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The Hiring Process Continuous Process Improvement / AQIP Team Development Project 2 The AQIP Hiring Process Team Team Leader: • Mark McCabe, Dean of Students, Central Services Team Sponsors: • Joe Maestas, Vice President & Campus CEO, Aspen • Alton Scales, Vice President & Campus CEO, Summit Team Scribe: • Jim English, Director of Network and Technical Services, Central Services Team Members: • Debra Crawford, Public Information Officer, Central Services • Nicole Fazande, Division Director, Summit • Kelly Johnson, Chief Human Resources Officer, Central Services • Scott Schreiner, Administrative Assistant, Vail-Eagle Valley • Doug Stewart, Director of Marketing and Communications, Central Services 3 4 AQIP Improvement Team Report The Hiring Process at Colorado Mountain College Table of Contents Background..........................................................................................................................7 Project Statement………………………………………………….………………………9 Operational Definitions………………………………..…………………………………10 The Current Hiring Process……………………………………………………………...12 Flow Chart: Current Hiring Process at a Glance………………………………...13 Flow Chart: Vacancy Occurs (Phase 1)………………………………………….14 Flow Chart: Advertising the Position (Phase 2)…………………………………15 Flow Chart: Selecting the Committee (Phase 3)…………………………………16 Flow Chart: Committee Rates Applicants (Phase 4)…………………………….17 Analyzing the Current Situation…………………………………………………………18 Pareto Chart 1 – Average number of days to fill positions, by campus………….19 Pareto Chart 2 – Average number of days positions are open, non-filled positions by campus………………………………………………………………..20 Pareto Chart 3 – Average number of days to fill positions, by position type…....21 Pareto Chart 4: Average number of days positions are open, non-filled positions by position type…………………………………………………………..22 Pareto Chart 5: Average number of days to fill positions, by site/position type...23 Pareto Chart 6: Average number of days positions are open, non-filled positions by site/position type……………………………...………………………24 Analysis of the Cause of Current Outcomes……………………………………………..26 Cause and Effect (Fishbone) Diagram: 60-Day Average Time to Hire………….27 Survey of Search Committee Chairs (narrative)………………………………....29 Survey of Search Committee Members (narrative)…………………………...…31 AQIP Criteria Addressed………………………………………………………………...33 Improvement Theory and Implementation Plan…………………………………………34 Study Results Plan……………………………………………………………………….36 Cost of Implementation and Return on Investment……………………………………...37 Engrafting Improvements ……………………………………………………………….39 Gantt Chart for Implementation………………………………………………………….40 College Leadership Team Feedback……………………………………………………..41 Suggestions for Future AQIP Teams…………………………………………………….42 Exhibit 1: Position Advertisement Form (revised)………………………………………43 Exhibit 2: Recommended Advertisement Schedule (revised)…………………………...45 Exhibit 3: Forming the Search Committee ……………………………………………...46 Appendix A: List of all full-time non-faculty positions, by type………………………..47 Appendix B: Survey Results: Search Committee Chairs ……………………………….51 Appendix C: Survey Results: Search Committee Members …………………………….58 5 6 Background At first glance, the hiring process would seem to be straightforward: Put an advertisement in the paper, review resumes, interview candidates, and make an offer. In its simplest form, the process is still intact, but technology, the growth of corporations, the legal environment, a dwindling workforce, and an increased demand for qualified workers have all affected the hiring process and produced both positive and negative outcomes. In looking at Colorado Mountain College's hiring process, the team members determined there was room for improvement. As with any new adventure, the group felt it was important to come up with some guiding principles so that the values of the college could be upheld. It was decided that the historical values of the college (Truth, Trust, Respect, and Responsiveness) would be adopted and used to guide the group's decision- making process and deferred to if ever there was disagreement. In an attempt to whittle down the 100 acres of the hiring process to a more manageable five, the group looked at the entire process and the ultimate goal as stated by the present principle, "to find the best applicant no matter how long it takes." While this is a laudable goal, CMC faces many challenges that other community colleges do not face, along with the present challenges of the workforce environment. The group wondered if the hiring process needed to be expedited because of the limited number of qualified applicants. The question was asked: Do we want to hire the best candidate in a very competitive environment or just hire the best person available? Of course, CMC's goal should be to hire the best candidate. Nonetheless, when positions go unfilled service often suffers while workloads increase. The challenge in the present environment then is to find an acceptable balance between the quality of applicants and the timeliness of the appointment. If the candidate is under-qualified, the college will suffer because of increased training costs as well as a decreased level of service for its customers. However, if the best candidate is found in an untimely manner then the college will also suffer because of increased advertising expenditures and increased involvement from HR and search committee members, as well as the costs and service disruptions associated 7 with other employees of the college "filling in" while the search continues. It then seems that the goal of the hiring process should be to hire the most qualified candidate in the shortest amount of time. One recent development in the streamlining of the hiring process was the introduction of Consensus, which starts with an online application process that filters the applications into an online database of candidates that can be accessed district-wide. While surely this has helped to expedite the process, it has not yet been codified into the latest employment manual. It is obvious that there needs to be an update to this manual, but what else might need to be refined? In order to find the best five acres for the overall improvement of the hiring process, the team asked some questions: • What causes variability in the hiring process? • How might we be able to limit this variability? • Can we, or is there a need to, eliminate steps in the hiring process? • Can we combine steps in the hiring process? • Who needs to be involved? • If we add a member or step to the process, what do we gain or lose? • What are the crucial steps in the process? • Can we refine these steps? • How can we actively control the "white space" in between steps? The importance of the hiring team's task is obvious as any organization or institution is only as good as its members. However, if a vital link in the chain is weak or missing, the entire organization and academic community can be effected. With this in mind, the group set about collecting data and searching for the answers to many of these questions. 8 Project Statement Our Goal Is: To improve the current hiring process of full-time non-faculty in order to hire the best, most capable candidate as efficiently as possible as measured by decreased time from vacancy through search committee formation and an increased applicant pool. 9 Operational Definitions 1. CONSENSUS: Software that allows applicants to submit on-line applications. Automates the screening process, and the process for sharing resumes and application materials, while enabling the committee to rank applicants and share results. a. Level One: Listing of all received applications. b. Level Two: Listing of all Level One candidates who meet minimum requirements. 2. SEARCH COMMITTEE: A group of employees responsible for reviewing resumes, selecting candidates for interview, interviewing candidates and recommending or ranking candidates for hire for a specific position. 3. HIRING SUPERVISOR: The individual who initiates the hiring process, and who will supervise the employee who is hired. The individual who provides clear direction to search committee to ensure the best candidate is selected for the position. 4. SEARCH COMMITTEE CHAIR: Person responsible for overseeing the activity of the search committee. 5. FULL-TIME NON-FACULTY: A fully benefitted employee that works 40 hours per week and whose primary responsibility does not include actual classroom instruction. 6. EMPLOYMENT MANUAL: A document used to provide guidance to the hiring supervisor, search committee chair, and search committee regarding hiring policies and procedures as well as templates and forms. 7. POSITION TYPES: (For more information see Appendix A) a. Labor Trades b. Clerical Technical c. Professional 10 d. Administrative 8. OPEN DATE: The first day the position is advertised. 9. RESUME REVIEW DATE: The day the search committee begins reviewing resumes. 10. START DATE: The day the new employee reports or leaves work. 11. OPEN UNTIL FILLED: Continual review of resumes until hiring supervisor or committee chair no longer wants to accept applications. This is the default option for administrative and professional positions. 12. NON-FILLED: A position that remains vacant and for which the search process continues. 13. POSTMARK DATE: The date application materials are due and are no longer accepted. This is the default option for labor trades and clerical technical positions. 14. QUALIFIED APPLICANTS: The applicants who have satisfied all of the minimum requirements for the position. 15. INTERNAL ONLY POSTING: Advertising that is open to only current employees within the organization. 16. SCREENING: The process of reviewing applicant credentials. 17. EMPLOYMENT AUTHORIZATION FORM: Document completed by the hiring supervisor to initiate the hiring process. 18. DIRECT REPORTS: Employees that work under a director or manager who is responsible for their work and whom the employee reports to. 11 The Current Hiring Process To better understand the current process used by CMC to hire qualified candidates, the team looked at the current employee manual and several documents provided by the Chief Human Resources Officer, Kelly Johnson. While no current flow chart exists that maps-out the current hiring process, we felt that it was in our best interest to create such a document. The flow charts on the next four pages are culled from the information contained in the employment manual and from discussions with team member Kelly Johnson. After discussing the process, the team determined that there definitely was room for improvements and that certain measures might be taken to expedite the process. The linear construction of the process itself implies that one phase must be completed before the next phase in the process can begin. One question that was immediately raised was: How much time usually elapses between the completion of one phase and the start of the next? The ensuing discussion seemed to focus primarily on the first four phases of the hiring process, which immediately led us to focus on this part of the entire process as our five acres. Using primarily anecdotal evidence from members of the committee and from outside conversations with members of various hiring committees, our initial hypothesis was that the first four phases of the process could indeed pose the greatest challenges to "hiring the most capable candidate as efficiently as possible." According to Newton's first law, objects at rest tend to stay at rest while objects in motion tend to stay in motion unless acted on by some force. It was our hope that once we gave the hiring process a push at the start that it would continue to stay in motion until the finish. With this in mind, the team wanted to get a closer look at the exact steps that are involved in the first four phases of the hiring process. 