Open Recruitment

OPEN RECRUITMENT

The following information is for filling a position via a recruitment open to the campus community and general public. This option is the primary recruitment process, and viable for all appointment and position types. Effective summer 2018, contract appointments and short term emergency hires must go through the open recruitment process and the recruitment process overall will transition to a new system (TAM) with UCPATH. 

PRELIMINARY INFORMATION

  • Per OCP practice, all recruitments require review by the OCP Personnel and Finance teams. Resources should be submitted in as part of an overall package via the Personnel Action Request Center (PARC), including a current org chart, and the PD (with tracked revisions if any updates).
  • Please note that for high level executive leadership and Academic positions, OCP Personnel should be contacted in order to provide guidance on the best process and resources as the following may not be applicable.
  • Intake meetings with OCP Personnel are required for all recruitments. This is to formally outline the recruitment plan, identify necessary steps, and tailor the overall process to the business need of the unit and to ensure its viability.
  • Due to the duration of recruitments, it is encouraged to review if any additional support and/or rearrangement of duties temporarily. Temporary Employment Services (TES), awards, and stipends may all be possible solutions in addressing these concerns, and OCP Personnel is also available to discuss these matters prior as well as throughout the recruitment process.
  • Throughout the process, the following information should be noted (as it is provided) as it will help expedite the process at different stages:
    • Payroll/Career Tracks title
    • Working title
    • Basic familiarity with the salary range
    • AggieService case number
    • Requisition (REQ) number
    • Home department code

NECESSARY CONSIDERATIONS

  • Salary Range
  • While preparing the business approval form and outlining the recruitment plan, a salary range should be identified. With larger salary ranges, it is recommended to post a sub range with the maximum allocated budget being the highest end. For example, if the salary range is $20.64 - $42.29 hourly, and mid-point of the range is the highest budgeted salary available, then it is recommended to post the salary as: $20.64 - $42.29/HR. Budgeted salary up to $31.47/HR or Budgeted salary up to $XX/MO. Commensurate with experience. Please note that offering more than the posted range is not allowable as it violates the equitable offering standards.
     
  • Posting Parameters
  • Postings must be up at least 10 business days. For example, if a requisition posts on Monday 10/15, it must stay up until Monday 10/29. There are options available to post for longer and do what is considered a priority posting. This is where a position is posted for a month, with the first 2 weeks considered the priority window, and those candidates will be reviewed first. Those who apply during the final 2 weeks would only be referred for consideration if the hiring manager is unable to find a successful candidate in the priority batch. There are other parameters that should be discussed with an OCP HR Analyst prior to this option being utilized.
  • Posting Audience
  • UCD Human Resources has the following options available regarding posting audience:

    UCD/UCDHS Employees and General Public

    Used for external recruitments to recruit applicants where UCD/UCDHS employees and the general public will be considered simultaneously.

    Internal/External

     Used for recruiting UCD/UCDHS employees and the general public; however applications from UCD/UCDHS employees will be considered first. ‘

    Current UCD/UCDHS Employees Only

    Used for internal to the campus and health system transfer/promotional opportunities.

  • Screening Options
  • There are different levels of screening offered depending on the complexities and popularity of a position. Below is a brief review of screening options for consideration:

    Screening for completeness: Default process which only reviews applications for the completion of required fields on the UCD application. It’s important to note that supplements like resumes, cover letters, and references are considered strong recommendations and are not considered requirements. It should also be noted that candidates should not be screened out if they did not provide these documents.

    Screening for qualifications: This is the second tier of screening the SSO offers, but it must be noted in the AggieService ticket so as to give the screening team notice. It is recommended to identify the top 3-5 minimum qualifications that should be used to review applications. This is particularly helpful where there is a particularly large pool to help narrow it down.

  • Screening Questions
  • Screening questions based off the minimum requirements are recommended if there is a specific skillset that can be screened during the initial application process. Screening questions can be open ended (character limit of ~1500) or Yes/No. It is recommended to identify screening question options prior to the OCP HR intake meeting so that they can be reviewed prior to being sent to the SSO and Central HR.

  • Advertising
  • Advertising is at the discretion of the unit. All UCD job postings are aggregated by major employment websites, including Monster.com, Indeed.com, and a few others. It is also encouraged to first consider options that are already freely available, such as existing distribution lists that enable quick sharing across communities as well as posting to professional associations using membership benefits. Talent Acquisition (Central HR) also contracts with AdClub, who can review the PD and identify potential advertising options at an additional cost. This is a great option for specialized and/or leadership level positions to potentially increase recruitment options. 

