Talent Acquisition

UO Response to COVID-19:

University of Oregon is currently monitoring COVID-19 and dealing with the impacts to our campus operations. Candidates in searches already underway may be contacted directly about adjustments to timelines or recruitment plans.

See Recruitment Guidance


The Talent Acquisition team within Human Resources supports the University’s efforts to attract, hire, and retain world-class faculty and staff. We provide guidance, consultative support, transactional assistance, and tools and resources for all stages of recruitment and hiring. In providing these essential services, we are committed to collaborative relationships with our campus partners, responsiveness to candidate needs and trends, continuous improvement, creative solutions, timeliness, effectiveness, and compliance.

Talent Acquisition is a unit within Human Resources in the Finance and Administration portfolio. Finance and Administration is a vibrant and varied portfolio serving all aspects of campus life. Our employees perform a wide range of functions including offering essential financial tools and support to the university’s many departments, providing key resources to employees, and keeping campus safe, clean, accessible and beautiful.


Recruiting and Hiring Process

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


Classification & Compensation

For assistance on classification and compensation, see their link in the grey header bar above, or you can view a staff listing at Classification & Compensation Contacts.


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.

Process Information

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.


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").


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.


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.


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.


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.


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.  

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 of at least 5 days.  If the 5 day notice is not given, the employee is entitled to penalty pay of $21.00. (Refer to the SEIU CBA)
  • 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 there is an employer expectation that a dinner or evening social sponsored by the conference host is attended by the employee, this is then compensable time. If non-compensable social activities or personal time occurs during the work day, the employee shall use appropriate leave (vacation, personal leave, comp time).  It is important to specify before the conference what activities the employees are required to attend so it is clear what hours are compensable.
  • The Education, Training, and Development 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 for Hiring Authorities

    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 contracts with a third-party provider 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.

    Request a Background Check

    No hardcopy forms required.
    Background checks are completed through an online process. No hardcopy forms are used to complete the process.

    Hiring process determines request method.

    • MyTrack Hires
      Employees hired through MyTrack receive automated background check instructions through the hiring process once a contingent offer is accepted.

    • Non-MyTrack Hires and Volunteers
      Employees hired outside of MyTrack and volunteers use the same online process.
      Departments submit a request for a background check via email to backgroundcheck@uoregon.edu providing the following required information:

      • Person’s full name and contact email address.
      • Department representative to be contacted when background check is completed.

    Conducting a Background Check

    For most positions, a statement notifying potential applicants of the requirement for appropriate job related background check(s) was included in the individual job postings. Search committees for tenure-track faculty positions will inform candidates of the university’s background check requirements during the selection process. HR provides language for notifying a candidate about the background check process below.

    Suggested Language for Candidate Notification

    The university conducts job-related background checks prior to hire in order to ensure a safe and secure work environment in which university faculty, staff, students, resources, and assets are protected, while protecting the integrity and confidentiality of information gathered during the evaluation.

    Background checks are normally conducted on the finalist only following the issuance of a contingent offer of employment. At this point in the hiring process, you would be asked to authorize the university to conduct the background check. You would be provided with online authorization and disclosure forms that require identifying information, including other names used, Social Security Number and birthdate, current address, and contact information.

    For more information about the background check process, including evaluation of results, visit hr.uoregon.edu/background-check. Candidates with questions are also invited to contact the Director of Talent Acquisition in Human Resources at 541-346-8007.

    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 coordinate the background check submission to the vendor. Human Resources will change the applicant’s status to “Background Check Complete” in MyTrack once the background check has successfully cleared.

    Background Check Process and Evaluation

    For complete information about the background check process, including processing time and evaluation of results, visit the Background Check webpage provided in the Careers section. This webpage is an excellent resource to share with candidates and includes Frequently Asked Questions to further clarify the background check process.


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

    University policy and Collective Bargaining Agreements state that positions will be designated as subject to background check based on an analysis of the position’s access and responsibilities.

    Based on the presumption that the following categories meet one or more of the tests set forth in policy, the following positions are subject to a criminal background check prior to hire:

    • Tenure-track and non-tenure-track faculty, including Pro-Tempore, Clinical (Professors of Practice), and Visiting Faculty; Instructors, Lecturers, and Librarians, and faculty serving in administrative roles
    • Post-Doctoral Scholars and Fellows
    • Research Associates/Assistants
    • Graduate Employees
    • Classified Staff
    • Officers of Administration, including those in interim or fixed-term assignments
    • Executives

    If the hiring authorities believe a particular position does not meet the test set forth in policy, they can contact Talent Acquisition unit in Human Resources to request further analysis of the background check requirement for that position. To request review, call 6-5112 or send an email to talent@uoregon.edu containing the title of the position and the position description number or B-number (Banner position number) of the position.


