Talent Acquisition and Development

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The Talent Acquisition and Development Unit is dedicated to the recruitment and retention of talented employees across campus.  A variety of tools and resources are available to assist with adhering to best practices and navigating the hiring process, ensuring accurate classification and consistent compensation strategies, and developing an employee's skills throughout employment.

The team provides guidance and support through three primary functions: hiring, classification and compensation, and development.

 

Recruiting and Hiring Process

Information and resources for recruiting and hiring faculty and staff.  Get started:

Classification and Compensation

Information and resources for classifying positions and applying compensation.

Professional Development

Resources and opportunities for training and professional development.

 

General Information

General information about best practices in employee recruitment, selection, and orientation, selected State of Oregon employment laws, and UO Background Check policies and procedures.

Guidelines for Recruitment and Selection

So Your Employee has Given Notice

  1. Submit Recruiting Documents
  2. Selection Process
  3. Search Committee/Interview Panel
  4. Interviewing
  5. During the Interview
  6. Reference Checks
  7. Making Hiring Decision
  8. Documention

Don't let panic set in. Whether your departing employee was a strong or mediocre performer, this is your opportunity to analyze and revise the position description, and determine the qualifications, both technical skills and behavioral factors, you will seek in a new employee. Is this a time to reorganize, reclassify, or make other major changes? Perhaps the position description needs only a few adjustments. Once you are sure that the position description reflects accurately the responsibilities of the position, consider the qualifications you will seek in a new employee. What technical skills will the employee need to carry out their job duties? What type of job behaviors will they need? Think about past employees in the position. If they were outstanding, what made them outstanding. If they were marginal employees, identify their weaknesses. Talk with co-workers or other managers. What skills and qualities do they value in this position? Make a list. This information should guide you (and the Employment Manager) in preparing job postings, newspaper advertisements, and planning the overall selection process. Time invested in thoughtfully planning the recruitment and selection process can make the difference between a good or poor hiring decision.

Submit Recruiting Documents

The Employment Manager in Human Resources coordinates the hiring process for classified employees; to initiate a search, you must submit a Request to Hire form and an updated position description. The Employment Manager will prepare a job posting and a newspaper ad for your review based on information from the job description, and can advise you on other parts of the recruitment and selection process.

If you have an unclassified vacancy, you should follow the academic appointment process. These procedures are available on the web at http://ups.uoregon.edu/. For administrative positions, the Employment Manager is available to assist you in preparing postings and advertisements and in designing a selection process.

Selection Process

Once you have identified the technical skills and job attributes you are seeking in a new employee, you should consider the most effective way to identify and assess these in candidates. Go over the position description, point by point, and ask yourself, "How best can I learn about the applicant's ability to perform this function?"

The job interview will be a primary source of information about applicants. However, it may not be the best source for some information. A job reference may be the most effective way to learn about dependability, follow through, and ability to get along with coworkers. Written application materials may provide insight into educational background and general written communication skills.

Consider using work samples to ascertain specific job skills. For an office position, applicants can be asked to complete a word processing exercise in which they prepare, edit, and/or print documents. The supervisor evaluates and documents the quality and quantity of work completed in the time allotted. Other examples include setting up a spread sheet, creating a database, preparing correspondence, or prioritizing a list of tasks to complete a project. For maintenance positions, applicants could be asked to identify repairs needed in a room or to actually perform a repair. One supervisor, hiring a Plasterer, asked applicants to mix and apply plaster to a wall. The supervisor evaluated and documented the results and used this information in determining the most qualified candidate. In setting up a work sample exercise, as with other parts of the selection process, you may need to make reasonable accommodations for applicants with a disability. The Employment Manager can assist you with the reasonable accommodation process.

As you review applicant qualifications, eligible veteran and disabled veteran applicants must be given a 5% (veterans) or 10% (disabled veterans) preference.

Search Committee/Interview Panel

The academic appointment process requires the use of a search committee. For classified searches, it is optional, but recommended. Supervisors may ask a committee to participate in the overall process including evaluating written materials and serving on an interview panel, or they may choose to evaluate written materials themselves and convene a panel to participate in interviews only. Panel members are valuable because they can provide different perspectives on the qualifications of candidates. The search committee/interview panel could be comprised of other staff members, managers in other departments on campus, or "customers" from campus departments. You may want to include an individual who holds a similar position to the one being filled. It is recommended that panel members include both men and women and, if possible, members of different racial or ethnic groups.

It is your responsibility to give the committee or panel members information about the position such as the position description, the essential functions of the job, and the qualifications you are seeking. You should also charge the committee with advancing the university's affirmative action goals.

Interviewing

The purpose of an interview is to elicit information from an applicant to determine his or her ability to perform the job. Successful interviewers learn how to ask the right kind of questions, how to keep the applicant talking about relevant information, and how to listen.

Much of what is learned about applicants in an interview is based on their past experience. Past performance is our best indicator of future performance. This does not mean that someone who had performed poorly in the past cannot improve in skills and attitude. Generally, however, you can see a trend in performance through several jobs or assignments. Sometimes interviewers assume that a candidate who has done something has done it well or that longevity on a position is a sign of success. These are not well founded assumptions! A reference check can verify the quality of the work performance.

Non-Directive and Directive Questions

How you phrase a question can affect the type and amount of information you get from the candidate. The main characteristic of non-directive questions is that they do not give the applicant any indication of the desired answer. Structurally, the questions are in the news reporter's style of who, what, when, where and how. Often they begin with the words "describe" or "explain". Examples of non-directive questions include:

... What do you consider to be the most important responsibilities of an office manager?
... Why does this position interest you?
... How has your background prepared you for this position?
... What types of equipment did you operate regularly on your job at XYZ Company?
... Describe your experience with word processing on your last job.

You may need to ask follow-up questions if the responses to your questions are unclear or incomplete. Clarify and verify any piece of information you do not understand by asking the candidate to explain his or her answer again or to elaborate on the given answer.

... Can you tell me more about that?
... Could you give me an example of what you mean?
... What makes you feel that way?

Directive questions are useful for drawing out specific information. In direct questioning, the interviewer asks, directs, or guides the applicant to specifics. Often, these questions result in a "yes"; or "no" response. Examples of directive questions include:

... Do you currently have a Limited Maintenance Electrical license?
... Are you still employed at XYZ Company?
... Can you set up a computer spreadsheet using Excel?

Special Questions

There are several types of questions that can elicit important information as well as add interest and variety to your interview.

A good technique to learn about an applicant's problems solving skills and judgment is to ask "situation-problem" questions. Create a scenario that is common on the job, and ask the applicant how they would handle it. As a follow up, ask if they ever faced this situation on a job before. An example of this type of question:

... Assume you are hired as a receptionist in our department. Our front desk is very busy with walk-in traffic and phone calls. There are several people waiting at your desk for assistance and you are on the phone with someone who is very upset because of an error on her transcript. This phone conversation seems to be going on and on. How would you handle this situation? Have you faced this situation on a previous job?

Another type of information that is frequently asked of applicants is self-evaluative information. One type of question asks about the applicant's likes and dislikes. Self-evaluation questions are also a good way to learn about an applicant's perception of their strengths and weaknesses. Keep in mind, however, that the answers are highly susceptible to different interpretations. Examples of self-evaluation questions include:

... What did you like best about that job (class, teacher, supervisor, etc.)?
... How would your last supervisor rate your ability to deal effectively with the public?
... What do you see as your strengths? Weaknesses?
... Why were you the one promoted to lead worker on that job?

"Behavior description" questions can be a powerful tool in an interview. This type of question asks the applicant to describe as closely as possible the actual behavior that went on in a particular situation. The use of superlative adjectives (i.e., most, least, best, worst, toughest, etc.) tends to stimulate specific events in the mind of the interviewee and therefore makes it easier to respond. As with other types of questions, these should be based on essential functions of the job you are filling. An example of a behavior description question would be:

... Tell me about your best accomplishment in your last job. Start with where you got the idea, how you implemented the plan, and how you dealt with any obstacles to your idea.

It is imperative to evaluate the same criteria for each of the candidates, however, this does not mean that you have to rigidly stick to the same control questions. Some applicants may be forthcoming with information but you may need to ask follow-up or directive questions of others. Some candidates may provide (or withhold) information that raises concerns or issues that should be investigated more fully in your questioning.

During the Interview

After you have developed the questions you will ask of each applicant, it is recommended that you develop a form that includes the questions, interviewer name, date, name of applicant, position being filled. The form should have plenty of room for noting responses to questions, follow-up questions, and space for additional comments. Each interviewer should have an interview form for each applicant.

Some interviewers find that they spend a lot of time in interviews describing the position and providing general information for applicants. Think about what you want applicants to know about the job, your department, the University as a whole, UO benefits, and so forth. Instead of sharing information verbally in each interview, it may be more efficient to provide written materials for applicants. The focus of the interview can then be on the applicant and their qualifications.

When calling applicants to schedule interviews, let them know who will be present during the interview and the approximate duration. Schedule the interview in a room that is accessible to people with disabilities and free of interruptions or other distractions.

The first step of a successful interview includes building rapport with the applicant. Introduce interview panel members including their title and relationship to the position being filled. Let the applicant know that they will be given the opportunity to ask questions at the end of the interview. Give a time frame (e.g., "We expect the interview to last about 30 minutes and have questions for you").

Reinforcement

A good interviewer will be an active listener and use both verbal and nonverbal cues to encourage the applicant to divulge pertinent information. Nonverbal skills include smiling, nodding your head, or leaning forward in your chair. Another nonverbal cue is silence. It is an effective tool to indicate to the candidate that more information is desired. If the candidate does not offer additional information, you should provide verbal cues or ask for the information directly.

Verbal cues can be interjected when you wish the applicant to continue a discussion of a particular subject. Positive verbal cues can also be used to assist an applicant in talking about matters that may be embarrassing or produce other emotional responses. Examples are: "Oh, I see," "Of course." The tone of voice used should be appropriate for the situation. In an embarrassing or emotional situation, your tone should be supportive and understanding and the voice low-keyed. If additional information is desired, your voice should be lighter and the tone interested or quizzical.

Controlling the Interview

Sometimes an applicant may digress in their response or may start to repeat what they have said previously. In these instances, it is important for the interviewer to take control of the interview. When an applicant starts to digress, it is generally a good idea not to cut them off immediately. The applicant may be using this time to relax. In addition, this rambling may provide valuable data by giving some indication of the person's ability to organize his or her thoughts or communicate effectively. If the candidate strays too far afield, or begins repeating, it is your responsibility to bring them back on course. This should be done when the rambling is no longer job-related; this is especially true if the applicant divulges personal information. A good way to handle this situation is to acknowledge the applicant's comments and direct the conversation back to the original question. An example of this technique:

... An applicant is complaining about the disorganization of a previous employer and is beginning to repeat information. Wait for a slight pause and interject something like, "I understand that that can be a frustrating environment. However, I would be more interested in learning more about your experience with _____."

Sometimes an applicant is so interested in the position that he or she begins to interview you. If the applicant begins asking questions and interrupts the flow of the interview, an effective response is to acknowledge their interest, indicate there will be time for questions at the end of the interview, and return to the original question.

Listening

Good listening skills are an essential part of good communication and thus are very important in interviewing. Since the purpose of an interview is to determine the applicant's knowledge, skills and abilities as they related to the essential functions of the job, it is important for the applicant to do most of the talking; you cannot listen while you are talking. There are several techniques to enhance your listening abilities.

... Empathize with the other person. Try to put yourself in the applicant's place.
... Ask questions when you do not understand.
... Concentrate of how something is said. We frequently concentrate so hard on what is being said that we miss the importance of emotional reactions and attitudes. A person may be communicating more through emotions than the actual content of the words.
... Do not interrupt too soon. Give people time to express themselves.
... Focus your attention on the other person's words, ideas and feelings related to the subject.
... Look at the person and attune yourself to their nonverbal communication. Watch face, eyes, hands and posture.
... Avoid distractions. Put down any papers, pencils or other items that can distract your attention. Try to control outside noise levels and interruptions when you are trying to listen.
... Be aware of your emotions and prejudices. Push your worries, fears and problems outside the meeting room. Control your anger or other emotional reactions to the other person.
... Avoid jumping to assumptions. Do not assume that others use words the same way you do; that they did not say what they meant, but you know what they meant; that they are avoiding looking you in the eye because they are telling a lie.

Conclusion

A good way to improve your questioning technique is to experiment. Practice your phrasing of questions prior to conducting interviews. Add some special questions to your interviews and evaluate the types of responses you receive. Critique each interview to determine how to improve your style. Good questioning skills can definitely enhance your interviewing success.

Reference Checks

Completing reference checks is a critical part of the selection process. Information you have received in an interview is biased and typically includes only what the applicant wishes you to know. A thorough reference check may produce additional information to help insure that the most suitable candidate is hired. It is a way to clarify, verify and add data to what has been learned in the interview and from other portions of the selection process. Never reveal the information received from a previous employer to the candidate. This information should be kept confidential or your sources for references will dry up quickly.

