Effective Recruiting and Hiring
Employment Services
Effective Recruiting and Hiring
Learning Objectives
 Factors that Affect UC’s Regulatory Environment
 Planning Your Recruitment
 Attracting the Best Applicant
 Candidate Selection Process
 Effective Job Interviewing
 Proper Hiring and Recruitment Closure
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Factors that Affect UC’s Regulatory Environment
AA/EEO
 UC is a public sector employer in the State of California
• Subject to civil rights-related compliance regulations that apply to
all California public institutions
 UC is an educational institution
• Subject to federal regulations and legislation
 UC is a federal contractor
• Required to maintain an Affirmative Action program
• Federal Equal Employment Opportunity (EEO) Laws
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Factors that Affect UC’s Regulatory Environment
OFCCP
Federal Contractor: bound by the OFCCP
Office of Federal Contract Compliance Programs
Risk Management: Understanding Legal Hiring
Protocol
• Four criteria of the definition of “Internet Applicant”
» Expression of Interest
» Considered for Employment
» Meets Basic Qualifications
» Continued Interest
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Planning Your Recruitment
Steps in the Recruiting Process
Vacancy Occurs
Work Analysis
Job Analysis
&
Classification
Attracting
Applicants
Selection Process
Interviews
Reference Checks
Extending
the Offer
Final
Documentation
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Planning Your Recruitment
Roles in the Recruitment Process
 Employment Services
 Hiring Manager
 Search Committee Chair
 HR Generalist – TAM Originators
 VCRO – TAM Authorizers
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Planning Your Recruitment:
Roles in the Recruitment Process
Roles and
Steps in
Search
Process
Va
c.
Work
Anal.
Job
Analysis
& Classif.
Emp Svcs.
Comp
Hiring Mgr.
Attract
Appl.
Select.
Process
Intv.
Ref.
Check.
X
X
X
X
X
X
X
X
X
X
Final
Document.
X
X
X
X
X
X
SC Chair
HRGeneralist
TAM
Originator
VCRO TAM
Authorizer
Extend
the
Offer
X
X
X
X
X
X
X
X
X
X
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Planning Your Recruitment
The Benefits of Planning a Recruitment
 Creates efficiency and saves money
 Legal protection
 Making a good faith effort to recruit a diverse applicant
pool
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Planning Your Recruitment
Work Analysis
 Determine business and staffing needs for your
department/unit. Ask:
 What is the actual work that needs to be done?
 Is the need temporary or will it exist permanently?
 What are the short and long-term budget issues that could
affect the work that needs to be done?
 Consult your Compensation Analyst, June Ramirez and
Employee Relations Consultant, Vicki Oppenheim for
assistance
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Planning Your Recruitment
Job Analysis and Classification
 Identify the duties of the position and the Knowledge, Skills,
and Abilities needed to perform the job
 CRITICAL to define Essential Functions: Core Duties of Job
• Required by the ADA and FEHA
 When is a Job Analysis required?
• A new position (of any classification or appt. type), or
• If job duties of a position have changed significantly
 Keep in Mind: Recall Candidate Information
• Department is responsible for recall list
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Planning Your Recruitment
Job Analysis and Classification
 Use Career Compass for Job Description and Classification
 Use Berkeley Job Builder for non-represented jobs
 Use HR Web templates for represented jobs
 Job-specific: describe the technical or functional expertise
required for a given task or role
 Use Job Analysis Defined Knowledge, Skills and Abilities
(KSA’s) to Establish Job Competencies and Selection Criteria
 Used to create your interview questions and candidate ranking
forms
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Planning Your Recruitment
Establishing Selection Committee
 Search Committee Selection:
• Incorporate Significant Stakeholders - who has a vested
interest in the hiring result?
