Hiring Resources

• Determine your business need
• Create your staffing plan to meet those needs
• Request departmental and Vice Chancellor approval to recruit
• Determine whether the position is “sensitive” and will require a background check. See Guide to Sensitive Positions (PDF file) (PDF) form.

• Determine your applicant screening and interview process including timelines (DOC file) (Word), use of selection committee, evaluation tools.
• Create evaluation tool to consistently rank applicants.
• Plan an inclusive recruitment that addresses affirmative action goals and ensures a diverse, qualified applicant pool.

• Work with your Berkeley Regional Services (BRS) HR Partner or Recruiter to create the job posting in Talent Acquisition Manager (TAM)

The Applicant Deselection Form (ADF) (XLSX file) (Excel) may be used as a tool for departments to track their de-selection reasons throughout the recruitment. While optional, it may help the Talent Acquisition team with capturing recruitment data from their hiring managers and interview teams.

• When reviewing applications, you must review and rank applicants by uniformly applying job-related criteria.
• Maintain documentation of your review process and results by properly notating in TAM whether applicants are minimally or not minimally qualified.

• Establish an interview process determining whether to conduct initial screening of applicants through telephone interviews(highly recommended), followed by panel interviews or presentations. See Telephone Interview Guide (PDF file) (PDF).
• During telephone interview, request and verify salary requirements of candidate so there are no “surprises” down the line.
• Develop and use a consistent set of interview questions to address every interviewee. Questions should be job-related and link to selection criteria. Behavioral Based Interviews are recommended. See Behavioral Based Interviewing (PDF file) (PDF).
• Make any reasonable accommodations necessary for applicants requesting them.
• Ensure only appropriate questions and conversations are held during interviews, and that prohibited topics are not discussed. See Prohibited Interview Questions (PDF file) (PDF).
• Create welcoming environment for candidates, and use the interview as an opportunity to market UC Berkeley as an employer of choice, by conveying positive and accurate information about the job, the department, the University, its administration and community.
• Allow time for candidate to ask questions.
• Take notes during interview to use in debrief discussion.

• Decide whether to check references on one top candidate or multiple top candidates.
• As a courtesy, obtain candidate’s consent to obtain references.
• Follow a consistent reference checking process for all final candidates, including supervisory, peer, and customer references if possible.
• Use a consistent set of core questions for each reference check. See Reference Check (PDF file) (PDF) form.
• Only inquire about job-related information.
• If negative information is obtained and would otherwise be a contributing factor in rejecting the candidate, provide candidate opportunity to rebut the information or independently verify the information.
• Maintain notes for reference checks in the recruitment file.

• The decision to hire must be based on the candidate’s ability to perform the job.
• Obtain departmental approval to make the offer, including salary level.
• Review internal equity and external market data with HR Manager to make fair salary offer.
• Create an offer letter with appropriate language for background checks, trial employment, furlough etc.
• Include terms agreed on by parties involved: title, salary, type and length of contract, appointment type, start date etc. See Offer Letter Template for Career (DOC file) (Word) and Contract (DOC file) (Word) positions.
• Provide the candidate with a benefits packet and link to At Your Service to review Health and Welfare benefits as well as UCOP retirement options.

• Initiate background check if the position was advertised as a critical position.
• Provide feedback to non-selected applicants who were interviewed.
• Provide the Talent Acquisition team or your HR business partner (who handles TAM transactions) final de-selection reasons for candidates interviewed who were not hired. Information will be updated in TAM as system of record.
• Provide HR Administrator (who handles HCM transactions) any necessary hire data to enter into Workforce Administration (WFA).
• Maintain recruitment file with following items: completed Interview Data Form (in Word (DOCX file) format), Job Description, Interview Questions, Ranking Forms, and any additional assessment tools used for screening. File to be maintained for three years after hire date.