Legality of Reference Checks

In Oregon, in most instances employers who provide employment reference information about current or former employees are protected from liability for their comments. Employers are protected if the information they provide is offered in response to a request by the former employee or a prospective employer and is not knowingly false or misleading and is not biased by prohibited discrimination, including prohibited retaliation.

It is legal and important for a prospective supervisor to consider job-related information learned from a reference check. However, as in all employment decisions, information related to race, marital status, age, disability, religion, color, national origin, veteran status, citizenship, sexual orientation and sex may not be considered and should not be requested. Also, federal law establishes requirements for employers using outside parties to conduct reference checks on their behalf. If you are considering using an outside entity to conduct reference checks, you will need to comply with those laws.

Type of References

Your best source of information on any candidate is a former employer. On-the-job performance is the most useful predictor of future success. Personal references (relatives, teachers, and clergy) generally have limited value. Information available from a human resource office is usually limited to dates of employment and reason for leaving. HR people generally do not have enough day-to-day contact with employees to rate their on-the-job performance and ability. The supervisor can specify the quality and quantity of work, reliability, potential problem areas and job behaviors. Do not rely on written references presented to you by candidates. Many are written at the time of termination and some employers may over-inflate the applicant's qualifications.

When reference checking, the primary reference may extol the virtues of the employee. There is a chance that you will become so satisfied with the positive comments that you may decide not to explore the person's background any further.

Think again.

The primary reference may have felt sorry for the well-liked, but inept, former employee and might be willing to do anything to help that person land a good job. Realizing that, it pays to be prudent and exercise some caution.

Don't be overly anxious to hire. Sometimes there is a tremendous anxiety to fill a job and prospective employers may disregard anything negative said by the interviewee. Sometimes references may be checked using questions that are unconsciously created to encourage the kind of answer the manager wants to hear. For example: "Do you think he could handle the job"; or, "Is she a hard worker, loyal and honest?" The way these questions are worded encourages only "yes" answers. It is to your advantage to avoid putting words in the mouth of a reference.

It is recommended that you check with at least two past employers to find consistent trends in the applicant's past performance. Do not limit yourself to references listed by the applicant; make sure you talk with the most recent supervisor or those who employed the person in a position most clearly related to your own. Calling several employers will also help balance the information you receive and may guard against making a decision based on an unfounded reference. For instance, current supervisors may mislead you because they want the applicant to get another job. Sometimes applicants request that their current employer not be contacted for a reference. It is recommended that you honor this request until such time as the candidate is a finalist for the position. There is cause for concern if an applicant does not want a current employer or supervisor to be contacted when they are a finalist.

If you are unable to contact a former or current supervisor, consider getting a reference from other managers, supervisors or personnel in the organization who may be in a position to evaluate and comment on an applicant's experience and qualifications. In some instances you may not be able to get a reference from any source. You must rely on information you learned in the other parts of the selection process in making your hiring decision.

Planning: a Key Part of Reference Checking

As with other stages of the selection process, it is important that the solicited information relates directly to the applicant's ability to carry out the responsibilities of the position. If you check the reference of more than one finalist, it is important to plan the general questions you will ask of the references of each applicant; however, you should also include specific questions that will help clarify possible problems you perceive with each of the different candidates.

To facilitate a uniform, structured approach and create an easy means of record keeping, it is a good idea to develop a reference form. It should include: your name; date; name of applicant; position applied for; name, title, and company of the reference; basic questions you will ask about each applicant. This form should have plenty of room for noting responses to your questions and space for additional comments.

Questioning Techniques

To begin a reference check, identify yourself and the applicant and briefly describe the position. Assure the reference that the information they provide you will be held in confidence. Ask the reference if he or she is willing to talk with you and if this is a good time. Use good questioning techniques to make sure you are getting complete and accurate information. A key to good reference checking is the ability to identify and utilize any verbal cues during the conversation. The tone of voice and delivery (pauses or hesitancy) may indicate that additional questioning is necessary. Your objective is to obtain more than superficial opinions.

Ask questions as you would in an employment interview. Identify key responsibilities of the position and ask questions related to the applicant's ability and/or experience in that area. Ask about their scope of responsibility, quality of performance, general output, and their ability to get along with supervisors, subordinates, and coworkers. Keep in mind that the purpose is to elicit information from the past employer about the applicant's ability to perform the essential functions of the job. Non-directive questioning should encourage this type of information. Use directive questions to follow up, especially if the response is vague. Often a former employer will not disclose negative information unless asked directly. Make sure you have a clear picture of the applicant's strengths and weaknesses before you end the reference call.

As a standard practice, the following areas should be explored:
... confirmation of employment dates (month and year);
... job titles (formal and informal);
... dependability and follow through on assignments;
... reason for termination;
... possibility for rehire; (A former employer's reluctance to rehire should be cause for concern, however, some firms have a general policy prohibiting rehires. If this is the case it should be noted.)
... performance problems.

Tough Questions

To find the truth, you have to ask probing questions.

... How does the candidate compare to the person who is doing the job now? Or, what characteristics will you look for in the candidate's replacement?
... When there was a particularly urgent assignment, what steps did the candidate take to get it done on time?
... Since none of us is perfect at everything we do, please describe some of his or her shortcomings.
... Have you seen the candidate's current resume? Let me read you the part that describes his or her job with your organization. (Stop at each significant part, and ask the reference for a comment.)
... Not all employees like everyone with whom they work. What kind of people did the candidate have problems with?
... Did you ever have to talk with the candidate about performance problems? If so, please indicate what the issues were. Was the employee ever disciplined?

How to Evaluate References Effectively

Whether the initial reference is favorable or unfavorable, always get a second opinion.

Be objective. Neither longevity on the job, nor promotions and raises, are necessarily proof that an employee was much more than adequate. Sometimes incompetent people who were very well-liked have been known to not only survive on the job, but also to advance.

Conclusion

Take the time to check references. It's worth it. Checking references can be a time consuming task and some managers have abandoned the idea of doing little more than a cursory verification of a few facts. Because the cost to an organization of a hiring mistake is high, it is preferable to take the time to make the correct selection decision in the first place.

Making Hiring Decision

After completing the selection process including evaluation of written materials, interview, work samples (if used), and reference checking, it is now time to review all information gathered about your applicants. It is your task to rate job-related skills and the candidate's fit with your department. Match applicant data with the skills and qualities identified at the beginning of the selection process. In most cases, the basis for selection decision should be guided by the candidate's predicted skill in doing the job. As you review applicant qualifications, eligible veteran and disabled veteran applicants as defined in ORS 408.225 must be given a 5% (veterans) or 10% (disabled veterans) preference. If two candidates are equally qualified, affirmative action should be considered. The UO affirmative action policy states: "If among the finalists there is a woman or minority candidate, that candidate shall be chosen unless another candidate is demonstrably better qualified." For classified positions, another factor to consider with two equally qualified finalists is whether they are current classified employees. In this case, select the person with greatest seniority.

If it is impossible to make a selection at this point, you may want to consider scheduling an additional interview or conducting additional reference checks. If you feel none of the applicants are qualified, you may choose to re-recruit. The Employment Manager is available for consultation.

Documentation

Once you have selected a top candidate for a classified position, you should notify the Employment Manager. If hiring an academic position, a compliance statement should be completed and submitted to the Office of Affirmative Action & Equal Opportunity for approval.

Supervisors are responsible for maintaining all documentation related to a job search. Under current UO archive rules, these records must be maintained for three years. This documentation helps protect the University and your department in cases of complaints or charges of discrimination and also provides the framework for your next search.

Documentation should include items related to the vacancy: position description; recruiting announcement; copy of ads (including where and when they were placed); list of recruitment sources; names of search/interview panel members. Documentation must also include things related to all applicants: applications; resumes; reference letters; supplemental questionnaires and rating forms; interview notes (include the names of note takers); reference check notes; documentation of work samples. In short, document everything you take into consideration when making the hiring decision.

Orientation to the Workplace

Departmental orientation is recommended in addition to the New Employee Orientation offered by Human Resources. A good orientation reinforces the supervisor's appropriate role as trainer, guide, planner, information and resource gatherer. The orientation process will ensure the new employee becomes aware of his/her job responsibilities, work procedures, and where he/she fits in the organization.  As you plan your orientation, you will find a great resource and the Organizational Development & Training, New Employee Orientation Website at http://odt.uoregon.edu/neo/.

Employment Laws and Guidelines

The university complies with employment regulations as defined by the State of Oregon Bureau of Labor and Industries (BOLI).  Common questions arise on the following topics:

Additional employment regulations can be found on the BOLI website: BOLI Technical Assistance

 

Travel Time Compensation Guidelines

Non-exempt Employees (Unclassified, Classified, and Student Employees) and Exempt Classified Employees

Compensation for non-exempt employees who travel on UO business follows state law and federal law and for classified employees, the requirements of their collective bargaining agreement (CBA). 

Prior to sending a non-exempt employee on business travel, the responsible manager should meet with the employee to discuss how his or her hours should be recorded, what hours are compensable, and what records should be kept.

Whether employers must compensate non-exempt employees for travel time depends largely on the type of travel involved.     OAR 839-020-0045

Wage and hour rules define four basic categories of employee travel.  The table below describes when employers must pay travel time based on category:

Category Definition Compensable travel time?
Portal-to-portal                                 Normal home-to-work / work-to-home travel at the beginning and end of one work day.                                                      No
Travel between worksites Travel in the course of a day´s work from one job site to another. Yes
Special one-day assignment

Employee is sent on a one-day assignment to a city more than 30 miles from the employee´s fixed official work station.  

Yes
Overnight travel Travel that keeps an employee away from home overnight. 

Yes, if travel cuts across an employee´s regular work hours (applies seven days per week).

No, if the employee is a passenger and/or travel falls outside of regular work hours.

Travel time must be paid whenever driving is required.                                                                 


Additional Information about Overnight Travel

  • On overnight trips, all the time an employee spends traveling during normal work hours must be compensated -- even on weekends.  UO does not compensate for travel time that falls outside of the employee´s regular work hours, except when the employee is required to drive.  If travel occurs on weekends, the employee may be eligible for shift differential.
  • Driving is always work when an employee travels on university business.
  • An employee who normally works a shift other than normal business hours shall be changed to an 8:00 a.m. to 5:00 p.m. shift the during the business travel.  The changing of the work shift for a classified employee requires the proper notification of shift change (SEIU, Article 30, section 1, C) of at least 5 days.  If the 5 day notice is not given, the employee is entitled to penalty pay of $21.00.
  • The time an employee spends at an airport before their flight leaves (2 hours is a reasonable amount of time) and during any layovers is considered travel time and is compensated if it crosses their normal work hours, including weekends or other days off.
  • Non-exempt employees may accrue overtime during periods of business travel.
  • Employees who travel on UO business are compensated for all the time they work.  When attending conferences, this will include meeting sessions and presentations by speakers.  Employees shall not be paid for social activities, tours, personal vacation time, or leisure time spent in hotel rooms.  If this occurs during the work day, the employee shall use appropriate leave (vacation, personal leave, comp time).
  •  Article 61, Education, Training, and Development, Section 5, in the SEIU agreement specifies that employees shall be released from other duties without loss of pay or other benefits and will be reimbursed for travel and per diem at prevailing rates and for tuition and material costs.  If the application of BOLI calculations to determine pay causes the employee to lose pay they would have earned if not traveling on business, please consult HR.  The employee should not lose pay.  

 

 

 

 

 

 

Required Posters (BOLI)

Human Resources is the official posting place at the University of Oregon

    Background Check Guidelines

    The University of Oregon conducts job-related background checks prior to employment. Criminal and other background checks do not take the place of reference checks and verification of employment history, which should also be conducted before a final hiring decision.

    UO has contracted with a third-party provider, CICS Employment Services, to conduct the background checks. In rare instances, a criminal background check may be completed by an outside organization, such as a search firm, on the University’s behalf. Staff in Human Resources administer the policy and coordinate with the background check provider to conduct the applicable background check(s). Departments are not charged for the cost of background checks.

    Once a department has made a contingent offer of employment and set the applicant’s status to “Contingent Offer Accepted” in MyTrack, Human Resources staff will provide the necessary authorization and disclosure forms to the applicant and coordinate the background check submission to the vendor. Human Resources will change the applicant’s status to “Successful Background Check” in MyTrack once the background check has successfully cleared. 

    The UO Policy: Criminal, Credit and Related Background Checks on Applicants for University Positions policy further describes the applicability of background check practices, types of checks, and handling of information obtained during the background check.

     

    Background Check Forms

    Links to commonly used forms:

    Background Check Permission Form

    Description: 

    University of Oregon
    Criminal Background Check Permission Form – Employee
    Please type or print legibly name as it appears on your driver’s license.


