If you are a hiring manager or supervisor, below is a handy guide to help you plan and implement your recruitment. Please also visit the following helpful resources:
- Hiring Process Checklist in Section 1 of the Guide to Managing Human Resources
- Talent Acquisition Manager (TAM) in HCM
- Hire/Rehire Required Forms Checklist
- Frequently Asked Questions
- Hiring Freeze Process (non-academic positions)
- Contracts: Vendor or Employee
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Start your planning process early.
- Determine your applicant screening and interview process including timelines (Word), use of selection committee, evaluation tools.
- Create evaluation tool to consistently rank applicants.
- Plan an inclusive recruitment that addresses affirmative action goals and ensures a diverse, qualified applicant pool.
- Check out Advertisement Options/Diversity Outreach.
Work with your HR Representative to create the job posting in Talent Acquisition Manager (TAM)
The majority of your time and effort will be spent in this phase of the hiring process.
The Applicant Deselection Form (ADF) (Excel) may be used as a tool for departments to track their de-selection reasons throughout the recruitment. While optional, it may be helpful in assisting HR Administrators with capturing recruitment data from their hiring managers and interview teams.
- Consider all Special Placement Consideration (SPC) candidates who apply for your position within their 14-day preferential timeframe. SPC applications should be reviewed for meeting basic/minimum qualifications of the job.Proceed with in-person assessment and hire those SPCs who meet the basic qualifications of the position.
- If the SPC candidates to not meet minimum requirements, disqualify them in writing and send the documentation to central HR’s SPC Coordinator. You may move forward with your process upon confirmation from HR.
- When reviewing applications, you must review and rank applicants by uniformly applying job-related criteria.
- Maintain documentation of your review process and results by properly notating whether applicants are minimally or not minimally qualified for positions in TAM.
- Establish an interview process determining whether to conduct initial screening of applicants through telephone interviews(highly recommended), followed by panel interviews or presentations. See Telephone Interview Guide (PDF).
- During telephone interview, request and verify salary requirements of candidate so there are no “surprises” down the line.
- Develop and use a consistent set of interview questions to address every interviewee. Questions should be job-related and link to selection criteria. Behavioral Based Interviews are recommended. See Behavioral Based Interviewing (PDF).
- Make any reasonable accommodations necessary for applicants requesting them.
- Ensure only appropriate questions and conversations are held during interviews, and that prohibited topics are not discussed. See Prohibited Interview Questions (PDF).
- Create welcoming environment for candidates, and use the interview as an opportunity to market UC Berkeley as an employer of choice, by conveying positive and accurate information about the job, the department, the University, its administration and community.
- Allow time for candidate to ask questions.
- Take notes during interview to use in debrief discussion.
The last phase of the hiring process includes checking references, making an offer, and taking care of final documentation.
- Decide whether to check references on one top candidate or multiple top candidates.
- As a courtesy, obtain candidate’s consent to obtain references.
- Follow a consistent reference checking process for all final candidates, including supervisory, peer, and customer references if possible.
- Use a consistent set of core questions for each reference check. See Reference Check (PDF) form.
- Only inquire about job-related information.
- If negative information is obtained and would otherwise be a contributing factor in rejecting the candidate, provide candidate opportunity to rebut the information or independently verify the information.
- Maintain notes for reference checks in the recruitment file.
- The decision to hire must be based on the candidate’s ability to perform the job.
- Obtain departmental approval to make the offer, including salary level.
- Review internal equity and external market data with HR Manager to make fair salary offer.
- Create an offer letter with appropriate language for criminal background checks, trial employment, furlough etc.
- Include terms agreed on by parties involved: title, salary, type and length of contract, appointment type, start date etc. See Offer Letter Template for Career (Word) and Contract (Word) positions.
- Provide the candidate with a benefits packet and link to At Your Service to review Health and Welfare benefits as well as UCOP retirement options.
- Initiate criminal background check if the position was advertised as a sensitive position.
- Provide feedback to non-selected applicants who were interviewed.
- Provide HR Administrator (who handles TAM transactions) final de-selection reasons for candidates interviewed who were not hired. Information will be updated in TAM as system of record.
- Provide HR Administrator (who handles HCM transactions) any necessary hire data to enter into Workforce Administration (WFA).
- Maintain recruitment file with following items: completed Interview Data Form (in PDF or Word format), Job Description, Interview Questions, Ranking Forms, and any additional assessment tools used for screening. File to be maintained for three years after hire date.