Navigating the Hiring Process at Dallas College: A Comprehensive Guide

This article provides a detailed guide to the hiring process at Dallas College, outlining the standards, procedures, and best practices for both employers and candidates. It aims to clarify the steps involved in recruitment, selection, and hiring, ensuring a fair and efficient process for all parties.

Employer Guidelines and Responsibilities

Adherence to Standards and Regulations

Employers utilizing Dallas College Online Job Boards must adhere to several standards. These include the National Association of Colleges and Employers (NACE) Principles for Professional Practice, the Equal Employment Opportunity Commission (EEOC) guidelines, and all applicable Dallas College policies, procedures, and guidelines. This ensures ethical and legal compliance throughout the recruitment process.

Reporting Requirements

Employers approved for access to Dallas College Online Job Boards are required to report specific information on students hired through the platform. This includes names, rates of pay, hours worked per week, beginning dates, and end dates, as requested by Dallas College.

Ineligible Employers and Prohibited Activities

Certain employers, positions, and activities are ineligible for access to Dallas College Online Job Boards and are prohibited in the recruitment of students. These include:

The sale of items that may be considered a health risk to the consumer.
Postings for in-home service positions.
Third-party recruiters not representing specific employers who have contracted with them, and who do not disclose the names of the represented employers. Third-party recruiters may only disclose student information for the open and advertised position.
Child Care Providers: Employers must post their state approved license number in the company description area on their Employer Registration and on their Job Posting.

Disclaimer

The information provided on Dallas College Online Job Boards is for informational purposes only and does not constitute an endorsement or approval by Dallas College of the employer or any product, service, or opinion thereof, or of the candidate for employment. Dallas College makes no representations, claims, promises, or guarantees about the job postings, qualifications of candidates identified, or the accuracy, completeness, or adequacy of the information provided by either the candidate or the employer. The college does not claim responsibility for safety, wages, working conditions, or any other aspect of off-campus employment or pre-employment screening. It is the responsibility of both the candidate and the employer to perform due diligence in researching each other.

Candidate Application Process

Application Submission

Candidates must complete the appropriate employment application (staff/administrator or faculty) and submit all required materials by the closing date. Applicants submitting applications for adjunct positions are applying to be a part of Dallas College’s adjunct faculty pool of instructors. After the closing date, the Talent Acquisition Partner (HR) will screen applications based on minimum requirements and share qualified applicants with the hiring manager and/or search committee.

Screening and Interview Process

The search committee chair will contact applicants if an interview is requested. The search committee recommends candidates to the Dean and Vice Provost.

Transcript Requirements

Official transcripts are required when applying for full-time faculty and adjunct positions. Applicants with earned degrees from educational institutions located outside the United States are required to have their transcripts evaluated by a recognized credential evaluation service. Applicants who have foreign transcripts may submit a copy of their translated transcript attached to the original transcript evaluation. Applicants are responsible for the costs associated with translation/evaluation services.

Position Creation and Posting

New Position Creation

For new positions, determine if a current UT Dallas job code exists from which you may build your new position. If a job code does not exist and it is an entirely new position, you will need to work with an Employment and Compensation Specialist in the Office of Human Resources to create a Position Description Questionnaire (PDQ).

Minimum Qualifications

Determine the minimum education, experience, skills, knowledge, and/or abilities that would be necessary to fulfill the requirements of the position and your department. Your Employment and Compensation Specialist will review and approve the HR portion of the e-PUR.

Read also: DCS Tuition Information

Diversity, Equity, and Inclusion

All hiring managers and supervisors are responsible for compliance with State Laws and UT System policy regarding diversity, equity, and inclusion in institutions of higher education throughout all phases of the job posting, interview and selection, and hiring process.

Creating a Job Posting

When creating a job posting, you have the option to:

Create from Job Title: Copies general information such as job code, job title, salary grade, salary range, etc. from the job title. Use this option for new positions or if the job title template has been updated.
Create from Posting: Copies from an existing or previous posting. Select the job title to be posted. Review the details. If the details describe the position you intend to post, select Create Posting from this Job Title.

It is important to update position information and posting details accordingly. Note: Veterans’ Preference in Employment Position: You may designate a new or replacement position as a veterans’ position and only accept applications for that position from individuals who are entitled to a veterans’ employment preference. In certain instances, these positions do not have to be announced or advertised.

Supplemental Questions

Consider the use of supplemental questions in your job posting. Supplemental questions may be used to screen or gather additional information about applicants in order to make a better decision about whom to interview. Knowing where to find candidates with a particular skill, certification, or experience; and developing a comprehensive outreach and advertising strategy will increase the probability of a broad applicant pool.