ADDITIONAL CONSIDERATIONS

  • Screening Sheets & Non-Selection Reasons
  • Screening need to be completed using the position qualifications; minimum qualifications for candidates who applied but were not selected to interview, with both preferred and minimum qualifications available for use for those interviewed and not selected. Screening sheets must be and returned to the SSO before a new employee can start. If a hiring manager is having difficulty identifying the most applicable qualification, they should work with an OCP HR Analyst at any point in the process after applications have been received.
     
  • Alternates
  • Alternates are finalists who would be considered viable if the primary candidate for hire were to withdraw from the recruitment or turn down the offer. Alternates need to continue through the process in the exact same manner if being considered for hire. If alternates are identified and not selected, it is recommended to identify them as an alternate on the screening sheet while also noting why they weren’t selected. For example, “Alternate-Not as strong as hired candidate in (insert minimum or preferred qualification)”. OCP Personnel is always available to support throughout a recruitment, especially in situations where there numerous prospective candidates.
  • Multiple Hires
  • Multiple hires require an approved position description in the Library FOR EACH potential hire before initiating a Requisition. Meaning that if a unit would like to hire 2-3 Web Designers at the same level and in the same position description via one recruitment, there must be at least 3 Web Designer PDs in the system. A note to the SSO during the ticket submission will trigger the creation of these positions if needed. For the posting, in the “Number of Positions” section, it is recommended to put either the range of positions the unit is looking to fill (2-3) or simply, “multiple”. If there is a need to hire an additional employee after the recruitment has been completed, there is potential to hire a qualified candidate so long as it is within 3 months of the recruitment and per the approval of OCP Personnel in tandem with Central HR via Talent Acquisition.
  • Background Checks
  • Background checks are required for many positions but not all. It is recommended to review the UCD Central HR Background Check Worksheet to determine if the position being recruited requires one. If a background check is required, it is noted in the posting as well as the offer letter, with the SSO scheduling the initial appointment on a hiree’s behalf, though if they need to reschedule they will use the online scheduling system as directed in the initial email sent by the SSO. If the hiree needs to start before the background check results are returned, this is called a conditional start, meaning the hiree can only stay seated in the new position if the background check is successful. It is recommended to limit direct access to sensitive systems and/or processes until these results are returned, though training can still continue in these areas.
  • Near-Relative Policy
  • Near relatives are defined as a spouse, domestic partner, parent, child, or sibling, an in-law or step-relative. Additionally, they can be relatives of domestic partners and residents of the same household (per the UCD Central HR Near Relatives page and policy). Please notify OCP Personnel as soon as it is known that a near relative is being considered. Approval from Human Resources is required prior to offer of employment, and OCP Personnel can support in coordinating with Employee & Labor Relations and other stakeholders.
     
  • Reference Checks
  • Regardless of your impression of the interviewed candidate's qualifications, reference checks should be conducted for every finalist after you have completed your interviews. Please advise interviewees that the department will be checking references for final candidates.

    Prior to contacting references, the department will review the candidate's application to determine whether the applicant has indicated if he/she wishes to first be notified prior to contacting current or former employers. Obtaining permission from candidates to check references is required prior to contacting references. UC Davis is in the process of transitioning to an online vendor for reference checks, but in the meantime please utilize the reference check template located in the supplemental resource guide.

  • Offers & Relocation
  • Offers must be coordinated with OCP Personnel via the salary analysis process (see step 9). For represented positions, Central HR-Talent Acquisition must review in order to maintain equity in accordance with Union guidelines. Once an offer has been packaged with the required partners, the hiring manager or Central HR via Talent Acquisition are able to make the verbal offer. If the verbal offer is accepted, then the offer letter will be drafted for review and signature after which the recruitment process will start to close out and onboarding will begin.

    Offers are not always solely compensation. If a scheduling arrangement, specific start date details or similar have been requested by the selected candidate, it is recommended to review with an OCP HR Analyst to ensure the parameters of both the recruitment and the position can accommodate. Particularly if relocation funding is being considered, this should be discussed for viability and finalized before the last verbal offer has been accepted and the final offer letter drafted and signed. Relocation does have tax implications, so please work with the financial analyst in your area (if there is one) as well as OCP Business and Technology Services via OCP Personnel so the new employee can be supported as best as possible.

  • Work Samples & Other Additional Assessments
  • Assessments are often valuable exercises to get a better sense of a candidate’s skillset. Unless it is a work sample request relevant to the position, most assessments are set up during the second round of interviews in order to keep the first round manageable and allow for focused scope with the finalist pool. However, these assessments require Central HR approval to ensure they meet equitable recruitment standards. Please work with your OCP HR Analyst to route the desired exercise for approval early on in the recruitment process. Please also review the Central HR guidelines regarding work samples.
     