    Background Check Forms

    Links to commonly used forms:

    Credit Bureau Report Authorization

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

    File Type (ext): 

    Criminal, Credit and Related Background Checks

    MyTrack Images

    people walking on paths across campus

    picture of a sidewalk lined by tall fir trees

    Hiring Classified Staff

    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): 

    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                                                                                        


    Position #

    UO ID#

    Employee Signature


    Supervisor Signature


    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 outlined in Article 36 of the SEIU Collective Bargaining Agreement:

    Persons may be hired either:

    (1) for special studies, projects, or purposes of uncertain or limited duration which are funded by grants, contracts, awards, student fees, or legislative funding for a specific project OR

    (2) to replace a regular employee on leave of absence when it is known at the time of hire that the leave of absence will last for at least six (6) months.

    Limited duration is a type of classified employee, and classified employees are recruited for via our talent management system, MyTrack.

    Key items to note:

    • Limited duration appointments cannot exceed two years.
    • Limited duration appointments can expire earlier upon the earlier termination of the special study, project, or purposes of leave.
    • 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.
    • At the point of hire, 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.

    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


    EIF Instructions for New Classified Hires


    PRF Instructions for New Classified Hires


    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 Employees (GEs)

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

    Visit the Graduate School website for more information: GE 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

    File attachments: 
    File Type (ext): 

    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


    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 Continuing and Professional 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-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 Talent Acquisition team in Human Resources (talent@uoregon.edu).

    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. Minors under the age of 16 are restricted from performing childcare duties.

    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 the Student Payroll Specialist in Central Payroll.  Requests should include the student's 95#.

    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 Talent Acquisition team 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 Talent Acquisition team 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 Talent Acquisition team 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.  Graduate Employees accrue sick leave pursuant to their collective bargaining agreement.

    F. Premium Pay

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

    VI. Hiring Procedures

    A. Recruitment

    In order to support inclusive hiring practices and make opportunities available to all interested and potentially qualified students, hiring departments are required to post open positions on Handshake, the UO Career Center’s online database. To comply with Equal Employment Opportunity guidelines, hiring departments are encouraged to publicize student positions widely, so additional methods may be utilized in conjunction with Handshake.

    If you have any questions or issues with posting to Handshake, please contact the UO Career Center directly at (541) 346-3235 or jobs@uoregon.edu.

    COVID-19 Update: Please see our FAQs regarding the Hiring Freeze for the most up to date information on limitations on new student employment offers.

    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. 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


    Effective Date




    Supervisor's title and phone number

    Work Location

    Program Information

    Purpose of Position


    Position Specifics

    Student Employment Enhancement (SEE)

    Temporary Employment: Classified and TNR (Non-Regular)

    Temporary employees may be hired into Temporary Classified or less frequently in Temporary Non-Regular positions. All temporary appointments go through a formal review and approval process through Human Resources.

    A justification and description of job responsibilities must be included on the Request to Hire Temporary Employee online form. If you are unsure of the classification for the temporary position, contact talent@uoregon.edu for assistance in determining an appropriate classification. You may also submit the form without a classification and our team will review the request and reach out with a suggested classification.

    Temporary Classified and Temporary Non-Regular appointments are paid on an hourly basis. In rare instances, a lump sum payment may be approved (typically for a 1 day event or performance).

    Temporary Classified

    Temporary classified employees may be hired on campus to fill emergency, non-recurring, short-term work, including leave replacement or other short-term assignments. The total hours for all such temporary work may not exceed 1040 hours in a twelve month period.

    Temporary classified employees are appointed into an SEIU classification and paid the hourly equivalent of the appropriate step within the pay range.

    Temporary Non-Regular

    If the work to be performed does not fit into an existing SEIU classification and is not Officer of Administration or Faculty work, the Non-Regular designation may be suggested for use by Talent Acquisition and an appropriate hourly rate established.  Temporary Non-Regular appointments are not subject to the 1040 hour limit.

    Temporary Non-Regular appointments are not suitable to appoint staff to perform OA level work.  Please see the OA Position and Pay Actions for information about Interim OA Appointments. In rare instances, and with the approval of the Director of Talent Acquisition or designee, the Temporary Non-Regular category may be used as a bridge to start an employee while an interim direct appointment to an OA position is being finalized.

