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Human Resource Management & Development

 

During Recruitment: Tools

Gear Graphic

A number of tools can be found in this section related to sourcing applicants, interviewing, and selecting a finalist.

 

 

 When GW Employees Are Applicants

  1. If a university employee applies to a vacant position, in addition to determining whether he or she meets the definition of an Applicant, the hiring manager must ensure that the employee is eligible for a transfer (not in introductory employment period, not in a transfer not in a probation period or on probation for poor work performance or habits). The HR representative can assist with determining the transfer eligibility. The following is best practice guidance on how you can handle internal Applicants:

    • Do not extend an internal Applicant a courtesy interview.

      1. Courtesy interviews may give internal Applicants the impression that he or she has a better chance of being offered the position than is actually the case.

      2. External Applicants may have the impression that GW is not conducting a fair Competitive Recruitment.

    • Once an internal Applicant has applied to an open position, he/she should not be involved in the Competitive Recruitment process in any other way.

    • When internal Applicants are identified to be interviewed as a result of your normal screening process, these interviews should take place before external Applicant interviews.

      1. Internal Candidates would have an unfair advantage if they knew who the external Applicants were and how they performed.

    • The Competitive Recruitment process for the external Applicant should be identical for the internal Applicant.

      1. For example, do not conduct a lunch interview for an internal Applicant because of their proximity and conduct telephone interviews for external Applicants. The face-to-face lunch interview gives the internal Applicant the advantage of visual cues.

    • Once an internal Applicant has completed the interview, he/she should not be involved in the Competitive Recruitment process in any other way.

    • When internal Applicants are NOT identified to be interviewed as a result of your normal screening process, the search committee chair communicates in-person, at minimum a telephone call, to the Applicant to inform of the reasoning behind the decision. Additionally, the internal Applicant should be informed that their application will be appropriately dispositioned in PeopleAdmin which may result in an automated message.

 

 When the Competitive Recruitment Process Is Not Yielding Suitable Applicants/Candidates

Option 1. The search committee chair notifies the hiring manager and closes the Competitive Recruitment process and re-launches using the same or a new search committee but an updated recruitment strategy. See Competitive Recruitment Strategy for considerations.

  • Best Practice: If a new search committee is formed, feedback from the previous search committee should be gathered to promote future success.

 

Option 2. The search committee chair notifies the hiring manager and the decision is made to close the Competitive Recruitment process and procure a temporary associate through GW Temps (GW temporary employment service) at no additional administrative fee.

  • If a GW Temp cannot fill the need, a temporary associate can be procured through an external staffing agency. The external staffing agency will charge the employer an hourly fee for the procurement of a temporary associate. Contact your HR Business Partner for external temporary hiring information.

  • Additionally, an external staffing agency can find a direct hire to fill the position. For a direct hire, the temporary staffing agency may charge the employer between 20% and 50% of the direct hires annual salary as their fee to find the right Candidate for the position.

 

Option 3. The search committee chair notifies the hiring manager and the decision is made to close the Competitive Recruitment process and retain an executive search firm. An executive search firm could charge the employer between 20% and 50% of the Candidate’s annual salary as their fee to find the right Candidate for position. See Working with an Executive Search Firm for considerations.

 

Option 4. The search committee chair notifies the hiring manager and the decision is made to close the Competitive Recruitment process and reassess the position description.

  • Best Practice: If it is determined that Competitive Recruitment is no longer needed and the posting will not be re-posted; the posting is cancelled in PeopleAdmin by the HR representative and Applicants/Candidates are appropriately Dispositioned.

 

 Initial Telephone Screening but Not Selected

I regret to inform you that you were not identified to move on to the next round of interviews.

On behalf of the search committee I would like to thank you for your interest and the time and effort you took to complete your application and participate in the telephone interview. It has been a pleasure getting to know you better.

Please be aware that you may receive an automated message regarding your application status from our Applicant tracking system.

I wish you success in your future endeavors.

 

 Interviewed but Not Selected as Finalist

I regret to inform you that you were not identified to move on to the next round of interviews.

On behalf of the search committee I would like to thank you for your interest and the time and effort you took through this entire recruitment process. The search committee appreciated the opportunity to talk with you.

