Once the PA1 has been approved, it is time to post your position on the jobs.ou.edu site! The university uses PageUp for our postings and tracking applicants for staff positions.
A guide on how to post your position on PageUp
Below are some highlights from the guide. However, for a comprehensive review on how to post a position on jobs.ou.edu, please use the guide referenced above.
If the Talent Acquisition team has any concerns, they will reach out to you before it is posted. If not, you will be notified via email once your position is on jobs.ou.edu.
We have centralized all University contacts with the United States Citizenship & Immigration Services (USCIS) concerning the hiring of international staff. Routine contacts are handled by the Office of Immigration Services.
Criteria for noncitizens in the candidate pool should be identical to those for citizen candidates. Any concerns about visas or other immigration issues that arise for a noncitizen candidate will be handled by the above offices and should not be raised with the candidate or otherwise considered during the search, except that clearance to work in the United States may be noted as a requirement of the position.
Whenever considering recommending a staff position for a noncitizen, please contact the office of Immigration Services, OIS@ou.edu before making any commitments and as much in advance as possible to discuss the situation and to determine the best way to proceed. The complexity of immigration laws and the uniqueness of each situation require individual review before any commitments are made to the prospective staff member about what the University can do to assist with immigration and naturalization matters.
We will do everything we can to help. Immigration law and USCIS agency procedures are complex and rapidly changing. Because of this and the special circumstances of each case, it is crucial for any new international staff to contact the Office of Immigration Services and provide all requested information and documents promptly. The University will be responsible for its legal duties as an employer, but in all cases the basic responsibility for complying with immigration laws must rest with the individual to whom the offer is being made. The University will help in any way it can and will work carefully to see that we as an institution carry out our responsibilities in accordance with the law. This is essential if we are to continue to be able to secure truly outstanding staff.
When a full-time staff position posted on the jobs.ou.edu site, it is also posted on the following job sites:
If you are not attracting the right candidates for your position, the HR Talent team can provide consultation and additional resources to make your position more known and appealing.
Also, you are able to utilize paid advertisements for your vacancy to attract more candidates, If you would like to pursue other methods of advertising your position, please fill out the Employment Advertising request form (pdf). Send any requests and questions to the HR Talent Acquisition team at HRTalent@ou.edu.
The employment interview is vital to the hiring process. Successful interviewing requires preparation, attentive listening, and a thorough understanding of the job and the minimum required qualifications of candidates.
The person conducting the interview should be well prepared and knowledgeable on the university's interviewing and hiring practices. When conducting the interview, the interviewer should use the following outline:
Meeting the interview goals requires the following on the interviewer’s part:
Interviews fall into two categories: structured and unstructured. OUHR recommends the use of structured interviews.
The interviewer approaches the interview with an organized and well-planned questioning method while always staying on task. Some interviewers will ask the interview questions in a specific order while others take a more relaxed approach, though still addressing all pre-planned questions.
Structured interviews generally provide the interviewer with the information needed to make the hiring decision. All candidates are asked the same questions, rather than tailoring the questions to target a specific individual.
Unstructured interviews do not rely upon a prepared agenda. Instead, the candidate sets the pace of the interview. The lack of structure makes it difficult to compare and rank candidates because they do not respond to the same questions. However, unstructured interviews are sometimes used to make the selection between two, equally qualified, candidates.
In structuring the interview, interviewers may mistakenly use a job candidate’s resumé as a guide for structuring the interview. Generally, the resumé only provides information the candidate wants to reveal. Following the resumé throughout the interviewing process allows the candidate to control the interview, not the interviewer. Interviewers must establish a set structure, to be applied consistently, for each interview to accomplish efficient and accurate interviews.
Interviewers may set the tone of the interview by first greeting the candidate and then engaging the candidate in casual conversation to create a calm and relaxed atmosphere. Comfortable and secure candidates may communicate more honestly.
Interviewers may ask about the person’s hobbies, interests, travel, or city of residence. However, interviewers must remember to avoid sensitive areas like children, marital status, or church activities. The formal interview may then begin through a simple transition question, such as, “What do you know about the organization?” or “How did you hear about this job opening?”
Interviewers should provide the candidate with an overview of the interview process. For example, how the interview will proceed and what will be covered — job experience, education, interests. Additionally, a comprehensive overview will explain that after discussing the candidate’s background, the interviewer will ask for information about the job, explain the organization, and answer any questions the candidate might have.
In discussing a candidate’s work experience and education, the interview should ask prepared questions first, following up any responses that deserve further inquiry.
Good notes must be taken in regard to the discussion of job qualifications to document the screening process.
After discussing a candidate’s education and work experience, the interview may then ask a few questions about a candidate’s activities and interests to get a broader perspective. Candidates may also be asked to provide a self-assessment, summarizing personal and professional strengths, as well as “developmental needs” or qualities that the individual might want to change or improve.
