Hiring a new team member is one of the most important responsibilities for supervisors. This toolkit will provide all the tools and resources that hiring manager will need for every phase of the hiring process—from assessing your department’s needs and submitting a position description, to evaluating candidates, conducting interviews, and making an offer. MICA’s hiring process is designed to be thorough, inclusive, and well-supported, ensuring you have everything that you need to make informed, confident hiring decisions.
Hiring Toolkit
Position Assessment
Before you begin your search, assess the business needs of your area. A recently vacant position is the perfect opportunity to review all the other positions and their roles and responsibilities. Whether you are filling an existing position or creating a new one, carefully consider the job description. Solicit feedback from your team and other positions that interact with the position. Request job descriptions from Human Resources if not available in Workday or create a new job description if requesting a new position to be created. The job description template is available here.
- How will this position help fulfil organisational needs
- If this is an existing position, ensure that the position description still matches these needs.
- What combination of skills, knowledge, and qualifications would the right candidate possess?
For existing positions, ensure that you have approval from your supervisor to implement changes to position responsibilities. If requesting a new position to be created, ensure that you have your supervisor’s approval and budget approval from Finance and Human Resources.
Selecting a Search Committee
A search committee of at least three individuals is required for all searches for senior level positions. Search Committee members must be able to share insights, challenge assumptions and bring lessons of experience from other perspectives, disciplines and organisations. The committee should include employees who:
-
can provide unbiased, objective, and constructive feedback on candidate selection
-
can bring unique and broad perspectives to the committee
-
are knowledgeable in the area/field/responsibilities of the vacant position
As the hiring manager and search committee chair, you must meet with the search committee prior to reviewing applications to discuss the search objectives and set expectations. In addition, you should make sure their committee understands their role in the process. This includes ensuring availability for interviews, taking interview notes, and completing post-interview evaluations. You should also review MICA’s commitment to non-discrimination and equal opportunity. Search committees should be comprised of the supervisor for the position, career-based experts, and people who have consistent interaction with the role and could provide beneficial screening and interviewing guidance.
Search committee members are not automatically notified by the applicant tracking system when they are assigned to a search committee. It is the department’s responsibility to communicate to each member their respective role in the search. All search Committee members must submit signed copies of Appendix VIII Search Committee Charge document to the Office of Human Resources.
Search Committee Kick-off Meeting
Search committee members typically kick off the search with a meeting that consists of:
-
Introduction of search committee members
-
An overview of the search process
-
The charge from the hiring manager (in person if possible)
-
A review of confidentiality and EEO considerations
-
Description of the duties, responsibilities, and expectations for search committee members
-
Introduction of the designated search consultant to the committee
-
Establishment of a search timeline and search process planning
Submit job requisition
After obtaining the required approvals, submit the job requisition request in Workday. Instructions are here. Human Resources will support you as you develop your recruitment strategy and timeline:
-
Where will you post the job (i.e., job boards, professional associations, industry-related websites, etc.)?
-
How long will the job be posted?
-
Past issues with filling this position, if applicable
Recruiting and selecting the right candidate takes a planned and strategic approach. It is important to attract a diverse-array of qualified applicants for your position, and equally important to select the right candidate who will succeed in the position.
Different perspectives, backgrounds, and lived experiences lead to new ideas and innovations. Ensuring our campus community consists of employees from various backgrounds and experiences broadens viewpoints, knowledge, and approaches from which new discoveries are made.
Screening and Interviewing
The search chair is responsible for communicating with search committee members their role in the search process. You are also responsible for developing a timeline for your search, identifying dates for applicant review, phone screenings, in-person interviews, and a start date. Best practice is to plan for approximately 40 days from opening of the job announcement until acceptance of offer.
Applicant review and screening
The search committee should review applicants, including their resume, cover letter, and any other documents provided during their application. The focus of the search committee’s review should be on the candidate's qualifications in relation to what was stated in the required/minimum qualifications in the job description. Completing the review using the posted job description is necessary to ensure a consistent and equitable review of candidates. The committee should consider how candidates contribute value to MICA’s overall mission, to include both professional and personal experience. When evaluating candidates, the committee should focus solely on candidates’ qualifications, experience, and alignment with the role’s requirements. Factors unrelated to the job, such as personal opinions or social media activity, should not influence the evaluation process.
Search committee members must narrow the applicant pool to approximately 8 - 10 potential candidates and proposing and defending their top candidates is one way to assess candidate viability. Often, committee members will agree on several candidates and can debate the merits of candidates selected by fewer committee members. Search committee members must document why a candidate has been eliminated from further consideration. The search committee chair provide the rankings to the Office of Human Resources for any compliance or audit review.
