Staff Hiring Procedures

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Hiring Procedures (Descriptive process for hiring regular and temporary employees)

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Hiring Procedures

Once a position opening occurs (i.e., position is vacated or newly created), the recruiting procedures must be performed in the order presented.  In addition to these procedures, area vice presidents may have special expectations and internal guidelines for hiring in their own areas.  Hiring managers should confer with their managers to insure that in addition to the steps below, any specific area expectations for hiring are met.  Current SPU employees are welcome to apply for appropriate vacancies on campus.

Additional Processing Required

Recruiting Procedures
Closing Out the Hiring Process/Job Offer

Important Note: Classification reviews must be completed via completion of Position Revision Proposal Form prior to posting the vacancy announcement in the following situations:

New or Increased FTE

Revised Job Duties

Straight Replacements (existing FTE and permanent budget)

Temporary Positions

Hiring Internal Candidates

 

 

Relocation Assistance

New Employee’s First Day


 

Hiring Procedure for Straight Replacements

 

I.  Recruiting Requisition

The Recruiting Requisition is used to identify an open position (regular, full, or part-time) and to initiate the recruitment process. 

The Hiring Manager completes the "Recruiting Requisition” form using the online InterviewExchange Applicant Tracking system.   Appropriate approver "signatures" as outlined on the table below will be obtained electronically within InterviewExchange. The Requisition in InterviewExchange includes uploading a current job description.   For assistance accessing and using InterviewExchange contact the HR Employment Manager, Kathleen Abbott, at extension 2591

 

Required Signatures on Recruiting Requisition Form

Straight replacement, no budget or FTE change

Department head/dean

Increase in salary by more than 10% of permanent budget

Department head/dean, VP and VP and Vice President for Business and Finance

Increase in FTE (existing or new position)

Department head/dean, VP and VP and Vice President for Business and Finance

Use of central fund for position advertising

VP and Vice President forBusiness and Finance

 

2.  Search Questionnaire -

The Employment Manager will gather information about the open position from the online Recruiting Requisition which is part of the InterviewExchange Applicant Tracking system

Each job search may be customized according to the needs of the department. This should also help the Employment Manager to be more effective with assisting the hiring manager, and in communicating with applicants. The process includes a review of the job description; determining who will be the key contact for applicants and interview candidates; who will perform the screening for skill fit, interviewing, applicable testing etc.

 

3.  Budget Verification

 

Once the Recruiting Requisition is received, the Employment Manager will request Budget Verification from the Finance Office. 

No posting or advertising will occur until the required funding for salary and fringe benefit is verified. Funds must be available for the remainder of the fiscal year and on a permanent basis

After funding verification, the Employment Manager will begin the hiring process.

4.  Posting and Advertising

 

The Office of Human Resources must post all regular, full and part time staff positions for a minimum of two weeks. Posting sources include the HR website located at: www.spu.edu/depts/hr, the Faculty/Staff Bulletin and the Human Resources Office, located at 330 W. Nickerson.

All other additional/outside advertising expenses, i.e., Seattle Times, Monster, Craig's List, Inside Higher Ed., professional journals, Internet sites, etc., are paid by the department but must be coordinated with the Office of Human Resources.

President's Office funds will cover the national advertisement for director level and above positions, subject to pre-approval on the Recruiting Requisition by the Vice President for Business and Finance.

All advertisements and postings will direct potential candidates to contact HR for application materials and instruct them to return completed materials to the HR office.

See hiring policies for policy information

5. Applicant Screening

 

Positions posted online through the InterviewExchange Applicant Tracking system will allow interested applicants to review job requirements and apply online.  These online Applications may be viewed by Human Resources, by the hiring manager, and by any approved search committee members. The system will retain and record all original application materials, allow online review of  all applications by hiring managers, allow input from search committee members, and allow interaction with applicants by the hiring manager or HR.

Although HR conducts the Mission Fit interview for Christian commitment, this activity is a shared responsibility. Department heads/Deans should also be assured by personal interview that successful candidates are good candidates for employment at SPU.

Hiring managers may elect to review applications HR screens out for Christian Commitment.

The employment manager will communicate the results of the interview with the hiring manager.

Candidates who were interviewed by the hiring manager but not selected must be notified by the hiring manager either by phone (preferably) or by letter. 

HR provides notice to applicants who were NOT interviewed by the hiring manager. 

