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Presentation on theme: "SEARCH ORIENTATION."— Presentation transcript:


2 The Recruitment Handbook
Orientation to the Search Process For a printer friendly version of The Recruitment Handbook, click here.

3 All page numbers relate to the printable version of The Recruitment Handbook

4 INTRODUCTION This Recruitment Handbook has been written as a guide to the recruiting process and is not inclusive of all matters related to the hiring process. Procedures may change without notice. For specific guidance regarding the process, contact Angel Gardner in the Human Resources and Affirmative Action (HR/AA) office at (865) The Selection Committee Responsibilities Checklist (page 3) is a guide to assist the Committee throughout the process. The Selection/Advisory Committee Guidelines (page 4) includes a definition of the Committee, criteria for the members, and the duties and responsibilities of the Committee. Our Diversity Vision statement has been included to help Committee members understand the importance of affirmatively recruiting diverse applicants for positions within the College.

1. Supervisor obtains approval to fill position from Vice President 2. Committee Chair completes Recruitment Packet A. recommends diverse selection committee, if applicable B. completes Position Analysis Questionnaire (PAQ) C. prepares position description D. completes Direct Contacts 3. Committee attends an orientation to the search process 4. Committee evaluates applications A. reviews position description requirements B. evaluates each candidate C. chooses those for interview D. determines reasons for non-selection for those not chosen for interview Note: The Affirmative Action Officer may add additional candidates to the list of interviewees. 5. Committee proceeds with interview process A. determines interview questions and interview process B. conducts interviews C. evaluates candidates based on interview D. determines reasons for non-selection for those not recommended for hire E. completes three Reference Check Forms for top candidate(s) for support staff positions 6. Committee makes recommendation for support staff positions or prepares Strengths and Weaknesses memo for faculty/administrative staff and submits to appropriate Vice President and Assistant Vice President, when applicable.   A. list support staff candidate's name, position title, proposed start date, and other special conditions, e.g., restricted, contract, special funding sources, etc. or, for administrative/faculty positions B. list the top three candidates (or two, if pool is small), their strengths and weaknesses, and submit to the appropriate Vice President and Assistant Vice President, when applicable

Definition of Selection/Advisory Committee The Selection/Advisory Committee is usually composed of three to five members whose primary purpose is to aid in the selection of new employees. The Committee makes suggestions regarding job requirements (education and experience); however, the requirements require Human Resources (HR/AA) approval. Prior to the advertisement of a position vacancy, the Position Analysis Questionnaire is written by the respective supervisor and reviewed by the Executive Director of Human Resources and Affirmative Action. Committee members review credentials and interview applicants to aid in determining which candidate most closely fulfills the position requirements. Criteria for Committee Members 1. Members should be professional and objective in judgment. They should be able to understand the role of the position in relation to the total organization. Members should be capable and efficient in the review process as well as available to attend all interview meetings. Members should not serve on committees that create a potential conflict of interest, e.g., relative or best friend. 4. All committees should be representative of our diverse population. REMAIN IMPARTIAL ATTEND ALL INTERVIEWS NOTIFY HR OF POSSIBLE CONFLICTS OF INTEREST

7 Direct Contact Sources Direct Contact Form
Duties and Responsibilities of Committee Members 1. Review the Affirmative Action goals for the employment category where the vacancy occurs. 2. Make direct contacts (telephone conversations, meetings, correspondence, etc.) with qualified diverse individuals to encourage their application for the vacancy; complete Direct Contact Forms. A Direct Contact includes the following: A. Soliciting nominations from institutions, groups and/or individuals likely to generate diverse applicants; B. Providing documented evidence that direct contact (telephone conversations, meetings, correspondence, etc., with potential applicants) has been made with diverse individuals to encourage their applications for the vacancy (we have standard forms available for this purpose); C. Assurance by the Executive Director of Human Resources and Affirmative Action that an approved process has been followed and that qualified diverse applicants have been contacted and fully considered (see page 5 for more information). 3. Review and document credentials of applicants on the Applicant Evaluation Forms. 4. Participate in all interviews and complete an Applicant Interview Rating Form for all candidates interviewed. 5. Provide consultation and offer a variety of perspectives to assist in the final employment recommendation process. (All final employment recommendations are made to the Vice President, subject to approval of the President) Direct Contact Sources Direct Contact Form

8 DIVERSITY VISION Diversity celebrates our uniqueness as individuals. It affirms the individual strengths, gifts, personalities, challenges, and differences each faculty, staff, and student brings to this institution. Pellissippi State embraces diversity both as an institutional goal and as an esteemed value of this institution. The Tennessee Board of Regents finds, and Pellissippi State agrees that "Diversity of students, faculty, and staff is a crucial element of the educational process and reaffirms its commitment to enhancing education through affirmative action to increase diversity at all levels.” Pellissippi State Community College will take affirmative action to ensure that during the employment process, all individuals will be treated the same without regard to his/her race, color, religion, ethnic or national origin, gender, sexual orientation or gender identity, disability, age, or status as a covered veteran. Such actions shall include, but not be limited to: Recruiting, hiring, training, and promoting persons in all job titles, without regard to any of the foregoing factors; Basing decisions on employment so as to further the principle of affirmative action and equal employment opportunity; Insuring that promotion decisions are in accord with principles of equal employment opportunity by imposing only valid requirements for promotional opportunities; and 4. Insuring that all personnel actions such as compensation, benefits, transfers, layoffs, return from layoff, and institution or school-sponsored training, education, tuition assistance, and social and recreation programs will be administered without regard to any of the foregoing factors.

