University of California, Riverside − Local Procedure 20:
Recruitment and Promotion
September 2023
I.

Summary
The University of California, Riverside (university) is committed to hiring a talented
workforce through recruitment practices that are fair, consistent, comply with allapplicable laws and regulations, and reinforce our campus commitment to the value of adiverse workforce.

II.

Related Policies and References
Personnel Policy 3 – Types of Appointment
Discrimination, Harassment and Affirmative Action in the Workplace
Personnel Policy 20 – Recruitment and Promotion
Personnel Policy 21 – Selection and Appointment
Personnel Policy 30 – Compensation
Personnel Policy 36 – Classification of Positions
Personnel Policy 50 – Professional Development
Personnel Policy 60 – Layoff and Reduction in Time from Professional andSupport Staff Career Positions
Personnel Policy 66 – Medical Separation
Personnel Policy 81 – Reasonable Accommodation
Personnel Policy 82 – Conflict of Interest
Appendix A – Conducting Interviews
Appendix B – Frequently Asked Questions (FAQ) and the Preliminary
Screening Template
Appendix C – Posted Position Purpose Example
Appendix D – Chart of Options to Fill Positions at UCR
California Pay Transparency and Applicant Salary Inquiry Restrictions – Staff Employee
Position FAQs
E-Verify Local Procedures
Jobs@UCR Website
Reemployment of UC Retirees into Staff Positions Local Procedures
Temporary Employee Services

III.

Definitions
A. Affirmative Action and Compliance Liaison (AACL) – A member of the searchcommittee who is responsible for ensuring all aspects of the recruitment process
are fair, unbiased, and in compliance with campus procedures and UCR’scommitment to equal employment opportunity.
B. Applicant – A job seeker who applies for a position within the initial recruitment(posting) period.
C. Candidate – An applicant who meets the minimum qualifications for the position.
D. Essential Job Functions – The major duties and responsibilities of a position,
which occupy a significant amount of the employee’s time and require specializedskills to perform.
E. Expression of Interest – An individual who applies for a position after the initial
posting period has ended.
F. HRMS Recruitment Module – UCR’s applicant tracking system and system ofLocal Procedure 20 – Recruitment and Promotion (Revised 11.22.2023)

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G.
H.
I.
J.
K.
L.
M.

N.
O.

IV.

record for all documents related to recruitment.
Job Family – A group of jobs that involve work in the same general occupation.
Long List – A list of candidates who meet the minimum qualifications for the
position.
Pay Scale – The salary or hourly wage range that the university reasonably expects
to pay for the position in accordance with local procedures.
Placement Goals – Objective targets equal to the statistically establishedavailability percentage of minorities and women. Placement goals are not quotas
and do not justify preferential treatment.
Position – A specific set of duties, responsibilities, knowledge, skills, level ofsupervision, and other requirements which are based on a job and that comprise
the work assignment of an individual employee at a particular location.
Posting Period – The minimum number of days a position is required to be posted.
Recruitment Plan – A document that outlines the components of the recruitment
strategy that is designed to obtain a diverse and well-qualified applicant pool. This
plan should address any placement goals, list advertising resources to be used, andidentify steps in the selection process.
Salary Range – The range of pay from minimum to maximum established for asalary grade or job.
Short List – A list of candidates who meet all the minimum qualifications and, if
there are multiple qualified candidates, those who in addition, best meet thepreferred qualifications. The group is identified and selected for interview.

General Provisions
This local procedure is intended to provide specific guidance to implement the provisionsof PPSM-20: Recruitment and Promotion, which requires competitive recruitment for all
staff positions at UCR unless otherwise stated in the policy. This requirement is
consistent with our status as a federal contractor, as an equal opportunity/affirmative
action employer, and with our recognition of the value and importance of a diverse
workforce.
Hiring managers/authorities are accountable for complying with federal and state laws,
regulations, and university policies; and are responsible for contributing to theuniversity’s equal employment opportunity and affirmative action efforts.
Goals of the competitive recruitment process are to:
1. Identify and attract qualified applicants;
2. Create a broad and diverse pool of qualified candidates based on therelevant labor market;
3. Allow candidates to fairly compete for position openings;
4. Meet our equal employment opportunity and affirmative action commitments;
and
5. Demonstrate a fair and unbiased selection process.
The university provides reasonable accommodation to qualified individuals withdisabilities in all phases of the recruitment and employment process. A reasonableaccommodation may be a modification to a job application process, interview process,hiring procedure, third-party provider test or other employment practice that will allow a
qualified individual with a disability to have an equal opportunity to obtain employment.
To request a reasonable accommodation, job applicants may contact Disability

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Management by email at disabilitymanagement@ucr.edu, or refer to UCR Local
Procedure 81: Reasonable Accommodation.
V.

Scope
This procedure applies to all recruitments for staff positions. For additional information
on casual restricted (student) appointments, refer to PPSM-3: Types of Appointment andStudent On-Campus Employment Guidelines.

VI.

Career Appointments
Competitive recruitment is required for all career appointments unless an internal
promotion is approved, an exemption applies, a waiver is approved, or a contract orlimited appointment converts or is designated as a career appointment in accordancewith PPSM-20, PPSM-3: Types of Appointment, and Contracting-Out requirements.
A.