Scheduling interviews
The interviewing process is an opportunity to sell candidates on joining MICA as well as allowing the search committee a chance to more thoroughly evaluate the candidates’ credentials.
Schedule interviews once candidates have been screened and top candidates are identified. It is up to you and the search committee to decide how many candidates you interview based on the job’s required and preferred qualifications. Candidates that do not make it through initial screening should be dispositioned in Workday.
Candidates must go through the following interview stages:
- Initial interview via video conference or phone where candidates are furthered narrowed down. To 2 - 4 candidates.
- On campus interviews: done with the top candidates. It is up to you and the search committee to decide if you need second on-campus interviews to decide on a final candidate. Candidates must meet with the search committee, potential key colleagues and the hiring manager. Coordinate all travel and lodging arrangements with the candidate.
Provide candidates with a detailed schedule that identifies each interviewer, including the interviewer’s name and position. Keep the same format for each candidate and allow an equal amount of time for each candidate to answer questions. Consider offering a campus tour to familiarize the candidate with all that MICA has to offer.
If any candidates make you aware of a disability accommodation needed during the interview process, contact the Office pof Human Resources immediately.
Develop interview questions
It is important to ask appropriate questions throughout the hiring process to ensure an equitable experience for all candidates. Hiring managers and search committees should refrain from asking broad questions regarding personal interests and activities, as it may require the candidate to disclose private information such as their political affiliation and/or religious beliefs. Avoid discussing personal matters with candidates, however, if such personal information is disclosed by the candidate, that information should not be considered in your hiring decisions. Questions should be based on job duties, qualifications, and competencies. It is integral that the committee use the same set of questions for each candidate. Interview questions or comments made during the interview should be job related.
Title VII protections apply equally to all employees and applicants. Different treatment based on race, sex, or another protected characteristic can be unlawful discrimination. We recommends asking behavioral or situational interview questions, where you ask the candidate to provide an example of how they behaved or would behave in different situations. Technical/ competency based questions should also be asked to help the search committee evaluate each candidate’s qualifications.
During the interview, be sure to engage candidates. Introduce committee members and provide an overview of the position. This is your opportunity to discuss the work hours for the position, benefits, office culture, etc. Remember to allow time at the end of the interview for candidates to ask questions.
Committee members are encouraged to make notes on the answers to all questions and to submit them to the committee chair for inclusion in the search file. Brief notes that capture the essence of each response can be especially helpful if a search process is challenged. Investigators may not have to involve committee members in an investigation if search-related documents are comprehensive and explain the rationale behind selection decisions.
Review Appendix VII Guidelines for Interviewing and contact your HR representative if you need help with interview formats, questions, etc.
Following the interview, solicit feedback quickly from interviewers to ensure that thoughts and impressions aren’t forgotten (or confused with other candidates). Consider utilizing a survey tool like Qualtrics to gather feedback.
Although you’ve already solicited feedback from all interviewers (many of whom were likely search committee members), it’s always helpful to get the search committee together one last time to discuss and compare all candidates. Consider ranking the candidates in case your first choice doesn’t work out. Important questions to consider:
- Have they demonstrated the knowledge, skills, and abilities to perform the job duties outlined in the job description?
- Do they have previous work experience that relates to the role you are looking to fill?
- When reviewing departmental needs, can this candidate fulfill the current needs of the department?
Conduct reference checks
Reference checks are a critical part of the selection process that could give you insight into the candidate’s current and past performance. The search committee must conduct reference checks on the top three candidates. The hiring manager is encouraged to personally call supervisory references.
Questions to the references must be job related. Disregard information that is clearly unrelated to the position requirements. Information obtained in a reference check is completely confidential, but may be subjected to a court order.
Offer
Move the selected candidate to Offer stage in Workday. The Office of Human Resources will complete a compensation analysis to determine the selected candidate’s hourly rate or annual salary. HR will make the offer to the candidate and provide confirmation of acceptance of offer and start date.
Ethics and Confidentiality
MICA provides equal opportunity with respect to all employment practices, including recruiting, interviewing, selection, and employment, and administers such practices without regard to race, color, sex, sexual orientation, gender identity, gender expression, disability, age, veteran status, national origin, or religion. In order to ensure a fair and equitable search process, committee members should maintain accurate records and notes, and understand this information is public record.
Search Committee members should not enter the search process with any pre-conceived notions of a final candidate. Finally, all information should be kept confidential within the committee and the Office of Human Resources.
