Employment Process Manual, Evaluation and Selection

Evaluation is probably the most difficult dimension of interviewing due to the number of variables involved. Your chief tool in evaluating an applicant's qualifications is the job description supplemented by your knowledge of the position. Just as it is important to have a "game plan" for conducting the interview, you need to have a sound procedure for selecting the final applicant.

  • Refer to the job requirements and your impression of the skills and personal characteristics needed to be successful in the job.
  • Verify the applicant's past work performance and check references (HR-210) in accordance with college procedures.
  • If the applicant has been interviewed by more than one person, compare observations and opinions.

You must evaluate an applicant's skills, personality, stability and attitudes about work.

  • Your evaluation should be conducted without personal prejudices.
    • Don't let one positive or negative trait sway you.
    • Focus on accomplishments.
    • Picture the applicant in the job and don't "force a fit."
    • Be objective.
    • Remember that all applicants must be evaluated by the same criteria.
    • The more objective and job-related the criteria that exist for selecting an applicant, the more sound the decision will be.
    • Be sure to make notes explaining why you selected the applicant you did and why other applicants were not selected.
    • You must be prepared to explain your decision if challenged.
  • Usually the Hiring Manager and the next level administrator interview finalists for faculty and campus administrative positions.
  • The hiring manager, vice president and the president interview finalists for collegewide administrative positions.
  • Upon conclusion of the interviewing, at the direction of the vice president, the hiring manager or another member of the final interview committee conducts a reference check by telephone.
  • A visit to the applicant's current place of employment may be utilized for administrative positions at the level of vice president and above.
  • When a hiring decision is reached, the hiring manager and/or other appropriate administrator creates and approves the Job Offer in PeopleSoft TAM.

Approval Process

  • Appendix B outlines the recommendation approval routing process.
  • A copy of all correspondence generated by the chair is forwarded to the Human Resources Office for the recruitment file.
  • An offer is not extended to the applicant until the starting salary is established in accordance with college policy and the operating budget.
  • Exceptions to the normal starting salary (with supporting documentation) are reviewed by Human Resources and require approval by the President.
  • Once the vice president or his/her designee approves the Job Offer in PeopleSoft TAM, an offer may be extended to the applicant by the Human Resources Office, unless otherwise authorized by the president.
  • Prior to extending a job offer, the Human Resources Office will conduct a criminal background check on the selected applicant.
  • Only the Human Resources Office may extend an offer of employment.

Once the applicant accepts the position

  • Once the applicant accepts the position, he/she is advised that appointment is contingent upon satisfactory completion of a pre-employment criminal background check.
  • When cleared, the applicant may begin work and the appointment will be included on the personnel agenda, which is presented to the District Board of Trustees for approval.
  • If required, the associate dean or other appropriate administrator will follow up to ensure that official transcripts are received.


Human Resources
Seminole State College
100 Weldon Boulevard
Sanford, FL 32773-6199
Phone: 407.708.2195
Fax: 407.708.2425