Hiring Manager Toolkit

Our recruiting services are designed to meet the needs of University hiring managers and will be delivered timely and efficiently. However, because we recognize the individualized nature of recruiting at Notre Dame, we also offer a series of additional services. The Recruiting Consultant assigned to your search will discuss these options and in consultation with you, establish a recruiting plan designed to meet your specific needs.

Creating a Job Posting

Hiring Managers will access the system at http://jobs.nd.edu/hr to create a job posting and submit it through an established work flow process to obtain necessary departmental approvals. Hiring Managers are able to create a guest user account at this time for members of the search team. Once the approvals are obtained, your job posting will be received by a Recruiting Consultant who will contact you to discuss the specifics of your posting.

View & Access Applicant Information

As a hiring manager, you will be able to view employment applications, resumes, and cover letters online. Hiring managers can update applicant statuses throughout the search process.

Notre Dame Graduates – Project Work

Purpose: To help recent Notre Dame graduates gain valuable work experience. These graduates have not yet been placed with an employer and are searching for an opportunity to build their skills sets. Rather than hiring external consultants, these Notre Dame graduates can gain work experience on campus, creating a “win-win” situation for the University and the recent graduates.

Solution: HR is partnering with the Career Center, the Law School and the MBA program in an effort to assist these graduates while they are searching for full-time employment. These projects will help to provide valuable work experience and build skill sets. At the same time, Notre Dame will have access to highly talented individuals.

Process: Submit the Notre Dame Graduate – Project Request form to Human Resources. In this form, departments will identify the description of the project, qualifications needed of the candidate, and the duration of the project. Human Resources will then work with the Career Center, Law School, and MBA program to identify a recent graduate that may be interested. The positions will be classed as Internships and the Intern will be paid a standard rate and eligible for healthcare and dental benefits only. Funding needs to be provided by the hiring department.

Initiating a Job Posting

New Positions

If a department does not have an unfilled position and sufficient funds within their final approved budget, no new hires may occur. However, if a department believes a new position is needed to operate the department, the following information should be emailed to the Office of Human Resources (compteam@nd.edu):

Staff Position Management Form (PMF) requires completion of the following two tabs and emailed from the department/division Business Manager to the Office of Human Resources (compteam@nd.edu)
- Position Description (PD)
- Approval and Funding

The PD is used by the University to gather facts about a position to determine the appropriate assignment into the compensation structure. This form is intended for the purpose of accurately describing the position duties, responsibilities, and requirements, not the skill or performance level of the incumbent.

Recruiting on campus or externally, will begin only when the Staff Position Management Form (PMF) has been completed and a new position number has been created. A posting can be initiated at http://jobs.nd.edu/hr.

Review of an Existing Position

If a department believes an existing position needs to be reviewed due to a change in responsibilities, the following information should be emailed from the department/division Business Manager to the Office of Human Resources (compteam@nd.edu).

Staff Position Management Form (PMF) requires completion of the following two tabs and emailed from department/division Business Manager to the Office of Human Resources (compteam@nd.edu)
- Position Description (PD)
- Approval and Funding

Recruiting, on campus or externally, will begin only when the Staff Position Management Form (PMF) has been completed and the department/division has received a response from the Office of Human Resources. A posting can be initiated at http://jobs.nd.edu/hr.

Replacement Positions

If a department has open positions and sufficient funds within their final approved budget, a posting can be initiated at http://jobs.nd.edu/hr.

Recruiting Candidates

Job Posting Process

Human Resources coordinates and assists hiring managers in the recruitment of applicants for all regular administrator and staff positions. The Recruiting Consultant will review the Service Level Agreement with the hiring manager to develop a recruitment strategy. Faculty positions are coordinated through the Office of the Provost.

