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University of Wyoming

Filling a Benefited Classified Staff Vacancy Using KSA's

 

Advertising and Filling a Staff Vacancy (Benefited Staff Position)

 

This page is designed to help you in the process of filling a vacant benefited staff position using Knowledge, Skills and Abilities (KSA's).  We have included definitions to assure you are filling out the correct job requisition.  This step by step process is designed to assist you in a more streamlined approach to filling a staff vacancy, making sure that everything has been completed from beginning to end, starting with recognizing the need to fill a vacancy to submitting the hiring summary and offering the position to the desired candidate.  A checklist has also been included to walk you through the process, allowing you to checkmark and/or date was has been done and see what still needs to be done.  The steps have been broken down into categories that are easily accessible on this main page.

 

Filling Vacant Staff Position Checklist

Definitions

Reviewing, changing and creating PDQ'S

Filling out Job Requisition's and the Advertising Process

Interview Process

Hiring Process

Considerations

 

 

 

Definitions

Staff Employee - All employees of the University other than those designated as Officers, Academic Personnel, Administrative, Contract or Student Employees, shall be classified as staff.

Academic/Faculty - Faculty status shall be granted at the appropriate professorial rank to those individuals engaged in teaching or research in the colleges of the University.  You can access information for these vacant positions at https://uwadmnweb.uwyo.edu/hremployment/listjobs.asp.  Use the Faculty/Academic Professional Job Requisition form or visit our website at http://uwadmnweb.uwyo.edu/hremployment/PS-13.doc, to advertise for these positions.

Administrative - President, Vice President's and Director's.  Visit the administration website at http://uwadmnweb.uwyo.edu/UW/administrative/.

 

Reviewing, changing, creating PDQ's

For more information on the Position Description Questionaire (PDQ), click here.

First you need to review the Position Description Questionaire (PDQ) to determine if the job description is accurate.  If the job description is accurate then you can proceed to filling out the Job Requisition.  If you have changes to the PDQ, then you will need to rewrite it.  After you have revised the PDQ then you will need to get the appropriate approvals and forward electronically to the Classification/Compensation Manager at jobapps@uwyo.edu.  Once a decision has been made Classification/Compensation will contact you at which point you can post the position "Pending Administrative Approval".  If this is a new position then you will need to obtain a position number from the Budget Office (766-2541) and write the entire PDQ.  Again you will need to get the appropriate approvals and forward electronically to the Classification/Compensation Manager.  If you have any questions please contact Classification/Compensation at 766-5606.

 

Filling out Job Requisition's and the Advertising Process

Once it has been determined there is a vacancy, the department will need to complete the Job Requisition form.  The Job Requisition form is on the Human Resources (HR) website under HR Forms, http://uwadmnweb.uwyo.edu/hr/HRformslist.htm.  You will need to complete this form including position information, criteria for the position, essential functions/duties, KSA's (Knowledge, Skills and Abilities), contact information and submit the ad as you would like it to appear on the website.  You can access the Index of Titles and Salary Grades under Classification/Compensation.  Click on the appropriate job title to see suggested KSA's.  HR suggests departments use these as guidelines and modify to fit the specific job being advertised.  The form must be approved by the Appointing Authority.  This process should be handled via email and the Appointing Authority can simply forward the Job Requisition to jobapps@uwyo.edu.  HR will notify the contact person on the Job Requisition to discuss the position and any available retrenched employees from the current listing.

There are three options on how to advertise staff vacancies.  They are Departmental, UW Promotional or External (open to the public).

Departmental - are posted for three days and are only open to current benefited UW employees under the lowest Appointing Authority of the department posting the ad.

UW Promotional - opportunities are advertised for one week and open to all current benefited UW employees.

External - postings are advertised for two weeks if the position is non-exempt or three weeks for exempt.

The position will be posted to the website for the specified length of time.  Please read over the advertisement to make sure it reads correctly.  If you have any corrections, call 766-2216 to make changes.  Also, departments may publish the ad to any newspapers or websites, however, the department is responsible for any expenses incurred with respect to outside advertising.  On the scheduled day of closing, HR will contact the department to verify if the position should close that day or be extended.  Extensions are done in weekly increments.  If HR is unable to contact anyone in the department on the closing day, we will remove the listing from the website. 