SEARCH PROCESS Once a position has been approved by the President, HR/AA will advertise the position in the appropriate media. The choice of media depends on what type of position, e.g., support staff positions are advertised locally. Faculty and administrative professional positions are advertised nationally and online. After the position has been advertised, applicants have two weeks to submit their applications before review begins. The Applicants The applicants will be evaluated using our on-line applicant system. Any required documents, e.g., resume, transcripts, etc., must be attached to the application in order to be considered. It is important that the applicant complete all requested information and sign and date the application. For instructions on using the on-line applicant system, click here. Note: Applicants will not be interviewed without submitting the completed application and related documents. LOGIN INFORMATION WILL BE ED TO YOU

10 The Applicants (continued)
The Employment Experience section should include month, date, and year, name and address of employers, description of work, and whether or not the work was full or part-time. The given references should be professional references and should not be Pellissippi employees. THREE PROFESSIONAL REFERENCES REQUIRED PROFESSIONAL REFERENCE = FORMER SUPERVISOR Note: There are circumstances when an applicant may have to use a Pellissippi employee because he/she has not had other work experience. This should be a rare situation, and HR/AA will make the determination as to whether or not this will be acceptable. The Criminal Offense section should indicate whether or not an applicant has had a conviction. If so, the applicant must provide information on the conviction and the date of the conviction. Note: An affirmative answer to the question does not automatically eliminate the candidate for consideration. If the applicant possesses the required experience and skills for the job, the committee will proceed without considering the offense. After interviews, if the individual is a recommended candidate, the number and nature of the conviction(s), the date(s) of the conviction(s), and the accuracy of the explanation will all be considered. In all instances where information is obtained that would disqualify the candidate, the Executive Director of Human Resources and Affirmative Action will discuss the information with the appropriate personnel, e.g., Vice-President and President, to ensure the decision is fair and legal.

11 Evaluation of the Applicants
Using the Applicant Evaluation Forms (see sample on page 10), the committee members evaluate the applicants based on the information provided in the applicant materials, e.g., application, resume, transcript, etc. Committee members should not allow personal knowledge, either good or bad, to influence their evaluations. Each applicant must be evaluated equally. If the committee member doesn’t want to interview the applicant, a Reason for Non-Selection (see page 11 for codes) should be listed. Note: Forms should be completed in ink instead of pencil. Individual evaluations should not be discussed with other committee members until all members have completed their individual Evaluation Forms. Discussion prior to completion of the forms may interfere with the individual committee member’s analysis. Committee members should not delay evaluating the candidates when he/she receives the information because this allows the process to move more swiftly, and thus, increases the chances of the committee securing the best candidates for interviews. After each committee member has completed the Evaluation Forms, the committee meets to decide on candidates to be interviewed. Candidates are usually chosen by group consensus. The number of candidates to be interviewed depends on the size of the applicant pool; however, if possible, at least five candidates should be chosen for interview. Once candidates are chosen for interview, the committee chair returns the completed Evaluation Forms, interview questions (see pages for sample questions), and an Interview Request Form (page 23). The Committee can use the sample questions, modify the questions, or develop their own questions. Note: Before developing interview questions, committee members must review the Pre-Employment Inquiry Guide (page 12-15) for permissible and prohibited interview questions. The Executive Director of Human Resources and Affirmative Action will review the chosen candidates in relation to other applicants to determine if there are other diverse individuals who meet the criteria that were not chosen for interview. If these diverse individuals have similar qualifications, the director will add these candidates to the list of interviewees. The director will also review the interview questions for compliance with laws, and if necessary, make changes to the questions.

12 The Interview The HR/AA office will call candidates and schedule interviews. When a candidate is called, HR/AA will tell the candidate how many people are on the committee, how long the interview will last, any special conditions listed, and ask the candidate to arrive in HR/AA a few minutes before the scheduled interview time. Candidates will ed a job description and a summary of Pellissippi State’s benefits prior to the actual interview. When interviews are scheduled, HR/AA will the committee members to notify them when the interviews are scheduled and where the interviews will be conducted. Before the interviews, HR/AA will create a notebook for the committee chair which will include the required interview materials, such as: copies of applications for those interviewing, an interview schedule, Applicant Interview Rating Forms (pages 25 & 26) and Reference Check Forms (pages 29 and 30). A committee member will come to HR/AA and introduce himself/herself to the candidate (see page 24 on conducting the interview). The committee member will escort the candidate to the interview room where the interviews will be conducted. The chair will introduce the committee members to the candidate. The chair will explain the process to the candidate. The committee will use a structured interview process, asking the same questions of all candidates. The committee should avoid chitchat because of the possibility of discussing topics that may be perceived by the candidate as a means of getting non-job related information from the candidate. Such information could be discriminatory in nature. At the end of the interview, the candidate should be given the opportunity to ask questions about the position. If the candidate has questions related to benefits and/or salary, the committee should refer the candidate to HR/AA to answer these questions.