12 Current Hiring Process at a Glance Vacancy Occurs Advertising the Position 5 Acres HR Applicant Screening Selecting the Committee Committee Rates Applicants Interviews Scheduled Interview Criteria Established Interviews References Checked Recommendation & Job Offer Closure with Other Candidates ___ = Hiring Team's Five Acre Field ___ = Additional Hiring Process phases 13 Five Acre Field: Phases in hiring process Vacancy Occurs (Current Phase 1) Employee gives notice or vacancy occurs Hiring supervisor completes "Employment Authorization Form" Required Signatures are obtained: 1) Campus Dean or Director 2) Director of HR 3) Dept. VP or Dean of College Relations 4) President Drafts position announcement or revises existing announcement HR Generalist reviews announcement Announcement sent to hiring supervisor for review 14 Advertising the Position (Phase 2) Internal only advertising if adequate pool of candidates Establish application review deadline Opening is created in Consensus External Advertising (2-5 weeks depending on position) 15 HR Applicant Screening (Phase 3) 16 Selecting the Committee (Phase 4) Hiring Supervisor assumes role of committee chair or appoints the chair Hiring Supervisor determines the committee's role Committee chair creates a shortlist of possible committee members Committee Chair selects committee members 17 Analyzing the Current Situation A closer look reveals that there are exactly 23 steps contained in the first four phases of the hiring process. If we assume there is some lag time between the completion of one step and the start of the next, then the process becomes even longer and further exacerbates the inefficiency of the hiring process. The first phase is a perfect example of where white space, or the time that an item sits waiting for action to occur, can overrun a process and create delays. When a vacancy occurs, it is the hiring supervisor's responsibility to fill out an Employment Authorization Form. If it takes several days to find this form and complete it, then the process has already been delayed. This form must then be signed by the campus CEO or director and then forwarded to the chief human resources officer. If interoffice mail is used, it might take several days to reach HR. After it is received by HR, then it must be forwarded to the department vice president or dean of college relations and then on to the president to obtain the final signature. And these are only the first two steps of the entire hiring process. While the use of electronic delivery could increase the efficiency of distribution, it does nothing to minimize the steps involved in the process or the time that transpires while a document awaits review. The sheer number of steps in the hiring process surely contributes to delays and adds to the overall amount of time it takes to fill a position. However, the linear approach to the process also contributes to its overall inefficiency. The check-off method implies that the next phase or step in the process can not start until all previous steps or phases have been completed, which is categorically untrue. Therefore, it is our hope and goal to create a more synchronous process where various steps can be accomplished in tandem so that all may benefit from increased efficiency. Our first step in seeking synchronicity is to find out exactly where the process breaks down and what, if any, phases or steps can be omitted or refined. The best way to accomplish this goal was to find data that would measure the time it took to complete or accomplish each phase and the steps contained therein. In a perfect world, the time it took to accomplish each phase would be available for analysis. In this way, we could immediately see how long it took to accomplish each phase and where to focus our energies for the greatest return. Unfortunately, the only available data measures the time 18 between the "open date" and the "start date." This means there is no way to objectively measure the time it takes to complete the first phase nor does it help us determine how much time is consumed by each phase in the middle of the process. Even with these limitations, the team felt it was important to look at the data that was available to see if there are any trends or other problem areas. Chart 1: Average number of days to fill positions, by campus We can quickly deduce that most campuses take on average over 60 days to fill a position. At first, we might suspect that Aspen and Summit (approximately 30 days) have found a way to hasten the hiring process, with West Garfield (50) also showing some efficiency. However, further research reveals that all three of these campuses had filled only clerical positions within the time frame that the data was collected. 19 Chart 2: Average number of days positions are open, non-filled positions by campus While 60 days, and certainly 30 days, does not seem like an inordinate amount of time, it is important to take into account the positions that go unfilled. This graph reveals a startling conclusion: The majority of campuses (five out of eight) have positions that remained vacant after 120 days (four months), which is almost an entire semester. It is important to note that these positions were unfilled as of Sept. 30, 2008, the date the data was compiled, so the actual number could be much higher as of today's date or these positions may be filled. While these openings may not be due to any inefficiency in the hiring process, it does perhaps point to other problems such as: an inadequate hiring pool, cost of living, salary, lack of qualified workers, or other reasons. 20 Chart 3: Average number of days to fill positions, by position type Certain positions, such as administrative and professional, may take longer to fill than others. This graph supports that assumption and shows that the administrative positions take the most time to fill, followed somewhat closely by professionals. It is also good to see that both labor trades and clerical positions only take around 40 days to fill. It is worth noting that administrative and professional positions inherently take longer to fill based upon several factors, including length of time for opening, coordinating candidates' and search committee members' schedules for interviews, length of notice provided to the soon-to-be-former employer, and relocation time. Since many of these factors do not apply to clerical/technical and labor trades positions, these vacancies should be filled more expeditiously. 21 Chart 4: Average number of days positions are open, non-filled positions by position type Once again, the most disturbing news from the data comes in the form of non- filled positions. Professional and labor trades remain unfilled for more than 140 days, with professional approaching 160 days. Again, this may well not have anything to do with the hiring process but more to do with the current environment of the communities the college serves. For some labor trades positions, the sense of urgency has been lessened with the hiring of contractors, so the process has been allowed to be prolonged. Applicants for these positions are also highly sought-after by many private employers who offer extremely competitive salaries. The cost of living and the salary offered have a direct correlation to the time that some of these positions remain open. Several of the professional vacancies remain open, and have for a period of time, due to the lack of urgency from the hiring supervisor/chair to fill these positions. 22 Chart 5: Average number of days to fill positions, by site/position type Timberline Campus had openings for administrative positions that averaged close to 130 days, and Roaring Fork and West Garfield campuses had administrative openings that averaged close to 100 days. Two other locations – Vail-Eagle and Central Services – also saw that administrative positions took the longest time to fill, compared to other positions at their site. These positions remained open for various reasons, including internal campus desires, committee delays, staffing, and salary. 23 Chart 6: Average number of days positions are open, non-filled positions by site/position type This chart shows the longest time-to-fill for positions, by far. Alpine Campus has had labor trades positions stay open more than 250 days, and Central Services has had professional positions stay open nearly as long. Clerical/technical positions at the Roaring Fork Campus come in a close third. Even after these great lengths of time, the positions were unfilled as of the date the data was collected. These positions remained open for various reasons, including issues with background checks, committee delays, staffing, supervisor review, and low applicant pool. One important detail to remember when looking at the data and results is that we can only measure the time from when the position was advertised to the start date, which is not the date when the position was offered but rather the date when the employee first reported for work. Also note that the date the position was advertised is not the date the 24 position was vacated. As of now, this data can not be tracked, but this is something that should be tracked in the future. Perhaps the best overall data to look at would be how long the position was vacant. This would then tell us how long certain services have been interrupted or compromised. 25 Analysis of the Cause of Current Outcomes In order to determine the variables that influence the time required for hiring a non-faculty full-time employee and the size of the applicant pools, the following instruments were utilized: Cause and Effect Diagram Survey of Search Committee Chairs Sept. 2007 – Sept. 2008 Survey of Search Committee Members Sept. 2007 – Sept. 2008 26 Cause and Effect Diagram Many of the causes under the heading of "Environment" are beyond our control. While it would be nice to adjust the cost of living downward, this is simply beyond the control of CMC. This is also true of the distance between sites. Some observers might say that an insufficient applicant pool is also something that simply comes with the territory and the current economic and geographical environment that CMC finds itself in. However, there may be creative ways to increase the applicant pool and this should not immediately be dismissed as beyond CMC's control. The rest of the inputs (Methods, Machinery, Materials, and Workforce) are all contributing factors that can be influenced 27 or controlled by CMC. While we could choose to approach each factor as a separate cause in and of itself with a distinct solution, we believe there is the possibility of an underlying factor that contributes to each of these forces. In looking at the diagram, two things came to mind: one is the employment manual itself and the forms and instructions contained therein, and the second is a lack of training or "best practices" that should be followed. 28 Survey of Search Committee Chairs Team members conducted a survey of employees who had served as a search committee chair during the past year. The full results of the survey can be found in Appendix B. The survey consisted of the following questions: 1. What type of position was your committee helping to hire? 2. At which CMC location was the position housed? 3. Did you rely on your Employment Manual? 