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.