Office of the Provost

Recruiting and Hiring

Position development

Executive F&A consultation

NOTE: If you are recruiting a straight replacement of an existing position that has been recruited within the past year AND has no changes to salary grade/pay table, job code, or job duties/responsibilities, skip down to Position Posting & Recruitment.

Consult with your Executive F&A contact regarding your business needs and proposed staffing plan. Executive F&A will provide consultation and guidance on appropriate employment classes and job codes. For this meeting, please come prepared to discuss the following items:

 

Position description

During the position development stage, you should assemble a draft position description that captures the duties and responsibilities, reporting structure, required skills and experience, and other relevant position details. Utilize the Classified Staff Position Review Template or Professional Staff Position Description Template to draft your position description. You may also elect to revise an existing position description for a similar position type. Please reach out to Executive F&A for examples of past/current position descriptions.

Do not include advertising language in the text of the position description form. Prior to posting, UW Total Talent Management (formerly UW Recruiting Services) will include the required UW advertising language. Please consult with Executive F&A if you have specific language that you would like to include in the final posting.

Diversity

Diversity is one of the six values at the University of Washington that guides institutional goals for students, staff, and faculty. In support of the UW’s commitment to inclusive excellence, we encourage all managers to review the Staff Diversity Hiring Toolkit as you prepare for your recruitment. This toolkit offers checklists, resources, and further guidance on how to recruit and retain a diverse workforce.

Resource planning

Before you begin the position development process, be sure that your planned salary range has been reviewed and pre-approved by your VP-level unit approver or Kim Dinh, Senior Director for Finance, HR, and Administration. Consult the HR Hiring Approval Flow Chart to confirm who needs to approve your salary range.

Be aware that “resources” are not just limited to salary and benefits, but space assignment, operational expenses (IT, software, equipment, supplies), professional development and training, and travel.

Internal equity

For new or revised positions, consider any impacts to job duties/responsibilities for existing positions or if it will impact existing team structures or reporting lines.

Recruitment type

Consult Executive F&A if this will be an open recruitment, a limited recruitment (open to UW employees only), or a closed recruitment (direct hire for fixed term or limited appointments only).

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Classified and professional staff – recruitment

Obtaining approval & posting

Once the position development steps are fully completed, submit a Hiring Approval JotForm and route to the appropriate Unit Approver with all associated documentation attached. Please use the following table as a guide for documentation that should be attached to your JotForm request.

Executive Office F&A Recruitment/Hiring Forms
Employment Type Hiring Approval
Position Description
Position Title References
 Classified Staff  Permanent Hire  Hiring Approval Request Form Classified Staff Position Description Template Classified Staff Job Title List & Pay Tables
Classified Staff Temporary Hire (FDA)
Professional Staff Permanent Hire Professional Staff Position Description Template Professional Staff Payroll Titles & Descriptors
Professional Staff Temporary Hire (PSTP)
Academic Student Employment (ASE) Student/Hourly Position Description TA/RA Salary Schedule
Hourly Student Student Employee Job Code & Compensation

For Fixed Term (Professional) or Limited Appointment (Classified) positions only, there is an option to post the position as a closed recruitment (direct hire) of a qualified candidate. If you have a direct hire identified, include the candidate’s name in the comments section of the JotForm along with a confirmation that the candidate meets all qualifications and requirements of the position.

The timing of your JotForm approval should align with the Executive F&A Hiring Timeline:

Executive Office F&A Recruitment/Hiring Timeline
Employment Type
(Consult with F&A Lead or Kim Dinh)
Direct Hire
No Recruitment
(Candidate Identified)
New/Replacement with Changes
Open Recruitment (No Candidate Identified)
Replacement with No Changes
Open Recruitment (No Candidate Identified)
 Classified/Professional Staff

Permanent Hire

NOT ALLOWED 6 week lead time to POSTING DATE 4 week lead time to POSTING DATE
 Classified/Professional Staff

Temporary Hire (FDA/PSTP)

4 week lead time to HIRE DATE
Academic Student Employment (ASE) 2 week lead time to HIRE DATE
Hourly Student 4 week lead time to POSTING DATE (Husky Jobs) 2 week lead time to POSTING DATE (Husky Jobs)

The Executive F&A team strives to meet all hiring and posting dates requested in alignment with this timeline; however, as final posting may be dependent on approvals from Total Talent Management, HR Compensation, and the ISC, the timeline may be extended depending on the current volume for those offices. Executive F&A will work closely with you and our partners in HR and the ISC to mitigate these delays to the best of our team’s ability.

Once your JotForm is approved locally, your Executive F&A contact will submit the position creation and requisition creation in Workday which will route to the appropriate HR/ISC contacts for approval.

