You should use the same basic questions for each reference for all of the candidates. If, in the
course of responding to your questions, the reference refers or alludes to something not covered
that is not in the prohibited or protected area of questions, please pursue that line of inquiry.
Please note if you are only allowed to talk with the Personnel or Human Resources office for the
reference information, your questions should be modified accordingly to fit into this situation.
You may want to frame them around information found in the Personnel file such as performance
evaluations, exit interviews, etc.
What to do with the information
What do you do with the information you have gathered? If you received conflicting references
about a candidate, you may want to check further. Occasionally you may need to “throw out” a
reference because of suspicion or knowledge of bias or unfairness of the reference provider. If you
are satisfied that you have all the information to make a good hiring decision, proceed with your
decision.
Confidentiality
Finally, if you guarantee confidentiality to the reference provider, you must honor that agreement.
This includes inquiries made as to a candidate’s character or abilities during the course of
employment. Access to that information by the affected employee or candidate can generally be
restricted. If a candidate, an employee, the union, or any other person other than those in your
chain of command or Human Resources requests the reference information, please contact Human
Resources. Make sure that the information is stored confidentially, securely and not in the official
Personnel file.
All reference questions must be approved by your assigned Recruiter in advance.
Documenting the Nomination
California and Federal law require that complete documentation of University hiring practices be
maintained. Documentation should be maintained in the Human Resources department for three
years and then shredded.
If a hiring decision is challenged and DFEH or EEOC undertakes an investigation, the University
will be required to provide documentation of the hiring process to address the charge. The
documentation will be reviewed to determine if the hiring process used to fill the vacancy involved
any discrimination practices. In addition, the organization may be required to provide the same
information for all hiring decisions covering a period the DFEH and/or EEOC regards as
appropriate.
Appendix F provides several examples of the methods and forms used to document the
recruitment process.
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What to Keep
The Human Resources department should develop and retain the following documentation in a
position file, separate from the personnel file of the new employee:
•
Copies of the Vacancy Announcement and all advertising
•
Applicant Referral Documents and a copy of the Nomination Summary documents
applicants who met minimum qualifications, who were interviewed, and who was selected
for the position.
•
Copies of all written correspondence with the applicants, including the official offer letter
to the person hired
•
All copies of the interview questions and the responses of each applicant interviewed
•
Telephone reference contact forms
•
Hiring Summary which is the written justification of selection/non-selection
•
Any other information pertinent to the hiring process
When to Destroy Records
All records related to the hiring process should be promptly shredded at the conclusion of the
three years records retention period.
PREPARING SCREENING MATERIALS (INTERVIEW QUESTIONS)
The development of interview questions is a critical step in the hiring process. This is the primary
means by which the candidate is given the opportunity to provide evidence of possessing the
knowledge, skills, and abilities to perform the job.
Committees are required to submit interview questions for review by Human Resources prior to
scheduling interviews to check for legality, appropriateness, and to provide advice and suggestions.
Well-prepared questions bring out useful information, save interviewing time and help to insure
that all applicants are treated equally.
Types of interview questions
Y E S O R N O Q U E S T I O N S need to be used sparingly because they give such limited
information from the applicant. For example, “Have you ever used Microsoft Word?”
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D I R E C T Q U E S T I O N S are used to obtain very specific information. They are valuable for
obtaining in-depth information or for asking follow-up questions on topics brought up by a
candidate’s other responses. For example, “What computer courses have you taken?”
A L T E R N A T E C H O I C E Q U E S T I O N S give the applicant two or more equally
desirable or undesirable options. For example, “Do you prefer establishing your own work
priorities or having them assigned to you?
O P E N - E N D E D Q U E S T I O N S encourage applicants to express ideas and information they
feel are important. Background information relevant to the position is explored related to
experience, education, training, achievements, etc.. Probing specific skill areas, as opposed to a
broad-brush approach to questioning, generally produces better information on which to make
fine distinctions among qualified applicants. For example, rather than “Tell us about the jobs
you’ve held”, the committee might ask “Tell us about your experience writing and negotiating
contracts.”
S I T U A T I O N A L Q U E S T I O N S provide a technique to evaluate the applicant’s ability to
solve job-related problems or situations that may actually occur on the job. They are used to assess
an applicant’s ability to recognize important aspects of situations or problems, analyze them and
provide reasonable options or workable solutions. For example, “You have called a major briefing
in your organizational unit to propose the implementation of a new program. As soon as the
proposal is disclosed, the session turns into a free-for-all. Describe some possible actions you might
take to regain control of the meeting.”
W I L L I N G N E S S Q U E S T I O N S establish whether an applicant is aware of the conditions
of employment and is willing to accept them. Willingness to travel is an example, shift work
another, willingness to work in a fast-paced environment, willingness to work extra hours. This is
a way to reinforce the more prominent conditions of employment even if the applicant read them
in the job announcement.
J O B I N T E R E S T Q U E S T I O N S are useful to ask to establish which aspects of their jobs
applicants particularly enjoyed; or which activities they avoided or were least interested in
performing. Other questions of this type include, “Why did you choose this line of work?”,
“What do you think you can contribute?” If several applicants have comparable experience, a
selection factor may be the level of interest and motivation to do the work.
Types of questions to avoid
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U N I M A G I N A T I V E Q U E S T I O N S which sound “canned” and for which the applicant
usually has a prepared answer. For example, “What would you like to be doing five years from
now?”
M U L T I P L E Q U E S T I O N S which “run on” and require the applicant to answer a long,
confusing series of questions.
O B V I O U S Q U E S T I O N S which suggest a correct answer. These types of questions often
reveal the answer the committee is looking for and help applicants create answers to fit those
attitudes. For example, “This university wants employees who are creative and flexible. What
kind of employee are you?”
N E G A T I V E Q U E S T I O N S which reveal an unfavorable attitude toward an applicant or
topic. For example, “You don’t have much experience in supervision, do you?”
N O N J O B - R E L A T E D Q U E S T I O N S (See Legal Aspects of Interviewing)
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