20 RECRUITMENT*
20. RECRUITMENT AND INTERNAL PROMOTION*
A. REFERENCES
UC PPSM 20 - Recruitment
B. POLICY
1. Preparation for Recruitment and Selection. Recruitment efforts shall be designed to attract applicants who possess the strongest qualifications required for successful performance of the duties and responsibilities of the vacant position.
Human Resources and the appointing department shall review vacant positions and identify essential job functions and the knowledge, skills, abilities and other qualifications required for successful job performance. Recruitment efforts shall be based on these factors. Recruitment strategies shall emphasize the ability to work successfully in a team oriented, diverse workforce.
2. Scope of Recruitment. Consistent with equal employment opportunity for all qualified applicants, recruitment processes shall include reasonable outreach efforts to attract staff who are underutilized in University employment, based on affirmative action data and campus workforce diversity objectives. Recruitment efforts shall support the goals for the transfer and promotion of qualified campus and University employees.
3. Waiver of Recruitment. In addition to UC PPSM 20 B., Human Resources may authorize filling a vacant career position without recruitment in special circumstances, such as when a candidate possesses unique skills, knowledge, and abilities and there is no other viable candidate available; when there are demonstrated recruitment difficulties; when there are time or funding constraints, or other demonstrated business necessity; when there are health and safety reasons; or when there are other special circumstances in which recruitment procedures are not in the best interests of the campus. The decision whether to recruit or not recruit shall include consideration of equal opportunity and fairness in employment and the achievement of a diverse workforce.
When a limited or contract appointment is to be designated as a career appointment, recruitment may be waived when the incumbent was selected through an open recruitment.
4. Internal Promotion – Interim Policy. To provide career development opportunities for its employees and fulfill its affirmative action and equal opportunity commitment, the University will give special consideration to career, qualified employees who have been recommended for promotion into new or vacant positions within their divisions by their divisional vice chancellors or deans. These promotional opportunities will be provided consistent with employee qualifications, achievement, development, and job performance.
C. RESPONSIBILITY
Human Resources and the appointing department or division share responsibility for equitably filling positions. Human Resources shall ensure that legal requirements are satisfied and appropriate data are collected and maintained. Review of recruitment efforts to achieve workforce diversity objectives shall be coordinated among Human Resources, the appointing department and the Office of Equal Opportunity (OEO).
20.B4 Interim Internal Promotion Procedures
STEP 1
A hiring manager recruiting for a newly created or vacant position may initiate a request to fill an eligible position through internal promotion by sending a written request to his/her divisional vice chancellor or dean. (The hiring manager is advised to confirm the position’s eligibility with Human Resources/Compensation to ensure that it’s not a reclassification or other type of job change.) The request shall include the title of the position, the name of the candidate being recommended and a portfolio of material describing the candidate’s skills, knowledge and abilities, a resume, a job description of the candidate’s current job and the job to be filled, the candidate’s unique qualifications and the specific reasons for requesting the internal promotion.
STEP 2
The vice chancellor or dean may ask the hiring manager to provide other supporting documentation; review recommendations from staff who currently report to or work with the incumbent; and/or solicit additional input from others who would be directly affected by the internal promotion decision. Based on his/her analysis, the vice chancellor or dean may, in writing, 1) request the Director of Equal Opportunity and the Director of Human Resources to review the request for internal promotion for compliance with University policies and within the context of UCSB’s placement rate goals derived from the most recent career staff utilization analysis; or 2) advise the hiring manager to initiate a search (campus, regional, national) for which all interested candidates may apply, including the internal candidate.
STEP 3
If, after receiving an internal promotion review request from the vice chancellor or dean, the Director of Equal Opportunity and the Director of Human Resources concur with the request for internal promotion, they will send their written approval to the vice chancellor or dean.
If the Director of Equal Opportunity and the Director of Human Resources don’t concur with the request because of the need to increase staff utilization in an impacted area or dissonance with University policy, they will advise, in writing, the vice chancellor or dean to recruit to fill the position.
STEP 4
Based on the review of all materials, divisional goals, and consonant with the determination of the Director of Equal Opportunity and the Director of Human Resources, the vice chancellor or dean shall inform the hiring manager, in writing (with a copy to HR and OEO), that s/he may proceed with the proposed internal promotion or must initiate a recruitment (campus, regional, national). However, for positions that report directly to divisional vice chancellors, prior to a decision to proceed with an internal promotion, the Chancellor also shall review the request.