13 The Interview (continued)
The committee should take about ten minutes after each interview to complete the Applicant Interview Rating Form for the candidate just interviewed. The ratings on these forms are each member’s observations and should not be completed by group consensus. The Rating Forms should not indicate 1st, 2nd, and 3rd choices. The committee member simply marks whether or not he/she would consider this candidate for hire. After all interviews have been conducted, the committee will discuss each interviewee’s strengths and weaknesses and decide who the best candidates are for the job. Note: From time to time, committee members are called by the candidates (or friends of the candidates) and asked questions about the process. The best answer for any inquiry is to state, “I’m not free to discuss this; you will need to call Human Resources for information.”

14 Following the Interview
Support Staff Positions Following completion of interviews for support staff positions, the committee will complete three Reference Check Forms (pages 29-30) for the chosen candidate(s). After completion of the reference check forms, the chair will complete the Recommendation Memo (page 31) and secure the appropriate signatures. The notebook, along with the Interview Rating Forms, Reference Check Forms, and Recommendation Memo will be returned to HR/AA for processing. Administrative/Faculty Positions (page 27) Following completion of interviews for administrative/faculty positions, the committee will submit the Strengths/Weaknesses (see sample on page 32) memo to the appropriate Vice President (and Assistant Vice President, when applicable), and HR/AA, listing the top three candidates and their strengths and weaknesses. Note: The candidates should be listed in alpha order. The notebook, along with the Interview Rating Forms, will be returned to HR/AA for processing. The appropriate vice president will instruct HR/AA to schedule interviews for the top candidates (one, two, or three). After the vice president interviews the candidates, he/she will instruct the chair to complete three Reference Check Forms for the candidate he/she is recommending. The completed Reference Check Forms will be forwarded to HR/AA along with the vice president’s recommendation.

15 Following the Interview (continued)
HR/AA will compile the search file for the position and ensure that all paperwork has been completed and returned and submit information to our background check provider to do a criminal check. The Executive Director of Human Resources and Affirmative Action will review to ensure compliance with relevant laws and policies and recommend salary based on the job category, education, experience in higher education, and other related experience. After review, the file is forwarded to the President for approval. It is important to note that the President may or may not approve the recommended candidate. He may direct the committee/vice president to interview/consider other candidates. If approved, HR/AA will the committee chair (or appropriate vice president for administrative/faculty positions) stating the candidate has been approved and the salary. The chair/vice president will also be notified of any missing documentation that may be needed for the candidate. The Chair/Vice President will make the job offer, and if the candidate accepts, notify HR/AA of the start date. Note: Newly hired employees must begin on the first day of the month or the 15th day of the month. When the first or the 15th is not a workday, the employee will begin on the first working day following the first or 15th. After the candidate accepts, HR/AA will close the search and an will be generated, letting applicants know the position has been filled. Note: The applicant notebook should be kept in a private place and should not be shared with anyone outside of the Committee, either at present, or anytime in the future Applicants may not want others to know about their application. In addition, you should not discuss the search process at any time, with anyone, now or in the future. All materials are confidential.

16 Requirements vary per search: this form will be emailed to you
SAMPLE APPLICANT EVALUATION FORM TO BE COMPLETED BY EACH SELECTION COMMITTEE MEMBER This form is designed to assist the selection committee in objectively considering applicants for interview and documenting the selection decision. Criteria to be evaluated must be included in the position description and/or advertisement. Position evaluated: Evaluator: Requirements vary per search: this form will be ed to you

To be used by each selection/advisory committee member to determine reasons for non-selection If a candidate was not selected for one of the reasons listed, place the code in the designated column on the Applicant Evaluation Form and the Applicant Interview Rating Form. More than one number may be appropriate. If a candidate was not selected for a reason not listed, state reason. A. Candidate's Choice A-1 Asked not to be considered. A-2 Accepted another position within the College. A-3 Candidate required higher salary than was authorized. A-4 Was not available for full-time employment at the start of the project period or semester. A-5 Failed to submit transcripts/letters or recommendations required. A-6 Failed to respond to requests for additional information. A-7 Materials (portfolio, slides, etc.) were not submitted in time to be processed and considered for the position. B. Degree B-1 Did not possess academic qualifications advertised. B-2 Degree was not compatible with the needs of the department as advertised. C. Teaching C-1 Area of specialization or interest overlapped significantly with those of current members in the department and did not fit the needs of the department as advertised. C-2 Candidate's teaching or performing experience was not suitable for position. C-3 Insufficient teaching experience or candidate selected had more teaching experience. C-4 Creative artwork or musical composition judged inadequate by the committee on the basis of submitted materials. D. Administrators D-1 Candidate did not possess the degree(s) advertised. D-2 Candidate's experience was outside the primary responsibilities of the position as advertised. D-3 Candidate had insufficient or inappropriate administrative experience. E. Other E-1 Candidate had insufficient or inappropriate skill or experience. E-2 Lacked sufficient education. E-3 Lacked license or other credentials. E-4 Lacked demonstrated on-the-job experience. E-5 Candidate did not have office equipment experience required.E-6 Resume/application did not contain information necessary to evaluate candidate for position. E-6 Resume/application did not contain information necessary to evaluate candidate for position.