Interviewers would be wise to not discuss details of the job until the interview has covered a candidate’s qualifications; otherwise, a candidate may exaggerate certain skills required by the position. An interviewer should review the organization, the job, salary, benefits, location, and any other pertinent data. Interviewers should be careful to limit comments to the specific facts about the job as it currently exists.
In the final portion of the interview, the candidate should be given an opportunity to ask questions about the organization and the job. Interviewers should thank the candidate for the time spent on the interview and review the next steps in the hiring process.
Interviewers must make sure all candidates for a position are given the opportunity to answer the same questions and that all questions are job related and nondiscriminatory.
Interviewers should not deviate from the prepared questions but can ask appropriate follow up questions that may differ from candidate to candidate.
Employers with 15 or more employees must comply with the Americans with Disabilities Act (ADA). The ADA protects persons with disabilities from discrimination in hiring and treatment on the job. The guidelines issued by the federal Equal Employment Opportunity Commission describe what questions are and are not allowed to be asked in an interview.
The following three elements are key to legal interview questioning:
According to the EEOC guidelines, the following questions are acceptable during an interview:
The following questions may not be asked while conducting an interview:
The following example illustrates both incorrect and the correct methods of eliciting information:
The candidate for a telephone sales job is obviously blind as reasonably deduced based on appearance and tools (walking stick and a trained guide dog).
INCORRECT: The interviewer may not say, “I imagine that with your blindness you’d have some difficulty filling in our call forms and keeping track of the results of your calls. In what ways do you think your blindness would interfere with your sales job?”
CORRECT: The interviewer may phrase the question as follows: “This job requires that you ask questions from our telemarketing script and record the results of your calls. How would you perform these essential functions of this job with reasonable accommodation?”
Do not solicit information that employers are legally barred from considering in the hiring process.
For example, under Title VII of the Civil Rights Act of 1964 and similar state laws, it is illegal to discriminate against individual candidates on the basis of the following:
Other laws prohibit questions about military background, age, disability, or union membership. Generally, do not ask about:
The following are samples of questions which should be avoided. This is not an all-inclusive list.
Employers should try to include questions that go beyond a candidate’s technical competence or knowledge.
The interviewer should probe for qualities needed to succeed at the job:
Relevant and job-related questions might target the following:
Close-ended questions are most commonly asked in interviewing and are the most commonly misused questions. The following is an example of an ineffective closed-ended question: “Can you work under pressure?” Only “Yes” and “No” are the possible answers. The interviewer has no information and no way of evaluating any one candidate against another. However, a closed-ended question would be appropriate and useful as a questioning technique when looking for a commitment from the individual, for example: “Can you start on Monday?”
A closed-end question also helps interviewers in an attempt to refresh their own memory or in verifying information from earlier in the interviewing sequence: “You were with Company X for 10 years?”
Interviewers may also utilize the close-ended technique as preparation for a series of questions on the same subject.
Open-ended questions often yield better results than close-ended. Open-ended questions do not lend themselves to monosyllabic answers; instead, the question requires an explanation. For example, the following open-ended question requires a detailed answer: “How do you succeed in working under pressure?”
As a rule, open-ended questions are preferable to closed-ended questions because such questions require the candidate to speak while the interviewer listens. Open-ended questions often begin as follows:
The technique of asking behavioral questions has developed into a unique style of interviewing. Behavioral questions are based on the premise that past behavior is the best predictor of future performance.
Behavioral questions are open-ended and request specific examples of past behavior. Such questions elicit conversation and are usually prefaced with something similar to the following:
Used appropriately, behavioral questions make it difficult for the candidate to misrepresent past performance.
Interviewers often assume, albeit incorrectly, that a candidate who is strong in one area is equally impressive in all areas. This is not always the case.
To avoid this assumption, an interviewer may ask the following questions:
When interviewers have sought and found negative balance, they may feel content that they are maintaining their objectivity and move on or that an answer they receive may be disturbing enough to warrant negative confirmation.
For example, an interviewee tells the interviewer about a situation when the individual felt that it was necessary to go around or behind a supervisor to achieve a goal. A manager should be troubled because if such behavior is common, the person may not be desirable to hire. Consequently, negative confirmation should be sought with perhaps the following: “That is very interesting. Let’s talk about another time when you had to . . .”
Successive examples will help interviewers confirm negative traits and perhaps save the employer from hiring a candidate unfit for the employment position. On the other hand, interviewers may establish that the negative situation was a peculiarity — a one-time thing — and nothing that would potentially disqualify a candidate.
Reflexive questions function to close a line of questioning and move the conversation forward. Reflexive questions help interviewers calmly maintain control of the conversation no matter how talkative the interviewee.