Complete a position assessment Draft or update the job description Obtain approvals from your supervisor, HR and Finance (if applicable) Submit the job requisition all approvals in Workday Contact Human Resources to discuss your recruitment strategy and timeline. Review and disposition applicants with consideration to candidates that meet and/or exceed the defined qualifications Schedule initial screening and narrow down the candidate pool Schedule and conduct at least three in-person interviews Send the Interview Evaluation Questionnaire to search committee members; each member should complete an evaluation for each candidate they interview Complete at least three professional reference checks for the selected candidate using the Reference Check Form After a selection has been made, move the selected candidate to the offer stage in Workday. Ensure that HR sends regret letters to non-selected candidates in Workday.
Position title :
This charge details the expectations for the search process and your responsibilities:
- The Committee will partner with {search firm}, an organization with extensive experience in helping identify college and university leaders, to provide professional assistance and advice during the search and selection process.
- The Committee will be broadly representative of the MICA community. While each search committee member is encouraged to bring their unique perspective to the Committee’s work, members are not charged with representing a specific department, unit, program, or group, but will instead represent MICA as an institution.
- The Committee's role is advisory and vital to the success of the search process. Through an expansive search, the Committee will consider a pool of applicants with exceptional qualifications and who understand and embrace MICA's mission.
- The Committee will recommend up to three candidates unranked for hire. The final hiring decision will be made by the Hiring Manager.
- The Committee will adhere to the timeline already established for its work.
- The Chair of the Committee may be required to make periodic reports to the campus community about the progress of the search.
- The Committee will support the successful transition of the successful candidate as appropriate.
- The Committee will protect the identity of individuals who have expressed interest in applying for this position, including individual qualifications and merits, unless expressly directed otherwise by the search committee co-chairs or the hiring manager.
- The Committee will maintain absolute confidentiality of the search committee’s deliberations, both during the search process and after its completion. Any breach of confidentiality could result in considerable damage to the reputations and/or livelihoods of the applicants, the search committee members and the College. Only the hiring manager or the search committee chair may speak publicly about the search.
- You understand that you may be removed from the search committee if you breach any of these terms or fail to act in a professional manner. You also understand that should you be removed from the search committee, all terms of this statement remain applicable and binding.
You agree that you will:
- Fully participate in all committee activities, including being on time and prepared for all meetings.
- Review with diligence all applicants/vita/resumes provided to you.
Search Committee Member’s Print ____________________________
Search Committee Member’s Signature ____________________________
Date ____________________________
The following guidelines are provided as an aid in complying with MICA’s policy and procedures and with federal and state laws. Before the interview, take a few minutes to review the job application materials.
- Create a relaxed interview setting
The interview setting should be quiet, comfortable, and free of distraction and any other kind of interruption. If you use an office, arrange for phone calls be forwarded to another line. Keep on schedule, as candidates become apprehensive when asked to wait.
Ask each candidate to arrive 10-15 minutes before the interview. Give them a copy of the position description and any other materials you feel are important before the interview, such as an organizational chart, agenda for the interview, and a list of the selection committee members with their titles. Allow at least 15 minutes between interviews to permit candidates to come and go without overlap, and to allow the committee members to evaluate a candidate's responses to questions.
- Follow a logical sequence
Keep the same format for each candidate and allow an equal amount of time for each candidate to answer questions. Introduce the candidate to the rest of the committee and invite them to be seated. Provide information regarding the expected timeframe for filling the position and what the interview is meant to accomplish. You can briefly define the job responsibilities.
- Let the candidate do the talking and be mindful of your questions
After defining the job responsibilities, let the candidate "do the talking." It is extremely important to listen and concentrate on what they are saying. The candidate should carry 80-85 percent of the total conversation. The panel members' input should be limited to asking questions, probing deeper, and keeping the candidate on track. The panel should clear up points on the application, asking follow-up questions that encourage the candidate to talk. Ask only questions that are directly related to the job. Use "W" questions — who, what, when, where, and why; also, how? Allow silence after asking a question so that you don't interrupt the candidate's thinking process. Encourage candidates with "take your time, we want you to be specific." Several types of questions are useful:
- Direct questions are easy to understand, and are more likely to yield concise answers and specific information. Example: "Why did you apply for this position?"
- Open-ended questions often produce unexpected and valuable information, may reveal attitudes and feelings, and can indicate how well an applicant can organize his or her thoughts. Example: "Tell us about your job at XYZ Corp."