Job postings in UWHIRES are listed across a host of other online job boards/websites. If you have specific sites or publications for which you would like your position to be posted, please alert your Executive F&A contact. Please note: These ad-hoc advertisements may require an additional fee. Consult with Kim Dinh, Senior Director for Finance, HR, & Administration, for budgetary approval prior to making your request.

Once the position and requisition are fully approved, Executive F&A will advise you when the requisition is posted in UWHIRES.

Reviewing applicants

Application materials will be received initially by Executive F&A. Per the preferences of the search committee, the materials may be forwarded to the search committee members via email or search committee members may be granted UWHIRES Workbench access to the hiring requisition to view the materials directly online. The vetting process is different depending on the position’s employment program:

Classified Staff positions – Applications are initially vetted by Total Talent Management. Only applicants who meet the minimum requirements will be forwarded to Executive F&A.

Professional Staff positions – All applicants are directly forwarded to Executive F&A, no pre-vetting is completed by Total Talent Management. Discuss with Executive F&A if you feel your recruitment would benefit from a pre-screening by the Executive F&A team or by Total Talent Management.

Prior to screening resumes, all search committee members should consult HR’s guidelines on Fair Pre-Employment Inquiry.

Interviewing

Please note that all screening and interview documents and notes are subject to a 3 year retention period (10 years for positions at the Director level or above) following the conclusion of any search, regardless of whether a hire was completed. Please be aware that any discussions, meetings notes, rubrics or ranking criteria either in paper or email form will be collected and filed and subject to public records requests within that retention period. Any written or typed notes should comply with the Fair Pre-Employment Inquiry. Do not take down any notes or make any comments that do not align with these guidelines.

For competitive recruitments, all applicants must be subject to the same review and interviewing process.

Each candidate should be interviewed by the same person(s)/panel and be asked the same questions. All members of the interview panel should review and be familiar with the Fair Pre-Employment Inquiry before conducting interviews.

Aside from inquiring about the candidate’s skills and experience, be sure to cover the expectations of the position such as expected schedule, typical duties and responsibilities, and physical requirements (if applicable).

Allow time for the candidate to ask questions for each interview panel. In order to provide accurate information to the candidate, be sure that you are knowledgeable about the position details, including:

Communicate with the candidate about the expected recruitment timeline and next steps. Ask how soon they would be able to start if offered the position. Well-qualified candidates may be interviewing for other positions and have other options to consider, so be open about your recruiting timeframe in order to manage expectations.

Learn about Interviewing Courtesies for Individuals with Disabilities and disability accommodations. Do not inquire about a candidate’s disabilities or whether they would require reasonable accommodation during the interview process.

Conducting reference checks

Upon completing interviews, conduct reference checks for your top candidate(s). References should all be based on professional relationships—individuals who have worked with the finalist in a professional setting and are familiar with his/her day-to-day work and overall performance on the job.

Plan on conducting at least three professional reference checks, with at least one of those references being the current supervisor (or most recent supervisor if not currently employed).

Utilize the Telephone Reference Check Form in order to document the conversation. You may ask additional questions not included on the form (such as attendance record), but be sure to ask the same ad-hoc questions for all reference checks, especially when conducting checks for multiple candidates. Once again, all inquiries must comply with the Fair Pre-Employment Inquiry guidelines. We recommend that each reference check be conducted with at least two search committee members present in order to ensure accuracy of notes and records of the call.

Making an offer

Once the reference checks are fully completed and you are ready to proceed with an offer, contact Executive F&A with your planned compensation offer and proposed start date. Executive F&A will submit the offer in UWHIRES for approval. Do not extend any verbal or written offers to the finalist until Executive F&A confirms approval of the compensation offer.

Executive F&A will advise you once the salary offer is approved and then you can make the offer to the finalist. Inform the finalist that the offer is contingent on satisfactorily passing a criminal background check. Once the finalist accepts, contact Executive F&A and they will work with Total Talent Management to initiate the background check process. It is not our unit’s practice to issue formal offer letters to be signed by the new hire.

Once the background check is cleared and the hiring is completed, a hiring confirmation letter will be drafted by Executive F&A and forwarded to the direct supervisor of the position for final signature and delivery to the new hire.

If the finalist is a current UW employee with no break in service, consult with Executive F&A to verify if a background check is still required. Turnaround time for background checks can vary from a few days (for new hires that have only lived in Washington State) to several weeks (for individuals who have lived abroad in recent years).

The position start date cannot come before completion of the background check. As a result, it may be necessary to shift the proposed start date in order to accommodate the background check timeline.

Once the background check is fully cleared, the hiring will be completed in UWHIRES and routed to Workday to initiate the on-boarding process.

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Student employees and Academic Student Employees

As with Classified or Professional Staff positions, please consult with Executive F&A on Developing Your Position before submitting any hiring requests.