4. Please rate your level of agreement with this statement: "The Employment Authorization form was easy to complete." 5. If you were the hiring supervisor, was the advertisement for the open position returned for your approval within one to two days after you submitted the Employment Authorization form to HR? 6. Did the ad adequately capture the requirements related to the position? 7. Was the amount of time too long, too short, or just right for the review date of resumes? 8. Has the practice of keeping a position open until filled vs. advertising a closing date provided flexibility or hindered your work as a search committee chair? 9. Did you receive access to the applications within one to two days after the review date? 10. Do you believe it helps the hiring process if supervisors or committee chairs can contact candidates who have not provided the required application materials? 11. Have any of the following delayed your formation of a search committee? Check all that apply. 12. Please rate your level of agreement with this statement: "As the hiring manager or search committee chair, I understood my role." 13. Do you have anything else you would like to add? (Or: Based on your experience, can you suggest ways a search committee could more efficiently help to hire the most capable person for the job?) The results from the committee chair survey both confirmed and challenged some of our initial thoughts. A good number of committee chairs are not using the employment manual to guide the process, but over 70% say that they understood their role as a 29 committee chair. Many pointed out that HR was used as a resource to guide the process and was very helpful. However, 30% of respondents said that they either did not understand their role as a committee chair or were unsure. By no means is this number insignificant, and it does point to the fact that for some there needs to be more training in place. Another interesting finding was that 50% of respondents said it took more than the two days allotted for HR to submit an advertisement for their approval after the submission of the form. One wonders if this delay was caused by HR or if it was caused by a delay in obtaining the required signatures on the Employment Authorization form once it left the individual campus. The ability to contact candidates with incomplete applications was a divisive topic as some felt that this responsibility was either unnecessary or should be a function of HR. Many respondents indicated that the online application process should be improved to better guide candidates through the process. Regardless, this topic remained a spot of contention, with many having the opinion that if a candidate can not complete the appropriate forms and requirements then they should not be considered. Overall the survey pointed out that the most significant delays in forming a search committee involved scheduling meeting dates, committee members' ability to serve, and the inability to include direct reports on the search committee. Other suggestions for expediting the process included earlier access to applications, removing the time constraints for interviews if positions are open until filled, and an online hiring manual with all the needed forms. 30 Survey of Search Committee Members Team members also conducted a survey of employees who had served as a committee member during the past year. The full results of the survey can be found in Appendix C. The survey consisted of the following questions: 1. What type of position was your committee helping to hire? 2. At which CMC location was the position housed? 3. Do you feel you received adequate training to be a member of the search committee? 4. Please rate your level of agreement with this statement: "As a search committee member, I understood my role." 5. Do you believe it helps the hiring process if supervisors can contact candidates who have not provided the required application materials? 6. Please rate your level of agreement with this statement: "As a search committee member, I understood my role" 7. Was too much, too little, or just enough responsibility expected of you? 8. Do you have anything else you would like to add? (Or: Based on your experience, can you suggest ways a search committee could more efficiently help to hire the most capable person for the job?) For the most part, the survey administered to committee members confirmed many of the findings from the committee chair survey. While 84% of the respondents said that they understood their role as a committee member, 31% said that they did not receive adequate training. Towards the end of the survey, by mistake the same question was asked if the committee member understood their role, but this time 26% of the respondents said that they where either unsure of their role or did not understand their role. These inconsistent findings made the group wonder whether or not some respondents truly understood their role as a committee member. Regardless, it once again points to the need for some additional training and resources. The number of written comments from the committee members' survey further helped to inform the committee and the possible courses of action that could be pursued. Surprisingly, some respondents felt the need to revisit recruitment strategies as well as 31 the application process itself. One suggestion was to put the salary range in the position announcement, while another suggested that there might be some confusion over specific job responsibilities. With this in mind, it might be time to revisit how candidates have access to job description and ensure that they are available for the candidates' review. Some committee members admitted that they lacked a clear understanding of the process and wanted to be more informed about their responsibilities and appropriate timelines. These problems can be addressed by providing better training and resources to both committee members and chairs alike. A second matter of contention involved the actual formation and composition of the committee. Several people voiced the need for smaller committees and for the inclusion of direct reports on a committee while others wanted help with interview questions. Several of the respondents commented on issues that were beyond the scope of the hiring process team's five acres but were, nevertheless, insightful. In fact, there were many times throughout the process that certain topics or matters of interest arose that quickly got the team off-track. In the best interest of the group, we decided to make note of these problems for possible review at a later date. 32 AQIP Criteria Addressed Valuing People Provides a more timely and more effective response to applicants; streamlining process reduces workload for staff. Leading and Communicating Through training efforts, engages involved parties to assist with the processes that will fill their vacancies. Supporting Institutional Operations Provides an effective process that supports expeditious hiring of qualified candidates. 33 Improvement Theory and Implementation Plan To determine improvement opportunities and recommendations, the Hiring Action Team reviewed available timeline data from recent hires, diagramed current processes and environmental factors, and surveyed staff to determine areas for process improvement. Through these instruments, we identified several areas that are within our scope of work, and some outside our scope for other teams or current committees. Our guiding principles were to recommend improvements that would be quick, high-impact, and low cost, providing the greatest return on investment (ROI) for this project. We looked for places where we could reduce the "white space" between steps, create clearer communication, provide better training, streamline and modify processes, and collapse processes into fewer steps. Some improvements, such as salary adjustments, fell outside the work of this team, or are being addressed by other committees. We also created a "bucket list" of items outside our five acres that could positively affect the hiring process and could be addressed by future teams. Following are the broad opportunities for improvement revealed by our research and within our five-acre field: - Updated and revised hiring materials to guide staff through the process - Online availability of materials - Training for committee chairs and members - Reduced "white space" through elimination of process steps - Reduced "white space" by creating simultaneous rather than sequential workflows - Reduced "white space" through use of smaller committees in some cases - Increased applicant pool by allowing appointments of interim appointees - Increased applicant pool through increased use of online ads. Positive Impacts We anticipate that improvements in the above areas will result in better service to our customers through a more fully staffed workforce. Service should also increase as a result of less staff time spent in the hiring process. These improvements should also lift morale as employees are required to work fewer hours filling in for vacant positions. 34 Implementation Plan Process improvements within our scope of work were sorted into two categories: 1. Improvements that can be implemented immediately by Human Resources or other Central Services staff. 2. Improvements requiring CLT approval for budget or change in procedure. The implementation Gantt chart shows a rapid deployment of most improvements by HR and other CS staff by February 1, 2009. Other improvements requiring additional funding or resources will be completed by September 1, 2009. 35 Study Results Plan Many of the enhancements and changes will be implemented during the remainder of this fiscal year. One major component will be the development and implementation of the vacancy-to-hire tracking system. Although it will be difficult to correlate new data collected to data collected in the past, HR will be able to effectively track progress and identify areas that require improvements. The data collected is summary terms, will be compared to past data (as presented in this report) from advertising to start date to identify areas where improvement has occurred and areas that will need continued monitoring. This and other information will be collected and shared at the end of the fiscal year, June 2009 and, again, in December 2009. Results will be provided to cosponsors for dissemination to the College Leadership Team. Additional Processes To Be Imbedded That Do Not Require College Leadership Team Approval Once an applicant is moved to Level Two within Consensus, Human Resources will send an e-mail providing the applicant with the appropriate position description and the starting salary range. With the assistance of the Marketing and Communications Department, additional online advertising resources and options will be identified. Once these resources are identified, a central list will be created and incorporated into the hiring manual. The cosponsors will develop a best practices document to provide committee chairs options and shortcuts to running an effective search process. The hiring manual will be fully reviewed, updated, and placed online. The ongoing review of Consensus and processes will continue and, as appropriate, recommendations for improvements will be offered to the developer. Phase 3 of the current hiring process, HR Applicant Screening, can occur simultaneously with Phase 4, Selecting the Committee. This reduces the white space. 