When a candidate begins to stray from the topic of the questions, the interviewer can easily interject with a reflexive question that will allow the interviewer to proceed with other topics. An interviewer may accomplish this by adding phrases, such as the following, to the end of a statement:
For example, the interviewer might say, “With time so short, I think it would be valuable to move onto another area, don’t you?” The candidate’s reflex is to agree, and the conversation moves on.
Mirror statements function as a subtle form of probing in conjunction with silence. To use the technique, the interviewer mirrors or paraphrases a key statement made by the candidate and then remains silent while offering positive reinforcement through body language such as nodding, and looking attentively at the interviewee.
Interviewers should use mirror statements to fully understand a candidate’s answer and gain more insight through the candidate’s detailed explanation. For example, an interviewer would repeat the substance of an interviewee’s key comment in a question form, “Whenever you arrive two hours early for work, you then leave work two hours early to compensate yourself for your time?” Upon completion of the question, the interviewer would patiently wait for the interviewee to expand on the mirrored statement, without a further interjection from the interviewer. This technique allows the candidate to hear verbatim the words they chose as an answer and volunteer further details.
Loaded questions are inappropriate as they may lead to manipulation by the interviewer. Loaded questions are fundamentally problematic because questions require the interviewee to decide between equally unsuitable options. For instance, the following is a loaded question: “Which do you think is the lesser evil, embezzlement or forgery?”
Obviously, the interviewer should avoid absurd, loaded questions. However, carefully balanced judgment-call questions may have a place in a good interview. The technique may allow the interviewer to probe the interviewee’s decision-making approaches.
For example, the interviewer may want to recall a real-life situation where two divergent approaches were both carefully considered and may do so by framing the situation as a question:
Half-right reflexives can be utilized to glean specific answers and determine an individual’s propensity for specific work-related incidents. To employ the technique, the interviewer must make a partially correct statement and ask the interviewee to agree.
With half-right reflexives, the interviewee has the opportunity to offer personalized and experienced insights in regard to workplace dilemmas and situations. However, the interviewee may also demonstrate a lack of experience or inability to perform required tasks of the job.
This technique creates enlightening insights. For instance, this example of a half-right reflexive always generates fascinating responses: “I’ve always felt that customer service should commence only after the bill has been paid, haven’t you?”
Leading questions allow interviewers to lead the listener toward a specific type of answer. Leading questions often arise accidentally when the interviewer explains what type of organization the interviewee will be joining. For instance, the interviewer might proudly exclaim, “We’re a fast-growing outfit here, and there is constant pressure to meet deadlines and satisfy our ever-increasing list of customers”, then ask, “How do you handle stress?”
In the interviewers statement the basic principles and requirements of the job are made clear and thus, the correct answer to any further question is a simple paraphrase of the interviewers own statement.
Leading questions are often useful, but like closed-ended questions, the interviewer must use leading questions appropriately. As information verifiers, leading questions encourage the candidate to expand on a particular topic, for example, “We are an organization that believes the customer is always right. How do you feel about that?”
However, leading questions should be used only after establishing a candidate’s belief or performance in a particular area. In any case, leading questions should not be used early in the interview or be confused with the half-right reflexive.
A good question poorly phrased will be ineffectual and provide the interviewer with incomplete or misleading information. However, question layering allows an interviewer to thoroughly probe and answer on many different levels. For example, when an interviewer wants to determine whether a candidate could work well under pressure the basic line of questioning (“Can you work under pressure?”) may prove to be the wrong approach because the question: requires only a yes or no answer, which fails to provide adequate information for the interviewer leads the interviewee toward the type of answer the individual knows the interviewer wants. Instead, interviewers can use a combination of all the questioning styles and techniques to examine the topic from every angle. For example, to examine all angles of a topic the interviewer may ask:
Similarly, the interviewer does the same by joining the closed-ended question with some of the other question techniques. The following sequence demonstrates how much more relevant information an interviewer can glean through question layering:
These questions illustrate several different angles to the same question, each revealing a different aspect of the personality, performance, and behavior of the candidate. The question layering technique makes the possibilities for questions theoretically endless, depending only on the interviewer’s thoroughness.
Interviewers can use the following techniques to gain more information from an initial question:
If the interviewer wants to hear more — whether dissatisfied with the first answer or interested in obtaining more information — the interviewer could say, “Can you provide more detail about that? It’s very interesting,” or, “Can you give me another example?”
The interviewer may hear an answer and then add, “What did you learn from that experience?” This is an excellent layering technique that can give insight into judgment and emotional maturity.