    FIRST                                                                                      FULL
    MIDDLE                                                                        LAST
    STREET ADDRESS
    CITY                                                                                        STATE   
                                                                                      ZIP CODE
    Please list other names used and dates of name change in the last ten years:



    FULL NAME                                                                                           
                                                                                     DATE FULL NAME     
                                                                                                        
                                                                       DATE








    FULL NAME                                                                                           
                                                                                     DATE










    DOB:            /          /                










    SSN:                       -             -                      










    SEX: � Male � Female












    DRIVER’S LICENSE NUMBER                                                             












    STATE                                   














    Have you ever been convicted of a crime?                     
    If yes, please provide details of all convictions and locations of all convictions (A yes answer
    will not necessarily disqualify you from employment).


    RESIDENCES: Please list residences in the last 10 years




















    State                                        City                                                   
        




















    County                                   




















    Years:             to            






















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    Years:             to            




























    INVESTIG ATIVE CONSUMER REPOR T AUTHORI ZATION
    In connection w ith my application I understand that an investigative consumer report may be
    requested that may include information regarding my court records both civil and criminal, my
    driving records, educational and professional credentials, and personal and professional
    references. This may come from either public or  private sources and may contain information
    regarding my character, experience, w ork habits, and reasons for termination from past employers.
    I understand that this document shall be kept on file and may be used at any time during my
    employment to procure an investigative report. I hereby release and discharge to the extent
    permitted by law , the University of Oregon, its employees, any individual or agency obtaining
    information for the University of Oregon, my personal and  professional references, and  my  former
     employers, from any  and  all  claims know n  or  unknow n, damages, losses, liabilities, cost, or
    other expenses arising from the retrieving, reporting, and/or disclosure of information in
    connection w ith this background investigation. I also understand that I may (1) request in w
    riting the nature of the information obtained, and (2) r equest a w ritten summary of my rights
    under the Fair Credit Reporting Act. I hereby agree that a photographic copy or a telephonic
    facsimile of this document shall be valid for all purposes present and future. I have read,
    understand and agree w ith the above.














































    Applicant or Parent/Guardian Signature                                                              
                                                                                    Date


    Witnessed                                                                                           
                                                                                                        
      Date

    ******* Hiring Department PLEASE complete the below section prior to turning in the form for
    processing ******* Hiring Department:                                                Position
    Title:                                                     Position Type:             
























































    Contact Person:                                                       Phone:                        
                    E-mail:                                                  

    Para información en español, visite www.consumerfinance.gov/learnmore o escribe a la
    Consumer Financial Protection Bureau, 1700 G Street N.W., Washington, DC 20552.


    A Summary of Your Rights Under the Fair Credit Reporting Act

    The federal Fair Credit Reporting Act (FCRA) promotes the accuracy, fairness, and privacy of
    information in the files of consumer reporting agencies.  There are many types of consumer
    reporting agencies, including credit bureaus and specialty agencies (such as agencies that sell
    information about check writing histories, medical records, and rental history records).  Here is a
    summary of your major rights under the FCRA.  For more information, including information about
    additional rights, go to www.consumerfinance.gov/learnmore or write to: Consumer Financial
    Protection Bureau, 1700 G Street N.W., Washington, DC 20552.


    • You must be told if information in your file has been used against you. Anyone who uses a credit
    report or another type of consumer report to deny your application for credit, insurance, or
    employment – or to take another adverse action against you – must tell you, and must give you the
    name, address, and phone number of the agency that provided the information.

    • You have the right to know what is in your file. You may request and obtain all the information
    about you in the files of a consumer reporting agency (your “file disclosure”).  You will be
    required to provide proper identification, which may include your Social Security number. In many
    cases, the disclosure will be free.  You are entitled to a free file disclosure if:
    • a person has taken adverse action against you because of information in your credit report;
    • you are the victim of identify theft and place a fraud alert in your file;
    • your file contains inaccurate information as a result of fraud;
    • you are on public assistance;
    • you are unemployed but expect to apply for employment within 60 days.

    In addition, all consumers are entitled to one free disclosure every 12 months upon request from
    each nationwide credit bureau and from nationwide specialty consumer reporting agencies.  See
    www.consumerfinance.gov/learnmore for additional information.

    • You have the right to ask for a credit score.  Credit scores are numerical summaries of your
    credit-worthiness based on information from credit bureaus.  You may request a credit score from
    consumer reporting agencies that create scores or distribute scores used in residential real
    property loans, but you will have to pay for it.  In some mortgage transactions, you will receive
    credit score information for free from the mortgage lender.

    • You have the right to dispute incomplete or inaccurate information.  If you identify information
    in your file that is incomplete or inaccurate, and report it to the consumer reporting agency, the
    agency must investigate unless your dispute is frivolous.  See www.consumerfinance.gov/learnmore
    for an explanation of dispute procedures.

    • Consumer reporting agencies must correct or delete inaccurate, incomplete, or unverifiable
    information. Inaccurate, incomplete or unverifiable information must be removed

    or corrected, usually within 30 days.  However, a consumer reporting agency may continue to report
    information it has verified as accurate.

    • Consumer reporting agencies may not report outdated negative information.  In most cases, a
    consumer reporting agency may not report negative information that is more than seven years old, or
    bankruptcies that are more than 10 years old.

    • Access to your file is limited.  A consumer reporting agency may provide information about you
    only to people with a valid need – usually to consider an application with a creditor, insurer,
    employer, landlord, or other business.  The FCRA specifies those with a valid need for access.

    • You must give your consent for reports to be provided to employers. A consumer reporting agency
    may not give out information about you to your employer, or a potential employer, without your
    written consent given to the employer.  Written consent generally is not required in the trucking
    industry.  For more information, go to www.consumerfinance.gov/learnmore.

    • You may limit “prescreened” offers of credit and insurance you get based on information in your
    credit report. Unsolicited “prescreened” offers for credit and insurance must include a toll-free
    phone number you can call if you choose to remove your name and address from the
    lists these offers are based on. You may opt-out with the nationwide credit bureaus at 1-888-567-
    8688.

    • You may seek damages from violators. If a consumer reporting agency, or, in some cases, a user of
    consumer reports or a furnisher of information to a consumer reporting agency violates the FCRA,
    you may be able to sue in state or federal court.

    • Identity theft victims and active duty military personnel have additional rights. For more
    information, visit www.consumerfinance.gov/learnmore.

    States may enforce the FCRA, and many states have their own consumer reporting laws. In some cases,
    you may have more rights under state law.  For more information, contact your state or local
    consumer protection agency or your state Attorney General.  For information about your federal
    rights, contact:


    TYPE OF BUSINESS:                                                             CONTACT:









    1.a.  Banks, savings associations, and credit unions with total assets of over $10 billion and
    their affiliates.

    b.  Such affiliates that are not banks, savings associations, or credit unions also should list, in
    addition to the CFPB:









    a.  Consumer Financial Protection Bureau
    1700 G Street NW Washington, DC 20552

    b.  Federal Trade Commission: Consumer Response Center – FCRA Washington, DC 20580
    (877) 382-4357

















    2.  To the extent not included in item 1 above:

    a.  National banks, federal savings associations, and federal branches and federal agencies of
    foreign banks

    b.  State member banks, branches and agencies of foreign banks (other than federal branches,
    federal agencies, and Insured State Branches of Foreign Banks), commercial lending companies owned
    or controlled by foreign banks, and organizations operating under section 25 or 25A of the Federal
    Reserve Act

    c.  Nonmember Insured Banks, Insured State Branches of Foreign
    Banks, and insured state savings associations d.  Federal Credit Unions

















    a.  Office of the Comptroller of the Currency
    Customer Assistance Group
    1301 McKinney Street, Suite 3450
    Houston, TX 77010-9050

    b.  Federal Reserve Consumer Help Center
    P.O. Box 1200
    Minneapolis, MN 55480

    c.  FDIC Consumer Response Center
    1100 Walnut Street, Box #11
    Kansas City, MO 64106

    d.  National Credit Union Administration
    Office of Consumer Protection (OCP)
    Division of Consumer Compliance and Outreach (DCCO)
    1775 Duke Street
    Alexandria, VA 22314


































    3.  Air carriers                                                                                    
                   Asst. General Counsel for Aviation Enforcement & Proceedings
    Aviation Consumer Protection Division
    Department of Transportation
    1200 New Jersey Avenue, SE Washington, DC 20590
    4.  Creditors Subject to Surface Transportation Board                                     Office of
    Proceedings, Surface Transportation Board
    Department of Transportation
    395 E Street S.W. Washington, DC 20423










































    5.  Creditors Subject to Packers and Stockyards Act, 1921











































    Nearest Packers and Stockyards Administration area supervisor













































    6.  Small Business Investment Companies                                                      
    Associate Deputy Administrator for Capital Access
    United States Small Business Administration
    409 Third Street, SW, 8th Floor
    Washington, DC 20416
    7.  Brokers and Dealers                                                                             
           Securities and Exchange Commission
    100 F St NE Washington, DC 20549




















































    8.  Federal Land Banks, Federal Land Bank Associations, Federal
    Intermediate Credit Banks, and Production Credit Associations

    9.  Retailers, Finance Companies, and All Other Creditors Not Listed
    Above




















































    Farm Credit Administration
    1501 Farm Credit Drive
    McLean, VA 22102-5090
    FTC Regional Office for region in which the creditor operates or Federal Trade Commission: Consumer
    Response Center – FCRA Washington, DC 20580
    (877) 382-4357
    • Outdated information  may not be reported. In most cases, a CRA may not report negative
    information  that  is more than  seven years old; ten years for bankruptcies.

    • Access to your file is limited.  A CRA may provide information  about you only to people with a
    need recognized by the FCRA — usually to consider an application with a creditor, insurer,
    employer, landlord, or other business.

    • Your consent  is required for reports that are provided to employers, or reports that contain
    medical information. A CRA may not give out information  about you to your employer, or prospective
    employer, without  your written  consent. A CRA may not report medical information  about you to
    creditors, insurers, or employers without  your permission.

    • You may choose to exclude your name from CRA lists for unsolicited  credit and insurance offers.
    Creditors and insurers may use file information  as the basis for sending you unsolicited  offers
    of credit or insurance.  Such offers must include a toll-free phone number for you to call if you
    want your name and address removed from future  lists. If you call, you must be kept off the lists
    for two years. If you request,  complete, and return  the CRA form provided for this purpose, you
    must be taken  off the lists indefinitely.

    • You may seek damages from violators.   If a CRA, a user or (in some cases) a provider of CRA
    data, violates the FCRA, you may sue them in state  or federal court.
    The FCRA gives several different  federal agencies authority  to enforce the FCRA
    FOR QUESTIONS  OR CONCERNS REGARDING               PLEASE CONTACT
    Federal Trade Commission
    Consumer Response Center FCRA Washington, DC 20580 * 202:326-3761
    Department of Agriculture
    Office of Deputy Administrator-GIPSA Washington. DC 20250 *202-720-7051
    Department of Transportation Office of Financial Management Washington. DC 20590 * 202-366-1306
    Federal Deposit Insurance Corporation Division of Compliance & Consumer Affairs Washington, DC
    20590 * 202-366-1306
    National Credit Union Administration
    1775 Duke Street
    Alexandria,  VA 22314 * 703-518-6360
    Office of Thrift Supervision
    Consumer Programs
    Washington, DC 20552 * 800-842-6929
    Federal Reserve Board
    Division of Consumer & Community Affairs
    Washington, DC 20551 * 202-452-3693
    Office of the Comptroller of the Currency
    Compliance Management, Mail Stop 6-6
    Washington, DC 20219 * 800-613-6743
    CRAs, creditors and others not listed below



    National banks, federal branches/agencies of foreign banks (word
    “National” or initials “NA” appear in or after bank’s name)


    Federal Reserve System member banks (except  national banks, and federal branches/agencies of
    foreign banks)


    Savings associations and federally  chartered savings banks (word
    “Federal” or  initials “F.S.B>” appear in federal institution’s name)


    Federal credit unions (words “Federal Credit Union” appear in institution’s name)


    State-chartered banks that are not members of the Federal Reserve
    System


    Air, surface, or rail common carriers regulated by former Civil
    Aeronatics Board or Interstate Commerce Commision.


