Recruiting and Staffing
Human Resources partners with hiring managers to attract, source and select diverse, world-class talent. Recruiting and Staffing Services can assist you in developing a recruiting plan and help you through the entire process of finding, interviewing, hiring and welcoming the best talent.
Overview of the Hiring Process
The hiring process at Carnegie Mellon University ensures that you are able to hire the best people for your needs in a timely manner, and that we meet all local, state and federal laws and regulations that govern employment.
- Contact Recruiting and Staffing Services to guide you through the hiring process.
- Create the requisition and job posting in Workday. Positions will be posted on Careers@CarnegieMellon. For information about how to post positions through Workday, review the resources at My Workday Toolkit.
- Review applicant credentials in Taleo and select candidates.
- Interview candidates and document the interviews. Ensure all non-selected candidates are dispositioned through Taleo.
- Initiate any required background checks and contact references.
- Work with Recruiting and Staffing Services and Compensation to determine salary and (as needed) approve the offer.
- Extend an offer of employment.
- Notify Recruiting and Staffing Services upon receiving a signed offer letter.
- Recruiting and Staffing Services will process the hire in Taleo to initiate the creation of the employee record in Workday.
- Work with your Department Initiator to finalize the hiring process through Workday.
Recruiting for Diversity
There are four key factors in developing a departmental strategy for inclusivity:
- Alignment with University Strategic Goals — Ensure alignment with the university goals for diversity and inclusion as outlined in the university's Strategic Plan and Equal Employment Opportunity/Affirmative Action Policy.
- Fair and Equal Treatment — Ensure that you follow sound employment and salary compensation practices.
- Effective Networking Resources — Access and employ the most effective sourcing and recruiting tools available.
- Success Measurement — Develop an internal review protocol to ensure that university guidelines and procedures are followed and that your sourcing plan is effective.
The action steps listed below help you apply these principles to each stage of the employment process:
|Stage in the Process
||Action Steps to Diversify the Pool|
|Beginning of the Job Posting Process||
Identify underuse within the department/university according to EEOC category.
Develop and initiate a recruitment/networking plan, including advertising and resources to be used; work with Recruiting and Staffing Services to diversify your pool.
Outline and commit to a timeline and develop milestones.
|Throughout the Recruitment Process||
Screen and interview many candidates. All applicants interviewed must meet minimal qualifications.
Revisit sourcing plan if process did not yield a diverse pool of applicants after several weeks of posting.
|Prior to Making an Offer||
Develop and use a department internal review plan to assess process and selection; confirm that sound decisions are made based on job-related criteria.
Re-open the search if needed to locate qualified candidates.
Gather and review additional information, if needed, to justify the selection of the chosen candidate.
|End of the Recruitment Process||
Extend an offer using fair and equitable compensation practices
Work with Recruiting and Staffing Services to complete all university documentation requirements
Develop and initiate a departmental employee onboarding plan
Review sourcing plan and identify barriers and enablers in the process: What could we have done better?
|Key Considerations During Each Stage||
Maintain contact with Recruiting and Staffing Services throughout the process.
Process check your plan of action for successful recruitment, including timeline and milestones.
Your plan should include regular communication with Recruiting and Staffing Services as well as a realistic timeline. Six or more weeks for the recruitment process is most likely necessary.
— Identify those who can provide you with support and consultations throughout the process.
— Identify critical factors that will enable success (for example, supervisory training, measurement and accountability milestones).
— Build, cultivate and nurture a network of talent for future potential vacancies and opportunities within your organization.
Posting the Position
When hiring a new employee for a full- or part-time position, you must post the vacancy at Careers@CarnegieMellon for a least three working days, unless the vacancy meets certain Job Posting Guidelines [pdf].
Advertising the Position
External advertising can expand and enhance the size, quality and diversity of your applicant pool. Carnegie Mellon HR has negotiated special discounted rates with a number of advertising sources. To ensure quality, consistency and compliance with government regulations, Recruiting and Staffing Services handles the advertisement of staff positions at Carnegie Mellon University to external websites. Please contact Recruiting and Staffing Services for additional information or to place an advertisement.