36 Cost of Implementation and Return on Investment (*see following page for calculations) 1. Revised position advertisement form Cost: None Return on Investment: Expedites the announcement of vacancy; assists supervisor with exploring options with the first advertisement; creates larger applicant pool; $3,971 could be a direct savings resulting from implementation of action item if position is filled during the first search. 2. Revised schedule for advertising deadlines Cost: None Return on Investment: Shortens the process for committee's ability to begin the review of resumes; $3,971 could be a direct savings resulting from implementation of action item if position is filled during the first search. 3. Forming the search committee (checklist) Cost: None Return on Investment: Provides alternatives for formation of committees thereby expediting the process. Offers direct reports the ability to serve on search committees; $3,971 could be a direct savings resulting from implementation of action item if position is filled during the first search. 4. Develop required training for committee chairs and members Cost: Minimal cost associated with duplication of material; can be absorbed through the HR budget. Return on Investment: Training will provide committee chairs and members with the knowledge to expedite the hiring process, making it possible to hire the most capable candidate during the first search; $6,630 could be a direct savings resulting from implementation of action item if position is filled during the first search. 5. Develop process for including interim appointments Cost: None Return on Investment: May enlarge applicant pools; $3,971 could be a direct savings resulting from implementation of action item if position is filled during the first search. 6. Develop online training materials Cost: $7,500 (approximately) Return on Investment: Offers training in an online format when face-to-face training is not possible; $6,630 could be a direct savings resulting from implementation of action item if position is filled during the first search. 7. Develop HR intranet Cost: $12,000 Return on Investment: Provides greater efficiencies in hiring process, thereby reducing the need for advertising and wasted committee time and resources; alleviates workload for existing staff. $3,971 could be a direct savings resulting from implementation of action item if position is filled during the first search. 37 *Calculations behind return on investment Scenario: The West Garfield Campus must fill an instructional chair position. The following costs could be incurred. One ad placed for the position: $1,700.00 Human Resources invests 10 hours to process paperwork, screen applicants, and make offer: 10 hrs ($30.84/hr) = $308.40 The hiring committee consists of five employees: 1administrative assistant, 1 division director, 1 campus CEO, 1 student advisor, 1 lead administrative assistant. Each committee member invests approximately 11 hours. 4 hours screening resumes 4 hour meeting to rate candidates 5 hours interviewing four candidates 1 hour meeting to choose candidate AA - 14 hrs ($19.24/hr) = $269.36 DD - 14 hrs ($30.84/hr) = $431.76 CEO - 14 hrs ($40.0/hr) = $560.00 Advisor - 14 hrs ($30.84/hr) = $431.76 Lead AA - 14 hrs ($19.24/hr) = $269.36 Once the position is filled, the candidate requires 40 hours of training facilitated by a division director and 10 hours of training by other staff. 80 hrs ($30.84) = $2,467.72 10 hrs ($19.24) = $192.40 Total Cost: $6,630.76 38 Engrafting Improvements Human Resources staff has agreed and supports being responsible for implementing or initiating the following items: - Revised position advertisement form - Revised advertising deadlines - Forming search committees - Develop required training for committee chairs and members - Develop process for including interim appointments - Develop online training materials - Develop policy for internal promotions. Human Resources will assist with development and deployment of developing the HR part of the new intranet. Information Technology and Marketing will also provide assistance. The tracking process will continue on an ongoing basis to ensure that efficient systems have been developed. As areas are identified for improvement, those too will be included in the tracking and reporting provided to the cosponsors. When an area is identified for improvement the larger group, as needed and appropriate, it will be included in providing solutions to address the inefficiencies. 39 Gantt Chart for Implementation Activity Who When 2008-2009 D J F M A M J J A S Revise position advertisement form Committee Revise schedule for ad deadlines Committee Revise formation of search Committee committee Develop required search committee HR training – f2f Develop online search committee HR/Outsourcing training material Review/update manual for HR consistency Develop vacancy to hire tracking HR process Develop best practices document Committee On-going review of Consensus and Committee processes Develop internal promotion policy HR/Committee Develop interim appointment policy HR/Committee Develop HR Intranet web presence Marketing/IT/HR Develop online advertising resources Marketing/HR Create online PDF version of hiring HR manual 40 College Leadership Team Feedback Team Name: Hiring Process Team Date: December 3, 2008 Co-Sponsors: Joe Maestas and Alton Scales Idea for Improvement Support 1. Revised position advertisement form (Exhibit 1) ___________ 2. Revised schedule for advertising deadlines (Exhibit 2) ___________ 3. Forming the search committee (checklist) ___________ (Exhibit 3) 4. Develop required training for committee chairs ___________ and members 5. Develop process for including interim appointments ___________ 6. Develop online training materials ___________ 7. Develop HR intranet ___________ 41 Suggestions for Future AQIP Teams Develop an internship program Develop a process to establish a pool of trained search committee members Automate position opening authorizations using work flow management in Site Publish Analyze other steps in the hiring process (from committee work through closure with other candidates) Analyze the hiring process for full-time faculty, adjunct faculty, and part-time non- faculty 42 Exhibit 1 - Position Advertisement Form (revised) C O L O R A D O M O U N T A I N C O L L E G E POSITION ADVERTISEMENT FORM Deleted: EMPLOYMENT AUTHORIZATION INSTRUCTIONS: This form is to be completed whenever you want to fill an anticipated Formatted: Centered vacancy. Deleted: ¶ PLEASE COMPLETE SECTION I, AND THE REVERSE SIDE, PRIOR TO FORWARDING Deleted: or request a non- budgeted position FOR APPROVAL. SECTION II IS FOR DISTRICT OFFICE APPROVAL BY THE APPROPRIATE INDIVIDUAL. THANK YOU! I. Job Title______________________________ Location___________________ Requested by___________________________________ Date_____________ Action of Vice President, Chief, CEO or President: ( ) Approved ( ) Not Deleted: or Approved Signature______________________________________ Date_____________ II. Action of Chief Human Resources Officer Signature_______________________________________ Date_____________ Deleted: Action of the Replacement __________ New __________ President ( ) Approved ( ) Not Approved¶ _____________________________________ ¶ Signature__________________ Fund _________________________________ ___________________ Date______________ OVER 43 POSITION/ADVERTISING INFORMATION Internal Only: Yes No (see page XX of the Employment Manual) Trainee Position: Yes No (see page XX of the Employment Manual) POSITION TITLE:____________________________________________________________ LOCATION:___________________________________________________________ ______ START DATE:_________________ ACCOUNT NUMBER:_____________________________ SUPERVISOR:__________________________________________________________ _____ APPLICATION PROCEDURES: Special position requirements and functional responsibilities in addition to the job description: ____________________________________________________________________ ___________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ Newspaper(s) in which you would like to advertise:_____________________________ ___________________________________________________________________ ___________________________________________________________________ Deleted: ¶ Revised position advertisement form.doc 44 Exhibit 2 - Recommended Advertisement Schedule (revised) Deleted: Exhibit 2¶ Position Level Advertising Level and Application Period Publication Example Administrative National Three to Four Weeks Deleted: Four to Five Publication Example: The Chronicle of Higher Education HigherEdJobs.com Professional State Three to Four Weeks Deleted: Four to Five Publication Example: The Denver Post Faculty National Three to Four Weeks Deleted: Four to Five Publication Example: The Chronicle of Higher Education HigherEdJobs.com Clerical/Technical Local Two Weeks Deleted: Three to Four Labor Trades Local Two Weeks Deleted: ¶ Clerical Deleted: ¶ Local Deleted: ¶ Online versions of these and other publications are routinely used, for example: Two to Three Weeks The Online Chronicle of Higher Education Deleted: ¶ Higher Ed Jobs.com Skilled Deleted: ¶ Local Other publications, such as trade publications and other advertising avenues such as specific web sites appropriate for the position can and should be suggested by the hiring Deleted: ¶ Two to Three Weeks supervisor in the advertising section of the Position Advertisement Form. Deleted: Employment Authorization Human Resources will pay for advertisements in three publications/sources. Revised advertising examples.doc 45 Exhibit 3 - Forming the Search Committee Determine whether you, as the hiring manager, should also be the chair. If not, select a person to chair the committee. Form the committee and select the chair, if appropriate, as soon as the position is advertised. There is no need to wait for the position to close before this process is started. Work with the committee chair or provide to the chair the preferred characteristics, develop rating sheets, etc., before the position closes. Establish as many meeting dates as possible so when soliciting members for the committee, you can share these times. The size of the committee should reflect the level of the vacant position; for example, an administrative position would have a larger search committee. Keep the committee size manageable. Although it is encouraged, it is not a requirement that a search committee be formed for clerical/technical or labor trades positions. Form a diverse committee in terms of gender, race, and types of positions. Select committee members that have a representative view and offer a variety of perspectives on the role and function of the position. An odd number is always helpful when there is a need to "break a tie" during the selection process. This certainly is not a requirement. One direct report to the position may sit on the screening committee. Input from the individual's reporting directly to the position is vital; ensure you form and schedule a separate process to include these individuals. Forming a subcommittee from the larger group may be helpful when schedules conflict making it difficult to schedule meetings. For example, this subcommittee could be responsible for screening and identifying the individuals for the full committee interviews. * Note: Highlighted text above indicates suggested revisions to current process. 