Recruiting

SEARCH COMMITTEES | DIVERSITY RESOURCES | HIRING OUT of STATE | BACKGROUND & REFERENCE CHECKS | PSU OFFICIAL HIRING DATES

One of the first steps in filling a vacancy is to select the members of the search committee. A successful search committee can set the tone for the search process and for most candidates, is the initial and lasting impression of PSU.

Human Resources and OGDI provide training sessions for search committees which cover all aspects of of fair and equitable hiring as well as techniques and tips for maximizing your search

Choosing a Search Committee

The hiring manager should choose the search committee members as soon as possible after the position has been announced. In addition to your HR Partner, consider including representatives from the following groups:

• Peers or colleagues for the position
• Important stakeholders
• Subject matter experts to assess knowledge, skills, and abilities
• Clients/customers of the position
• Diverse people to provide a valuable dimension to committee discussions

When choosing a committee, 3-5 members is the recommended size - including the search chair and HR Partner - for most positions in order to manage efficient scheduling and come to a consensus on the chosen candidate..

Search Committee Composition

Hiring Manager

The hiring manager selects and charges the search committee. This person will decide the role they themselves will play throughout the search process, who they want on the committee, and a basic timeline, planning on a 1st or 16th start date.

The Search

When scheduling meetings for the search committee, it is helpful to create a reverse timeline, starting with the start date of the new position (1st/16th). Factor in notice time for the final candidate, time needed to conduct onsite interviews, and for effective advertising.

Discuss criteria before screening applicants – preferably at the first meeting. For each required and preferred qualification, the committee should determine the following:

1. When to assess it (application, interview, reference check, etc.)
2. Importance (weighing it in relation to other qualifications)
3. Relationship to the job (what would they be unable to do without it?)
4. Screening criteria (what are different ways someone might meet the qualification?)
5. Emphasize the importance that every minimum qualification will be met before proceeding with an interview

Interviewing Tips

One of the keys to a successful search is the interview process. Developing a plan from initiating the search through to selection will enhance your chances for success.

The purpose of an interview is to:

• Assess essential skills (including technical, communication and behavioral skills)
• Allow the candidate to fully explain and expand on their relevant experience
• More fully describe the purpose and role of the position

Before the Interview:

• Make sure the candidate knows where to go and how to get there. Ensure someone is available to greet them when they arrive.
• Consider giving the candidate the interview questions a few minutes ahead of time, so they know what to expect. This will help them feel more comfortable, and likely
• provide more complete and applicable answers.
• Avoid small talk before or during the interview that may lead the candidate to talk about their personal life or protected class information. See the table below for questions & areas to avoid.

Recruitment Strategy for Staff Positions

PSU Human Resources Recruiting Outreach

At Portland State University, diversity is of utmost importance. When choosing where to place your position announcements or make personal networking contacts, consider which under-represented groups may benefit from additional targeted outreach. Listed below are several places for local, regional, or national outreach. Individual cost and contact information is accurate for January 2010 but may have changed. For assistance building your outreach strategy, please contact the HR Employment Team.

Strategic Outreach and Networking:

• Personal contact is often the most effective outreach. Network with former coworkers, colleagues, faculty at colleges with related programs, vendors, job seekers (and former job seekers), friends, relatives, and neighbors. Search committees should place special emphasis on contacting former colleagues that have moved to a different university. Some of those universities could be very diverse, don’t miss the opportunity to connect with a former colleague as a point of reference for your search.
• Alumni associations for colleges and universities with degree programs related to the open position.
• Industry and trade groups / conferences / professional associations / technical associations / user groups
• Companies and contacts from news articles, press releases, and websites
• Social/Business Networking sites: LinkedIn, Facebook, Twitter – (always remember that you represent the University when you are conducting outreach).
• Encourage members of your search team to be willing to contact universities departments that correspond with the search and ask them if they would be willing to send a copy of your job announcement to members of their staff or graduates that may be interested in applying for the posted position.
• Remember to not be afraid to be creative in your search and outreach for diverse candidates.

Recruitment Strategy for Faculty Positions

HBCUs (Historically Black Colleges and Universities) Offering Doctoral Programs

A large percentage (claims vary) of Black scholars holding doctoral degrees receive their undergraduate degrees at HBCUs. These scholars may keep in touch with their undergraduate advisors, so it may be useful to advertise open positions to the appropriate departments at any or all HBCUs. A list of links to all HBCUs may be found below. 

Measuring Diversity and Cultural Key Competencies During the Interview Process

As a component of the Diversity Action Plan and the President’s Strategic Mission of achieving global excellence, Portland State University strives to become an institution that is recognized nationally and internationally for the accomplishments of its faculty, the reputation of its programs, and the preparation of its students as world citizens. Consequently, all our employees are required to demonstrate cultural competencies. The following are among the questions hiring managers can ask potential candidates of employment to measure whether they meet the essential functions of the job relating to cultural competency. The questions include a scoring grid, 5 being the best, which people can choose to use depending on their interview methodology.