18 Permissible Inquiries Inquiries That Must be Avoided
PRE-EMPLOYMENT INQUIRY GUIDE Subject Permissible Inquiries Inquiries That Must be Avoided 1. Name “Have you worked for this company under a different name?” “Is any additional information relative to change of name, use of an assumed name or nickname necessary to enable us to check on your work and educational record? If yes, explain.” Inquires about the name that would indicate applicant’s lineage, ancestry, national origin, or descent. Inquiry into previous name of applicant where it has been changed by court order or otherwise. 2. Marital and Family Status Whether applicant can meet specified work schedules or has activities, commitments, or responsibilities that may hinder the meeting of work attendance requirements. Inquires, made to males and females alike, as to duration of stay on job or anticipated absences. Any inquiry indicating whether an applicant is married, single, divorced, engaged, etc. Number and age of children. Information on child-care arrangements. Any questions concerning pregnancy. Any similar question that directly or indirectly results in limitation of job opportunity in any way. 3. Age If a minor, require proof of age in the form of a work permit or a certificate of age. Require proof of age by birth certificate after being hired. Inquiry as to whether the applicant meets the minimum age requirements as set by law and indication that, on hiring, proof of age must be submitted in the form of a birth certificate or other forms of proof of age. If age is a legal requirement: “If hired, can you furnish proof of age?” or statement that hire is subject to verification of age. Requirement that applicant state age or date of birth. Requirement that applicant produce proof of age in the form of a birth certificate or baptismal record. (The Age Discrimination in Employment Act of 1967 forbids discrimination against persons ages 40 and above.) 4. Disabilities For employers subject to the provisions of the Rehabilitation Act of 1973, applicants may be “invited” to indicate how and to what extent they are disabled. The employer must indicate to applicants that: compliance with the invitation is voluntary; the information is being sought only to remedy discrimination or provide opportunities for the disabled; the information will be kept confidential; and refusing to provide the information will not result in adverse treatment. All applicants can be asked whether they are able to carry out all necessary job assignments and perform them in a safe manner. The Rehabilitation Act of 1973 forbids employers from asking job applicants general questions about whether they are disabled or asking them about the nature and severity of their disabilities. Any employer must be prepared to prove that any physical and mental requirements for a job are due to “business necessity” and the safe performance of the job. Except in cases where undue hardship can be proven, employers must make “reasonable accommodations” for the physical and mental limitations of an employee or applicant. “Reasonable accommodation” includes alteration of duties, alteration of physical setting, and provision of aids.

19 Permissible Inquiries Inquiries That Must be Avoided
Subject Permissible Inquiries Inquiries That Must be Avoided 5. Gender Inquiry as to gender or restriction of employment to one gender is permissible only where a bona fide occupational qualification exists. (This BFOQ exception is interpreted very narrowly by the courts and EEOC.) The burden of proof rests on the employer to prove that the BFOQ does exist and that all members of the affected class are incapable of performing the job. Gender of applicant. Any other inquiry that would indicate gender. Gender is not a Bona Fide Occupational Qualification because a job involves physical labor (such as heavy lifting) beyond the capacity of some women, nor can employment be restricted just because the job is traditionally labeled “men’s work” or “women’s work.” Gender cannot be used as a factor for determining whether an applicant will be satisfied in a particular job. Avoid questions concerning applicant’s height or weight unless you can prove they are necessary requirements for the job to be performed. 6. Race or Color General distinguishing physical characteristics, such as scars. Applicant’s race. Color of applicant’s skin, eyes, hair, or other questions directly indicating race or color. 7. Address or duration of Residence Applicant’s address. Inquiry into place and length of current and previous addresses, e.g., “How long a resident of this state or city?” Specific inquiry into foreign addresses that would indicate national origin. Names or relationship of persons with whom applicant resides. Whether applicant owns or rents home. 8. Birthplace “After employment (if employed by this institution), can you submit a birth certificate or other proof of U.S. citizenship?” Birthplace of applicant. Birthplace of applicant’s parents, spouse, or other relatives. Requirement that applicant submit a birth certificate or naturalization or baptismal record before employment. Any other inquiry into national origin. 9. Religion An applicant may be advised concerning normal hours and days of work required by the job to avoid possible conflict with religious or other personal convictions. Applicant’s religious denomination or affiliation, church, parish, pastor, or religious holidays observed. Applicants may not be told that any particular religious groups are required to work on their religious holidays. Any inquiry to indicate or identify religious denomination or customs. 10. Military Record Type of education and experience in service as it relates to a particular job. Type of discharge. 11. Photograph Indicate that this may be required after hiring for identification. Requirement that applicant affix a photograph to his or her application. Request that applicant, at his or her option, submit photograph. Requirement of photograph after interview but before hiring.

