Hiring Manager Guide
Complete Guidelines & Best Practices for Hiring Faculty & Staff
Tarleton State University hiring rules and procedures, guiding departmental hiring managers through pre-hiring, hiring, and post-hiring processes. Hiring managers should review this information early to ensure compliance with Federal and State laws, Texas A&M University System policies, and university regulations. These guidelines also support timely onboarding of new employees. The following sections outlines key steps and required documentation for all budgeted faculty and staff positions.
Planning/Posting a Vacancy
Developing the Job Description
All recruitment begins with reviewing or creating a job description and obtaining approval to post a vacancy. Each position should have an up-to-date description that accurately reflects current duties and organizational needs. Before beginning a search, hiring managers should review and revise job descriptions as needed, securing approval for any changes before sharing them with the chair and committee members. Faculty and staff job descriptions are maintained in Workday, the University’s HRIS.
The job description is central to the hiring process, guiding job postings, interviews, candidate communication, and employee expectations. A vacancy also provides an opportunity to reassess the role by evaluating job changes, turnover causes, and new initiatives. Descriptions should align with University or departmental strategic goals and clearly outline duties, qualifications, and expectations. Significant revisions may affect the position title, salary, or minimum qualifications, with title changes requiring evaluation and approval from the Compensation and Recruitment Office.
Read more about Best Practices for Successful Job Descriptions.
Customizing Qualification Requirements for Staff Positions
All job postings must include minimum education, experience, knowledge, skills, and abilities used to evaluate candidates. Standard qualifications are outlined in the Texas A&M System pay plan and job descriptions but may require customization to better fit departmental needs, particularly for specialized roles such as technology positions. Custom requirements are permitted as long as degree and experience minimums remain unchanged.
Effective customized qualifications should reflect the specific skills needed for success in the role. Departments can strengthen requirements by first identifying the key competencies and knowledge areas they seek during candidate interviews, ensuring the posting aligns with the position’s actual needs.
Customizing Qualification Requirements for Faculty Positions
All job postings must include minimum education, experience, knowledge, skills, and abilities used to evaluate candidates. Standard qualifications are outlined in the Texas A&M System pay plan and job descriptions, but these often require customization, especially for faculty roles. Faculty positions must still align with University and Southern Association of Colleges and Schools Commission on Colleges (SACS) standards, while departments specify discipline- and degree-related requirements relevant to the role.
For faculty positions, departments may tailor qualifications by identifying specialized academic credentials, coursework, and skills needed for success without altering the broader SACS requirements. Customized requirements should clearly reflect departmental needs, such as subject expertise, research experience, collaboration, communication skills, and evidence of scholarly activity.
Education Qualification Requirements for Faculty Postings
In addition to standard faculty qualification requirements, exceptions to degree requirements for Assistant Professor positions must follow guidance from the Provost’s Office. Tenure-track Assistant Professor postings generally require a doctorate, with ABD (all but dissertation) candidates allowed as an option unless Academic Affairs approves an alternative qualification. If a qualified candidate is not identified, departments may either continue the search or repost the position under a different title, such as Instructor or another approved non-tenure track designation. Candidates with a master’s degree may be hired as Assistant Professors only if the degree is considered terminal in the discipline; otherwise, they must be hired as Instructors until eligible for promotion. Professional track appointments also offer long-term, non-tenure options focused on teaching or research under System policy 12.07. When accepting ABD candidates, postings should clearly state that all degree requirements, including dissertation, defense, and examinations, must be completed either by a specified date or before appointment.
Rank Adjustment Language for Faculty Postings
Departments seeking faculty candidates with qualifications above entry level may post positions at a lower rank while noting eligibility for a higher rank based on experience and credentials. In these cases, postings should list the lowest rank and clearly outline the requirements for appointment at the higher rank, such as advancement from Instructor to Assistant Professor or Assistant to Associate Professor.
Job postings should include language explaining higher-rank eligibility, such as demonstrated teaching excellence, scholarly or creative achievement, professional service, and possession of the required terminal degree or approved credentials under Southern Association of Colleges and Schools standards. Additional expectations, such as administrative potential or years of successful teaching and service, may also be specified depending on rank level.
