Recruitment and Selection Handbook: Strength in People

Strength in People
Recruitment and Selection

Handbook
For university staff positions
A Guide to the ASU Recruitment Process
ASU Recruitment
Dan Klug
Arizona State University
Director - Recruitment & Selection
Daniel.klug.1@asu.edu
Contents
Introduction........................................................................................................................................ 3
ACCESS BRASSRING ....................................................................................................................... 4
Request Access to Kenexa BrassRing ............................................................................................................... 4
Access Deletion to Kenexa BrassRing .............................................................................................................. 4
Prepare Your Browser ................................................................................................................................................5
STEP 1 – PREPARE FOR RECRUITMENT AND POSITION............................................................... 6
DetermineRecruitmentNeed ............................................................................................................................... 6
Hiring Manager – Key Responsibilities................................................................................................................ 6
PreparePositionRequest ..................................................................................................................................... 6
PrepareRecruitmentBlueprint ............................................................................................................................ 7
STEP 2a – CREATE REQUISITION .................................................................................................. 10
Gather the required information ............................................................................................................................ 10
Advertising................................................................................................................................................................ 15
Reduction in workforce positions ................................................................................................................................. 16
Choose Screening Questions for Applicants ........................................................................................................ 17
STEP 2b– WAIVER OF RECRUITMENTS ........................................................................................ 19
STEP 2c – ADDITIONAL HIRES ........................................................................................................ 19
STEP 3 – APPLICANT STEPS........................................................................................................... 20
STEP 4–APPLICANT EVALUATION ............................................................................................... 20
Resume Review - DeterminingQualifications ...................................................................................................... 20
Applicant Review: Dispositions and HR Status .................................................................................................................... 22
STEP 5–INTERVIEWING APPLICANTS ........................................................................................... 24
Interview evaluationform.................................................................................................................................... 26
STEP6 – SELECTING THE CANDIDATE .......................................................................................... 26
ConductingReferenceChecks .......................................................................................................................... 26
Internal candidates (current ASU employees) ................................................................................................. 27
PeopleSoft Validations ............................................................................................................................................ 27
STEP7 – CONDITIONAL OFFER (VERBAL OFFER) ......................................................................... 28
Selecting the salary ........................................................................................................................................... 29
Salary offers ............................................................................................................................................................. 29
STEP 8–BACKGROUND AND FINGERPRINT CHECKS ................................................................. 30
Backgroundchecks ..................................................................................................................................... 30
Fingerprintchecks .............................................................................................................................................. 31
STEP 9 – EXTENDING THE FINAL OFFER ....................................................................................... 33
STEP 10 – ONBOARDING THE HIRE ............................................................................................... 34
Creating the new hire form ................................................................................................................................ 34
Closing a requisition .......................................................................................................................................... 35
APPENDICES .........................................................................................................................................36
A– Working Environment ................................................................................................................................... 36
B–Reviewing Applicants ......................................................................................................................................... 38
C–Qualification Interpretation ........................................................................................................................... 39
D–Pre-employment Inquiry Guidelines ............................................................................................................. 40
E– Declined Disposition Emails ........................................................................................................................ 42
F– HR Days in Status Notifications ................................................................................................................... 62
G– OHR Recruiters Background Check and Fingerprint Emails ....................................................................................... 63
Recruitment and Selection Handbook
For University Staff Positions
Introduction ASU Policies
Our Commitment SPP 201-01

ASU is committed to a recruitment process that results Recruitment/Employment
in the hiring of the best applicants. All individuals with authority
to hire will be accountable for the recruitment, retention and SPP 403-08
development of diverse classified and university staff. Salary Administration
ASU promotes equal opportunity through affirmative action ACD 126

in employment and educational programs and activities. Background Checks
Discrimination is prohibited on the basis of race, color, religion,
national origin, citizenship, sex, sexual orientation, gender identity, SPP 213
age, disability and qualified veteran status. Equal employment Reduction in W orkforce
opportunity includes, but is not limited to, recruitment, hiring,
promotion, termination, compensation, benefits, transfers, Related EO/AA policies
university-sponsored training, education, tuition assistance, and
social and recreational programs. ACD 401
Equal Opportunity/Affirmative Action
Equal opportunity results when all applicants are treated
consistently at every stage of recruitment. The following pages ACD 405
provide guidelines to the hiring official to ensure that fairness is Individuals with Disabilities
paramount in the recruitment process.
. SPP 105
Americans with Disabilities
Helpful links
HR Recruitment
HR Forms
Sample letters and Checklists
HR Background Checks
ASU Office of Human Resources | Recruitment & Selection | Revised 5/10/18 Back to Table of Contents 3
Access Brassring
Request Access to Kenexa BrassRing
My ASU > Service > Tools and Resources > Self Support > Access Requests
> PeopleSoft – Submit a New Request for Access
1. Enter “UserID” and Continue.

2. Enter “Purpose for Access Request” and “Supervisor UserID” and Continue.
3. Click “Add Role(s).”
4. Check the box on “2xB Hiring Manager” and click “Save & Return.”
Note: Different PeopleSoft roles are needed for parts of the process.
i. HCM Dept Position Manager can create/edit Positions.
ii. HCM Dept Financial Mgr can create/edit Position, create/edit Position Management
Accounting and start the workflow for the Position.
iii. PTR Approver roles are needed to approve the workflow.
5. Click “Save and Submit.”
6. Online training and testing must be completed prior to access approval. An email will give you
direction to the training and testing site.
Quick Navigation – My ASU > Blackboard > Kenexa: Hiring People at ASU > Content.
(review program) > Final Exam (you must pass with 80% or better)
7. Supervisor will receive email to approve.
8. HR Data Trustee & Final Security to approve.
9. After all approvals are complete, 2xB access will be available the next day.
10. You must disable your browser’s popup blocker for 2xB (trm.brassring.com).
Associated Support Guides:
Knowledge Base Article: Browser Setup for Kenexa BrassRing
Business Process Guide: Courtesy Affiliate Training Guide
Access Deletion to Kenexa BrassRing

My ASU > Service > Tools and Resources > Self Support > Access Requests > PeopleSoft –
Submit a New Request for Access
1. Enter UserID and Continue.

2. Enter “Purpose for Access Request” and “Supervisor UserID” and Continue.
3. Click under “Role Action” column, change drop down to “Delete/Revoke” role
4. Click “Save and Submit.”
Prepare your browser
Kenexa BrassRing is a web-based application and will work with all common browsers. However, some
housekeeping is in order. First, make sure that your pop-up blocker is off. You can either turn off all pop-up
blockers (this will disable pop-up blocker for all websites) or you can turn off the pop-up blocker for Kenexa
BrassRing only. Some pages may not load properly unless the user’s “cache” (the browser’s memory) is
cleared regularly. Please refer to the Browser Setup document to verify your setup: Browser Setup for
Kenexa BrassRing.
Log into Brassring via My ASU My ASU > Manager > BrassRing
Step 1 – Prepare for recruitment and position
Determine recruitment need

Each hiring unit is responsible for determining its hiring needs and the scope and responsibilities of the
proposed hire(s). The nature of the recruitment options will vary based on whether the hire is for a staff,
graduate or student position:
• Consider how much ramp-up time up time you need and what ASU resources are available, and
then develop a plan to use those resources.
• Determine what type of recruitment will result in a well-qualified, diverse pool of applicants.
Contact the Office of Equity & Inclusion for analysis of your department’s workforce utilization goals.
Hiring Manager – Key responsibilities

The hiring authority is primarily responsible for:
• Developing position descriptions, essential functions and job posting
• Establishing timelines and application deadlines
• Completing all steps in Kenexa BrassRing:
o Advertising for posting
o Evaluating and screening applications
o Developing interview questions from the qualifications on posting, and conducting interview
sessions
o Checking internal and external references of applicants/candidates
o Communicating with applicants about the status of their applications and/or the recruitment
process
o Assuring appropriate approvals and confidentiality at each stage of the search
• Maintaining all records associated with the recruitment for three years
• W orking with the OHR Recruitment & Selection Dept. to post the job to the ASU website
• Obtaining approval from the OHR Recruitment & Selection Dept. before making an offer
The department and/or hiring official may form a search committee to assist with the recruitment. The search
committee may participate in any or all of the above activities. At least one member of the search committee
should be trained and certified in hiring practices by the OHR Recruitment & Selection Dept.
Reserve a seat in the next class
Online workshops > “Recruitment certification training registration”
Prepare position request

Once you determine the details of the position you need for your unit, prepare your position request in
PeopleSoft Position Management. More info: Position Management f or Department Position Managers
W hether you create a new position from scratch or clone an existing position, you first confirm that the job
code is in the “base” group that can be used for recruitment. Then carefully follow the instructions to properly
assign the position’s attributes. For competitive staff positions, click the Ready for Recruitment button to
begin to enter recruitment data. If the job code is in the base, a new “Recruitment Data” tab will appear.
Prepare recruitment blueprint

The top section of the Recruiting Data section includes details about the position that you previously entered.
Begin in the Recruiting Data section and select the Reason for Hire by clicking on the Drop Down Arrow.
Figure 1: Reasons for Hire
Important required fields are:

1. Reason for Hire – Increase in headcount, backfill or temporary
2. Positions to be filled – one position number per REQ
3. Full-Time approved salary/hourly max – Department decides what the maximum salary their
budget will allow but still must be within the appropriate range for job code
• For salary positions, enter the maximum “annual” rate of pay desired
• For hourly positions, enter the maximum “hourly” rate of pay desired
4. Source of funds
5. Position justification
6. Scope of search
• Additional hire - for any hire on a job after the first hire. Create the original
requisition with an Open Scope and clone more positions from it with an Additional
Hire scope
• Arizona Board of Regents (ABOR) – current staff or faculty employees of ASU, NAU or U of A
• Open: the most common for competitive hires
• Waiver of Recruitment – requires additional justifications
7. References
• All staff positions require references checks
8. Background check (BGC) or fingerprinting (FP)
• Choose background check package
• All ASU new hires require a background check
• All ASU new hires in security-sensitive positions require fingerprinting.
9. Advertise
• It is strongly recommended that REQs open to the public be advertised to
diversify and strengthen the applicant pool.
• Chargeback Account required
The Student Employment Office will review the qualification, justification and applicant's resume to
ensure the candidate meets minimum qualifications. Waiver of Recruitment is only accepted for
Student Worker IV and V:
• Student Worker IV
o These positions must express the existence of another established recruitment process
supporting a specialized academic job program OR represent students filling specialized
research, tutor or other positions whereby their skillsets and experience are deemed exclusive.
Obtain approvals
The defaulted data on the position from the job code, along with all the information you enter
here, will be routed to Kenexa after all required approvals are obtained.
Figure 1: Staff W orkflow Approval Routing in Position Management
Figure 2: Student W orkflow Approval Routing in Position Management
Workflow approval routing for position management

• All positions submitted for workflow will require approval for the accounts listed.
• Staff positions will route to OHR Staffing for approval if the scope of search is W aiver.
• If not, this level will be skipped but all staff positions will route to Dean/VP for approval,
except for Reclassification Backfills (RBC) that are changed to a lower job code.
• Staff positions will route to Provost/CFO if the reason for hire is Increase in Headcount (INC),
Change in FTE (CFT) to a higher amount or Reclassification Backfill (RBC) to a higher job code.
Note: Integrations between PeopleSoft Position Management and Kenexa BrassRing are every 30 minutes
from 6:00 AM to 6:00 PM.
Keep in mind:
• If your department approving authority has not approved the Position Management
request, your recruitment will be delayed.
• If all approvals are applied the evening before, your positions will be ready to go in the morning.
To avoid problems or delays, best practice is to create or modify positions after payroll is closed,
and use the current effective date for positions.
• If using future date, Future Date will not integrate into Kenexa until the actual date.
Note: The recruitment information is set once your data is submitted in position management. Any changes
beyond this point will mean the cancellation of your recruitment. You then must modify or correct the data
in position management, resubmit the position in position management and recreate the REQ in BrassRing.
To prevent a loss of time, ensure that the information is correct in position management before you submit.
Tips, troubleshooting and common mistakes causing integration issues