    Activities subject to the Packers and Stockyards Act,          1921
     

    File Type (ext): 
    pdf

    Credit Bureau Report Authorization

    Request to Designate Position for Criminal, Credit, or Related Background Check

    Description: 

    Question & Answers for Officers of Administration Performance Appraisals
    Where do I find out about conducting OA performance appraisals?
    The Human Resources website: http://hr.uoregon.edu/oa/performanceappraisal.html
    and on-line faculty handbook: http://academicaffairs.uoregon.edu/handbook/Chapter08.html#C
    Is there one OA appraisal form?
    The three formats created for OAs offer different approaches to the appraisal process. All can be modified to more aptly describe specific position responsibilities, or departments can create their own forms or questionnaires that serve their specific professional communication needs.
    Structured approach: This format asks the supervisor to score the OA on a variety of job-related criteria. It provides clear evaluative documentation for the employee and furnishes the opportunity for comments and examples. The template for this approach is under the heading of OA Performance Appraisals at http://hr.uoregon.edu/oa/
    Conversation approach: This format asks the employee to reflect on his/her performance, goals, upcoming projects and challenges, and other criteria and to meet with the supervisor to discuss. Documentation of these conversations can be informal and general or more detailed, depending on the parties' preferences.
    Narrative approach: This format asks the supervisor and/or the employee to describe performance in a written narrative form. It is similar to the conversation approach but offers a more formal structure.
    In addition, a form (Third-party Input) is available to use or modify that solicits input from colleagues, customers, and/or subordinates about the OA's performance. Third-party input cannot be added to the officer of administration's permanent file unless the name of the person providing the input is furnished or the OA waives his/her right to review the information.
    The university and the State Board of Higher Education have set out criteria upon which it is appropriate to evaluate an officer of administration's performance. It is up to the evaluating supervisor to make clear which of the performance criteria have the most bearing on successful performance within any particular administrative endeavor. http://academicaffairs.uoregon.edu/handbook/Chapter08.html#C
    How often should OA performance appraisals be conducted?
    Officers of Administration are entitled to an annual evaluation conducted by their supervisors. Current university administration has emphasized the expectation that appraisals will be conducted annually.
    Do OAs have specific dates when their appraisals must be completed?
    While it is expected that appraisals will be conducted annually, supervisors have some flexibility about the date of evaluation. The timing of the appraisal is not specifically tied to an OA’s hire date. Options include conducting appraisals in the spring before annual contract renewals or in the months proceeding scheduled salary increases. Some units schedule appraisals during times of the year (such as summer) when fewer students are present and workload may be lighter.
    Must the appraisals be reduced to writing?
    Human Resources recommends that performance appraisals be reduced to writing.
    Once completed, where are the appraisals retained (i.e., filed)?
    According to the Records Retention Schedule, the department holds the official record copy of evaluative documents for OAs. http://libweb.uoregon.edu/speccoll/records/schedule/166-475-0095.html#1
    Who has access to OA performance appraisals once filed?
    The following parties may inspect an employee's departmental file:
    • the employee
    • the employee's supervisor or potential supervisor
    • an employee's official representative with the employee's signed authorization
    • Human Resources staff
    • a representative of the Employment Relations Board with a subpoena or signed authorization
    • a legally authorized law enforcement agency.
    An investigatory office from the Bureau of Labor and Industry, Civil Rights Division, Department of Justice, or Equal Employment Opportunity Commission may inspect a record that is pertinent to an official investigation.
    What can an OA do if he/she does not agree with the appraisal? Can he/she write a rebuttal?
    An OA may write a rebuttal to their performance appraisal.
    How confidential are appraisals?
    Evaluative documents are to be treated as confidential documents. Please see the answer to the question regarding access.
    Do the OA and/or supervisor have to sign the appraisal?
    Human Resources recommends that performance appraisals be signed and dated by the reviewer and the employee.
    Does the position description get updated when the appraisal is conducted?
    Preparing for the appraisal is a good time to update the position description (PD). The appraisal process could begin by asking the employee to review the PD and indicate what has changed about their job over since the last appraisal. In this way the supervisor has timely knowledge of the technology, procedures, or processes being used in the position. For example, a position that once required use of Lotus 123 will use different tools to perform the same task.

    Criminal, Credit and Related Background Checks

    The University of Oregon conducts criminal, credit and related background checks on finalists for positions designated by policy to ensure a safe and secure work environment in which university faculty, staff, students, resources and assets are protected. Criminal and other background checks do not take the place of reference checks on employment history, which should also be conducted before a final hiring decision.

    The relevant UO Policy can be found online at http://policies.uoregon.edu/policy/by/1/03000-human-resources/criminal-credit-and-related-background-checks-applicants-universit. It applies to candidates for designated positions in all categories of employment: unclassified, classified, temporary and student.

    UO has contracted with a third-party provider, CICS Employment Services, to conduct the background checks. Credit history checks will be made in accordance with recently implemented Oregon statute. Staff in Human Resources administer the policy and coordinate with CICS to conduct the applicable background check(s). Departments are not charged for the cost of background checks.

    Department heads or supervisors who believe that a vacant position’s duties meet the criteria for a background check request approval by submitting a “Request to Designate Position for Criminal, Credit, or Related Background Check” to Human Resources. This form may be included with recruitment paperwork. Human Resources will retain the form (if approved) with a copy of the position description.

    Recruiting announcements for designated positions that require one or more background check(s) will include a standard statement notifying potential applicants of the intent to conduct criminal and/or credit background check(s) as follows: “Position is subject to criminal background check” or “Position is subject to criminal and credit history background check.”

    Finalists for positions requiring a background check will be required to complete and sign a release form authorizing the University of Oregon to conduct the check. Hiring supervisors complete the bottom portion of the form, witness the signature of the finalist, and fax or hand deliver to Human Resources at x6-2548. Release forms: Permission to Procure an Investigative Report (criminal), Credit Bureau Report Authorization.  Human Resources will coordinate the background check with CICS and notify department whether the check has cleared, usually in one or two days. In rare instances, a criminal background check may be completed by an outside organization, such as a search firm. In these cases, confirmation that a criminal background check was conducted with satisfactory results will be maintained in Human Resources.

    The backgrounds for international students and scholars are cleared by the US Department of State prior to receiving a visa to attend school and work in the United States.  Visas are revoked if convictions occur while these individuals are in the US. 

    An applicant denied employment based on unsatisfactory results will receive notification from Human Resources of rights under the Fair Credit Reporting Act, including his or her right to review results and obtain information about contacting agencies that provided background check(s) results. Copies of the notification of denial shall be retained in Human Resources.

    Hiring Classified Staff

    MyTrack is Live!

    Implementation of MyTrack has changed UO recruitment processes.  All new recruitments are launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.


    Recruitment Process

    Follow the process to complete the recruitment cycle from posting a position to hiring a new employee.

    Start a Search

    Generate Candidates

    Evaluate Candidates

    Prepare an Offer

    Make an Offer

    Close the Search

     

    Request to Make an Offer: Classified Employee

    File Type (ext): 
    pdf

    Classified Position: Onboarding

    General Orientation

    Orientation takes two forms: formal orientation conducted by Human Resources, and on-the-job orientation by the hiring department.  Human Resources will send an invitation to a half-day general orientation program for all new classified employees.  This will include  a campus tour.

    Departmental orientation should include information specific to your unit.  See http://odt.uoregon.edu/neo/ for ideas about orienting your new employee. 

    Give a copy of the position description to your new employee and make sure that he or she understands the duties and responsibilities of the position.  Both the you and employee should sign the description and you are responsible for sending the signed position description to HR. 

    Benefit Orientation

    The new employee, eligible for benefits, needs to register to attend a Benefit Orientation within the first 30 days of employment.

    Benefit Orientation Registration

     

     

    Trial service

    Trial service (probationary period) is an extension of the selection process and, as such, provides an opportunity to assess whether an employee's performance warrants regular status. The initial trial service period is the employee's first six months in a classified position; promotional trial service is the first six months after promotion from a UO or OUS position (movement to a job in a higher salary range).  For part-time employees who are less than .5 FTE, trial service is 9 months.  There is no trial service period for employees who transfer from UO or OUS positions in the same salary range or demote from a higher salary range.

    You should give frequent feedback to new employees about performance. It is the University's expectation that supervisors will take a progressive approach in their attempt to correct less than satisfactory performance.  Call the Employee and Labor Relations Manager at x6-2965 or the Employment Manager at x6-2963 for assistance with this process.  The action to remove an employee from trial service is taken by the Associate Vice President for Human Resources.

    Flexible Work Schedule Agreement

    A flexible work schedule is one where the hours of work may vary in a day (but not necessarily each day) and the days of week may vary according to work assignments. Employees who work a flexible work schedule shall receive overtime pay or compensatory hours for hours that exceed 40 in a week. For positions in salary range 24 and below, shift differential shall be paid for hours worked between 6:00 p.m. and 6:00 a.m. and for any time worked on Saturday and Sunday.

    Management may change an employee's flexible work schedule without an employee's consent where such a change is needed in the regular course of business and where the employee has been initially hired by management or initially placed on a flexible work schedule as a condition of employment.

    The undersigned employee and supervisor agree to a flexible work schedule in accordance with Article 55 of the UO/SEIU Collective Bargaining Agreement.

    Employee Name                                                                                        

    Department                               

    Position #

    UO ID#

    Employee Signature

    Date

    Supervisor Signature

    Date

    Department of Records retains original and submits photocopy to Human Resources.

    Classified Trial Service

    • Trial service (probationary period) is an extension of the selection process and, as such, provides an opportunity to assess whether an employee's performance warrants regular status. Trial service is six (6) full months for employees at .50 FTE or greater and nine (9) months for part-time employees at less than .50 FTE. The trial service period for all employees may be extended up to three (3) months by mutual agreement between the local Union president and the University. GCIU employees serve a 12 month trial service period. SEIU employees also serve a promotional trial service period after promoting into a position in a higher salary range; this period is 6 months for full-time employees and 1040 hours for part-time. There is no trial service period for employees who transfer from UO or OUS positions in the same salary range or demote from a higher salary range.
    • Employees may be removed from trial service when the employee is unable or unwilling to perform satisfactorily. This action may only be taken by the Appointing Authority.
    • Supervisor responsibility Supervisors should give frequent feedback to new employees about performance. It is the University's expectation that supervisors will take a progressive approach in their attempt to correct less than satisfactory performance. Call the Employee Relations Manager at 346-2965 or the Employment Manager at 346-2963 for assistance with this process.
    • Trial service may be extended in instances where a trial service employee has been on cumulative leave without pay 15 days or more and then only by the number of days they were on leave.
    • When in the judgment of the university Appointing Authority performance has been adequate to clearly demonstrate the competence and fitness of the trial service employee, the university Appointing Authority may at any time appoint the employee to regular status.

    SEIU Trial Service Article 34

    Classified Layoff

    • Classified employees at UO have layoff rights under their respective collective bargaining agreements. Generally a layoff occurs because of a position elimination due to budget reduction or departmental reorganization. SEIU employees also have layoff rights if their position should change between part-time and full-time, or change between academic year, 12 month, seasonal, or intermittent status. Both agreements allow for bumping, or displacement, of less senior employees by the person being laid off. See Article 48 Layoff.
    • Because moving employees into vacant positions is much less disruptive for the campus community than bumping, it is University policy to make every effort to transfer affected employee(s) to vacant positions for which they qualify prior to taking action under the layoff article of the collective bargaining agreement. For that reason department heads contemplating actions which may trigger a layoff should give as much advance notice as possible to OHR so that appropriate vacant positions can be identified and employees can be transferred.

    Limited Duration Appointments

    Limited Duration appointments are made when employees are needed for special projects of uncertain or limited duration, and which are subject to the continuation of a grant, contract, award, or legislative funding.

    • Limited duration appointments cannot exceed two years.
    • All of the rights and privileges of other classified employees are granted with one exception: those not formerly classified OUS employees are not entitled to layoff rights.
    • Appointments of at least half-time are eligible for vacation, sick leave, personal leave, employee-paid health and dental insurance, staff rates, and retirement contributions if the appointment is expected to last at least 90 days.
    • The limited duration appointment memo must be completed, signed by the employee and forwarded to Human Resources to be included in the new employee packet.
    • Call Benefits for orientation, 346-3086.

    To change a limited duration status, please submit the Request to Change Limited Duration Status Form.

    Limited Duration Memo

    Date: ___________________

    To New Employee: _____________________

    From: HR, Talent Acquisition and Development

    Subject: Limited Duration Appointment; SEIU collective bargaining agreement, article 36

    This memorandum will confirm your limited duration appointment at the University of Oregon and outlines the conditions of your employment. Limited duration appointments are made when employees are needed for special studies or projects of uncertain or limited duration which are expected to last less than two years and which are subject to the continuation of a grant, contract, award, or legislative funding. A limited duration appointment can end at any time. With a limited duration appointment, you have all the rights and privileges of other classified employees with one exception. Unless you moved to this position directly from a classified job in the Oregon University System, you are not entitled to layoff rights.

    If you have any questions regarding your employment status, please contact Human Resources, extension 6-3159. Please sign below and return a copy to Human Resources. Your signature indicates that you have been notified of the conditions of your appointment and that you acknowledge acceptance of the position under these conditions.  This document will be placed in your personnel file.

