The NCCU Employment staff provides consultation and training regarding SHRA employees and EHRA non-faculty. The Employment unit works closely with management to ensure that fair hiring practices are implemented, resulting in a diverse and well-qualified workforce at each level of employment within the university. NCCU Employment seeks to build departmental recruitment efforts through participation in job fairs, enhanced media and marketing campaigns, and networking with professional organizations.
Subject to the Human Resources Act (SHRA) Employment
North Carolina Central University (NCCU) is committed to equality of educational opportunity and employment and does not discriminate against applicants, students, or employees based on race, color, national origin, religion, gender, sexual orientation1, age, or disability. Moreover, NCCU values diversity and actively seeks to recruit talented students, faculty, and staff from diverse backgrounds.
- Review position description to determine if the essential responsibilities are the same.
- To initiate recruitment for a vacant SHRA permanent position, departments are required to submit a posting request through the Hire Module in PeopleAdmin.
- Recruitment strategies
- Define internal and external oosting options
- Must be posted five business days or longer
- SHRA positions require a closing date
- SHRA positions must be posted with a recruitment range
- Must post official state title, not the working title. The working title is a more descriptive title that the University can use in an employee’s day-to-day work.
- SHRA applications must be submitted to Employment for qualification review.
- Employment reviews all applications received and screens to ensure that applicants first meet the State minimum requirement for training and experience that are deemed necessary for the position. Out of the pool of minimum qualified the department must hire the “most qualified persons.”
- The department may request that Employment screens for the most qualified applicant pool and forward the applications to the hiring official.
- Applications will be screened and forwarded to the department within six business days after the position closes.
- Special recruitment considerations: Employment will inform the hiring official of any priority recruitment considerations. Failure to consider priority considerations may lead to legal challenge.
- Promotional priority consideration: This applies to all State employees who have achieved career status.
- Reduction in Force (RIF): August 23, 2013, 12-month priority must compete with all applicants.
- Veteran’s Preference Priority: August 2, 1990, the date approved by Congress or the President as the ending for hostilities for War on Terrorism.
- It is recommended that hiring departments utilize “Behavioral-Based Interview” questions that focus on job-related behavior and using job’s key competencies.
- The hiring official may ask questions to obtain information pertinent to the position, as long as questions do not solicit information that can be used to discriminate against individuals.
- Interview questions, as well as other aspects of the hiring process, must be applied in a consistent and standardized manner for all applicants.
- Work samples must be job related.
- Focus on what you have learned from the candidate’s work history. Also, you may probe to get complete answers.
When conducting employment interviews, the functions of the position should be kept in mind and not the employee being replaced.
The interviewing supervisor should evaluate the minimum education and experience required to enable someone to function in the position after completing a customary training period.
While different positions may require varying interviewing techniques in order to effectively match the best person with the position, all interviews for the same positions should be conducted in the same manner, to ensure that all applicants are given equal treatment. It is imperative that all applicants are consistently asked the same questions. Documentation should be made on each candidate’s response in order that an evaluation of each can be analyzed and compared later. This planned interviewed method will permit the supervisor to evaluate the applicant’s responses objectively.
It is recommended that at least four candidates be notified of the scheduled interview. A fourth interviewee is recommended in the event one of the candidates does not report for the interview.
The candidates’ applications should be thoroughly reviewed, again noting the applicable knowledge, skills, abilities, degrees and training received and related work experiences.
Questions to be asked of the candidates should be job-related and written down for easy referrals.
I. Reference Checking
- Reference checking is an important aspect in the hiring process. It can assist in determining factors about job candidates that cannot be revealed during the interview. Supervisors are encouraged to use reference checking as a tool to assist with the interviewing process and not as a selection device. Thoroughly review the candidates’ application before conducting the reference checks. A reference check must be conducted for the recommended candidate and attached to the hiring proposal. A Telephone Check Form has been designed to assist managers and supervisors in conducting reference checking.