46 Appendix A List of all full-time non-faculty positions, by type COLORADO MOUNTAIN COLLEGE ADMINISTRATIVE POSITIONS APPLICATIONS DEVELOPMENT MANAGER ASSISTANT CAMPUS DEAN - INSTRUCTION ASSISTANT CAMPUS DEAN - STUDENT SERVICES BUDGET FINANCE MANAGER CONTINUING EDUCATION DIRECTOR DEAN OF ARTS AND SCIENCES DEAN OF BUINESS AND INDUSTRY TRAINING DEAN OF CAREER AND TECHNICAL EDUCATIONS DEAN OF ENROLLMENT SERVICES DEAN OF STUDENTS DIRECTOR OF COLLEGE FACILITIES DIRECTOR OF DEVELOPMENTAL EDUCATION DIRECTOR OF EMS AND RISK MANAGEMENT DIRECTOR OF FINANCIAL AID DIRECTOR OF INSTITUTIONAL RESEARCH DIRECTOR OF LEARNING TECHNOLOGY DIRECTOR OF MARKETING AND COMMUNICATIONS DIRECTOR OF TECHNICAL AND NETWORK SERVICES DIVISION DIRECTOR II INSTRUCTIONAL CHAIR (paid from faculty salary matrix) NETWORK ENGINEER PUBLIC INFORMATION OFFICER PURCHASING AND CONTRACTS MANAGER 47 CLERICAL/TECHNICAL POSITIONS ACCOUNTING CLERK ACCOUNTING TECHNICIAN I ACCOUNTING TECHNICIAN II ACCOUNTS MANAGER ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE CLERK - REGISTRAR ADMINISTRATIVE TECHNICIAN ADMINSITRATIVE ASSISTANT II ADMISSIONS ASSISTANT BOOKSTORE ASSISTANT CLERK I CLERK II CLERK TYPIST DISTRICT MEDIA TECHNICIAN EXECUTIVE ADMINISTRATIVE ASSISTANT LEAD ADMINISTRATIVE TECHNICIAN LIBRARY CLERK LIBRARY TECHNICIAN PHOTO LAB TECHNICIAN PROCUREMENT SPECIALIST RECEPTIONIST REGISTRATION TECHNICIAN STUDENT RECEIVABLES CLERK VIRTUAL LRC TECHNICIAN LABOR TRADES POSITIONS MAINTENANCE MANAGER MAINTENANCE MECHANIC SECURITY GUARD CUSTODIAN GROUNSKEEPER CONSTRUCTION MANAGER HVAC TECHNICIAN LEAD CARPENTER HVAC SUPERVISOR JOURNEYMAN CARPENTER 48 PROFESSIONAL/TECHNICAL POSITIONS ACADEMIC SERVICES SPECIALIST ACCOUNTING FINANCE ANALYST * ADMISSIONS COUNSELOR ALUMNI AND ANNUAL FUND SPECIALIST ASSISTANT COORINDATOR STUDENT LIFE ASSISTANT REGISTRAR * ASSISTANT TO THE COLLEGE PRESIDENT * BOOKSTORE MANAGER CAMPUS FINANCIAL AID SPECIALIST COMMUNITY AND CORPORATE MANAGER * COORDINATOR OF ENERGY TECHONOLOGY PROGRAMS * COORDINATOR OF STUDENT ACTIVITIES/SUMMER CONFERENCE COORDINATOR OF STUDENT LIFE * CUSTOMER SUPPORT ANALYST DATABASE ADMINISTRATOR * DISABILITY SERVICES SPECIALIST * DISTRICT MEDIA CENTER SUPERVISOR DIVISION DIRECTOR DISTANCE LEARNING * DIVISION DIRECTOR I * EMS TRAINING COORDINATOR ENROLLMENT SERVICES SPECIALIST FINANCIAL AID ADVISOR FOUNDATION SPECIALIST/CAPTIAL CAMPAIGN GRANT DEVELOPMENT COORDINATOR HELP DESK MANAGER HUMAN RESOURCES GENERALIST * INSTITUTIONAL RESEARCH ANALYST I INSTITUTIONAL RESEARCH ANALYST II * LIBRARY COORDINATOR * MARKETING AND PUBLICATIONS EDITOR * NETWORK ADMINISTRATOR I * NETWORK ADMINISTRATOR II * PAYROLL SPECIALIST PHYSCIAL PLANT MANAGER * SCIENCE LABORATORY MANAGER SKI TEAM COACH SMART CLASSROOM TECHNOLOGY SPECIALIST STUDENT SERVICES COUNSELOR * SYSTEM ADMINISTRATOR I – NETWORK * SYSTEM ADMINISTRATOR II – ERP APPLICATIONS * SYSTEM ANALYST I * SYSTEM ANALYST II * TECHNOLOGY SUPPORT SPECIALIST I TECHNOLOGY SUPPORT SPECIALIST III * TECHNOLOGY SUPPORT SPECILIAIST II TECHNOLOGY TRAINING COORDINATOR * TELECOMMUNICATION ANALYST * TELECOMMUNICATIONS SPECIALIST 49 VET/TECH RANCH MANAGER VIRTUAL LEARNING RESOURCE COORDINATOR * WEB CONTENT EDITOR * WEB DEVELOPER AND SYSTEM INTERGRATOR * WORKFORCE TRAINING COORDINATOR * YOUTH OUTREACH COORDINATOR It may not be effective for many of the positions listed to advertise on a national or statewide basis. That determination is made based upon several factors, including: • Position's eligibility for relocation benefit • Ability to attract the most qualified applicant pool For example, it is appropriate to advertise a Student Services Counselor on a national basis (largest qualified applicant pool and relocation benefit) but it may not be for the Payroll Specialist. In all probability, we should be able to successfully recruit a Payroll Specialist within the District. *eligible for relocation benefit 50 Appendix B Survey Results: Search Committee Chairs The team created surveys to obtain input from both search committee chairs and committee members. We continued to focus on our five acres and only asked questions that related to the first four phases of the hiring process. The survey on the following pages was administered to employees who'd served as search committee chairs during the past year. 1. What type of position was your committee helping to hire? # Answer Response % Labor Trades (Custodian, 1 2 8% Maintenance) Clerical/Technical 2 9 38% (Administrative Assistant) 3 Professional (Counselor) 5 21% Administrative (Campus 4 8 33% CEO or Director) Total 24 100% Statistic Value Mean 2.79 Variance 1.04 Standard Deviation 1.02 Total Responses 24 2. At which CMC location was the position housed? # Answer Response % 1 Aspen 1 4% 2 Breckenridge (Summit) 0 0% 3 Carbondale (Roaring Fork) 1 4% 4 Central Services 10 42% 5 Chaffee (Timberline) 0 0% 6 Dillon (Summit) 2 8% Glenwood Springs 7 3 13% (Roaring Fork) 51 8 Rifle (West Garfield) 0 0% Spring Valley (Roaring 9 2 8% Fork) 10 Steamboat (Alpine) 3 13% 11 Vail/Eagle 2 8% Total 24 100% Statistic Value Mean 6.13 Variance 8.38 Standard Deviation 2.89 Total Responses 24 3. Did you rely on your Employment Manual? # Answer Response % 1 Yes 14 58% 2 No 9 38% 3 If no, why not? 8 33% If no, why not? HR answered questions via emails HR answered by phone Familiar with Process Previous experience as a committee chair Very familiar with manual used is as reference and for copies of forms, also other sources, calls to HR, have been through the process many times I'm familiar with the process Kind of know the process Statistic Value Total Responses 24 4. Please rate your level of agreement with this statement: "The Employment Authorization form was easy to complete." # Answer Response % 1 Strongly Disagree 0 0% 2 Disagree 2 8% 52 3 Neither Agree nor Disagree 5 21% 4 Agree 15 63% 5 Strongly Agree 2 8% Total 24 100% Statistic Value Mean 3.71 Variance 0.56 Standard Deviation 0.75 Total Responses 24 5. If you were the hiring supervisor, was the advertisement for the open position returned for your approval within one to two days after you submitted the Employment Authorization form to HR? # Answer Response % 1 Yes 11 48% 2 No 12 52% Total 23 100% Statistic Value Mean 1.52 Variance 0.26 Standard Deviation 0.51 Total Responses 23 6. Did the ad adequately capture the requirements related to the position? # Answer Response % 1 Yes 18 78% 2 No 5 22% Total 23 100% Statistic Value Mean 1.22 Variance 0.18 Standard Deviation 0.42 Total Responses 23 53 7. Was the amount of time too long, too short, or just right for the review date of resumes? # Answer Response % 1 Too Long 8 35% 2 Too Short 0 0% 3 Just Right 15 65% Total 23 100% Statistic Value Mean 2.30 Variance 0.95 Standard Deviation 0.97 Total Responses 23 8. Has the practice of keeping a position open until filled vs. advertising a closing date provided flexibility or hindered your work as a search committee chair? # Answer Response % 1 Provided Flexibility 16 70% 2 Hindered Work 7 30% Total 23 100% Statistic Value Mean 1.30 Variance 0.22 Standard Deviation 0.47 Total Responses 23 9. Did you receive access to the applications within one to two days after the review date? # Answer Response % 1 Yes 21 91% 2 No 2 9% Total 23 100% Statistic Value Mean 1.09 Variance 0.08 Standard Deviation 0.29 54 Total Responses 23 10. Do you believe it helps the hiring process if Supervisors or Committee Chairs can contact candidates who have not provided the required application materials? # Answer Response % 1 Yes 19 83% 2 No 3 13% 3 If no, why not? 4 17% If no, why not? We should not have to contact those incomplete folks. The on-line application process is obviously not clear enough to walk through even a savvy current CMC employee navigate it to completion. This is a BIG problem!!!!! no time I belive its better to allow HR to gather information, rather than to be in direct contact with prospective candidates before thier information has been thoroughly reviewed by committee. If they have not provided the information we need, they should not be qualified to move ahead. Statistic Value Total Responses 23 11. Have any of the following delayed your formation of a search committee? Check all that apply. # Answer Response % Committee members' 1 4 17% willingness to serve Committee members' 2 12 52% availability to serve Size of committee (number of 3 3 13% members required) 4 Composition of committee 1 4% Inability to include direct 5 7 30% reports 6 Scheduling meeting dates 20 87% 7 Other (please elaborate) 2 9% Other (please elaborate) None 55 None Statistic Value Total Responses 23 12. Please rate your level of agreement with this statement: "As the hiring manager or search committee char, I understood my role." # Answer Response % 1 Strongly Disagree 3 13% 2 Disagree 0 0% 3 Neither Agree nor Disagree 4 17% 4 Agree 10 43% 5 Strongly Agree 6 26% Total 23 100% Statistic Value Mean 3.70 Variance 1.58 Standard Deviation 1.26 Total Responses 23 13. Do you have anything else you would like to add? (Or: Based on your experience, can you suggest ways a search committee could more efficiently help to hire the most capable person for the job? Text Response Just to reiterate my comments from above: In my experience, both direct or indirect, the on-line application process DESPERATELY needs to be improved so as to walk each applicant VERY SPECIFICALLY through the completion of each step required to be considered for an interview. I believe that far too many high-quality candidates THINK they have done everything they need to do, but haven't. The candidate we eventually hired for the position I chaired was a very experienced CMC employee with a very high computer/technology "IQ". Originally, she didn't qualify for an interview!!!!! So I had to tell her (and EVERYONE ELSE on the candidate list)and ask them to "finish"! VERY BAD!!!!! In my opinion, the most important issues regarding ability to employee qualified individuals does not fall to the committees, but falls to the job classifications and most importantly rate of pay offered. In many positions rate of pay while not advertised is far below the norm, especially in the labor trades. Generally, would recommend including itemized benefits within the advertisement, however with rate of pay being over 20% below the norm effectiveness would still be limited. Have the ability to re-write the ad for target candidates/populations for needed 56 qualifications that are not demonstrated in the pool of current applicants. Broaden applicant pool to be able to include eligible candidates with work visa, an opportunity to contribute to future global employment perspectives. Include salary range in the advertisement I think chairs need to shrink the timeline. I believe we lose candidates because our hiring process is so slow.They should have their committee set up before the position is advertised. They should communicate what the timeline will be for reviewing resumes, phone interviews, live interviews with dates that are agreed to by the committee. No Allow access to those that did not meet the minimum quaifications as sometimes decisions have been made by HR where a potential candidate could be included in the pool. It is worth at least having the ability to review them. The ongoing challenge is to make selection processes happen as quickly while managing a multitude of other priorities/issues. At times this can be easier than others, however, to have the application/interview be process be successful AND an expiedent, friendly, professional experience for applicants requires a good bit of time, administative assistance, and follow through. While quickly filling positions with the best candidates is a top priority, when added to a list of many other high priorities we do the best we can while maintaining a focus on critical student and learning issues. I'm not certain of of the solution. Of course not being short staffed would be a good place to start :) If