    ________________________________
    Employee Signature & Date

    ______________________
    Date of Appointment

    Classified Hire Check List

    Description: 

    EIF Instructions for New Classified Hires

    Description: 

    PRF Instructions for New Classified Hires

    Description: 

    Hiring Students

    The policies and procedures for student employment provides detailed information to guide the hiring and employment processes for student workers:

    Policies and Procedures: Student Workers

    Once a student is selected for a position and has accepted the offer of employment, complete the payroll packet:

    Student Hire Payroll Packet

    Resources for Employing Student Workers

    Graduate Teaching Fellows (GTFs)

    The Graduate School provides guidance to UO departments and offices that hire GTFs to work in teaching-related, research, or administrative capacities.

    Visit the Graduate School website for more information: GTF Appointments

    Camps and Clinics

    The University of Oregon sponsors numerous camps and clinics each year that require compliance with federal, state, and UO policies regarding wage and hour laws, risk management regulations, and criminal background checks.  The following steps provide guidance in conducting these hires. 

    • Prior to hiring any camp employees, Human Resources (HR) must be notified of the types of camps, dates of operation, and approximate number of employees needed for each camp.
    • Any student or temporary worker who will be working with children under the age of 18 must have a criminal background check completed with HR prior to beginning work. See Criminal, Credit and Related Background Checks.
    • Payroll paperwork must be completed and submitted with proper documents within 3 days of work starting. Please see the Banner Guide: http://bg.uoregon.edu/content/hris-forms.
    • All camp workers must keep time sheets and be paid an hourly rate of pay (at least minimum wage) for all of their hours worked.  Supervisors must sign time sheets confirming all hours worked.
    • Temporary Officers of Administration, Research, or Instruction may be hired on a salary basis for durations of less than 6 weeks and earnings of less than $3000. See the UPS website or contact UPS for more information.

    For questions, please contact:
     

    Senior Recruiter, Human Resources, at 346-2963

    Student Payroll Specialist, Payroll, 346-1084

    Student Wage Rates

    There are several levels of student employment recognizing various skill levels required to perform student jobs. See below for a brief description of student pay levels.

    Student Wage Rates

    Description: 

    Student Wage Rates

    Student Wage Rates - July 1, 2016 through June 30, 2017

    In addition to a new standard minimum wage rate increase effective July 1, 2016, two addition rates will apply to employers in Oregon. Employers located in the urban growth boundary of a metropolitan service district will have a separate rate (currently only Portland metro area), and employers located in certain “nonurban” counties will also have a separate wage rate.

    Individual departments may be specific wage schedules for their operations. A well-written and updated position description is the basis for determining student-employment pay rates. Students must be paid at least minimum wage. Any wage rate over $14 must be approved in advance by the Sr. Recruiter in Human Resources.

    Supervisors, managers and administrators are encouraged to consider the complexity of the student work and the skills, knowledge, certifications, etc. required to perform a job when determining wage rates for student positions. In addition, supervisors should consider the issue of pay equity with current student incumbents.  Departments are encouraged to establish criteria for student employee wage increases based on good performance and/or months of service.

    Please refer to the map to determine the correct minimum wage for the position.

    Student Employee Classification Level Standard & Portland Metro Rate Nonurban County Rate

    Student Employee 1– Performs basic tasks, repetitive in nature.  Student work considered entry level.

    $9.75 - $11.00

    $9.50 - $10.75

    Student Employee 2– Performs work requiring a combination of basic skills and some experience. Work is guided by applicable work principles and standardized techniques.

    $10.10  -  $11.50

    $10.10  -  $11.50

    Student Employee 3– Performs work requiring more specialized training.  Usually requires experience and/or being on the job.  Minimal level of supervision received.  Work is analytical, technical, and based on acquired skills.  

    $11.00  -  $12.95

    $11.00  -  $12.95

    Student Employee 4– Performs specialized student duties such as student researchers requiring specialized training. May require minimum experience. Works with greater independence than lower level positions and receives a minimal level of supervision.  May act as lead to other student employees.  Considered specialized student positions.    

    $12.95  -  $14.00

    $12.95  -  $14.00

    Student Employee 5– Performs para-professional level work.  Provides leadership in area of expertise.  Acts as lead to other student employees.  Positions work independently and can be highly technical in nature.  

    > $14.00

    > $14.00

     

    For a map with specific information about effected Counties and the Portland Urban Growth Area, please refer to this webpage: https://www.oregon.gov/boli/WHD/OMW/Pages/Minimum-Wage-Rate-Summary.aspx

    File Type (ext): 
    pdf

    References for Student Employees

    Student consent required

    • The Family Educational Rights and Privacy act (FERPA) restricts the release of certain information about UO students to individuals outside the university without a signed consent by the student. This includes some information that would be normally given in a work reference for student employees. Supervisors cannot release information about student employment without a specific release.

    Consent form

    • Supervisors may offer to give students a written evaluation of performance at the time of termination that the student may give to prospective employers. Students may sign a consent form that allows the supervisor to release student job reference information. A form approved by the Oregon Attorney General's Office is attached. The release form can be faxed. Signed release forms should be submitted to the supervisor or department that employed the student and retained in that office.

      Consent to Release Form
       
    • Supervisors are encouraged to give references for student workers. Work experience while in student jobs at UO is extremely important for students seeking career positions. If supervisors have questions about student employment references, please contact a senior recruiter at 346-2963.

    Consent to Release Student Job Reference Information

    Full Name: _______________________________________________

     

    I, ____________________________, hereby authorize the University of Oregon to release job reference information, including the dates of employment, job duties, and quality of my performance to any prospective employers who request the information for hiring purposes.

     

    I understand that this information is considered a student record. Further, I understand that by signing this release, I am waiving my right to keep this information confidential from the above personnel under the Family Educational Rights and Privacy Act (FERPA).

     

    I certify that my consent for the release of this information is entirely voluntary. I certify that I understand this consent to release can be revoked by me at any time in writing but will not be effective for materials already released under it.

     

    Student Signature: ______________________________________________  

     

    Date: _____________________________

     

    Signed release forms should be submitted to the supervisor or department that employed the student and retained in the department office.

     

    References for Student Employees

    Policies and Procedures: Student Workers

    Table of Contents:

    1. Introduction
    2. Student Employment and Equal Opportunity Policy
    3. Eligibility
    4. Classifications and Wage Rates
    5. Payroll Guidelines
    6. Hiring Procedures
    7. On the Job Injuries
    8. Layoff, Termination and Grievances

    Links:

    I. Introduction

    Student employees are those whose major efforts are directed toward receiving a formal education, and are employed part-time in the unclassified service. The following document outlines the policies and procedures for all student employees (including work-study) except graduate teaching fellows and those in student government positions. Work-study employment is subject to additional requirements established by the office of Financial Aid & Scholarships. Questions regarding work-study status should be directed to that office. Employment of international students is subject to additional requirements based on visa status. Questions about employment of international students should be directed to International Affairs or to the Student Payroll Office.

    II. Student Employment and Equal Opportunity Policy

    The policy of employment of students by the University of Oregon is based on a philosophy which seeks to address and balance two equally important objectives:

    1) furnishing valuable work experience for qualifying students (i.e., those who meet stated enrollment criteria) through the performance of necessary jobs on campus, and 2) providing financial assistance to students to help fund their academic studies.

    The former gives students the opportunity for experience in the real world of work by performing work important to the university. This work provides students with experience and skills attractive to future employers and complements their academic credentials. Student employment provides financial assistance in the form of on-campus work responsive to the student's class hours and schedule. However, a student's financial need should not override relative merit and qualifications when departments make hiring decisions.

    In the implementation of the university's student employment policy, no student shall be discriminated against on the basis of race, color, religion, gender, age, disability, national origin, marital or veteran status, sexual orientation, or any other extraneous considerations not directly and substantially related to effective performance (UO Policy Statement 3.600, issued 3/1/85).

    III. Eligibility

    A. Student Status

    To establish student status, an individual must be enrolled in an accredited educational institution, either secondary school or college. Course work offered through Academic Extension is acceptable if they are shown to be part of a student's planned and continuing course of study. Enrollment in a private vocational or business school does not satisfy eligibility requirements. When employing non-UO students, attach proof of enrollment with hiring paperwork.

    College and university student employees must be enrolled for a minimum of eight undergraduate quarter hours or at least five graduate quarter hours. Formally admitted graduate students who have completed course work requirements and are working on their theses may be employed as students. Enrollment in three credit hours is required to maintain status as a graduate student. Exceptions to the minimum credit hour enrollment may be made under special circumstances. Requests must be made in writing to the Senior Recruiter in Human Resources.

    It is the employing department's responsibility to verify eligibility of student employees each term by checking the Banner Student Information System or comparable documents for non-OUS students. The status of students enrolled in secondary schools may be verified by a phone call to the school administrative office.

    Students may take one term off from school each year and maintain eligibility for student employment. Summer term is considered a term. (Policy update 7/11/13).

    B. New Students

    A new student is recognized as such upon proof of acceptance for admission. New students are eligible for employment the term before they start school. If registration does not appear in the Banner Student Information System, departments must specify in writing why the student has not registered prior to school starting and include this documentation with the hiring paperwork.

    C. Employment of Minors

    If the student is a minor, there are specific Bureau of Labor (BOLI) regulations which apply. Proof of age (copy of a driver's license, passport or birth certificate) must be filed in the department. Each year OHR, on behalf of the university, renews the annual employment certificate (on file with BOLI) which gives all departments the right to hire minors between the ages of 14 and 17.

    D. Loss of Student Status

    Exceptions may be granted to allow students to work one additional term after graduation to complete projects and special assignments.  Exception requests must be approved in advance.  Please e-mail your request to Human Resources.

    Graduate Teaching Fellows may be eligible to work as a student employee one term past graduation.  Requests should include a brief summary of the work to be performed, confirmation from the supervisor, graduate program director, or department head that no other graduate student is qualified, eligible, and willing to perform the work, and pay rate.

    International students generally are not eligible for employment after graduation. Questions about international students' visa status and eligibility to work one term past graduation should be directed to the Office of International Affairs.

    IV. Classifications and Wage Rates

    A. Position Descriptions

    Student position descriptions are required to be listed in the University of Oregon Student Jobs Database and students should be given a copy of their position description. Position descriptions are required for reporting purposes and give student employees clear job expectations.

    B. Classifications

    There are several levels of student employment recognizing various skill levels required to perform student jobs. See Student Wage Rates for a brief description of student pay levels.

    C. Wage Rates

    Student wage rates are revised periodically.  Student Assistant 5 wage rates must be approved in advance and in writing or via e-mail by the Senior Recruiter in Human Resources. The request must include a description of the professional level skills required, the name of the student employee, and the requested pay rate. Approval is necessary before student employment forms can be processed by the Payroll Department.

    Most student positions are non-exempt and thus, students are paid an hourly rate. Non-exempt employees are subject to minimum wage and overtime regulations. Approval of exceptions to hourly pay must be requested in advance and in writing by Human Resources.

    V. Payroll Guidelines

    A.    Maximum Hours of Work

    Student employees are students first and foremost and, in recognition of this, are limited to working 25 hours per week. Because of the visa requirements for international students, these students may not work more than 20 hours per week. This limit includes all university student employment positions held simultaneously.  It is suggested that supervisors of students working a high number of hours (18 to 25) confirm each term that their student workers remain in good academic standing.  

    IMPORTANT NOTE:  Students are eligible for sick leave.  Any sick leave taken counts in the calculation of working hours in the week.  In some instances, the supervisor can reschedule work during the week so that the student does not miss any working hours and sick leave will not be taken. 

    During term breaks and one term each year, students on leave from school may be employed full-time.  Summer term is considered a term for this purpose.

    Students may have GTF appointments and also work as student employees. These students are limited to .49 FTE employment counting both GTF and student employment hours, and may lose their GTF appointments if they exceed this limit.

    University Housing Live-in Student Staff (i.e., Residence Assistants, Language Assistants, etc.) are a special category of student employment. These students receive room and board, a small monthly payroll stipend, and are available to provide assistance to students living in the residence halls. These employees do not work traditional hours and it is expected that they spend about 20 hours a week carrying out their duties. Live-in Student Staff can work with supervisor approval up to five additional hours per week in any other on-campus student job. Student Staff requesting to work a total of more than 25 hours per week must be approved by both the Director of Residence Life in University Housing and the Senior Recruiter in Human Resources. (policy update 8/28/2013)

    B. Attendance Records

    Student time record sheets are required to report hours of work for payment purposes. These records satisfy federal and state regulations. Forms are available on the web in the Banner Guide or from the Payroll Department.

    C. Overtime

    The Bureau of Labor and Industries requires that non-exempt employees be paid overtime at the rate of one and one-half times the regular rate of pay for all hours worked in excess of 40 in one week. Student employees are not eligible to earn comp time.