Developing a Recruitment Plan
Developing a recruitment plan is critical for a successful search. Developing a large, qualified and comprehensive pool of candidates from the best practice efforts that a department or hiring manager makes will define the recruitment plan as a success. There are three basic components in implementing an effective recruitment plan:
- Making good advertising choices
- Putting solid efforts toward diversifying the candidate pool.
Developing and Utilizing Search Committees
Every hiring manager should review the documented standard administrative procedure for development of search committees. In addition to this straightforward language are some best practices applied to the search committee functions. Search Committees play a large role in ensuring that the recruitment and hiring process will be compliant while bringing a wide spectrum of backgrounds to better identify the most qualified person for the position.
Learn more about Best Practices in Developing and Utilizing Search Committees.
Posting a Vacancy
When filling positions through an internal, external, or combined search, hiring managers must use Workday to create, update, reclassify, and route job requisitions for approval and posting on the University employment site. This process ensures proper authorization in compliance with University policy. Before reposting an existing role, departments should review and update position details to ensure job duties reflect current needs.
To comply with all applicable state laws, System and University policies, regulations and rules, departments and hiring managers need to be aware of the following specifically regarding the posting of position:
- All searches need to be authorized by a divisional Vice President or Provost.
- All tenure track, non-tenure track, visiting and adjunct faculty positions require a search.
- All staff positions require a search unless being filled by an existing budgeted Tarleton employee (further defined as an employee who has previously gone through the competitive application/hiring process for their original or current position–this does not include the Adjunct or Visiting Instructor selection process). These posting waivers are only possible if certain criteria are met (See Posting Waivers)
- Campus-wide, college-wide, or department-wide postings are an option when approved by a divisional Vice President or Provost
- All postings are required to be available to candidates for purposes of the application process for a minimum of 5 working days
Posting a Position with the Texas Workforce Commission
Every state job in Texas must be posted with the Texas Workforce Commission (TWC) as required by Texas Statute; Government Code; Title 6 Public Officers and Employees; Chapter 656 Job Notices and Training ; Section 656.024 Public Notice of Job Vacancies. System regulation indicates all staff and faculty positions must be posted with the TWC for a minimum of 5 working days before an offer of employment to an external candidate can be made. As soon as the department has created the job requirements for the position, the authorization to recruit must be sent through Workday as a request to fill or refill a position. All approved job posting information will be submitted by Workday to TWC to fulfill the state requirement.
Bulk Searches for Temporary Non-Tenure Track Faculty Positions
To address urgent, temporary non-tenure track faculty hiring needs, the University uses a bulk search process for positions such as Temporary Instructor and Visiting Assistant Professor. This process ensures compliance with the Texas Workforce Commission by maintaining a single posting on both the TWC and University employment sites while allowing departments to fill short-term roles without conducting lengthy searches. Human Resources supports departments by reviewing candidates, managing applications, and processing offers on an ongoing basis.
Departments must still follow standard faculty hiring guidelines, including openly soliciting applications while allowing targeted outreach when appropriate. All hires require documented approval and justification demonstrating the selected candidate’s qualifications relative to the applicant pool. Departments may consider factors such as teaching effectiveness, familiarity with the University, and alignment with departmental goals, provided selection criteria are applied consistently across similar hires.
Bulk Searches for Adjunct Faculty Positions
To support urgent, temporary adjunct faculty hiring, the University uses a bulk search process that complies with Texas Workforce Commission requirements through a single posting on the TWC site, with departments also posting adjunct vacancies by discipline or department on the University employment site. This process allows departments to efficiently recruit adjunct faculty while maintaining compliance and broad applicant access.
Departments must follow standard faculty hiring and evaluation guidelines, including openly soliciting applications even when targeted outreach is used. Hiring decisions must include documented justification showing the selected candidate’s qualifications compared to others in the pool. Departments may consider factors such as teaching effectiveness, familiarity with the University, and alignment with departmental goals, provided criteria are applied consistently across similar hires.
Posting Waivers
Because Texas law requires all regular and temporary positions to be posted with the Texas Workforce Commission, search waivers for staff and faculty positions should be rare exceptions granted only under compelling circumstances. Departments requesting a waiver must provide documented business justification for not conducting a search, with approval required from the divisional Vice President or Provost and compliance review through Employee Services.
