Hiring and Promotions

Effective Date

June 12, 2017

September 2022

Last Revision Date

June, 2023 

Responsible Party

Human Resources


All employees.


To outline Marymount University’s (“University”) recruitment, hiring, and promotions process that support the University’s mission.  The University is committed to ensuring equal employment opportunity for all qualified individuals and taking affirmative steps to create a diverse workforce and prohibit any protected-class discrimination in its recruitment and hiring process. 

1.0 Definitions

1.1  Pay Grade

An established range of compensation based on target markets and positions with work requiring similar knowledge, skill, and ability. Pay Grades contain target ranges designed to distinguish between differing levels of experience, individual contribution, and employee type.

1.2  Position Description

The position description specifies the objectives, position duties, responsibilities, and specific knowledge, skills and abilities required for a position.

2.0 Position Classification

The responsibilities and duties that appear on an employee’s position description serve as the basis for placing the job within one of the university’s compensation groups.  When analyzing classifications, Human Resources analyzes the level and percent of work, decision-making, level of independence and problem solving, among other factors, to make a classification determination.  Human Resources evaluates the position and recommends a title and grade. 

2.1 Position Descriptions

  1. An updated position description is required when a request is received to establish or review staff or administrative positions.
  2. Managers should review and update job descriptions as needed on an annual basis as part of the performance review process.
  3. Vacant positions should be reviewed by managers and submitted for reevaluation if the job has changed substantially, prior to the position being posted for recruitment.
  4. A position description is made available to each employee at the time of hire, when modified, and upon request.
  5. Position Descriptions are used for the following management functions:
    1. Establishing a new position
    2. Changing a position or a classification review
    3. Managing performance
    4. Making ADA accommodations
    5. Determining FLSA (Fair Labor Standards Act) status (overtime eligibility)
    6. Recruiting
    7. Goal Setting
    8. Developing employees

2.2 Criteria Used

  1. Each position is ranked based on an evaluation of the job content in the position description. The analysis of a position considers job requirements such as:
    1. knowledge of the area, 
    2. problem-solving ability, 
    3. decision-making authority, and 
    4. supervisory responsibility. 
  2. Based on the results of this evaluation, each position is classified at the appropriate Pay Grade level. 
  3. Positions requiring similar duties, skills, qualifications, and pay typically fall within the same broadband classification.

2.3 Not Considered

  1. Areas not directly related to job duties do not impact the classification of a position. Examples of areas not considered in a classification decision include:
    1. an increase in volume of work; 
    2. adding more of the same level of duties; 
    3. performance issues (either good or poor); 
    4. the skill or background level of an employee; 
    5. temporary duties assigned such as on a fill-in basis during vacations or medical absences; 
    6. who or what department the employee reports to, and 
    7. pay needs of the employee, or a 
    8. department’s budget restrictions or availability.

3.0 Open and Competitive Hiring Process

3.1  Commitment

For an open and competitive hiring process, the University posts position vacancies and accepts applications from both external and internal applicants, or from internal applicants only.  An internal vacancy must be posted for a minimum of three (3) days.  The open and competitive hiring process is used to fill regular full or part-time position vacancies.

3.2  Exceptions

The following positions do not require an open and competitive hiring process; however, a Hiring Manager may choose to utilize the open and competitive hiring process as described in this policy for these positions depending on business needs. Hiring managers should consult with Human Resources before recruiting and hiring for these positions.

  1. Unique, high-impact positions when it is in the best interest of the University. The applicable Vice President/Provost/President will work with Human Resources to document the justification to hire the individual.
  2. Athletic coaches, head coaches, and assistant coaches.
  3. Temporary positions that regularly work less than twenty (20) hours per week or work for a term of less than five (5) months regardless of the number of hours worked per week.

Any other exceptions to the open and competitive hiring process will be closely scrutinized and permitted only with appropriate justification, in compliance with University policy, and when in the best interests of the University. Approval by Human Resources is required for such exceptions.

4.0  Hiring Manager Responsibilities

Prior to filling a position vacancy, the Hiring Manager must:

  1. Obtain approval from the designated hiring approver for the Division, College, or other unit.
  2. Confirm with the Budget Office there are allocated funds for the position.
  3. Ensure there is an accurate position description.  If the position is new, or the duties of a vacated position have significantly changed, the new or revised position description must be reviewed by Human Resources.
  4. Initiate an online requisition.
  5. Create a search committee for the position, ensure the committee is trained as required, and designate a chair for the committee. A supervisor should allow an employee to participate on a University hiring committee as requested and allowed depending on business needs.
  6. Keep records including interview notes from the committee and send to Human Resources when the search is complete.

5.0  Search Committees

  1. Search committees are used to facilitate the evaluation and interviewing of candidates. A search committee should represent diverse and varied backgrounds, career stages, and areas of expertise.
  2. Search committee members should be available to participate fully and consistently throughout the entire search process performing any duties assigned by the search committee chair.
  3. An individual cannot serve on the search committee if the individual is also an applicant for the position vacancy.  If a search committee member wishes to be an applicant for the position, the search committee member must withdraw from the committee prior to reviewing any other applicants.