    D. Breaks and Meal Periods

    Because almost all student positions are considered non-exempt, departments must follow Bureau of Labor and Industries regulations regarding breaks and meal periods. Students must be given at least a 10 minute break for every four hour stretch of work, or major portion thereof, approximately in the middle of the stretch of work. Minors under the age of 18 must be given a 15 minute break. Two hours is considered a "major portion" of a four hour shift of work, thus students should be given breaks for any shift of more than two hours.

    Meal periods must be given to employees who work six hours or more in a shift. Meal periods must be 30 minutes without interruption to be unpaid time.

    Please contact the Senior Recruiter in Human Resources if you have questions about the scheduling of breaks and meal periods for student employees.

    E. Paid Leave

    Student employees do not receive paid leave for holidays, jury duty, or vacation.  Student employees are eligible for sick leave and accrue one hour of sick leave for every 30 hours worked.

    F. Premium Pay

    Premium rates such as holiday pay and night differential do not apply to student employees.

    VI. Hiring Procedures

    A. Recruitment

    To comply with Equal Employment Opportunity guidelines, hiring departments are encouraged to publicize student positions as widely as possible. The Career Center (Hendricks Hall, 6-3235) can assist in posting position announcements.

    B. Work-Study

    Departments hiring work-study students are responsible for having a position description on file in their department. Department must use the RSACWSE form in Banner to verify whether or not a student has a work-study award offer, and must review students' class schedules each term, as students are not to work during regularly scheduled class time. Questions regarding work-study should be referred to the Office of Student Financial Aid and Scholarships at (541) 346-3221.

    C. Job Applications

    Students are required to complete applications in each department where they seek work. Application information will enable the employing department to evaluate the student's ability to perform job requirements. The Senior Recruiter in Human Resources can provide sample applications and is available for consultation. Student applications and search records (interview notes and reference check information) must be kept on file for one year.

    D. Priority Applicants

    The student employment program exists primarily for the benefit of students enrolled at the University of Oregon and employment priority shall be given to those students. Students enrolled at other institutions may be employed only when reasonable efforts to recruit qualified students on this campus have been exhausted. Departments may impose additional requirements when filling positions. For instance, University Housing gives priority to residents, both in residence halls and family housing.

    E. Immigration Reform and Control Act

    Hiring departments must comply with university policies and procedures regarding the Immigration Reform and Control Act. Students must provide evidence of their identity and employment eligibility and complete an I-9 form as a part of the hiring process. Departments shall send completed I-9 forms to the Payroll Department for filing. If a student has an I-9 form on file from previous student employment at the university, indicate on the hiring paperwork that an I-9 form is on file.

    VII. On-the-Job-Injuries

    If a student employee is injured on the job, the accident reporting procedures are the same as for regular staff. The employing department must immediately send a completed Safety Incident or Accident Report (SIAR) and Workers' Compensation Claim Form (801) to the Office of Risk Management.

    VIII. Layoff, Termination, Grievances

    If a layoff is necessary due to lack of work, lack of funds, reorganization or other reasons not reflecting discredit on the student employee, reasonable notice in writing shall be given.

    Students may be terminated if their performance is deficient or if their behavior does not merit continued employment. Supervisors are encouraged to give the student opportunity to correct his or her deficiencies prior to termination. No written notification is required, but is strongly recommended. A student who wishes to grieve any employment related issue, including disciplinary action, may use the relevant university grievance procedure. The Office of Student Advocacy can assist students with formal and informal means of grievance resolution; the Office of Affirmative Action can assist students with issues of illegal employment discrimination

    Change in minimum enrollment requirement for graduate students to work as student employees

    III. Eligibility

    A. Student Status

    To establish student status, an individual must be enrolled in an accredited educational institution, either secondary school or college. Course work offered through Continuing Education and Community Education is acceptable if they are shown to be part of a student's planned and continuing course of study. Enrollment in a private vocational or business school does not satisfy eligibility requirements. When employing non-OUS (Oregon University System) students, attach proof of enrollment at hiring paperwork.

    College and university student employees must be enrolled for a minimum of eight undergraduate quarter hours or at least five graduate quarter hours. Formally admitted graduate students who have completed course work requirements and are working on their theses may be employed as students. Enrollment in three credit hours is required to maintain status as a graduate student. Exceptions to the minimum credit hour enrollment may be made under special circumstances. Requests must be made in writing to the Employment Manager in Human Resources.

    It is the employing department's responsibility to verify eligibility of student employees each term by checking the Banner Student Information System or comparable documents for non-OUS students. The status of students enrolled in secondary schools may be verified by a phone call to the school administrative office.

    Students may take one term off from school each year and maintain eligibility for student employment. Summer term is considered a term. (Policy update 7/11/13).

    Increase in hours worked for student employees

    V. Payroll Guidelines

    A.    Maximum Hours of Work

    Student employees are students first and foremost and, in recognition of this, are limited to working 25 hours per week. Because of the visa requirements for international students, these students may not work more than 20 hours per week. This limit includes all university student employment positions held simultaneously.  It is suggested that supervisors of students working a high number of hours (18 to 25) confirm each term that their student workers remain in good academic standing.  

    During term breaks and one term each year, students on leave from school may be employed full-time.  Summer term is considered a term for this purpose.

    Students may have GTF appointments and also work asstudent employees. These students are limited to .49 FTE employment counting both GTF and student employment hours, and may lose their GTF appointments if they exceed this limit.

    University Housing Live-in Student Staff (i.e., Residence Assistants, Language Assistants, etc.) are a special category of student employment. These students receive room and board, a small monthly payroll stipend, and are available to provide assistance to students living in the residence halls. These employees do not work traditional hours and it is expected that they spend about 20 hours a week carrying out their duties. First year Live-in Student Staff are prohibited from employment in any other on-campus student jobs. Because of the unstructured nature of these positions, returning Live-in Student Staff who meet GPA requirements may request be employed in another on-campus student position. This must be approved by both the Director of Residence Life in University Housing and the Employment Manager in Human Resources.

     

    For more information regarding student employment policy and procedures, see http://hr.uoregon.edu/recruitment-employment/student-employment/policy-and-procedures

     

    Sample Student Position Description

    Student Position Information

    Title

    Effective Date

    Department

    Institution

    Supervisor

    Supervisor's title and phone number

    Work Location

    Program Information

    Purpose of Position

    Duties

    Position Specifics

    Student Employment Enhancement (SEE)

    Temporary Employment: Classified Position

    Highlights:

    • Temporary appointments are approved only to meet emergency, non-recurring and short-term workload needs.
    • Appointments are limited to a maximum of 1040 hours for any one temporary position.
    • All temporary appointments are subject to review and final approval of a Senior Recruiter.

    Temporary Classified Appointments Hired Through the University

    Temporary classified employees may be hired on campus to fill emergency, non-recurring, short-term work not to exceed 1040 hours in a one-year period. Temporary employees may also be hired to fill in for an employee on an approved leave for the duration of the leave. Temporary appointments must be approved by the Senior Recruiter.

    Temporary classified employees may be hired into any OUS classification and paid the hourly equivalent of one of the steps within the pay range. Only if the work to be performed does not fit into an existing classification, the non-regular designation may be used and an appropriate hourly rate established. In rare instances, pay other than hourly can be approved.

    Position descriptions are not required for temporary appointments. If you are unsure of the classification of the temporary employee you need, the Senior Recruiter or HR Analyst in Human Resources are available to assist in determining an appropriate classification.

    Temporary appointments may be filled by direct appointment; a formal search is not required. Former employees and former student workers are good candidates for temporary employment. Retirees receiving PERS benefits may work for an employer participating in PERS up to 1039 hours per calendar year and still maintain their retirement benefits. The Senior Recruiter maintains a list of retirees interested in temporary work and may recommend other applicants such as academic year employees interested in employment during the summer.

    Hiring Process

    To fill a temporary classified position

    • Submit a Request to Hire Form online, print the form, obtain all required signatures. Send the completed hardcopy packet to Human Resources. Make sure that you clearly explain the reason and duration of the temporary appointment. 
    • Prepare the Temporary Employment Memo; give a copy to the new temporary employee and send a copy to Human Resources.
    • Complete the Temporary Hire Payroll Packet with the new temporary employee and submit to Payroll.

    The University also allows units or departments to obtain temporary help through employment agencies. For more information, visit [HL Temporary Agency Guidelines guide].

    Hiring Temporary Employees

    There are different types of temporary employment arrangements.  The type of temporary employee to be hired depends on work assignments. If you are unsure of the correct temporary employee type to apply to your department or unit's need, contact Talent Acquisition at talent@uoregon.edu or 6-5112 to determine the appropriate approach.

     

     

     

    Temporary Employment Memo

    File attachments: 
    File Type (ext): 
    pdf

    Employment Agency: Approved Contractors

    Qualified Rehabilitation Facility (QRF) Phone # Fax #     BANNER Vendor #

    Commodity code: 952

    Account code: 24530

    DePaul Industries

    800-755-5880 503-856-9848 V00004305 DAS PA#5713 ORPIN

    Galt Foundation

    541-743-0101 541-743-0204  

    DAS #1402-QRF ORPIN

     

    Second Call Temporary Services Phone # Fax # BANNER Vendor #

    Commodity code: 952

    Account code: 24530

    Personnel Source Inc.

    541-342-5310 541-485-6411 V00021617 Seq #2 RFP# 440000-0002

    Quantum Recruiters, Inc.

    541-683-1757 541-485-8443   RFP# 440000-0003

    Robert Half, International, Inc.


    541-345-9931 or
    541-345-9930
    Portland - 503-222-0946
    541-345-9921 V00020994 Seq#2 RFP# 440000-0003

    Temporary Employment Agency Guidelines

    Policy

    • Temporary appointments are approved only to meet emergency, non-recurring and short-term workload needs.
    • Appointments are limited to a maximum of 1040 hours for any one temporary position.
    • All temporary appointments are subject to review and final approval of a Senior Recruiter.

    Process

    • Contact Human Resources, (541) 346-3159. An authorization number must be requested for each temporary appointment.
    • As a state agency, UO is required to use the services of a Qualified Rehabilitation Facility (QRF) when requesting temporary services. See QRF list below. If after contacting both QRF agencies, the department is unable to secure a qualified candidate in a timely manner, the department may contact a second call temporary services agency.
    • Call a contractor and provide the following:
      • UO authorization number for each temporary job
      • Times, dates, and location of the job
      • Abilities and skills needed, job title
      • Department making the request and job supervisor name
      • At least a day or more notice for new assignments when possible
      • Be sure to give the vendor Human Resources address for billing purposes
      • Human Resources will forward invoices to departments for payment.

    Archived Hiring Process: Classified-Close the Search

    Implementation of MyTrack changes UO recruitment processes.  Beginning October 18, all new recruitments should be launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.

    The information provide below is for recruitments underway prior to the launch of MyTrack.  It is not applicable for new recruitments launched in MyTrack after October 18.


    You are responsible for maintaining all documentation related to a job search. These records must be maintained for three years.  This documentation helps protect the University and your department in cases of complaints or charges of discrimination and provides the framework for your next recruitment.

    Documentation should include items related to the vacancy:

    • position description
    • recruiting announcement
    • copy of ads (including where and when they were placed)
    • list of recruitment sources
    • names of interview panel members

    Documentation must also include things related to all applicants:

    • applications
    • resumes
    • reference letters
    • supplemental questionnaires and rating forms
    • interview notes (make sure the names of note takers are included)
    • reference check notes
    • documentation of work samples

    In short, document everything you take into consideration when making the hiring decision.

    Archived Hiring Process: Classified-Evaluate Candidates

    Implementation of MyTrack changes UO recruitment processes.  Beginning October 18, all new recruitments should be launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.

    The information provide below is for recruitments underway prior to the launch of MyTrack.  It is not applicable for new recruitments launched in MyTrack after October 18.


    Review applications and responses to supplemental questions

    Your next task is to screen the applications and identify those candidates you wish to consider further.  To assist in this initial evaluation and ensure adequate documentation of the selection process, Human Resources will send you written instructions for evaluating application materials and a Supplemental Question Rating Form; you are welcome to use a different type of form or spreadsheet to document your ratings.  The form suggests a numerical rating key to evaluate applicant responses to each question.  Generally responses are evaluated on a five-point scale; however, it is possible to weight questions differently based on position requirements.  Please note changes in question weighting on the rating form.  Add the scores for all responses to give each candidate an overall rating.

    You may also give a rating to reflect other factors such as work history (e.g., length of time on jobs) or quality of application materials (e.g., spelling and grammar).  If you add extra elements to your rating, please document this.  If more than one reviewer rates the applicants, provide an average or a total of the scores of all raters.

    If you wish to use an alternate means of evaluating application materials, please consult with the Employment Manager.