Note: If the hiring department is interested in distributing the position to professional listserv(s) or organizations of which they are members, please contact Recruiting and Staffing Services for appropriate language regarding the EEO/AA statement and application process.
Online Advertising Resources (Sample list)
Recruiting and Staffing Services automatically places ads for your position with Indeed, SimplyHired, PA CareerLink, HigherEdJobs, HERC and diverse organizations within a 50-mile radius.
- The Chronicle of Higher Education — Academia's #1 resource for jobs
- The Journal of Blacks in Higher Education — Excellent source of African American candidates for administrative, faculty and professional positions
- Craigslist — For general posting
- Dice — Top technical niche site
- HBCU Connect — Recruiting site geared toward Historically Black Colleges and Universities
- Higher Education Jobs — For academic and administrative positions
- Inside Higher Education — For academic and administrative positions
- Indeed — Leading site for all professions
- CareerBuilder — The largest online job site in the U.S.
- Pennsylvania CareerLink — State site for workforce development services
- Pittsburgh Technology Council — Local site popular with tech applicants
Print Advertising Resources
- Graystone Group Advertising — Assists in placing print ads at no cost
- NAS Recruitment Communications — Assists in placing print ads for a service fee
- The Chronicle of Higher Education — Display ads in the publication at a 10% discount
- Partner with your recruiter to create an effective job advertisement with language that will attract a strong and diverse applicant pool.
- Use a descriptive position title. The title is the first thing a job seeker sees about your job.
- Include an accurate and complete position summary. Be clear and honest about the job responsibilities.
- Include the required experience and skills. Refer to the position description for consistency.
The interview is your opportunity to get more detailed information as to whether this candidate is right for your position. Contact Recruiting and Staffing Services to create a plan for recruitment and interviewing, and/or for assistance with phone and subsequent interviews.
1. Develop Your Plan of Action
- Think about how you will plan the interview process: participants, space, travel, parking and other logistics. A well-planned interview will leave a good impression for all candidates, whether or not they are selected for the position.
- If you are asking others to participate in the interview process, ask whether they have had experience interviewing. Those unfamiliar with interviewing should connect with Recruiting and Staffing Services for assistance.
- Develop a core set of questions to ask each applicant based on the required and preferred skills, knowledge and abilities.
- Review the applicant's profile, transcripts, and relevant licenses, certificates and clearances. If information is inconsistent, seek clarification during the interview process and document your findings.
2. Guide the Interview
- Minimize distractions, avoid outside interruptions and hold all phone calls.
- Use the same process for all applicants, including the amount of time allotted, questions asked and format of the interview.
- Review the position description and job announcement with the applicant. When appropriate, offer your web address and/or department publications to help the applicant understand the vision, mission, function and activities of your department.
- Discuss the following topics: duties and responsibilities of the job, location, travel requirements, equipment and facilities, hours, attendance and performance expectations, on-the-job training and development opportunities.
- Do not oversell the position. Provide an accurate portrayal of the duties and responsibilities of the job.
- Ask the candidate about their work history, relevant experience, training/educational background and career goals.
- Ask probing, open-ended questions, and ask for examples to support the applicant's responses. The applicant's past on-the-job behavior often provides insight as to how they will perform on the job.
- Remember the 80/20 rule: a good interview allows the applicant to speak for 80% of the time, while the interviewer should use the remaining 20%. This allows you to collect enough information to make an informed decision on the applicant's experience and responses.
- Allow time for the applicant to ask questions.
- Bring the interview to a close by explaining the timeline for filling the position.
3. Take Good Notes and Obtain Reference Information
- Document the applicant's responses to your interview questions as soon as possible after the interview. Writing a summary can help you articulate your thoughts about the quality of the interview.
- Get the contact information for reference checks. Look for three to five professional references, with at least one or two from past supervisors. References should be professional, not personal. For entry-level candidates, past professors or mentors are acceptable.
- Contact Recruiting and Staffing Services to initiate a background check.
- If the position requires the employee to drive a university-owned vehicle, Recruiting and Staffing Services conducts a motor vehicle records check.