there were a way to have access to applications as soon as they are received/processed by HR rather than waiting for a close date, that would be helpful. (On faculty and IC searches, the amount of time to closing the search or being able to access applications is too long. We lose good candidates, who applied early, because we wait too long to begin reviewing the applications. This was first time in the new concensus program, so it took me time to get a good understanding of how it worked. Several of my committee members printed out documentation instead of simply reading it online and keeping it paperless. We had a very diverse committee, which mad for an excellent forum to interview and review propective employees. I much prefer the committee method to 1 or two people making the analysis and decision to hire. I think we need to be able to have people who are involved with the position on the committee - like people who report to that person. I believe there is not a buy-in if the committee does not work with the person. I would like to see jobs left open until filled and then the resumes just keep coming to the committee. And, if you want to run the ad again you should not have to wait another two weeks before you can interview other candidates if it is truly open until filled. I have experienced the frustration of thinking it was open until filled but would only receive apps if there was a two week "posting" of the job period. An online hiring manual that is easy to navigate. Also a table of contents for the paper version. Statistic Value Total Responses 13 57 Appendix C Survey Results: Search Committee Members The survey on the following pages was completed by employees who had served as a committee member during the past year. 1. What type of position was your committee helping to hire? # Answer Response % Labor Trades (Custodian, 1 6 9% Maintenance) Clerical/Technical 2 21 33% (Administrative Assistant) 3 Professional (Counselor) 13 20% Administrative (Campus 4 24 38% CEO or Director) Total 64 100% Statistic Value Mean 2.86 Variance 1.08 Standard Deviation 1.04 Total Responses 64 2. At which CMC location was the position housed? # Answer Response % 1 Aspen 4 6% 2 Breckenridge (Summit) 3 5% 3 Carbondale (Roaring Fork) 1 2% 4 Central Services 19 30% 5 Chaffee (Timberline) 5 8% 6 Dillon (Summit) 2 3% 7 Glenwood (Roaring Fork) 3 5% 8 Rifle (West Garfield) 4 6% Spring Valley (Roaring 9 9 14% Fork) 10 Steamboat (Alpine) 10 16% 58 11 Vail/Eagle 4 6% Total 64 100% Statistic Value Mean 6.31 Variance 9.39 Standard Deviation 3.06 Total Responses 64 3. Do you feel you received adequate training to be a member of the search committee? # Answer Response % 1 Yes 44 69% 2 No 20 31% Total 64 100% Statistic Value Mean 1.31 Variance 0.22 Standard Deviation 0.47 Total Responses 64 4. Please rate your level of agreement with this statement: "As a search committee member, I understood my role." # Answer Response % 1 Strongly Agree 11 17% 2 Agree 43 67% 3 Neither Agree nor Disagree 4 6% 4 Disagree 3 5% 5 Strongly Disagree 3 5% Total 64 100% Statistic Value Mean 2.13 Variance 0.84 Standard Deviation 0.92 Total Responses 64 59 5. Do you believe it helps the hiring process if supervisors can contact candidates who have not provided the required application materials? # Answer Response % 1 Yes 49 77% 2 No 13 20% 3 If no, why not? 15 23% If no, why not? No. The on-line process should be improved in order to be sure that each applicant is SURE that they are complete in order to be considered. The chair/supervisor SHOULD NOT have to conduct this often awkward communication. It gives insight on attention to detail which may be critical to the position. reflects on the position being hired for. I think if a candidate does not complete the application and provide adequate support documentation, they are not serious about the position. Waste of time to contact an applicant who lacks follow through skills If someone doesn't send the required material I don't believe they should be in the pool - it's a good indication that they don't want the job bad enough, cannot follow directions or think their too good to have to provide what we're asking for. If I am understanding this questoin correctly, you are asking about candidates with incomplete application packets? I think any candidiate needs to submit a complete application, incomplete packets indicate unprofessionalism. Candidates who cannot provide the required materials should not be considered If the candidate has not provided the required application material, I would have concern about their skill sets to perform the job to which they are applying. This tells me something about the applicant. The application should be complete. If the can't follow instructions, we don't need them. I believe that completion of all of the required application materials is an indicator of the candidate's work style. I have doubts about a candidate who does not take the time and make the effort to ensure that all materials are provided. applicant responsibility what would be the purpose? I believe that a candidate who provides a completed application shows a level of conscientiousness and attention to detail that most of our positions require. Statistic Value Total Responses 64 60 6. Please rate your level of agreement with this statement: "As a search committee member, I understood my role..." # Answer Response % 1 Strongly Disagree 6 9% 2 Disagree 7 11% 3 Neither Agree nor Disagree 4 6% 4 Agree 40 63% 5 Strongly Agree 7 11% Total 64 100% Statistic Value Mean 3.55 Variance 1.27 Standard Deviation 1.13 Total Responses 64 7. Was too much, too little, or just enough responsibility expected of you? # Answer Response % 1 Too Much 2 3% 2 Too Little 5 8% 3 Just Enough 57 89% Total 64 100% Statistic Value Mean 2.86 Variance 0.19 Standard Deviation 0.43 Total Responses 64 8. Do you have anything else you would like to add? (Or: Based on your experience, can you suggest ways a search committee could more efficiently help to hire the most capable person for the job? Text Response I have now sat on three committees, two for instructional chairs and one for a counselor position. I think a lot of the process is dependent upon the person chairing the committee. For my first committee I did not receive any training or orientation to my responsibilities. I learned by doing, which for me is a good way to learn. Thankfully, the person chairing the committee was organized and timely with the process. On another committee I am having the exact opposite experience. In the first round I was asked to review 15 61 applicants' material in a matter of less than 24 hours, which infuriated and frustrated me. It was disrespectful of my time and responsibilities. Moreover, it was disrespectful to the candidates insofar as I was not given adequate time to review their materials. I question our college's hiring practices on a number of fronts. First, I do not think we need to do a selection committee for every position at CMC--I think that we could allow supervisors to interview and hire administrative aides, custodians, ie. non-exempt staff positions. Second when hiring professional, faculty, and administrative positions, I think we need to look at our recruiting practices. We cannot just advertise and see who we get. We need to be strategic about how we recruit for positions and cater to top individuals in community college higher education and then being willing to negotiate and invest in the starting salary for these top positions. Two of the committees I am serving on have lost numerous candidates due to cost of living in this district. In both instances, we are on our second and fourth rounds of searching again. The amount of resources to do searches over and over is incredulous, ineffective, inefficient and not representative of our president's vision to be the first choice in education. Money sinks with each round in travel, staff and faculty time, lodging, etc... Negotiations for top candidates should be given to the campus/ceo and/or supervisor. Human Resources should provide an advocacy and support role. Policies for hiring should not be under the control of Human Resources but rather should always be vetted and decided by the College Leadership Team. Human resources has had far too power within this institution for far too long. This department is holding CMC back rather than propelling forward with the guiding light of anticipation. We lost some candidates because the process of receiving and forwarding the resumes took a while - they had found other work by the time we contacted them. Since we're in such a competitive environment it would be helpful if we were able to start contacting candidates sooner. Again, please upgrade the on-line application process in order to be sure that each candidate knows that they are truly, completely eligible for an interview! We may be losing a lot of good candidates. This was the first time I used the computer based system. I had difficulty accessing it. I did not think the levels & what was to be done at each one were clear enough. Each time I opened a document there were odd interfaces to close. I think our access system should permit direct opening etc. It would be nice to have a place to add notes & comments for later reference in discussions or for structuring questions for the interview. Overall I do not like the computer system for ALL applications. (Custodians, etc.) I think salary ranges have a significant impact on who is interested in applying for a position & it is a waste of time to have overqualified candidates or those already employed over the salary limit submit applications. Our process is slow enough that the good ones drop out of the running before we even let them know we are interested. In the hiring process I was directly involved in, there were at least 3 top candidates who could not afford the job. I don't believe our pool represented the most qualified candidates for this position. Although the position had been open for months, interviews were late in the summer. Many candidates had already dropped out. CMC seems to be totally unaware that there is an academic calender that requires that we look for candidates early in the Spring term (January and February) before the spring term is over when the best job candidates are out looking for jobs. If we wait until late summer the best already have jobs and we get the left overs. Also, I feel it isn't effective policy to have Human Resources contacting the candidates with job offers. I have worked at other institutions where the search 62 committee contacted the candidates to negotiate offers. We know these candidates and tehy may be mpore open to express concerns and needs with committee members rather than an hr person they dont know. search chairs should be able to screen applicants and decide if they can be in the pool This survey needs to be reviewed. One question "As a search committee member, I understood my role..." was asked twice. The search committee pulled together and I believe that we did an admirable job. I would recommend that logistics need to be worked out -- either the lead of the committee or someone else MUST be assigned and communicate with other committee members about EVERY thing -- sometimes on a daily basis. I experienced that some members chose not follow what the chair had set up which caused confusion for the committee and the applicant. I think it puts a committee at a disatvantage when Human Resources is in charge of notifying the candidate selected. I think it should be offered by the committeee chair in order to answer relevant questions at the time