We do hope that you will pursue future opportunities with the George Washington University. You may learn about these opportunities by viewing our online employment site at https://www.gwu.jobs/.

Please be aware that you may receive an automated message from our Applicant tracking system regarding your application status.

I wish you success in your future endeavors.

 

 Interviewed but Not Selected as Finalist, Not Removed from Consideration

On behalf of the search committee I would like to thank you for your interest and your time and effort through this recruitment process. The search committee appreciated the opportunity to talk with you.

We have made initial decisions and have entered the final phase of the selection process. Although the search committee did not include you on its list of finalists for further consideration at this point, I wish to convey that your candidacy was competitive and will be retained for possible reconsideration until the selection process is complete. I will contact you again if your application comes up for reconsideration or with our final decision.

 

 Interviewed but Not Selected Candidate

On behalf of the search committee I would like to thank you for your interest and the time and effort you took through this entire recruitment process. The search committee and hiring manager appreciated the opportunity to talk with you.

The interview pool was very competitive. After careful consideration another candidate has been selected. We do hope that you will pursue future opportunities with the George Washington University. You may learn about these opportunities by viewing our online employment site at https://www.gwu.jobs/.

Please be aware that you may receive an automated message regarding your application status from our Applicant tracking system.

I wish you success in your future endeavors.

 

 Interviewed but Not Selected Finalist: Identified as Runner-Up

On behalf of the search committee I would like to thank you for your interest and your time and effort through this recruitment process. The search committee and hiring manager appreciated the opportunity to talk with you.

We have made initial decisions and have entered the final phase of the selection process. Although the hiring manager did not identify you as his/her Selected Candidate, I wish to convey that your candidacy was competitive and will be retained for possible reconsideration to the position of XXXX until the selection process is complete. I will contact you again if your candidacy comes up for reconsideration or with our final decision.

 

 Final Communication to Runner-Up and/or Candidates Who were Not Removed from Consideration

We have made a final decision. After careful consideration another candidate has been selected. We do hope that you will pursue future opportunities with the George Washington University. You may learn about these opportunities by viewing our online employment site at https://www.gwu.jobs/.

Please be aware that you may receive an automated message regarding your application status from our Applicant tracking system.

I wish you success in your future endeavors.

 

 Interview Structures

  1. In-person interview panel (structured). An in-person interview panel (structured) brings together a group of responsible professionals (usually the search committee) who meet with individual Candidate(s) to learn all they can about the Candidate(s) through pre-determined questions. Department/Divisions/Schools may consider paying for a Candidate(s) travel costs to attend in-person panel interviews as funding permits and as appropriate to the position. For example, it is appropriate to pay Candidates travel costs to attend an in-person interview panel (structured) for a difficult to fill executive classified position.
  2. In-person interview panel (unstructured). An in-person interview panel (unstructured) brings together Responsible professionals (or their designees) to meet with Candidates to learn all they can about the Candidates through question and answers. These responsible professionals (or their designees) are asked to complete a Candidate feedback form that is provided to the search committee chair to be used in assessing Candidates. In cases where multiple stakeholders have been identified to participate in the interview process, an in-person interview panel (unstructured) format can ease scheduling challenges. [Recruitment Resource – Candidate Feedback Form]

    • An example of in-person interview panel (unstructured): A representative (or their designee) from the following groups are invited to attend one of two in-person interview panel (unstructured) sessions to meet the Candidate(s) for the Dean of Student: the Dean of Students, Office of General Council, External Relations, Operations, Diversity and Inclusion, Human Resource Management and Development, EVPT, Law School, Greek Life, Multicultural Student Services Center, Residence Association, and the Student. Representatives who attend are asked to complete a Candidate feedback form and submit to the search committee chair.

  3. Video conferencing interview. Video conferencing tools (e.g. Skype) can be used when Candidates are unable to attend in-person panel interviews due to distance or when recruitment travel funds are limited.

    The cons of using videoconferencing technology include the following: technical issues (quality of camera, microphones, and internet connections), camera angles can reveal distracting backgrounds, downloading of new software; loss of visual cues (e.g. eye contact, enthusiasm).