Perhaps the best technique for gathering more information is for an interviewer to simply sit quietly, while maintaining eye contact with the interviewee and saying nothing. If the conversation lulls, the interviewee may instinctually attempt to fill the silence and provide more information and/or details. Although an interviewer may initially find the silence difficult to manage, patience and allowing the interviewee to speak without encumbrance can be effective.
First determine which specific dimensions of performance you think are important to this position. Then, review the sample questions below.
Tell me about a time when you've had to use your analytical skills to solve a problem.
Reference checking allows you to ensure that you are finding the most qualified person who is also a good fit for the position and organization.
These checks help you confirm information on the candidate's application form and resumes. You will also gain greater insights into the candidate's skills, knowledge and abilities from someone who has actually observed the candidate perform.
How to conduct reference checks?
It is important that during the interview process, you obtain consent from the candidate to contact their references and ask employment-related questions. A common mistake managers often make is asking candidates to choose their references. Instead, you should tell the candidates that you wish to speak to the people who actually supervised them. It is good practice to speak to two or three work-related references. If the current employer does not know they are seeking work elsewhere, then go to the previous employers.
Before making the calls, make a list of questions so that you are asking the same set of questions, giving you a consistent frame on which to base your decisions. All questions should be job-related and legal. You cannot ask questions during a reference check that you are prohibited from asking during an interview.
Once a finalist for the position has been selected, an offer in PageUp will need to be created and submitted for approval in PageUp. An offer MUST be approved by the Talent Acquisition team before it can be made to a candidate, either verbally, written, or otherwise. After Talent Acquisition approves the offer, it will need to be extended and their response needs to be captured in PageUp.
If you want to offer above the PA1 approved salary, before any offer is extended you will need to contact HR compensation at hrcompensation@ou.edu.
Note: If there is a counteroffer that was approved by Compensation that was higher than the approved original amount, please put in comments, “Counter
for higher salary with eForm #XXXXXX.”
NO OFFERS, EITHER WRITTEN VERBAL, OR OTHERWISE CAN BE EXTENDED TO A CANDIDATE WITHOUT HR APPROVAL IN THE PAGEUP SYSTEM.
An offer letter will also need to be sent to the candidate for them to sign and return. Below are some offer letter templates that you can use. When the candidate accepts the offer, it is a good practice to also reach out to the candidates that were not selected and inform them of their status. After the response is captured in PageUp, the system will invite the candidate to complete the 2nd Pass and the background check process will begin.
OU departments shall extend offers of employment to the finalist contingent upon a satisfactory outcome of the required background check. All offers of employment, oral and written, shall include the following statement: "This offer is contingent on the University’s verification of credentials and other information required by state law and University polices, including the complete of a background check."
The University of Oklahoma strives to provide a safe environment for students, faculty, staff, patients, and visitors and to protect its information and physical resources. Background checks serve an important function in the employee selection process and support OU’s effort to maintain a safe environment and protect its assets. Read more below to learn about the process and frequently asked questions.
If you have any questions about the PageUp background check process, you can reach out to the Talent Acquisition team at HRTalent@ou.edu.
If you have any questions about the PageUp background check process, you can reach out to the Talent Acquisition team at HRTalent@ou.edu.
All Campuses: BGC Authorization Form
Once a year for all individuals working with children under 18, before they begin working with this group as stated by the Youth Protection Policy. Current faculty and staff who have a job or location change due to a transfer, promotion, or competitive search will be required to have a background check if:
Employee Disclosure: If a current employee is convicted of a crime, they must notify their supervisor within seven (7) calendar days of their conviction. This information may result in the need to complete a subsequent background check and/or to place the employee on investigative or administrative leave. Failure to report timely convictions will be cause for disciplinary action, up to and including termination.
When a new employee or volunteer will be driving an OU vehicle or transporting individuals under 18 as part of their job. Reminder: students cannot transport children under age 18.
National criminal and sex offender records and Department of Motor Vehicles records (when requested).
The cost for standard background checks starts at $32.50 each, and HR will charge the fee to the department initiating the background check. The cost of an international background check can range anywhere from $30 - $400. This price varies depending on which country the candidate claims residency.
All background checks for Staff, Academic, Graduate Assistant, and Resident/Fellow appointments will be centrally funded. (Note: When asked for a SUR number for these types of appointments, just enter “0.”
However, all background checks for Temporary Worker, Student, and Unpaid/Volunteer appointments as well as Random Drug Testing will be paid for by the department. (Note: A SUR number will be required for these appointments.)
A background check can take 3-10 business days to complete. Turnaround time can vary depending on the following:
Human Resources will inform the department representative if the employee or volunteer is authorized to begin work.
No. Every background check must been run through OU Human Resources to be valid at the University of Oklahoma. Departments cannot run background checks independently.
Exceptions are OUPD and The National Weather Center.
Need assistance? Please reach out to our Compensation Team at HRCompensation@ou.edu.