20 Permissible Inquiries Inquiries That Must be Avoided
Subject Permissible Inquiries Inquiries That Must be Avoided 12. Citizenship “Are you a citizen of the United States?” “If you are not a U.S. citizen, have you the legal right to remain permanently in the U.S.?” “Do you intend to remain permanently in the U.S.?” “If not a citizen, are you prevented from lawfully becoming employed because of visa or immigration status?” Statement that, if hired, applicant may be required to submit proof of citizenship. “Of what country are you a citizen?” Whether applicant or his or her parents or spouse are naturalized or native-born U.S. citizens. Date when applicant or parents or spouse acquired U.S. citizenship. Requirement that applicant produce his or her naturalization papers. Whether applicant’s parents or spouse are citizens of the U.S. 13. Ancestry or National Origin Languages applicant reads, speaks, or writes fluently. (If another language is necessary to perform the job.) Inquiries into applicant’s lineage, ancestry, national origin, descent, birthplace, or mother tongue. National origin of applicant’s parents or spouse. 14. Education Applicant’s academic, vocational, or professional education: school attended. Inquiry into language skills such as reading, speaking, and writing foreign languages. Any inquiry asking specifically the nationality, racial affiliations, or religious affiliation of a school. Inquiry as to how foreign language ability was acquired. 15. Experience Applicant’s work experience, including names and addresses of previous employers, dates of employment, reasons for leaving, salary history. Other countries visited. 16. Conviction, Arrest, and Court Record Inquiry into actual convictions that relate reasonably to fitness to perform a particular job. (A conviction is a court ruling where the party is found guilty as charged. An arrest is merely the apprehending or detaining of the person to answer the alleged crime Any inquiry relating to arrests. 17. Relatives Names of applicant’s relatives already employed by this company. Names and addressed of parents or guardian of minor applicant. Name or address of any relative of adult applicant, other than those employed by the company. 18. Notice in Case of Emergency Name and address of persons to be notified in case of accident or emergency. Name and address of relatives to be notified in case of accident or emergency. 19. Organizations Inquiry into the organizations of which an applicant is a member providing the name or character of the organization does not reveal the race, religion, color, or ancestry of the membership. “List all professional organizations to which you belong. What offices are held?” “List all organizations, clubs, societies, and lodges to which you belong.” The names of organizations to which the applicant belongs if such information would indicate through character or name the race, religion, color, or ancestry of the membership. 20. References “By whom were you referred for a position here?” Names of persons willing to provide professional and/or character references for applicant. Require the submissions of a religious reference. Request reference from applicant’s pastor.

21 Subject Permissible Inquiries Inquiries That Must be Avoided 21. Miscellaneous Notice to applicants that any misstatements or omissions of material facts in the application may be cause for dismissal. Any inquiry should be avoided that, although not specifically listed among the above, is designed to elicit information as to race, color, ancestry, age, religion, disability, or arrest and court record unless based upon a bona fide occupational qualification. Reprinted from Personnel Practices for Small Colleges by permission of the National Association of College and University Business Officers.

Briefly describe your perception of this position. What are your skills in working with computers and what type of software do you use? How do you maintain current knowledge and skills? If a customer came in and asked you a question and you were unsure of the answer, what would you do? Describe some specific examples of customer service that you have provided in the past. Describe your current position and responsibilities. What do you like the most and the least? What kinds of people would you rather NOT work with? What are two or three work-related tasks that you DO NOT enjoy doing? How do you motivate yourself to complete these tasks? Give us an example of a time that you had to resolve a conflict with a co-worker or customer and tell us how you resolved conflict. What irritates you the most at work? What do you think you owe your employer? What does your employer owe you? What do you expect to find at Pellissippi State that you don’t have now? Which do you prefer? Doing the same tasks day after day or doing something different every few days? What has been the biggest drawback to teamwork in your past jobs? What would you do to change that if you found the same circumstances here? What is an acceptable level of absenteeism? When is it all right to be late for work? Tell us what makes you the best candidate for the job? What are your three most effective business accomplishments?

23 18. What policies have you written and implemented?
19. What strategies do you use when you cannot solve a problem? 20. Tell me about a time when your communication skills had an impact. 21. Describe a project you have managed. How did you make sure that the project was successful? How did you coordinate the efforts of team members? How did you make sure you met the deadlines? What would you change about the way you handled the project? 22. We all had a period of time where we have had too much work to do and too little time in which to accomplish it. Describe one of   these situations you have had. How did you handle the workload? 23. Describe a standard approach that you take to solve problems. 24. Describe the most significant decision that you have made and how you made the decision. 25. Describe the steps you would take in the development of a program. 26. Tell us about the courses, projects, and/or work experiences that you have had which you will be able to apply to this position. 27. Describe a situation in which you have developed and monitored a budget. 28. What approaches do you use to get information that you need from other people/students/employees? 29. Describe your usual approach to persuading someone over to your point of view? 30. Tell us about the most difficult person that you have ever had to persuade. How did you persuade them? 31. Describe a brief interaction with another person where you have influenced them and gained credibility in a brief period. 32. Describe an instance where you have had to learn a totally new subject in a short period of time. How did you go about learning the material? What hindered you in learning the material quickly?  