Appropriate waiver reasons include urgent or unexpected faculty departures, immediate instructional needs, internal promotions or transfers of qualified budgeted employees, recruitment of highly distinguished scholars, and partner placement hires. Waiver requests outside these approved reasons must be denied. Internal promotions or transfers without posting must also comply with applicable Texas A&M System and University policies governing employee movement and compensation.
In these circumstances System Regulation 33.99.04, Promotion, Transfer and Voluntary Moves and University SAP 31.01.01.T1.01 Compensation Administration (internal promotion or transfer) must be specifically followed.
The Advertising Process
The hiring manager should thoroughly review Developing a Recruitment Plan before becoming familiar with and performing the advertising process. The process for placing ads for recruitment purposes is informed by the University’s responsibilities towards compliant hiring practices. There are several things the hiring manager or department will need to do and document alongside placing ads for vacant positions.
When Human Resources posts a position, the posting automatically becomes part of Tarleton’s application portal. By state regulation, the posting is placed with the Texas Workforce Commission. And, additionally the posting will also be placed with the Texas A&M University System wide Job Search site and The National Labor Exchange.
All other advertising beyond the sites mentioned above will follow a department initiated specified process for development, approval, purchase and placement.
Anatomy of an External Advertisement
To help with the external advertising essentials, the following visually indicates, the key information that should or must be included.
Posting Vacancy Announcements on Social Media
- Use only Tarleton-approved social media outlets to announce vacancies.
- Communicate posting details consistently and include the job’s unique URL quick link.
- Ensure qualifications cited in external ads match those listed at Jobs at Tarleton.
- Limit subsequent communications to position details and job qualifications; refer interested individuals to the online application site and await their application before discussing credentials.
- Direct ongoing correspondence with candidates to Tarleton email accounts for professional tone and records management; incidental single-response messages are excluded.
- Do not use personal information about candidates discovered through social media in selection decisions. If such information is relevant, contact Human Resources for guidance.
- Apply these same practices when posting vacancies to external organization sites.
Managing Job Posting/Analyzing Applications to Identify Finalist
Dear Candidate
There are times when a hiring manager, departmental representative or search committee chair may need to communicate with a candidate or group of candidates about the hiring process. It is always good practice to keep the candidates involved in the process and informed about the timeline for decision making. The hiring manager or departmental representative can use a number of ways to stay in touch with candidates. Every application includes the candidate’s email and address information. Be sure to document all correspondence with candidates whether by email, mail, or phone conversation.
Here are best practices for communicating with candidates. Further information is provided regarding automated messaging to candidates from Workday when their status has changed within Changing Candidate Statuses.
Best Practices for Communicating with Candidates
Un-posting the Job Posting
When the department is ready to discontinue accepting applications for the vacancy and remove the posting from the Web (and at least 5 working days have passed due to Texas Workforce Commission (TWC) compliance), the hiring manager will need to send email instruction to Human Resources to un-post the position. Human Resources will remove the posting from the Jobs at Tarleton website. The hiring manager has the option of placing the vacancy back on the Web at any future time to resume collecting applications until such time it is unposted again and a candidate is hired.
The following best practices should be followed when determining the appropriate time to discontinue accepting applications. Un-Posting the Job Posting
Un-posting vs. Closing a Job Posting
There may be times when, after a sufficient recruitment effort has been made, a hiring manager determines that the candidate pool is not sufficiently qualified or comprehensive. Once this is determined, the hiring manager should consult with Human Resources regarding how to proceed. Best practice efforts above will be applied first. It may be determined that further recruitment efforts need to be exhausted, or it may be determined that the position and posting need to be reevaluated.
Under circumstances where the position and posting need to be reevaluated, the posting will be removed from the Web, and the hiring manager will change all candidate statuses accordingly before Human Resources closes (cancels) the posting effort.
Evaluating Candidates and the Scoring Matrix
The primary objective in every search process is to select the candidate who best meets the established position criteria. Thorough evaluation of application materials and consistent scoring of each candidate are essential for identifying top candidates while ensuring fair and non-discriminatory practices. The candidate with the highest overall score is selected for hire. The Texas Workforce Commission (TWC), which oversees compliant hiring practices and employment discrimination in state agencies, conducts periodic audits of recruitment efforts and investigates discrimination complaints through its Civil Rights Division, in cooperation with the EEOC. During the evaluation and selection phase, it is critical for the University to document all decision-making and justification for hire. Utilizing a structured candidate matrix with a quantitative scoring mechanism allows hiring managers, interview panels, and search committees to objectively evaluate each applicant’s knowledge, skills, and abilities relative to the job requirements. Every application must be reviewed and scored; applicants who do not meet required qualifications are excluded from further consideration and do not require additional scoring. This process must not be bypassed or abbreviated, even if a standout candidate is identified or if recruitment efforts are unsuccessful. All qualified applicants should be scored consistently and included in the final hiring matrix.