- Behavioral questions require a candidate to analyze a situation and can reveal the extent of their experience. These questions must be specifically related to the job functions discussed in the position description. Example: Describe an experience when you...
- Probing questions such as "Could you explain what you mean by ...?" can further clarify the candidate's views.
Formulate questions that indicate whether or not a candidate meets the requirements you have established for the position. Can MICA demonstrate a job-related necessity for asking the question? What do I really need to know about this applicant to decide whether they are qualified to perform this job? Keep three rules in mind:
- Ask questions that focus on past employment performance. Avoid questions that address the candidate's personal lifestyles or habits.
- Ask questions that relate to your listed skill, ability, knowledge or experience requirements.
- Ask the same questions of all candidates. Follow-up questions that relate to a previous question or require the applicant to expand on or clarify a prior response are acceptable.
Avoid:
- Closed questions that require merely a yes or no response.
- Multiple questions that require several answers.
- "Loaded" questions that force a choice between two alternatives.
- Questions that are illegal and dealing with areas that are not factors for job performance, such as gender (if you would not ask a question of a man, do not ask it of a woman, and vice versa), age, race, religion, veteran status, marital status, medical conditions and disability (it is illegal to ask about the nature and/or severity of the disability, if the applicant will need treatment or special leave, or about any prognosis or expectation regarding the condition or disability). Contact your Talent Acquisition Partner/Recruiter if you have questions.
Some questions may be viewed as discriminatory; others have the potential to elicit information that is improper to use in making a decision. Examples of these areas of concern are below:
|
TOPIC |
OK TO ASK |
|
Age |
Do not ask questions designed to obtain the applicant's age. Age is not a permissible hiring criteria. |
|
Arrest Record |
No acceptable inquiries. |
|
Attendance/reliability |
Acceptable: In this position, you would need to work (hours) on (days). Can you meet this requirement? Not acceptable:
|
|
Citizenship |
Acceptable: Are you legally authorized to work in the United States? Will you now or in the future require sponsorship for employment visa status (e.g., H-1B, TN, etc)? |
|
Convictions |
Do not ask questions related to convictions. Criminal background screening results are reviewed by HR, who will ask additional questions of the applicant if necessary. Not acceptable:
|
|
Credit Inquiries |
Do not ask questions related to credit. Screening results are reviewed by HR, who will ask additional questions of the applicant if necessary. |
|
Disability |
Are you able to perform the essential functions of the job, with or without reasonable accommodation? (Provide the applicant with job description.) Not acceptable:
|
|
Education |
If the individual has the specific education or training required for the specific job. Acceptable:
Not acceptable:
|
|
Family Status |
Whether the applicant has any activities, commitments, or responsibilities that might prevent him or her from meeting work schedules or attendance requirements. (These questions must be asked of both men and women or neither.) |
|
Financial Status |
No acceptable inquiries. |
|
Height and Weight |
Inquiries about ability to perform the job (without mentioning the person's height or weight). |
|
Marital Status |
No acceptable inquiries other than whether the applicant can meet work schedule or job requirements (asked of all candidates). |
|
Medical Conditions |
No acceptable inquiries. |
|
Military Record |
Inquiries about education, training, experience or qualifications gained in U.S. armed forces relating to the actual position. Not acceptable:
|
|
National Origin |
Inquiries into applicant's ability to read, write and speak English or foreign languages when required for a specific job. It is also acceptable to state "All offers of employment are contingent upon verification of identity and work authorization in the United States," and "Are you legally authorized to work in the United States?" Not acceptable:
|
|
Organization |
Inquiries about membership in professional organizations related to the job - e.g., does the applicant for a chemical engineering job belong to a chemical engineering society? |
|
Personal Information |
Whether the applicant has ever worked for your organization under the current name or another name. Names of character references. |
|
Pregnancy |
Do not ask any questions regarding a pregnancy or intent to become pregnant. |
|
Race or Color |
No acceptable inquiries. |
|
References |
Name of persons willing to provide professional references for applicant or who refers the candidate to the position. |
|
Relatives |
Name of applicant's relative already employed by our organization or competitor. |
|
Religion or Creed |
No acceptable inquiries on denominations, beliefs, customs or religious holidays observed. |
|
Residence |
Inquiries about the applicant's address needed for future contact with the applicant. |
|
Sex |
No acceptable inquiries, except for a Bona fide Occupational Qualification (BFOQ) when the position justifies hiring a candidate of a specific sex. |
|
Workers' Compensation |
No acceptable pre-employment inquiries. |
|
Work location |
Acceptable: This position requires you to be in person on campus (add percentage of time). Can you meet this requirement? Not acceptable:
|
Taking notes will help you remember details of the interview but could be distracting to a candidate. If you plan to take notes, explain before the interview starts that you will be taking notes. This should help reduce suspicion and nervousness. Make sure you maintain some eye contact while you are writing.
