Candidates
1. Search Committee
2. Department
Head/Dean
1. Search Committee
2. Department
Head/Dean
1. Search Committee
2. Department
Head/Dean
3. VPAA
1. Department
Head/Dean
Notes:
PAF will establish the rank, tenure or
non-tenure track, and salary range.
Offers will not be made outside this
range without written amendment to
the PAF
Announcements should reflect rank
and tenure or non-tenure track.
Announcements should not be posted
without approval of VPAA
Review matrix is a table that identifies
the requirements and preferences
from the advertisement to guide
committee in evaluating candidates
At least two reference calls for any
candidate to be invited to campus
VPAA should give guidance on how
many finalists are appropriate and
what salary range is possible
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Plan visit for Interview
1. Search Committee
2. Department Head/
Dean
3. VPAA
4. President
5. Human Resources
Recommend interview
1. Department Head/
Dean
2. VPAA
Recommend
appointment/hire
1. Committee
2. Department Head/
Dean
3. VPAA
4. VP of Business
5. President
Each visit must include:
 Presentation
 Conversation with faculty
 Conversation with Department
Head
 Visit with Dean
 Visit with VPAA
 Visit with President (if
available)
 Visit to Human Resources
o Complete criminal
background check
o Complete Security
Questionnaire
o Receive benefit summary
and have the opportunity
to ask questions about
benefits
Must complete interview section of
the “Recommendation for Interview/
Appointment of Full-Time Faculty
Form” and send all required preinterview documents to the Provost:
 Letter of Application (optional)
 Vita/Resume
 Transcripts (unofficial are
acceptable)
 Faculty Qualifications Form
Department Head and VPAA sign the
form.
Must complete appointment section of
the “Recommendation for Interview/
Appointment of Full-Time Faculty
Form” and submit all required
documents the VPAA:
 Faculty Personnel Record
 Verification of Retirement
Status
 Faculty Salary Justification
Form
Extending an Offer
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With completed
“Recommendation for
Interview/Appointment of
Full-Time Faculty,” extend
verbal offer to candidate
specifying that employment
is contingent upon positive
results of background check.
Record “accept” or “decline”
on the “Recommendation for
Interview/Appointment of
Full-Time Faculty” form and
return to Academic Affairs
Prepare and send letter of
offer
Send copies of
“Recommendation for
Interview/Appointment of
Full-Time Faculty” form,
required documents and
“letter of offer” to Human
Resources
1. Department Head/
Dean
Communicate clearly with VPAA on the
specifics of the offer
1. Department Head/
Dean
2. Academic Affairs
Coordinator
Complete and sign the
“Accepted/Declined” section at
bottom of the “Recommendation for
Interview/Appointment of Full-Time
Faculty” form
1. Academic Affairs
Coordinator
2. VPAA
1. Academic Affairs
Coordinator
2. Director of Human
Resources
Closing the Position
A list of the Search Committee
• 1. Search Committee
should be sent to/emailed to
• 2. Academic Services
Human Resources.
Assistant
An interview log should be
1. Search Committee
completed and submitted to
2. Academic Services
Human Resources.
Assistant
Any supporting documentation
1. Search Committee
which assisted in identifying the
2. Academic Services
most qualified candidate should
Assistant
be submitted to Human
Resources (e.g. a summary of
the reference checks.)
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APPENDIX-B
Hiring Part-time Faculty at Gordon State College
Step
Review applications and
select candidate
Plan and execute visit
Responsible Parties
1. Department Head
1. Department Head
2. Human Resources
Recommend
appointment/hire
1. Department Head
Make verbal offer,
complete and sign the
“accept” or “decline”
section on the
“Recommendation for
Interview/Appointment of
Part-Time Faculty” form,
and return to Academic
Affairs
Prepare and send letter of
offer
1. Department
Head/Dean
2. VPAA
3. Academic Affairs
Coordinator
Hiring Guide
Notes:
Each visit must include:
• Visit to Human Resources
 Complete criminal
background check
 Complete Security
Questionnaire
 Candidates will receive New
Hire information after an
offer is made and accepted
Must complete “Recommendation for
Appointment for Part-time Faculty”
form. Attach all VPAA required
documents:
 Letter of Application (optional)
 Vita/Resume
 Transcripts (unofficial are
acceptable)
 Faculty Personnel Record
 Verification of Retirement Status
 Faculty Qualifications Form
Department Head and Provost sign.
Communicate clearly the specifics of the
offer on the Appointment” for Part-time
Faculty form.
1. Academic Affairs
Coordinator
2. VPAA
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Send copies of
“Recommendation for
Appointment for Part-time
Faculty”, required
documents, and “letter of
offer” to Human
Resources
Hiring Guide
1. Academic Affairs
Coordinator
2. Human Resources
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