The following information includes the policies and best practices designed to help hiring managers run a successful recruitment.
Reviewing Candidates
| Policy & Local Practice | Recommendations |
|---|---|
| Applicant Screening Process: Your Talent Acquisition Partner will use your job posting and position description to screen all applications for minimum and preferred qualifications. | A screening criteria template is used to ensure consistent screening. |
Preparing for Interviews
Forming the Interview Panel
| Policy & Local Practice | Recommendations |
|---|---|
| Make Up: An interview panel consisting of 3 or more individuals is highly encouraged. | Ensuring a Representative Interview Panel: Aim for multidimensional representation that ensures representation across a wide range of factors to best reflect and understand the nuances of various candidate pools. For supervisor/manager recruitment, at least one panel member should be employed outside of the Hiring Department. Here are examples of multidimensional representation qualifiers for ensuring diverse interview panels:
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Training: It is mandatory for all panel members to be current on the Managing Implicit Bias in the Hiring Process eCourse. It is highly encouraged for one panel member to be current on the UC Hiring for Success eCourse. Please complete the Interview Panel Qualtrics Survey. Interview panel members you list who have not completed the Managing Implicit Bias in the Hiring Process eCourse in the past two years will be assigned the course automatically. | Trainings are available through the UC Learning Center and due every two years (biannually). 1. UC Hiring for Success 2. Managing Implicit Bias in the Hiring Process |
Conflicts of Interest: Individuals with a near-relative relationship with a candidate, cannot serve on the interview panel. Panel members must disclose if they know the candidates and the nature of that relationship, to their Hiring Manager and the Talent Acquisition Partner, BEFORE interviews. Panel members must disclose if a conflict develops DURING the interviews. | Please consider whether there exists a conflict of interest between the candidate and a member of the interview panel. These conflicts could include business relationships, financial connections, close friendships or mentorships. |
Interview Plan and Questions
| Policy & Local Practice | Recommendations |
|---|---|
Questions: Hiring Manager submits interview questions to Talent Acquisition Partner for review. All candidates MUST be asked the same questions. | You can find a list of sample behavioral-based interview questions on the HR website. Your Talent Acquisition Partner can review the questions you have developed in support of our diversity and Affirmative Action goals. |
Second-round interviews (e.g., presentations, meet-and-greets, tests) All finalists should go through the same second-round interview process. | Please discuss your plans in advance with your Talent Acquisition Partner. |
| Microsoft Bookings for Interviews: The hiring department can utilize MS Bookings for conducting interview. | You can utilize this step-by-step MS Bookings Quick Start Guide on how to set up and utilize MS Bookings for your interviews. |
Conducting the Interview
| Policy & Local Practice | Recommendations |
|---|---|
| Candidate greeting: All candidates must be given the same length of time for their interview and provided the same instructions. | Prepare an agenda for each interview: 1. Introductions 2. Timelines 3. Opportunities for questions |
| Questions: All candidates MUST be asked the same, pre-approved questions. | Questions can be asked by panel members on a rotating basis. All panel members should record notes during or immediately following each interview, for recall and rating purposes. |
After the Interview
Checking References
| Policy & Local Practice | Process |
|---|---|
| The reference check process is either done electronically through SkillSurvey or by the hiring department, after the interview. Please check with your Talent Acquisition Partner to determine which process to take with your hiring process. For SkillSurvey, Candidates will receive an email requesting contact information for references, two of whom need to be current or previous supervisors/managers. The coordinator will send the completed report to the hiring manager for review once complete. | The Hiring Manager will notify their Recruiter to begin the reference check process once the finalists have been identified. For those managers not using SkillSurvey, please see the Reference Check process page.
Appointments can be made by contacting:
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Online Evaluation
| Policy & Local Practice | Recommendations |
|---|---|
| Some Hiring Departments utilize recruiting processes that require Hiring Managers complete this form for all interviewed candidates. Please work with your Recruiter to verify what processes to conduct. | Refer to the TAM Interview Evaluations Reference Document (PDF) |
Making the Offer
| Policy & Local Practice | Recommendations |
|---|---|
| Either the Hiring Manager or the Recruiter can inform the successful candidate. | The Hiring Manager and Recruiter will discuss the results of the reference check(s) and discuss the offer process PRIOR to contacting the candidate. |
| Candidates NOT selected: it is the department’s responsibility to notify these individuals by telephone or email. | Consider this sample communication: Thank you for interviewing for the __________ position in the _________________ Department at UC Davis Health. The selection process for this position was very competitive and unfortunately, you were not selected. We wish you well in your future endeavors. |
Documentation
| Policy & Local Practice | Recommendations |
|---|---|
| Recruitment documentation: must be maintained by the Hiring Department for FOUR Years from the date of hire, and available for review. | Documents should be stored in a way that they are easily accessible if requested during an audit. |