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Recruitment, Selection, and Employment

Section:200
Section Title:Executive
Policy Number:215
Policy Name:Recruitment, Selection, and Employment
Approval Authority:Board of Trustees
Responsible Executive:Vice President Administration and Finance
Responsible Unit:Human Resources
Date Adopted:November 2, 1988
Date Revised:June 7, 1995; October 22, 1997; April 19, 2006; September 26, 2016; April 26, 2021

Policy

Policy

The College will hire talented employees from a diverse pool of qualified candidates using competitive and inclusive recruitment and selection processes.

The College will promote internal mobility of qualified employees and recruit external candidates by using transparent internal and external recruitment, selection, and search practices.

Waivers from the competitive selection process are subject to approval by the College Administration (the President and/or Cabinet) and shall only be granted to meet emergent operational needs of the College.

Reason for Policy

To set forth policy and procedures for recruiting, selecting and employing faculty staff, and managers.

To Whom Does the Policy Apply?

Faculty, staff, and managers.

Related Documents

Contacts

Department of Human Resources
(201) 684-7506

Procedure 215A

Purpose of Procedure 215A

The College will recruit and hire the most qualified candidates from a diverse pool of candidates using competitive and inclusive recruitment and selection processes. Step- by-step recruitment and selection processes prescribed in Appendix 215A herein, are made in accord with the following:

Position Approval and Job Description: The College will: (i) evaluate its organizational needs to deliver College services efficiently and effectively; (ii) establish processes to approve the creation or renewal of positions (among others, permanent, temporary, agency-staffed positions) and; (iii)  create job descriptions that summarize position responsibilities.

Recruitment and Selection: The College will promote internal mobility of qualified employees and recruit external candidates by using transparent internal and external recruitment and search practices.  The College may sponsor foreign nationals for work visas to be employed by the College, as needed.  Reimbursement of travel expenses for on-campus interviews for Director-level positions or higher are subject to approval by the College Administration.  External search firms may be engaged to conduct executive searches subject to approval by the College Administration.

Diversity, Inclusion, Compliance, and Equity: The College will imbed the principles of diversity, inclusion, compliance, and equity in all phases of its recruitment, selection and employment processes.  The College will advance these principles through the advertisement of positions, the development of diverse candidate pools, compliance with the selection and search committee processes, and the fostering of a welcoming and productive workplace environment.

Applicable Laws/Regulations and Collective Negotiations Agreements: The College’s Recruitment and Selection Procedures will comply with applicable laws and regulations (including but not limited to New Jersey Civil Service laws and regulations), and collective negotiations agreements.

Candidate Qualification and Risk Mitigation: The College will implement procedures to verify candidates meet the job requirements contained in the job description, fulfill any applicable legal requirements (such as proof of eligibility to work in the United States), and reduce exposure to employee-related risks (by using background checks, professional references, and driver’s license extracts).

Procedural Steps and Responsibilities

This procedure is further intended to assist in conducting an effective search and assuring equal employment opportunities for all candidates.  Searches for classified, civil service staff are governed by the New Jersey Administrative Code 4A, and the New Jersey Civil Service Commission (NJ Civil Service Recruitment Title 4A) and are subject to additional rules and regulations and will be applied and guided by the Department of Human Resources (hereafter “HR”).

Any questions, concerns or difficulties at any stage in the recruitment process should be directed to HR.

  1. Posting and Search Committee Establishment. The Talent Acquisition and Onboarding Coordinator (hereafter “TAOC”), on behalf of HR, will work with the Hiring Manager to identify a closing date for the posting and to develop a recruitment strategy, including advertising and travel budgets (i.e. Campus Interview Expenses), if applicable, to ensure a sufficient and diverse pool of candidates. If the vacant position is a civil service position, the TAOC will direct the Hiring Manager on next steps in accordance with the applicable civil service procedures, rules and regulations.

The Hiring Manager will submit the names of the intended Search Committee members to the Employment Equity & Affirmative Action Officer (hereafter “EEAAO”), copying the TAOC. Before final selection of the Committee members as well as communication to the Committee members, the Hiring Manager will obtain endorsement of the membership from the EEAAO in order to ensure a fair and diverse representation of the College community.

