Staff Hiring Information

Preparation

Getting Started

Investing in the job posting preparation is the first step to finding and retaining the best candidates.

  • Review and update the current job description/Manager Position Questionnaire (MPQ). This important document will serve as a guide throughout the search, for onboarding, and for employee evaluations. Jobs change over time so look carefully at responsibilities and minimum, and preferred qualifications. Consult with HR Employment when changes need to be made.
  • Complete the Budget Department Request to Hire (R2H) form to secure budgeting and confirm classification. HR can only post positions with Budget approved R2Hs.
  • Identify the search committee. The Hiring Manager leads the search. A search committee is usually made up of three to five subject matter experts and campus partners. Select a diverse committee of individuals. It is essential that they have time to invest in the process.
  • Diversity, Equity, and Inclusion (DEI) Search Committee training. WCU is committed to Diversity, Equity and Inclusion. As part of the WCU Affirmative Action plan, DEI training is required every two years for search committee members. HR partners with ODEI to complete this important training. To check if training is required, contact diverserecruitment@wcupa.edu with committee member names. To schedule training, contact HR Employment.
  • Submit a Diversity and Marketing Recruitment Plan to ODEI. The Marketing and Diversity Recruitment Plan is an ODEI initiative to ensure that searches are intentional in casting a large net for a diverse group of qualified candidates. This is a required document for external postings detailing where the position will be advertised. Submit the plan to diverserecruitment@wcupa.edu for approval. Information about ODEI advertising and recruitment resources can be found HERE.

We encourage hiring managers to complete the NeoEd requisition and other preparation steps while the R2H is being processed to help ensure a timely search.


Additional Resources

NeoEd Login

Requisition

The NeoEd Requisition

The NeoEd requisition is a formal request for HR to fill a vacant position. It communicates key search information to HR to prepare the job posting.

  • All search documents must go into NeoEd, our official system of record.
  • HR is working consultatively with departments to update job postings (and associated matrices) to attract strong candidates. A job description / MPQ is required for HR to create a job posting draft.
  • View the NeoEd Guide to get started. HR Employment can also help with system questions and access.

The Job Posting

Implementing the approved Diversity and Market Plan is key to attracting diverse and qualified applicants.

  • Contact HR Employment to run paid ads, which are paid from the search committee's budget. Questions about the budget for paid ads should be directed to your Budget Manager.
  • If changes are made to the plan, be sure to update this document in NeoEd and alert HR. The search record must reflect only the recruitment activities completed.
  • When the position is posted, check for accuracy.

Selection

Applicant Review

We encourage committees to review applications in a timely manner to secure the best candidates.

  • Before applicants are reviewed, the committee should meet to discuss the HR approved applicant review and scoring matrix.
  • Applicants are released from NeoEd weekly for review. Please refer to our Instructions for Reviewing Applications resource.
  • Committee members must use the HR approved applicant review and scoring matrix for evaluation. For those not selected to forward in the search, include job related reason for non-selection. For applicants selected to move ahead, indicate “recommended for interview”.
  • The Hiring Manager must submit the completed application matrix to HR for review and approval before scheduling interviews.
  • Once approved by HR, the committee will schedule and conduct interviews. HR will contact, via email, those who did not meet minimum qualifications or were not recommended for interview.

Interviews

Interviews are a time to learn about the candidates and tell them about WCU and the open position.

  • All interview questions must be submitted and approved by HR Employment. HR is working consultatively with departments to update interview questions (and associated matrices) to select strong candidates. Suggestions will be provided to the committee after HR review.
  • The Hiring Manager must submit the completed interview matrix to HR for review and approval before scheduling the next interview or making an offer.
  • Committee members must use the HR approved interview matrix to evaluate candidates. For those not selected to move forward, include the job-related reason for non-selection. For candidates chosen to move ahead in the search, indicate if the candidate is recommended for the next interview stage or hire.

Offer

Informal Offer

Once a hiring committee has selected a candidate, HR Employment must approve the hire before an offer can be made by the Hiring Manager.

  • There are legal, salary and benefits, and fair practices implications that must be reviewed by HR for each hire.
  • HR will send an email to approve the verbal offer. The salary and estimated start date will be included.
  • Once approved, a verbal informal offer can be made by the Hiring Manager including the compensation package and the many benefits of working at WCU. If information is requested in writing by the candidate, reach out to HR Employment.
  • When the verbal offer is accepted, the Hiring Manager must notify HR to begin the formal offer process.
  • Reference checks can be done concurrently using the Reference Check Form resource.

Formal Offer

The Office of Human Resources will create the formal offer letter and send a “Welcome to WCU” email with instructions to complete new hire forms in DocuSign.

  • The offer letter is an employment agreement that must be signed and returned to HR.
  • Employment is contingent upon successful completion of clearances and reference checks.
  • Once the pending employee completes the requisite HR new hire packet, via DocuSign, WCU will assign an email address and begin to provide system access.

Onboarding

The onboarding process integrates employees into our organization and includes new hire orientation and activities to learn about WCU’s structure, culture, vision, mission, and values. HR Organizational Development provides an onboarding checklist to guide supervisors through this process. The probationary period is the final stage of the hiring process and a crucial part of onboarding.

Onboarding Circle

  • Organizational Development emails an Onboarding Checklist for Supervisors resource to the new employee’s supervisor outlining tasks that can be completed before the new hire begins (preboarding) and identifies important training during the first days of the employee's start date.
  • There are several integrated onboarding programs and initiatives to provide newly hired staff with the information and resources they need to adjust to the social and performance aspects of their new role. Supervisors should encourage new employees to participate in all programs.
  • For more information or questions about preboarding and onboarding, contact Organizational Development at orgdev@wcupa.edu.

The Probationary Period

The probationary period is the final stage of the hiring process. It is time to ensure that the new hire's resume conforms to their actual skills and abilities. During this time, the employee has not earned regular status.

  • It is critical that the supervisor reviews the job description/Management Position Questionnaire with the newly hired employee. This sets the tone and expectations for performance. The supervisor and/or manager must closely evaluate the progress and skills, determine appropriate work assignments, and monitor other aspects such as reliability and personal interactions. Ongoing feedback, training, and documented evaluations will support the new employee in becoming a valued member of the team.
  • The length of the probationary period is codified by collective bargaining agreements and policy. The length of probationary periods varies between employee group:
    • Nonrepresented employees = Six (6) months
    • AFSCME = 180 days
    • SCUPA = 12 months
    • POA = 365 days
    • SPFPA = 365 days
    • OPEIU = Six (6) months
  • Consideration should be made during the first 30 days, 3-month, 5- or 6-month juncture or where appropriate 9 and 11 months. Complete interim evaluations using the appropriate forms.
  • Managers that are concerned about employee performance during the probationary period should contact Employee and Labor Relations promptly with questions. Do not wait for things to improve as timelines are fixed. Once passed into regular status, it is too late.