Below are helpful guidelines for hiring managers to follow when a job becomes vacant in their department:

1. Internal Department Posting

It is the general practice of the University to have hiring managers first post job vacancies within the department. This practice is intended to offer promotional opportunities to qualified candidates within the department and to encourage the use of existing skills and abilities gained through the service of current employees. The timeframe for the departmental posting varies based on the length of time necessary to ensure that all employees within the department are aware of the opening. It is the hiring manager’s responsibility to prepare and communicate this posting within the department.

2. Campus Posting

If needed, Human Resources will post the opening to campus. Postings are updated daily, and are available to regular Notre Dame employees at ND.jobs.

To post a job, hiring managers must initiate a posting through the online ND.jobs Hiring Manager Site. Once the necessary approvals are obtained, a Recruiting Consultant will review the job posting as submitted by the hiring manager. Human Resources reserves the right to edit job postings to comply with University policies and procedures. A Recruiting Consultant will then contact the hiring manager to discuss a recruitment strategy.

3. Off-Campus Recruitment

If a position is posted externally, external candidates are permitted to apply. It is important to note that Notre Dame employees may continue to apply during this time and should be given equal consideration.

Identifying Candidates

Recruitment and advertising efforts are coordinated by Human Resources to ensure compliance with the University’s policy on equal employment opportunity, affirmative action, and applicable federal and state regulations.

A variety of methods can be used to develop both internal and external candidate pools when recruiting for specific positions. In addition to the University job postings, a variety of external resources can be discussed with your Recruiting Consultant based on your hiring needs.

Advertising Resources

ND.jobs
All non-faculty positions are posted on the ND.jobs web site. Both internal and external applicants apply through the on-line application system.

External Advertising
To expand and diversify the candidate pool, it may be necessary to advertise beyond the ND.jobs web site. Various advertising resources exist to identify qualified candidates. Print ads, internet postings, trade journals, Associations, and list serves are useful tools in publicizing professional job vacancies.

Diversity Recruitment Resources
The University will facilitate recruitment of minorities and women via various means. This may include advertising in minority focused publications, providing local organizations with University job listings, and networking with the Office of Institutional Equity and various alumni associations.

Recruitment Initiatives
Human Resources participates in a variety of career fairs and additional recruiting events to identify candidates.

Community Outreach Programs
University job postings are provided to various local community agencies/organizations to publicize opportunities. Organizations such as the Center for the Homeless, South Bend School Corporation, and Workforce Development offer qualified candidates for various positions.

Advertising Costs

Costs and fees related to the recruitment of new employees, including advertising, travel, and accommodation expenses, are the responsibility of the hiring department.

Pre-Screening Process

Incoming applications will be screened against basic job qualifications, as identified by the hiring manager/recruiting consultant. If desired, the recruiting consultant will screen incoming applications and present the most qualified candidates to the hiring manager. This can include conducting preliminary phone interviews.

For internal candidates, Human Resources can review the personnel file and provide a commentary to the hiring manager. Arrangements can be made for the hiring manager to review an individual file if necessary.

Distribution of Applications/Resumes

Applications and resumes will be available to hiring managers online by accessing the ND.jobs Hiring Manager Site. The Recruiting Consultant will initially review applications received for the position against the minimum job requirements and proceed forward based on the specifications outlined with the hiring manager in the Service Level Agreement (SLA).

Candidate Notification

The Recruiting Consultant and hiring manager will work together to develop the best communication plan for each search.

Preparing for Candidate Interviews

Manager Interview Resources

Your first impression of the candidates who have applied for your open position will generally come from the employment application, resume, and other written materials submitted by the candidate. Interviews provide the opportunity to focus on specific details surrounding experience and background and are, therefore, a critical step in your process to hire the best person for your opening.

The Recruiting Consultant can assist in conducting pre-screening interviews with candidates to help you narrow the field of candidates, interview finalists, and assess candidates.

Optional Interview Resources:

Interviewing Guidelines

Before the Interview:

Take time to prepare for the interview. Review the Position Description (PD).
Develop a list of job-related interview questions. Use it consistently for all applicants for the same position.

