Recruitment and Hiring Procedures - Staff Positions
The Catholic University of America is dedicated to providing equal opportunities to all persons seeking employment at the University. Moreover, CUA is committed to honoring principles of Affirmative Action when considering any and all applications for hire. This guide to Staff Recruitment and Hire is designed to aid managers in the fair recruiting and hiring procedures required by both National and University policy.
Here you will find the procedures that the University requires its managers to use when recruiting and hiring new employees. Also, you will find many documents and other resources offered to help you conduct professional, fair and complete interviews, as well as the forms needed to legally recruit and hire new employees. The procedures, resources and forms are integral parts of the University's Affirmative Action Plan and commitment to good-faith efforts. Everyone conducting or assisting with the recruitment and hiring process must espouse the procedures outlined in this document. Noncompliance with these procedures may result in the termination of a particular recruitment and hiring process.
The general details of the our recruitment procedure can be found in this attached memorandum for all hiring managers. Please note, we no longer accept forms Part I and Part II.
CUA is an Equal Opportunity and Affirmative Action Employer. For questions related to the recruitment of minorities, veterans and persons with disabilities please contact the Office of Human Resources at extension 5050.
The following forms are required as part of the staff recruitment and hiring process. Contact your respective HR Recruiter for further information regarding the use of each form.
Interviewing Procedures, Tips and Guidelines
A. Review applications and resumes to determine which persons seem most qualified for the position based on education and experience only. Applications cannot be eliminated based on any characteristics protected by the Equal Employment Opportunity (EEO)/Affirmative Action policy. To facilitate selection of the most qualified applicants, it may be helpful to complete a Resume Review Summary for each resume being considered. This summary not only makes selection easier for the manager/supervisor, it acts as a record of consideration during the time of resume review, protecting the manager/supervisor from claims of unfair treatment of applicants.
B. Interview the most qualified applicants. Qualified applicants can be interviewed only after the Personnel Requisition Form (PRF) has been received and all approval signatures have been obtained. Managers must be well versed in how to conduct effective interviews since interviews are a vital part of the hiring process. In addition, managers must be familiar with federal and D.C. laws and regulations that preclude asking certain types of questions during employment interviews. Refer to the Interviewing Tips and Guidelines page.
Each applicant's performance during the interview should be tallied on the Candidate Interview form. This evaluation sheet facilitates fair comparison between interviewees and provides a record that protects managers against claims of discrimination. For tips on professional and effective interviewing, as well as information on what is and is not owed to an employer by a prospective employee under federal and D.C. laws, refer to Interviewing Guidelines.
C. Check two professional references of the best-qualified applicants, by completing a Reference Check Form. Hiring managers/supervisors are responsible for checking references and for including the information obtained from references in the Part II package when it is submitted to Human Resources. Be aware that questions asked during a reference check are subject to the same criteria as questions asked of an applicant.
Tips and Guidelines
I. Interviewing Styles
Structured interviews are conducted in accordance with a pre-planned agenda and a set of questions that will be asked of all applicants. Some interviewers ask the questions in the same order and others ask all of the same questions but not necessarily in the same order. Structured interviews generally provide the interviewer with the all of the information needed to make a selection. This type of interview adheres to Equal Opportunity and Affirmative Action Policies and is defensible in complaints of discrimination since all applicants are required to answer the same set of questions.
Unstructured interviews are not conducted according to a pre-planned agenda, but rather allow the applicant to set the pace and direction of the interview. This type of interview does not always provide the interviewer with the information needed to make an informed selection. Additionally, the lack of structure makes it difficult to compare and rank applicants because they are not responding to the same questions nor providing the same information. This style of interview does not guarantee equal opportunity for all applicants and is not recommended for use at CUA.
II. Interview Preparation
Review the purpose and requirements of the position as defined by the current Job Description. Be sure to understand which are essential and which are non-essential duties.
Have a copy of the current job description ready to show to applicants during the interview.
Review the resumes of interviewees before the interview. Be familiar with each applicant's qualifications and experience as indicated on the resume, but don't prejudge based on the information contained on the resume.
Ensure that applicants have completed a CUA Application for Employment form.
Write the questions you want to ask all of the applicants. Questions should be formulated to elicit information on each applicant's knowledge, skills and abilities as they relate to the job description. Additional information on permitted and prohibited interview questions is available from Human Resources or from the Office of the General Counsel.