- Do’s and Don’ts in Reference Checking
- Do ask only job-related questions
- Do not contact an immediate supervisor of a candidate unless you were granted permission by the candidate
- Do not go into details about duties of job
- Do not ask about age, date of birth or birth certificate
- Do not ask personal questions regarding marital status, pregnancy, number of children, etc.
- Do not ask about job candidates’ lineage, national origin, ancestry, handicapped conditions, or citizenship
- Do not ask about candidate’s religious affiliations
- Other Verifications Required
- The Office of Human Resources Employment unit is responsible for verifying the recommended candidate’s degree, AAS degree and above and required certifications.
II. Procedures for Selection and Recommendation
- Once a determination has been made by the supervisor and department head, the rationale for selection of the recommended candidate must be documented in the Hiring Proposal Information Section titled “Reason for Selection of Candidate." The rejection rationale must be documented in the Posting “Applicants." It is important that the selection documentation and justification explain how the candidate’s knowledge, skills, abilities, education, and experience relate to the duties of the position and why the recommended candidate is the best qualified candidate for the position.
- The hiring department is responsible for routing the hiring proposal through normal administrative channels for approval.
- Provide Rejection Rationale on candidates that were forwarded to the department. Rejection Rationale should be based on the competencies (knowledge, skills and abilities) described in the vacancy announcement.
- After completing the interview process and selecting the final candidate, the hiring official initiates the hiring proposal in the Hiring Module of PeopleAdmin.
- The Reason for Selection of Candidate: What makes the selected candidate stronger than the other candidates?
- The Employment Competency Assessment of Detailed Summary (Specific information as it relates to the candidate).
- Must complete the Employee Functional Competency Section
- Interview Documentation (Include All Candidates Interviewed)
- Authorization for Criminal Background Check Form
- Criminal History and Sex Offender Checks
- Motor Vehicle Checks
- Credit History Checks
- Pre-Employment Reference Check Form
- Must be Employment References Not Character or Personal References
- Hiring Proposal must go through the complete approval process before reaching Employment.
- The department has submitted a completed and approved hiring proposal on or by the 15th of the month,
- Employment has five (5) business days to review the hiring proposal.
- Employment will start an analysis of the hiring proposal.
- Internal Equity Analysis is performed
- Review Interview Documentation
- Process Criminal Background
- Review Employment Reference
- Review Rejection Rationale on each candidate
- Review the “Reason for Selection of Candidate”
- Review the Employee Functional Competency
- Review the “Employment Competency Assessment and Detailed Summary”
- No offer of employment, formal or informal, may be extended by any campus entity. ONLY Employment can extend official offers.
- A verbal contingent offer is extended to the prospective candidate by the Employment Consultant.
- The candidate has 48 hours to accept or decline the position.
- A written offer letter is emailed to the candidate within two (2) business days. (offer letter packet contains orientation related details).
- Hiring Official is notified via email that candidate has accepted or declined the offer
- If Candidate declines: Hiring Official confirms if offer should be extended to second choice candidate.
- OR if they need to re-advertise the position.
- If Candidate accepts:
- The hiring proposal and posting will be finalized in Hire Module by Employment and all non-selected candidates are notified via People Admin.
Positions classified as Exempt from the State Human Resources Act (EHRA positions). The following positions are covered under EHRA:
- Senior Academic Administrative Officers as per UNC Policy Manual 300.1.1 (Tier I and Tier II);
- EHRA Professionals as per UNC Policy Manual 300.2.1 (Instructional or Research);
- Faculty positions subject to Chapter VI of the UNC Code.
When a department desires to recruit for a position, the department head (hiring manager) shall seek approval from the appropriate Vice Chancellor (VC) and once received submit a request to establish a posting for the new position through the Office of Human Resources (“OHR”) online classification and compensation employment recruitment system for review and approval. The request shall include the duties and responsibilities of the position and an organizational chart. Review and approval of the position may be required by the UNC System Office.