Applicant Management and Screening

Accessing Applications

Applications are available for review at jobs.utdallas.edu/hr. The Hiring Manager/Search Coordinator has access to manage the applicant pool. A guest username and password found in your posting can be provided to others who might need to review applicants.

Screening Criteria

During the Recruitment Planning phase, an ES will help the HM determine the criteria that will be used to screen applicants. Using supplemental questions, applications may be scored and ranked.

Initial Screening

Brief phone interviews are a good way to determine if an applicant’s job interests meet the requirements of your position. For applicants selected for an interview, change that applicant’s status to “Interview.” All other applications should be dispositioned (have their status changed) according to the reason why each one was not selected.

Interview Selection

Every applicant invited to interview should meet the minimum qualifications of your position. Applicants meeting the minimum and preferred qualifications represent the best qualified candidates. An applicant should be able to articulate his/her experience and qualifications as thoroughly and as positively as possible.

Interview Process

Consistency and Accommodations

Each applicant should have the same interviewing experience and are required to be asked the same core interview questions. If an interviewee requests a disability accommodation, please check with your Employee Relations contact for information and assistance. For consistency, ask the same core questions of each interviewee.

Final Selection

It is important to use all the tools used during the hiring process as you begin to select your finalist.

Reference Checks

Reference Check - Evaluate consistency in responses received. As a best practice, references should always be checked before a final decision is made. Reference checks are applicable whether the position is being filled internally or externally. They are a critical part of the selection process. Reference checks can give you information about an applicant’s current and past performance. Reference questions should be determined prior to contacting an applicant’s references.

Temporary Positions

Job Codes and Pay Basis

When assigning a temporary position, please use one of the following job codes.

Job Codes	W09995	C09997
Pay Basis	Semi-monthly, hourly	Monthly, hourly
Benefits	Non-Benefits eligible	Benefits eligible
Term	Up to 4 1/2 months (18 weeks), for up to 40 hours / workweek - or -4.6 months to 1 year at less than 20 hours per workweek.	More than 4.5 months working a regular schedule of 20-40 hours per workweek for up to 1 year.
FLSA	Non-Exempt	Non-Exempt
Schedule	Regular and Irregular hours	Regular hours
Extension of Term	Eligible for extension if hours remain below the TRS threshold for benefits (see “TRS Rules for Benefits Eligibility” below). Assignment is 4.6 months to 1 year: Actual hours worked per month must remain LESS THAN half-time for the position to remain Non-Benefits Eligible and comply with TRS rules.
Hours Worked	Assignment is Up to 4.5 Months	Assignment is Longer Than 4.5 Months
Actual Hours Worked are Less than Half-Time	Not benefits eligible. No TRS.	Not benefits eligible. No TRS.
Actual Hours Worked are Half-Time or More	Not benefits eligible. TRS defines half-time in comparison with the definition of full-time for equivalent positions. In the case of Non-Benefits Eligible Temporary assignments, the equivalent full-time role is always 40 hours per week; therefore, half-time for Non-Benefits Eligible Temporary employment is 20 hours per week. TRS evaluates adherence to half-time hours by comparing the sum of actual worked hours on a monthly basis to their own calculation of working hours available per calendar month.

Hiring Foreign Nationals

HR will work with departments and assist them in the hiring process of foreign nationals. If a sponsorship is required, please allow sufficient time to complete the employment authorization process and establish a realistic hire date. In addition, HR will assist in the pursuit of permanent resident status for a nonimmigrant if UT Dallas intends on retaining them beyond the duration of their temporary visit.

Addressing Common Questions and Concerns

Specifying Recent Experience

When writing qualifications, you can specify that applicants must have recent experience, especially in fields that change constantly or rapidly. The recentness of a person’s job experience may matter in fields that change constantly or rapidly.

Involvement in the Hiring Process

The Hiring Manager is ultimately responsible for the hiring process.

Evaluating Applicants with Lower-Level Experience

There are good reasons why an applicant might choose to take a job with a lower level of responsibility than he or she has had in the past. Don’t assume that holding a higher-level job necessarily means that an applicant can do lower-level tasks.

Judgments Based on Application Quality

An application and/or resume is an advertisement of the job seeker. Therefore, some judgment can be made when an application and/or resume is written poorly. But don’t screen out applicants for trivial reasons just to reduce the number of applications to consider. Be careful not to make unwarranted assumptions. People may have reasons for changing jobs or taking time between jobs that have nothing to do with how good they are as an employee.

