Before Recruitment: Tools


Gear Graphic

Tools and related resources found in this section will help you to prepare for the competitive recruitment process. 

 Forming a Search Committee

  1. The hiring manager as the Accountable stakeholder for the Competitive Recruitment process will form a search committee and designate a search committee chair to lead various activities of the Competitive Recruitment process such as screening Applicants and interviewing Candidates. The following is best practice guidance to assist with forming a search committee:

    • Select three (3) or five (5) members. Odd number is used for voting purposes.

    • Members selected should be well qualified and able to provide a variety of perspectives on the role and function of the position being filled.

    • Select members that ensure the committee is well balanced in terms of gender, race/ethnicity.

    • For staff positions, the search committee typically consists of other staff but may include faculty, students and/or alumni as appropriate to the position.

    • Upon identifying members, send an invitation (copy supervisors). 

 Search Committee Chair Responsibilities

  • Charge Meeting

    1. Participate in the Charge meeting.

      • The Charge is a meeting between the search committee and the hiring manager.

      • The hiring manager clarifies the roles and expectations of the search committee.

      • The search committee Charge meeting typically covers the following essential topics:

        1. The position to be filled with the job posting attached.

        2. The tasks and role of the search committee.

        3. How many Candidates should be forwarded to the hiring manager?

        4. Whether the Finalists are to be ranked or unranked.

        5. Whether pro/con feedback on each Candidate is given to the hiring manager.

        6. Identification of the final decision makers.

        7. Discussion of the résumé review and interview implementation plan.

    2. Ensure that the charge is clear and precise. Ambiguity in the Charge, in the role of the search committee, or in the extent of the search committee’s authority can create confusion that could hinder and delay the Competitive Recruitment process at critical points.
  • Screen Applicants, Interview, Identify Finalist(s), and Conclude the Search

    1. Lead the search committee during the competitive recruitment process.

      • Promote a collegial atmosphere.

      • Manage confidentiality and determine how the search committee will communicate with each other, the campus community, and with Applicants.

      • Promote and practice compliance with applicable laws and policies.

      • Screen Applicant(s)

      • Decide on who opens/closes/guides the interview(s).

      • Establish a process to ask interview questions and follow-up questions.

          Recruitment Resource: Interview Agenda and Questionnaire (PDF)

      • Schedule interviews.

        1. Provide search committee with Candidate materials, interview questions, interview evaluation forms, interview location, interview agenda and questionnaire.

        2. Ensure interview rooms are equipped with proper technology (if necessary), chairs, and water

        3. Serve as point of contact to the search committee and Applicants/Candidates to answer any questions.

    2. Schedule a search committee deliberation meeting. Schedule the deliberation meeting after the final interview.

      • Maintain discussions that treat all Applicants/Candidates with respect and equity.

      • Consider diversity and underutilization.

    3. Ensure applicants/candidates receive accurate and timely communications.

      • Keep Applicants/Candidates informed of process and timelines.

    4. Communicate to unsuccessful applicants/candidates in a timely manner.

    5. Provide the hiring manager feedback on candidates and present finalist(s).

  • Document and Evaluate

    1. Maintain recruitment documentation as required by applicable laws.

    2. Evaluate the Competitive Recruitment process and share feedback with the hiring manager.

 Search Committee Responsibilities

  • Participate in the Charge Meeting, Screen Applicants, Interview, Identify Finalist(s) and Conclude the Search

    1. Participate in the Charge meeting.

    2. Review Applicant (as appropriate) and Candidate materials, interview questions, and complete interview evaluation rating forms.

    3. Follow interview agenda and attend all scheduled interviews.

    4. Maintain confidentiality.

    5. Assess Applicants/Candidates and participate in deliberation to identify Finalist(s).

    6. Complete interview evaluation forms

  • Document and Evaluate

    1. Maintain hiring records as required by applicable laws.

    2. Provide evaluative feedback to search committee chair as requested.

 Understanding EEO Compliance as it Relates to Hiring

  1. As a federal contractor, GW must adhere to certain compliance requirements. These compliance requirements are monitored by the Department of Labor, Office of Contract Compliance Program (OFCCP), and by the Equal Employment Opportunity Commission (EEOC). The following are a few compliance highlights:

    • GW is required to engage in affirmative outreach and recruitment to expand the pool of applicants to include protected classes historically excluded from consideration.

    • Equal employment opportunity (EEO) ensures individuals the right to be considered for employment on a non-discriminatory basis.

    • Affirmative action (AA) is a set of proactive steps an employer utilizes to promote access and opportunity and to eliminate barriers throughout the hiring process.