Once the position is approved and established, the department head shall follow the process set forth in Section 4 of this regulation to recruit for the position.
Once the position is approved for posting the hiring manager shall begin the recruitment process as outlined below:
Advertising – Human Resources must review proposed advertisements for compliance with university policies and state and federal laws and regulations prior to the advertisement being placed. For faculty positions Academic Resource Management Office (ARMO) HR must review proposed advertisements for compliance.
Advertising Media – Positions may be advertised in electronic or print media which have a national, state or local audience and in locations that reach a diverse audience. A search that is national is generally advertised in The Chronicle of Higher Education or similar publication and journals or newsletters (online or print) published by national professional organizations. All positions shall be advertised on NCCU’s website., the University of North Carolina System website, Higher Ed, Vets@doc.gov, and the NC Division of Employment Security websites. Position may be advertised in diverse locations such as Diverse Education, hispanicjobs.com, IM Diversity and Minority Professional Network. The cost of advertisements in external publications shall be paid from the hiring department’s budget.
Duration of Advertisement – EHRA positions shall be advertised for a minimum of five (5) business days for internal or external searches.
Non-Discrimination Statement – All advertisements should include the following non-discrimination statement:
NCCU is committed to equality of educational opportunity and employment and does not discriminate against applicants, students, or employees based on race, color, national origin, religion, gender, sexual orientation2, age, or disability. Moreover, NCCU values diversity and actively seeks to recruit talented students, faculty, and staff from diverse backgrounds.
Review of Applications – A Search Committee is required for all EHRA postings. Search committee training by HR should be scheduled for the first meeting of the committee.
- Serve as an advisory body in the recruitment and selection process
- Develop strategies for identifying a diverse pool of qualified candidates
- Design and conduct a legal and effective search
- The search committee should reflect the diversity of the University and should include individuals who have broad perspectives and commitment to diversity
- All members of the search committee have a responsibility for ensuring that all applicants are considered and treated equitable throughout the process
- Confidentiality should be maintained throughout the process.
Guidelines for EEO requirements for EHRA search processes can be found at: EEO Requirements and Guidelines for EHRA Search Processes
After conducting interviews and narrowing the applicant pool to its top candidate, but before extending an offer of employment, the hiring department must complete the Hiring Proposal via the online employment system and submit to Human Resources. The Hiring Proposal indicates the finalists and specifically names the person to whom the hiring department proposes to extend an offer. The hiring department must consult with the appropriate VC and receive approval of salary, terms, and conditions of the offer. The Hiring Proposal must have equal opportunity officer and human resources approval before approval is made to extend an offer.
Reference checking is an important aspect in the hiring process. It can assist in determining factors about job candidates that cannot be revealed during the interview. Supervisors are encouraged to use reference checking as a tool to assist with the interviewing process and not as a selection device. Thoroughly review the candidates’ application before conducting the reference checks. A reference check must be conducted for the recommended candidate and attached to the hiring proposal.
An employment background check which includes a criminal background check, employment verification, reference checks, license verification (if applicable), and credit history check (if applicable) is required for all positions.
EHRA Non-Faculty Temporary Employment
At North Carolina Central University, temporary staff are a critical part of the University’s workforce. Temporary employment opportunities are available in a variety of campus departments for both long and short-term assignments in fields ranging from skilled trades to administrative support. Temporary employment gives you exposure, which in turn can help
you become a permanent employee. The Office of Human Resources works with campus departments to secure temporary employees to assist with increased workloads resulting from vacations, vacant positions, or seasonal fluctuations.
To be considered for temporary employment, please submit a complete application at www.jobs.nccu.edu. For questions regarding temporary employment, please contact the HR Consultant Employment, Student and Temporary, Kaila Martinez at KMartinez@nccu.edu or 919-530-5145.