Evaluating the Application Materials
Concentrate on the most important points in the candidate’s resume and application. Diverting attention to too many insignificant details draws focus away from key areas.
Identify possible falsifications/exaggerations on applications, resumes and supporting documentation. Look for conflicting details or overlapping dates. Look for gaps in dates. Make notes to ask candidates about the discrepancies if they are granted an interview.
Carefully note the order of the material given on the resume. What is given up-front is generally what the candidate wishes to emphasize. But what’s hidden below may be more revealing.
Note spelling and grammatical mistakes and determine if the position requires this level of attention to detail. It may or may not be a critical skill set for the position’s duties.
Utilizing the Scoring Matrix
A standard matrix, Scoring Matrix, is a tool used to assist in the identification and objective scoring of applicants to determine the most qualified candidates to interview and hire. It is available to all departments, hiring managers, and search committee chair and members. Whereas any matrix can be used (it must include a scoring attribute with scoring explanation), it is highly preferable to utilize the one developed by Human Resources. This will ensure the completed matrix meets the following compliance points: Scoring Matrix
Military Employment Preference
Please refer to Hiring Preferences for specific instruction regarding state regulation and the hiring process for candidates with veteran’s employment preference.
Texas state regulation–Texas Statutes; Government Code; Title 6 Public Officers and Employees; Chapter 657 Veteran’s Employment Preferences, will inform the hiring manager of preferences required to be given during the interview process under circumstances as outlined in the following document.
What does veteran’s employment preference mean in the Tarleton State University recruitment and hiring process?
In accordance with state law, Tarleton State University promotes the hiring of veterans and applies military employment preference to eligible veterans, spouses of veterans and active-duty military members, and orphaned children. The preference is applied to identify the top candidate when two or more candidates are equally qualified for the posted vacancy. When two candidates are equally qualifies, and one candidate qualifies for military preference, then the individual with military preference is given an employment preference.
Hiring a Veteran
In addition to being compliant with Texas regulation on veteran’s employment preferences there are many ways to ensure the University’s commitment to hiring veterans becomes a significant part of the recruitment process. Included here is a compilation of resources to assist in understanding federal and state regulation and best practices in considering and hiring a protected veteran or veteran who qualifies for Texas state employment preference.
Learn more about understanding the Affirmative Action program as it relates to protected veterans
Preparing for the Interview
Interviewing and selecting the right candidate is a critical responsibility for hiring managers, search committee chairs, and committee members to support the University’s objectives. Relying on intuition during the interview process can produce unreliable results, lead to poor hiring decisions, and potentially create grounds for legal challenges related to discrimination. Instead, a structured interview process should be followed to gather objective, job-related evidence of a candidate’s ability to perform. Committees should thoroughly review job requirements, develop job-related interview questions, and seek relevant work examples. Resources such as an interview sheet, preparation checklist, and guidelines on interview topics are available in the Interview Questions Workbook. While all candidates must be asked the same set of core questions, committee members may ask clarifying or follow-up questions as needed to address specific work experience or education. If utilizing panel interviews, the same team should participate in each session to ensure consistency and fairness in evaluating candidates, and the panel should include a comprehensive group of individuals.
General Interview Checklist
A successful interview should contain the following items: General Interview Checklist
Reference Checks
A successful and compliant hiring process will include a successful and compliant reference check. Reference checking is one of the most valuable hiring process tools for gathering information on a candidate’s past performance and past performance is one of the strongest indicators of future performance. An investment in checking references can reduce costs and increase productivity by helping to ensure successful hires and screening. Reference checking should be conducted in compliance with all federal and state laws and regulations including the Americans with Disabilities Act (ADA), Title VII of the Civil Rights Act, and Fair Credit Reporting Act. Avoid questions regarding marital status, religion, age, race, health-related issues, child care, transportation, and any other non-job related questions.
