Hiring Manager’s Guide For Faculty and Staff
Introduction
Blinn College strives to provide diverse and highly qualified faculty and staff who are experts in their subject areas, skilled in teaching and facilitating learning, able to serve the needs of varied student populations, foster overall college effectiveness, and are sensitive to racial, cultural, and demographic diversity.
This manual is a resource to guide you through each step of the hiring process and ensure compliance with applicable laws, regulations, and Blinn College goals, policies, and procedures.
The Human Resources Department is available to assist with tools, services, and guidance as needed. Please contact our department for assistance.
Human Resources Staff
- Bennie Graves, Associate Vice Chancellor – (979) 830-4701
- Sara Pohl, Compensation and Benefits Director – (979) 830-4065
- Kelsie Austin, Assistant Director Human Resources – (979) 209-7546
- Nicole Jones, Assistant Director Human Resources – (979) 209-7655
- Sanya Baumbach, Human Resources Manager – (979) 830-4008
- Melissa Machac, Human Resources Payroll Coordinator – (979) 209-7572
- Doris Bulanek, Human Resources Coordinator (Part-Time) – (979) 830-4121
- Linda Kocian, Human Resources Assistant (Part-Time) – (979) 830-4105
Diversity
Hiring Managers should ensure a diverse applicant pool. Advertising in targeted publications and internet sites, as well as professional networking, assists in enhancing candidate diversity and demonstrates Blinn College's commitment to diversity recruiting.
Blinn College affirms its Equal Employment Opportunity policy for all faculty, staff, recruitment resources, and affiliated officials. All employment actions shall be made without regard to sex, race, color, gender, marital status, religion, age, national origin, disability, or veteran status. Policies are provided in accordance with Federal, State, and local requirements, including the Civil Rights Act, Age Discrimination Act, ADA, and others. For more information, visit the EEOC website.
The college abides by regulations prohibiting discrimination based on protected status and requires affirmative action for covered contractors and subcontractors.
Employment Laws
Hiring Managers and committee members should be aware of basic federal equal employment opportunity laws. Contact HR for more information.
- Title VII of the Civil Rights Act 1964
- Age Discrimination in Employment Act (ADEA) 1967
- Fair Labor Standards Act (FLSA) 1938
- Equal Pay Act 1963
- Americans with Disabilities Act (ADA) 1990
- Title IX of the Education Act 1972
- Vietnam Era Veterans Rehabilitation Assistance Act of 1974
- Pregnant Workers Fairness Act 2023
Hiring Process
- Use the Hiring Manager’s Checklist to complete the hiring process efficiently.
Open Position Procedures
Submit the Position Approval Form for all position replacements. Faculty positions require Vice Chancellor of Instruction approval; staff positions require Dean or Director approval. Chancellor approval is required for all full-time postings, along with appropriate HR documentation.
Reviewing and Updating the Job Description
- Review and revise job descriptions as needed for all vacant positions.
- Consider if position remains necessary and research reasons for turnover or duty changes.
- Ensure job description aligns with institution mission, goals, and competencies.
- Update in PeopleAdmin prior to posting.
Posting a Vacant Position
All positions are posted at https://employment.blinn.edu/ for at least five days. The posting must reflect the approved job description and title. The Job Posting Guide is available for assistance.
Supplemental Questions
Supplemental questions help evaluate applicant qualifications. Carefully developed questions support the hiring matrix. All questions must be HR-approved before publishing.
Guest User Account
Enabling a Guest User Account in the posting allows committee members to access applicant materials.
Interview Readiness
Search Committee
All search committee members must complete Hiring Guide Training. The committee composition varies for faculty and staff positions to ensure subject knowledge and diversity.
- Faculty: Dean, HR, at least one outside faculty, and two or more non-admin faculty from the area.
- Staff: Supervisor/Dean/Director, HR, at least one outside staff, and two or more non-admin staff from the area.
Committee composition must be sent to HR for approval.
Responsibilities of Hiring Managers
- Obtain HR approval for committee, matrices, and interview questions.
- Ensure committee member training and attendance.
- Schedule meetings and safeguard applicant materials.
- Maintain communication with committee and applicants.
- Submit interview documents to HR.
- Provide committee with:
- Job description
- Committee tasks/timeline
- PeopleAdmin access
- Hiring Matrix
- Defined committee decision outcome
- Affirmative Action/EEO Statement
Responsibilities of Committee Members
- Attend Hiring Guide Training
- Demonstrate judgment, integrity, and commitment
- Attend all meetings and interviews
- Sign Confidentiality Statement
- Disclose any conflicts of interest immediately
- Keep all applicant information confidential
Military Preference
State agencies must give employment preference to eligible veterans and certain family members according to a specified order. A chart is provided to determine the minimum number of veterans to be interviewed based on the interview pool size.
- Veteran (including veteran with disability)
- Veteran’s unremarried surviving spouse
- Orphan of veteran killed on active duty
- Spouse of active duty armed forces or Texas National Guard member
- Spouse of veteran who is primary income source and the veteran is totally disabled
Military preference does not guarantee hiring, but impacts the interview process.
FAQs: Military Preference
- No, military employment preference does not guarantee hiring; it requires interviewing qualified applicants who claim preference.
- Applicants claiming preference and who meet minimum qualifications must be interviewed even if they score below top-tier on the matrix.
- Only those claiming preference and in top-tier need to be interviewed, not all scores in-between.
- If no qualified applicants claim preference, no interview is required for veterans.
- Sometimes, more than one qualified applicant claiming preference must be interviewed, based on the size of the interview pool.
- HR guides; hiring managers are responsible for identifying applicants claiming preference.
- Between equally qualified candidates, preference may tip the selection to the military candidate.