    Selecting Candidates for Temporary Work

    Temporary appointments may be filled by direct appointment; a formal search is not required. Hiring units may consider former employees or former student workers for temporary employment.

    Retirees receiving PERS benefits may work for an employer participating in PERS, within certain limitations, and still maintain their retirement benefits. Retirees considering accepting temporary work should carefully review the “Work after Retirement” restrictions for retirees returning to work on the PERS website at: https://www.oregon.gov/pers/RET/Pages/index.aspx.

    The University also allows units or departments to obtain temporary help through employment agencies. For more information, visit Temporary Employment Agency Guidelines. Individuals hired via a temporary agency would not use the Request to Hire online process.

    Background Checks and Mandatory Training

    All employees must successfully pass job-related background checks; units are responsible for requesting background checks in accordance with the guidelines for hiring authorities. Background checks must be successfully completed prior the temporary employee’s start date.

    All employees are also required to complete mandatory Workplace Harassment Prevention training.

    For more information on conditions of appointment for temporary employees, please see the Temporary Employment Memo.

    Hiring Process

    1. Hiring unit completes the Request to Hire (RTH) Temporary Employee online form
      • The form must include a clear justification stating why the position is needed, along with a description of duties and responsibilities.
      • The form should be submitted in advance, once the hiring unit is aware of the need for the position, in order to expedite processing.
      • It is not necessary to list an incumbent on the online form, if one has not yet been selected. If the incumbent is known, please list all details requested for the individual.
      • The online form does not require unit approval or signatures. Units submitting the form are expected to have the approval of their appropriate unit leadership to initiate the temporary hire process. Approvals will be required on the PRF submission.
    2. HR reviews the form for compliance with employment rules, and notifies the submitter via email that the form has been approved or follows up with the unit to resolve questions.
    3. Upon approval, HR will provide the unit with the PRF, Temporary Employment Memo, and any required next steps.
    4. The unit identifies a candidate and makes a contingent offer of employment.
    5. Once the candidate has accepted the contingent offer, the hiring unit initiates the background check.
      HR will order the background check and provide confirmation to the unit when the background check has been successfully completed.
    6. The unit provides the Temporary Hire Payroll Packet and the Temporary Employment Memo to the employee. This may happen at the same time as the step above, but the start date will be contingent upon successful completion of the background check.
    7. The employee completes and returns the Temporary Employment Memo and Temporary Hire Payroll Packet to the hiring unit.
    8. The PRF and signed Temporary Employment Memo are submitted to Human Resources via the HR Document Submission Form. The memo can be included as an additional document with the PRF submission. Ensure you are using the link to submit a Temporary PRF.
    9. Upon receipt of the PRF, HR reviews the PRF, approves the hire, and forwards the PRF to Payroll for entry
    10. The unit verifies the I-9 and sends the Temporary Hire Payroll Packet directly to Payroll.
    11. Payroll enters the job in Banner, in the order received.
      • To request an ID number (95#) be created immediately for your new temporary hire, email a copy of the EIF to payroll@uoregon.edu.
      • Payroll will use the information from the EIF to enter the fields needed to create an ID number.
      • The original EIF must still be submitted with the new hire packet for final processing, at which time Payroll will enter the job record in Banner.

    Hiring Temporary Employees

    Process Update Effective June 1, 2020

    Temporary employment program requests, reviews, and approvals were transitioned from the Classification & Compensation team to the Talent Acquisition team in December 2019. Requests to hire temporary employees are now reviewed by your recruiter "buddy," bringing us one step closer to having your "buddy" be the first point of contact for all of your recruiting and hiring needs. In transitioning this work, Talent Acquisition began a process review to find ways to streamline the temporary hire process. The results of that review have led to the following changes.

    Beginning June 1, Talent Acquisition has launched an updated process for hiring temporary employees:

    • Requests to Hire (RTH) are now managed via an online form and will not require printing, signing, and returning forms to HR
    • Talent Acquisition will review all requests, notify units of approvals, and provide in time communication on next steps required.
    • PRFs can be submitted electronically via HR Operations new online submission process.

    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 Pool

    If you would like to review candidates that have applied for temporary employment at the UO through the Temporary Employment Pool, please contact your assigned recruiter or Talent Acquisition at talent@uoregon.edu. This pool can be searched via candidate area of interest, as well as some common skills or competencies such as Banner usage. We are happy to work with you to see if candidates in this pool can fill your temporary needs.