Telephone Checks
Final Hiring Decision
When making the final hiring decision, the hiring manager (supervisor to the position), search committee chair and/or committee members should use the weighted job-related criteria. Gathering, integrating and evaluating interview information includes identifying candidates’ specific knowledge, skills, and abilities, and judging them in the context of the job requirements. Interview evaluations, in conjunction with other information gathered during the selection process (e.g., reference checks, application responses, resume, and correspondence), should form the basis for the final hiring decision and quantified through a scoring matrix. The committee should recommend the individual that best meets the identified job criteria as reflected by the highest score. Search committee members should be sure to note whether any hiring preferences are applicable to the final candidates, such as the veteran’s preference or former foster child preference as indicated on the employment application. The hiring manager is ultimately responsible for making the final hiring recommendation and/or decision.
Considering and Hiring Under Qualified Candidate
If a hiring manager or committee chair has a specific need to consider candidates who do not meet the position’s minimum qualifications, Human Resources needs to be contacted for further evaluation and to provide instruction. It is only under limited and rare circumstances where this will occur. A specific process of detailed documentation will be followed as instructed before an offer of employment can be made.
Initiate Hiring Process
Approval to Hire
Each department may be provided additional guidance from its divisional Vice President or Provost regarding the specific procedure or steps for seeking approval to make an offer and/or hire a selected candidate. Each department should seek out this guidance before making an offer to a selected candidate.
It is important to note that all salary requests and approvals are subject to review by Human Resources. By procedure (SAP No. 33.99.01.T1 Hiring Faculty and Non-Faculty). Additionally, before approval to hire is sought and offer extended, the Department Head must ensure that all wage commitments are consistent with University SAP 31.01.01.T1.01 Compensation Administration which includes a salary review for fairness by the Office of Human Resources to meet the University’s commitment to its Affirmative Action Plan.
Academic Affairs Division-Instructions for Hiring Approval
Hiring process for full-time faculty and staff (not all levels of staff will require the appointment letter, but will require the memo for approval to hire)
Request to hire is drafted by way of memo through the College Dean to the Provost’s office.
Approval or declined request to hire will be returned to department (Scanned copy will be sent to the Department Head, Dean, Human Resources and Payroll)
- Department will transition the candidate to the Offer stage in Workday as soon as the candidate has accepted a verbal offer.
- Department issues a written Letter of Offer (see guideline Making an Offer)
- Prospective employee will return official signed Letter of Offer to the Academic Affairs Office
- The Academic Affairs Office will mail the prospective employee the “Official Letter of Appointment”
- Department completes any additional required and appropriate hiring tasks in Workday and through Human Resources (as requested).
Making an Offer and Employment Contingencies
All appropriate approvals to hire must be secured before an offer can be extended. It is important to note that all salary requests and approvals are subject to review by Human Resources. By procedure (SAP No. 33.99.01.T1 Hiring Faculty and Non-Faculty): Additionally, before approval to hire is sought and offer extended, the Department Head must ensure that all wage commitments are consistent with University SAP 31.01.01.T1.01 Compensation Administration which includes a salary review for fairness by the office of Human Resources to meet the University’s commitment to its Affirmative Action Plan.
Texas A&M University System regulation and Tarleton State University rules require all offers of employment to be contingent or conditioned upon a number of factors including, but not limited to verification of education and degree, verification of licenses, verification of relevant job-related credentials, satisfactory background check, employment eligibility, and/or verification of compliance with federal selective service law. Because these contingencies and conditions may not be officially vetted at the verbal and written offer stages, certain elements must be present with every offer of employment.
After a hiring manager makes a verbal offer to a prospective employee, it will be followed up with a written offer letter and movement of the candidate to the Offer stage in Workday (Workday can generate and deliver an offer letter to the candidate if the department chooses). Not only does a written letter ensure compliance with current policies, it will prove clarity in the communication and protect the institution from any potential exposure to liability.