6.0  Hiring Pools

In alignment with the University’s Value Statement a diverse candidate pool is a priority and encouraged.  If further efforts are needed to diversify the candidate pool, Human Resources, in consultation with the Hiring Manager, will take appropriate actions to increase the diversity of the pool.

7.0  Interviews

The interview is an opportunity to present Marymount University to candidates in a positive, encouraging and honest manner, as well as to determine their qualifications for the position. 

  1. The hiring department must select at least three candidates to interview. In special circumstances, the hiring department may identify only two, but must give compelling reasons for that variation.
  2. After reviewing applications from the candidate pool, the Hiring Manager and/or Search Committee will select candidates to interview based on the candidates’ knowledge, skills, abilities, and experience related to the position. 
  3. The Search Committee must ensure all interview questions are position-related and follow lawful interview guidelines. Interviewers must not ask questions pertaining to a candidate’s:
    1. Protected class: race, color, religion, sex, age, gender identity, national origin, disability, protected veteran status, sexual orientation, genetic information, or any other status as protected under applicable federal, state, or local law;
    2. Age-related milestones such as graduation, birthplace, height, weight, marital or family status, pregnancy, child care arrangements, or financial status;
    3. Health, disability, medical condition, history of job injuries, or Workers’ Compensation claims; or
    4. Criminal background.
  4. A resource guide for conducting lawful interviews, including sample questions can be found here or contact Human Resources.

8.0  Reference Checks

Reference Checks may be conducted at any time during the interview process but must be completed before making a contingent offer of employment.

  1. If a selected candidate’s Reference Checks are unsatisfactory, the Hiring Manager may ask the search committee to recommend an alternate candidate.
  2. If the search committee does not recommend an alternate candidate, the Hiring Manager may select new candidates to interview from the candidate pool, or may repost the position. Human Resources will assist the Hiring Manager in this situation.

9.0  Offers

Interviewer(s) shall confer and recommend candidates to the hiring official. 

  1. A hiring decision shall be based on a comparison of the candidate’s qualifications and interests with the ideal descriptions indicated on the position description. 
  2. A conditional offer of employment may be made after a minimum of two (2) reference checks have been completed and uploaded to the requisition. 
  3. A standard offer letter will be used and sent to the candidate, with any changes pre-approved by Human Resources.

10.0  Promotions and Transfers

10.1  Advancement of Employees

It is the policy of the university to encourage the advancement of qualified employees. The university makes the effort to place employees in positions that utilize their capabilities, develop their potential and fulfill their aspirations. Qualified employees who seek advancement in positions with greater responsibilities (promotions), in positions requiring different skills (transfers), or positions with higher compensation will be given the opportunity to apply for university positions as they become available.

10.2  Employee Qualifications

The university shall be the sole judge of an employee’s ability to perform the duties and functions of a particular position title.  In selecting an employee for promotion or transfer, the University will consider the following factors:

  1. Ability to perform the duties and functions of the position title,
  2. Employment record, and
  3. Length of service.

10.3  Eligibility for Promotion

An employee is eligible for promotion after completing any required introductory period. Any requests for an exception require the concurrence of the divisional Vice President. An employee must be in good standing in order to be eligible for promotional opportunities.

10.4  Position Vacancies

It is the responsibility of the relevant department head and administrator to advise Human Resources of vacancies and the qualifications required. Human Resources must be notified even if the department head wishes to fill the position with an individual currently employed in the department.

10.5  Eligibility for Transfer

An employee must complete all introductory periods in his/her position title before being eligible to request a transfer. An employee must be in good standing in order to be eligible for transfer opportunities.

10.6  Transfers into Temporary Positions

A regular employee who wishes to fill a temporary position shall relinquish his/her rights to his/her former permanent position.

10.7  Temporary Assignments

An employee may request and be granted a temporary assignment for reasons of his/her health. Any such request must be discussed with Human Resources.  Such a temporary assignment shall not be considered a transfer.

11.0 Succession Planning

11.1 Purpose

Recognizing that changes in management are inevitable, a succession plan is established to provide continuity in leadership and avoid extended and costly vacancies in key positions. Succession planning is designed to identify and prepare candidates for high-level management positions that become vacant. 

11.2  Key Positions

Marymount University assesses the leadership needs of the University to ensure the selection of qualified leaders that are diverse and have the necessary skills to meet the organization’s mission and goals.  Vice Presidents and Cabinet members will identify key positions and incumbents targeted for succession planning.  This includes an analysis of planned retirements, potential turnover, etc.

11.3 Components

11.3.1 Vacancies may be filled from within or, in the event no viable candidate is available, on an “acting” basis while an external recruitment effort is conducted.

11.3.2 Succession planning is a long-term process and may include job expansion in addition to job progression.

11.3.3 Succession planning aligns with the business objectives, is inclusive and does not directly or indirectly leave qualified people out of the process.