    Temporary Employment Memo

    File Type (ext): 

    Employment Agency: Approved Contractors

    Qualified Rehabilitation Facility (QRF)

    Phone #
    Fax #

    Examples of Services Offered      BANNER Vendor #

    State of Oregon Solicitation #

    DePaul Industries

    Fax: 503-856-9848

    • Accounting
    • Admin/Office Support
    • Cashier
    • Custodial
    • Data Entry
    • Food Service
    • Maintenance
    • Laborer
    • Landscaping
    • Library Technician
    V00004305 Seq #5 DAS PA#5713 ORPIN

    Galt Foundation

    Fax: 541-743-0204
      V00078857 Seq #2

    DAS #8275-QRF ORPIN


    Second Call Temporary Services Phone # / Fax # Examples of Services Offered BANNER Vendor #

    Contract #

    Health Advocates Network inc.

    • Housekeeper
    • Certified Medical Assistant
    • Social Worker
    • Licensed Clinical Social Worker
    • Patient Registrar
    • Pharmacist
    • Landscaper
    • Customer Service Representative
    • Secretary
    V00112978 PCS #440000-00240-O

    Kelly Services Inc.

    • Admin/Office Support
    • Custodian
    • Accounting Technician
    • Food Service
    • Landscaping
    • Office Manager
    • Library Technician
    • Cashier
    • Trades Maintenance
    V00024767 Seq #1 PCS #440000-00242-O

    Personnel Source Inc.

    Fax: 541-485-6411
    • Accounting
    • Admin/Office Support
    • Custodial
    • Events
    • Food Service
    • Landscaping
    • Legal/Medical Support
    • Library Technician
    • Operations
    • Trades Maintenance
    • Videography
    V00021617 Seq #2 PCS #440000-00244-O

    Quantum Recruiters, Inc.

    Fax: 541-485-8443
    • Accounting
    • Admin/Office Support
    • Carpenter
    • Computer Programmer/Operator
    • Custodial
    • Data Entry
    • Events
    • Food Service
    • Laborer
    • Landscaping
    • Library Technician
    • Medical/Legal Transcription
    • Office Support
    • Receiving/Sales Property Specialist
    V00061514 Seq #2 PCS #440000-00246-O

    Reliant Search, Inc.

    • Accounting/Payroll Support
    • Admin/Office Support
    • Grants/Contracts
    • Library Technician
    • Medical Records Specialist
    • Paralegal
    V00104586 Seq #1 PCS #440000-00248-O

    Robert Half International, Inc.
    (Accountemps and Office Team)


    • Accounting/Payroll Support
    • Admin/Office Support
    • Cashier
    • Executive Assistant
    • Office Manager
    • Program Analyst
    V00020994 Seq #1 PCS #440000-00250-O


    Temporary Employment Agency Guidelines


    • 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.


    • 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.


    HR Partner Surveys

    Human Resources is gathering information about key HR processes through the following surveys. We thank you in advance for your participation. 

    Recruitment Advertising Survey

    Human Resources is collecting information about current recruitment advertising. Responses to the survey will be used to inform guidance about recruitment advertising, obtain data for possible enterprise-wide advertising contracts, and pursue direct feeds of recruitment ads from MyTrack to common advertising venues. Feel free to forward this survey to others in your unit/department who are involved in placing recruitment ads.

    The survey will take approximately 10 minutes to complete.

    For questions about the survey, please contact Director of Talent Acquisition Nancy Nieraeth at nancyn@uoregon.edu.

    Recruitment Advertising Survey

    Onboarding Survey

    Human Resources is gathering information about new hire onboarding practices. Responses will be used to identify opportunities for improving efficiency and effectiveness of the onboarding experience for new faculty and staff, and will help inform what onboarding information should be included in the MyTrack Onboarding portal. 

    Please note the following before taking the survey:

    • We request that you view the current content of the MyTrack Onboarding portal before taking the survey, as being familiar with what is already on the Portal may help inform your feedback. Here is the link to the Portal Demo webpage.
    • The onboarding portal cannot be customized for a department or unit, so providing information that would be generally applicable to new hires across the university is most helpful.
    • For the purposes of this survey, please think about onboarding from the time the offer is accepted to 60 days after they begin working at UO.
    • Feel free to forward this survey to others in your unit/department who are involved in onboarding new faculty and staff and are interested in providing feedback, such as supervisors, or others in office or administrative support roles.

    The survey will take approximately 10 minutes to complete.

    For questions about this survey, please contact Kaia Rogers, Director of HR Programs & Services, at kaiar@uoregon.edu.

    Onboarding Survey

    SEIU Study: VPFA December 2016 Letter

    File Type (ext): 

    Student Wage Rates 2018-2019

    File Type (ext):