  2. To monitor compliance with EEO/AA, GW must complete an annual Affirmative Action Plan (AAP). The AAP is a statistical workforce analysis, which identifies problem areas and sets placement goals to assist the employer in addressing existing underutilization of women, minorities, individuals with disabilities, and protected veterans in its workforce.

  3. GW is further required to engage in “good faith efforts” to broaden outreach and recruitment of individuals in protected classes. Although “good faith efforts” are important, legal compliance is primarily based on an employer’s ability to demonstrate its effectiveness in mitigating problem areas and addressing placement goals.

  4. Accordingly, GW must be able to show that it has taken progressive, measureable steps to ensure that qualified underrepresented individuals are included in its applicant pools and be able to objectively demonstrate that the selection process was fair and equitable.

 Steps to Developing a Competitive Recruitment Strategy


  1. Step One: Competitive Recruitment Strategy Meeting.

    • The Competitive Recruitment strategy meeting convenes the hiring manager and other responsible stakeholders of the Competitive Recruitment process (e.g., HR representative, search committee chair) for the purpose of gathering critical information to ensure an effective and efficient Competitive Recruitment process. Use the   Recruitment Resource: Competitive Recruitment Strategy Meeting Questions (PDF) to develop questions that will guide the meeting conversation. A lead for the meeting should be identified. See below "Competitive recruitment strategy meeting: lead responsibilities" regarding responsibilities of the lead.

  2. Step Two: Analyze and Synthesize the Information Gathered from the Recruitment Strategy Meeting.

    • Information gathered from the recruitment search strategy meeting will drive the development of the job posting, identification of advertising sources, development of the résumé review and interview implementation plan.

  3. Step Three: The Hiring Manager in Collaboration with the HR Representative Identifies Advertising Sources and Applicant Sourcing Plan.

      Recruitment Resource: Advertising Plan (PDF).

    • If needed, the HR representative can consult Talent Acquisition for additional expert guidance with advertising sources and Applicant Sourcing plans.

    • Consider a plan to reach out to GW faculty that has expertise in the area of specialization you are recruiting. For example, if you are recruiting for a Director of Communications, consider contacting faculty in The School of Media and Public Affairs for guidance on where to advertise and get potential Applicant referrals.

    • Consider a plan to share the job posting with professional networks and colleagues. Employee referrals have been shown to improve the quality of Applicants.

  4. Step Four: The Hiring Manager Develops the Résumé Review and Interview Implementation Plan.

      Recruitment Resource: Résumé Review and Interview Implementation Plan (PDF)

    • The résumé review and interview implementation plan is your blueprint and identifies the following:

      1. Dates you will conduct your résumé screening(s), interview(s), and decision making.

      2. Identifies the names and/or roles of all participants in each stage of the résumé review and interview process.

      3. Identifies the structure of interview(s) at all stages (e.g., telephone, in-person panel). See Appendix G for consideration of various interview structures.

  5. Step Five: The HR Representative in Collaboration with the Hiring Manager Creates the Job Posting in PeopleAdmin.

 Strategy Meeting: Lead Responsibilities

  1. Decide Who Should Attend the Competitive Recruitment Strategy Meeting (e.g., hiring manager, HR representative).

  2. Prepare Meeting Attendees in Advance. Provide the Position Description; communicate to attendees the purpose of the meeting and their roles and expectations.

  3. Gather Compensation Market Date and Former Incumbent Salary.

  4. Gather Documents from Previous Postings and Previous Competitive Recruitment Efforts.

  5. Develop Questions that will Guide the Meeting Conversation and that will Aid in the Development of the Competitive Recruitment Strategy.

      Recruitment Resource: Competitive Recruitment Strategy Meeting Questions (PDF)

    • The following are examples of questions:

      • What unique characteristics/credentials would a Candidate in this role need to have to be successful?

        • Response will help with the writing the posting.

      • What professional experiences would give a Candidate immediate credibility in this role?

        • Response will help when reviewing résumés to identify key professional experiences.

      • What are the top three “must-haves” for the ideal Candidate?

        • Response will help with identifying key characteristics during interview process.

      • Where should we advertise?

        • Response will help ensure advertising is reaching the right individuals thus yielding a strong viable pool of Applicants.

            Recruitment Resource: Advertising Plan (PDF)

      • What recruiting challenges will we face?

        • Response will help identify gaps in advertising strategy. For example, advertising during the Thanksgiving to New Year holiday season may not generate a sufficient number of Applicants.