During the Interview:

Make the candidate feel at ease with introductory and welcoming remarks.
Ask open-ended questions which focus on behavioral descriptions rather than simply “yes” or “no” questions (i.e. have them describe a work situation in which they handled stress well rather than just asking if they can “handle stress well”).
Listen; do not do all the talking.
Ask job related questions
Ask the same core questions of every Candidate
Take notes during the interview
Keep reactions to yourself
Probe for specifics

After the Interview:

Answer any candidate questions
Provide an overview of the next steps in the process
Provide timely communication to candidates

Acceptable vs. Unacceptable Questions

The following are examples of acceptable and unacceptable interview questions by subject matter. During the interview process, questions about race, gender, age, national origin, disabilities or perceived disabilities, marital status, family status, or veteran status are inappropriate and should not be asked.

Acceptable	Unacceptable to Ask
Gender, Sex and Family Arrangements
If applicant has relatives already employed by the organization	• Sex of applicant; • Number of children; • Marital status; • Spouse’s occupation; • Child care arrangements; • Type of health care coverage of spouse; • Sexual preferences
Race
NONE	• Applicant’s race or color of skin; • Photo to be affixed to application/resume
National Origin or Ancestry
• Whether applicant has a legal right to be employed in the US; • Ability to speak/write English fluently (if job related); • Other languages spoken (if job related)	• Ethnic association of surname; • Birthplace of applicant or applicant’s parents; • Nationality, lineage, national origin, Nationality of applicant’s spouse; • Whether applicant is from another country; • Applicant’s native tongue/English proficiency; • Maiden name (of married woman)
Religion
NONE	• Religious affiliation • Religious holidays observed
Age
• If applicant is over age 18 • If applicant is over age 21 if job-related (i.e. bartender)	• Date of birth • Date of high school graduation • Age
Disability
Whether applicant can perform the essential job-related functions	• If applicant has a disability • Nature or severity of a disability • Whether applicant has filed a workers’ compensation claim • Recent or past surgeries/dates • Past medical problems
Other
• Convictions, if job related • Academic, vocational, or professional schooling • Training received in the military • Membership in any trade or professional association; • Job references	• Number and kinds of arrests • Height or weight, except if a bona fide occupational qualification • Veteran status, discharge status, branch of military service • Contact in case of an emergency (at application/interviewing stage) • Financial status — if applicant owns or rents a home or car, or if wages have been previously garnished, unless financial considerations for the job in question exist.

In almost all instances, the following topics should be avoided in an interview:

Age – is irrelevant unless you are concerned about child labor violations under the Fair Labor Standards Act, in which case you can ask for proof that he/she is old enough to work.

Arrest record – do not ask at all — you may ask about convictions, but even then it would have to be relevant to the position in order to lead to immediate rejection.

Bankruptcy and credit affairs – never ask about bankruptcy since it is illegal to discriminate on this basis under the Federal Bankruptcy Law — all credit inquiries must comply with the Fair Credit Reporting Act.

Citizenship – unless required by law or regulation, you may not ask applicants if they are US citizens since it is considered discriminatory under the Immigration Reform and Control Act. You may ask if candidates are authorized to work in the United States.

Disability – the Americans with Disabilities Act makes it illegal to ask questions about an applicant’s disability or perceived disability — it is crucial to focus on the job, not on the disability.

Driver’s license – avoid asking about it unless the job requires one since it could statistically screen out females, minorities and/or individuals with disabilities.

Educational attainment – relevant if it is directly related to successful job performance if not, avoid it.

Emergency contact information – unnecessary at the application stage — and it can be discriminatory if it reveals information about the applicant’s membership in a protected class.

English language skills – only ask if it is a requirement of the job (i.e. an English teacher) — otherwise it could be construed as national origin discrimination.

Height and weight – it is important to focus on what the job requires, not the person’s physical characteristics.

Marital status/name changes/spouse/children – any questions relating to these issues may be construed as discriminatory, especially against women – – none are job-related.

Organization or club membership – this might reveal protected class information and it is irrelevant (i.e. Knights of Columbus, NAACP or Diabetes Association).