-
Close on a proper note
After the committee members have explored all performance factors, they can ask the candidate if he or she has any questions, needs clarification, or anything to add. Thank the candidate for coming, and explain when a decision will be made, whether a second interview will be conducted, and how candidates will be notified. Remember to smile, shake hands, and lead the candidate to the door.
Candidate Name: ______________________________________
Position Title: ________________________________________
Department: __________________________________________
Interview Date: _______________________________________
Interviewer Name: _____________________________________
Interview Format: ☐ Phone ☐ Virtual ☐ In-Person
Stage of Interview: ☐ Initial ☐ Second Round ☐ Final ☐ Other: ___________
Please rate the candidate using the following scale:
1 = Poor, 2 = Below Expectations, 3 = Meets Expectations, 4 = Above Expectations, 5 = Exceptional
-
Does the candidate demonstrate the required knowledge, skills, and experience for the role?
☐ 1 ☐ 2 ☐ 3 ☐ 4 ☐ 5
-
Does the candidate communicate clearly, professionally, and effectively?
☐ 1 ☐ 2 ☐ 3 ☐ 4 ☐ 5
-
Does the candidate demonstrate sound judgment, decision-making, and the ability to solve problems effectively?
☐ 1 ☐ 2 ☐ 3 ☐ 4 ☐ 5
-
Does the candidate demonstrate leadership ability, teamwork, and the ability to work effectively with others?
☐ 1 ☐ 2 ☐ 3 ☐ 4 ☐ 5
-
Does the candidate align with the organization’s values, mission, and work environment?
☐ 1 ☐ 2 ☐ 3 ☐ 4 ☐ 5
-
Role-Specific Competencies, for example, technical skills, student engagement, fundraising, finance, compliance, supervision, etc.
☐ 1 ☐ 2 ☐ 3 ☐ 4 ☐ 5
-
Overall Impression
Would you feel confident working with or recommending this candidate?
☐ 1 ☐ 2 ☐ 3 ☐ 4 ☐ 5
Key Strengths
Areas of Concern
Final Recommendation
☐ Strongly Recommend
☐ Recommend
☐ Recommend with Reservations
☐ Do Not Recommend
Additional Notes
Interviewer Signature: _________________________________
Date: ________________________________________________
Candidate Name: ________________________________________
Position Applied For: ____________________________________
Reference Name and Title: ________________________________________
Title: _________________________________________________
Organization: ___________________________________________
Phone Number: __________________________________________
Introduction
Hello, my name is __________________, and I am calling from Maryland Institute College of Art (MICA) in Baltimore, Maryland regarding a reference check for [Candidate Name], who has applied for the position of [Position Title].
They have listed you as a professional reference and authorized us to contact you. I’d like to ask a few questions about your experience working with them. Your feedback will be kept confidential and used as part of our hiring process.
Do you have approximately 10–15 minutes to speak?
☐ Yes
☐ No – Reschedule for: ___________________________
Reference Check Questions
Employment Verification
- Can you confirm the candidate’s job title and dates of employment?
- What was your working relationship with the candidate?
☐ Direct Supervisor
☐ Peer
☐ Indirect Supervisor
☐ Client/Partner
☐ Other: __________________________________
Performance and Work Style
- How would you describe the candidate’s overall job performance?
- What would you say are their greatest strengths?
- In what areas could they improve or benefit from additional development?
- How did they handle deadlines, pressure, and competing priorities?
- How would you describe their communication and interpersonal skills?
- How did they work with colleagues, leadership, and external partners?
Leadership (if applicable)
- If they supervised others, how would you describe their leadership and management style?
- Were they effective in coaching, developing, and holding others accountable?
Reliability and Rehire
- Was the candidate dependable in attendance, follow-through, and accountability?
- Why did they leave the organization (if known)?
- Would you rehire this person if given the opportunity?
☐ Yes
☐ No
☐ With Reservations
Please explain:
- Is there anything else you believe we should know as we consider this candidate for this role?
Overall Recommendation
☐ Strongly Recommend
☐ Recommend
☐ Recommend with Reservations
☐ Do Not Recommend
Additional Notes
Reference Check Completed By: ___________________________
Signature: _____________________________________________
Date: _________________________________________________