Career Recruitment: Single Job Title
A competitive recruitment to fill a vacant career position is usually conducted for asingle job title. In some situations, multiple hires may be made from a single
recruitment.

B.

Career Recruitment: Classification Series
A classification series recruitment may be helpful when a department anticipatesdifficulty filling a position due to insufficient skills in the labor market.
1.

2.

A vacant career position classified in the Career Tracks Professional category
may be listed with multiple job titles at different levels within a single job
function. This provides flexibility to determine the initial job title based on thequalifications of a selected candidate.
Recruitments at each level will be posted concurrently in the HRMS
Recruitment Module along with language inserted into each posting identifying
them as a classification series recruitment.
In some situations, multiple hires may be made from a single recruitment.
Talent Acquisition recommends that the language be inserted into eachposting for each level.

3.

The candidate must apply to both postings in order to be considered at eachlevel. For example, if an applicant applies for an analyst 2 position, but their
qualifications fit as an analyst 3 position, then the applicant cannot be
considered or hired as an analyst 3 unless they also submit an application for
the analyst 3 job posting.
For the selected applicant, the hiring authority determines the appropriate job
title/level, based on the qualifications of the applicant.

Note: The university is required to assess each applicant based on the minimum
requirements for the level of position for which they applied.
C.

Career Progress of Current UC Employees
UCR supports the career progress of current staff employees through the following:
1.

Internal Recruitment

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Central Human Resources (CHR) may authorize limiting a recruitment for a
career appointment to internal candidates, so long as this internal recruitment
is consistent with equal opportunity and affirmative action objectives.
An internal recruitment can be limited to the UC system as a whole, to UCR,
or to an organizational unit.
Internal recruitments may be appropriate when there is:
a.
b.
c.
d.
e.

a business need such as critical institutional knowledge needed;alignment with succession planning strategies;
labor market data that demonstrates a lack of talent in the externalmarket;a body of well-qualified internal candidates that exists; and/or
a reorganization within an organizational unit and there is a need toensure employees are considered for other opportunities.

Eligible candidates will be considered if they meet the minimum required
qualifications of the position, have successfully passed their probationary
period, and received a “successfully meets performance expectations” rating
or above on their last performance evaluation. Approval to execute an internal
recruitment is required and should be obtained from the Associated Vice
Chancellor of Human Resources (AVC) Chief Human Resources Officer(CHRO) who will consult with the Title IX, Equal Opportunity and Affirmative
Action office (TIX/EOAA).
2.

Internal Promotion
Internal promotions may be used to recognize growth and development ofcareer employees when approved by the AVC CHRO.
Internal promotions may be appropriate when:a.
b.

There is a university business need (e.g., a vacant classified position orneed for higher-level work to be performed); andThere is a career employee who demonstrates readiness by possessing
the skills and experience for the higher-level position.

When use of an internal promotion is approved, all career employees whomeet the following requirements in the organizational unit will be considered
for internal promotion:
a.
b.
c.
d.
e.

Currently hold a career position in the same job family as the intended
promotional opportunity.
Meet the minimum required qualifications of the higher-level promotional
opportunity.
Have successfully passed their probationary period (e.g., career
employees).
Received a “successful or successfully meets performance expectations”
rating or above on their last performance evaluation.
Have not received documented performance or conduct counseling with

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a corrective action within the last six months of employment.
In summary, eligible candidates will be considered if they meet the minimum
required qualifications of the position, have successfully passed theirprobationary period, received a “successful or successfully meets
performance expectations” rating or above on their last performance
evaluation, and have not received documented performance or conduct
counseling with a corrective action within the last six months of employment.
Approval to execute an internal promotion is required and should be obtained
from the AVC CHRO who will consult with TIX/EOAA.
D.

Limited and Per Diem Appointments
a. Recruitment
Per UC Policy PPSM 20: Recruitment and Promotion, competitive
recruitment is normally expected but not required. To be specific, when arecruitment is not feasible due to special circumstance, a limited
appointment may be pursued if the appointment is not expected tocontinue beyond 1,000 hours in any 12 consecutive months.
The organizational unit will be authorized to approve limited appointments
for durations below 1,000 hours in any 12 consecutive months.
It will be the responsibility of the organizational unit to ensure complianceand communication to departments and appointees regarding theselimits. At no time should a limited appointment be used to circumvent acompetitive recruitment.
b.

Limited Appointment Duration
When a limited appointment is expected to exceed 700 hours,
organizational units should establish plans to end the appointment prior
to the appointment reaching 1,000 hours in any 12 consecutive months.
In cases where there is a possibility that a limited appointment may
continue at or beyond 1,000 hours in any 12 consecutive months, acompetitive recruitment will be required to fill that appointment or a waiverof recruitment must be approved prior to the appointment exceeding
1,000 hours.
To assist organizational units with their communication to departments,
COGNOS R380 report may be used by the units to verify or track hours
on limited appointments to prevent appointments from inadvertently
converting to career.

c.