The endorsed Search Committee shall:

    • Receive training from the EEAAO.
    • Reflect a diverse group of representatives on campus, including members from different units that have direct interaction with the position.
    • Have at least three (3) voting members (inclusive of the Chair).
    • Include, when applicable, a student or Ramapo Affiliate (Friends of Ramapo, Board of Governors, etc.).

Note: See Appendix 215A for specific roles and responsibilities, requirements and limitations of Search Committee members.

  1. Appointment of Search Committee Chair. The Hiring Manager selects an individual from the Committee to serve as the Search Committee Chair. The Chair must:
    • Demonstrate working knowledge of the position being searched
    • Be a full-time Ramapo employee for at least 6 months
  1. Search Committee Interview Questions/Pre-screenings. TAOC may assist the Search Committee in designing questions for the interview process (set of questions will be needed for each round of interviews), and may send the Search Chair/ Committee a list of top ranked applicants to be considered for the initial interview after a pre-screening of the credentials/qualifications of the incoming applicants.
  1. Application Receipt. All applications (internal and external) are completed through the College’s on-line applicant tracking system at www.ramapojobs.com. Hard copies of application materials will not be accepted.
  1. Applicant pool assessment. Before applicants are contacted or scheduled for an initial interview (either telephone, video, or on-campus) by the Search Committee, the EEAAO will review and approve the applicant pool. If the EEAAO does not approve the applicant pool, the EEAAO will work with the hiring manager and the TAOC to review and update the hiring manager’s recruitment strategy (which may include advertising the position through additional sources, extending the posting, etc.) before applicants are contacted or scheduled for an interview.
  1. Post-interview Activity. After interviews with the Search Committee have concluded, the Search Committee Chair, on behalf of the Committee, shall put forth at least three qualified candidates, unranked, via a memo detailing their strengths and weaknesses to the Hiring Manager.

The Hiring Manager may consider fewer than or more than three candidates to interview, however if there are fewer than three, the Hiring Manager will obtain the approval of the EEAAO.

If after interviews with the Search Committee, no compelling applicants are identified by the Search Committee Chair to be put forward to the Hiring Manager, the Search Committee Chair shall work with the Hiring Manager to determine next steps pursuant those outlined in section 6a-d below.

After interviews with the Hiring Manager have concluded, if no compelling applicants are identified for hire by the Hiring Manager, the Hiring Manager, in consultation with TAOC, will make a determination whether to:

a) go back to the applicant pool;

b) re-post the opportunity;

c) re-advertise to refresh the applicant pool; or d) fail the search (See “Failed Searches”).

If the Hiring Manager decides to direct the Search Committee Chair to go back to the applicant pool, the Search Committee should start again at step 6 above. The Hiring Manager may change the Chair and/or Search Committee members at this point. If Committee membership is changed, then the process will start again at step 2 above.

  1. Reference Checking and Offers of Employment. After the Hiring Manager concludes interviews and the successful candidate is identified, the Hiring Manager consults with the Supervisor/Division Vice President and discusses the recommendation for proposed hire and any salary matters with TAOC. Prior to HR making an official offer of employment, the Hiring Manager will communicate to the candidate that a reference check will take place.

Reference checks should be conducted by the Hiring Manager. On occasion, the TAOC may provide backup to the hiring manager when conducting reference checks. All reference checking must be conducted in accord with guidance and reference check procedures available on the applicant tracking site.

The Hiring Manager or TAOC, shall document the reference check responses and issue a written memorandum including the name of the finalist selected as the successful candidate and affirming that approval from the Division Vice President has been received.

TAOC will then make the official offer of employment and lead the discussion on salary, benefits, and start date. The Hiring Manager shall be invited to attend the official offer and may participate in the discussion to highlight other items that may be specific to the position and to begin developing a positive and enthusiastic rapport with the new hire.

  1. Correspondence and Notifications. Once the Search Process is complete and a selected candidate has accepted the offer of employment, the Hiring Manager will communicate the results to the Search Committee Chair, who must send rejection correspondences to candidates interviewed by the Search Committee that are not recommended for further consideration (see Sample Letter 2 on applicant tracking site). The Hiring Manager sends correspondences to the finalists interviewed by him/her/they that are not selected (see Sample Letter 1 on applicant tracking site).