- Veteran applicants who believe preference was not properly applied may appeal to the governing body per Texas Government Code.
Hiring Matrix
- The hiring matrix, approved by HR, is used to score applicant qualifications and competencies.
- Applicants entitled to military employment preference receive a minimum of 10 extra points.
Preparing for the Interview
Interviews extract information for candidate assessment. Interviews should be confidential and allow rapport-building. For faculty, credential verification and a teaching demonstration are required. Schedule adequate time between interviews. HR verification is needed for previous employees.
Developing Questions
All interview questions require HR approval. Questions must relate to posted job requirements and focus on qualifications, competencies, and job behaviors. See the appendices for sample questions and topics to avoid.
Interview Process
Telephone Screening (Optional)
Telephone screening helps clarify applicant fit before formal interviews. Document all phone screens.
Arranging Interviews
- Use matrix scores and HR support to select interviewees.
- Provide 3-5 days advance notice.
- Notify internal candidates unselected for interviews by phone or in person before interviews start; notify external candidates via email after the process concludes.
During the Interview
- Committee members must uphold professionalism throughout.
- Professional dress is required for all interviews.
- Begin by introducing all participants and outlining the process.
- Ask all candidates the same pre-approved questions, allow time for their questions, and note responses for scoring and transparency.
- After questions, explain job and organization details. End on a positive note.
After the Interview
Compile interview and matrix scores, discuss top candidates, and determine if further interviews are needed. Provide documentation for any second interviews.
Selecting a Finalist
Notify the selected candidate, clarify that employment is contingent on successful reference and background checks and final approvals. Only HR may negotiate offer terms. Notify internal finalists in person; others by phone.
Reference Checks
- All finalists undergo reference checks by HR.
- Consent is obtained via application signature and separate release forms.
- Avoid personal or non-job-related questions.
- Letters of recommendation may be attached but do not replace reference calls.
Foreign Nationals
Employment authorization is verified by HR for all non-U.S. citizens. Blinn participates in E-Verify.
Records Retention
Send all hiring process documentation to HR upon completion. Proper records are required for potential investigations.
Appendix A: Hiring Manager’s Checklist
- Submit full-time replacement request to HR
- Chancellor’s approval for full-time positions
- Update job descriptions online
- Obtain HR approval for hiring matrix before committee review
- Organize search committee; obtain HR approval and confidentiality agreements
- Provide materials to committee (job description, tasks, timeline, matrix, etc.)
- Ensure Dean verifies faculty qualifications
- Develop and review interview questions
- Arrange interviews, prepare logistics and schedules
- Collect and submit all documentation to HR
- Notify finalist, arrange reference checks, and complete hiring proposal
- Follow up with all candidates after process completion
Appendix B: Sample Interview Questions
Faculty
- What do you consider to be one of your greatest achievements? Why?
- What is one of the more promising educational innovations you are aware of? Why is it valuable?
- What is the relevance of the liberal arts in the contemporary world?
- What motivates you to do your best?
- Please tell us your experience in developing programs and partnerships with external constituents.
Staff (Behavioral Interview Questions)
- Adaptability: Describe a major change that occurred in a job that you held. How did you adapt to this change?
- Ambition: Describe a project or idea that was implemented primarily because of your efforts.
- Analytical Thinking: Describe the project or situation which best demonstrates your analytical abilities.
- Building Relationships: Give an example of a time when you had to address an angry customer.
Appendix C: Questions/Topics to Avoid During Interviews
- Age: Avoid questions about age, graduation dates, etc.
- Sex: Do not inquire about marital status, children, or sexual orientation.
- Ethnic Origin/Race: Avoid questions about nationality, language (unless job-related), origin of name, etc.
- Religion/Political Beliefs: Do not ask about church, religious, or political affiliation.
- Disabilities: Avoid inquiries into health, disability, or related medical matters.
Appendix D: Interview Questions Guide
Use this form to standardize interview questions. All candidates must be asked the same questions, their answers documented, and responses scored according to the rubric below. Committee members should maintain completed forms for record retention.
- Score Values:
- 5 = Outstanding, 4 = Excellent, 3 = Good, 2 = Fair, 1 = Poor, 0 = No Answer
Appendix E: Record Retention Checklist for Position Postings
Maintain original interview documents and required files (position description, posting, matrices, interview question/answers, reference materials, notes, etc.) according to HR guidelines.
Appendix F: Moving/Relocation Expenses
Blinn College District may reimburse reasonable, eligible moving/relocation expenses for newly hired executive-level employees with prior approval. Guidelines establish maximum allowed, deductible, and non-deductible expense types.
Travel expenses for on-site interview candidates for certain positions may be reimbursed with prior HR approval.
Works Cited
- "Division of Finance Human Resources." Manager Resources. http://employees.tamu.edu/managers/
- "Hiring Process | University of Denver." http://www.du.edu/human‐resources/careers‐at‐du/hiring‐process.html
- "Interview‐in‐progress." http://bobkaylor.typepad.com/.a/6a00d8345304b969e2016768d3ac13970b‐popup
- "Leadership." http://www.leadership‐idn.com/the‐job‐interview/
- "Reference Checks." About.com Job Searching. http://jobsearch.about.com/od/referencechecks/tp/reference‐checks.htm
- "The Search Committee: Making It WorkThe Alexander Group." http://www.thealexandergroup.com/blog‐press‐room/2013/search‐committee‐making‐it‐work/
- "Send Us Your CV»." Interview Tips. http://www.dav.co.za/blog/category/interview‐tips/
- "Workplace Learning." NU Performance Excellence: Human Resources. http://www.northwestern.edu/hr/workplace‐learning/performance‐excellence/