III. Interview Discussion
Greet the applicants and try to put them at ease at the beginning of the interview. If the applicant feels comfortable, he or she is likely to share more information.
Explain the purpose of the interview and describe the agenda so that the applicant knows what to expect during the interview.
Describe the open position and briefly provide any pertinent information about CUA.
Ask questions that facilitate discussion. Avoid questions that have yes or no answers or questions with answers built into them. Ask only job-related questions.
Listening skills are essential for an effective interviewer. Let the applicant speak without being interrupted. Remember that the purpose of the interview is to gather as much pertinent information as possible about the knowledge, skills and abilities of each applicant. Look for gaps in information and ask for clarification where needed.
Questions about race, gender, age, national origin, disabilities or perceived disabilities, marital status, family status, or veteran status are inappropriate and should not be asked. Questions about religion should not be asked except in the very few cases where religion is a bona fide job qualification (BFJQ) specifically identified in the position description. Do not ask applicants about memberships in clubs, churches, or organizations other than professional organizations.
Interviewers should be aware of the specific prohibitions imposed by the Americans with Disabilities Act. For example, employers may not ask about an applicant's workers' compensation history. Further, employers may not ask if an applicant has a disability. It is permissible to ask if anything precludes an applicant from performing the essential functions of the job for which the applicant is being interviewed. Managers must be very clear on which functions are essential and should document the essential functions during the early stages of the selection process and should share that information with applicants.
Give the applicant the opportunity to ask questions about the position, the department, or about CUA.
Conclude the interview. Thank the applicant for his or her time and outline the next steps in the process. Give the applicant an estimate of when a selection decision will be made.
The general details of the recruitment procedure can be found in this attached memorandum to all hiring managers. Please note, we no longer accept forms Part I and Part II.
Please contact the Office of Human Resources for information on the procedures for hiring temporary employees at least two weeks prior to the start date. All temporary employees who are not from a temporary services agency must report to the Office of Human Resources on the first day of employment to fill out employment paperwork that is required by law. Temporary employees must complete the background process prior to beginning employment. Failure to obtain the required paperwork from employees puts the University at risk of being assessed sizable fines by the federal government, particularly the Immigration and Naturalization Service.
To review the proper procedures for hiring student employees, please review the presentation created by Human Resources and the General Counsel entitled Supervising Student Employees. Please note that procedures for hiring Student Employees were established in preparation for the 1997-1998 school year and will remain consistent with the correspondence distributed announcing the implementation of the Student Employment Coordinators.
Federal & DC Minimum Wage Increase
The Federal Minimum Wage is currently $7.25 per hour. This is the current wage for all student employees at CUA.
In addition to the Federal Minimum Wage increase, the minimum wage in Washington, DC increased to $10.50 effective July 1, 2015. This increase affects non student employees at CUA earning below $10.50 per hour.
All CUA student employees must earn at least $7.25 per hour, and all regular and temporary, non student employees must earn at least $10.50 per hour. Please note that any necessary raises to the new DC and Federal Minimum wages automatically took place in the Office of Human Resources and departments did not need to submit any additional paperwork. If you have any questions regarding the increased minimum wage please contact the Office of Human Resources at tel: 202-319-5050.
As part of the new recruitment procedures, moving forward, all employment offers will be extended through the Office of Human Resources.
Manager/Supervisor Hiring Packet
Once the offer of employment has been accepted, your assigned recruiter will forward you a Hiring Packet. The purpose of this packet is to assist you in providing orientation for your new employee and to provide you with the tools you will need during his/her first 90 days of employment. We also provide you with copies of new hire documents so that you may keep them for your own records. Please note, for the most part, we will provide you with copies. The HR Office must keep all original documents in the employees' legal personnel file which is housed and maintained in the HR Office. The Hiring Manager Packet includes:
- A copy of the offer letter
- A copy of the application
- A copy of the resume
- The position description
- Departmental Orientation Checklist
- The 90 Day Review Form
The following original documentation must be returned to HR following the 90 day probationary period:
- Completed and signed orientation checklist (original)
- Signed position description (original)
- 90 Day Review (original)
Please contact your assigned recruiter for any additional questions regarding this process.