  • Layoff Candidates
  • If a layoff candidate applies (only applicable to PSS positions) Central HR will reach out to the hiring unit to determine if preferential consideration is warranted. If so, department responsibilities are (per the UCD HR website):

    -Interviews applicant.

    -Contacts Employment Consultant/Recruiter in HR to advise of hiring or disqualification of applicant.

    -Provides Employment Consultant/Recruiter in HR with hiring information or written justification for disqualification if the department has determined the individual does not possess the minimum qualifications and cannot be trained within a reasonable period of time.   

    Note: if layoff applicant notifies department of withdrawal at any time, department should notify Employment Consultant/Recruiter.

STEPS

  • Unit reviews need for a new/replacement position via open recruitment. Consults with OCP Personnel and participates in an intake discussion to ensure that the best option is being utilized. A PARC ticket is submitted to initiate unit leadership and then OCP review. 

 

  • The Business Approval Form captures the following information and is submitted with the case:
    • Position title
    • Initiator/unit contact information
    • Recruitment type: direct hire
    • Appointment type: contract
    • Replacement position (who is it replacing/final salary/final day)
    • Does the PD need to be updated or revised?
    • Is a retiree being rehired? (SEPARATE PROCESS REQUIRED-please consult OCP HR)
    • Position justification and additional details
      • This section should capture the business need as to why a position is being recruited and anything else that can provide context/is especially important in relation to the action.
    • Funding information
      • Funding plan
      • Maximum salary allowance
      • Funding source(s)
      • Salary account(s)
    • The following should also be attached for consideration:
      • Finalized PD draft
      • Current organizational chart, including the requested position

 

  • A case is created in Aggie Service.
    • Ticket navigation: Human Resources- Recruitment/Position Management
      • Employee type: Staff
      • Request type: Recruitment
      • Staff Recruitment Type: Open Recruitment
    • Request Details
      • Position Type: New or Replacement
      • Appointment Type: Contract/Career/Limited
      • Fill in the remaining fields per the business need/Business Approval Form

 

  • Aggie Service case routes for approval. The submitter is primary contact for all questions. The SSO Generalist route the direct hire request to Compensation Services for review (standard for all recruitment actions) and classification if a new position. The SSO and Central HR follow up as needed.

 

  • Once approved, the SSO prepares a requisition (also known as a REQ), a formal link for the position posting, including any pre-determined screening questions and posting parameters (salary, audience, etc.). It is sent by the SSO for review and posting by the Central HR Talent Acquisition Recruiter. The posting is up for a minimum of 10 days and cannot be altered once up unless for minor issues caught within 24 hours of it going up.

 

  • While applicants apply, the following should be addressed:
    • Recruitment Advisory Committee
      • Per the Central HR Talent Acquisition guidelines:
        • The selection committee will help you pick the candidate best suited for the position and for the unit overall. Select committee members and a chairperson based on the following criteria, keeping diversity within the panel in mind:
        • Vested interest in the responsibilities of the position
        • Knowledge of the goals of the unit or office
        • Working relationships
        • Supervisory responsibilities
        • Campus interaction
      • In the interest of fairness, committee members should not needlessly reveal that they are going to serve as panelists. For more information regarding Chair and Committee responsibilities (step 5) click here.
    • Interview Questions
      • Compiled and shared with an OCP HR Analyst for review
    • Other recruitment details
      • Confirm RAC and their availability
      • Schedule rooms for interviews
      • Confirm screening plan again

 

  • Once the recruitment has closed, the pre-determined screening plan is enacted. Applicants are reviewed using the minimum qualifications and then those chosen for interviews are scheduled based off pre-determined availability either by the SSO or unit directly, with confirmations sent accordingly. Please refer the OCP Open Recruitment Supplemental Guide for additional resources regarding this step.

 

  • Candidate materials, interview questions and a copy of the position description are shared with the RAC prior to interviews. Interviews are conducted, with a review session scheduled directly after the last interviewee. An OCP HR Analyst will be in attendance to help as needed and discuss/confirm next steps with Chair.

 

  • Any second round interviews (including any pre-determined and approved presentations, work sample sharing, assessments, etc.) are held with the finalist determined. OCP Personnel is updated and prepares a salary analysis while references are being checked. Once references have been positively confirmed, a salary is agreed upon by both the unit and OCP Personnel, with either the unit directly or Talent Acquisition contacting the finalist to extend the verbal offer. If the verbal offer is accepted, then a formal hard/soft offer letter is extended either in person or via email. The hiree reviews and signs the offer letter if there is no issue. Onboarding information is sharing and the hiring manager sends the required documentation back to the SSO (completed screening sheet using minimum qualifications, a copy of the interview questions, and the signed offer letter).

 

RESOURCES