The Academic Affairs Office maintains the most up to date offer letter template for faculty positions. All contingency and disclosure paragraphs must be included in every offer letter as indicated here.Contingency Language
This offer is contingent upon your ability to provide employment eligibility documentation to work in the United States as required by federal law. In addition, this offer is also contingent upon the successful completion of the degree-verification, criminal background-check processes, and your compliance with the Selective Service law if applicable to you.Disclosure Language
This offer and/or appointment, and your acceptance of same, does not create an employment contract for a definite term. Rather, your employment remains terminable “at will” in accordance with System Regulation 32.02 which states that all non-faculty employees may be dismissed from employment with or without cause. Furthermore, your employment is subject to all the rules and regulations of Tarleton State University and the Texas A&M University System as found on the policy page.
What Not to Include in the Offer Letter:
In addition to the above contingencies, offer letters should not make promises that may turn into an issue for the employing department at a future time. For example:
Permanent residence sponsorship (it is not an entitlement and needs to be justified; System Regulation 33.99.09)
Promotions or reclassifications (depend on performance which can only be judged upon past performance and consequently cannot be promised before)
Foreign National Hiring
If the hiring manager, search committee chair or committee members receive further work status information from the candidate to determine the selected candidate is a foreign national, then in accordance with Texas A&M University System Regulation 33.99.09 Employment of Foreign Nationals the hiring manager will need to submit a memo through departmental channels to the divisional VP or Provost’s office requesting authorization to make a firm offer of employment and sponsor for the appropriate type of visa.
Most often faculty positions are sponsored for an H1-B visa; however, International Faculty & Scholar Services (IFSS) at the Texas A&M University makes the final recommendation on the most appropriate visa. There is a cost for a visa sponsorship.
Typically, the hiring manager can make a verbal, contingent offer of employment, indicating the offer is pending background checks, and approval from the Provost in writing to hire a foreign national. The hiring manager should then additionally consult with Human Resources on aspects of the foreign national hire process including the coordination of the start date, verbiage required for the offer letter and other processing details.
Employment and Benefits Orientation / Start Dates
The University has two structured start dates each month, the first and third Monday, for new budgeted staff hires. The mandatory Employment and Benefits Orientation on the new employee’s first day allows for a more streamlined and efficient hiring process, equips the new employee quickly with their immediate needs, and performs the necessary compliance for employment verification.
Budgeted faculty start dates will continue to coincide with the academic calendar (i.e. September 1, January 16 etc.) however, the department will need to ensure the faculty member is registered for and attends an Employment and Benefits Orientation session before the official academic start date.
Existing budgeted employees who apply for and are hired into a new position are not required to follow the structured start date. However, some employees may experience benefits impacts from their change in jobs and should be aware and attend to any needs that arise.
Included here is a sampling of some of the services that will be provided to the new employees at the Employment and Benefits Orientation. Other services are continually added as identified.
- Benefits and Retirement information and enrollment
- Payroll information
- Single Sign On credentials
- Temporary parking permits issued
- Escort to the Texas ID Card office
Details regarding where and when the Employment and Benefits Orientation sessions are scheduled can be found on the University Calendar. If there are any questions, please contact Human Resources.
Changing Candidate Statuses
Once candidates are fully vetted and scored their status can be changed in the candidate tracking system, Workday. This status change function is only available to those departmental individuals assigned as “Manager” or Recruitment Coordinator (typically a hiring manager or department head and administrative assistants). Most search committee chairs will not have access to status changes in the candidate tracking system. This allows a tight control over a very important documented process as candidate status documentation is highly scrutinized by the Texas Workforce Commission.
Workday Help (requiring SSO logon) will direct the Manager or Recruitment Coordinator to the details regarding candidate status changes.
Finding the right person for the position is the goal of every search and when an ideal finalist is selected, Human Resources recommends that hiring managers and/or their recruiting coordinators disposition remaining finalists when the new employee is in attendance at orientation. Should the selected finalist withdraw post offer, hiring managers may still have a pool of viable finalists to select from. If the selected finalist rescinds acceptance and all other viable finalist have been declined, hiring managers may have to restart the Post, Search, and Hire process.
When changing a candidate’s status to a final disposition (candidate no longer being considered), Workday will send the candidate an automated message. Best practice is to have a personal message go out to any candidate that had been brought on campus or initially interviewed by phone this can be email or regular mail before the status is changed and the automated message is delivered. Human Resources can assist the hiring manager with an appropriate message.