    After completing the evaluation process, you will have a numerical score for each candidate and will have identified those with the highest scores whom you plan to interview.  It is recommended that you interview six to ten candidates.  Before scheduling interviews, submit the rating sheet to Human Resources via fax or e-mail.  The Employment Manager or Employment Specialist will review the ratings in light of affirmative action data and may recommend a larger applicant pool to increase diversity.

    Your list will also be reviewed to see if there are any veteran applicants.  The Oregon Veterans' Preference Act requires that public employers grant a preference in employment to veteran (5%) or disabled veteran (10%) applicants who meet minimum qualifications.  Veteran's preference points will be added by the Employment Manager or Specialist and you will be notified of the adjusted scores.  Eligible veterans should continue to receive this preference throughout the selection process. 

    The Employment Manager or Specialist will give approval for the interview group.  Once  interview group is identified, as a matter of courtesy, promptly inform candidates who will not be interviewed.  Regret letters may be sent via US mail or delivered via e-mail.

    Conduct interviews

    Interviews are an excellent way of learning the specifics of the work experience, knowledge, and abilities each candidate would bring to the job.  Interviews give you an opportunity to evaluate the candidate, and it provides the candidate information about the job and department.  Interviews may be conducted face-to-face, over the telephone, or via Skype.

    The search committee can assist in developing appropriate interview questions which elicit the information needed to assess the qualifications of candidates.  Use the same set of interview questions for each candidate.  Different follow-up questions can be used to make sure their responses are complete.

    You may want to ask candidates to complete a work sample exercise in which applicants perform typical activities found in the position. For example, applicants can be asked to complete a word processing exercise in which they prepare, edit, and print letters or forms and are evaluated on the quality and quantity of work completed in the time allotted.  Other examples include drafting correspondence; setting up a spreadsheet; prioritizing a list of tasks to complete a project.  For a custodial position, you could ask candidates to make notations of special cleaning and routine repairs in a room.

    If work samples are used, document the process and keep the completed exercise and evaluation summaries.

    Check references

    Evaluate information learned from your review of written materials, interviews, and work samples (if used) to narrow your field to one or two finalists. Your consideration should focus on the candidate's ability to perform the essential functions of the job.  The next step should be reference checks.

    Since on-the-job performance is the most accurate predictor of future job success, past supervisors are the best choice for references.  Do not limit yourself to references provided by the applicant; it is appropriate to contact anyone who is in a position to evaluate work performance.  The best references would be the most recent employers or ones who employed the person in a position most closely related to the vacancy.  Always get permission from the applicant to contact a current employer.  If applicants are reluctant to allow a current employer to be contacted, tell them that by refusing, they are jeopardizing their candidacy.  If a candidate is a UO classified employee, you may review the employee's personnel file located in Human Resources.

    As with other parts of the recruitment and selection process, information solicited in a reference check should focus on the applicant's ability to perform the essential functions of the job.  Because former employers are sometimes reluctant to give negative references, they should always be asked if there were any performance problems.  Document reference information and this information should be kept confidential.

    Select final candidate

    Evaluate each component of the selection process to determine the most qualified candidate, taking care to include veterans and disabled veterans preference in determining overall qualifications for eligible veterans.  If two candidates are equally qualified, affirmative action may be considered.  Another factor to consider with two equally qualified finalists is whether they are current classified employees.  In this case, select the person with the greatest seniority.

    If it is impossible to make a selection at this point, you may consider scheduling an additional interview or conducting additional reference checks.  In some instances, it may be appropriate to re-recruit.  The Employment Manager is available for consultation.

    Archived Hiring Process: Classified-Make and Offer

    Implementation of MyTrack changes UO recruitment processes.  Beginning October 18, all new recruitments should be launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.

    The information provide below is for recruitments underway prior to the launch of MyTrack.  It is not applicable for new recruitments launched in MyTrack after October 18.


    Make an offer

    Submit request to HR

    Once your hiring decision is made, complete the Request to Make an Offer form.  Fax or e-mail this form to the Employment Manager to get clearance to make a job offer.  This form documents that you have completed references, and indicates whether the candidate is a current temporary or OUS employee.  You will state the rate of pay you would like to offer.  If you want to start someone higher than the first step, send a written request to the Employment Manager, stating the salary step and the reason for the request.  OUS employees automatically get a one step increase for promotions (movement to a higher salary range) and are not eligible for an increase if they are transferring from a position in the same salary range, or demoting from a higher range.  If you have questions about pay decisions, consult the Employment Manager.

    Make offer to selected candidate

    Contact selected candidate to extend verbal offer.  Once agreement is reached, notify HR.

    Conduct background check

    If the position requires a criminal or credit history check, submit the Background Check Permission Form.  HR will notify you when the background check is cleared.  At that time, inform the Employment Specialist of the starting date.  Human Resources will send a confirmation letter to the new hire.

    Archived Hiring Process: Faculty-Close the Search

    Implementation of MyTrack changes UO recruitment processes.  Beginning October 18, all new recruitments should be launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.

    The information provide below is for recruitments underway prior to the launch of MyTrack.  It is not applicable for new recruitments launched in MyTrack after October 18.


    Records Requirement

    Once a search has been successfully completed or otherwise ended, it is important to close the search by gathering search-related materials into a search file. All documentation related to the search including, but not limited to, the materials identified below, must be gathered into a search file, marked as a search file, and retained by the department or other organizational unit for a period of three years. Failure to maintain search materials as legally required could lead to an assumption of unlawful discrimination in a legal challenge.

    1. The position description, position announcement and advertisements for the position.
    2. Documentation of outreach and recruitment efforts made in connection with the search.
    3. Resumes and other application materials submitted by all candidates who applied for the position.
    4. All correspondence with and/or related to candidates who applied for the position.
    5. Documentation of having sent Applicant Data Request Cards to all candidates and all Applicant Data Request Cards returned by candidates for the position. Include the Applicant Data Request Card for the selected candidate.
    6. Selection criteria developed by the search committee as well as any selection matrix, criteria review sheets, or other complete notes reflecting the evaluation of candidates using those selection criteria.
    7. Telephone and on-campus interview questions and notes.
    8. Reference check questions and notes.
    9. Notes that reflect search committee deliberations of the relative merit of candidates for the position, to the extent such notes exist.
    10. All forms required in the search process.

    Refer to the UO Records Retention Schedule for more information on retention requirements.

    Important Note:

    If the search fails, the same record keeping requirements apply (4.14). An Affirmative Action Compliance Statement is still required by AAEO. If it is necessary to cancel an appointment after a contract has been printed, Payroll, Human Resources and the President or appropriate Vice President/Vice Provost's office must be notified.

    Archived Hiring Process: Faculty-Evaluate Candidates

    Implementation of MyTrack changes UO recruitment processes.  Beginning October 18, all new recruitments should be launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.

    The information provide below is for recruitments underway prior to the launch of MyTrack.  It is not applicable for new recruitments launched in MyTrack after October 18.


    Evaluating candidates from initial application to onsite interview is a critical step in selecting the best candidate for a position.  Key components of the evaluation process include:

    Evaluation Process: Prepare, Screen, Interview, Select

    Preparation

    Selection criteria:

    Prior to reviewing applications, develop a selection criteria by which the candidates will be evaluated. Criteria should be based on the essential functions documented in the position description and on the education, skills and experience needed to be successful in the position.

    • Must be nondiscriminatory, and directly related to job performance.
    • Must be grounded in the position as announced – either addressed in or reasonably inferred from the job announcement.
    • Must be free from non-job-related considerations, particularly any that negatively affect members of protected groups, such as considerations related to age, disability, ethnicity, gender, race, religion, sexual orientation, etc.
    • Must be specified as either “required” (minimum qualifications) or “preferred” (desired qualifications). Required qualifications should reflect minimum levels of knowledge, skills, experience, and education required to be successful in the position.
    • Should include criteria that evaluate potential candidates’ experience with and/or commitment to ensuring a supportive educational environment for all students, faculty, and staff in a diverse workplace.
    • Should be defined specifically enough to be useful in guiding the selection decision but should not be defined in a way that is needlessly conventional or rigid and that may have the unintended consequence of eliminating candidates with transferable knowledge and skills obtained from non-traditional career paths. Narrowly defined criteria may frustrate progress toward diversity because members of under-represented groups may be more likely to have traveled non-traditional career paths or to have framed non-conventional research questions.
    • Can include the term “or equivalent” where appropriate; however, the hiring department must be able to specify acceptable equivalent substitutions for education and/or experience.
    • For department head, dean, or administrator must include "ability to administer affirmative action policies effectively and supervise in a culturally diverse workforce."

    Documentation:

    Though the university does not specify a particular method, some form of documented methodology is required for evaluating applicants and is to be applied across the entire applicant pool. All non-selection reasons must be documented through each step of the selection process. 

    Screening [Faculty Hiring Guide Reference: Screening Applicants]

    All applications are screened to determine if the applicant meets the minimum qualifications of the position.

    • All applications for applicants who meet the minimum qualifications are screened by the entire committee, based on the selection criteria previously established by the committee.
    • If the search committee is challenged in deciding how many candidates to include on the "short list" for ongoing consideration, the search chair should contact AAEO to see if the short list of candidates includes women and people of color, and if not, whether including additional candidates in order of ranking by the committee would increase diversity in the pool of candidates under active consideration.

    The screening process identifies the candidates to be considered further in the interview process.

    Interviewing [Faculty Hiring Guide Reference: Interviews & Campus Visits]

    Conduct Interviews

    The interview phase of the evaluation process can occur in the form of phone and in-person interviews with the understanding that identified candidates are treated equitably.  In preparation of in person interviews, a Request for Authorization for Campus Visit must be submitted if a candidate's expenses are to be paid by the university.

    As with all steps in the selection process, consistency and fairness are critical.

    • Interview questions must be clearly job-related and designed to help the search committee determine which candidates have the training, experience, skills and ability to best perform the essential functions of the job.
    • Each campus interview should include the same opportunities – meetings with constituency groups, administrators, etc.
    • Care must be taken to gather the same job-related information for each candidate through consistency in questions posed by the search committee and input received from other constituency groups involved in the on-campus interview process.

    To ensure equity in the selection process, avoid:

    • Asking additional questions of one candidate that are not asked of others except where necessary to obtain or clarify an answer to a question asked of all candidates or to clarify information in a candidate’s application materials.
    • Asking questions that elicit personal information rather than job-related information. Some non-job-related information, such as number and age of children, can lead to impermissible discrimination. The less non-job-related information you have, the less that could possibly enter into, or be perceived as entering into, a selection decision.

    We have an obligation under the law to provide reasonable accommodation to both applicants and employees with disabilities. An applicant with a disability may require accommodation in order to participate in the selection process. For example, someone with a mobility impairment will require that interviews be conducted in locations that are physically accessible.

    • Our duty to accommodate applies only to KNOWN disabilities. However, we are precluded under the ADA from making pre-employment inquiries that reasonably are intended to elicit disability-related information.
    • In order to meet our accommodation obligation without violating the ADA, when inviting candidates for on-campus interviews it is useful to ask a carefully worded question that gives candidates the opportunity to identify any special needs without asking about a disability. Example: “Are there any special considerations of which we should be aware in planning your visit to Eugene?”

    Check References

    Checking references is a critically important part of the selection process.  As with all other steps in the selection process, consistency and fairness are paramount. Reference questions must be clearly job-related and directly relevant to a candidate’s potential success in the position. The search committee or hiring authority should take care to be gathering the same body of information for each candidate.

    The search committee/hiring authority is not limited to contacting those references identified by the candidate. However, to ensure respect for candidates in the selection process, it is a professional courtesy to let candidates know if additional references are being contacted.

    Where additional references are contacted, the search committee or hiring authority should have a clear and job-related rationale for contacting those references.

    Select a Final Candidate [Faculty Hiring Guide Reference: Final Candidate Evaluation]

    The search committee makes its recommendation(s) to the hiring authority, documenting job-related reasons supporting their recommendations for all finalists.

    All search documentation is forwarded to the search chair (or designee), for inclusion in the official search file.

    Archived Hiring Process: Faculty-Make and Offer

    Implementation of MyTrack changes UO recruitment processes.  Beginning October 18, all new recruitments should be launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.

    The information provide below is for recruitments underway prior to the launch of MyTrack.  It is not applicable for new recruitments launched in MyTrack after October 18.


    Faculty Hiring Guide Reference: Job Offer

    Make a Contingent Offer

    Making an offer to a final candidate begins with the hiring authority.  A verbal offer is made to the candidate reaching agreement to employment terms and is contingent upon the satisfactory completion of all required background checks and final approval of the search.

    Once agreement with a candidate is reached, the negotiated agreement should be documented in a written contingent offer letter.