Hiring Managers/Initiators must complete a posting in People Admin using the EHRA workflow. Please ensure that all required fields are completed and submit for Departmental approvals. The hiring department must consult with the appropriate VC and receive approval of salary, terms and conditions of the offer. Once the posting receives appropriate approvals, the posting will be reviewed by HR to ensure accuracy and to confirm the classification and salary for each hire. The Hiring Manager will receive an email from Human Resources. The request should be submitted in PeopleAdmin for approval by the 15th of the month prior to the employee’s start date.
All positions are subject to the successful completion of an employment background check. An employment background check includes a criminal background check, employment verification, reference checks, license verification (if applicable) and credit history check (if applicable).
It is the policy and intention of North Carolina Central University that there be equal employment opportunity and freedom from unlawful discrimination in all employment within the University as set out in Section 103 of The Code. Employment in covered positions shall be conducted in accordance with all provisions of state or federal law or regulation prohibiting any such discrimination, and in accordance with the University's Non-Discrimination, Title IX, and EEO/Affirmative Action policies and policy statements.
Please note that the following should be attached to the Hiring Proposal in PeopleAdmin:
- Cover Letter
- Official Transcript
- EHRA Conditions of Employment
- Completed online application for employment in PeopleAdmin
- Completed and cleared Criminal Background Check
- Final approval by DHR that candidate is eligible for hire and required to complete SHRA Temporary New Hire Orientation to start work.
Upon approval of the request in PeopleAdmin:
Hiring Manager will be notified via email or phone call of approval and effective date of temporary employment.
Candidate will be contacted to schedule appointment for SHRA Temporary New Hire Orientation held in DHR.
In Orientation, the new hire will:
- Learn about temporary and University employment policies, regulations and rules.
- Complete required direct deposit form.
- Complete federal and state tax forms.
- Receive Banner ID for entering hours worked through Web Time Entry (including receipt of a payroll calendar).
- Complete mandatory I-9, employment eligibility verification form.
If the candidate is unable to complete the Form I-9 requirements, he or she will not be allowed to begin employment with the University until such requirement is satisfied in accordance to federal regulations.
After steps 1-2 are complete, the temporary employee can begin his/her assignment and an employment confirmation letter will be provided to the employee and hiring department.
For SHRA New Hire
A new hire’s first 12 months of consecutive employment will be designated the employment probationary period. The supervisor/manager shall hold a performance planning discussion with the new hire and provide a performance plan on the SHRA Annual Appraisal Form within sixty (60) calendar days of the new hire’s date of employment.
During the 12-month probationary period, the supervisor/manager shall conduct quarterly performance reviews (July, October, and January) and complete the final review by the end of March as documentation that the employee has successfully completed the probationary period and is eligible to be granted permanent employment status. During the quarterly reviews, the employee’s performance (strengths and deficiencies) should be discussed and recorded in Part 6: SHRA Annual Appraisal Form. If, during the quarterly reviews, it is noted that the employee is not meeting the performance expectations, if there is sufficient time remaining on the
probationary period (6 months or more), the supervisor should immediately establish a corrective action plan for coaching and counseling and document on the Talent Development Plan, Part 4: SHRA Annual Appraisal Form. If after coaching and counseling, the employee is still not able to meet the performance expectations, the supervisor should contact Human Resources-EEO and Employee Relations, at least one (1) month or more prior to the end of the probationary period, to discuss other options.
NOTE: If the new hire starts in the middle of a performance rating cycle, the supervisor should establish quarterly reviews with the final review being consistent with the employee’s 12-month probationary period. This allows the employee to transition from one rating cycle to the next in order to complete the probationary period. The Performance Management Certification Roster will show “employee still on probation.”
If Human Resources does not have documentation from the department indicating otherwise, the employee will automatically be converted to a permanent employment with “career status” in their current position at the conclusion of the 12-month probationary period. The supervisor should submit the completed, signed performance review to email@example.com indicating the successful completion of the probationary period.