Conversion to Career
1)
Per Diem appointments for non-represented employees do notconvert to career appointments.
Certain bargaining units have provisions for Per Diem appointmentsin their contracts. For additional information on Per Diemappointments, contact your Employee and Labor Relations

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representative.
2)

Limited appointments may be converted to career appointments if
the incumbent employee was selected through a competitive
recruitment process. For additional information, refer to local
procedure 3 – limited appointments.
Note: UC Policy PPSM 20 – Recruitment and Promotion policy
specifies that limited appointments are designated as career
appointments when the incumbent employee reaches 1,000 hoursof qualifying service in any 12 consecutive months (refer to PPSM 3
for the list of conditions), which may cause a number of downstream
impacts. Therefore, departments are expected to manage limited
appointments so that this type of situation does not occur.
Departments must follow the appropriate steps and guidelines toproperly convert a limited appointment to a career appointment.

d.

Contracting-Out
Contracting-Out refers to in-sourcing or conversion to university
employment of a worker who has been providing the university withcovered services as defined by Regents Policy 5402.
Departments should refer to Section A of Regents Policy 5402 (UC Policy
Generally Prohibiting Contracting for Services) and the UCR Local
Procedure on Contracting Out.

e.

Rehired Retiree
Rehired Retirees are generally hired into limited appointments.
A waiver of recruitment is not required for reemployment of UC retired
employees into staff positions but there is additional guidance toconsider, which includes but is not limited to duration of hours.
Refer to the Reemployment of UC Retired Employees into Staff Positions
policy, which should be reviewed prior to any job offer.

E.

Contract Appointments
Competitive recruitment is required for contract appointments unless a waiver ofcompetitive recruitment is approved.

F.

Exemptions to Recruitment
The following circumstances are exempt from the requirement to competitively
recruit:1.
2.
3.

Demotion or lateral transfer of an employee within the same organizational
unit;
Lateral transfer of an employee along with the budgetary provision for that
employee’s position;
Transfer, reinstatement, or reemployment of an employee in accordance witha. PPSM 2.210 (Absence from Work – Family and Medial Leaves)

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b.
c.
d.
e.
4.
5.
6.

7.
8.

9.
10.
G.

PPSM 2.210 (Absence from Work – Leave due to Pregnancy, Childbirthor Related Medical Condition)
PPSM 2.210 (Absence from Work – Military and Other Service-related
Leaves)PPSM 66 (Medical Separation – Special Reappointment Procedures)
PPSM 81 (Reasonable Accommodation)

Recall of a laid-off employee or placement of an employee with preference for
reemployment or transfer;
An employee’s job title or responsibilities have changed as a result or areorganization or reassignment of functions among positions within the sameorganizational unit;
An employee who is competitively selected for a UC sponsored paidinternship program, and upon completion of the internship program, as
authorized in local guidelines and the approval of the department head, isappointed to a vacant position for which the employee meets the minimum
qualifications;
An employee receives an internal promotion;
The department can select a candidate from the original diverse pool ofapplicants for another open position in the same job title and with the same
minimum qualifications within the department. The department will have toselect a candidate from the same diverse pool within ninety days from the first
final candidate “finalized marked as successful” date in iRecruit/HRMS. The
exception to this policy will have to be a written approval from the Director of
Talent Acquisition and AVC CHRO.
To fill a casual/restricted appointment; orLimited appointments designated for durations of less than 1,000 hours in any
12 consecutive months.

Waivers of Recruitment for Career and Contract Appointments
A waiver of competitive recruitment for career and contract appointments must go
through a formal approval process.
In order to assess if the university’s operational need outweighs the expectation of acompetitive recruitment, the department must provide documentation that justifies a
special circumstance or that an appointment condition exists within the department
such as:1.

Special Circumstancesa.

b.

Prior recruitment attempts did not result in identifying a qualified
candidate pool, and/or recruitment difficulties in attracting candidates withthe required skills, knowledge, and abilities unique to the position havebeen documented.
The recruitment must be open for at least six months; and there must bea minimum of two documented attempts. Documented attempts must
include support from Talent Acquisition on the recruitment.
When a limited or contract appointment is to be designated as career
appointment when the incumbent was selected through an open

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c.

d.
2.

recruitment;
Unanticipated business requirements warrant filling the position on an
immediate basis and the time needed to conduct a search would have anegative impact on meeting critical operational needs of the department
or would violate a formal contractual obligation of the university;
The delay resulting from conducting a competitive recruitment would
endanger health and safety;

Special Appointment Conditionsa.
b.

Where a new academic appointment also includes the transfer of theacademic appointee’s employee(s) from the academic’s former institution
to UCR; or
Where an organizational entity or program, along with specified current
employees, will move from another UC location with specified current
employees to UCR.

For all recruitment waiver requests, the designated HR professional must obtainwritten approval from their organizational/department head or dean to proceed withthe request. (Refer to the Waiver of Recruitment Process for steps to submit a
Waiver of Recruitment Request).
VII.

Procedures
A. Competitive Recruitment Process
Organizational unit approval is required to initiate the recruitment process.
1.

As part of the organizational unit’s preparation for recruitment, it isrecommended that the organizational unit contact their assigned talentacquisition representative in central HR to determine whether the proposed
recruitment is subject to a recall.
When it is determined that a vacancy is to be filled, it is important to determine
appointment type, and special conditions and requirements and the type ofrecruitment that will be needed (e.g., Career Series, Single Job Title, Internal).

2.

