ARNOLD CENTER, INC.

RECRUITMENT AND SELECTION PROCESS FOR ALL STAFF POSITIONS

This document is designed to guide Arnold Center hiring managers through the recruitment, search and selection process.

Any questions regarding this policy should be directed to the Arnold Center’s administrative office manager.

I. DECISION TO HIRE

  1. The hiring manager, in consultation with the president, will decide whether a vacancy should be filled or whether the department should reorganize to accommodate the vacated position. The consultation will include a discussion involving the position’s hours, wages and job description.
  2. If the decision is made to hire for a new position or to fill a vacancy the hiring manager will either develop a new job description or review the previous job description to ensure specific job qualifications including: credentials, licensure, job duties, essential functions and supervisory responsibilities are properly represented. All job descriptions will utilize the agency’s standard job description format.
  3. Before posting for a position, a new or revised job description must be approved per the agencies job description policy and sent to the administrative office manager for processing (web page and job description notebook).

II. RECRUITMENT REQUEST

  1. If it is determinedthat a position is to be filled, the hiring manager will complete the job posting using the agencies standard posting format.
  2. The posting must be approved by the president prior to being posted.
  3. If the hiring manager is contemplating posting strategies other than the internal and external job postings traditionally used by the agency, including the agency’s web page, the request must be approved by the agency’s president prior to posting.
  4. Once approved, the hiring manager will contact the administrative office manager who in turn will post the position for the designated length of time. A job posting will usually be posted for a minimum of 3 days. Following the posting period the administrative office manager will remove the posting.
  5. The job posting will typically include:
  • A brief description of the positions primary functions
  • Experience requirements
  • Education/degree requirements
  • Person to whom resumes/cover letters/applications must be submitted
  • Deadlines for submitting cover letters and resumes
  • Brief description of benefits

III. PRE-INTERVIEW ASSESSMENT OF CANDIDATES

  1. The hiring manager will receive cover letters, resumes, and applications from interested internal and,if determined necessary, external candidates.
  2. The hiring manager will begin a folder to maintain the cover letters, resumes and applications, and the authorization to conduct background investigations of all candidates who have applied for a specific posting. A copy of the posting will be placed in the front of the folder. The folder will be labeled as follows:
  • Hiring managers name
  • The title of position the candidates applied for, and
  • The dates for submitting resumes.
  1. The hiring managerwill review each candidates cover letter, resume and applicationand will rate them utilizing the cover letter, resume and application assessment (refer to attachment A). The assessment will help ensure objectivity and EEOC compliance. The hiring manager is encouraged to recruit others experienced in analyzing cover letters, resumes and applicationsto help in this process. The assessment form will be attached to the candidate’s packet of information (cover letter, resume and application).
  2. The hiring manager will schedule a phone interview with the top scoring candidates; those have earned arating score of 32 or higher.

IV. PHONE INTERVIEW

Following the hiring manager’s pre-assessment of the cover letters, resumes and applicationsthe hiring manager will contact the top two or three scoring candidates for a phone interview. The purpose of the phone interview is to further screen the candidates. Through the phone interview the hiring manager will:

a. Determine the candidate’s communication skills and whether or not they appear appropriate for the position. Considerarticulation, grammar, enunciation, enthusiasm, presentation, friendliness, energy level, and how astute the candidate appears to be.

b. Check on basic logistics like availability. Are they available to work fairly quickly or are they planning to take a two-month vacation in a few weeks?Does the candidate require contingencies that deviate from agency preferences and could not be easily accommodated?

c. Find out their salary expectations. Are their salary expectations in line with what the agency intends to pay?

d. Check their understanding of the job. Is it clear whether or not they remember even applying for this position? Do they understand what the job entails, including work schedule? Is it evident they spent time researching our agency? Are they stillinterested in the position?

e. Probe a little into the candidate’s backgroundskills and experience. Do they match the job requirements?

f. Clear up any questions about the resume. For instance, what's up with that mysterious two-year gap after high school or college? Why so many jobs in the last two years? Review basic qualifications to ensure they meet entry level expectations.

g. Inform each candidate of the agency’s background check policies and ask them if they have any questions or concerns.

  1. The hiring manager will confirm with the candidates that the employment references listed on the application or resume includes the name and number of a supervisor who can be contacted directly and who has given permission to be used as a reference.

i. Upon completion of the phone interview the hiring manager will complete a phone interview assessment form for each candidate. Take careful notes while interviewing and document the relevant information on the phone interview assessment. The form will be used to rank each interviewee by determining an overall rating score. Refer to attachment B.

  1. The hiring manager will conduct reference checks on top scoring candidates; those have earned arating score of 64 or higher.