and increase the chance that the candidate accepts the position. Human resources has too much power in the selection process. I also think our selection process takes way too much time. Perhaps CMC could have an inservice to go to as to the expectations that CMC has for hiring employees. We did have to rely on our collective understanding of proper questions that the committee could (and could not) ask the candidates. I think there should be more training with all employees about current laws related to appropriate interviewing procedures. Salaries should be posted in the ads; it would create a more open discussion about the stress of the cost of living in the CMC districts. The process takes too long from the posting of the position to the hiring of the candidate. With all of the steps, ranking the applications, phone interviews, in-person interviews, reviewing the interviews), as a committee member I am concerned about the candidates being left in limbo and then finding a new position in the meantime. For the committee that I was on we started app. review on July 8th and didn't get the person hired until mid- August. Luckily, the person could start immediately but that is not always the case. The web site for employment is a little confusing when you are filling out the information. You have to provide a hard copy as well as online copy, which can be mistaken for one or the other by potential canidates. Most people are use to providing information at different stages of the interview process as well, so having the supervisor approach canidates based on our interest in them for more information doesn't hurt it actually helps create a richer pool to decide from. I believe a strong chair significantly helps a hiring committee. Communication on the part of the chair to the members with clear expectations is a must. I also believe the size of the committee is important (large enough for differing views but small enough for efficiency). I think the best size would be between 4 and 6. The concept of search committee is goo and valid - but our implementation is absurd. Too slow, too ackward, way too devoted to "consensus" to get things done. Members (and the chair!) should commit to and be held to a tight schedule that keeps the process moving forward. It is inexcusable to spend so long on the selection that all the viable candidates must take other positions, and yet this happens all the time. Maybe a much smaller committee would be more active? 63 I like the objectivity of the electronic hiring process. It takes the human element out until it is needed in the interviewing process. While I understood my role I do think guidelines should be reviewed with the committee regarding ethics, legalities, confidentiality etc. In my ten years at CMC I have seen a lot of people sitting on hiring committees that have personal relationships with a candidate and I feel this is ethically wrong and people were hired possibly not for the right reason. I also believe the process takes too long. I think committees should be given a time frame in which to complete the process and the candidates should be made aware of it so they don't take other positions. Our system should favor the applicant more. After 20 years of management and executive experience, I do not believe that we should put applicants for lower level positions in front of committees with 6-10 members. Also our questioning should be more behaviorial. CMC managers need training on how to conduct an interview and how to "recruit" the folks we want to work here. The process seems very slow and we lose many candidates who would have been excellent in the position because they can't wait that long - so any way we could refine the process. Also,it can be very confusing for candidates if they are still included in the pool yet didn't make the first round of interviews and then the position is re-advertised. I really hope the college looks at training and promotion from within the organization. It would help with morale and possibly speed up the process. I think our current system works well, although I hgave heard of considerable delays when candidates are waiting for HR to call them and let them know about interviews, search results etc.. raise the salary range for counselors. Several of the candidates expressed to the committee chair that they could not make it work living in our community on the salary offered. We went out three times and the pool of cnadidates was very shallow with only a few exceptional candidates. publish the salary range in the job announcement and raise the counsleor salary so that the college can attract larger pools of applicants. Mark The process must move along quickly so that we do not lose qualified candiates to other offers. I am very glad that the West Garfield Campus was allowed to hire an applicant that had not yet received her Master's. She was the right person for the job, and I am very happy that she was not kept out of the running because she was a couple of monhs shy of recieving hr diploma. The hiring process at CMC is apallingly slow. Search committees are too large, forcing the committee to work around the schedules of numerous people. The hiring process should not stop just because someone is on vacation. If someone is scheduled to be on vacation during the search, then they shouldn't be on the committee. It's time we start moving at the pace of business instead of at the pace of government. Recruitment strategies rather than just advertising and waiting. Hiring firms. The process is laborious. How a hiring decision is actually made is a bit confusing. The committee selects the best candidate from a pool then passes the candidate, with whom a lot of time had been spent and a relationship developed, to the HR department. I understand there is a set of rules, by which this department must function, but there is no flexibility. It can be a little frustrating for the committee to guess what the salary and 64 benefits offer will be for each candidate and whether or not the candidate will accept based on the committee's conjectures. I guess the process is a little detached. I was only on one committee - to hire our tech support person here. It was a very good experience. Not only did I learn more about the process, I met others within the college I may not have otherwise known, and it was the first step in an excellent relationship with the excellent person chosen. It would be great to be included in other hiring committees, but we are considered peripheral to CMC and even though the position may really affect us, we are not thought of when a team is assembled. We would like to be included and can offer an additional perspective. There were not enough choices above - the position catagory did not include IT - and as to 'training' - not sure what that means. I got the information I needed to get - but 'training' seems a bit too big a concept for this. Why ask "Please rate your level of agreement with this statement: "As a search committee member, I understood my role." twice in the same survey? Ok, the second question ended with '...' ?? I would have a question bank available online geared to specific positions. The chair can pull these & tailor to site specific needs of the job. Also each campus can add to the question bank, easy way to maintain history & learn. Aids viability & freshness too. I was not involved with on-line procedure now used. It seems frustrating for everyone, and did not really produce great results. Not sure what the advantage is. the Committee chairs should be coached on professionalism as hiring the right candidate is one of the most important things we can do to enhance our organization. Sure, there will always be a few glitches here and there but we need to be professional as a committee/team when on the phone and especially in-person interviews. It's becoming the rule of thumb that you can expect your hiring committee is going to go out at least twice to find a viable candidate who will accept the position. We are in a crisis situation here at CMC - it's more than difficult to attract outsiders to our unaffordable communities - we are relying heavily on the people who "are already here" - what happens when we can't count on that anymore? At present, there's an untold amount of resources (time and effort) put forward in hiring - there should be a monetary value assigned to the necessary work hours it takes to hire a person. Perhaps higher salary bases would cut down on the need for a search committee to spend additional hours on two to three additional rounds of interviews, plus create less stress on employees that must bear the brunt of the unfilled position's workload. It's too bad the pay can't be increased until the 3rd round of interviews. I think the rating process was too combersome and I spent a long time rating candidates who I already knew I would not consider. Some of my fellow comittee members did not follow this process as they also discovered how long it took and how ineffective the process was. This is my first experience on a search committee since the implementation of the on-line component for the application review and rating. My committee is in the middle of this process now, so I don't really have a feel for the entire process yet. When I'm on a search committee, I would like to know up front if the decision of whom to hire will be up to the search committee, or just a recommendation to the CEO, who will then decide. I don't mind either one, I just want to know up front. This time, it worked fine since the CEO and the committee agreed. In my long tenure at CMC, this has not always been the case. 65 I would like to be able to check references. Twice I have been on CEO search committees where reference check was hired out to a company, who would then give us a report. I do not like this method. I feel the we can't the most accurate impression this way. I understand full job descriptions are not available online (just the advertised verbiage is available) and that applicants do not automatically receive full descriptions in advance of going through the entire process. I think this wastes everyone's time if applicants are not fully informed of the job duties and responsiblities in addition to being fully informed of pay range. Questions 4 and 6 above were the same - was this a trick question I have to ask? I think the search committe went well and the process was smooth. HR waited weeks before they followed through with the offer; it should have been more timely. Keep committees small and get the interviews turned around quickly so we do not lose candidates. Having to wait two weeks for "re-posting" is absurd - we should be able to just keep on interviewing. Don't bend over backwards for a candidate - that does not work out very often. Statistic Value Total Responses 41 66
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History students at Cottey College are from all over the US but while attending school in Nevada, Missouri, they learn about local history and are interested in volunteering for projects such as "find a grave."
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Dianna Taylor
RE: Photo
Once again a BIG Thank You!
Added by
Dianna Taylor
on Jan 09, 2014 9:27 AM
Dianna Taylor
First many thanks to the students for taking photos.
Could you please add the photo you posted for Julia Marksbury # 63069426 to her husbands memorial William H Marksbury # 122468567
Thank You!
Added by
Dianna Taylor
on Dec 30, 2013 2:48 PM
Carmelita Tieskotter
Blanche P. Smith
Thank you very much for taking the picture of Blanche P. Smith's tombstone in Moore Cemetery.
