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Formerly Known As Policy Number: This policy reviews all phases of the recruiting and hiring process and the corresponding areas of responsibility. Applicability: All regular staff of the University and SLAC (as defined in Admin Guide Memo 2.2.1: Definitions), with some limitations:
Purpose:
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1. General Recruiting and Hiring Responsibilitiesa. University Human Resources b. Local Human Resources Manager c. Hiring Supervisors Guide to Supervisors Typical responsibilities for University Human Resources
Typical responsibilities for Local Human Resources Managers
Typical responsibilities for Hiring Supervisors
Back to top 2. Recruiting and Hiring Policiesa.
Equal Employment Opportunity & Affirmative Action
Guide to Supervisors All employees in a position to make hiring decisions (“hiring supervisors”) are expected to comply with the “Equal Employment Opportunity Statement” distributed annually by the University’s Diversity & Access Office and Guide Memo 1.7.4: Equal Employment Opportunity, Non-Discrimination, and Affirmative Action Policy ' provision on “Equal Employment Opportunity and Affirmative Action Policy.” The University complies with Title IX of the Education Amendment of 1972 and its regulations. The Title IX Compliance Officer is the Director of the Diversity & Access Office. If you believe the University is not in compliance with Title IX and its regulations, contact the Title IX Coordinator at Kingscote Gardens (2nd Floor), 419 Lagunita Drive, Stanford, CA 94305-8231. Or, call (650) 723-0755 [TTY at (650) 723-1216] or email . b. Employment Rights and Preferences of Former and Current Regular Staff (1) Right to Reemployment or Return to Active Employment
(2) Hiring Preference (3) Order of preference (a) First Preference: Guide to Supervisors Policy conflicts may occur between consideration of the hiring preferences and consideration of affirmative action goals. In these circumstances, consult with the local Human Resources Office before making an offer of employment. c. Employment of Related Persons Even when the criteria discussed here are met, employment of a related person in any position within the organization must have the approval of the local human resources office, in addition to the approval of the hiring manager's supervisor, including faculty supervisors. Guide to Supervisors Employment by a related person in any position (e.g., regular staff, faculty, other teaching, temporary, casual, third party, etc.) within an organizational unit can result in an actual or perceived conflict of interest and is strongly discouraged. The university recognizes that relationships may develop in the workplace. The university expects its employees to disclose relationships as appropriate, and specifically in the case of direct reporting relationships and/or potential conflict of interest situations. Failure to properly disclose a relationship or family connection may lead to corrective action measures being taken. All of the above requirements also apply to employing and hiring those with consensual sexual or romantic relationships. In addition, consensual sexual or romantic relationships must also be disclosed in compliance with section 4 in Guide Memo 1.7.2: Consensual Sexual or Romantic Relationships In the Workplace and Educational Setting. Definition of Related Person—The employee’s spouse; same-sex domestic partner; children of the employee, spouse or same-sex domestic partner; parents and parents-in-law; parent surrogate; brothers and sisters of the employee; grandparents and grandchildren of the employee; and, any other dependent family member who lived in the employee’s residence. d. Rehiring Former Regular Staff (1) Reinstating the Hire Date:
(2) Rehire After Involuntary Discharge e. Age as a Hiring Factor f. Employment of Minors Guide to Supervisors The Fair Labor Standards Act (FLSA) and California law restricts the hours and conditions of employment for minors. Because restrictions on the employment of minors can be complex, supervisors should consult with their local Human Resources Office about specific cases. General restrictions include:
Back to top 3. Policies and Practices—Search Phasea.Job Descriptions (1) Hiring supervisor's responsibilities: Identify the
functions of the job, define and describe the duties and responsibilities of the position, include required regulatory training, develop and document objective criteria for the selection process, and obtain local Human Resources Office's confirmation of position level and salary range. For guidance, visit Staff Compensation. Qualifications cannot unnecessarily prevent or lessen the
employment opportunities for any class of applicants or potential applicants, as identified in Section 2.b. Guide to Supervisors Selection Criteria—Use the job description and other relevant criteria established by the hiring supervisor (including education, experience, essential skills, abilities and competencies) to screen applicants and aid in the selection process. b. Announcing Job Openings
(2) Temporary Employment (3) Text of Advertisements c. Posting Period d. Waiver of Posting (1) Affirmative Action Goals Waivers are not available for positions that fall within EEO job categories for which Stanford has an affirmative action goal. (2) Approval Criteria The hiring department must document the reason for requesting the waiver. The local Human Resources office must submit the waiver request to University Human Resources: Talent Management & Workforce Strategy. University Human Resources: Talent Management & Workforce Strategy may approve the waiver request if it meets at least one of the following criteria:
(3) Denial Criteria University Human Resources: Talent Management & Workforce Strategy may deny a waiver request if it is determined that the requested action would be inconsistent with the University’s waiver or affirmative action policies. e. Recruitment of Applicants (1) Definition of an Applicant (a) The individual