Considering Out-of-Town Applicants

It is best to consider the best-qualified applicants regardless of the location of a candidate’s residence. If you are unable to pay travel expenses, consider doing the first interview by telephone or video conference.

Salary Expectations

If you are concerned that the salary you are considering to offer may not be acceptable to the candidate, you may discuss salary expectations during a prescreening interview. What if the applicant is currently making a higher salary than I am able to offer?

Applicants with Disabilities

It is illegal to discount a qualified individual if you come to know he/she has a disability. The Americans with Disabilities Act requires that the University take steps to reasonably accommodate individuals with disabilities who request accommodations so they may perform the essential functions of a position. You should always focus on the most important qualifications. What if the applicant has a disability?

Courtesy Interviews

It is important to apply the criteria selected for evaluating applicants consistently to all applicants. Interviewing someone who is not as qualified as other applicants on a “courtesy” basis can raise unrealistic expectations. What should units do with perceived pressure for a “courtesy interview?”

Interview Logistics

Provide a map of the campus and the location of the interview, including building name and room number. Explain what the parking arrangements will be (meters, parking permits, disability parking spaces, etc.) if the applicant will be driving in.

Scheduling Interviews

While it is important to be as flexible as you can in scheduling interviews for your top applicants to ensure that you get the best-qualified person, you must balance this against your need to fill your position in a timely manner. What if I can’t reach an applicant to schedule an interview or what if the applicant will not be available during the timeframe established for interviewing (e.g.: on vacation)?

Consistency in Interview Questions

During the interview, the same set of interview questions should be asked to maintain consistency for each interviewee. Do I have to ask each applicant the same questions?

Number of References

A minimum of two is recommended. Some organizations have a policy of not releasing information.

Managing References

Ask for advice on how best to manage the person to bring out her/his abilities. If you’re not getting answers to standard questions, try painting a picture of your work environment and its demands, so that the supervisor can give a realistic evaluation. For example: “We’re a high-volume customer service office. The phones don’t stop ringing, the paperwork is endless, and we’re considering Ms. Smith for a position in our unit dealing with our most demanding customers. Sometimes references are uneasy about providing feedback. What if a reference check reveals negative information?

Reference Check Outcomes

You may choose to use or not use this information.

HR Support

Employee Center

A better way to get HR Support. We’re making it easier than ever to access HR Support. With one place to go, you’ll always know where to find the answers and support you need. Starting soon Employee Center will replace AskHR as the new way to request HR support. This allows HR to respond more efficiently, ensuring you get the right support quickly and consistently. And while the Employee Center makes it easier to track and manage your requests HR is always here when you need us the most. With Employee Center, you have full visibility into your HR requests. Everything is in one place ready when you need it. Using Employee Center means your requests are tracked, prioritized, and handled with care, giving you a smoother experience every time you need HR support. Plus you can access it anytime for any device, making HR support more convenient than ever. We’ll provide step-by-step guidance to help you get started. Change ambassadors and and HR representatives will be available to answer questions top ensure a smooth transition.

Interview Types

Resume/Traditional Interview

This form of interviewing goes through your resume, prior work experience, and activities. It is very straightforward.

Behavioral Interviews

Behavior interviews are the typical interview set up, which we described above.

Situational Interviews

interview, situational interviews mainly focus on theoretical scenarios. Remember that there are no right or wrong answers.

Mini-Interviews

typically lasting less than 10 minutes each.

Interview Tips

Know what to expect.
Contact OPCD and ask for a mock interview.
Tell a story.
way to convey your answers.
Think out loud.
Consider all the information provided.
Don’t hesitate to ask questions.
Support your answer.
Don’t let the question distract you.
Focus on the details.
Stick to what you know best.
Tell-not just show-your work.
Invite collaboration while you work.
through what you are thinking.
Ask clarifying questions.
Don't rush.
reach logical conclusions.
may ask questions related to academic coursework or concepts (e.g. Why are you interested in our organization? to behavioral interview questions.
to your responses regarding your qualifications for the opposition.
and identifying themes within the job description.
required for the position.
and job/internships experiences.
specific skills, like computer science, data analysis, and software engineering.
be sent within 24 hours of each interview, to each person with whom you spoke.
your interest in the position in this way.
the interview.
they said they would contact you.
and I was working part-time.
get burned out.
was due so I would be prepared.
other officers.
after I’ve graduated.
I made the Dean’s List.
before they get out of hand.
down shirt or blouse.
service, graduate/professional school and fellowship opportunities.

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