STEP 5
Upon completion of the reviews and consistent with the approvals, Human Resources will help the hiring manager to complete the internal promotion process and place the internal candidate into the new or vacant position. To document the internal promotion in OACIS, the department will need to 1) submit a new job description in OACIS for approval by Compensation; 2) create a requisition in OACIS; 3) electronically attach to the requisition the memo, resume and other supporting documentation as provided in Step 1; 4) submit the requisition to Employment for approval and 4) have the candidate create and save a “Special Supplement to Resume” for the purposes of applicant-tracking and Affirmative Action/EEO data elements.
If the Director of Equal Opportunity and the Director of Human Resources did not concur with the request, Human Resources will help the hiring manager recruit to fill the position.
NOTE:
Human Resources, the Office of Equal Opportunity (OEO) and the vice chancellors shall review this interim policy approximately one year from the date of issuance or when sufficient experience has been gained to meaningfully evaluate the interim policy. Human Resources shall initiate the review. If, at the conclusion of the review, there is agreement about the policy’s effectiveness, a recommendation will be made to adopt it as policy.
* Affirmative Action Compliance: This local procedure is in compliance with the Regent's resolution (SP-2): Policy Ensuring Equal Treatment - Employment and Contracting.
Applicability: All Staff Members
A. REFERENCES
PPSM 21 - Appointment
PPSM 30 - Salary
PPSM 60 - Layoff and Reduction in Time from Professional and Support
Staff Career Positions
PPSM 81 - Reasonable Accommodation
B. POLICY
1. Selection Considerations. Criteria for the selection of University staff employees shall be job related, and designed to select the person who has the qualifications to perform the essential functions of the job most effectively. Job related appointment considerations shall include the candidate's ability to work successfully in a team oriented, diverse environment.
2. Referral. Qualified employees with preference for reemployment based on layoff or medical separation or disability (special selection status) may be selected without the requirement of recruitment. Decisions not to select an employee with lay-off or special selection status shall be documented in writing by the department head and reviewed by Human Resources.
a. Layoff Status. A qualified employee laid off from a career position shall be considered for vacant, career positions without recruitment in accordance with PPSM 60. An employee appointed under this provision shall serve a trial employment period of up to six months unless such trial employment is waived in writing by the department head. At the discretion of either the employee or department head, trial employment may be terminated at any time, and the employee shall be returned to layoff status.
b. Special Selection Status. A qualified career employee who is medically separated or who is unable to perform the essential duties of his/her job because of disability shall be given first consideration for an active and vacant, career position upon the recommendation of the VRC and agreement by the department head in accordance with PPSM 81. An employee who is eligible for special selection has preference for reemployment and will be interviewed for an active and vacant career position at the same or lower salary range maximum and percentage of time as the his/her former position and for which the he/she is qualified prior to the department's review of any other candidates. The employee may also be interviewed and selected prior to publication of the position. The employee appointed under this provision shall serve a trial employment period of up to one year in casual status, unless trial employment is waived in writing by the department head. At the discretion of either the employee or the department head, trial employment may be terminated at any time and the employee shall be returned to special selection status.
3. Appointment Rates. See Local Policy 30, B.1 and B.4, Appointment Rates and Promotion, Reclassification, Demotion, or Transfer, for explanation of appointment rate guidelines for internal and external applicants.
C. RESPONSIBILITY
Appointment decisions shall be documented in writing by the appointing department and reviewed by Human Resources. Review of appointment decisions to assess the achievement of workforce diversity objectives shall be coordinated between Human Resources, the department and the Affirmative Action office.
* Affirmative Action Compliance: This local procedure is in compliance with the Regents' resolution (SP-2): Policy Ensuring Equal Treatment-Employment and Contracting.
Applicability: Employees and Applicants for all Staff positions, except Senior Management positions.
A. REFERENCES
PPSM 22 - Probationary Period
PPSM 23 - Performance Appraisal
PPSM 64 - Termination of Career Employees - Professional and
Support Staff
B. POLICY
1. Evaluation. Probationary employees shall receive at least one written evaluation of performance during the full probationary period. Supervisors are encouraged to discuss job performance expectations with probationary employees as appropriate.
2. Extension. Probationary periods may be extended at any time for up to three months, for any appropriate job related reason. For unusual circumstances, approved by Human Resources, probationary periods may be extended for up to six months. Probationary employees shall be notified in writing of the reasons for and duration of their probationary period extension.
3. Release. Probationary employees may be released at the discretion of the department by written notice, effective at any time prior to the end of the probationary period.
Applicability: Professional and Support Staff
The performance of each career employee shall be evaluated in writing by October 1, in accordance with the local procedures attached to the Core Evaluation Form . The employee's immediate supervisor may conduct more frequent evaluations at his or her discretion.
Yearly performance appraisals are required regardless of available funding or employee eligibility for merit increases and/or delays in merit delivery.