I really appreciate it!
Added by
Carmelita Tieskotter
on Oct 11, 2013 5:45 AM
Terri Burris
Delbert & Emma Burris
Thank you all for the photo for Delbert & Emma. It is very much appreciated. I love your group bio photo also with Find a Grave on the screen in the background. Best of Luck to you all.
Added by
Terri Burris
on Oct 10, 2013 3:51 PM
Eric C.
Dick Stone
Thank You very much for the photo.. -Eric
Added by
Eric C.
on Oct 09, 2013 11:06 PM
Eric C.
Etna Stone Gransbury
Thank You very much for the photo.. -Eric
Added by
Eric C.
on Oct 09, 2013 11:00 PM
Thank you
Thank you for the Kepler photos.
Added by
on Oct 09, 2013 12:48 PM
Herman Weiland
Guy Bean Photo
Moore Cem, Thank you so much for that.
Added by
Herman Weiland
on Oct 09, 2013 2:13 AM
Cameron Herrell
Robert/Juanita Adams
Many, many thanks for taking the time to get and post the gravestone photos on findagrave. You all go to a great college down there. I take many photos here in Bates County for those that request them, so I appreciate the ones taken for me in other counties. Thanks again! God bless you all.
Added by
Cameron Herrell
on Oct 07, 2013 5:19 PM
DJ Csikos
Wa;ter McReynolds
Thank you so much for the great photo of this cemstone, really appreciate it.
Dianna Csikos
Added by
DJ Csikos
on Oct 06, 2013 7:38 AM
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My husband and I travelled from Nova Scotia, Canada to Coronado , California for Canadian Thanksgiving weekend. From the moment we stepped onto the hotel property we were treated like celebrities. The staff of this hotel are phenomenal, many we spoke to were second generation workers of the hotel, and all were so proud of the property. We stayed in the Cabana section of the hotel, off to the left of the main pool, and only steps from the beautiful Coronado Beach. The hotel is incredibly clean, the beach is meticulously groomed, and the gardens around the hotel are gorgeous, especially considering they only get 9 inches of rain a year !!
The food was delicious, the island itself is a jewel to discover. It is connected to San Diego by a bridge, only a 10 minute water taxi ride direct to downtown San Diego, and well worth a walk around Coronado island. Home to many retired Air Force officers and military folk, it is a tiny little piece of paradise. The hotel was hosting many conventions and several wedding while we were there, but we never once felt crowded or overlooked by the staff. The service in every area of the hotel property was second to none. We travelled a very long way to get there but the memories we made at the Hotel Del Coronado will surely help us to find our way back there again. Thanks for everything !
- Official Description (provided by the hotel):
- The legendary Hotel del Coronado is located on 28 oceanfront acres on Coronado Island. Built in 1888 and designated a National Historic Landmark in 1977, The Del continues to maintain its rich history while also offering contemporary conveniences such as unique beachfront dining, an award-winning spa, upscale shopping, recreational activities and the luxurious cottages and villas at Beach Village. The hotel's spectacular setting, impeccable service and award-winning cuisine also makes it the perfect setting for a fairytale wedding. ... more less
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- TripAdvisor is proud to partner with Hotels.com, Expedia, Travelocity, Booking.com, Priceline, getaroom.com and Jetsetter so you can book your Hotel del Coronado reservations with confidence. We help millions of travelers each month to find the perfect hotel for both vacation and business trips, always with the best discounts and special offers.
- Also Known As:
- Resort Del Coronado
- Del Coronado


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Check out the following pictures from inside the arena for tonight's Old School RAW, including the set, the vintage ringside area and the backstage interview area, featuring the classic WWE logo:
[nggallery id=91]
Man, they're trying to hard to push ratings.
He's just teasing the Taker-Punk confrontation
What did you expect really?And why shouldn't they?And it was actually a pretty good show,except the main event was too weak…
The finish was great though. The knockout roundhouse kick and GTS to Orton for the clean win.
the finish was ok but the whole main event was really weak.Cm Punk should do more to win the match imo.Still at least he got a clean victory…
I prefer the old school setup to the current one.
Maybe 2000 but not 1993
We want Attitude era!
It's like they don't understand what people wanna see..
they said old school RAW…Attitude Era isn't old school…old school is 1993 RAW…Attitude Era will be old school when it's been 20 years since then
They do understand what people want to see. Attitude Era marks are just butthurt that they are now the minority of the audience.
You can't expect people to support you if they don't like anything that you do. I'm not saying that everything needs to be about the Attitude Era, I just sayin' do some good stuff and compromise a little bit and you'll gain support.
On that I agree.
Here comes the deadman……………..
Those stupid idiots, they already done that tired 1993-1996 raw set, it's time they did the raw is war/warzone set and intro, it doesn't have to be attitude-full episode just the set & theme for nostalgia's sake. Why keep repeating the same thing?
noooooo, they change the wwe logo from the wwf to wwe, c different.
maybe next time
Just to be clear the Attitude era is not really old school, its the Federation years more like 1997 going backwards, the best time in wrestling was 1985-1994 the Federation era b/c u had the best tag teams like Demolition, Hart Foundation, Road Warriors, Steiner bros, British Bulldogs and many more, and best baby faces like Ultimate Warrior, Hulk Hogan and heels like Macho Man, Ted Dibiase, Andre the Giant and that includes NWA/WCW as well. Best wrestling and promos not scripts like they started in the Attitude era. I'm tired people always saying bring babk the Attitude era, let it go they won't. I want to see more pure wrestling and less talk.
The season premiere of Total Divas takes place next Tuesday, July 7th on the E! Network. US Weekly has an exclusive preview of the episode, which features Natalya hiring...
Previews For Tonight's NXT, Lucha Underground, ROH & Impact Wrestling Shows
Vampiro Talks Lucha Underground, Ultima Lucha, WCW Ruining His Career
Ted DiBiase Interview: Dusty Rhodes' Passing, Working With Jake Roberts & More
Jake Roberts Interview: How DDP Yoga Changed His Life, Favorite Career Moments
Triple H And Sting Talk The Monday Night Wars, WWE Censors Cena/Cesaro Match
Tommy Dreamer Talks His Run With The WWE, Samoa Joe And More
WWE Main Event Spoilers, Superstar Posts Injury Update, Dolph Ziggler Doing More Comedy?
*Spoilers* WWE SmackDown Taping Results For July 2, 2015
Copyright © 2015 SESCOOPS LLC. SEScoopss.com is your #1 source for Wrestling News from WWE, NXT, TNA, Lucha Underground, New Japan Pro Wrestling, Global Force & more.


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Aliases for HEXA Gene
Aliases for HEXA Gene
External Ids for HEXA Gene
- Entrez Gene: 3073
- Ensembl: ENSG00000213614
- UniProtKB: P06865
Summaries for HEXA Gene
This gene encodes the alpha subunit of the lysosomal enzyme beta-hexosaminidase that, together with the cofactor GM2 activator protein, catalyzes the degradation of the ganglioside GM2, and other molecules containing terminal N-acetyl hexosamines. Beta-hexosaminidase is composed of two subunits, alpha and beta, which are encoded by separate genes. Both beta-hexosaminidase alpha and beta subunits are members of family 20 of glycosyl hydrolases. Mutations in the alpha or beta subunit genes lead to an accumulation of GM2 ganglioside in neurons and neurodegenerative disorders termed the GM2 gangliosidoses. Alpha subunit gene mutations lead to Tay-Sachs disease (GM2-gangliosidosis type I). [provided by RefSeq, Jul 2009]
GeneCards Summary for HEXA Gene
HEXA (Hexosaminidase A (Alpha Polypeptide)) is a Protein Coding gene. Diseases associated with HEXA include sensory peripheral neuropathy and tay-sachs disease. Among its related pathways are Disease and Sphingolipid metabolism. GO annotations related to this gene include protein heterodimerization activity and beta-N-acetylhexosaminidase activity. An important paralog of this gene is HEXB.
UniProtKB/Swiss-Prot for HEXA Gene
Responsible for the degradation of GM2 gangliosides, and a variety of other molecules containing terminal N-acetyl hexosamines, in the brain and other tissues. The form B is active against certain oligosaccharides. The form S has no measurable activity


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I have some questions on customising the twenty eleven theme. I'm not sure whether it would be preferred for these questions to be asked in separate posts to make them easy to find by others with the same queries. If so, could someone who knows about these things pls let me know, and I will be happy to re-post each query separately.
So, to the queries, which I'll enumerate in order of most interest to me, and for the sake of clarity and convenience.
1. I want to make the tags that appear at the end of each post invisible. Is this easily doable, pls?
2. Can I easily decrease the size of the header (especially the depth)?
3. Can I get rid of the blog title and subtitle from the top of the
page and 'float' (superimpose) it over a customised header image?
4. Alternatively, could I make the whole header a clickable link, and 'hide' the blog title, while still having it there so search engines can continue to pick it up?
5. Can I reduce the depth of the white area above the header? Or get rid of it entirely?
6. Is it easily possible to move the 'Search' box down so it is 'floating' (superimposed) over the header - say, in the top right corner?
7. Can I get rid of the Comment bubble and just have a text link (eg: 'Add a Comment' or 'Reply') next to the blog post date?
Cheers all