Position Description
At UCR, the Job Builder tool pre-populates the basic job description for policycovered job codes and describes the essential job functions, which include theminimum and preferred qualifications for the job function. Job descriptions forunion-represented job codes may be copied from previously classified job
descriptions or templates and must conform to the job functions and minimum
qualifications listed in the Series Concepts.
The hiring manager with assistance from the organizational unit, is
responsible for customization of the position/job description, including specificresponsibilities and the working title for the position.
Refer to the HR Total Compensation webpage for assistance with building thejob description.

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3.

Posting a Positiona.

The organizational unit will approve requests for recruitment and route it
to Central Human Resources (CHR) for final approval.
1)
2)

b.

CHR Compensation will classify the position, then route it to CHR
Talent Acquisition to post the position.
Applications may be reviewed and dispositioned once theminimum number of posting days has been reached. (Refer tosection, VII.A.3.f.2).a) – Posting Period)

California Pay Transparency and Applicant Salary Inquiry
Restrictions1)

2)

Effective January 1, 2018, the California Assembly Bill 168 (AB168) prohibits employers from inquiring into an applicant’s salaryhistory. The legislation is intended to address inequity in pay
practices based on gender and other protected class designations
such as race, age, and disability. The regulations include thefollowing restrictions:• Prohibit an employer from relying on salary history
information, including compensation and benefits, about anapplicant for employment as a factor in determining
whether to offer employment or what salary offer.
• Prohibit an employer orally or in writing, personally or
through an agent, from seeking salary history information,
including compensation and benefits, about an applicant for
employment.
• Upon request, an employer must provide the pay scale fora position to an applicant applying for employment.
Effective January 1, 2023, California Senate Bill 1162 requires
employers to disclose pay scales on all position postings and tocurrent employees upon requests.

The requirements include the following:• Pay scales must be included in all position postings andinformation must be provided to all third parties who assist
with position postings.
• A pay scale must also be provided for a current employee’s
position at the employee’s request.
• Employers must maintain records of job titles and wage
rate histories for the duration of an employee’s employment
and three years after termination of employment.
Given the university’s institutional values and commitment to diversity
and ensuring equal pay, the university has aligned its policies andpractices with the provisions in these laws. For additional informationrefer to Appendix E: CA Pay Transparency and Applicant Salary Inquiry
Restrictions – UC Staff Employee Position FAQs.

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c.

Posted Salary Range
UC’s salary ranges are market-based.
To allow flexibility in setting starting salary commensurate withexperience and alignment with Senate Bill 1162 (SB 1162), UCR posts
the entire salary range (the range of pay from minimum to maximum
established for a salary grade or job).
Hiring departments must follow the examples below in their position
postings.
Nonexempt

Exempt“The full salary range for the [Working Title] is [$00.00 $00.00] per hour.
We base salary offers on a variety of considerations, suchas education, licensure and certifications, experience, andother business and organizational needs.”“The full salary range for the [Working Title] is [$00,000 $00,000] annually.
We base salary offers on a variety of considerations, suchas education, licensure and certifications, experience, andother business and organizational needs.”

Posting with Budget Constraints
If necessary due to budget constraints, the following statement may be
added to the Posted Position Information section of the job description
and/or position purpose:“The salary range for this position is (minimum to maximum), however it
is currently budgeted to (indicate range quartile and state the amount).”
For example:
Nonexempt“The full salary range for the [Working Title] is [$00.00 $00.00] per hour.
However, the expected pay scale for this position is[$00.00 - $00.00] or [up to $00.00] per hour.

ExemptWe base salary offers on a variety of considerations, suchas education, licensure and certifications, experience, andother business and organizational needs.”“The full salary range for the [Working Title] is [$00,000 $00,000] annually.
However, the expected pay scale for this position is[$00,000 - $00,000] or [up to $00,000] annually.

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We base salary offers on a variety of considerations, suchas education, licensure and certifications, experience, andother business and organizational needs.”d.

Posted Position Purpose
The final salary offer to a candidate should fall within the posted pay
scale or salary range. Departments must consult with CHR
Compensation and TA if they are considering making an offer above thepay scale.
CHR Talent Acquisition will monitor and track hiring transactions where
the job posting only includes the pay scale and the department ororganizational unit makes an offer to a final candidate above the pay
scale, but within the full salary range.

e.

Posting Work Authorization
Effective, May 10, 2023, CHR shared revised work authorization
language to include in recruitment postings. The language referenced
the campus’ inability to sponsor or take over sponsorship of employment
Visas for staff.
After further consultation with UCR counsel and the Compliance Office,the language was revised further and should be included in recruitment
postings:“Applicants must have current work authorization when accepting a UCR
staff position. Currently, we are unable to sponsor or take oversponsorship of an employment Visa for staff.”f.

Posting Jobs
1)
2)

Posting on the Jobs@UCR website is required for all positions,
unless an exemption or waiver of recruitment has been approved
Posting Period
Minimum posting requirements are as follows:a)Professional Support Staff (PSS) – 10 business days fromthe date posted which will begin the next business day.
b)
Management/Senior Professional (MSP) – 15 business days
from the date posted which will begin the next business day.
In the HRMS Recruitment Module, jobs are posted the same day.
The 10 or 15 business day countdown begins the day after the job
is posted.
Open until filled: is an option for both PSS and MSP positions,which allows the posting to remain open and viewable on the
Jobs@UCR website until filled.

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g.

