Hiring officials and HR professionals are tasked with the great honor and responsibility of acquiring top talent to help the University achieve its mission and to advance departmental goals. Reach out to your school or unit’s HR Business Partner for assistance throughout the process. The hiring process for temporary and student, staff wage, and faculty wage positions is managed separately by the Talent Flexibility Team.
What does the overall hiring process look like at UVA?
The recruiting process at UVA is collaborative and focused on the type of position being ﬁlled. Your recruiter is prepared to partner with you throughout the process, guiding you toward an outstanding hire. Your Business Partner is also available to initiate hiring requests and help as needed.
Position & Requisition
Need determined and approved. Position and requisition are created.
Posting & Sourcing
Recruiter posts position and external advertisements; sources, ﬁnding qualiﬁed applicants; provides initial screening to ensure qualiﬁcations.
Recruiter provides initial screening to ensure qualiﬁcations. Candidates are reviewed.
As a federal contractor, UVA receives federal funds, such as student financial aid, grants, and research funds, and must follow certain compliance requirements monitored by the Office of Equal Opportunity and Civil Rights.
The University of Virginia, including the UVA Health System and the University Physician’s Group are fundamentally committed to the diversity of our faculty and staff. We believe diversity is excellence expressing itself through every person's perspectives and lived experiences. We are equal opportunity and affirmative action employers. All qualified applicants will receive consideration for employment without regard to age, color, disability, gender identity, marital status, national or ethnic origin, political affiliation, race, religion, sex (including pregnancy), sexual orientation, veteran status, and family medical or genetic information.
Equal employment opportunity ensures individuals the right to be treated on a non-discriminatory basis. UVA uses affirmative action as a set of positive steps to promote access and opportunity and to eliminate discrimination. The Affirmative Action Plan contains placement goals to assist in addressing any existing underutilization in its workforce of women, minorities, individuals with disabilities, and veterans (“underutilized groups”). Underutilization exists when fewer persons in the underutilized groups are employed in job groups than would be expected, given their availability (with the requisite skills to perform the job) in the relevant labor pools.
As a federal contractor, we must engage in good faith efforts to expand outreach and recruitment of women, minorities, individuals with disabilities, and certain protected veterans, thereby making them aware of employment opportunities and providing access to be able to pursue such opportunities. While placement goals are important, the demonstration of a good faith effort to achieve those goals is more important. UVA must show it takes vigorous, active, measurable steps to ensure that qualified women and minorities are included in its applicant pools and be able to objectively demonstrate that the selection process is fair and consistent.
All vacancies (faculty, staff, professional research staff, wage, temps) should be posted online through Workday. Prior to posting, University Staff and Wage positions are reviewed by HR Consulting Services, except for units/schools with delegated hiring authority agreements. University Executive Staff, Professional Research Staff, and Faculty positions are reviewed by Equal Opportunity and Civil Rights (EOCR).
Ensure the position description is up to date, as well as the required experience and qualifications and any preferred experience and qualifications. Don’t just rely on what may be in the system; take the opportunity to review and update as necessary, focusing on the tasks that you really need the person to do. Try not to use overly bureaucratic language. Make sure there is logic between what is required and what is preferred. An offer cannot be made to a candidate who possesses preferred attributes but not the attributes required, so think carefully about your choices.
Under Title VII of the Civil Rights Act, it is unlawful for an employer to discriminate in any aspect of employment. If an educational requirement for a job, like a degree, has a discriminatory impact on minorities or other protected categories of applicants, it could be considered a violation of Title VII or applicable Virginia law dealing with discrimination based on protected categories, unless the educational requirement has been validated. This means that there must be a correlation between the educational requirement and the functions that the employee will perform.
Employers may ask job applicants if they have a certain level of education and require that they possess a high school, college, or other degree as long as it can be demonstrated that successful performance of the particular job requires a specific level of education. If you require an educational degree for a position, the degree requirement must be specifically job-related in that you would have to be able to demonstrate that the specific behaviors, products, skills, or training from the content of the degree directly correlate to successful job performance. For example, to practice law in Virginia, it is generally required that attorneys have a law degree and are licensed in this state. There is nothing discriminatory to require such qualifications for an applicant to be considered to work as an attorney for the University. The Position Description Degree Requirement Analysis worksheet is a helpful resource.
As you review job duties and responsibilities, you should also think of and draft questions for applicants that will help to distinguish among applicants. These questions can be used in the posting in order to highlight required qualifications and to allow applicants to better describe their related experiences.
Work with your school/unit HR department or designated HR consultant to submit modifications to an existing job description in Workday.
If you need to create a new position for posting, submit a request to Create a New Position through Workday.
Hiring Officials may use a search committee to assist in the hiring process. The committee must consist of at least three members, including the chair, and all members must take the EOCR Search Committee Training.
Once a posting has been finalized, the hiring official submits it through an established workflow process to obtain necessary approvals. Each department has a different internal approval process for the creation of new positions or maintenance of existing positions, so please check with your school/unit/department HR Business Partner to learn your process. Once all the necessary approvals are obtained, the posting will live on Workday.
It is the University’s general practice to first post all vacancies exclusively for current UVA employees before opening the post to the public. Your designated HR consultant can then help draft and review, as well as post, ad placements.