See hiring policies for policy information

6.  References

 

Before offering a position to any candidate (including internal candidates), a minimum of two references must be checked by the hiring manager (see Reference Checking Information). HR may provide this service if requested.

Note:  It may be appropriate to hold off on eliminating a number of semifinalists while finalist references are being checked and the offer is being made to the top candidate.

See hiring policies for policy information

 7.  Recruiting Expenses

The hiring manager may work with the President's office to obtain funding for reimbursement of travel expenses (for the interview process) when the open position is at or above a director level.  Expenses may include airfare, vehicle mileage, and lodging. Use of these funds must be pre-approved (via memo) by the Vice President for Business and Finance.

Meal expenses for the interview process are to be funded by the hiring department.  

When making travel, hotel and car arrangements for out-of-town candidates,the VP office, search committee and/or designate will notify the candidate.

See hiring policies for policy information

 


 

Offer of Employment (Written)

  • Formal offers of employment are made in writing by HR using the University's standard offer letter. An offer letter is not a contract, as SPU is an "at will" employer for staff positions.
  • The offer letter is the prospective employee's official notification of the appointment.  Normally an offer letter will be e-mailed with the I-9 List of Acceptable Documents and the Staff Handbook Receipt and Acknowledgment form, along with other required notices.  The employee must sign and returned the offer letter to HR along with a signed copy of the Staff Handbook Receipt and Acknowledgment form as formal acceptance of the offer, no later than the first day of employment.
  • The offer letter will be followed by a notification and instructions for completing a Background Check.   The offer of employment is contingent upon satisfactory results from the background check.
  • Any questions regarding benefits must be directed to the HR office.

See hiring policies for policy information

 


 

Processing the Personnel Action Form (PAF) to Initiate the Hire - Link to form

 

Once the hiring manager selects the final candidate but before the employee's first day of work, a PAF must be completed including the appropriate signatures (see table below).   The PAF must indicate whether or not the employee is eligible for relocation assistance, the amount of the assistance and the approval of the Vice President for Administration and University Relations if relocation assistance is requested. The completed PAF form must be received by HR before the employee starts work

HR will immediately process the PAF insuring that it is routed through the Finance office and Payroll department, request a reimbursement check for the moving allowance from Accounts Payable (if any), and mail it directly to the new employee.

Copies of the PAF are sent to the department head/dean and area VP.  Employees do not receive a copy of the PAF.

After the final salary and start date have been confirmed by the hiring manager, the signed PAF is then returned to HR where budget and pay details are checked and data entered into the payroll system.  

If hiring requires additional budget, or budget changes, a completed budget transfer must be attached to the PAF.  

The Vice President for Administration and University Relations' signature is required if there is an increase greater than 10% of the budgeted salary amount.

 

Required Signatures for Personnel Action Form (PAF)

Regular Employees Action Signature

 

Nonexempt Hire

 

Department Head or Dean

 

Exempt Hire

 

Department Head or Dean and VP

 

Employment of Director Level position (or above)

 

Department Head or Dean and VP and President

 

FTE Increase

 

Department Head/Dean, VP and *VP and Vice President for Business and Finance

 

Salary Increase of 10% or more

 

Department Head/Dean and VP and *VP and Vice President for Business and Finances

*Vice President forBusiness and Finances' approval is not required on the PAF form if Recruiting Requisition was signed for the same reason.

 

See hiring policies for policy information

 


 

Relocation Assistance

 

To assist new employees hired as full-time faculty or full-time exempt staff at the assistant director level or above, an allowance may be granted to help cover the cost of relocation from a residence at least 30 miles from the campus.

Relocation allowances should be offered at the offer letter stage, and must be pre-approved by the Vice President for Business and Finance on the PAF. Relocation allowances are based on salary and distance from SPU:

The president's fund covers relocation allowance for staff at assistant director level or higher.  A formula is used to determine the amount of allowance based on distance from campus. 

  • Distance in miles

    Percent of annual salary allowed

    Less than 100

    2%

    100-250

    3%

    251-500

    4%

    501-750

    5%

    751-1000

    6%

    1001-1250

    7%

    1251-1500

    8%

    1501-1750

    9%

    1751-2000

    10%

    2001-2250

    11%

    2251-2500

    12%

    2501-2750

    13%

    2751-3000

    14%

    Over 3000

    15%

     

    In accepting relocation assistance, new employees agree to remain with the University for at least two years. In the event that he or she chooses to leave before the two-year period expires, he or she agrees to repay a prorated amount of the reimbursement to the University.

