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Recruit Benefits-Eligible Staff

Below are steps to assist you in the recruitment process. For further assistance, contact UHR Talent Acquisition or your local HR team.

Develop your recruitment plan

Partner with UHR Talent Acquisition or your local HR Team to develop your recruitment strategy or request support. 

  • Review the job description and determine preferred criteria
  • Determine advertisement campaign(s), if applicable
    • To diversify Stanford's candidate pool, consider advertising in publications that serve various communities, including but not limited to: women, ethnic minorities, and individuals with disabilities.

Submit the job posting form and job description

An engaging job posting attracts the best qualified candidates for your position and creates a stronger Stanford brand. The Best Practices to Maximize your Job Posting  provides guidance on how to develop an engaging job posting. The Job Posting Template demonstrates which sections to include in your job posting along with sample text for each section to market your open position. Job posting examples for Administrative Associate job family can be found here.

Submit the Job Posting Form along with the job description to your local HR Team to post in the applicant recruiting and tracking system. Allow two (2) business days to post. Job postings must be posted for ten (10) calendar days.

A waiver may be granted. Contact UHR Talent Acquisition for approval or questions about waivers.

Define competencies and behavioral interview questions to conduct effective interviews

During the interview, you will evaluate information about the candidate's knowledge, skills, abilities, past work experience, and motivational factors to determine the best-qualified candidate. Effectively prepare for the interview by reviewing competencies and behavioral interview questions specific to your open requisition. If you will have an interview panel, review the tools and guidelines.

Check references

Complete reference checks on the final candidate. Obtain consent from the candidate to conduct the references and ask only employment-related questions. Stanford requires two completed reference checks, however, request three references (one should be from a current or former supervisor, two strongly preferred) who can speak to the candidate's previous work performance.

  • Reference Check Guidelines: best practices and tips for conducting successful reference checks
  • Reference Check Template: customize (add, delete, or edit) reference check questions as needed to ensure the relevance to the competencies for the position
  • Checkster: Automated Reference Checking - University Human Resources (UHR) is now sponsoring a Stanford-wide contract with Checkster, an automated reference checking system for staff-level hiring and welcomes any school or unit that is interested in improving process efficiency around reference checking to participate at no cost to your school or unit. To learn more about the process and benefits of Checkster, please watch this short 4-minute training video: https://sho.co/188MI.  For additional information and to get started using Checkster, contact Stephanie Nhem, Talent Acquisition Coordinator at snhem@stanford.edu
     

Review personnel file

If the final candidate is a current or former Stanford employee, contact the local HR Team to review their personnel file. 

Share key information about employee benefits

Use the Benefits Highlights flyer to send with an email attachment to your candidate, sharing that you want to ensure they are informed about key components of the total compensation package offered to Stanford staff members.

Benefits that fit your life

Determine the in-hire salary and make an offer

Consult with your Human Resources manager and/or budget manager to determine starting salary.

Factors to consider when determining salary offers:

External New hires internal new hires Bargaining Unit Hires
  • Candidate’s knowledge and skills related to the role
  • Candidate’s previous experience related to the role
  • Market rate for the job to be filled
  • Internal equity – how pay compares to that of the current incumbent or incumbents with comparable skills and experience
  • Manager/subordinate pay – how candidate’s pay would compare to his/her manager
  • Sign-on bonus may be considered for a new hire in unique situations
  • Candidate’s knowledge and skills related to the role
  • Candidate’s previous experience related to the role
  • Market rate for the job to be filled
  • Internal equity – how pay compares to that of the current incumbent or incumbents with comparable skills and experience
  • Manager/subordinate pay – how candidate’s pay would compare to his/her manager

If you are hiring a staff member into a bargaining unit job, base pay information is located in the contractual agreements between Stanford and the unions.

For more information about compensation and setting base pay, view the Administrative Guide Memo 2.1.5 and our Staff Compensation webpages.