24 33. Tell us why you are the best-qualified candidate for this position.
34. What is your greatest strength? What is your greatest weakness? 35. What contributions do you think this position will make to benefit the College and its operations? 36. What are your concerns in moving from your present position to this position? From business to the educational setting? 37. If you could make one suggestion to your current or past management, what would it be? 38. Describe the best boss (es) that you have ever had. 39. Describe the worst boss (es) that you have ever had. 40. Give an example of a time that a supervisor made you really angry. 41. Describe a situation when you felt you were treated unfairly at work. 42. Is there anything in particular that you want to tell us about yourself? 43. Describe your management style. 44. Describe your current position and responsibilities. What do you like most and the least? 45. Describe the most complex or difficult work project for which you have had primary responsibility. 46. Give an example of a major project you have produced on the computer. 47. In which of these two areas do you consider yourself stronger? A. Working with people, as in setting up meetings, coordinating schedules, and receiving and coordinating communication by telephone and in person, or B. Working with documents, as in preparing reports, proposals, correspondence, etc. 48. What are some examples of your work in each of these areas? .

25 49. What do you consider to be the most important decision you've ever made related to your employment or preparation for  employment? How did you make that decision? 50. What are five adjectives that you might use to describe yourself? 51. What bothers you most at work? Describe a good working environment. 52. What are your strengths and weaknesses with reference to the skills, knowledge, and responsibilities of this position? 53. What things mean the most to you in any job? In what order of importance? What qualifications would you look for in a candidate for this job if you were doing the hiring? What attributes do you think would be most essential to job success in this position? 55. How would you distinguish an outstanding employee from a typical one in any job? 56. Let me describe a situation that we are dealing with in this department. We process an enormous amount of paperwork. For example, applications, resumes, transcripts, forms, etc. Because of the amount of paperwork that we handle, there are times that it is difficult to find things quickly. What are your suggestions for dealing with this? 57. What has your past experience been in dealing with cliques? What has been the biggest impediment to a cohesive work team  in your past jobs? How would you change that if you found the same circumstances here? 58. Do you know of any reason why you would not be able to get to work on time and on a regular basis? 59. Are you available to work overtime? 60. If so, are there any limitations or restrictions on your ability to work overtime (including weekend overtime, if required)? 61. We are looking for employees with a commitment to this position. Are there any reasons why you might not stay with us? 62. What are your career objectives? 63. Where do you see yourself in five years?

26 64. What would you like to know from us?
65. Why are you interested in this position? What are your long-range career plans? 66. What would your next move in career progression be if you stayed with your former employer? How long would it take to get there? 67. What are the three criteria you will use to pick your next job? 68. At what pace do you work? 69. How many hours a week do you find it necessary to work? 70. Tell me about your ability to accept constructive criticism. Scenario: It’s Monday morning. We’ve just advertised ten new faculty positions. All of he other staff members are away from their desks for some reason or another. You have two customers waiting to be served while you are on the phone with another customer. Another   phone rings. Your supervisor is waiting on a document that she needs immediately for a presentation. How do you handle all of this? 72. Scenario: An employee comes in and tells you that she is scheduled to have major surgery. During lunch a few days later, your peers are discussing the fact that this employee is absent and they are concerned about her. What do you do? Do you tell them she is out because of illness or do you let them speculate? What if they ask you if you know anything about the employee? 73. Describe your training and work experience with vendor software and programming languages. Include details about your programming, analysis, and software maintenance experience with medium to large scale systems. 74. On a scale of 1 – 5 (1 being no experience and 5 being expert), categorize your level of proficiency with the following: Oracle and SQL Unix and VMS COBOL, C, perl, etc. HTML MS Office suite 75. Describe the difference between system development and maintenance programming. In your view, how do test systems and testing fit into these processes?

27 76. Describe a programming project for which you had primary responsibility. What did you enjoy most about it? What did you dislike about it and why? 77. Discuss the process by which you document your work. Consider both documentation for those using the product and those who   will maintain it. During critical times of the business cycle and the conversion schedule, users may be working off hours to complete assignments.  If a customer needs assistance off hours and calls you at home, how would you handle that and how would you feel about it? 79. Describe your ideal workday. What work situations and challenges inspire you? 80. We all have stress in our lives. How do you respond to and cope with stress? Describe your work personality and your most effective working style. Talk about how you function when you’re a member of a team compared to when you work by yourself. In which work situations are you most comfortable and most effective? How would you handle a difference of opinion with your supervisor or a team leader? Describe a time when you faced this situation and how you reacted. What actions did you take? 83. Before we close, do you have other questions about the position or the College? 84. When will you be available? 85. A part-time employee calls and asks if he has been included in a specific applicant pool. The part-time employee is currently working in the hiring department and doing (what he considers) the same job. You tell the employee he was not included because he didn’t meet the requirements of the job. The employee starts yelling at you and insisting he is currently doing the job you say he isn’t qualified for. You try to calm the employee and answer appropriately, but the employee keeps yelling at you and using profanity. What do you do in this situation? 86. An employee come in to HR and asks for a signed fee waiver. You tell the employee we’re not signing the fee waivers until a couple of weeks before classes begin. The employee becomes annoyed and wants to know why. You tell the employee because we wait to sign the fee waivers to ensure the employee will still be employed at the beginning of the semester. The employee snaps at you saying in an angry voice that he’s been employed here for 20 years and he’ll be here until he retires and accuses you of holding off because it’s him. This employee is known for his short fuse and intimidating behavior. How do you respond to this outburst?