Pre-Authorization is Required

Approval must be obtained 6 weeks in advance of an official employment offer for potential out of state work arrangements. Employment laws and payroll tax regulations vary significantly by state. In addition, workers’ compensation and unemployment insurance coverage must be obtained in each state in order to be compliant.

Portland State University Out-of-State Employment Process Overview

The following process is mandatory prior to initial hire, when an approved out-of-state employee changes address, and when a current PSU employee is relocating and will reside and perform their PSU work off-site in a location outside of Oregon:

1. The hiring department must submit a fully signed “Request for Authorization to Hire an Employee Residing and Performing Work Outside of Oregon” at least six (6) weeks before the proposed appointment date. Processing time is essential because:

• Human Resources must verify potential adverse student enrollment impact with OAA related to a state's authorization for distance education resulting from employment in that state.
• PSU must complete business registration processes and obtain an employer tax ID, and Worker’s Compensation coverage with the other state;
• The hiring Department must work with Human Resources to identify and authorize an employer representative (proxy) in the candidate’s residence location to act on behalf of PSU in the completion of regulatory employment authorization documents (federal Form I-9);
• Human Resources must obtain an employee’s tax documents as required by the other state and/or local governments.

2. Justification Comments: The request for authorization must include a brief description of work to be performed and justification for the authorization request, specifically, what unique qualifications or contributions the candidate offers and how these qualifications enhance the academic program.
3. Human Resources will notify the hiring department of approval to hire and next steps, or of denial.
4. After approval, typical next steps include:

• Human Resources submits a background check, if required.
• Department makes an official employment offer to the candidate consistent with hiring practices of the school/college.
• Department and candidate/new employee complete a Telecommuting Authorization and attach it to the letter of offer.
• Department, candidate and Human Resources work together to identify an “Authorized Employer Representative” in the candidate’s residence location to complete the federal Form I-9 on PSU’s behalf. This is typically, but not always, your employee’s home institution or another nearby institution.
• Human Resources contacts the proposed institution to confirm they are agreeable to act as PSU’s “Authorized Employer Representative” for I-9 completion, and to supply the new PSU employee’s name and contact information.
• Human Resources contacts the new employee with instructions on Form I-9 and employment document completion (employee information, W-4, direct deposit, other tax withholding forms for home state, etc.).
• Human Resources coordinates PSU computer systems account creation and access (OAM) with the new employee.

5. When renewing appointments for Out-of-State Employees:

• Attach a copy of the Telecommuting Authorization to the letter of offer, updating as necessary.

*PSU does not allow direct employment of individuals living and working outside the US or in the US Territories. Units interested in such employment arrangements must do so through a 3rd party vendor, such as an in-country employment agency or payroll service provider. This type of vendor contract is facilitated through Contracting and Procurement Services.

Remote Employment Verification Authorization Process for filling out Form I-9

Remote Work Guidelines 

For more information contact Tamara Saranpaa at saranpaa@pdx.edu

Portland State University requires that any positions determined as "Critical" or "Security-Sensitive" must have their final candidate successfully complete a criminal background check before a final offer can be extended. Final candidates must sign and submit the PSU Background Check Consent Form to Human Resources to begin this process. Generally, the background check takes only a few days for completion. Critical or security sensitive positions meet at least one of the following:

1. Has direct access to persons under 18 years of age;
2. Has direct access to student residence facilities because the person's work duties require the person to be present in the residence facility;
3. Is providing information technology services and has control over, or access to, information technology systems that would allow the person to harm the information technology systems or the information contained in the systems;
4. Has access to information, the disclosure of which is prohibited by state or federal laws, rules or regulations, or information that is defined as confidential under state or federal laws, rules or regulations;
5. Has access to property where chemicals, hazardous materials, and other items controlled by state or federal laws or regulations are located;
6. Has access to laboratories, nuclear facilities or utility plants to which access is restricted in order to protect the health or safety of the public;
7. Has fiscal, financial aid, payroll or purchasing responsibilities as one of the person's primary responsibilities; or
8. Has access to personal information about employees or members of the public including Social Security Numbers, dates of birth, driver license numbers, medical information, personal financial information, or criminal background information.

Some departments require background checks for all employees, regardless of whether the position meets the criteria stated above. Please consult with the department Dean/Director/AVP office for more information.

Reference Checks (doc)

Training Resources

Appoint an associate dean, chair or chair-equivalent

Manage compensation for temporary or higher level work

Write a search waiver memo

See available CIP codes for full-time faculty

Forms

Request for Temporary FTE Change

Request for New Position Number