Note: Once the search is finalized in the applicant tracking system, the system will send correspondence to all other candidates who applied but were not interviewed.

  1. Documentation and Closing Out of Search. The complete hiring package is documented and routed via the on-line applicant tracking system. The Search Committee Chair will upload any documentation pertaining to the search process such as:
    • Copies of communication to candidates attempting to schedule interview;
    • Memo from the Search Committee Chair which identified the unranked candidates for interview by the Hiring Manager; and
    • Any other pertinent information that is deemed necessary, especially if there are any unusual circumstanc Please consult with TAOC for questions and/or clarification regarding pertinent information.

The Hiring Manager will upload any documentation pertaining to the search process such as:

    • Email from the Hiring Manager, Unit Head, Dean and/or Vice President confirming the final selected candidate
    • Documented Reference Checks

The search is then closed by TAOC via the applicant tracking system and the onboarding process of the successful candidate begins.

Waivers

Documentation for an internal search or non-competitive hire must provide valid reasons and circumstances as to why the search process is being waived. The President, upon the recommendation by a Provost/Vice President, and in consultation with the EEAAO, must approve an internal search or waiver of search procedures. The following describes circumstances that may justify an internal search or a non-competitive hire:

  1. Emergency Hires. In an emergency situation, candidates may be appointed on a temporary basis for a twelve-month period or longer with approval by the President or his/her designee, and guidance from the Assistant Vice President of Human Resources (hereafter AVPHR). During the employment period, a search for a permanent occupant of the position will be initiated if it has been determined that the position will become permanent. The position will be posted and search procedures will be followed. The incumbent may apply for the permanent position.
  1. Acting/Interim Hires. For college operational reasons, the President, with guidance from the AVPHR and the EEAAO, may choose to fill an unclassified or managerial position by a current employee who will serve in an acting/interim capacity up to a twelve-month period. At the end of the role, the individual would return to his/her/their former position or, should the position become permanent, College search procedures will be followed and the interim/acting hire may apply for the permanent position.
  1. Part-time Professional Staff, Temporary Part-time Professional Staff, and Adjunct Professors. Acting on the recommendation of the associated Vice President/Provost and Hiring Manager, with guidance from the AVPHR and EEAAO, the President approves the appointment of all part-time professional staff, temporary part-time professional staff and adjunct professors. Should a part-time professional staff position become full-time, College search procedures will be followed and the incumbent may apply for the full-time and/or permanent position. Should a temporary part-time professional staff position become full-time and/or permanent, College search procedures will be followed and the incumbent may apply for the full-time and/or permanent position.
  1. Visiting Scholar/Exchange Scholar/Laureate. An academic or professional person from another institution or industry may be invited to the College to teach or conduct research over a period of time, such as a semester, summer session, or academic year. Acting on the recommendation of the Provost and with guidance from the AVPHR and EEAAO, the President approves the appointments of all visiting, exchange, and laureate scholars.
  1. Grant-funded or Contract-funded Positions. Principal investigators may hire individuals for unclassified and managerial positions specifically named in grants or contracts without conducting a search. Justification must include copies of the pages from the grant or contract specifying the person(s) named in the grant or contract, and evidence that the position is fully-funded by the grantor or other funding entity. Otherwise, all positions funded by grants and third party contracts shall be filled according to College search procedures. Acting on the recommendation of the associated Vice President/Provost, Hiring Manager, and with guidance from the AVPHR and EEAAO, the President approves the appointments to all grant-funded and contract-funded positions.
  1. Reorganization. For purposes of managing fluctuations in resources, fostering succession planning, professional development, and organizational effectiveness, and/or reorganization, the provost/cognizant vice president may recommend to the Cabinet reclassifying or transferring current employees who require minimal training and have the requisite qualifications for a different position. Appointment is by the president.

Failed Searches

In the event the search does not produce a viable candidate, the following steps will be taken:

  1. Hiring Manager recommends (to the Dean/Unit Head) a failed search and provides a justification for recommending a failed search. The Dean/Unit Head reviews information and recommends (to the Provost/Vice President) a failed search with the supporting justification.
  1. The Provost/Vice President reviews information and declares a failed search and notifies, in writing, the President and TAOC.
  1. The Hiring Manager notifies the Search Chair that the search has been declared failed.
  1. A new Staffing Requisition Form is processed by TAOC, if appropriate, and a new search is opened and posted.