If your position number fails to show up in BrassRing after a schedule integration, check the following:
a. Ensure your position has been completely approved with no outstanding signers.
b. Ensure your position isn’t still in a submitted status in PeopleSoft.
c. Ensure you are selecting the proper REQ type (Staff or Student) that belongs with your job code and
position type.
d. Ensure you are using the current effective date; Future Date will not integrate into Kenexa until the
actual date.
Step 2 – create requisition
Gather the required information

After you have created a position for a competitive recruitment, and it has been fully approved and
integrated into BrassRing, you will be able to create your job requisition. Before you begin, have this
information ready:
• Job code Number
• Department ID
• Position Number
• Recruiter’s Name
• Requisition Team Names
You will also need all of the job description details, salary range, advertising decisions and other
pertinent information finalized before you create your requisition.
Job descriptions and classifications

• University Staff Positions: University Staff is employed at will. Generic position descriptions
for each job title are provided online: Job Descriptions for Base Job Codes
Job postings on the ASU website

• Job requisitions (REQ) must be posted on the Office of Human Resources website using the Kenexa
BrassRing system). Departments must submit the REQ request to OHR’s Recruitment & Selection
for review, approval and posting to the ASU website.
The BrassRing format helps departments provide important information about a position (essential
duties, working environment, qualifications, application material needed and application deadline).
It also provides a section for information to be included in ads and questions for applicants.
NEED ASSISTANCE? Contact Recruitment and Selection.
Creating the requisition

You must complete the following fields in BrassRing for OHR to review and post on the ASU website.
NOTE: Some of the fields are already set. They are created in Position Management and integrate into
Kenexa.
Whether you create a new position from scratch or clone an existing position, you first confirm that the job
code is in the “base” group that can be used for recruitment. Then carefully follow the instructions to
properly assign the position’s attributes. For competitive staff positions, click the Ready for Recruitment
button to begin to enter recruitment data. If the job code is in the base, a new “Recruitment Data” tab will
appear.
Prepare recruitment blueprint
1. Job Code
Number that identifies the job title and description.
2. Department
Unit that will assume financial and recruiting responsibilities
3. Position
One position number per REQ
4. Scope of search
• Open to public – open to anyone who meets the minimum qualifications
• ABOR only – current employees from either of three Arizona Institutions (ASU, NAU or U of A).
• Additional Hire
• W aiver
5. Campus location
6. Number of hires in position
This relates to how many hires you will make on this specific position number, not how many hires
you will make on this REQ.
7. Job title/Working title – W orking title must be similar to Job title and not one of another existing job
code.
8. Hours / Benefits/Pay/FT or PT/FTE
9. Recruiter
• For Staff jobs – Dan Klug or Allison W alas
• Student jobs –Erika Fehr or Carrie Davidson
10. Hiring manager
Select one departmental Hiring Manager, one who creates the requisition and/or work on this
job the most.
11. REQ team
Select other departmental Hiring Managers you want to have access to this job requisition,
and who could be a backup for you when needed. These people could also be members of a
co-search process. They should have Hiring Manager access to Kenexa BrassRing to be
able to perform all the same actions as the Hiring Manager
12. Approved salary
The amount requested and approved on the position/recruitment request and indicates
the maximum possible salary offer to the successful candidate. The max you post on
the REQ cannot exceed this amount.
13. Posted salary range
You are locked into the salary range you post. You cannot go above or below this range. There
should be no deviation from what is posted when a salary offer is extended. Any offer that differs from
the described rate or falls outside the posted range will not be approved by the Recruitment & Selection
Department.
Options:
• Pay depends on experience (“Depends on Experience” or “DOE”) – Used when flexibility within
the salary category is needed to negotiate salary based on experience and skill level.
Best practice: “$minimum salary - $approved maximum per year/hour; DOE”
• Set range within the job’s salary grade (“$30,000 - $40,000 per year, DOE”)
– Used to inform applicants that all offers will be within the posted range based on experience
and skill level. Range should be from the minimum of salary range to your budgeted
amount, not over the maximum.
• State a range from a minimum amount to commensurate with
education/skill/experience (“$30,000 to commensurate with education/skill/related
experience”) -
– Used to inform applicants that all offers will be no less than a minimum amount and the
maximum, while within the salary category, will be based on the experience and skill level
14. Min/MRP/Max
• The salary range assigned to each Job Code by Compensation. You cannot make an offer
to an employee BELOW the minimum or ABOVE the maximum.
15. Job description
An introduction to the essential duties; usually mentions the supervisor (by title, not name)
and an overview of the job.
16. Minimum qualifications (MQs)
The minimum education, experience and licensing required for the
job. (Not editable; not included in posting.)
NOTE: if you need to make changes to the minimums, you should work with the Compensation group
to update the job description
17. Desired qualifications (DQs)
• A further refinement of the required qualifications or additional qualifications that would enhance
an applicant’s ability to perform a position’s essential functions
• We recommend expressing qualifications as either “experience” with or “demonstrated knowledge”
of particular areas. Experience means an applicant clearly demonstrates performing a function or
using a tool (such as computer software). Demonstrated knowledge means someone lists the
appropriate language on a résumé but does not have to show experience.
Note: Details to select MQ and DQ questions to be asked the applicants a “Desired Qualifications
Screening” form must be completed. (see Knowledge Base Digest Step 5 for more details)
18. Work environment
• Core of critical duties that define this job (lifting, use of equipment,
etc. (You may edit; not included in posting.)
• Identification of W orking Environment is mandated by the Americans with Disabilities Act.
• Refer to Appendix A for assistance in developing W ork Environment
19. Essential duties
The primary duties and responsibilities of the job
Note: Do not state qualifications that may be needed to accomplish the duties that would be included
in the DQs.
20. Department statement
Statement used to inform applicants about the vision, mission and goals of department
21. ASU Standard Statement
Information that ASU would like applicants to know and EEOA statements
22. Close date
• Fixed Close Dates will be the default close date approach. They must occur on a weekday
at 3:00PM. This will enable applicants to receive assistance from ASU technical staff if they
encounter difficulties during the application process.
• Minimum time posted for Staff REQs five business days and for Student REQs
three business days.
Note: Following the criteria below, Hiring Managers may request either a Repost or an
Extension.
Repost
• Req will unpost on close date.
• Hiring Managers may request a requisition be reposted within 14 calendar days of
the date the requisition unposted.
• If requested after 14 calendar days and no candidates have been hired, request that
your Recruiter cancel the requisition. Once canceled, the Hiring Manager can create
a new requisition.
• If any candidates have been hired, the requisition cannot be reposted. The Hiring
Manager must close the requisition and restart the recruitment process in Position
Management.
• Student requests are directed to SEO@asu.edu
• Staff requests are directed to DL.ORG.HR.Staffing@asu.edu
• Hiring Manager must disposition all applicants who applied by each unposting
date beyond Application Submitted before the requisition will be reposted.
• A repost will not be allowed if any candidate in the pool has been interviewed.
• (For Students - A repost will not be allowed if any candidate in the pool has been interviewed
or advanced to Independent Applicant Review and Record Keeping)
• Recruiter will repost the requisition with the new date and include REPOSTED in the
close date field.
Extend
• Prior to the close date, a Hiring Manager may request that the existing close date be extended.
• Applicants may be reviewed and dispositioned prior to the unposting dates but
cannot be contacted for interview until after the unposting date
• An extension will not be allowed if any candidate in the pool has been interviewed.
• (For Students - A repost will not be allowed if any candidate in the pool has been interviewed
or advanced to Independent Applicant Review and Record Keeping)
• Recruiter will repost with the new date and include EXTENDED in the close date field.
Rolling close dates
• W ill follow existing rules for review and disposition of applicant pools (see Digest Step 5 for
more details)
• Allowed in limited cases, subject to the approval of Recruiters.
• Only available for multiple hires on a single recruitment or continuous
recruitments (such as Event Attendants).
• Requisition will be set to unpost after six months.
• Pools will be reviewed in one, two, or three week intervals in all cases.
NOTE: Rolling close date postings will continue to drop lower in the search page list
and will become more difficult for applicants to find.
Rolling close date example: “11-December-2015 is the initial close date. Applications will continue
to be accepted and reviewed every two weeks until the search is closed.”
Review time – can be one, two, or three weeks.
Applicant Groups:
• First group – Date posted to Dec. 11
• Second group – Dec. 12 - to Dec. 25
• Third group – Dec. 26 – Jan.9
Considering applicant groups

• Applicants must be considered in groups. If you are considering someone in group two,
you must consider everyone in group two.
• Groups must be considered in order. If you are considering someone in group two, you
must consider everyone in groups one and two.
• Dispositioning applicants after one is selected. If you have chosen someone in group
two, you must disposition (out of application status) everyone in groups one and two. If
no one has been considered in group three, you may disposition (reject) everyone in
group three as, “Declined-Hire Made Prior Pool (Rolling Deadlines Only)”.
Removing from ASU Website – the hiring manager can have the REQ removed from
advertising on the ASU website at any time after the initial close date has passed.
Reposting rolling close date REQ – once the hiring manager requests to remove the REQ
from the ASU website they cannot repost the REQ back to the website. They must complete
the recruitment process and recreate a new REQ.
23. Grant funded
24. Instructions to Apply
• Applicants must follow instructions to be considered having a complete application and
qualifying for further review. Only electronic applications are accepted. Instructions may
require applicants to submit a resume, cover letter, references and an additional document
or portfolio.
25. Background check or fingerprinting
• See background checks & f ingerprinting
• FAQ’s
26. Equity and Inclusion goals
• If you are conducting a search for a benefits-eligible staff position, and you see a “Yes” next to
“Underutilized Job,” then the Job Code of the position for which you are hiring is in one or
more underutilized categories. The category or categories that pertain will be listed below, and
could include specific minority groups or women.
• W hen hiring for a job in an underutilized category, Hiring Managers must advertise the
position to the most appropriate employment agency, depending on the underutilized
category listed. Contact the OHR Recruitment & Selection Team for assistance with outreach
opportunities beyond those you may normally use at DL.ORG.HR.Staffing@asu.edu or call
480.965.9841.
Changes to posting
Once the position is posted on the ASU website, no changes are made to the posting except by the recruiter to
extend or repost the close date. If changes need to be made, the job may be cancelled by the recruiter and a
new posting may be created by the Hiring Manager. Recruiter will then post. If any applicants had applied to
the position, they should be contacted and made aware of the new posting.
Advertising
All advertising is selected by the department through the forms tab on the REQ and processed through
the Recruitment & Selection Department. (DL.ORG.HR.Staffing)
Departments are responsible for advertising positions to ensure a well-qualified, diverse applicant pool.
Departments should conduct an analysis of available recruitment sources that includes recruitment resource
target audience, cost, advance time required to place announcements and whether the source is recognized
and regularly viewed by potential applicants.
Examples of advertising sources include, but are not limited to:
• Publications
• Other colleges/universities
• W ebsites
• Professional organizations
• Special committees and caucuses within organizations
• Employment assistance organizations
• Diversity organizations
Examples of online options:
Examples of print options:
Reorganization of staff and Reduction in workforce positions