    Contingent Offer Letter Guidelines:

    Important Note: the official Notice of Appointment and Contract is issued by Human Resources

    Letters to non-tenure related instructors should include:

    • Appointment dates
    • Assigned courses
    • General and specific expectations
    • Minimum enrollment requirements

    Letters to tenure-related faculty might also include:

    • Tenure review dates
    • Teaching loads
    • Special salary arrangements
    • Research support details
    • Space arrangements
    • Moving expense allowances (separate VP approval required)

    All contingent offer letters should also include this statement: "This offer is contingent on successful completion of background check and final approval of the search."

    Because of frequent changes, no specific mention of benefits should be made. As an alternative, reference to the Human Resources benefits website could be included.

    If a contingent offer letter is used, please include a copy of it with the Request to Offer Academic Staff Appointment. On the RTO, a Contract Comment is recommended, such as: “Contract is dependent on conditions in departmental letter dated xxx, including sufficient course enrollment.”

    Complete the Background Check

    Most newly hired faculty require a criminal background check.  Submit the completed Background Check Permission Form to Human Resources.  HR will notify you when the background check is cleared.  At that time, inform the Employment Specialist of the starting date. 

    For more information about the background check process, refer to the Background Check Guidelines.

    Complete the Hire

    Formally complete the hiring process for the selected candidate by taking the following action:

    • Request an Affirmative Action Compliance Statement.
    • Request a UO ID number from the payroll office (Employee Information Form), only if candidate is new to the UO.
    • Prepare a Request to Offer Academic/Administrative Appointment form (RTO) using the Banner form PWAAPPT.
    • Complete affirmative action search documentation:
    • Assemble RTO Packet-RTO requires a department head's signature, and as necessary, college/unit signatures. Packet includes:
    • Submit RTO Packet to Human Resources.
      • HR processes packet and submits  for approval by the President or Vice President/Vice Provost. Upon approval, the offer is deemed official.
      • HR sends official offer contract to the selected candidate.
      • HR sends a copy of the RTO to the Payroll Office for payroll setup.

    Other Hiring Department Responsibilities

    • Relocation Assistance
      If relocation assistance was offered, the hiring department contacts the new employee to explain procedures.
      Moving expenses must be approved in advance by the appropriate vice president or academic dean for faculty appointments. Complete instructions are at the Business Affairs moving expenses website.
    • Employment Authorization
      If a non-US citizen is being hired, the hiring department should confirm that the new hire is authorized to work at the University of Oregon under US labor and immigration laws. If you know the person is not currently authorized or you are unsure, please contact Jennifer Doreen (link sends e-mail), International Employment Specialist, at 6-2638. 
    • Hiring of a Graduate Student
      If a graduate student is being hired, a petition for Concurrent Faculty/Graduate Student Status is required.
     

    Archived Hiring Process: OAs-Close the Search

    Implementation of MyTrack changes UO recruitment processes.  Beginning October 18, all new recruitments should be launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.

    The information provide below is for recruitments underway prior to the launch of MyTrack.  It is not applicable for new recruitments launched in MyTrack after October 18.


    Notify Applicants

    An appropriate letter is sent to all unsuccessful applicants.

    Records Requirement

    Once a search has been successfully completed or otherwise ended, it is important to close the search by gathering search-related materials into a search file. All documentation related to the search including, but not limited to, the materials identified below, must be gathered into a search file, marked as a search file, and retained by the department or other organizational unit for a period of three years. Failure to maintain search materials as legally required could lead to an assumption of unlawful discrimination in a legal challenge.

    1. The position description, position announcement and advertisements for the position.
    2. Documentation of outreach and recruitment efforts made in connection with the search.
    3. Resumes and other application materials submitted by all candidates who applied for the position.
    4. All correspondence with and/or related to candidates who applied for the position.
    5. Documentation of having sent Applicant Data Request Cards to all candidates and all Applicant Data Request Cards returned by candidates for the position. Include the Applicant Data Request Card for the selected candidate.
    6. Selection criteria developed by the search committee as well as any selection matrix, criteria review sheets, or other complete notes reflecting the evaluation of candidates using those selection criteria.
    7. Telephone and on-campus interview questions and notes.
    8. Reference check questions and notes.
    9. Notes that reflect search committee deliberations of the relative merit of candidates for the position, to the extent such notes exist.
    10. All forms required in the search process.

    Refer to the UO Records Retention Schedule for more information on retention requirements.

    Important Note:

    If the search fails, the same record keeping requirements apply (4.14). An Affirmative Action Compliance Statement is still required by AAEO. If it is necessary to cancel an appointment after a contract has been printed, Payroll, Human Resources and the President or appropriate Vice President/Vice Provost's office must be notified.

    Archived Hiring Process: OAs-Evaluate Candidates

    Implementation of MyTrack changes UO recruitment processes.  Beginning October 18, all new recruitments should be launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.

    The information provide below is for recruitments underway prior to the launch of MyTrack.  It is not applicable for new recruitments launched in MyTrack after October 18.


    Evaluating candidates from initial application to onsite interview is a critical step in selecting the best candidate for a position.  Key components of the evaluation process include:

    Evaluation Process: Prepare, Screen, Interview, Select

    Preparation

    Selection criteria:

    Prior to reviewing applications, develop a selection criteria by which the candidates will be evaluated. Criteria should be based on the essential functions documented in the position description and on the education, skills and experience needed to be successful in the position.

    • Must be nondiscriminatory, and directly related to job performance.
    • Must be grounded in the position as announced – either addressed in or reasonably inferred from the job announcement.
    • Must be free from non-job-related considerations, particularly any that negatively affect members of protected groups, such as considerations related to age, disability, ethnicity, gender, race, religion, sexual orientation, etc.
    • Must be specified as either “required” (minimum qualifications) or “preferred” (desired qualifications). Required qualifications should reflect minimum levels of knowledge, skills, experience, and education required to be successful in the position.
    • Should include criteria that evaluate potential candidates’ experience with and/or commitment to ensuring a supportive educational environment for all students, faculty, and staff in a diverse workplace.
    • Should be defined specifically enough to be useful in guiding the selection decision but should not be defined in a way that is needlessly conventional or rigid and that may have the unintended consequence of eliminating candidates with transferable knowledge and skills obtained from non-traditional career paths. Narrowly defined criteria may frustrate progress toward diversity because members of under-represented groups may be more likely to have traveled non-traditional career paths or to have framed non-conventional research questions.
    • Can include the term “or equivalent” where appropriate; however, the hiring department must be able to specify acceptable equivalent substitutions for education and/or experience.
    • For department head, dean, or administrator must include "ability to administer affirmative action policies effectively and supervise in a culturally diverse workforce."

    Documentation:

    Though the university does not specify a particular method, some form of documented methodology is required for evaluating applicants and is to be applied across the entire applicant pool. All non-selection reasons must be documented through each step of the selection process. 

    Screening

    All applications are screened to determine if the applicant meets the minimum qualifications of the position.

    • All applications for applicants who meet the minimum qualifications are screened by the entire committee, based on the selection criteria previously established by the committee.
    • If the search committee is challenged in deciding how many candidates to include on the "short list" for ongoing consideration, the search chair should contact AAEO to see if the short list of candidates includes women and people of color, and if not, whether including additional candidates in order of ranking by the committee would increase diversity in the pool of candidates under active consideration.

    The screening process identifies the candidates to be considered further in the interview process.

    Interviewing

    Conduct Interviews

    The interview phase of the evaluation process can occur in the form of phone and in-person interviews with the understanding that identified candidates are treated equitably.  In preparation of in person interviews, a Request for Authorization for Campus Visit must be submitted if a candidate's expenses are to be paid by the university.

    As with all steps in the selection process, consistency and fairness are critical.

    • Interview questions must be clearly job-related and designed to help the search committee determine which candidates have the training, experience, skills and ability to best perform the essential functions of the job.
    • Each campus interview should include the same opportunities – meetings with constituency groups, administrators, etc.
    • Care must be taken to gather the same job-related information for each candidate through consistency in questions posed by the search committee and input received from other constituency groups involved in the on-campus interview process.

    To ensure equity in the selection process, avoid:

    • Asking additional questions of one candidate that are not asked of others except where necessary to obtain or clarify an answer to a question asked of all candidates or to clarify information in a candidate’s application materials.
    • Asking questions that elicit personal information rather than job-related information. Some non-job-related information, such as number and age of children, can lead to impermissible discrimination. The less non-job-related information you have, the less that could possibly enter into, or be perceived as entering into, a selection decision.

    We have an obligation under the law to provide reasonable accommodation to both applicants and employees with disabilities. An applicant with a disability may require accommodation in order to participate in the selection process. For example, someone with a mobility impairment will require that interviews be conducted in locations that are physically accessible.

    • Our duty to accommodate applies only to KNOWN disabilities. However, we are precluded under the ADA from making pre-employment inquiries that reasonably are intended to elicit disability-related information.
    • In order to meet our accommodation obligation without violating the ADA, when inviting candidates for on-campus interviews it is useful to ask a carefully worded question that gives candidates the opportunity to identify any special needs without asking about a disability. Example: “Are there any special considerations of which we should be aware in planning your visit to Eugene?”

    Check References

    Checking references is a critically important part of the selection process.  As with all other steps in the selection process, consistency and fairness are paramount. Reference questions must be clearly job-related and directly relevant to a candidate’s potential success in the position. The search committee or hiring authority should take care to be gathering the same body of information for each candidate.

    The search committee/hiring authority is not limited to contacting those references identified by the candidate. However, to ensure respect for candidates in the selection process, it is a professional courtesy to let candidates know if additional references are being contacted.

    Where additional references are contacted, the search committee or hiring authority should have a clear and job-related rationale for contacting those references.

    Select a Final Candidate

    The search committee makes its recommendation(s) to the hiring authority, documenting job-related reasons supporting their recommendations for all finalists.

    All search documentation is forwarded to the search chair (or designee), for inclusion in the official search file.

    Archived Hiring Process: OAs-Make and Offer

    Implementation of MyTrack changes UO recruitment processes.  Beginning October 18, all new recruitments should be launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.

    The information provide below is for recruitments underway prior to the launch of MyTrack.  It is not applicable for new recruitments launched in MyTrack after October 18.


    Make Contingent Offer

    Making an offer to a final candidate begins with the hiring authority.  A verbal offer is made to the candidate reaching agreement to employment terms.

    Once agreement with a candidate is reached, the negotiated agreement should be documented in a written contingent offer letter.

    Contingent Offer Letter Guidelines:

    Important Note: the official Notice of Appointment and Contract is issued by Human Resources

    Letters should include:

    • Appointment dates
    • Assigned courses
    • General and specific expectations
    • Minimum enrollment requirements

    All contingent offer letters should also include this statement: "This offer is contingent on successful completion of background check and final approval of the search."

    Because of frequent changes, no specific mention of benefits should be made. As an alternative, reference to the Human Resources benefits website could be included.

    If a contingent offer letter is used, please include a copy of it with the Request to Offer Academic Staff Appointment. On the RTO, a Contract Comment is recommended, such as: “Contract is dependent on conditions in departmental letter dated xxx, including sufficient course enrollment.”

    Complete the Background Check

    Most newly hired employees require a criminal or credit history background check.  Submit the completed Background Check Permission Form to Human Resources.  HR will notify you when the background check is cleared.  At that time, inform the Employment Specialist of the starting date. 

    For more information about the background check process, refer to the Background Check Guidelines.

    Complete the Hire

    Formally complete the hiring process for the selected candidate by taking the following action:

    • Complete an Affirmative Action Compliance Statement.
    • Request a UO ID number from the payroll office (Employee Information Form), only if candidate is new to the UO.
    • Prepare a Request to Offer Academic/Administrative Appointment form (RTO) using the Banner form PWAAPPT.
    • Complete affirmative action search documentation:
    • Assemble RTO Packet-RTO requires a department head's signature, and as necessary, college/unit signatures. Packet includes:
    • Submit RTO Packet to Human Resources.
      • HR processes packet and submits  for approval by the President or Vice President/Vice Provost. Upon approval, the offer is deemed official.
      • HR sends offical offer contract to the selected candidate.
      • HR sends a copy of the RTO to the Payroll Office for payroll setup.

    Other Hiring Department Responsibilities

    • Relocation Assistance
      If relocation assistance was offered, the hiring department contacts the new employee to explain procedures.
      Moving expenses must be approved in advance by the appropriate vice president or academic dean for faculty appointments. Complete instructions are at the Business Affairs moving expenses website.
    • Employment Authorization
      If a non-US citizen is being hired, the hiring department should confirm that the new hire is authorized to work at the University of Oregon under US labor and immigration laws. If you know the person is not currently authorized or you are unsure, please contact Jennifer Doreen (link sends e-mail), International Employment Specialist, at 6-2638. 
     

    Forms

    Notice of Academic/Administrative Position Opening (NAPO) Form

    Description: 

    SEIU Study: VPFA December 2016 Letter

    File Type (ext): 
    pdf