Appendix 215A: Specific Search Procedures and Responsibilities

Appendix 215A: Specific Search Procedures and Responsibilities

A. General Requirements:

  1. Authorization. Authorization from HR/TAOC is required to initiate any action for an open position, including recruitment expenditures, advertising, interviewing and offers of employment.
  1. Documentation. All search documentation, at each step of the process will be uploaded to the applicant tracking system.
  1. Compliance. Compliance with all applicable laws and/or regulations, collective negotiations agreements, and College procedures related to the hiring process.

B. The Hiring Manager shall:

  1. Select and charge the Search Committee and Chair.
  1. Review the job description with the Committee, answering any questions or providing the Committee any additional information.
  1. Clarify requirements for the position as well as preferred attributes.
  1. Interview finalists.
  1. Check references:
    • Three references are preferred. Fewer than three references must be approved by HR/TAOC.
    • References should be completed within 5 business days and shall follow the guidance and reference check procedures available on the applicant tracking site.
    • On occasion, the TAOC may provide backup to the hiring manager when conducting reference checks.
  1. With Vice Presidential approval, make a recommendation for hire (via written memorandum) to HR/TAOC who will make the official offer and discuss salary, benefits, and start date. Hiring Managers will be invited by HR/TAOC to participate on the official offer discussion to highlight other items that may be specific to the position and to begin developing a positive and enthusiastic rapport with the new hire.
  1. Send correspondence to those candidates interviewed by the Hiring Manager (see Sample Letter 1 on HR’s applicant tracking site) at the completion of the search process.

C. The Search Committee Chair shall: 

  1. Receive training regarding Employment Equity and Affirmative Action objectives from the EEAAO and receive training on the on-line application process from TAOC.
  1. Act as the Committee’s facilitator, official spokesperson, and liaison to the Hiring Manager and HR.
  1. For national searches, obtain necessary approvals for interview expenses prior to bringing candidates to campus; work with candidates to minimize reimbursable costs (see Interview Expenses on HR’s applicant tracking site).
  1. Ensure compliance with applicable laws, regulations and College policy.
  1. Maintain strict confidentiality throughout the search process (including but not limited to applicants’ names, qualifications, personal demographic information, and Committee discussions regarding applicants and the search process).
  1. Carefully review the job description and understand the requirements of the position.
  1. Determine a decision making process, e.g. will the Committee vote, try to reach consensus, use voting, or provide majority and minority opinions, what evaluation instrument will be used, the decision making plan/selection process must be submitted to the applicant tracking system for approvals.
  1. Refer all questions regarding the search process to TAOC.
  1. Obtain approval from the EEAAO for initial candidates before they are selected for interview.
  1. Provide pertinent information to the candidates being interviewed, including job description, starting salary ranges, relevant information about the College, portion of Employment Eligibility Verification (see applicant tracking site) statement so the candidate understands the type of documentation that will be required at the time of hire. Review, as appropriate, the procedures on the applicant tracking site for hiring Foreign Nationals.
  1. Screen applicants, ensuring fair and consistent interviews to all candidates. Refer written recommendations to the Hiring Manager with a selection of approximately three (3) candidates, listing their strengths and weaknesses, but not ranked.
  1. Review applications for the following (see template for Candidate Evaluations on applicant tracking site):
    • applicant’s knowledge, skills and abilities
    • applicant’s past positions and their relevance to the position
    • applicants’ past accomplishments/achievements; and
    • unexplained gaps in applicants’ employment history
  1. Verify via e-mail that the finalist candidates have been selected through a search process that has been designed and implemented to promote the College’s principles of diversity, equal opportunity and affirmative action (see Affirmative Action Search Committee Report on applicant tracking site).
  1. Send letters/email of rejection to those interviewed via phone interview or on campus interview who were not forwarded on as finalists to the Hiring Manager (see Sample Letter 2 on applicant tracking site).