4. Maintain Confidentiality
- Everyone involved in the hiring process must treat all applicant information confidentially. Candidates' qualifications should not be discussed outside of the recruitment process.
- Selection committee members should return or shred all candidate credentials to the hiring department at the conclusion of the recruitment process. Interview notes should be retained in an electronic or paper file.
- Do not conduct informal reference checks without the express permission of the candidate. This includes current and former employers and/or colleagues both inside and outside the university.
- Do not look up candidate information on the Internet or social media. Professional networking sites are okay (e.g. LinkedIn).
5. Consider Equal Employment Opportunity and Affirmative Action Obligations
- Do not ask questions about the following: religion, race, national origin, age, gender, sexual orientation, marital or family status, disability, workers’ compensation history, birthplace, arrest record, pregnancy, social or political affiliation.
- Contact Recruiting and Staffing Services to discuss additional recruitment efforts to create a diverse pool of applicants.
6. Comply with the Americans with Disabilities Act (ADA)
- The ADA prohibits discrimination against individuals with covered disabilities in recruitment, hiring, job assignment, promotion, training, pay, layoff, firing, leave benefits and all other employment-related activities.
- Employers are prohibited from refusing to hire an otherwise qualified individual with a disability because an applicant has asked for a reasonable accommodation or because an applicant has a known association with a person who has a disability.
- Reasonable accommodations are not determined by the supervisor or hiring department. Please contact Disability Resources for Faculty and Staff Members regarding accommodations.
- If an applicant asks for a reasonable accommodation during the interview, provide it. If an applicant states that he or she will require a reasonable accommodation to perform the essential functions of the job, please note the accommodation and consult with Disability Services for Faculty and Staff Members.
Extending an Offer
1. Determine Appropriate, Market-based Compensation
Make your salary offer in accordance with the candidate's qualifications and experience and internal equity. The salary should be competitive with the job market in which you are competing, and in accordance with university compensation guidelines.
2. Inform the Candidates
After you have selected the right candidate for the position and determined the appropriate compensation level, you must send out an offer letter to the successful candidate. The offer letter should include the specific position, the agreed upon salary and start date, the person's benefits eligibility, and any other information they must know to begin employment.
Once the candidate has accepted the position and returned a signed offer letter, contact Recruiting and Staffing Services for assistance in notifying non-selected candidates.
3. Sending the Offer Letter
Work with Recruiting and Staffing Services to draft an offer letter based on the appropriate template for your position.
Standard Employment Templates:
- Full-Time Exempt Employee Offer Letter [docx]
- Full-Time Non-Exempt Employee Offer Letter [docx]
- Part-Time Exempt Employee Offer Letter [docx]
- Part-Time Non-Exempt Employee Offer Letter [docx]
Remote Worker Templates:
Non-exempt remote worker arrangements require approval from HR and Office of General Counsel.
- Full-Time Exempt Remote Worker Offer Letter [docx]
- Part-Time Exempt Remote Worker Offer Letter [docx]
Fixed-Term Employment Templates:
- Full-Time Fixed-Term or Temporary Exempt Employee Offer Letter [docx]
- Full-Time Fixed-Term or Temporary Non-Exempt Employee Offer Letter [docx]
- Part-Time Fixed-Term or Temporary Exempt Employee Offer Letter [docx]
- Part-Time Fixed-Term or Temporary Non-Exempt Employee Offer Letter [docx]
Adjunct Instructor Template:
4. Inform Human Resources
Once you have received a signed offer letter, inform Recruiting and Staffing Services of the person's name, start date and any prior affiliation with Carnegie Mellon. Recruiting and Staffing Services will process the hire in Taleo to initiate the creation of the employee record in Workday.
Hiring a Foreign National
When hiring foreign nationals with H-1B visas, please refer to the Wage Determination Packet [docx].
For those entering the United States to work or study at Carnegie Mellon, the primary source of support and information is the Office of International Education (OIE). OIE's Foreign Scholars Information Directory contains information about:
- Coming to Carnegie Mellon and settling in
- Travel advice
- J-1 and H-1B visas and other work visa categories
- Immigration services and resources
The OIE website also has information about families and dependents, and many other useful resources.