• The hiring committee should reflect campus diversity
• The committee must have the ability to assess applicants’
skills and maintain confidentiality
 Establish a Recruitment Timeline
• Use a Recruitment Timeline to help keep your search process
on track
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Candidate Selection Process
Establishing Selection Criteria:
KSAs and Competencies
Responsibilities
KSA’S
Competencies
•Provide full range of financial
services (budget
development,
expenditures, reports)
•Experience in fund accounting
•Ability to generate reports & track
information
•Problem-Solving
•Provide full range of financial
services (budget
development,
expenditures, reports)
•Knowledge of UC policies
governing
staff personnel
•Stewardship & Managing
Resources
•Manage Procurement Activity
•Procurement experience
•Strategic Planning & Organizing
•Experience with BFS
•Stewardship & Managing
Resources
•Ability to communicate verbally and
in writing, in a clear and
professional
manner
•Communication
•Represent department at
campus meetings
•Ability to develop budgets
•Stewardship & Managing
Resources
•Quality Improvement
•Experience with Human Capital
Management
•Service Focus
•Inclusiveness
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Attracting the Best Applicant
Developing a Diverse Applicant Pool
 Select external media venues
 Campus website, print media, online job boards, social media
 Always include AA/EEO language in advertisements
 Promote the job and market UCB as premiere public teaching
and research institution
 In-reach mechanisms
 Utilize staff and diversity organizations and campus listservs
http://stafforg.berkeley.edu/
 Diversity Advertisement Options List
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Candidate Selection Process
Special Placement Consideration (SPC)
 Special Placement Consideration Eligibility
• UCB/UCOP displaced career employees
• UCB employees in 90 day transfer search/medically
separated
• Same bargaining unit or PPSM
• Same salary range midpoint or lower
• Same percentage of time or lower at the time of layoff
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Candidate Selection Process
Special Placement Consideration (SPC)
 Manager’s Responsibility of the SPC Process
• Creation of the JD to adequately represent the qualifications for
the position
• Conduct a qualifications review of the applications of SPCs
received within 14 days of posting date
• Follow-through with the qualifications assessment, reference
checking and review of personnel file
• Provide SPC coordinator with written documentation decision
made, to either include reasons for de-selection based on not
meeting the stated qualifications or new hire details
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Candidate Selection Process
Special Placement Consideration (SPC)
Review and Assessment Process
 Qualifications Review:
• Review of Resumes and Cover Letters for qualifications
match
 Qualifications Assessment:
• Similar to Interview Process
• NO PANEL INTERVIEWS
• Hiring Manager and Department HR Representative
instead
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Candidate Selection Process
Screening and Evaluating Applicants
 Resume Review and/or the Phone Screening/Interviewing
• Evaluate each applicant’s KSA’s against job requirements (required
and preferred)
 When Screening Applicants: selection criteria must be
universally applied without bias against any applicant
 De-select Applicants: Provide de-selection reason in TAM to
generate automatic communication on their status, especially
when determined Not Minimally Qualified
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Candidate Selection Process
Managing Recruitment Documentation
 Recordkeeping: Updating TAM during each recruitment phase
 Record Interviews: Phone, Interview 1, Interview 2
 Prioritize communication between Hiring Manager and Originator
throughout the search
 De-select applicants throughout process for notification of status
 Applicant Evaluation: All applicants Not Qualified are deselected
and no longer considered an applicant
Definition of Minimally Qualified – Meets basic qualifications on
your job description in your required section of the job posting.
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 How do you manage your recruitment data?
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Effective Job Interviewing
Determining the Process and Initial Screening
 Determine Your Interview Process and Timeline
 Define Evaluation Criteria
• Maintain consistency
 Phone Screening/Interview
• Clarify salary requirement
• Do they meet requirements as defined in Job Description?
 Panel Interview – Job Description and PEM form conversation
 Legal/Illegal Interview Questions
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Effective Job Interviewing
Interview Styles
 Interview Styles
• Open-ended Questions: Tell me about your supervisory experience.
• Accomplishment Questions:
» Tell me about your most recent job related accomplishment.
• Behavioral Based Interviewing:
» Past performance is the best indicator of future performance
» STAR: Give me a situation, or task when…, What action did you
take? What were the results?
 Interviewing Assessment Tool: Candidate Ranking Form
 Consult with ER before administering Additional Assessments
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Proper Hiring and Recruitment Closure
 Interviewing Materials for IDF
• Submit to Search Committee Chair and/or Hiring Manager
 Reference Checking
• Check UC Employee Personnel File
 Making the Offer
• Sample Offer Letters Templates
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Proper Hiring and Recruitment Closure
 After an Offer Has Been Accepted
• Originator Update HCM-TAM System
 Completing the IDF
• Identify selection reasons for top candidate
• Document de-selection reasons for those interviewed but
not selected
• IDF can be uploaded into TAM
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Thank you!
We look forward to working with you!
Kelly Howard, Employment Services Manager
khoward@berkeley.edu
Charo Albarran, Operations Manager
calbarran@berkeley.edu
Arlene Asuncion, Senior Recruiter
aasuncion@berkeley.edu
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