submits a resume for a specific position through the Stanford Careers (or Jobs@SLAC) website, (2) Equal Opportunity Policy (3)International Recruitment (4) Search Firms Guide to Supervisors The hiring supervisor is accountable for assuring that the firm or agency is fully informed with regard to its responsibility for meeting the University’s institutional affirmative action and record keeping responsibilities. Consultation on search firms is available from Staffing Services. For a checklist on how to choose a search firm that meets Stanford’s requirements to provide a widely diverse selection of applicants and the ability to track the applicant pool, go to the Staffing Services website. Receiving Electronic Resumes—Electronic resumes are submitted to Staffing Services using Stanford Careers. Staffing Services will send applications a written acknowledgement that his/her resume has been received. Electronic resumes are submitted to SLAC using Careers at SLAC. Back to top 4. Policies and Practices—Selection Phasea. Employment Application Form
b. International Candidates c. Interviews d. Testing e. Reference Checks GUIDE TO SUPERVISORS The hiring supervisor must exercise caution to assure that:
Local Human Resources Offices may provide consultation. f. False and/or Misleading Statements g. Review of Personnel Files Back to top 5. Hiring Decisions, Offers and Documentationa. Hiring Decisions
b. Employment Offers (1) Timing of Offer—Employment offers should be made after:
(2) Conditional Offer of Employment—A written conditional offer of employment must be issued by the hiring department to the successful candidate using an approved offer letter template. Approved templates include those for standard hires, promotions and out-of-country hires. If a background check is required by policy, the written conditional offer of employment will inform the candidate that the offer is contingent upon successfully completing and passing a background check. Guide to Supervisors Out-of-Country—If this is an offer of employment for the applicant to work in a primary site outside the U.S., Staffing Services will assist the local Human Resources Office with arrangements. See Section 6 for details on International Hiring. c. Background Checks d. Criminal Records e. Documentation and Record Keeping (1) Pre-Employment (2) Non-Selected Applicants
(3)
Completeness (4) Patent and Copyright Agreement (5) Retention Time (7) More Information Back to top 6. International HiringHiring, transfer or assignment of regular staff outside of the United States must be supported by a demonstrable University business purpose, and approved in writing by the cognizant School Dean or VP. Copies of such approvals should be forwarded to the Global HR Programs Manager in University Human Resources and the Global Business Director in Business Affairs. Employees assigned or working outside of the United States are subject to local law as well as University policy and procedures when not in conflict with local law. Guide to Supervisors Employment Options—Employment regulations in other countries may be very different than the U.S. In light of operational and regulatory complexities, careful consideration should be given to the various employment options in satisfaction of programmatic requirements, before considering an international hire, transfer or assignment.
Administrative Costs—Assignments outside of the United States typically involve significant additional administrative costs in light of the regulatory and operational complexity involved in such assignments. Accordingly, the supervisor hiring or assigning the employee outside of the United States is responsible for ensuring that the added administrative expense of such an assignment is covered by the applicable budget for the duration of the assignment. Work Authorization—Work authorization and immigration issues may require significant lead-time, and HR managers are responsible for ensuring that appropriate documents are secured prior to foreign employment. The local Human Resources Office cannot process an assignment until the proper work authorization is obtained. All offer letters must be approved by the local Human Resources Office in consultation with the Global HR Programs Manager. Consulting Arrangements—It should be noted with caution that what may appear to be a consulting arrangement by U.S. standards, could in fact constitute an employment relationship in a foreign country, potentially triggering employment, tax and other regulatory considerations. In general, the same policies and practices are required for international hires as detailed in the ensuing guidelines for U.S. employment. However, local country norms and requirements take precedence, and it is the responsibility of local HR managers and the supervisor to ensure that the employee is apprised of such requirements prior to the effective date of the assignment. Assignments should be of a limited duration for the purpose of addressing tax, expatriate status and visa considerations. Additional guidance may be obtained from the Global HR Programs Manager at in University Human Resources and/or the Global Business Director in Business Affairs. Back to top What is the purpose of the application form quizlet?The purpose of an employment application form is to: screen out unqualified applicants.
What is a disadvantage of using resume as a source of information about job applicants?The bias and selective memory of the candidate frequently results in a less-than-accurate description of what actually occurred. Obviously because resumes are essentially job histories, they don't tell you anything about the person's character, how they would act in your job, and their potential.
Which of the following selection technique is most widely used?Answer: TRUE Explanation: The personal interview is the most widely used selection procedure. Not all HR managers use tests or reference checks, but nearly all conduct personal interviews with job candidates.
Which is the selection procedure usually begins with?A selection step starts after completing the recruitment step. A selection process includes an interview, test, and medical examination. It is a part of the staffing process of an organization.
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