In addition to the items outlined in the Position Development process, familiarize yourself with the requirements and restrictions regarding student employment, including:

Minimum enrollment requirements

Student must be enrolled at the UW and meet the following minimum credit requirements (not including correspondence credits) in order be eligible for student employment:

Undergraduate students – 6 credits

Graduate and professional students – 4 credits

Ph.D. candidates working on dissertations – 2 credits

Granted “on leave” status

Academic Student Employees (ASE)

Academic Student Employees, which include Tutors, Readers/Graders, Staff Assistants, and Research Assistants, are in a separate employment program from hourly student assistant positions. All ASE positions are governed by the contract between the UW and the United Auto Workers (UAW) and thus follow a separate criteria for eligibility and compensation. If you plan to hire an Academic Student Employee (ASE), additional enrollment requirements may apply, depending on nature of the position.  Please consult with Executive F&A for further guidance if you intend to hire an ASE.

Work hour limits

Students are limited to 19.5 hours per week when classes are in session. Be aware if your student is working multiple positions at UW as the 19.5 hours limit is cumulative across all UW positions. Provided that there is an urgent business need for additional hours, students are eligible to work above the limit during finals weeks, school breaks, or when “on leave”, which is defined as:

  • Undergraduates – For one quarter immediately following a quarter in which the student was enrolled for at least 6 academic credits, including summer quarter.
  • Graduate and Professional Students – When the student has applied for and been granted such status by the Dean of the Graduate School.

In the event that a student (whether intentionally or not) works above the 19.5 hour limit in a given week, the UW is still obligated to pay them for all hours worked. However, it puts the University out of compliance with the hourly limit policy. Be sure you are actively communicating with your student employees regarding work schedules to avoid work hour overages.

Compensation

Student employees have a set range for hourly rates, which may be adjusted in accordance with minimum wage requirements and pay determination guidelines set by the UW Compensation Office. Academic Student Employee positions have separate pay scales determined by the UW/UAW contract. Consult with Executive F&A for guidance on the correct compensation rate.

Obtaining approval

Once you have consulted with Executive F&A, complete a Hiring Approval JotForm and route to the appropriate Unit Approver with all associated documentation attached. Please use the following table as a guide for documentation that should be attached to your JotForm request.

Student job profiles typically do not require an open recruitment. If you have identified a preferred candidate, be sure to note the candidate’s name when completing your Hiring Approval JotForm.

Making an offer

Direct Hires for student assistant positions do not require an open recruitment. You may extend a conditional offer to your preferred candidate based on the position details pre-approved in your JotForm. Once accepted, you may move to the background check stage.

Open Recruitments may be done informally via email announcements or formally via the HuskyJobs Student Job Board.

NOTE: ASE positions have additional requirements in accordance with the UAW contract. Please consult with Executive F&A for guidance on how to manage those recruitments.   

As with staff positions, all student hires in the Executive Office should also undergo background checks prior to officially starting work. In order to initiate the process, the student should complete and sign the Criminal Conviction and Civil Finding Authorization Form. The completed form along with the following information should be forwarded to Executive F&A:

  1. List of residence(s) outside of WA state, or United States, in the last 3 years (city, county, state, country)
  2. Citizenship status

Turnaround time for background checks can vary from a few days (for new hires that have only lived in Washington State) to several weeks (for individuals who have lived abroad in recent years).

Position start dates cannot come before completion of the background check. As a result, it may be necessary to shift the proposed start in order to accommodate the background check timeline.

Once the background check is fully cleared, the hiring will be completed in UWHIRES and routed to Workday to initiate the onboarding process.

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Unpaid positions

Contingent workers

Contingent Worker is a Workday classification referring to an individual who is not paid by the UW, and thus not considered an “employee”. They include contractors, vendors, and consultants, among others. The Contingent Worker designation allows these individuals to obtain NetIDs, parking passes, Husky Card, and access to other UW systems.

If you need to contract a Contingent Worker, please consult with Executive F&A for guidance. Depending on the type of access needed for the Contingent Worker, a background check may need to be completed.

Volunteers

Volunteers are individuals who donate their services to the University without receiving compensation or academic credit and are thus not considered UW employees or interns. Volunteer assignments are typically short-term in nature and very limited in scope of duties, such as staffing an event. Unlike Contingent Workers, volunteers do not need UW NetIDs or access to UW systems.

Volunteer work must be authorized, in writing, prior to the work beginning. If you plan on utilizing volunteers for your unit’s work, contact Executive F&A for further guidance on the authorization process.

Depending on the scope of duties handled the volunteer, a background check may need to be completed before the volunteer assignment may begin. Volunteers are also considered mandated reporters of suspected child abuse or neglect. As volunteers are not entered into the Workday system, and thus are not prompted to complete this training, it is the supervisor’s responsibility to ensure that all volunteers complete the online training for Reporting Suspected Child Abuse of Neglect.

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