STEP 4: REVIEWING & SCREENING APPLICANTS

Review of applications should be conducted by individual committee members as they are submitted. The committee as a whole should meet immediately after the closing/review date to select top candidates.

Applicant List
The Hiring Manager or Hiring Manager Assistant is charged with maintaining the Applicant Log in YourFuture. A person who has been nominated or who was listed in a professional registry becomes an applicant only after the individual submits an online application. As the search proceeds, the statuses should be updated as appropriate.

An easy way to develop a tracking log is, from the list of open postings, click on "Get Reports List" next to the position. Choose "Applicant List" and hit "Generate Report." Highlight the entire report, go into Excel to cell A1 and paste the contents. You can format the spreadsheet, add columns, etc.

General guidelines:

• Send a letter to each applicant acknowledging the application upon receipt of materials. Sample. Outline the planned time frame for review of applications, interviews, and decision. Enclose additional information about the University (if appropriate)
• Keep all applications in active status until all search committee members have reviewed them. When the committee has determined which applicants do not meet the minimum requirements in the advertisement, the status should be changed to an appropriate status, such as "HR/Dept determined applicant did not meet min quals – send email now.” The committee may choose to send those applicants a letter expressing appreciation for their interest in the position at BHSU and informing them they are no longer under consideration for the position.
• Any applicant at "Special Handling” who meets minimum qualifications must receive an initial interview.
• Internet search engines, social networking sites, blogs, and other internet sites have become fertile grounds for recruitment search. On the surface, the web may appear to be a good resource for screening and verification purposes. However, the greatest concern is that hiring managers consider the information they’ve obtained from the web as factual, and that they may make hiring decisions based on unverified and un-vetted data. Sites can reveal all sorts of things that could compromise compliance with existing employments laws, including information on medical conditions, religious beliefs, sexual preference, and other information that employers should not use a part of a hiring decision. Use of internet-based information that is incomplete or inaccurate can lead to noncompliance with consumer privacy laws and unintentional discrimination. Hiring managers and search committees are invited to consult with Human Resources on any questions about using the internet for screening purposes.
• Change the status of those selected for interview (usually 3 - 5 persons) to "Recommend for Interview.” Those in a "pending" list (usually 10 - 20 persons), would remain at "Under Review by Manager/Committee” until such time they are no longer being considered.
• If the search becomes extended, the active candidates should receive a letter or other communication indicating the search is continuing.
• When the top candidate is identified, the status should be changed to "Recommend for Hire.”

Developing Hiring Criteria

The starting point for identifying the preferred qualifications begins with the job description and announcement. It is important to know the institution's expectations of the position.

One might ask questions such as, "What are the outstanding needs of the office/position?" "What are the long term goals for this area?" or "What does this job need most?" It is also necessary to be aware of the daily, unalterable tasks of the position. One of the best sources for this information is the departing incumbent.

Once the committee has a sense of the position's functions and agendas, it then asks what knowledge, experience, abilities, and personal traits will it take to succeed in the position as it's been defined. Abilities should come directly from the job analysis. Some form of quantitative ranking is more defensible than subjective ranking. A qualitative system may also provide a way of comparing applicants. Whatever approach is used, there is value in using some systematic method where all applicants are evaluated in the same way on the same (job relevant) items. Some examples can be found in the Forms section.

Questions related to race, religion, age, national origin, sex or sexual orientation, or disability are inappropriate when interviewing candidates for positions. To ensure a professional approach while interviewing, follow a patterned interview plan in which the same general questions and same standards are used with all candidates. Among questions and issues relevant to the position are:

• inquiries about the individual's qualifications, abilities, experience, and/or education with reference to advertised responsibilities of the position;
• career possibilities and opportunities for growth, development, and advancement;
• details about the duties and responsibilities of the position, any travel requirements, equipment and facilities available.

Once the position has closed, the committee will compile the following:

• Paper Resumes
• Copies of Job Description/Announcements/Advertisements
• Questions Asked Each Applicant
• Other Documentation Used
• Letters of Rejection and Recommendation

The first step in the selection process is to review the applications. The purpose of the review is to select the most qualified individuals to move to the next step of the selection process. You should be using the knowledge, skills and abilities (KSAs) identified in the job announcement as your criteria when reviewing the applications.

The following guidelines are used to evaluate an applicant's KSAs:

• Analysis of relevant work experience should include all work performed on a paid or unpaid basis, including work performed in conjunction with educational programs, internships, cooperative education, field placements, trainees, and volunteer experience.
• Evaluation of education is based on the knowledge, skills and abilities the education or training provides. For example, a degree in English is an indicator of writing ability; completion of a vocational school program in auto mechanics is an indicator of knowledge of brake repair.

Willingness Questionnaire (Example in Appendices)

The willingness questionnaire is another method for applicants to self-assess their suitability for the job. The willingness questionnaire asks questions that measure an applicant's willingness to perform certain essential job tasks. The willingness questionnaire is evaluated on a pass/fail basis. All questions pertain to an applicant's willingness to perform essential job tasks. It is easy to develop, cost effective, and especially useful in screening for positions that require unappealing tasks.

Supplemental Task Questionnaire (Example in Appendices)

A supplemental questionnaire or application is a method of obtaining additional, more detailed information from the applicant about the applicant's work history or education and training as it relates to the duties of the position and the necessary KSAs. This technique is most useful for jobs where the work behaviors involved are easily observed and remain basically the same over a period of time.

On a Supplemental Task Questionnaire, applicants are asked to answer specific questions about their qualifications for a position. You may wish to design a Supplemental Task Questionnaire so that the applicant must indicate the proficiency level for the task listed based on a performance scale, for example:

1. I cannot perform this task
2. I can perform this task under close supervision
3. I can perform this task in a proficient manner

There are several types of supplemental questionnaires and applications that can be used. Please contact the Human Resources Director for assistance in preparing one.

Self-Assessment Questionnaire (Example in Appendices)
Applicants are asked to assess their own qualifications with regard to their job knowledge and work experience in a variety of areas. There are a variety of self-assessment questionnaires that can be used. Please contact the Human Resources Director for assistance in preparing this type of document.