V. REFERENCE CHECKS

The hiring manager is responsible for checking references before scheduling onsite interviews; doing so will save time, money, and effort, since it reduces the likelihood of making an inappropriate selection. Attachment C is theReference Check form the hiring manager will use as a script and write notes on while completing a reference check.

Using objective results (highest scores on thephone interview assessment) the hiring manager will complete a reference check once final candidates have been identified. The hiring manger, base on objective phone interview scores, does have the option of conducting a reference check on more than one candidate. Note:

  1. Candidates must have authorizedthe agency to conductreference checks when completing their application (on the application from).
  2. The hiring manager is responsible for conducting preferably three, business/work reference checks prior to scheduling an onsite interview. References should be supervisors who have worked with the candidate (the immediate past supervisor is usually one of the best reference sources).
  3. To ensure help ensure objectivity, the hiring manager will use the scripted reference check and accurately document the responses of the employer. Subjective information or information that could be considered discriminatory must not be part of the discussion; if this type of information is offered, it must be ignore.
  4. Note: many companies contacted will only confirm position dates and positions held. For this reason, as previously mentioned, be sure the employment references listed on the application or resume include the name and number of supervisors who can be contacted directly and who have given permission to be used as a reference. Candidates for whom references cannot be obtain, may be disqualified.
  5. When conductingreference checks, remember the candidate has a legal right to see reference information, including but not limited to the hiring managers reference notes/documentation. Always maintain confidentiality and retain your notes from reference checks.
  6. The hiring manager shall attach the scripted reference check form (attachment C) to the candidate’s packet (resume, cover letter, application, authorization to conduct background investigations, pre-interview assessment, and phone interview assessment).
  7. The hiring manager will schedule onsite interviews the top scoring candidates; those have earned a reference check rating score of 48 or higher received positive comments from employers.

VI. ONSITE INTERVIEW

  1. Be prepared for the interview with scripted questions (Attachment D) so one candidate can be objectively compared to another. It is important that all interview questions be job related. Be careful that job qualifications do not disproportionately screen out protected classes. To support your ultimate decision take plenty of interview notes that relate to the job only. Never write directly on the applicant’s cover letter, resume or application. Note: In addition to the scripted questions, the hiring manager may also ask additional individualized questions relevant to the applicant’s ability to perform the job based on each applicant’s experience. Besure non scripted questions are job related.
  2. The hiring manager may be the first person-to-personcontact the candidate has with the agency and therefore he/she must not only be knowledgeable of the position the candidate has applied for, but must have a thorough understanding of the agency and its unique practices. The interview must be well planned, and conducted in a courteous and professional manner.
  3. The hiring manager will review the applicant’s information, education and work experience, training, reference check results, etc. prior to the interview. Question any unusual gaps in employment and make sure the data flows in logical sequence. Ask the applicant to elaborate on educational achievements, part-time and summer jobs, extracurricular activities, professional memberships, etc., as they relate to the job. Ask the applicant to elaborate on specific job progression, especially the reasons for leaving a particular job and why the next job was selected.Confirm with candidates whether or not they are able to provide required transcripts, certificates and any other items relevant to the position.
  4. Inform the candidate of the schedule for filling the position and how and when the hiring manager will communicate his/her employment decision.
  5. Review the agency’s drug and alcohol policy.
  6. Immediately following the interview, the hiring manager, and others who may have been involved in the interview, will complete the Onsite Interview- Candidate Evaluation form, attachment E.
  7. The onsite interview questionsand corresponding candidate evaluation form(s) will be attached to the candidate’s packet of information (resume/letter/application assessment, phone interview assessment and reference checks).

VII. SELECTION OF THE FINAL CANDIDATE AND EXTENDING AN OFFER OF EMPLOYMENT

  1. If no issues arise during the onsite interviews and the candidates have received a rating of 44 or higher on the Onsite Interview Candidate Evaluation form (attachment E), the hiring manager will forward the candidates entire information packet to the administrative office manager for further processing.
  2. The administrative office manager will initiate the mandatedbackground checksthat are unique to the position except for the drug testing.
  3. Once the results of the background checks are returned, the administrative office managerwill verify the candidate’s employability, per the agency’s Standard Operating Procedure forBackground Check Policy and discuss the results with hiring manager.
  4. If there are no concerns, the hiring manager is authorized to extend an offer of employment contingent upon the results of the drug testing.
  5. Note: If the background checks reveal concerns that may adversely effects the hiring decision, the administrative office manager willnotify the hiring supervisor and then the candidate and immediately implement the adverse action policies described in the agency’s Standard Operating Procedure forBackground Check Policy
  6. The hiring manager will notify the administrative office manager whether the candidate has verbally accepted or rejected the offer of employment. If the offer has been accepted,the administrative office manager will proceed with scheduling the drug testing.
  7. The verbal offer of employment shall be immediately followed up with a written confirmation letter (Attachment F) mailed or emailed to the prospective employee by the administrative office manager. The letter will specify that employment is contingent upon the results of the drug testing. The letter will also confirm the start date, wages, supervisor and other information pertinent to on-boarding of the new employee.
  8. If the administrative office manager confirms there are no issues with the results of the drug testing, she will consult with the hiring manager to confirm the on boarding details.

