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Hire Procedure

Updated June, 2007

(minimum time that should be allowed = 60 days for hourly positions, 90 for professional, 120 for administrative)


  1. A position is requested or becomes vacant.
  2. A job description is developed and/or reviewed for accuracy, completeness, and required qualifications.  Federal, state, and occupational requirements, such as the minimum two years related work experience required of occupational faculty for Perkins funding, shall be included.
  3. The classification subcommittee of the personnel committee shall review all new or substantially revised classified staff positions, and recommend a compensation grade to the administration.
  4. The board of trustees approves funding for positions through the budgetary process. Positions already funded by the board require administrative authorization to fill. This authorization shall specify whether the position will be filled as full or part-time, exempt or non-exempt, and the authorized compensation grade, and may limit the initial compensation offer.
  5. The director of human resources, in consultation with the position’s administrator and supervisor, determines whether to post the position, or recommend to the president the promotion or transfer of a current employee (may be governed by negotiated agreement). Promotion or transfer may be recommended when there is a particular employee who has demonstrated interest and substantially possesses the skills, training, and attributes to perform the tasks of the position.  The supervisor shall prepare a written statement as to the reasons for a promotion or transfer.  Internal postings may be made when the responsible staff are confident there is a viable, interested, currently qualified, and representative pool of internal candidates, for whom the compensation levels for the position are within desired limits. External postings are made when there is any question about the availability of interested, qualified internal staff, and when other institutional objectives, such as potentially increasing minority representation, are desirable.
  6. Positions posted internally only are displayed for a minimum of five working days. Positions in grade 3 or less which are advertised externally require a minimum of two weeks in area media. Three to four weeks is the minimum for postings of positions for which the expertise pool would draw from a larger area. Posting media are selected to obtain sufficient exposure to ensure an applicant pool with appropriate skill sets, and an opportunity for interested minority candidates to be made aware of employment opportunities at Kirtland.
  7. Applications are received for posted positions. Internal candidates may simply provide a letter of interest, with permission for relevant portions of their personnel file to be copied for the selection committee, and staff familiar with their performance to be contacted. External candidates are generally expected to provide a cover letter, resume or detailed application form, three references, and copies of required credentials.
  8. Determine Screening Committee, generally consisting at a minimum of the supervisor, a peer to the supervisor to provide an objective balance, a peer of the position knowledgeable of the requirements of the position, one or more internal “customers” (faculty, supervisors or other representatives of departments which work closely with the position to be filled), and the director of human resources. If the position administrator is present, a peer administrator should also be present. Reasonable gender balance is desirable.
  9. The function of the committee is to advise the administrator over the position, or his/her designee, which of the interviewees possesses the best combination of skills, behaviors, and values consistent with the requirements of the position and Kirtland Community College. Each member of the committee is charged to contribute, not simply defer to others. The position administrator, or designee, upon due consideration of the comments made, is responsible for making the final decision on which candidate shall receive the initial offer of employment. The director of human resources is responsible for ensuring all pertinent issues are considered and for monitoring illegal questioning or bias.
  10. Arrange for testing as needed; contact applicants to schedule testing.
  11. Applications are reviewed for skills and attributes appropriate to the position. The three to five applicants appearing most qualified are selected for at least the initial round of interviews. If the applicant pool is deemed inadequate, it may be necessary to extend and broaden the posting coverage. Review of compensation levels may also be required.
  12. Schedule interviews, reserve room, arrange for any required equipment, contact selected candidates and ensure they know when and where to appear and what are general expectations.
  13. Conduct interviews, make decision on best candidate (see # 9). Internal and minority candidates receive preference providing they are equal in overall qualifications to other candidates.
  14. If no one is selected from the initial interviews, either select further interview candidates from applicant pool, or repost in more extensive media, or consider revised description/compensation and reposting.
  15. When a candidate is recommended for hire after interviews are completed, conduct credentials verification and reference checks.  If a degree is required, an official transcript must be obtained for the personnel file prior to the official start date.  If proof of licensure is required, as for certain occupational faculty under the requirements for Perkins funding, a copy of the current license must be obtained prior to the official start date.
  16. Review proposed hire and salary schedule placement with the appropriate administrators if other than standard entry level.
  17. If credentials and references are satisfactory, a contingent offer of position is made. If rejected, consider another that was interviewed, per direction of committee, or return to #14. If accepted, notify supervisor and establish start date, submit recommendation to hire and salary schedule placement to president, copy to benefits coordinator. Upon approval of recommendation by the president, notify all candidates, by mail to those not selected for interview, and by personal contact with all internal candidates and those actually interviewed. Notify Kirtland Board of Trustees and employees.
  18. Prior to start date, ensure workspace is ready, office supplies are available, a mentor has been designated, an employee internet use agreement has been completed, and name tag and “welcome kit” is ordered.
  19. Schedule payroll and benefits paperwork and orientation meeting with benefits coordinator.
  20. Schedule general orientation with the director of human resources, and in coordination with the supervisor’s orientation, introduce to co-workers and worksite. In the weeks following the start date, the director of human resources will confer periodically with the employee, their mentor, and supervisor to identify and assist in resolving questions or concerns.
  21. Determine and provide needed training and support. Monitor probationary status until removed.