UVA offers promotional opportunities to qualified candidates within the University first to encourage the utilization of existing skills and expertise. Current UVA employees are Medical Center and Academic Employees including Wage, UVA Temps, and UVA Student Workers in active assignments, as well as current UVA Foundation employees. Contract Workers are not eligible.
Internal postings must be posted for at least five business days. During this time, the hiring official may review applications as they come in, but only to determine if the applicants meet required qualifications. This step is different than the screening process, which occurs after the posting period has closed.
If the internal search does not yield suitable candidates, the position may be posted externally.
External postings must be posted for at least 10 business days. During that time, hiring officials may review applications as they come in, but only to determine if the applicants meet required qualifications (as noted above, this step is different than the screening process, which occurs after the posting period has closed).
If your position falls within a job group deemed underutilized for women, minorities, people with disabilities, and/or veterans, you may post directly externally for a minimum of 15 business days. If your position demands a highly specialized skill set, you may post directly externally for a minimum 15 business days with VP/dean approval.
Hiring officials will have to certify that the candidate pool is acceptable before scheduling interviews.
HR consultants are available to help hiring officials draft and review advertisements before they are published to ensure they contain appropriate language and meet EOCR requirements. They can also help select the appropriate advertisement options and arrange for ad placement in a variety of publications for University Staff positions. EOCR manages advertisements for University Executive Staff and Faculty positions.
Workday allows hiring officials to have access to all application materials in real time, 24/7/365. Application materials should be reviewed to ensure the required qualifications (as detailed in the job posting) for the position are met.
It is important to note that there is a difference between “required” qualifications and “preferred” qualifications. If a candidate meets the required qualifications, they are part of the “active” applicant pool and can now be referred to as “candidates.”
Please consider carefully both the requirements and the language used to describe them. Candidates that meet the preferred qualifications must also meet the required qualifications. For example, if a required position qualification is “Bachelor of Mechanical Engineering” and a preferred qualification is “Master of Arts in Teaching,” an applicant with the MAT and a Bachelor’s in English cannot be considered for the position. If hiring officials need assistance in screening their applicant pool, please contact either your department’s HR professional or your designated HR consultant.
You must certify the applicant pool for external postings before interviewing candidates. Once you have reviewed the applicant pool to ensure that only those people with the required qualifications remain, you must certify that the pool is diverse. An automatic pool calculator is available for your use.
A successful interview should gather information about a candidate, present a realistic description of the position, ensure a fair selection process, establish adequate records in the event that the hiring decision must be justified, and determine whether the candidate would succeed in the position. Assuming you have more than one qualified candidate in your pool, you are required to interview at least two people before you make a hiring decision. Use the Behavioral Interviewing Guide to assist you.
Once you have selected your finalist and made a tentative hiring decision, you must conduct reference checks. References are used to substantiate the hiring decision, not to make a decision between two or more candidates. Generally speaking, you should only do reference checks on one candidate.
It is best to get a reference from the candidate’s current supervisor, a previous supervisor, and/or a colleague. Candidates should be notified that you will be contacting their references. As with the rest of the selection process, the questions should be focused on the requirements for the position.
If the selected candidate is currently employed by the University, you are encouraged to contact your designated HRCS Consultant to obtain information regarding the employee’s past performance and conduct. In order to review this information, you will need to request it; it is not provided automatically.
Once you have selected a candidate and completed the required reference checks, make sure Workday contains an accurate record of the reasons why other candidates and applicants were not selected (this is sometimes referred to as candidate disposition). This requirement is imposed by DOL/EEO/AAP. You can change the status of candidates at any time during the process, such as after phone screens or after an initial interview. Don’t wait until the end when your memory may fail you.
Before an offer can be made (or even a hiring proposal can be initiated), you should choose an accurate status for each of the other candidates and applicants in the pool.
Complete The Hiring Proposal
Once you have selected a candidate, you are ready to complete the system requirements to generate an offer. Work with your designated HR consultant to initiate and complete the hiring proposal in Workday. The hiring proposal will include important information like the recommended salary and start date, as well as other pertinent information regarding the selected candidate.
Once the hiring proposal is complete and routed for approvals within the school/unit, it will be routed for further review by the appropriate HR professional (either within your school/unit if there is delegated hiring authority or a HR Consulting Specialist). If the offer is fair and equitable, a preliminary verbal offer of employment will be extended via phone to the selected candidate. This preliminary offer contains basic employment terms, explains that a final offer is conditional upon the successful completion of required pre-employment background checks, and seeks to solicit the candidate’s level of interest in accepting employment.
If the candidate wishes to continue discussions, the person extending the offer will send the candidate the documentation required to conduct background checks. The required checks will be determined by the nature of the position. All candidates, regardless of the position, are subject to the National Sex Offender registry check and Criminal Records verification.
These checks will be processed through HR Consulting Services, and the results will be communicated to the appropriate departmental contact as soon as they become available. The candidate may not begin employment until the results of all pre-employment checks have cleared and all final offer documents have been signed and received.
The final step involves sending a formal written final offer letter to the candidate with information about the Grounds for Success orientation program, required tax and other paperwork, and information about completing the online I-9.