Race, color, religion, sex, or national origin – EEOC guidelines prohibit asking questions that may reveal this information.

Union affiliation – could be considered an unfair labor practice under the National Labor Relations Act if the applicant claims he or she was not hired because of the union affiliation.

Veteran status/military records – general questions about a person’s background in the military should only be asked if based on business necessity or job-related reasons. If requested, such information should include a statement that general or dishonorable discharge will not be an absolute bar to employment but that other factors will be taken into consideration.

Assessing Candidates

Candidate Assessment Tools

The Interview should be viewed as one component of the overall selection process. Other assessment tools are available to hiring managers through the Recruiting Consultant.

Computer Software Skills Assessment / Behavioral Assessment

Computer skills assessments and behavioral assessments are available in a variety of areas. Please contact your Recruiting Consultant to inquire.

Reference Checks

It is strongly recommended that the hiring department conduct reference checks prior to extending an offer of employment. It is required that before checking references, an application for employment has been completed by the candidate and is on file with the Office of Human Resources. Your Recruiting Consultant is available to provide guidance to hiring managers in obtaining references upon request.

Internal Candidate Reference Checks

When considering an internal/University employee as a final candidate for a campus position, the hiring manager should advise the employee prior to contacting the candidate’s supervisor to obtain information regarding the employee’s present work performance.

Hiring managers are also encouraged to contact the Office of Human Resources for the purpose of obtaining information regarding the employee’s performance as contained in the personnel file. This information may be reviewed with a representative from the Office of Human Resources upon request.

Employee Reference Check Form

Pre-Employment Requirements

Prospective employees are required to complete certain pre-employment checks prior to employment with the University of Notre Dame. The hiring manager, in coordination with Human Resources, will initiate the appropriate checks with prospective employees after the employment decision is made and the offer is accepted. Employment with the University is contingent upon satisfactory results.

Below is an overview of each pre-employment check as supported by the University.

Degree/Educational Verification

Educational degrees received and/or enrollment in accredited colleges/universities can be verified by Human Resources upon request.

Criminal Background Checks

Human Resources will verify the criminal record information provided on the Application for Employment for all individuals who have accepted employment. This verification includes a felony and misdemeanor conviction check.

To initiate the verification process, the hiring manager must contact the Recruiting Consultant after the employment decision is made and the offer is accepted. Human Resources will ensure that an Application of Employment is on file and electronically signed by the applicant before proceeding with the process. The results of the verification take approximately 4 business days following the date of submission. Once received, a Human Resources representative will notify the hiring manager of employment eligibility based on the results. Employment is contingent upon satisfactory results.

For temporary/on-call and summer hires, the hiring manager should initiate the pre-employment criminal background checks by logging on at https://employ.nd.edu/ and entering the applicant information.

Pre-Employment Drug Testing

Human Resources will coordinate a pre-employment drug test for individuals being considered for regular, part-time and full-time positions, as well as safety sensitive areas within the University.

To initiate the drug test, the hiring manager must contact the Recruiting Consultant after the employment decision is made and the offer is accepted. Human Resources will ensure that an Application of Employment is on file and electronically signed by the applicant before proceeding with the process. Human Resources will provide the hiring manager and/or candidate with the name and location of the testing facility and will contact the clinic to authorize the test. The test results take approximately 4 business days following the date of the test. Once the test results are received, a Human Resources representative will notify the hiring manager of employment eligibility based on the results. Employment is contingent upon satisfactory results.

National Sex Offender Registry

Indiana law requires that all prospective employees who will be in contact with youth under the age of 18 be checked against the National Sex Offender Registry. Human Resources will conduct the check in cooperation with the hiring department.

To initiate the check, the hiring manager must contact the Office of Human Resources after the employment decision is made and the offer is accepted. A Human Resources representative will notify the hiring manager of employment eligibility based on the results. Employment is contingent upon satisfactory results.