(see SPP 216 RIF & SPP 213 policies)
The purpose of the program is to give employees who have been reorganized priority consideration for
comparable university vacant positions during a determined period. The employee should not expect to retain
his or her current salary or current campus location. Employees with level 3 (performance expectations
fulfilled) performance evaluations or above qualify for the program.
An employee on the reorganization list is given priority consideration for positions. These positions are
identified prior to the position being posted on the ASU website. The employee who meets the minimum
qualifications and other relevant desired qualifications listed in the job posting must be interviewed. If the
employee is not selected, the Hiring Manager must submit written justification to OHR Recruitment & Selection
and verbally inform the employee of their decision before the REQ can be posted on the ASU website for
recruitment.
W hen the Hiring Manager’s decision is to hire the employee, they will complete a waiver of recruitment
using the REQ that was originally submitted to OHR Recruitment & Selection for posting. NOTES: Review
of the employee’s personnel file is not necessary since they have a level 3 (performance expectations
fulfilled) performance evaluation or above. W aiver of Recruitment for staff is in PeopleSoft/Kenexa; for
Faculty/Postdocs it is on the HR Forms page.
Choose screening questions for applicants

If you are recruiting for a staff position, we recommend that you ask all applicants the same screening
questions. Based on each job’s minimum and generic desired qualifications, specific questions have been pre-
populated in BrassRing. W hile preparing to post your job, use the forms tab on the REQ to create “Desired
Qualifications Screening” questions. You can add, change or delete any of the questions except the MQ
question. You will be able to assign a score to each DQ question. Scores should reflect the order of
importance. Student positions will not have candidate questions added to the requisition. The recruiter will
review and post the questions.
These questions address the most critical components of the job, and the candidate’s experience and
knowledge. They are used to help predict a candidate’s suitability for the position and his/her likelihood
of success in the job. Many of these questions would be asked in phone or in-person interviews.
Example: Use of Screening Questions
Accountant Senior
Question to address minimum qualifications:

(Pulled from the Minimum Qualifications in the Job Description, worded to address potential equivalencies.)
• Do you have a Bachelor's degree in Accounting or a related field AND two (2) years of
professional accounting experience; OR, Six (6) years professional accounting experience; OR,
Any equivalent combination of experience and/or education from which comparable knowledge,
skills and abilities have been achieved?
Questions to address desired qualifications:

(Pulled from the Duties and Responsibilities and the Knowledge, Skills and Abilities sections of the Job
Description.)
• Do you have experience as a supervisor?

• Do you have experience in preparing accounting reports?
• Do you have experience analyzing data and providing solutions?
• Do you have experience with Advantage?
• Do you have experience using Excel spreadsheets in the work environment?
• Do you have evidence of CPA?
• Do you have experience using Federal and State regulations in work environment?
Use of default scoring for Accountant Senior
In this example, if we accept the default scoring, total points possible would be 270. It would be immediately
clear when you have a candidate who only meets the minimum and one or two desired qualifications.
• 200 - Do you have a Bachelor's ……….

• 10 - Do you have experience as a supervisor?
• 10 - Do you have experience in preparing accounting reports?
• 10 - Do you have experience analyzing data and providing solutions?
• 10 - Do you have experience with Advantage?
• 10 - Do you have experience using Excel spreadsheets in the work environment?
• 10 - Do you have evidence of CPA?
• 10 - Do you have experience using Federal and State regulations in work environment
• 270 – Total possible for all “Yes” responses
Use of weighted scoring for Accountant Senior

• 200 - Do you have a Bachelor's …….
• 20 - Do you have experience as a supervisor?
• 5 - Do you have experience in preparing accounting reports?
• 5 - Do you have experience analyzing data and providing solutions?
• 75 - Do you have experience with Advantage?
• 5 - Do you have experience using Excel spreadsheets in the work environment?
• 20 - Do you have evidence of CPA?
• 5 - Do you have experience using Federal and State regulations in work environment
• 335 – Total possible for all “Yes” responses
The addition of weighted scores makes it immediately visible when there is an applicant who has
both the minimums as well as the one qualification most needed: Advantage
Results of weighted scoring of applicants’ responses for Accountant Sr

Point
Value Posted Applicant 1 Applicant 2 Applicant 3 Applicant 4 Applicant 5 Applicant 6 Applicant 7
Question
200 MQ X X X X X X
75 Advantage? X X X
20 Supervisor? X X X X X X X
20 CPA? X X
5 Reports? X X X X X X
5 Analysis? X X X X X
5 Excel? X X X
5 State/Fed X X
335 Total 220 225 230 305 310 260 135
Applicant 6 5 4 2 1 3 Ineligible
Once all scores are in, you can see how the screening process is facilitated. The point values make it clear
which applicants should be pulled to the early reviews: Applicants 4, 5 and 6.
Additional Information: Scoring basics

• Questions are answered as either “Yes” or “No.” Only “Yes” answers receive points.
• Default point value for Minimum Qualifications (MQs) is 200.
• A default point value for Desired Qualifications (DQs) is 10, but they can be
weighted based on each question’s importance.
• An answer of “No” to the MQ question will result in the applicant being rejected.
• The total point value assigned to the MQs & DQs may not exceed 999 points.
• The total point value of all the DQs may not exceed 799 points.
Best practice: Key considerations on adding candidate questions

The MQ Question is required for staff requisitions, but DQ questions are not required.
W hy? If the applicant does not respond “Yes” to this question, he/she can be automatically excluded from
consideration and will automatically receive an appropriate email.
Questions are best used with larger applicant pools (30+ as a rule of thumb).
W hy? If you are likely to have a small applicant pool, you will probably look at all resumes anyway.
The addition of questions would not necessarily add value to your review.
It is best to keep the number of questions under 10.
W hy? Too many questions could frustrate your applicants and may not bring you the added results you’d like.
You may not need to weight your questions. Again, this will be more valuable with larger pools.
W hy? T h i s adds complexity and time to work with the Recruiting Team members, who are the only ones who
can change the point assignments.
All responses must be validated.
W hy? W hile the applicant’s responses give you information to work with, you are still required to ensure that
they really do meet that requirement by review of the resume.
Remember: Scoring applicant questions is only one tool to use to determine which applicants you wish to
consider for an interview. Keep all your original tools in your toolbox as well.
Step 2b – waiver of recruitments

Occasionally, it may be in the best interest of ASU to conduct a “W aiver of Recruitment” to designate a
candidate with special skills or experience for hire without using the process described in this policy. In such
cases, the hiring authority should complete the “W aiver of Recruitment” section in Position Management.
A copy of the résumé for the selected individual should be maintained in the Kenexa BrassRing REQ.
Entries to consider in position management when submitting a waiver:
• PRN – W ork that has no set, repeating schedule. W orks when needed by the department.
• Part Time – W ork schedule that is less than 40 hours per week.
• Full Time – W ork schedule that is 40 hours per week.
• Benefits eligible – W ork schedule of 20 hours or more for 90 days or more.
Step 2c – filed to additional hire

W hen more than one employee is hired under one posting but with different position numbers, a new position
must be created in Position Management tied to the original requisition in two ways. A requisition must be
created for this position, as one was for the original position, and the new one must be linked to the original
requisition by providing the original Posted Position Number and Posted Requisition ID.
This guarantees that the original candidate posting and pool are linked to any and all additional hires that take
place. In BrassRing, Hiring Managers will disposition additional candidates as “Filed to Additional Hire,” and
then lead the additional hires through the process as they would for a waiver of recruitment. The Hiring
Manager will then complete the hiring process from the PeopleSoft Validation step, the Hired.
Remember: If Staff, Kenexa change candidate type by default when using “File to Req”. See Digest Step
6: Additional Hire or Waiver Submitted Candidates). Manually change candidate type to “Internal” or
“External” or “Past Employee (To ASU)” when using “File to Req”.
Step 3 – applicant steps

• All applicants must apply through the ASU website: cf o.asu.edu/hr-applicant
• All applicants must meet the minimum qualifications of the job posting and have a complete application
to be considered for the position.
• Assistance for applicants with their resumes, cover letters or applying to ASU jobs:
cf o.asu.edu/hr-applicant
• Applicants become candidates when they are interviewed.
• Candidates will receive a series of system-generated emails from Kenexa BrassRing when the OHR
Recruitment Department has approved the Hiring Manager’s offer request. These emails may include
a personal data form, background check request, and an offer letter to be accepted electronically.
Each email will require the candidate to successfully complete a function necessary for their hire.
The Hiring Manager must make the candidate aware of these emails once the verbal offer has been
accepted.
• Candidates will accept their offer letter electronically through the same site that they applied
for the ASU job posting.
Step 4 – applicant evaluation

Resume review – Determining qualifications
• The application may consist of a resume, cover letter, references and an additional document
or portfolio. These documents may be reviewed by the Hiring Team at any time.
• Each applicant from a staff REQ receives a score based on how they answered the application
questions. Hiring Managers may use this score as a tool to determine the most qualified applicants.
Applicant scores must be verified with the submitted resume as proof of an accurate answer.
• Applicants may be disqualified for misrepresenting their qualifications on their resume or

by how they answered the application questions.
• Applicants must submit a complete application to be eligible for consideration. Hiring teams can
request via email that all applicants who submitted incomplete applications to submit a complete
applications by a given date. Those who submit a complete application can be considered; those
who do not will be rejected. The Hiring Manager should submit the update documents to
the Recruiter to attach to the applicants talent record.
• Only the information provided via the application material may be used to determine whether
an applicant meets the advertised minimum (MQ) and desired (DQ) qualifications.
The MQs and DQs are the only criteria used to determine an applicant’s qualifications.
[refer to Appendix B and Appendix C]
• If the equivalency statement is used in the required minimum qualifications, the hiring authority
(or search committee) must adhere to the equivalency interpretation [refer to Appendix C] and
to the criteria established for education in place of experience and experience in place of education.
• Supervisory experience relates to conducting performance reviews, giving corrective action and
performing administrative duties toward staff.
• If the job posting contains a rolling deadline (Initial close date and remains open and applicants are
considered every two weeks until search is closed), the first group considered must be everyone who
applied before the close date. Once that group has been dispositioned out of “Application Submitted,”
you may consider the next group who applied within the next two weeks. Once that group is
dispositioned out of “Application Submitted,” you may consider those that applied during next two
weeks. Repeat this process as long as the job posting is open on the ASU website (detail in
Other qualifications
Direct knowledge of an applicant’s qualifications may NOT be used to determine whether the applicant
meets the qualifications. Only the information provided via the application materials may be used to determine
whether an applicant meets advertised qualifications.
International applicants must be able to work in the United States. In most cases, ASU will not apply for H1B
or J1 immigration status for individuals hired for classified or university staff positions unless they meet the
standards for H1-B sponsorship. Departments that may potentially hire an international applicant should contact
the International Students and Scholars Office to discuss non-immigrant work visa options.
Minors
Per SPP 201-01, no person under the age of 16 will be employed at Arizona State University unless the
individual is enrolled as an ASU student or in a program associated with an ASU educational program. If an
applicant is under 16, and does not have a high school diploma/equivalency or is emancipated, the following
restrictions apply (see EHS 116: Minors in Laboratories).
The applicant cannot work:
1. More than 40 hours in any one week when the person is not enrolled in a session of school
or when school is not in session.
2. More than 18 hours in any one week when the person is enrolled in any session of school when
school is in session.
3. More than eight hours in any one day when the person is not enrolled in a session of school or
on a day when school is not in session.
4. More than three hours in any one day when the person is enrolled in any session of school on a
day when school is in session.
5. At night nor shall they be employed in solicitation sales or deliveries on a door-to-door basis
between 7 p.m. and 9:30 p.m. on days preceding a day when school is in session and between
7 p.m. and 11 p.m. on days preceding a day when school is not in session.
For the purpose of this policy, night means:
• On a day preceding a day when school is in session, those hours beginning at 9:30 p.m.
and continuing until 6 a.m. on the succeeding day.
• On a day preceding a day when school is not in session, those hours beginning at 11 p.m.
and continuing until 6 a.m. on the succeeding day.
Applicant review: Dispositions and HR status