Continuous Recruitment
When there is a regular need to fill vacancies and we do not anticipate ashortage of applicants (e.g., custodians, food service workers, cooks,etc.), the department must submit a written request for continuous
recruitment to the Director of Talent Acquisition.
The Director of Talent Acquisition may authorize a continuous
recruitment, which would allow multiple positions to be filled from asingle recruitment, which may remain open for up to ninety days. The
recruitment may be extended one time up to ninety days with theapproval of the Director of Talent Acquisition.

4.

Advertising and Recruitment Plan
A recruitment plan is used to identify the steps that will be taken to attract a
broad and diverse pool of qualified applicants and demonstrate a fair andunbiased selection process.
a.
b.

A well-documented recruitment plan is required for each position. The
plan requires approval by the organizational unit.
The recruitment plan must:
1)

2)

c.

contain good faith outreach recruitment efforts (advertisingchannels) to be used to achieve identified placement goals; thechannels might include various sources tailored to the identified
placement goals, such as paid advertisement, participation in job
fairs, certain social media and networking sites, local andnationwide professional organizations including
minority/women/veteran/IWD based and others. If there are noplacement goals identified for the job in the current Affirmative
Action Plan or by the department/Org unit in their Diversity
Management Plans, no good faith efforts are required.
outline steps that take place in the selection process (e.g.,
application review, phone screens, short list review andsubmission, search committee interviews, and finalist interviews).

Advertising
In general, recruitments are posted on UCRJobs and are automaticallyposted to the following UCR sponsored job boards and outreach partner
networks at no additional cost:• InsideHigherEd.com• HigherEdJobs.com• DiversityInHigherEducation• Southern California HigherEdJobs• CalJobs• Veteransjobexchange• JofDAV.com• Disabilityjobs.net

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•Disabledperson.com

Additionally, UCR job postings are distributed to various national
diversity exchanges as well as through various community partner
networks such as the Department of Rehabilitation.
For those positions where there is a limited supply of talent in the labormarket, specialty/niche job boards may be accessed and used via Job
Target for an associated fee. For assistance with accessing or help in
determining which paid advertisements may return the best results,
organizational units may contact their Talent Acquisition representative.
Talent Acquisition representatives can assist with sourcing candidates
upon request.
5.

Assessment of Applicationsa.

Review Applicants
All candidates who advance to the next stage of the recruitment process
are required to meet the minimum qualifications for the position.
Applications should be assessed objectively and consistently against theminimum and preferred qualifications set out in the position description.
1)

Creating the Long List
a)
b)

c)

All applicants are required to be reviewed and considered
unless consideration is to be given only to internal applicants
as stipulated for an approved internal recruitment.
At least two committee members must review all applicants
to identify those recommended for further consideration andprovide comments regarding each applicant’s qualifications
as they relate to the position. Alternatively, a TalentAcquisition representative may perform this function. A CHR
trained departmental/organizational HR representative and/or
CHR Talent Acquisition representative will review all
applicants. Alternatively, the review process can becompleted by no less than two committee members.
All elements of an application (application, resume and cover
letter – if submitted) should be reviewed to determine if
minimum requirements are met. To further evaluate
applicants, phone screens may be conducted to obtain
information such as availability, salary expectations, work
history (e.g., size and complexity of roles), reason(s) for
leaving previous roles, special position requirements (e.g.,ability to perform shift work), and other preliminary
information to assist the search committee with their review.
It is possible to screen out an applicant due to information
obtained during this initial screening and therefore phone

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screens should be properly documented and attended by atleast two search committee members. Alternatively, a TalentAcquisition representative can conduct the phone screens. A
CHR trained departmental/organizational HR representative
and/or CHR Talent Acquisition representative will review all
applicants. Alternatively, the review process can becompleted by no less than two committee members.
For additional information on applicant screening, refer to theFrequently Asked Questions (FAQ) in the appendix and thePreliminary Screening Template on the Human Resources Forms
and Documents webpage.
2)

Creating the Short List
Upon the search committee’s review of the applicants, the HR
representative and Search Committee Chair will review all searchcommittee comments as well as any phone screen notes anddevelop a Short List of those candidates who appear to best match
the posted minimum and preferred qualifications.
a)Once the short list has been determined, the Affirmative
Action Compliance Liaison (AACL) will submit the short list to
the TIX/EOAA office for approval. If the short list is deemed
to represent a sufficiently diverse applicant pool, the short list
will be approved.
Applicants may not be contacted for interviews until the shortlist has been approved. Generally, this process will becompleted within two (2) business days. TIX/EOAA will reachout to the HR representative in the org responsible for that
recruitment, and the HR representative will consult with the
Search Committee Chair, etc., as needed.

b)

If the short list is not sufficiently diverse, the TIX/EOAA officewill contact the Search Committee Chair or Chair’s Associate
to discuss how the pool might be diversified.
i.
ii.

Option 1: TIX/EOAA may recommend further review ofthe long list to evaluate if additional qualified applicants
exist in the pool.
Option 2: should the existing applicant pool not yield
any additional qualified applicants; the expressions ofinterest may be moved to the applicant pool by the
Search Committee Chair or Chair’s Associate in one ormore batches as needed to achieve a sufficiently
diverse and qualified applicant pool. All expressions ofinterest candidates moved to the applicant pool are to
be reviewed by the search committee. If a diverse
applicant pool continues to be problematic, Talent

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Acquisition staff can assist in candidate sourcing anddiversity outreach.
c)3)

Once the Short List is approved the TIX/EOAA office, theinterview process can begin. Best practices for conducting
interviews are listed in Appendix A.