 

Interview Process

Human Resources (HR) will receive applications throughout the period the job is open.  These applications will be forwarded to you daily.  After the position has closed the contact person identified on the Job Requisition will receive a Hiring Summary with a list of all applicants.  If an application for a candidate listed on the Hiring Summary is missing call 766-5612 and HR will fax or send to you. 

The department should review the application materials and determine the applicants to be interviewed.  We suggest you do a spread sheet with the essential skills and abilities listed as categories and then rank each applicant.  Departments must contact HR with your interview list and get approval before setting up interviews.  At this time, protected status will be revealed to the department on any candidate who has self-identified themselves as a person with a disability or veteran status.  Once you have received HR's approval you can set up and conduct the interviews.

 

Hiring Process

Once the interviews have been completed and a candidate has been identified as the top choice, the Hiring Summary needs to be completed.  You need not list reasons out to the side of those not interviewed if you have listed at the top your criteria for interview and have identified the cutoff to be interviewed, i.e. must meet 50 out of 70 points, or 7 out of 10 categories.  You will need to put in comments for candidates who were interviewed but not identified as the top as to what the interview revealed to make them not be the first choice, i.e. interview revealed less knowledge of Excel than desired candidate.  Once the Hiring Summary is complete departments can forward via email to the Appointing Authority for his/her approval.  The Appointing Authority can type in the email their approval and forward to Humans Resources (HR).  After HR approves the Hiring Summary and salary, HR will contact the department and let you know you can make the offer to the selected candidate.

If the candidate accepts, call HR with a confirmed start date, complete the Hiring Form, obtain the appropriate signatures and forward to HR. 

If they decline, call HR and identify a second choice, get HR's approval, offer the position to the candidate and go through process again.  If there is no second candidate, cancel out the pool and start over.  To cancel the pool you will need to send a letter to all applicants and a copy to HR stating that this position is not going to be filled at this time.

 

Considerations

  • EEOC Uniform Guidelines

  • Employment Selection Devices

    • Interviews

    • Application forms

    • Other screening devices

  • Ensure all devices are directly related to successful performance of the job.

  • Ensure EEOC Compliance,  Non-biased interview:

    • Ask the same general questions

    • Require the same standard for all applicants

    • Treat all applicants with fairness, equality, and consistency

    • Follow a structured interview plan to achieve fairness in the interview

  • Federal Civil Rights Laws

    • Title VII of the Civil Rights Act of 1964

      • Bars no employment discrimination based on Race, Color, Religion, Sex, National Origin

    • Equal Pay Act   

      • Barring no wage differentials based on sex

    • Age Discrimination in Employment Act of 1967

      • No discrimination against people 40+

    • Vocational Rehabilitation Act of 1973 and Americans with Disabilities Act

      • No discrimination against individuals with disabilities

    • Pregnancy Discrimination Act of 1978

      • No discrimination against pregnant applicants and employees

  • What You CAN Discuss

    • The duties and responsibilities of the job.

    • The organization's mission, programs, and achievements.

    • Career possibilities and opportunities for growth, development, and advancement consistent with the organization's objectives.

    • Where the job is located, travel mobility, equipment, and facilities available.

    • The individual's qualifications, abilities, experience, education, and interests.

  • Preparing for the interview

    • Review the job description and specifications.

    • Specify information predictive of each area of performance.

    • Write questions.

    • Review the resume and application.

      • Note areas to explore

  • Conduction the interview

    • Establish rapport.

    • Explain the purpose/set the agenda.

    • Gather predictive information.

    • LISTEN, LISTEN, LISTEN

    • Describe the job and organization - and you.

    • Answer questions and allow applicant to add information.

    • Conclude the interview/summarize.

  • Guidelines for orienting new employees

    • Communication

      • Two fold

        • What you send

        • What you receive

    • Remember, no one is as important to the new employee as you, the boss.  Don't leave the "orientating" to co-workers.

    • People come to work for us interested, alert, and eager to please.  But that enthusiasm, fresh perspective and interest can be lost through poor planning, delayed training and ineffective integration of employee into the work group.

    • Try to remember your first day on the job!