STEP VIII. INITIATE CANDIDATE’S FILE- described in Step III-b

  1. Once an offer of employment has been accepted, the hiring manager will submit the job candidate’s packet (cover letter, resume, application, authorization to conduct background investigations, pre-interview assessment, phone interview assessment, interview assessment, 2-3 employment reference checks) to the administrative office manager who in turn will initiate an employee file.
  2. Once the position has been filled, the candidates folder (refer to step III-b)containing the information on the rest of candidates applying for the position will be given to administrative office managerwho will send out a letter of regret to those candidates who were interviewed but not hired.
  3. The documentation on each unsuccessfulcandidate must be maintained for two years by the administrative office manager.

ARNOLD CENTER, INC.

PRE-INTERVIEW ASSESSMENT OF CANDIDATES COVER LETTERS, RESUMES AND APPLICATIONS

Candidate’s Name: ______Position: ______

Information Checklist / Descriptor / Rating
1. How do the candidate’s professional experiences and educational background compare to the specific requirements described in the job description? Are accomplishments clearly highlighted and pertinent to the position? Do they clearly show they have the skills to do the job? Did the cover letter and resume leave you with a feeling that this candidate who could take the service to higher level. / 1. Poor fit
2. Weak fit
3. Met most of the requirements
4. Good fit
5.Very strong fit
  • 2. Do you have a sense of the environment in which this person has previously worked? How similar or dissimilar is this work compared to the work required of the position for which they applied? (reference closely the job description and essential functions)
/ 1. Poor fit
2. Weak fit
3. Met most of the requirements
4. Good fit
5.Very strong fit
  • 3. What accomplishments does the candidate have that resonate at our organization? Does the cover letter/resume/applicationclearly define candidate’s career roadmap telling the story of how he/she as an employee will perform, and why they should be hired?Does the candidate contribute something in addition to skills, as demonstrated by achievements at their current job?
/ 1. None evident
2. Weak, but some noted
3. Accomplishments are okay
4. Many related accomplishments
5.Very strong fit
  • 4. Does the candidate’s cover letter and resume put his/her experience in a context that allows you to see how close a match it is to our organization? Does the resume fit the job?Do the candidate’s career experiencesand the job match?
/ 1. Not compatible
2. Poor match
3. Is an okay match
4. Seems to be a good match
5. Seems to be a perfect match
  • 5. Has the candidate’s career progress been steady?
/ 1.Candidate jumps from field to field
2. Experience in one field but no evidence of progression.
3. Slow but steady progression
4. Steady progression in one major field
5. Quick progression in one field
  • 6. Does the candidate have any red flags in his/her background, such as an unexplained gap in work chronology, or more than one position where he/she has stayed less than two years? Has he/she ever been terminated from a job? (While these issues may not be crucial to the decision to interview or not interview, they may be worth probing further.)
/ 1. Not a good match at all
2.Lacking in some areas strong in others
3.Is an okay match
4.Seems to be a good match
5.Seems to be an ideal match
  • 7. Do you get a sense that the person behind the cover letter and resume would be a true asset to the agency? (Do they communicate well in written form? Do they demonstrate initiative to offer more than the basics? Do they seem dependable? Have they taken steps to advance themselves? Do they follow directions? Was the letter and resume designed specifically for this position? Were you impressed?)
/ 1. Not a good match
2. Very weak match
3. Minimally acceptable, but not impressive
4. Have a good feeling this person would be an asset
5. Have a good feeling this person would be a standout
8. Is information displayed professionally? Did he/she provide the right contact information, objectives, and work history. Were no grammatical errors or typos evident? Did they pay attention to detail? Could you deduct that the candidate took pride in his her work, as shown in part by the care they took to create a professional resume and impressive cover letter? / 1.Very weak presentation
2.Weak, but strengths noted
3. Just okay
4. Professional, one or two minor errors
5. Very professional
Total Score
List of questions to ask during phone interview:
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2.
3.
4.

Hiring manager______Date______

ARNOLD CENTER, INC.