All applicants must be reviewed and put in an appropriate disposition status (evaluation status). The status will
determine whether the applicant is rejected or eligible to continue in the recruitment process.
When an applicants is dispositioned to a “Declined”, they will automatic receive an email informing them that
they are no longer being considered for the position – See (Appendix E) for decline email verbiage.
Declined dispositions
• Declined-Min qualifications not met - Applicants who answered “No” to the Minimum Qualifications
screening question will be automatically assigned this HR Status. Upon review of the applicants’
resumes, if you determine the candidate does not meet the minimum qualifications in the job positing,
you will manually assign them the HR Status of “Declined-Min Qualifications Not Met”
o Declined-Min qualifications not met - Student development. Applicants will receive
additional employment resources referring them to Career Services for assistance in preparing
future applications materials.
• Declined-Min qualifications met but fewer desired qualifications – although the applicant meets
the minimum qualifications; the lack of desired qualifications excludes him or her from further
consideration.
• Declined-Min and desired qualifications met but not top tier – although the applicant meets the
minimum qualifications; the lack of desired qualifications excludes him or her from further
consideration.
• Declined-Incomplete application – used when instructions to apply are not met
• Declined-Unable to determine qualifications – used when cover letter & resume do not provide
adequate information to know if the applicant met both the minimum and desired qualifications
o Declined-Unable to determine qualifications - Student Development. Applicants will
receive additional employment resources referring them to Career Services for assistance in
preparing future applications materials.
• Declined-Interviewed in past six months same title – used when the applicant was
previously interviewed in the past 6 months for the same job responsibilities in the same
department
• Declined-Applied to wrong requisition – determined from cover letter
• Declined-Ineligible for position - ABOR. -Applicable only to searches limited to ABOR employees
• Declined-Ineligible for Position - PD only. Applicable for ASUPD positions only, where the
applicant is not eligible to reapply
• Declined-Ineligible for position – VISA. Apply to if the candidate not eligible to work in the U.S.
• Declined-Lower TG score - Not reviewed. Applicable if the Hiring Manager is using the TG score to
determine the applicants to be reviewed (For example, if the max TG score applicants can obtain is
400 and the Hiring Manager is only reviewing candidates with a TG score greater than 350).
• Declined-Hire made prior pool - Rolling deadlines. Applicable only to searches with rolling
deadlines, in which the application was received after the last close date before a hire was chosen
• Declined-first Interview – applicable if you are not moving forward with the candidate after the
firstt interview
o Declined-first Interview - Student Development. Applicants will receive additional
employment resources referring them to Career Services for assistance in preparing future
applications materials.
• Declined-second Interview – applicable if you are not moving forward with the candidate after
the second interview
• Declined-third Interview – applicable if you are not moving forward with the candidate after the
third interview
• Declined-No show – applicable if the candidate didn’t appear for a schedule interview
• Declined-No response to two+ invitations – applicable if the candidate didn’t reply back after
two or more invitations for an interview
• Declined-Min and desired qualifications met not top candidate – although the applicant meets
the minimum and desired qualifications excludes him or her from further consideration
• Declined-Does not meet background check - PD Only. Applicable for ASUPD positions only,
where the candidate didn’t pass the BGC
• Declined-Does not meet oral board requirement - PD Only. Applicable for ASUPD positions
only, where the candidate didn’t pass the oral board
• Declined-Reference check – applicable if you are not moving forward with the candidate after the
reference check
• Declined-Zero offers remaining – applicable if you are not moving forward with the candidate
because you have exceed the maximum number of conditional offers for the Req
• Declined-PeopleSoft validations – applicable if you are not moving forward with the PeopleSoft
Validations
• Declined-Conditional offer not approved – applicable if the conditional offer was not approved
• Declined-Candidate rejected salary offer – applicable if the candidate rejected the conditional
offer
• Declined-Dept withdrew offer – applicable if the department has decided to withdrew the
conditional offer
• Declined-Dept withdrew offer - must verify with OHR. Applicable if the department has decided to
withdrew the conditional offer after the final offer has been accepted by the candidate in BrassRing.
OHR must be consulted before choosing this status.
• Declined-Candidate withdrew online – at “review applicant’s stage”, candidate can return to the
candidate gateway and withdraws the application for this job
• Declined-Candidate withdrew by contacting manager – at “Interview stage to Hired”, they can
only withdraw by contacting the hiring unit.
• Declined-Position Cancelled - No Hire Made. Applicable only if the recruitment is being cancelled
no candidates have been hired
Disposition continuing recruitment processes

Min qualifications met
After resume review, if the Hiring Team determines that a candidate has met both the minimum and
desired qualifications and may move forward with the candidate, this HR status should be used. If
subsequently the candidate is not chosen for an interview, the candidate may be moved to any of the HR
Status of “Declined” reason.
References requested
An HR Status that would be assigned to candidates who meet the minimum qualifications but who have not
provided all required reference information.
• W hen the Hiring Manager assigns this status to an applicant, BrassRing automatically sends an
email to the applicant asking him or her to complete a Reference Check Form. BrassRing will send
an email notifying the Hiring Manager that an applicant has completed the form, who can proceed
with the next disposition.
• If an applicant does not complete the requested form, then the Hiring Manager will assign the
individual to any of the HR Status of “Declined” reason.
Initiate assessment - PD Only. Assessment successful

As the name indicates, this HR Status is only available to positions in the ASU Department of Public
Safety. Candidates who pass the DPS assessment will be placed into the HR Status of “Assessment
Successful” and move on to the interview stage. Others will reach the final HR Status of any “Declined”
reason.
Independent applicant review and record keeping – student hiring only

This is an optional process for hiring managers to bypass using the Kenexa system and record
manually the applicant disposition, interview evaluation, and reference check steps. Hiring
Manager should select this status AFTER the applicants have been reviewed and have determined who
can proceed to 1st Interview. Interview evaluation and optional reference result records used in
department MUST be kept in files secured in the department, with student’s application, application
materials submitted, and job posting for a minimum of 3 years after the termination per SSM policy. The
Interview Evaluation Form and Reference Check Results form in Kenexa BrassRing are required for the
standard process. The use of these Kenexa forms for record keeping is optional when using the bypass
process.
Step 5 – interviewing applicants

• Interviews may be conducted after the close date by the hiring authority (or search
committee), other administrators inside and outside the hiring department, other campus
peers or constituencies such as students. Interviews may be conducted in person, by
telephone or videoconference. There is no minimum number of candidates who should be
interviewed for a position.
• If a search committee is used, members should make every effort to attend all interviews. In
the case of an absence or illness, those members who conduct the interview may share their
assessment with the absent member(s).
• Interview questions should be behavioral based, which shows that past behavior is the best
predictor of future behavior. Ask the applicant how a scenario in a past job was handled and what
was the outcome? The scenario should relate to the current minimum or desired qualification of
the job requisition.
• Tests may not be used as an evaluative tool unless that test has been validated for the
position in accordance with the federal Uniform Guidelines on Employee Selection. The Office
of Equity & Inclusion must approve and maintain a copy of the test used to select candidates
for employment.
• If a candidate requests a disability accommodation to participate in an interview, contact
the Office of Equity & Inclusion for assistance before agreeing to or declining the requested
accommodation.
• Departments are not obligated to pay any travel or other expenses associated with the interview. If
expenses are paid by the department, they should pay all candidates' travel expenses. Usually,
comments regarding covering travel expenses are stated in the instructions to apply on the job
posting.
• The interview agenda and questions should be the same for all candidates. Internal candidates
should be treated the same as external candidates.
• If a search committee is used, members should make every effort to attend all interviews.
In the case of an absence or illness, those members who conduct the interview may share their
assessment with the absent member(s).
• Public forums or department/college open forums for candidates may have different individuals
attending for each applicant without creating inequities in the search. The hiring official is responsible
for assuring that the questions and comments at public/open forums are appropriately job-related.
• Develop a variety of methods to assess candidates during interviews in addition to or instead of
question/answer sessions. For example, consider requesting short presentations when appropriate.
• Interview methods should be the same for all candidates. First interviews are usually phone
interviews and additional interviews are usually in person. For candidates who have stated they cannot
attend an in-person interview due to location issues, the Hiring Team may offer a videoconference line
as an alternative. A follow-up email should be sent to the candidate acknowledging that they were given
the opportunity to interview in person but they chose a videoconference type interview.
• At least one member of the search committee should be certified in recruitment by receiving training
from the ASU Recruitment and Selection Department. cfo.asu.edu/hr-recruitment – Online
workshops > “Recruitment certification training registration”
• Results of each interview should be documented in Kenexa BrassRing in an interview results
form.
o Do not ask questions regarding age, marital status, disability, ethnicity, gender, gender
preference, arrest record or religion.
o Interview notes should be professional and kept for three years. Notes can be uploaded
into the Kenexa BrassRing REQ for storage.
o We recommend you do not interview a candidate one on one. Please invite another
ASU employee to participate with you even if they do not participate in asking questions.
• For Hiring Managers that have chosen the Independent Applicant Review and Record Keeping (Student
Only) status, please utilize an internal interview evaluation form that includes the same fields used in the
BrassRing Interview Evaluation form. These criteria are listed below your review. These internal
departmental interview evaluation forms and any interview notes must be maintained in hard copy for 3
years after termination to fulfill any requests by audit.
Interview evaluation form

Required fields
• Interview Date (Note: Day is first, then month, then year)
• Technical Skills (Very Poor, Poor, Good, Very Good, Excellent)
• Communication Skills (Very Poor to Excellent)
• Applied Knowledge (Very Poor to Excellent)
• Prior Experience (Very Poor to Excellent)
• Overall Rating (Very Poor to Excellent)
• Recommendation (Additional Interview, Process an Offer Request to HR)
• Notes to Support Decision
Important legal info: Detail why you are making the decision to move forward or reject the
candidate.
Optional:
• Interview Team (identify members of the interview team)
• Click on the “Save” button to save the form to the applicant’s record
Step 6 – selecting the candidate

Conducting reference checks
• Applicant references must be checked when the candidate is considered a finalist. The
applicant should be notified when the Hiring Team is going to conduct the reference checks.
• A Hiring Team may use reference checks, ask for additional application material or conduct an
initial phone screening to help determine if resume qualifications are valid.
• An applicant should be notified if the Hiring Team plans to contact references beyond those
provided by the applicant.
• When a candidate is a finalist they can be told that to be considered for the position their
current supervisor should be contacted as a reference.
• The same basic job-related questions are asked of each reference.
• Direct knowledge of work performance should be shared by search committee members
as part of reference checking; it should be shared for all applicants for whom direct
knowledge exists. You cannot use direct knowledge to determine whether or not an applicant
meets minimum qualifications. Direct knowledge includes direct supervision or experience
working directly with the applicant.
• Social media is not intended to influence the hiring decision. ASU also strongly
discourages the use of social media as a means to do any type of informal background check.
Using this type of practice in the hiring process, the Hiring Manager places the authenticity of
the applicant pool and the hiring process in jeopardy. Recruitment at ASU does not encourage
the use of social media to validate any candidates within the hiring process.
• All reference check results should be documented in Kenexa BrassRing under the Reference
Check Results form.
Internal candidates - current ASU employees

