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Staff Recruiting Changes

Improve university-wide recruitment services.

We will implement these changes in three phases.

Phase one, starting, July 24, 2017, Staffing Services will refer recruitment requests for regular positions to external vendors. The fees to work with these vendors will be absorbed by Staffing Services for a period of approximately six months.

Phase two, starting on July 24, 2017, recruiters will build pipelines to fill high volume (Administrative Associate 2) jobs.

Phase three, starting August 1, 2017, Staffing Services will begin transitioning support to the hard to fill jobs service model.

Submit your on-line Staffing Services Request.  A member of our recruitment staff will follow up with you regarding your request. 

You can always consult with one of our recruitment program managers.

If you have a posted requisition and your candidate pool is not what you expected, please send an email to and one of our staff will assist you.


Our recruitment fees ensure we find the highest-quality candidates with the right skills for the job. At a fraction of the cost that external recruitment services charge, our fees provide you unmatched in-house expertise to ensure your next hire will be successful at Stanford.

The StanfordTemps fees are focused on unique sourcing efforts to find quality temporary labor as well as fulfilling the multitude of administrative tasks needed to hire, onboard and terminate temporary employees. Additionally, screening for administrative roles also includes an MS Office skills assessment to ensure quality.

The StanfordTemps team will complete most of the hiring process. Your team will only need to sponsor the StanfordTemp’s SUNet ID and approve his/her timecard regularly. Depending on the role, you may also need to grant him/her authority to certain systems in your department through Authority Manager. 

There are many things our team takes into consideration when we receive these requests. For example, we have to factor in the time a StanfordTemp has already spent working at Stanford in the calendar year (per the Admin Guide, temporary employees cannot work more than 980 hours in a calendar year). Also, most qualified temporary employees who perform well are hired into a continuing role and are no longer available for placement.

Since the majority of requests we receive seek people with Stanford financial experience, we’ve created a two-day training program to bridge the gap between the hiring manager’s needs and the limited number of candidates with Stanford experience. For this training, we select and hire a few external candidates per month and invite them to our training program in order to reduce the learning curve when they begin a temporary assignment. Given our limited resources, not all StanfordTemps will have gone through this training. To learn more, please contact

Before submitting a temporary request, you must confirm that you have budget and HR approval to hire a temporary employee.

General Recruiting Topics


Starting July 24, 2017, as soon as our office is notified of a recruitment need, a member of our recruitment staff will follow up with you and refer your request to an external recruitment vendor.

While our focus is on administrative roles, we have successfully recruited many unique roles throughout campus and would be happy to work with you to see if and how we can help or provide a solution to meet your recruitment needs.

Once your request is referred to a vendor, their recruiter will contact you:

  • The recruiter will perform an intake session with you. This session will allow the recruiter to understand the department’s unique culture and other nuances behind the position that could make one candidate more successful than the other.
  • The recruiter will also get your input on the best way to communicate with you.
  • You will review the applicant resumes submitted for the open position in the Applicant Tracking System (ATS) to identify the top 6-8 candidates for the recruiter to screen.
  • The recruiter will then screen the identified candidates.
  • The recruiter will follow your preferences to pass along screening information for each candidate, as well as get your feedback.
  • Once the screening of the identified candidates is complete, you and/or team will coordinate candidate interviews.

Starting July 24, 2017, you will review the applicant resumes submitted to your open position in the ATS and identify the top candidates for screening. You will then forward candidate resumes and contact information of the identified candidates to the recruiter assisting you with candidate screening.

The time-to-fill any given position can be impacted by a number of variables: the uniqueness of the role, the specificity of qualifications, the budget provided, etc.  Even vacations and the already busy schedules for interviewers have been known to slow down the process!

During our intake session, we will work to address these areas up front, so that there are no surprising delays to your recruitment effort.

We find talent in a variety of ways:

  • "Ready Pool" or candidate pipelines (Quality talent we have recently screened)
  • Employee referrals
  • Researched resumes from current and past searches in our Applicant Recruiting & Tracking System
  • Lay-off candidate lists
  • Sourcing in industry websites, such as LinkedIn and Facebook
  • Resumes from,,
  • Organization charts

If a job is posted on the Stanford Careers site (, it will automatically post on these websites we pay for: 

Jobs classified at Grade "F" and above are also posted to:

Candidates are assessed against minimum qualifications, writing samples and through a series of behavioral interviewing questions.

In our process, all Administrative Associate 2 roles are tested for MS Office Skills and proofreading skills, critical to the core functions of the role. For a fee of $275, we are able to test other skills for roles such as higher level Administrative Associates, Finance or Accounting. This should be done in a consistent manner and for all candidates or subgroups (i.e. finalists).  However, the results of the assessment cannot be the sole determinant of who is hired.  Other job related criteria should be considered as well.