Hiring managers should perform application status changes without delay; specially when identifying applicants that do not meet the position minimum requirements. Hiring managers should ensure each applicant is moved forward to the correct stage of the candidate pipeline. For example; applicants selected for interview should be moved forward to the interview step. Each step of the pipeline affords additional disposition reasons that most accurately reflect a reason for declination.
It is critical that hiring managers accurately disposition candidates. Candidates are notified at declination via Workday notification and are provided the disposition reason. Dispositioning candidates properly in workday provides consistency of hiring practices and clarity for the applicants. An example of what no to do: dispositioning all applicants at the Initial Review step and selecting “Does not meet minimum job qualifications.” Those who are minimally qualified will be left with questions and are more likely to reach out for feedback. When in doubt, contact Human Resources for guidance.
Key takeaway 1: change finalists not recommended for hire quickly after the finalist has attended new employee orientation.
Key takeaway 2: disposition timely and accurately.
It is not acceptable for hiring managers to do nothing with candidates not dispensed from the pool. Human Resources routinely monitors candidate statuses and will notify any hiring manager of this delinquency.
Criminal Background Check
The Texas A&M University System Regulation 33.99.14 Criminal History Record Information–Employees and Candidates specifically outlines the system’s commitment to protecting the safety and welfare of employees and the general public, preserving state property and upholding the reputation and integrity of the system for the citizens of Texas. To achieve these goals, members of the system may obtain, at any time, criminal history record information on any candidate for employment or any current employee. Criminal history record information may be used to make employment decisions affecting the candidate or employee as provided by this regulation.
Additionally, the University follows its established rule and procedure, Tarleton State University Rule 33.99.14.T1 Criminal History Record Information, on how the background check process is followed. In all instances of a background check performed on a candidate recommended for hire, Human Resources will secure the required authorization from the candidate first. No background check will be initiated until the hiring manager submits the candidate to the Offer stage, the offer is made, and the candidate accepts.
Degree Verification
The University is responsible for verifying and documenting that the educational qualifications of recommended candidates for faculty and staff positions are appropriate for the posted requirements of the position. Once a hiring proposal is submitted with a candidate recommended for hire, Human Resources will collect degree information (via the application process and authorization form) and perform verification through the National Student Clearinghouse.
Each degree is additionally verified through the required delivery of the official transcript by every staff and faculty new employee. The Academic Affairs Office is responsible for obtaining and retaining all official transcripts for members of faculty. The office of Human Resources is responsible for obtaining and retaining all official transcripts for members of staff.
Verification of Foreign Degrees
Degrees granted by institutions of higher education located outside the United States need to be verified by Human Resources. Verification under these circumstances may result in a lengthy wait. Human Resources may conditionally approve the hire while waiting for the requested verification. Departments and/ or candidates should submit documentation as a placeholder of the verification. For example:
- Copy of the foreign degree (diploma)
- Copy of any documentation pertaining to the granting of the degree (ie. marks sheet)
- Correspondence from the institution
- Verification from a previous employer that the degree was verified
Appointment Letters
For faculty and executive administrative positions, an appointment letter will be required. Only after verbal offer, approval to hire from required authority, and countersigned written offer will an appointment letter be drafted and delivered to the candidate recommended for hire. Appointment letters are initiated for faculty, faculty administrators, Academic Affairs administrators and executive level administrative staff. Appointment letters typically should only come from the President, Provost, or divisional Vice President pending on the position type.
Typically, all contingency requirements such as degree verification and background check will have been completed before the appointment letter is sent. Under some circumstances, where there may be necessary delays in the process, contingency language should still be used in the appointment letter.Contingency Language
Appointments and employment are subject to all policies, rules and regulations of Tarleton State University and the Texas A&M University System as found on the policy page . Your employment is contingent upon a satisfactory criminal background check completed through Tarleton’s office of Human Resources, as well as your ability to provide employment eligibility documentation as required by federal law.
Please contact Human Resources for more details regarding the components of an appointment letter and whether the hiring department or office is required or authorized to send one.
Record Keeping and File Retention
All records maintained throughout the hiring process and retained for a prescribed period of time are informed by federal and state laws and Texas A&M University System and Tarleton State University policies, regulations and rules. As indicated throughout the Complete Guidelines and Best Practices for Hiring Faculty and Non-Faculty information collected to inform the decision making process regarding each hire is essential to meeting compliance standards.