28 87. It’s been a long and stressful year and you’re really looking forward to the Christmas break. Your supervisor informs you the week before that everyone in HR is going to have to work during the break because of a need to enter employee information into the new Banner system. You tell your supervisor that you’ve already made plans for the break, but she reminds you that she did tell everyone a couple of months back that there was a slight possibility that everybody would have to work. What are you going to do? What are you going to say? 88. Our office is often the first contact a customer has with the College. Your supervisor is adamant about you being at your workstation and following all the rules to a tee. He insists on everyone keeping their workstation neat and clean. He also insists on you dressing a specific way. You observe other employees in the hallway chatting and taking breaks. Sometimes you’ll even see employees at their workstations playing cards on the internet. And everyone knows about other employees in your division that wears jeans and gym shoes in the office. You tell your supervisor this isn’t fair, but he doesn’t change his mind about what he considers to be necessary to work in Human Resources. Can you persuade your supervisor to “lighten up”? 89. It’s been a long and stressful year and you’re really looking forward to the Christmas break. Your supervisor informs you the week before that everyone in HR is going to have to work during the break because of a need to enter employee information into the new Banner system. You tell your supervisor that you’ve already made plans for the break, but she reminds you that she did tell everyone a couple of months back that there was a slight possibility that everybody would have to work. What are you going to do? What are you going to say? 90. Human Resources is often the first contact a customer has with the College. Your supervisor is adamant about you being at your workstation and following all the rules to a tee. He insists on everyone keeping their workstation neat and clean. He also insists on you dressing a specific way. You observe other employees in the hallway chatting and taking breaks. Sometimes you’ll even see employees at their workstations playing cards on the internet. And everyone knows about other employees in your division that wears jeans and gym shoes in the office. You tell your supervisor this isn’t fair, but he doesn’t change his mind about what he considers to be necessary to work in Human Resources. Can you persuade your supervisor to “lighten up”? 91. Tell me about a time when you changed your plan mid-project. 92. Tell me about a time when you missed a deadline. 93. On a scale of 1 – 5 (1 being no experience and 5 being expert), categorize your level of proficiency with the following:    Windows Word Excel Access PowerPoint Outlook Applicant Tracking Banner or other HR Information Systems

29 94. How can we best reward you for doing a job well done?
95. What have your mistakes taught you? 96.What frustrates you at work, and what do you do about it? 97. How do you like to be managed 98. What kind of supervisor brings out your peak performance? 99. What is the most useful criticism you ever received? Given? 100. What one area of your performance do you struggle with? 101. Tell me about a time when you had to adapt quickly to change. 102. In your position, are you a risk taker or do you play it safe? 103. Describe a time you had to sacrifice quality to meet a deadline. 104. How do you stay current on industry trends and standards? 105. What do you think are key qualities for this position? 106. How has your current position prepared you for this job? 107. Have you ever been fired? Why?

30 Note: All interviewee committees must ask at least one of the following diversity-related questions. Explain to the candidate the commitment to diversity at Pellissippi and why it’s felt that diversity enhances the educational process. The candidate could then be asked to respond to the following: Give us some examples of how you have participated in or led diversity efforts in the past. 2. Define “diversity” and how it relates to the workplace environment.

To: Executive Director of Human Resources and Affirmative Action  From: , Committee Chair  Subject: Interview Schedule Request  Date:  Please schedule interviews for the position of as follows: Candidates (Add more if needed) _______________________________ Alternates (List in order of preference) _______________________________ Affirmative Action Officer Approval Notify Candidates of Minimum Starting Salary: Yes No Minimum Salary Special Instructions for Candidates: Preferred Interview Location: Schedule interviews for minutes as follows: Monday Date Times Tuesday Date Times Wednesday Date Times Thursday Date Times Friday Date Times HR will complete this *It is recommended to allow HR to release this to candidates when scheduling interview *Include 10 additional minutes to complete evaluations

Preparation Develop written specific questions to be asked of every candidate. Arrive 15 minutes before interviews. Read and understand the job description and advertisement. Review the candidate’s materials.    During the Interview Open with a handshake and an introduction of the committee. Attempt to establish an informal rapport. Explain the structure of the interview. Explain to the candidate that you will be asking specific questions about experience and skills related to the position. Encourage the candidate to take as much time as necessary to think about the question. Ask the candidate to describe work examples or situations where he/she used skills related to the job. Allow the candidate to do most of the talking. Tell the candidate about the College. Answer the candidate’s questions about the job. Refer the candidate to Human Resources for questions related to salary and/or benefits. Ask the candidate if he/she has questions at the beginning, and again at the end of the interview. Conclude the interview with an appreciation of his/her participation and with an indication of the next step and the time frame involved for completion of the process. Complete and sign the Interview Rating Form. After completion of all interviews, return all interview materials to HR/AA. 