ASU departments MUST follow the practice below when an ASU internal candidate is
considered a finalist:
1. The hiring department will inform all internal ASU candidates for ASU job openings that their
candidacy will be made known to their current ASU unit if they become a finalist for an open
position. A finalist is any candidate for whom the receipt of a job offer is likely or imminent.
2. The hiring department will ensure that the resume references, including ASU references are
contacted for internal ASU candidates who are finalists for a position. Candidate should be informed
before all contacting references.
3. The hiring department will request a review of job-related information (e.g., performance evaluations,
disciplinary actions and other related information) contained in the official Human Resources personnel
file. Complete the “ASU Personnel File Checks form in Kenexa BrassRing or contact the OHR Employee
Service Center to schedule an appointment to review a personnel file by submitting a “Request to view the
Personnel File” form or call 855-ASU-5081 (855-278-5081)
4. The hiring department will inform the Dean or the Vice President (or designee) of the unit currently
employing an internal ASU candidate for an open position of their intention to offer the open position
to the candidate BEFORE it is offered (including disclosure of the salary that will be offered to the
internal ASU candidate).
5. The hiring department will refrain from making salary offers that could artificially increase a current
employee's salary without a corresponding change in job responsibilities or as otherwise may be
reflected in the quality of the performance of the employee's job responsibilities without getting the
appropriate approvals www.asu.edu/hr/documents/jobapprovalmatrix.pdf
6. The hiring department will work with the unit currently employing an internal ASU candidate for another
position to develop a transition plan that reasonably accommodates any concerns expressed by the
ASU unit currently employing the candidate. The unit currently employing the candidate cannot veto the
hire.
Note: Offers and counter offers can be done by the department losing the candidate and the department
gaining the candidate.
PeopleSoft validations
For candidates who have had a successful reference check and are current ASU employees, the next step is
to examine their current status in PeopleSoft. The process pulls current job data of the ASU candidate from
PeopleSoft to help in setting up a new job, and in some cases determines if the individual is eligible for hire.
This includes all applicants for student jobs, which have specific eligibility requirements.
The result of the PeopleSoft Validation step is captured on the PeopleSoft Validations Form, which will be
populated to the candidate’s forms list. To ensure no further action is needed, Passed or Failed, the hiring
Official should always review the PeopleSoft Validations form to confirm.
Step 7 – Conditional offer – verbal offer

Before the department can offer the position Verbally to a candidate they must receive the Recruitment
& Selection Departments approval in Kenexa BrassRing. The process is:
1. The department will submit a job offer request to the Recruiter with a salary request and justification
how the candidate is more qualified than the other applicants
2. The Recruiter will review the following of the applicant and recruitment in the Kenexa BrassRing
system:
a. Does the candidate meet the minimum and desired qualifications?
b. Has the Hiring Manager team completed the dispositioning of the applicant pool in declined or
another appropriate status?
c. Has the interview evaluation forms been completed?
d. Has a reference check form been completed for all finalists?
e. Important legal info: Is the reason documented for their candidate selection clear and valid?
Reason should reflect more relevant experience in the MQs or DQs.
f. Is the salary offer in line with the posted amount and job code category?
g. Has the department provided the appropriate approvals?
Note: If there is a discrepancy in any of the above verifications, OHR Recruiter will reconcile them with
the Hiring Team.
3. W hen the OHR Recruiter approves the offer, the Hiring Team will receive an email
correspondence confirming that a verbal offer can now be extended to the
candidate.
4. Offer Requests
• Offers over the maximum posted are not allowed.
Note: When the conditional offer is accepted by the candidate, the best practice is to inform the candidate that
he/she will be receiving a series of emails describing tasks they must successfully complete. They will include a
personal data form (if they are an external candidate), background check and an offer letter that they must
accept electronically.
5. If the HM team and candidate negotiate the salary offer, it must be approved by the OHR Recruiter
before the new verbal offer can be presented to the candidate. The new offer amount must be
within the posted range. If “DOE” was posted, you must be within the salary category range.
Additional approvals may be required.
Best practice: Get the OHR Recruiter’s approval on the maximum you plan to offer and
then negotiate the salary with the candidate.
6. If the candidate rejects the offer, the HM may submit a conditional offer for another
top candidate in the applicant pool.
Note: Searches that may lead to the hiring of an individual who is not eligible to work in the U.S. have specific
advertising requirements. Please check with the Off ice of Equity & Inclusion and the International Students and
Scholars Office for additional information.
Best Practice: (To avoid offering position to candidate who is not eligible to work in U.S.) – All applicants are
asked if they are legally able to work in the United States at the time of applying. In addition, it is best to all
candidates being interviewed if they are legally able to work in the United States prior to interviewing.
Selecting the salary

Salary offers to selected candidate should be consistent with the salary range advertised for the position.
If no range is posted in the advertisement, then the offer should be consistent with the assigned salary range
of the job classification as posted.
The hiring department should consider the candidate’s prior level of experience when considering the salary
range.
Consistent with a compensation philosophy of recognizing the performance of outstanding and exemplary staff,
a department may request an additional skill/competency adjustment in consideration of the candidate’s
exceeding expectations of job performance after completion of six months in the new position, depending on
availability of funding.
Salary offers
W hen considering extending an offer of employment to a candidate, we recommend you use these guidelines
to make a decision:
• Learning – current experience (qualifications) represent at least the minimum requirements for the
position; typically is still on a learning curve in the basics of the functions to be performed
• Competent – able to complete most job requirements; as a new hire, enters the job with prior directly
relevant experience and requires procedural and departmental training.
• Advanced – fully competent/knowledgeable in all aspects of the job requirements, procedures and
departmental requirements and can demonstrate ability to immediately contribute to the achievement
of objectives with little direction/supervision beyond general operational orientation needs.
• Expert – depth and breadth of experience demonstrated through the ability to execute while being held
accountable for outcomes; routinely handles complex situations, including interpretations of policies,
practices, and procedures; demonstrated behaviors that would lead to career move
• Exemplar – demonstrated mastery of all aspects of the job and behaviors determined to be models
for others; typically staff who have been in the same position for an extended period of time and
have shown considerable and consistent skill development
Salary administration guidelines

Refer to SPP 403–02
Here are suggested references:

• Learn: lower end of targeted market zone should be for new hires who just meet the stated
qualifications/experience for the position
• Competent: between lower end and MRP of targeted zone for staff; able to perform most job
requirements; as a new hire, enters the job with prior directly relevant experience and requires
procedural and departmental training
• Advanced: generally salary around MRP of targeted zone; fully knowledgeable of all aspects of the job
requirements, procedures, and departmental requirements.
• Expert: between MRP and higher end of targeted zone for staff with a depth and breadth of experience
demonstrated through the ability to execute and are accountable for outcomes and routinely handle
complex situations involving interpretation of policies, practices, and procedures; who have
demonstrated behaviors which would lead to career move.
• Exemplar: higher end of the targeted zone should be reserved for those staff who have mastered
all aspects of the job and demonstrate behaviors determined to be models for others or for those
high performers preparing for their next career move.
Step 8 – Background and fingerprint checks

Backgroundchecks
A pre-employment background check is required for the final candidate(s) who apply for an open position at
ASU. As part of the hiring process, ASU requires disclosure of relevant employment, education and criminal
history information. For specific positions, finalists may also have their academic credentials, professional
licensing/certification, motor vehicle records, and fingerprints reviewed. [Refer to ACD 126.]
Note: An authorization from the finalist is required before criminal record information or background
information may be requested.
ASU Background checks | Background check FAQ’s
Background Check (BGC) Process in Kenexa

1. If a background check is required, the Recruiter receives an email to change HR Status
from BGC Required to BGC Initiated
2. Kenexa BrassRing will connect with our vendor (HireRight) and send automatic e-mail to the candidate
with the consent form. This e-mail will explain the need for the ASU background check so that
candidates know the request is legitimate.
3. Candidate will complete and submit the background check information to HireRight.
4. Hiring Manager and OHR Recruiter will receive email acknowledgment that BGC has been submitted.
Background check for faculty - manual process
1. Department will have the candidate complete and sign their section of the consent and disclosure form.
2. Candidate completes the consent form and department completes background request form and
send forms to Recruitment & Selection: eFax 480-993-0006 | backgroundcheck@asu.edu
3. Recruitment & Selection will process the background check. If the check is approved, the department will
be contacted to move forward with the hire.
4. If there is an issue with the background check, Recruitment & Selection will contact he candidate with an
“adverse action letter” to address the issue.
5. W hen the candidate addresses the issues with the Recruitment & Selection department, the
Recruitment & Selection Dept. will contact the department with a recommendation to proceed with the
hire or choose another candidate.
Social media is not intended to influence the hiring decision. ASU also strongly discourages the use of
social media as a means to do any type of informal background check. By using this type of practice in the
hiring process, the Hiring Manager places the authenticity of the applicant pool and the hiring process in
jeopardy. Recruitment at ASU does not encourage the use of social media to validate any candidates within
the hiring process.
Fingerprint checks
Security-sensitive positions include positions with the potential to expose the university to extensive liability
and are designated by the university in accordance with ASU ACD 126 (Reference Check and Background
Verification) and ABOR Policy 6-709.
Fingerprint Process in Kenexa
1. If a fingerprint is required, HR Status will automatically be changed from Fingerprint

Required to Fingerprint Initiated
2. If fingerprint required and background check required, HR status will automatically be changed to
Fingerprint Initiated, and then OHR Recruiter will change HR status to BGC Initiated.
3. Hiring Manager and OHR Recruiter will receive email acknowledgment for Fingerprint and Background
Check has been submitted.
Positions listed below have been designated as "security-sensitive" and require a Fingerprinting Criminal
Background Check of the final candidate. This information is required for individuals not currently employed by
ASU as well as those currently employed by the university who are moving or transferring into a security-
sensitive position. Security-sensitive positions include positions with the potential to expose the university to
extensive liability and are designated by the university in accordance with ASU ACD 126 (Reference Check and
Background Verification) and ABOR Policy 6-709.
Fingerprint for Faculty - manual process

1. Department will have the candidate complete and sign their section of the consent and
disclosure form.
2. Candidate completes the consent form and department completes background request form
and sends form to Recruitment & Selection:
eFax 480.993.0006 | backgroundcheck@asu.edu
3. OHR will contact the candidate to schedule a fingerprint session.
4. Recruitment & Selection or rep will complete the fingerprint session and send the prints in for
processing to DPS. The department may move forward with the offer letter. The hire is
contingent on the candidate successfully passing the fingerprint check.
5. If there is an issue with the fingerprint check, Recruitment & Selection will contact the candidate
with an “adverse action letter” to address the issue.
6. W hen the candidate addresses the issues with the Recruitment & Selection Dept., the
Recruitment & Selection Dept. will contact the department and either recommend that the new
hire continue in their position or be terminated.
Security or safety-sensitive positions
The finalist for a security or safety-sensitive position at a university that is under the jurisdictions of the Arizona
Board of Regents shall be fingerprinted as a condition of employment. The finalist shall submit a full set of
fingerprints to the university for the purpose of obtaining a state and federal criminal records check pursuant to
ARS 15-1649 § 41-1750 and Public Law 92-544. The Police Department may exchange this fingerprint data
with the Federal Bureau of Investigation. Current Arizona fingerprint clearance cards will be accepted.
Security or safety-sensitive positions shall be designated by ASU and shall include, but not be limited
to, the following:
1. Senior level administrators and others with significant financial oversight responsibilities, including but
not limited to, the president, provost, vice presidents, vice provosts, deans, and department heads and
directors designated by senior level administrators
2. Positions that have unsupervised contact with minors who are not enrolled students at Arizona State
University
3. Positions that have direct access to CDC/APHIS Biological Select Agents and Toxins, as defined by the
USA Patriot Act of 2001 and the Public Health Security and Bioterrorism Preparedness Response Act of
2002, except where excluded by law because the principal investigator does not, at any time, exceed
the Select Agent regulatory threshold quantities specified under the applicable regulations
4. Positions with unrestricted access to residence hall private rooms
5. Information technology positions responsible for the oversight and management of ASU computer
systems and data accessibility that may expose ASU to significant liability. Other positions designated
by a dean or vice president as security or safety-sensitive. A dean or vice president may designate a
position as security or safety-sensitive by notifying and justifying to the associate vice president of OHR
that the position’s responsibilities may expose the university to significant liability.
The associate vice president may consult with knowledgeable subject experts as appropriate to the
circumstances of the position’s duties for which the designation is proposed.
6. Finalists who indicate a prior felony conviction on their consent and disclosure background check form
7. Positions that handle financial transactions as a job responsibility. These responsibilities include but are
not limited to: approval authority within the accounting system, collection or handling cash or checks,
writing or approving checks, having access to a direct money stream, being an authorized ASU
Purchasing Cardholder/Manager, or being a fiduciary to ASU. Exempted from this fingerprinting
requirement are staff hired for only a specific event held only once or twice a year and not for cash and
check handling on a continuing basis
8. Employees of the ASU Police Department (ASU PD). Pre-employment screening of these individuals
shall be conducted in accordance with ASU PD hiring protocols.
ASU Fingerprint checks: ASU Background checks | Background check FAQ’s
Background and fingerprint check results and resolving issues