Special Considerations
Special considerations are to be given to eligible applicants in thefollowing categories:a)

Recall (as applicable)
Consideration should be given to eligible employees withrecall rights within the hiring department prior to submitting a
recruitment. The organizational unit will partner with TalentAcquisition to ensure compliance.

b)Campus Special Transfer Opportunity Program (C-Stop)
i.

ii.

c)

Allows organizational units to facilitate the placement of
employees identified or confirmed for layoff into vacant
positions outside the eligible employee’s organizational
unit.
Details on the program elements may be viewed on the
HR website under Supervisor Resources – C-Stop
Program Guidelines.

Retirees
UC retirees may be rehired, in limited circumstances, subject
to the Reemployment of UC Retired Employees into Staff
Positions policy, which should be reviewed prior to any job
offer.

6.

Tests and Work Samples
The University has an obligation to ensure pre-employment tests areadministered fairly, accurately, and do not discriminate against job applicants.
a.

Only third-party validated (vendor provided) tests may be used. Skills
demonstrations, such as requiring applicants to demonstrate how to
perform a task specific to the position they are applying to, areconsidered tests, and are required to be validated. Contact TalentAcquisition to assist with identifying validated tests available throughPreValuate, the University’s contracted third-party testing vendor.

b.

The guidelines for pre-employment tests are summarized in a shorttraining course for hiring departments and HR professionals.

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Registration is available via the UC Learning Center also known as the
Learning Management System (LMS) at http://ucrlearning.ucr.edu bytyping “pre-employment” in the search field.
c.

Writing samples and presentation assessments are not considered tests.
Prior work samples (e.g., portfolios and writing samples) may berequested and reviewed, but they are not considered assessments or
tests.
When writing samples and presentations are requested, they must be
evaluated using a scoring rubric based on predetermined criteria. The
samples may only be used during finalist interviews.
To obtain a writing or presentation scoring rubric, contact your TalentAcquisition representative.

7.

Selection
For requirements and criteria regarding the selection and appointment of acandidate, refer to UCR Local Procedure 21: Selection and Appointment.

8.

Rehired Retirees
For information related to UC retired employees, refer to the policy on
Reemployment of UC Retired Employees Into Senior Management Group andStaff Positions (Regents Policy 7706) and the associated local procedures.

9.

Executive Searches
UC maintains contracts with a list of approved search firms for occasional use
for highly specialized executive and senior level positions. CHR review andcoordination is required to ensure that the campus meets its equal
employment and affirmative action obligations when a search firm is used. For
assistance with the use of search firms for MSP or PSS positions pleasecontact the Director of Talent Acquisition.

B.

Internal Recruitment Process (Currently under review)
The organizational unit must complete and submit an Internal Recruitment Request
form via DocuSign to the Director of Talent Acquisition. The following supporting
documents must be included:
a.
b.
c.

classified job description
organizational chart indicating the vacancy. Note: additional information
may be requested.
list of positions/individuals projected or estimated as potential
recruitment pool for TIX/EOAA to review.

A decision will be communicated to the organizational unit.

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C.

Internal Promotion Process (Currently under review)
The organizational unit will submit the Internal Promotion Request form (template
available in DocuSign) and the Skills Set Analysis form with organizational unit
head’s signature of approval to the Director of Talent Acquisition via DocuSign. The
following supporting documentation must be included:
a.
b.
c.
d.
e.
f.
g.

D.

classified job description
organizational charts indicating the current position and proposed
skills set analysis
document indicating successful completion of probationary period (ifapplicable)
copy of the candidate’s last performance evaluation
candidate’s current resume
any other documentation used in making this recommendation

Exemptions to Recruitment Process
The organizational unit initiates a request for approval by completing the Staff
Recruitment Exemption Request form. The organizational unit should use DocuSign
to submit the form to the Director of Talent Acquisition for review along with thefollowing supporting documentation:
a.
b.
c.
d.
e.

classified job description
current organizational unit chart indicating the vacancy
proposed organizational unit chart (include only if the current org chart
will change as a result of this exemption)
candidate resume
employment application (applicable for limited and per diem
appointments and contract positions).

Note: Upon HR review, additional information may be requested.
E.

Waiver of Recruitment Process
For all recruitment waiver requests, the designated HR professional must obtainwritten approval from their organizational/department head or dean to proceed withthe request.
Then consult with the Talent Acquisition Director before submitting the official
request.
Upon submission and approval of the Talent Acquisition Director following
consultation with TIX/EOAA, the AVC CHRO will approve or deny the request
following consultation with the Chancellor or Chancellor designee.
There are two options to consider when selecting a waiver of recruitment.
1.

Special Circumstances include but are not limited to, when:

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a.

b.

c.

Prior recruitment attempts did not result in identifying a qualified
candidate pool, and/or recruitment difficulties in attracting candidates
with the required skills, knowledge, and abilities unique to the position
have been documented.
Unanticipated business requirements warrant filling the position on an
immediate basis and the time needed to conduct a search would have anegative impact on meeting critical operational needs of the department
or would violate a formal contractual obligation of the university.
The delay resulting from conducting a competitive recruitment would
endanger health and safety.