 


 

New Employee's First Day

 

As instructed in the offer letter, the new employee must report to Human Resources on their first day to fill out legally required paperwork: I-9 employment verification, W-4 form, and the Personal Identification Data Sheet (PID).

Informational packets about SPU are provided including:

  • Benefits Orientation in which the new employee must attend
  • The University’s statement of faith
  • Parking information and vehicle registration
  • Opening an Email account
  • FERPA training
  • On-line sexual harassment training
  • Emergency contact information
  • Information concerning the publishing of home address, telephone number viewable on the SPU white pages and
  • SPU Campus Card information - new employees should allow 2 to 3 working days in order for their employee records to be processed in the University's database systems before requesting a campus ID card from University Services. To confirm that the campus card is ready for issue please call (206) 281-2188.

The hiring manager can meet the new employee at the HR office, or may have them escorted by HR to their department. 

In the interest of creating a welcoming environment and establishing the expectations for the new employee, it is highly recommended that you:

Prepare the office/workspace

Have training and orientation activities planned for the new employee including: conduct a campus and office tour with introductions; discussing time sheets and time recording expectations, restroom locations, lunchroom; issuance of office keys, parking pass and SPU identification card; discuss expectations for using telephones and other equipment; assist with set up of email accounts; specific job training and other departmental expectations, payday (1st of every month) and communicating general performance expectations.

 


 

Internal Candidates

  • Human Resources will provide appropriate information concerning the job opening to employees wishing to pursue other positions.  This information exchange between Human Resources and a current employee is kept confidential.
  • SPU internal candidates must inform their supervisor of their interest in an SPU opening at the time they are selected for an interview.  

  • If selected for the position, the current department head of the SPU internal candidate and the future department head must work out a mutually agreed upon transition plan.


Filling a Temporary Position

SPU Definition: Temporary employee

Budget Verifications: Generally, budget verifications are not required but the hiring department must ensure adequate funding before hiring a temporary employee.  

Advertising and Posting Requirement: Hiring managers may choose to work with Human Resources to post the position on the SPU website but this is not required for temporary positions.

Recruiting Requisitions: Recruiting requisitions are not required unless the hiring manager wishes to post the position on the SPU website, similar to regular positions. Department heads/Deans may supervise the hiring process for temporary employees without the assistance of Human Resources.

Mission fit screening:  Temporary employees who are being hired for "short term" periods (less than 3 months) need not be screened for "mission fit". Temporary employees hired for longer-term roles (more than 3 months) must be screened for "mission fit" by HR. Temporary employees must be screened for mission fit by HR and/or the hiring manager before being considered for a regular position, and must have an SPU employment application on file with HR.  

Processing the new hire:  When the temporary employee is offered a job, the department head/Dean must fill out and sign a PAF in the normal manner, and send to Human Resources prior to the first day of work.  If hiring requires additional budget, or budget changes, a completed budget transfer must be attached to the PAF.  

Reference checks are advisable, but not required.

Offer letters

  • Formal offers of employment are made in writing by HR using the University's standard offer letter. An offer letter is not a contract, as SPU is an "at will" employer for staff positions.
  • The offer letter is the prospective employee's official notification of the appointment.  Normally an offer letter will be e-mailed with the I-9 List of Acceptable Documents and the Staff Handbook Receipt and Acknowledgment form, along with other required notices.  The employee must sign and returned the offer letter to HR along with a signed copy of the Staff Handbook Receipt and Acknowledgment form as formal acceptance of the offer, no later than the first day of employment.
  • The offer letter will be followed by a notification and instructions for completing a Background Check.   The offer of employment is contingent upon satisfactory results from the background check.
  • Any questions regarding benefits must be directed to the HR office.

 

First day of work:  All temporary employees must report to HR on their first day of employment in order to fill out a w-4 and an I-9 and PID form.