HireRight will process the background check (within 72 hours), and the results will be sent to the
Recruiter via email.
a. If the check is approved, the Recruiter will manually complete the Background Results Details
form an automatic acknowledgment email will be sent to the Hiring Manager to move forward
with the hire.
b. If there are any issues with the background check results, the recruiter will complete the
adverse action procedure and contact the Hiring Manager with the final results.
o If issue resolved: Staff Recruiter will change HR status to “BGC Meets Policy.”
o If issue not resolved: Staff Recruiter will complete “Background Check Result Form” and
change HR status to “Declined-BGC Does Not Meet Policy-(Sent to OHR & Hiring Manager
Only)”.
ACD 126 Background check policy: Current ASU employees and rehires
The hiring authority or a designee shall check references and verify the educational credentials, employment
histories and past performance of a finalist before he or she extends a final offer of employment.
W hen a current ASU employee transfers to another ASU position or a former ASU employee is rehired within
sixty (60) days from his or her last day of employment, a criminal background check is not required of the new
position unless the employee has not had a criminal background check during his or her previous employment
with ASU. If the position is security or safety-sensitive, per ARS 15-1649, the employee shall submit a full set
of fingerprints to the university for the purpose of obtaining a state and federal criminal records check pursuant
to §41-1750 and Public Law 92-544.
Examples for background check
1. If an employee is rehired after 61 days, a new BGC must be completed (Prior to 61 days, no BGC is
required).
2. If an employee transfers to another non-security-sensitive position and has already had a BGC, a BGC is
not required.
3. If an employee transfers to another non-security-sensitive position and has never had a BGC, a BGC is
required. NOTE: Background checks started in 2007.
Examples for fingerprint

1. If an employee is transferring to another security-sensitive position in the same department, a new
set of fingerprints are not necessary.
2. If an employee is transferring to another security-sensitive position in a different department, a
new set of fingerprints must be completed.
3. If an employee is taking an additional job in the same department, a new set of fingerprints is not
necessary.
4. If an employee is taking an additional job in a different department, a new set of fingerprints must be
completed.
ASU Background and fingerprint checks: ASU Background checks | Background check FAQ’s
Step 9 – Extending the final offer

To officially welcome your new employee to ASU the candidate must be provided with an offer letter.
Offer Letters contain information specific to the terms of the employee’s employment with ASU.
• The offer letter is based on information already entered by the Hiring Manager in BrassRing on the
Conditional Offer Form, as well as information from the candidate’s Personal Data Form and from the
REQ creation form.
• The offer letter pulls together these data and places them into merged fields inside the offer
letter template.
• The Hiring Manager can customize areas, called blurbs, inside the offer letter.
• The letter is created and sent by the Hiring Manager, and accepted electronically by the candidate
with Offer Acceptance Form.
The Hiring Manager must complete four steps in the final offer process:
1. Create the final offer letter document

2. Post document to the Candidate Portal
3. Send the candidate a communication to let him/her know the offer is available to review and take action
4. Change the HR Status to Final Offer.
Note: You should complete all four steps during one working session. Any changes to offer letters already
saved must be recreated.
Offer letter expectations and results

Candidates are expected to respond to the offer letter within 72 hours from when the offer letter is posted
to the portal.
The candidate will receive an offer reminder email after that time reminding them to respond to the offer.
The offer letter is set to expire five days from posting to the portal (this expiration date can be changed
manually, if necessary). Even if the candidate is going to decline the offer, he or she should log into the portal
and decline. This will trigger the candidate’s HR Status to change appropriately (i.e., “Final Offer Accepted” or
“Declined-Final Offer”).
Independent offer letter and record keeping - Student hiring only. This is an optional process for hiring
manager’s to bypass using the Kenexa system and create a manual offer letter. Hiring Manager should
select this status after the candidate has completed the background or fingerprint check step. The offer letter
used in department MUST be kept in a file secured in the department, for a minimum of three years after the
termination per SSM policy. The use of these Kenexa forms for record keeping is optional when using the
bypass process.
Step 10 – Onboarding the hire

Creating the new hire form
Once the candidate has accepted the final offer, the Hiring Manager will create the New Hire form.
Once the New Hire Form is completed and saved, the Hiring Manager will change the candidate’s HR Status
to Ready for Hire. This will automatically trigger the integration to PeopleSoft for the creation of a new person
and PTR creation.
During the integration process, the candidate will be automatically run through a search/match process.
The key data elements from BrassRing will be compared to data in PeopleSoft as the system attempts
to find if the candidate has a previous payroll record.
Once the PTR is successfully saved, Kenexa BrassRing will automatically update the HR Status to “Hired”
and send an email to the Hiring Manager.
The candidate should complete the New Hire Packet and sign their I-9 with Human Resources Employee
Service Center or an ASU certified designee. At that time, the candidate also must display acceptable
identification so that processing is not delayed.
W hen the candidate is in “Hired” status, the hiring department can request computer access for the new hire
and follow through with job assignment duties/training.
Troubleshoot any errors in the New Hire Form process

Error messages can be researched via ServiceNow Knowledge Base or contact
JIRA.KenexaSupport@asu.edu for assistance
Closing a requisition
To close a requisition, all of the candidates associated with the requisition must be in a final HR
Status.
• A requisition that is closed with hire or without hire should be put in “Closed” status. This
step will uncheck the position number and make it available in PeopleSoft to edit.
• A requisition that is cancelled will close the REQ but leave the position number checked
and available to use in Kenexa to create a new REQ.
• Email reminders will be sent to hiring managers when applicants on their requisitions are
left in open disposition status’ for longer than 40 days. The email will encourage them to
disposition the applicant to the appropriate status.
Recordkeeping requirements
Records can be retained within the BrassRing Kenexa system. If not, departments must retain a position file
for three years from the date of hire. (a minimum of 3 years after the termination per SSM policy for Student
hires)
The position file must contain the following documentation:
• Advertisements and any other job posting notices placed by the department for the position;
• Supplemental material requested by the department (samples of work, philosophical statements);
• All correspondence with applicants, candidates selected for interview, candidates offered employment and
references;
• Documentation of the search committee findings, including interview and reference-check notes,
committee deliberation notes, job-related reasons for not interviewing an applicant and job-related reasons
for the hire/non-hire of each interview candidate.
Note: From time-to-time, the Office of Equity & Inclusion may ask the hiring department to make the position
file(s) available for review.
E-Link information
The e-Link feature can be used to send correspondence to Hiring Managers, interview team members,
recruiters, other team members and/or applicants.
The e-Link contains a link to a document securely stored within Kenexa (and stays that way throughout
the whole process), and is therefore a safe way to keep your correspondence from getting into the wrong
hands. The link to the form expires within a set period of time.
W hen to send an e-Link:
• To ask a member of the search committee or interview team to review a resume

• To have another Hiring Manager complete a form and keep the original Hiring Manager informed
• To send the applicant the personal data form or reference request form
Appendices
A– Working environment
The Americans with Disabilities Act (ADA) requires ASU to identify the working environment for all positions.
W orking Environment criteria are:
• the core or critical duties of a position that, in effect, define the job;
• used in determining whether a requested accommodation for a disability is appropriate; and
• used to determine whether an applicant can perform or an employee is performing the job, with or without
accommodations.
The following are the federally defined criteria to determine essential functions of a position:
• the reason the job exists is to perform a particular function (e.g., clean rooms for a custodial position);
• there are a limited number of employees available among whom the performance of a job function can be
distributed (e.g., perform medical examinations for a physician position);
• function may be highly specialized so a person is hired for his/her expertise or ability to perform a particular
function (e.g., conduct DNA testing for a research specialist position);
• employer’s judgment that a function is essential (e.g., answer phones for a receptionist position);
• the amount of time spent on the job performing the function makes it essential (e.g., provide programming
to create reports for a computer programmer position);
• the consequences of not requiring the incumbent to perform the function make it essential (e.g., landing
planes for a pilot position);
• the work experience of past incumbents in the job makes a function essential (e.g., maintain budget
information for a program coordinator position); and
• the current work experience of incumbents in similar jobs (e.g., provide word processing for an office
assistant position).
Examples of essential functions, which may be appropriate for some positions, are listed below.
Note the essential functions begin with a verb, but are specific to your unit. Essential functions must be
appropriate to the position and may vary for the same position title from department to department.
Administrative Assistant
• Schedule appointments and maintain calendar for director
• Monitor budget expenditures for department
• Initiate confidential correspondence on behalf of the director
• Maintain databases and develop reports
• Use computer
• Communicate orally and in writing
Office Assistant/Receptionist
• Answer phones
• Direct callers and visitors to appropriate departmental staff
• Maintain phone/visitor log
• Provide backup word processing and database support
for office specialist
• Ability to lift and transport up to 30 pounds
Program Coordinator
• Use a computer equipment and software
• Typing on a keyboard
• Scanning documents
• Data entry
• W ork in an office setting and use office equipment
(i.e. printers, copiers, fax machines, telephones)
• Deliver presentations
• Use an ASU or personal vehicle to travel to different campuses
• Use basic math and a calculator
• Handle petty cash
• Supervise staff
Materials Handler
• Order, receive and stock material
• Operate forklift, hand trucks and dollies to move materials
• Use computer to track orders, receipts, stock and transfer of materials
• Lift up to 50 pounds of merchandise without assistance
Research Specialist
• Conduct lab tests using appropriate equipment and protocols
• Maintain tissue samples in appropriate and secure manner
• Analyze and report results of tests conducted
• Use (specify) lab equipment
• W ork with (specify) lab chemicals
Coordinator
• Use of computer equipment (monitor, keyboard, mouse) for extended periods of time
• Use office equipment (printers, copiers, fax machines, telephones, calculator)
• Ability to lift and transport 30 pounds
• Stand for varying lengths of time and walk moderate distances to perform work
• Deliver presentations
• Use an ASU or personal vehicle to travel to different campuses
• Use basic math
B – Reviewing applicants
Did the applicant provided all materials required in the instructions to apply? If not, options:
1. Reject applicant, and all applicants, that have incomplete applications.
2. Contact all applicants with incomplete applications and give them an opportunity to complete the
applications by a specified date. Once you receive their documents, you may send them to OHR
DL.ORG.HR.Staffing for attachment to applicant’s talent record.
Did you establish criteria to determine what information applicants must provide to demonstrate
the required and desired qualifications have been met?
Required Qualifications
Bachelor’s degree in related field; OR Any equivalent combination of education and/or experience from which
comparable knowledge, skills and abilities have been achieved. Related fields - English, Communication,
journalism or related field.
Equivalency
Four years of experience relevant to the position in which English, communications, journalism or related
disciplines may be applied; OR Associate’s degree in English, communications, journalism or related field AND
two years relevant applied experience.
Desired Qualifications – Experience in:

Maintaining databases and developing reports
Scheduling meetings
Monitoring budget expenditures
Using MS Office applications
Do the applications of persons recommended for interviews explicitly demonstrate that the required
qualifications are met?
Evaluators must be sure all of the required qualifications are evident on the application material. For example,
has the number of years of experience required been checked on the application material? If supervisory
experience is required, does the application explicitly indicate supervision? Have they conducted a performance
evaluation?
W hen a specific number of years of work experience are required, it means full-time work experience.
Evaluators must remember graduate assistant and student work experience is usually not full-time experience.
Personal knowledge of an individual’s work/educational experience may not be used to qualify the person
for an interview; the qualifying information must be evident on the application.
Has the evaluator changed the rules of the process (e.g., the application material required
or the required/desired qualifications) based on what the applications are actually like?
For example, if the advertisement requires e-mail addresses for three references and none of the applicants
provide this information, then none of the applications are complete and must not be reviewed until they are
complete. It is inappropriate to decide in the middle of the process that a qualification or some part of the
application material is no longer relevant just because it will exclude an otherwise excellent candidate from
consideration.
C– Qualification interpretation
Experience
• Years of experience is based on full-time (i.e. 40 hours/week).
• Volunteer experience must indicate hours/week to be counted toward meeting experience
requirements.
• Titles without an explanation of duties are unacceptable in determining whether an applicant has
specific experience (e.g. the title of Director does not indicate someone has supervisory experience).
ASU’s equivalency phrase

(“any equivalent combination of education and/or experience from which comparable knowledge, skills and
abilities have been achieved”)
• This can only be interpreted as one year of experience is equal to one year of education or vice versa.
• W hen a degree is counted as the equivalent of experience, the degree must be in a discipline relevant
to the experience; when experience is counted as equivalent to a degree, the experience must be
relevant to the discipline(s) of the required degree.
• One year of education is equal to 24 credit hours.
• A bachelor’s degree is equal to four years of experience; a master’s degree is equal to six years of
experience; a juris doctorate is equal to seven years of experience; a doctorate is equal to eight years
of experience.
• “Administrative experience” relates to coordinator-type, project lead-type experience not administrative
support work.
• Dates of attendance at a post-secondary institution do not indicate whether the applicant meets
• The equivalency interpretation unless credit hours earned are provided or an earned
degree is identified.
Degrees, certifications and trainings

• Must be complete at the time of application for a position if a degree is a required qualification
• If applicant has multiple bachelor’s degrees, it is only equivalent to one bachelor’s degree and/or
four years of experience.
• Certifications and trainings can be considered equivalent up to six months’ total experience. W hether
they have four certificates or just one, it is considered only a total of six months.
Note: Direct knowledge of an applicant’s qualifications may not be used to determine whether an applicant
meets qualifications. W hen evaluating applicants to interview, only the information provided in the application
materials may be used to determine whether an applicant meets advertised qualifications.
D– Pre-employment inquiry guidelines

You can only ask questions about any of the items listed below only when these factors are bona fide
occupational qualifications (BFOQs). Persons, who interview applicants, participate in the interview process
or check references must be aware of and follow these guidelines on information that should not be sought
from applicants or references. Remember to ask only job-related questions during interviews and reference
checks.
Address
Specific inquiry into foreign addresses that would indicate ancestry or national origin is prohibited.
It is permissible to ask for the applicant’s current address.
Age and date of birth

Federal law prohibits discrimination on the basis of age. Restriction of employment is permissible only when
age is a BFOQ.
Note: Finalist(s) for a position must disclose date of birth to confirm identity for purposes of completing the ASU
required background check.
Arrest/conviction record
It is inappropriate to ask about an applicant’s arrest record. If inquiry into the conviction record of an applicant
implies an absolute bar to employment, it is unlawful for most positions. A department may have the right to
exclude persons convicted of certain offenses from consideration for certain types of jobs. ASU, as of July 1,
2005, requires completion of a criminal background check before an individual is hired.
Birthplace and citizenship

It is inappropriate to ask the birthplace of an applicant. It is acceptable to ask applicants if they are legally
eligible for full-time employment in the United States and, if the answer is yes, to ask for the immigration status
(e.g., J1, F1 OPT and H1B). You cannot ask applicants for the country of their citizenship.
Disability
It is unlawful to ask applicants whether they have a disability. Departments may ask whether applicants can
perform the essential functions of a position. The applicant’s response to the question must be taken at face
value. If an applicant requests a disability accommodation for an interview, contact the Office of Equity &
Inclusion for assistance before agreeing to or declining the request.
Education
It is permissible to inquire about an applicant’s academic, professional or vocational educational background
when it is a job-related requirement. Asking about the national, racial or religious affiliation of a school is
prohibited.
Financial data, credit record, garnishment record or Fidelity bonds

Questions to applicants about these issues are considered unlawful unless the department can show
a business necessity for this information.
Height and weight

These factors may not be requested from applicants nor should they be considerations for employment unless
they have been validated as BFOQs.
Lowest salary
It is best not to ask this question of applicants since in the past such information was often used
for discriminatory purposes.
Marital status and relatives

Questions about an applicant’s relatives, marital status and/or dependents are prohibited. Employment
decisions must be made without regard to whether relatives of the applicant work at ASU unless the
employment would involve supervision of or being supervised by a relative.
Contact the Office of Equity & Inclusion or the Off ice of the University Provost if this is an issue in employment.
Military service
It is permissible to ask about military experience in the armed forces of the United States. The hiring authority
should be careful. However, about using information concerning discharges since the military has stated that
discharges given under other than honorable conditions during specific periods of time were discriminatory. It
is desirable to afford applicants an opportunity to voluntarily disclose whether they are a qualified protected
veteran. The university is required to take affirmative action in the employment of persons in these categories.
Name and national origin

No inquiry may be made about an applicant’s maiden/birth name, any previous name, lineage, ancestry,
national origin or descent. Names should only be used to identify applicants.
Note: Finalist(s) for a position must disclose maiden/birth name or any other previous name to confirm identity
for purposes of completing the ASU required background check.
Organizations
It is permissible to ask about professional organizational memberships provided the applicant is made aware
of his/her right to exclude the name or character of any organization that is of a predominantly racial, religious
or sexual character.
Photographs
Photographs may not be required or asked for prior to employment.
Religion/creed
Inquiry into an applicant’s religious denomination, affiliation, parish, pastor or holidays observed is prohibited.
Social Media
It is not recommended that a Hiring Team review an applicant’s social media pages.
It is not a good reflection of an applicant’s job qualifications or their work ethic.
Social Security Number

Social Security numbers may be required only of applicants who are to be reimbursed for expenses incurred
as a result of interviews.
Note: Finalist(s) for a position must disclose her/his Social Security number to confirm identity for purposes of
completing the ASU required background check and to verify eligibility for employment in the State of Arizona.
E – Declined disposition emails

i. Declined – minimum qualifications not met
[#RequisitionStd:AutoReqId#] / [#RequisitionCus:W ORKING_TITLE#] / [#RequisitionStd:Department#]
Dear [#Contact-info:FirstName#] [#Contact-info:LastName#]:
We thank you for your interest in the position of [#RequisitionCus:W ORKING_TITLE#] at Arizona State
University. After an initial screening of your application (Applies to Staff Only - including responses to job-
specific questions), your application was not selected for further consideration.
We appreciate the time you invested in your application and your interest in working for ASU. W e
encourage you to apply for other positions at ASU that match your qualifications. The website
www.asu.edu/jobs is regularly updated with new opportunities so please check it often for the latest open
positions.
We wish you much personal and professional success in your job search. Thank you, again, for your
interest in ASU.
Sincerely,
[#RequisitionStd:Manager#]
ii. Declined- minimum qualifications not met - student development

[#RequisitionStd:AutoReqId#] / [#RequisitionCus:W ORKING_TITLE# / [#RequisitionStd:Department#]
Dear [#Contact-info:FirstName#] [#Contact-info:LastName#],
We thank you for your interest in the position of [RequisitionCus:W orking_title#] at Arizona State
University. After an initial screening of your application, your application was not selected for further
consideration.
We encourage you to reach out to ASU Career Services to improve your candidacy for future positions.
This office offers many valuable resources such as one-on-one career advising, resume and cover letter
reviews and practice interviews.
www.asu.edu/asujobs is regularly updated with new opportunities so please check it often for the
latest open positions.
interest in ASU.
Sincerely,
iii. Declined-minimum qualifications met but fewer desired qualifications
www.asu.edu/asujobs is regularly updated with new opportunities so please check it often for the latest
open positions.
interest in ASU.
Sincerely,
iv. Declined-minimum and desired qualifications met not top tier
open positions.
interest in ASU.
Sincerely,
v. Declined-incomplete application
specific questions), your application was not selected for further consideration due to an incomplete
application. Specific documents and details were requested in the instructions to apply that you did not
provide.
open positions.
interest in ASU.
Sincerely,
vi. Declined-unable to determine qualifications
specific questions), we are unable to determine if you qualify for the position based on the resume you
submitted.
open positions.
interest in ASU.
Sincerely,
vii. Declined- unable to determine qualifications - student development

University. After an initial screening of your application, we are unable to determine if you qualify for the
position based on the resume you submitted.
We encourage you to reach out to ASU Career Services to improve your candidacy for future
positions. This office offers many valuable resources such as one-on-one career advising, resume and
cover letter reviews and practice interviews.
open positions.
interest in ASU.
Sincerely,
viii. Declined-interviewed in past six months same title
specific questions), your application was not selected for further consideration since you have interviewed
for this same type of position in the previous 6 months where your application was also not selected for
further consideration at the time.
open positions.
interest in ASU.
Sincerely,
ix. Declined-applied to wrong requisition
University. Based on what you stated in your application documents, we have determined that you have
applied to the wrong position.
open positions.
interest in ASU.
Sincerely,
x. Declined-ineligible for position - ABOR
specific questions), we have determined that you are ineligible for this position since you are not a
current Arizona Board of Regents employee (current employee of; AZ Board of Regents, Northern
Arizona University, University of Arizona, or Arizona State University).
encourage you to apply for other positions at ASU that match your qualifications. The
open positions.
interest in ASU.
Sincerely,
xi. Declined-ineligible for position - Visa
University. Based on your response to our application or interview question(s), you are or will not be
eligible to work in the U.S. if considered for employment.
open positions.
interest in ASU.
Sincerely,
xii. Declined - lower TG score - not reviewed
University. Based on your response to the applicant questions (Applies to Staff Only - including
responses to job-specific questions), your application was not selected for further consideration.
open positions.
interest in ASU.
Sincerely,
xiii. Declined-hire made prior pool – rolling deadlines
University. After an initial screening of your application (Applies to Staff Only - including responses to job-specific
questions), your application was not selected for further consideration.
We appreciate the time you invested in your application and your interest in working for ASU. We encourage you
to apply for other positions at ASU that match your qualifications. The www.asu.edu/asujobs is regularly updated
with new opportunities so please check it often for the latest open positions.
We wish you much personal and professional success in your job search. Thank you, again, for your interest in
ASU.
Sincerely,
xiv. Declined-first interview
University, and we appreciate your taking the time to attend the interview. After careful consideration, we have
decided to pursue other options.
We appreciate the time you invested and your interest in working for ASU. We encourage you to apply for other
positions at ASU that match your qualifications. The www.asu.edu/asujobs is regularly updated with new
opportunities so please check it often for the latest open positions.
ASU.
Sincerely,
xv. Declined-first interview - student development