Submit:a.
a current classified job description in the Human Resources
Management System (HRMS)b.
a current organizational unit chart indicating the vacancyc.
a proposed organizational unit chart (include only if the current
organizational chart will change as a result of the waiver)d.
a candidate resumee.
an employment application (applicable for limited and per diem
appointments and contract positions).
2.

Special Appointment Conditions used when:a.
circumstances where a new academic appointment also includes thetransfer of the academic appointee’s employee(s) from the academic’s
former institution to UCR; orb.
there are special appointment conditions, such as an organizational
entity or program is moving from another UC location to UCR withspecified current employees.
Submita.
the reason for the requestb.
what steps were taken to fill the position via a standard recruitment
process or the reason why it was not conductedc.
the necessity of the waiver – how it will impact the campus if the waiver
is not approved, how it will impact the campus if the waiver is approved.

F.

Employment Application
An employment application is required for exemptions and waivers of recruitments
for limited and per diem appointments.
a.
b.

Hiring departments are responsible for ensuring that an employment
application is completed by the candidate for limited and per diem
appointments. The employment applications are available on DocuSign.
If it is determined that the candidate has previously served in a limited
appointment, hiring departments are responsible for ensuring that theprovisions in PPSM 3 and PPSM 21 regarding maximum hours and/or
break in service are adhered to.

VIII. Roles and Responsibilities

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The AVC CHRO is the responsible officer for this local procedure and is accountable forreviewing the administration of PPSM-20 on campus.
A.

Affirmative Action Compliance Liaison (AACL)
1.

One member of the search committee will be identified to serve as the liaison.
The assignment of this role to an individual search committee member is left
to the discretion of the search committee within the following training
guidelines:
a.
b.

2.

B.

The individual has completed the training that is required for searchcommittee members.
In addition to the training identified for the search committee members,
the AACL is required to complete the Role of the AACL on the SearchCommittee training in the LMS.

Ensures all aspects of the recruitment process are fair, unbiased and incompliance with Equal Employment Opportunity laws and Affirmative Action
regulations.

Human Resources Business Partner (HRBP)Is responsible for management of and coordination of all recruitment processes atthe organizational unit level, and for creation of internal processes to comply withthese procedures, training, routing, and approval of recruitment activities.

C.

Departmental Human Resources Coordinator (DHRC)
1.
2.
3.
4.
5.
6.

D.

Works with the Human Resources Business Partner (HRBP)/Chief Financial
Administrative Officer (CFAO) to prepare job descriptions.
Initiates recruitment via the HRMS Recruitment Module.
Posts recruitment on selected job boards.
Routes recruitment to the organizational unit’s Human Resources Business
Partner for review and routing.
Finalizes the recruitment in the HRMS Recruitment Module and initiates
transactional onboarding activities.
Notifies interviewees not selected.

Talent Acquisition
1.
2.
3.
4.
5.

Posts all staff recruitments.
Assists in identifying channels for job advertisements.
Reviews all requests for internal promotion, internal recruitments, waivers, andexemptions.
Full-cycle recruitment services.
Provides ad hoc recruitment services:a.
candidate sourcingb.
application reviewsc.
phone screens

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6.
7.
E.

Title IX, Equal Opportunity and Affirmative Action Office (TIX/EOAA)
1.
2.
3.
4.

F.

Provides consultation and assistance during the recruitment process as wellas waiver, internal recruitment, and internal promotion approval process.
Provides guidance upon request to ensure all aspects of the recruitment
process are fair, unbiased and incompliance with Equal Employment
Opportunity laws and Affirmative Action regulations.
Regularly updates availability, data, as well as provides annual placement
goals, hiring benchmarks and utilization goals.
Reviews and approves interview short list.

Hiring Manager
1.
2.
3.

G.

d.
interview question developmente.
consultation and assistance during the recruitment process
Informs organizational units if proposed recruitment is subject to a recall.
Assists in identifying committee members who have completed required
trainings.

Identifies hiring need, develops the position description, recruitment plan,
organizational chart, and other recruitment related documents.
May serve as search committee chair and identifies search committee
members.
Conducts recruitment demonstrating good faith efforts.

Search Committee
Selected by the hiring manager, has completed the required training, and isassigned to each recruitment. Reviews applications, participates in the interview
process and provides feedback on candidates.
a.
To minimize the potential for personal bias applicants should be
reviewed by a search committee.
1)
2)

3)
4)

The HM identifies a minimum of three (3), but no greater thanseven (7) search committee members.
The HM should make an effort to appoint a search committee that
represents a diverse cross-section of staff. Departments that lackdiversity in their own staff should consider appointing staff outside
the department to search committees or develop other alternatives
to broaden the perspective of the committee.
A representative from CHR is required to be on CFAO and HRBP
search committees.
For positions that are frequently recruited, the mix of searchcommittee members should change frequently to minimize the riskof “group think” or collective bias. It is recommended that thecommittee members include:a)b)

At least one individual who has a strong understanding of therole and its contribution to the department.
A job specialist (technical or functional)

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c)
5)
6)

An individual who will interact closely with the position and/or
serves as a main customer.

