Recruiting and Selection Policy and Procedure

Community Service Council of Tulsa is committed to employ, in its best judgment, the best qualified candidate for approved positions, having clear and measurable selection criteria. It is the policy of the Council to provide equal employment opportunity for employment while engaging in practices that are in compliance with all applicable employment laws.

The appropriate authorization is required to initiate any action for an open position, including any recruitment efforts, advertising and offers of employment.

Recruitment Procedure

1. The Division Director submits the approved, completed Requisition to the Director of Human Resources. The CPO and the CFO must approve the form prior to the posting of the job.

The following is considered:

  • What knowledge, skills, qualifications and experience are essential for this position to perform the duties required?
  • What job-related attributes would be desirable to ensure the new employee will fit the culture of our organization (with careful consideration of human rights legislation)?
  • Is the criteria for this position specific, measurable and job-related?

Development of the job posting is a key part of attracting good candidates. Careful attention is paid to the job title, as it is the first thing that a job seeker sees. Key features of the position are included such as position's potential contribution to the organization, career path and opportunity for development of new skills, culture of workplace, flexibility, etc. The posting is developed with input from the hiring manager, using the job description as a base.

2. Human Resources will discuss the most cost effective method of recruitment as well what recruitment method is mostly likely to draw the ideal candidate for the position. All positions are posted internally for one week on the employee portal prior to placing position on Council external job board. If the need arises, we may post both internally and externally at the same time.

Potential alternative resources used for recruitment are:

  • Newspaper advertisements
  • Internet advertising (LinkedIn, Indeed, CareerBuilder, etc.)
  • Networking with other non-profit agencies
  • Developing relationships with Career Advisors at area Universities and Recruitment departments at area businesses as appropriate.
  • Employee referral

(The Council prefers to avoid using fee paid recruiters due to the high cost, but this resource can be considered if all other means of recruitment have shown no results.)

3. Human Resources will receive and screen all resumes and forward to appropriate hiring manager for review. Telephone pre-screens may be utilized as appropriate.

4. Human Resources will coordinate interviews if requested, but in most cases, first interviews with selected candidates are conducted by the hiring manager. Human Resources will be present in all second interviews andis also available to advise on interview techniques and final candidate selection. (See attachment).

5. A candidate must complete the Community Service Council Employment Application in compliance with the Council's Affirmative Action Plan.

6. Employment reference checks and background checks will be conducted by Human Resources for the final candidate(s).

7. Upon determination of the final candidate, Human Resources and the hiring manager will collaborate on the development of the most appropriate offer of employment (including compensation, job title, etc.).

8. The hiring manager may extend a verbal offer of employment to the candidate at that point. Human Resources will process a written offer of employment to the candidate and the signed offer will be placed in the employment file.

9. The new hire will be scheduled for first day of employment.HR will schedule an appointment to process appropriate paperwork.

Guidelines for Interview

Schedule & Plan Interview

Organize and sequence the interview questions. For example:

  1. Establish rapport with introductory conversation, small talk, warm up.
  2. Brief introduction of organization (i.e. program, organization’s mission, and position being interviewed)
  3. Review of candidate's education.
  4. Overview of work history (explore similarities to position opening). Technical abilities and job knowledge.
  5. Personality traits (work related).
  6. Interpersonal skills.
  7. Managerial abilities.
  8. Motivational characteristics and work objectives.
  9. Goals and ambitions.
  10. Candidate's strengths and weaknesses.
  11. More complete review of program and position.
  12. Candidate's informed reaction to the position and its responsibilities.
  13. Open discussion for candidate's questions.
  14. Interview closure.

Conducting the Interview

Provide a comfortable environment for the applicant. To conduct an effective interview, remember to:

  • Put your maximum effort into the interview.
  • Listen carefully to the candidate.
  • Let the candidate do most of the talking (ask open-ended questions).
  • Keep the interview on track.
  • Follow your interview plan.
  • Interview internal candidates as carefully as external candidates.
  • Keep the interview within your allocated time limits.
  • Give each candidate the opportunity to ask questions.
  • Close the interview professionally, explaining that equal consideration will be given to all candidates.

Interview Questions

  • Keep all questions job related.
  • Ask the same questions to each candidate.
  • Start off with easy questions to put candidate at ease.
  • Ask open-ended questions. These questions begin with why, what, how, when, tell me, describe, explain, or give me an example.
  • Follow open-ended questions with requests for elaboration if necessary.
  • Ask questions aimed at learning the candidate's opinions, ideas, feelings, attitudes, values, and self-concept.
  • Ask about past experiences in terms of the most, least, best, worst, hardest, simplest.
  • Ask about difficult situations and how the candidate resolved these situations.
  • Determine the candidate's reasoning ability.
  • Create hypothetical cases.
  • Insist on specifics.
  • Question the candidate's range of expertise.
  • Require complete responses. If a candidate provides short answers to questions, ask him/her to elaborate.
  • Ask for clarification when you don't understand.
  • Talk about what the candidate has accomplished.
  • Explain the organization’s hiring process to the candidate

Possible Pitfalls

  • Beware of the "halo” or “horn” effect.
  • Don't make snap judgments based on your "gut" feelings.
  • Don't let pressure to fill the job affect your decision.
  • Be sensitive to cultural or educational differences between you and the candidate.
  • Be certain that all questions are job related and are asked of each candidate.
  • Discourage the candidate from voluntarily divulging information that is not job related or could potentially lead to charges of discrimination.

Twelve types of questions you should never ask:

  • Where have you lived?
  • Are you married? Are you divorced?

Revised October 2017