Pre-Employment Physical Examination

The University does not generally require a pre-employment physical examination as a condition of employment; however, the University reserves the right to require post-offer (exams performed prior to the first day of work) physical examinations for positions where the nature of the work renders it appropriate by Federal law or regulation.

Finalizing Your Hire

Before Offer is Extended to Candidate

Confirm employment offer with the Recruiting Consultant to ensure application is on file. The employment offer is contingent upon successful completion of pre-employment requirements.
Review University’s Relocation Policy for applicability.
Prepare Offer letter outlining the terms of the offer and welcoming your new employee to the University.

Sample Recruitment Letters

After Candidate Accepts Offer

Work with Recruiting Consultant to initiate pre-employment drug test and criminal background checks. Results are typically received within 4 business days of date initiated and will be communicated to the hiring manager.
NetID (email account): Within 24 – 48 hours of successful completion of pre-employment checks, the employee can access their NetID and password at the Office of Information Technologies web site.
Complete the Staff Personnel Action Form (Staff PAF) and submit to the Office of Human Resources, 200 Grace Hall.
To assure that a new employee has network access and payroll authorization on their first day of employment, the Staff PAF must be submitted prior to the designated start date.

Before Candidate Begins Employment

Important Instructions for New Hire Paperwork – click here

Employee completes New Hire forms (W-4s, I-9, and Direct Deposit). Forms should be submitted to 200 Grace Hall (Human Resources) on or before the first day of employment.
- HR Web Site: New Hire forms can be accessed online by the new employee. Form I-9 must be certified in person at Human Resources. Candidate can submit W4’s and Direct Deposit forms to the hiring department or 200 Grace Hall.
After the Form I-9 is complete and certified in Human Resources, your new employee can then obtain the following items:
- University I.D. Card: The new employee must visit the second floor of Grace Hall in person to obtain a photo I.D. Card
- Campus Parking Permit: Issued at Hammes Mowbray Hall, the employee must present their University I.D. Card and complete a Vehicle Registration form

Upon receipt of the Personnel Action Form (PAF), email notification will be sent with new hire orientation dates & details. The orientation is designed to provide individuals with benefit information necessary to select a specific benefit plan, as well as an overview of various University policies. Employees can also complete the Form I-9 and obtain their University I.D.Card (if not previously issued).

Develop a plan to orient your new employee to your department.

Exit Interviews

Exit interviews are conducted with departing employees through in person meetings and/or electronic/paper surveys. Information exchanged at exit interviews may benefit both the university and employee and are typically conducted by the next level supervisor of the employee’s manager or Human Resources.

The primary aim of the exit interview is to improve the employment experience at the University of Notre Dame. Exit interviews are also an opportunity for the university to enable transfer of knowledge and experience from the departing employee to a successor or replacement, or even to brief a team on current projects, issues and contacts. Good exit interviews should also yield useful information about the university, to assess and improve all aspects of the working environment, culture, processes and systems, management and development, etc.

Listed below are steps to guide you through the exit interview process.

Prepare for the interview by briefly talking with the employee’s manager and reading the employee’s personnel file, performance reviews, and other documents.
Set a meeting agenda. Allow enough time for discussion.
Review prepared questions.
Be prepared to answer employee’s questions.
Schedule the meeting as close as possible to the employee’s departure from the university.
Explain the purpose of the interview to the employee that is to gather information about the employee’s perception of the university and workplace environment.
Assure the employee that comments made during the exit interview will remain anonymous except in the case of allegations of misconduct. In those cases, you have a duty to notify management and the Office of Human Resources of any misconduct.
Set the right tone. Be warm, receptive and interested in what the employee has to say. Listen. Do not insert personal comments – your role is to gather information and stay objective.
Gather or verify that all company property and material has been returned.
Document the exit interview.

Departing employees may also request an in person exit interview with a representative from Human Resources. The Office of Human Resources will conduct an exit interview survey via mail and online methods after the employee leaves the university to find common themes for departure.

Click here for the Exit Interview form.