University, and we appreciate your taking the time to attend the interview. After careful consideration, we have
decided to pursue other options.
We encourage you to reach out to ASU Career Services to improve your candidacy for future positions. This
office offers many valuable resources such as one-on-one career advising, resume and cover letter reviews and
practice interviews.
ASU.
Sincerely,
xvi. Declined-second interview
University, and we appreciate your taking the time to attend the second interview. After careful consideration, we
have decided to pursue other options.
ASU.
Sincerely,
xvii. Declined-third interview
University, and we appreciate your taking the time to attend the third interview. After careful consideration, we
have decided to pursue other options.
ASU.
Sincerely,
xviii. Declined-no show
University. After an offer to interview for this position and not attending the scheduled interview, your application
was not selected for further consideration.
ASU.
Sincerely,
xix. Declined-no response to two+ invitations
University. After at least two invitations to interview for this position and not responding back to the department,
your application was not selected for further consideration.
ASU.
Sincerely,
xx. Declined-minimum and desired qualifications met not top candidate
University. After careful consideration, we have decided to pursue other options.
ASU.
Sincerely,
xxi. Declined-reference check
ASU.
Sincerely,
xxii. Declined-zero offers remaining
ASU.
Sincerely,
xxiii. Declined-PeopleSoft validations
University, and we appreciate your taking the time to meet with us. After careful consideration, we have decided
to pursue other options.
ASU.
Sincerely,
xxiv. Declined-conditional offer not approved
ASU.
Sincerely,
xxv. Declined-accepted another position
University. After communicating with the department, you have indicated that you have accepted another
position and are withdrawing from future consideration.
ASU.
Sincerely,
xxvi. Declined-department withdrew offer
This email is to notify you that the department has decided to withdraw the offer of
[#RequisitionCus:W ORKING_TITLE#] at Arizona State University.
ASU.
Thank you,
xxvii. Declined-department withdrew offer - Verify with OHR
This email is to notify you that the department has decided to withdraw the offer of
ASU.
Thank you,
xxviii. Declined-candidate rejected salary offer
This email confirms that you have declined the salary offer for the position of
ASU.
Thank you,
xxix. Declined-candidate withdrew online
This email is to notify you that you have withdrawn online from the position of
ASU.
Thank you,
xxx. Declined-candidate withdrew by contacting manager
This email is to notify you that you have withdrawn from the position of [#RequisitionCus:W ORKING_TITLE#] at
Arizona State University through contact with the hiring manager.
ASU.
Thank you,
xxxi. Declined-position cancelled - no hire made
Thank you for your interest in Arizona State University. This recruitment has been closed without hire and may
be reposted at a future date. We appreciate the time you invested in your application and your interest in
working for ASU. The website www.asu.edu/jobs is regularly updated with new opportunities so please check it
often for the latest open positions.
ASU.
Thank you,
All of the remaining declined statues are only used by ASU Police
Department
i. Declined-ineligible for position - PD only
University. After an initial screening of your application (including responses to job-specific questions), your
application was not selected for further consideration.
to apply for other positions at ASU that match your qualifications. The www.asu.edu/jobs is regularly updated with
new opportunities so please check it often for the latest open positions.
ASU.
Sincerely,
ii. Declined-does not meet written requirement
We thank you for your interest in the ASU Police Department. Candidates must pass the written assessment
with a score of 70% or above in order to continue to participate in the recruitment process. You did not
successfully pass the assessment, however you are eligible to reapply and retest after a period of 90 days.
We wish you success and encourage you to continue your job search with ASU by visiting our job opportunities
www.asu.edu/jobs.
Thank you,
iii. Declined-does not meet physical requirement
We thank you for your interest in the ASU Police Department. Candidates must pass the physical assessment in
order to continue to participate in the recruitment process. You did not successfully pass the assessment,
however you are eligible to reapply and retest after a period of 90 days.
We wish you success and encourage you to continue your job search with ASU by visiting our job opportunities
www.asu.edu/jobs.
Thank you,
iv. Declined-no response to invitation
University. After an invitation to take an assessment for this position and not responding back to the department,
your application was not selected for further consideration.
ASU.
Sincerely,
v. Declined-no show for assessment
University. After an offer to take an assessment for this position and not attending the scheduled assessment,
your application was not selected for further consideration. As a result, you will not be eligible to reapply and
retest until a period of 90 days has passed.
ASU.
Sincerely,
vi. Declined-unable to attend
University. After being unable to attend to your scheduled assessment, your application was not selected for
further consideration.
ASU.
Sincerely,
vii. Decline-does not meet background check - PD only
Thank you for applying with Arizona State University Police Department for the position of
[#RequisitionCus:W ORKING_TITLE#]. We must rescind our conditional offer of employment at this time.
As a result of this rescission, any application you submit with ASU Police Department will not be considered.
We do not accommodate the right to appeal nor do we release specific information regarding our decisions.
Thank you for your interest in employment with Arizona State University Police Department and good luck in
your future career endeavors.
Sincerely,
viii. Declined-does not meet oral board requirement - PD only
Thank you for interviewing with the ASU Police Department for the opening of
[#RequisitionCus:W ORKING_TITLE#]. Candidates must pass the oral board with a score of 70% or above in
order to continue to participate in the recruitment process. You did not successfully pass the oral board,
however you are eligible to re-apply and re-test after a period of 90 days should the position be open and posted
by visiting our job opportunities www.asu.edu/asujobs.
Sincerely,
F – HR days in status notifications
To help Hiring Managers (student and staff) keep track of their applicants and make the hiring process efficient,
a new Days in Status column has been added to the Hiring Manager My Candidates panel. All statuses will
now have color reminders when there have been no HR status updates after a set number of days.
Exempt statuses applies to:
i. Hired
ii. Filed To Additional Hire
iii. Any "Declined" status
A corresponding color will be displayed indicating the number of Days in Status.

The color range:
• Green = 40 – 90 days
• Yellow = 91 – 180 days
• Red = 181 – 365 days
The Hiring Manager will receive an email notification once a week when an applicant’s HR status remains
unchanged in any one of the included statuses above for 40+ days.
G – OHR recruiters background check and fingerprint emails
i. Fingerprint Check Initiated (Hiring Manager)

[#RequisitionStd:AutoReqId#] / [#RequisitionCus:WORKING_TITLE#] / [#RequisitionCus:DEPT_ID#]
[#RequisitionStd:Department#] / [#Contact-info:FirstName#] [#Contact-info:LastName#]
Greetings [#RequisitionStd:Manager#],
The candidate above has initiated their Fingerprint Check. We should receive results within 2 - 3 weeks
and will contact you then.
Thank you,
[#RequisitionStd:Recruiter#]
ii. Fingerprint - Instructions to Candidate (Recruiter and Hiring Manager)

Greetings [#Contact-info:FirstName#] [#Contact-info:LastName#]
Thank you for accepting our conditional job offer. In order to satisfy the fingerprint requirement from your
department, please call 855-278-5081 to schedule an appointment by no later than 30 - 60 days from
receiving this email. For an appointment at West Campus, please contact backgroundcheck@asu.edu.
When you setup your appointment, please provide the following information so they may note this on the
appointment calendar:
Dept: [#RequisitionCus:DEPT_ID#]
HR Contact: [#RequisitionStd:Manager#]
Agency Org (Account number): [#RequisitionCus:FPC_CHARGE_ACCOUNT#]
Fingerprinting is conducted Monday – Friday by appointment at the Tempe campus. On the day of your
fingerprinting appointment please come to Tempe University Center (UCNTRA) at 1100 E. University Drive,
Tempe, AZ 85281, check in with the HR Employee Service Desk and bring picture ID (i.e. driver’s license,
passport, state issued ID – I can’t use your ASU ID for identity).
If you drive to the UCNTRA, please park in the "20-minute Loading Zones" because Lot 55 is a metered lot.
Otherwise, parking is $2 per hour.
Please let me know if you have any questions.
Thank you,
Hiring Manager: [#RequisitionStd:Manager#] and Recruiter: [#RequisitionStd:Recruiter#]
iii. BGC Status – Waiting on candidate to submit consent form (Hiring Manager)
[#RequisitionStd:AutoReqId#] / [#RequisitionCus:WORKING_TITLE#] / [#RequisitionStd:Department#] /

[#Contact-info:FirstName#] [#Contact-info:LastName#]
We have initiated the background check process for [#Contact-info:FirstName#] [#Contact-info:LastName#].
The candidate will receive an automated notification to expect an email from HireRight to complete
the consent and disclosure form, which is necessary before the background check can be
conducted.
You will receive another email notification when the candidate has submitted the consent and disclosure
form to HireRight.
Thank you,
iv. BGC Started – Candidate has given consent to HireRight (Hiring Manager)

The candidate [#Contact-info:FirstName#] [#Contact-info:LastName#] has submitted the consent and

disclosure form to HireRight. The background check will now begin, and we should receive the results in
approximately 72 hours.
You will receive another email with instructions for the next steps once the background check has been
returned.
Thank you,
v. BGC Meets Policy (Hiring Manager)

We have received the results of the background check for the candidate above. The candidate has passed
and is cleared to hire.
You may now proceed to the Final Offer Status. Please create the Offer Letter Document and Packet. Once
this step has been completed, please send the offer letter email to the candidate. Click here to learn more
about the offer letter process.
Thank you,
vi. Background – HireRight Notification after 48hrs reminder (Hiring Manager)
[#RequisitionStd:AutoReqId#] / [#RequisitionCus:WORKING_TITLE#] / [#RequisitionStd:Department#] /

[#Contact-info:FirstName#] [#Contact-info:LastName#]
Greetings [#Contact-info:FirstName#] [#Contact-info:LastName#],
This is a reminder we have not received notification you have completed the consent and disclosure form to
start the process of your background check. If you have not received the consent and disclosure form sent
to the email address provided at the time you applied to the position, please check your junk or spam folder.
If you are still unable to locate the notification email from HireRight contact backgroundcheck@asu.edu.
Thank you,

Recruitment and Selection Handbook: Strength in People

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Recruitment and Selection Handbook: Strength in People

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Strength in People

Recruitment and Selection

A Guide to the ASU Recruitment Process

Introduction ASU Policies

Our Commitment SPP 201-01

ASU promotes equal opportunity through affirmative action ACD 126

Sample letters and Checklists

1. Enter “UserID” and Continue.

Associated Support Guides:

Knowledge Base Article: Browser Setup for Kenexa BrassRing

Business Process Guide: Courtesy Affiliate Training Guide

Access Deletion to Kenexa BrassRing

1. Enter UserID and Continue.

Step 1 – Prepare for recruitment and position

Determine recruitment need

Hiring Manager – Key responsibilities

Prepare position request

Prepare recruitment blueprint

Figure 1: Reasons for Hire

Important required fields are:

Figure 1: Staff W orkflow Approval Routing in Position Management

Workflow approval routing for position management

Tips, troubleshooting and common mistakes causing integration issues

Step 2 – create requisition

Gather the required information

Job descriptions and classifications

Job postings on the ASU website

Creating the requisition

Considering applicant groups

Examples of advertising sources include, but are not limited to:

Examples of online options:

Examples of print options:

Reorganization of staff and Reduction in workforce positions

Choose screening questions for applicants

Example: Use of Screening Questions

Question to address minimum qualifications:

Questions to address desired qualifications:

• Do you have experience as a supervisor?

Use of default scoring for Accountant Senior

• 200 - Do you have a Bachelor's ……….

Use of weighted scoring for Accountant Senior

Results of weighted scoring of applicants’ responses for Accountant Sr

Additional Information: Scoring basics

Best practice: Key considerations on adding candidate questions

Step 2b – waiver of recruitments

Step 2c – filed to additional hire

Step 3 – applicant steps

Step 4 – applicant evaluation

• Applicants may be disqualified for misrepresenting their qualifications on their resume or

The applicant cannot work:

For the purpose of this policy, night means:

Applicant review: Dispositions and HR status

Disposition continuing recruitment processes

Initiate assessment - PD Only. Assessment successful

Independent applicant review and record keeping – student hiring only

Step 5 – interviewing applicants

Interview evaluation form

Step 6 – selecting the candidate

Internal candidates - current ASU employees