D. Role of the Search Committee

  1. Receive training regarding Employment Equity and Affirmative Action objectives from the EEAAO and receive training on the on-line application process from TAOC.
  1. Follow all applicable state and federal laws/regulations and College policy.
  1. Maintain strict confidentiality throughout the search process (including but not limited to applicants’ names, qualifications, personal demographic information, and Search Committee discussions regarding applicants and the search process).
  1. Review the job description and understand the requirements of the position.
  1. Determine a decision making process, e.g. will the Committee vote, try to reach consensus, use voting, or provide majority and minority opinions, what evaluation instrument will be used. The decision-making plan/selection process must be submitted to the applicant tracking system for approvals.
  1. Screen applicants, ensuring fair and consistent interviews for all candidates. Refer recommendations to the Hiring Manager with a selection of approximately three (3) candidates, listing their strengths and weaknesses, but not ranked.
  1. Review applications for the following (see Template for Candidate Evaluations in applicant tracking site):
    • applicant’s knowledge, skills and abilities
    • applicant’s past positions and their relevance to the position
    • applicants’ past accomplishments/achievements; and
    • unexplained gaps in employment history

E. Role of Conveners (Faculty Hires Only)

  1. If a Convener is on the Search Committee for a tenure-track faculty line and the pool of applicants includes a person whom that Convener has recommended for hire and/or supervised as an adjunct faculty or temporary faculty member, then that Convener shall recuse themselves and not be present during the discussions of the candidate and voting on the names to be selected as finalists.
  1. The Convener in question will be empowered to read all the applications and to remain present (although not participating) during all interviews (phone or in-person), except as specified in section E1 above, and attend demonstration classes, etc. given by the candidate(s) in order to possess the necessary background to provide thoughtful input to the Dean regarding finalists.

F. Selection of Ramapo Affiliate Members (Friends of Ramapo, Board of Governors, etc.) and their Role

  1. Is a non-voting member of the Search Committee;
  1. Receive training regarding Employment Equity and Affirmative Action objectives from the EEAAO;
  1. Maintain strict confidentiality throughout the search process (includes but not limited to applicants’ names, qualifications, personal demographic information, and committee discussions regarding applicants and the search process);
  1. Participate fully and consistently and make a commitment to all aspects of the hiring process, except voting on moving forward candidates;
  1. Carefully review the job description and understand the requirements of the position;
  1. Screen applicants, ensuring fair, consistent and nondiscriminatory interviews to all candidates;
  1. Does not have access to the applicant tracking system; and
  1. Review applications shared by Committee Chair or Members (see Template for Candidate Evaluations in applicant tracking site) for the following:
    • applicant’s knowledge, skills and abilities
    • applicant’s past positions and their relevance to the position
    • applicants’ past accomplishments/achievements; and
    • question unexplained gaps in employment history.

G. Selection of Student Committee Members and their Role:

  1. Should have junior or senior class standing;
  1. Is a non-voting member of the Search Committee;
  1. Does not have access to applicant tracking system;
  1. Receives training regarding Employment Equity and Affirmative Action objectives from the EEAAO;
  1. Maintain strict confidentiality throughout the search process (includes but not limited to applicants’ names, qualifications, personal demographic information, and committee discussions regarding applicants and the search process);
  1. Participate fully and consistently and make a commitment to all aspects of the hiring process, except voting on moving forward candidates;
  1. Carefully review the job description and understand the requirements of the position; and
  1. Review applications shared by Committee Chair or Members (see template for Candidate Evaluations Sample Template 1 (XLS) & Sample Template 2 (XLS) for the following:
    • applicant’s knowledge, skills and abilities
    • applicant’s past positions and their relevance to the position
    • applicants’ past accomplishments/achievements
    • question unexplained gaps in employment history

Guides

See applicant tracking site at https://ramapo.hiretouch.com

Definitions

Division V.P. – A Cabinet Member and/or Division Leader

Unit Head – Head of a Department

Unit Manager – Head of a subdepartment and /or unit

Abbreviations

AVPHR: Assistant Vice President of Human Resources

TAOC: Talent Acquisition and Onboarding Coordinator HR: Human Resources

EEAAO: Employment Equity and Affirmative Action Officer