  4. Airport interviews. In –person panel (structured) interviews conducted at an airport hotel not too far from the campus. Meeting at an airport enables a large number of Candidates to be interviewed in a short period of time and improves confidentiality. At the conclusion of the airport interviews, a more limited number of Candidates are invited to campus for additional in-person interviews. Airport interviews are effective for executive classification E3 and E4 positions when large numbers of high-qualified Applicants are identified. Airport interviews are generally part of the process of executive search firms but can be costly as travel costs are paid by the School/Division/Department.

  5. Campus visit. Candidates are invited to campus for a full or partial day of Competitive Recruitment activities. The itinerary may include panel interviews, a presentation, lunch with hiring manager or other stakeholders, question and answer with direct reports, and office/department/campus tour. Campus visits are an effective tool for observing a Candidates interaction and comfortability in a variety of environments. Campus visits also allows the Candidate to get a more authentic experience of what it would be like to work in the GW environment. Campus visits can be costly and challenging to schedule. This process should be limited to executive, high level individual contributor, or high level management positions.

  6. Presentation: Candidates are asked to prepare and deliver a presentation on a pre-determined topic to a group of stakeholders. Evaluations of the presentation are submitted to the search committee chair and used as part of the Candidate evaluation process. Presentations are an effective assessment tool for identifying a Candidate’s ability to synthesize information, write, and speak publicly. Presentations can be combined with an in-person panel interview (structured or unstructured) or can be incorporated into a Candidates campus visit day.

    • Best Practice: The chair of the search committee or one of the search committee members should attend all interviews to moderate, articulate next steps, collect feedback forms, and answer questions related to the Competitive Recruitment process.

 

 Making the Case for GW

 

Why is GW a great place to work?

GW offers an experience that is special – something that you do not find just anywhere.

Working at GW is an experience that allows each individual an opportunity to grow both personally and professionally.

With a talented workforce that is 11,000 strong, we are committed to our institutional values of excellence, diversity, and teamwork, just to name a few.

Our community includes individuals of diverse and unique backgrounds whose individual contributions builds the momentum to make GW a great university and indeed, a great place to work.

As a top employer, we want to do all we can to attract the best people who connect to our mission of excellent teaching, research and community engagement. Those who are here are “Proud to be GW”!

 

What employee benefits does GW offer?

  • Healthcare

    • Comprehensive benefits package at a competitive cost

    • Medical, dental, and vision benefits

    • GW covers 100% of costs for in-network preventive care

  • Learning and development

    • Discounted GW tuition for employee, spouse/domestic partner, and/or dependents

    • Access to self-guided and on-demand learning allowing development of individual, interpersonal, and operational skills

  • Retirement savings plans

    • Retirement plan package with a selection of investment options

    • Once eligible to participate, GW contributes the equivalent of 4% of base salary to the GW Base Retirement Plan

    • GW will also contribute an amount equal to 150% of the first 4% of eligible compensation. The maximum GW contribution is 10% and this money is 100% immediately vested.

  • Leave programs

    • Annual and sick leave in addition to 14 paid holidays

    • Regular employees receive paid parental leave, bereavement time, and jury duty time off.

    • Options for unpaid leave including Federal and DC Family and Medical leave, DC Parental Leave and Military Duty Leave.

  • Wellbeing programs

    • Wellbeing Hotline is a one stop shop for help with personal issues, planning for life events, or simply managing daily life. Key features of GW’s wellbeing hotline include: work-life referrals, counseling services, identity theft, and legal counseling at no cost

    • Free wellness programs include exercise classes, walking clubs, smoking cessation benefits, free flu vaccinations, GW’s Healthy Pregnancy Program, a faculty and staff summer softball league, and much more

  • Child and elder care

    • Up to five days per year of discounted backup care for children, adults, and elders

    • 10% discount on tuition at KinderCare® Learning Centers, Champions® Before-and After-School Programs and participating CCLC® Child Care Centers across the U.S.

  • Income protection

    • Life insurance, accidental death & dismemberment (AD&D) insurance as well as disability benefits such as GW paid short-term disability and long-term disability for eligible employees

  • More Information

    • Additional information can be found by contacting the Human Resources representative assigned to your area.