Search committee members are obligated to disclose any conflictof interest in relation to the applicants under consideration (refer to
PPSM-82: Conflict of Interest).
The search committee chair is responsible for verifying thecompletion of training by the AACL and search committee
members. The chair may verify completion by having the AACL
and committee members supply a copy of the certification ofcompletion from the LMS or by contacting Talent Acquisition.
To ensure each member understands UC’s obligations related toequal employment and affirmative action, members are required tocomplete training prior to serving on a committee. At a minimum,
the search committee member is required to have completed oneof the learning activities listed below before serving on thecommittee:
a)
b)
c)
d)
e)
f)

Equal Opportunity and Affirmative Action Essentials
Recruitment Advertising and Affirmative Action webinar
MEI: Diversify and Train the Search Committee
Applicant Pool Statistics and Creating Diverse Applicant
Pools
UC Managing Implicit Bias in the Hiring Process
Equal Employment, Affirmative Action, and the Academic
Hiring Process

Faculty are considered to have completed search committee
training for staff recruitments if they have completed the “Equal
Employment, Affirmative Action and the Academic Hiring Process”
training.
b.

A member of the committee will be appointed as the Affirmative Action
Compliance Liaison (AACL) who is responsible for ensuring the selection
process is fair and unbiased.

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Revision History
This local procedure has been updated to add definitions for clarity and understanding, add
substantial content to align procedure with systemwide and UCR practices, and clarify UCR
responsibilities and roles.

Procedure change, effective as of June 1, 2020:•

For increased efficiency of departments and organizational units to authorize andapprove limited appointments a revision to language noted below (previously in section
IV.C.3.a) was revised:“The organizational unit will be authorized to approve limited appointments for durationsof less than three months or less than 500 hours in any 12 consecutive months. It willbe the responsibility of the organizational unit to ensure compliance and communication
to departments and appointees regarding these parameters.

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Appendix A
Appendix A – Conducting Interviews

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Appendix B

Appendix B – Frequently Asked Questions (FAQ) and the Preliminary Screening Template
This appendix is currently under review and will be revised during the second phase release of
local procedure 20. If any information in Appendix B conflicts with the local procedure, pleasecontact the Director of Talent Acquisition for additional guidance.

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Appendix C
Example of Position Information
Job Number
29591496

Full/Part Time
Full Time

Schedule
8:00 am – 5:00 pm

Salary$61,800 - $110,000

UCR Central Human Resources (CHR) focuses on a framework and sustainable model thatenables service enhancement, staff success and organizational agility. The ETHOS of CHR
ensures five points: E – Employee Success, Well-being & Retention, T – Technology
Enhancements, H – Human Capital Investment & Succession Planning, O – Operational
Agility and Business Continuity, and S – Service, Stability, & Sustainability.
UCR CHR is comprised of the following teams, Employee and Organizational Development,
Talent Acquisition and Diversity Outreach, Employee and Labor Relations, Benefits, Health &Wellness, Total Compensation, and HR Policy & Strategic Initiatives. An incumbent in the
project policy analyst role will report to CHR and contribute as a member of the HR Policy &Strategic Initiatives team. In alignment to the framework and sustainable model the analyst will
integrate the CHR ETHOS into assignments and projects daily.
At UCR CHR, a project policy analyst is responsible for examining the efficacy of existing
policies and laying out the groundwork for reviewing, amending, and proposing local policies
and procedures. Laying the groundwork for new projects and programs which include
gathering and analyzing data to produce insights to meet CHRs objectives and goals,
contribute to change management efforts, assist with business process development, andother duties within the position description.

“The full salary range for the Project Policy Analyst is [$00,000 - $00,000] annually.
However, the expected pay scale for this position is $00,000 - $00,000 annually.
We base salary offers on a variety of considerations, such as education, licensure
and certifications, experience, and other business and organizational needs.”
Applicants must have current work authorization when accepting a UCR staff position.
Currently, we are unable to sponsor or take over sponsorship of an employment Visa for staff.
As a condition of employment, you will be required to comply with the University of California
SARS-CoV-2 (COVID-19) Vaccination Program Policy. All Covered Individuals under thepolicy must provide proof of Full Vaccination or, if applicable, submit a request for Exception(based on Medical Exemption, Disability, and/or Religious Objection) or Deferral (based on
pregnancy) no later than the applicable deadline. For new University of California employees,
the applicable deadline is ten weeks after their first date of employment.

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Appendix D

Competitive Open
Recruitments(primary & mostprevalent method)•Seeking broad and diverse pool of qualified applicants•Seeking skill set not broadly available on campus•Vacancy exists

Competitive Internal
Recruitments•Pool of well-qualified internal candidates•Critical institutional knowledge needed•Lack of talent in external market•Vacancy exists

Internal Promotions•Business need for higher level work that is currently NOT
being met
•Career employee demonstrates readiness AND is the mostqualified among employees in org unit
•Classification Series recruitment previously conducted andfilled at the lower level and candidate now demonstrates
readiness•Vacancy exists

Reclassification(least frequent)•Organic evolution of duties•Doesn't circumvent goal of competitive recruitment•Focused on position, not employee•Position will not be backfilled

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Appendix E
California Pay Transparency and Applicant Salary Inquiry Restrictions
UC Staff Employee Position FAQs
Document

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