 

Required Signatures for Temporary Employees
Hiring a temporary Employee Department Head or Dean

Hiring Process for Interns

  • The Intern arrangement is not a traditional employment relationship.  Please contact the Office of Human Resources if you have any questions.
  • Recruiting Requisition: is NOT required when hiring Interns.
  • Posting and Advertising:  Not required, but the Department head/Deans may request that HR help them to post and advertise their internship positions.
  • The interview process: is handled entirely by the individual department.
  • Mission Fit screening: is not required by HR, although the hiring department may want to screen for this or may ask HR to screen as well.  
  • Processing the intern:  as soon as an applicant is awarded the internship position, the department head/Dean must fill out and sign a PAF checking the “Temporary” box and send to Human Resources.  If hiring requires additional budget, or budget changes, a completed budget transfer must be attached to the PAF.  
  • First day of internship:  Interns must come to HR on their first day of work to fill out a W-4 and I-9.
  • If an Intern moves into a regularly budgeted position, they must first be screened for mission fit by HR and/or the hiring manager, and must have an SPU employment application on file.

 

Signature Authority for Interns
Action Signature
Hiring an intern Department Head or Dean

 

Interviewing Tips

Supervisor’s Note: By thoroughly and carefully planning the interview process, an interviewer will more likely select the best qualified candidate. Thorough preparation may also prevent the interviewer from making unfair or inappropriate inquires. Here are some interview planning suggestions:

 

Plan the interview

Thoroughly review job requirements. Think through what skills are important for good performance on the job.

Create your interview plan

Formulate job-related questions which help the interviewee give behavioral examples. Write your questions out so that you will be sure to cover all main points in the interview. Arrange for an interview environment. Be sure that there are not interruptions. See that the interviewee is comfortable and at ease.

Plan for enough time

One hour is desirable.

Conduct the interview
  • Don't spend too much time telling the employee about the job.
  • Gain behavioral examples
  • Use intuition to help you ask better questions
  • Allow silences
  • Seek disconfirming evidence
Control the interview
  • Don't spend too much time telling the employee about the job.
  • Gain behavioral examples
  • Use intuition to help you ask better questions
  • Validate or disconfirm your "gut feelings:
  • Remove hidden biases or prejudices
  • Rate skills
One behavioral example may provide evidence for or against several different skills. No one is absolutely perfect and no one is absolutely bad! Ask yourself if you have enough information to do a good job rating. Allow for unmeasured skills.

 

Sample Behavioral Interview Questions

Supervisor’s Note: One of the best ways of determining relevant experience is to ask open-ended behavioral questions. Below are some examples for your reference.

Conflict Resolution:
  • Give me an example of a specific occasion in which you conformed to a policy with which you did not agree.
  • Describe a time in which you felt it was necessary to modify or change your actions in order to respond to the needs of another person.
Coping Skills:
  • Describe a time on any job that you’ve held in which you were faced with problems or stresses which tested your coping skills. What did you do?
Communication Skills:
  • Tell me about a time in which you had to use your verbal communication skills in order to get a point across that was important to you.
  • Tell me about a job experience in which you had to speak up in order to be sure that other people knew what you thought or felt.
  • Give me an example of a time when you were able to successfully communicate with another person, even when that individual may not have personally liked you.
  • Describe your most significant written document/report/presentation which you had to complete.
Creativity: Describe the most creative work-related project which you have carried out.
Decision Making/Problem Solving Skills:
  • Give an example of a time in which you had to be relatively quick in coming to a decision.
  • Give an example of a time in which you had to use your fact-finding skills to gain information for solving a problem—then tell me how you analyzed the information to come to a decision.
  • Give me an example of a problem which you faced on any job you have had and tell me how you went about solving it.
Goal Setting:

Give me an example of an important goal which you had set in the past and tell me about your success in reaching it.

Interpersonal Skills :
  • Describe a situation in which you were able to effectively "read" another person and guide your actions by your understanding of their individual needs or values.
  • Give me an example of a time when you had to carefully analyze another person or situation in order to be effective in guiding your action or decision.
Leadership Skills: Describe a situation in which you were able to positively influence the actions of others in a desired direction.
Motivating Others: Give me an example of a time in which you felt you were able to build motivation in your coworkers or subordinates at work.
Organization/Planning Skills:

What did you do in your last job in order to be effective in you organization and planning? Be specific.

Self Motivated:

Give me an example of a time when you had to go above and beyond the call of duty in order to get a job done.

Teamwork: What did you do in your last job to create or contribute to a teamwork environment? Be specific.

(Source: Kathi M. Baucom, University of NC, April, 1994)