Candidate Position_______________________________ Interviewer Date _______________________________ Applicant #______________ RELEVANT EDUCATION, EXPERIENCE, KNOWLEDGE, AND SKILLS Demonstrates possession of required competencies and expertise acquired through past experience, education, and record of achievement to date, and ability to successfully apply knowledge.  Excellent  Good  Average  Poor  COMMENTS TEACHING/ORAL PRESENTATION SKILLS Demonstrates proficiency in oral and written English, scholarly substance, and communicating a topic effectively. COMMENTS ORAL COMMUNICATION SKILLS Speaks in a clear and understandable manner so listener grasps message. Demonstrates ability to persuade verbally, and summarize and justify effectively. Listens attentively to others. PROFESSIONAL DEVELOPMENT/DEMEANOR Demonstrates possession of thorough and current knowledge of significant issues affecting the profession. Displays a sincere interest, desire, or willingness to keep abreast of professional developments. Shows positive attitude toward the duties and responsibilities of the position. Presents self in attire and manner that is appropriate to the position, and demonstrates a desired level of self-assurance.

Demonstrates ability to integrate and categorize information and recall relevant data, perceive similarities and differences, separate important from superfluous information, and distill essence of idea or problem. Demonstrates ability to identify and choose appropriate solutions from a variety of alternate choices, make judgments on all possible decisions, and realize ramifications or possible impact of each decision.  Excellent  Good  Average  Poor COMMENTS ADAPTATION SKILLS Demonstrates ability to adapt to changing circumstances, change behavior or attitudinal responses to fit situation in order to obtain desired goal, and exhibits willingness to see other's point of view without sacrificing personal values or convictions. MANAGEMENT SKILLS (For administrative positions only) Demonstrates ability to coordinate and delegate work, assess capabilities and skills in order to optimize utilization of employees, and train and develop employees. PLANNING/LEADERSHIP SKILLS (For administrative positions only) Demonstrates ability to set priorities and to coordinate and schedule tasks or events in a logical manner to maximize staff and material resources, increase efficiency, anticipate problems, and meet a predefined goal within a prescribed timetable. STRENGTHS/WEAKNESSES Recommend for Hire  Yes  No If no, reason for non-selection * Use Non-Selection Code if candidate is not recommended for hire

35 For Administrative/Faculty Positions
SEARCH PROCEDURES For Administrative/Faculty Positions The vice president (and assistant vice president, when applicable) of the area and the president must approve all searches prior to advertisement. 2. All search advisory committee members must attend orientation with a Human Resources staff member. 3. The appropriate vice president (and assistant vice president, when applicable) will meet with all out- of-town interview candidates. 4. After committee interviews are completed, the committee chair will send a memo to the appropriate vice president (and assistant vice president, when applicable) listing the top three candidates (or top two candidates, if pool is small) and their strengths and weaknesses of each. A copy of the memo will be sent to the director of Human Resources and Affirmative Action, along with all interview materials. 5. The appropriate vice president (and assistant vice president, when applicable) will review the top candidates’ credentials and notify the Human Resources’ staff to schedule interviews with the vice president. 6. After interviews, the vice president will notify the committee chair on whom to complete reference checks (three reference checks will be required for the recommended candidate). 7. Once reference checks are completed, the committee chair will review the results with the vice president (and assistant vice president, when applicable), and then return the completed forms to HR/AA. 8. The vice president will submit a recommendation memo to the president through the director of Human Resources and Affirmative Action, who will request a background check be completed. 9. The Human Resources’ staff will compile the search file and submit it to the director of Human Resources and Affirmative Action. 10. The director of Human Resources and Affirmative Action will review the search file for compliance with appropriate policies, procedures, and laws and make a salary recommendation to the President 11. Following certification of compliance by the director of Human Resources and Affirmative Action, the President will decide whether or not to approve the recommendation and the salary. 12. Once approved, the appropriate vice president will make the job offer to the candidate and notify the committee chair and the Human Resources’ office of the candidate’s decision.

It is the responsibility of the hiring department to do reference checks on final candidates following the interviews and before the recommendation is returned to HR/AA. Offers of employment will not be extended under any circumstances until the information has been verified; at least three job references have been contacted for the final candidate; and the President signs the approval form. Effective reference checking is a critical part of determining an applicant’s suitability for a particular position. We strongly urge you to carry out this procedure with diligence. We recommend the following guidelines in utilizing the Reference Check Form (pages 29-30). Inform all candidates during the interview that you will be checking references on the final candidates(s). Make sure the name and title of the candidate’s immediate supervisor for each prior job is obtained prior to or during the interview. If the interviewee has listed personal references, inform the interviewee that he/she must provide professional references. If the interviewee has listed Pellissippi State employees, inform the interviewee that he/she must provide outside references, if possible. Should you have questions or require assistance, please contact the Human Resources and Affirmative Action office at (865) Send the Reference Check Forms, along with the Recommendation Memo or Strengths/Weaknesses Memo to the HR/AA office. Any additional information or comments should be attached to the form. Once a candidate has been recommended, HR/AA will conduct a criminal background check. The results of this check should be received before a job offer is made.





41 Questions? We’re here to help!
Human Resources & AA Angel Gardner (865) To complete your orientation, with “Orientation Complete” in the subject line.


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