{"id":16976,"date":"2023-07-05T08:17:51","date_gmt":"2023-07-05T12:17:51","guid":{"rendered":"https:\/\/marymount.edu\/?page_id=16976"},"modified":"2023-07-05T08:17:51","modified_gmt":"2023-07-05T12:17:51","slug":"hiring-and-promotions","status":"publish","type":"page","link":"https:\/\/marymount.edu\/faculty-and-staff\/human-resource-services\/human-resources-policies\/hiring-and-promotions\/","title":{"rendered":"Hiring and Promotions"},"content":{"rendered":"
June 12, 2017<\/span><\/p>\n September 2022<\/span><\/p>\n June, 2023\u00a0<\/span><\/p>\n Human Resources<\/span><\/p>\n All employees.<\/span><\/p>\n To outline Marymount University\u2019s (\u201cUniversity\u201d) recruitment, hiring, and promotions process that support the University\u2019s mission.\u00a0 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.\u00a0<\/span><\/p>\n 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.<\/span><\/p>\n The position description specifies the objectives, position duties, responsibilities, and specific knowledge, skills and abilities required for a position.<\/span><\/p>\n The responsibilities and duties that appear on an employee\u2019s position description serve as the basis for placing the job within one of the university\u2019s compensation groups.\u00a0 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.\u00a0 Human Resources evaluates the position and recommends a title and grade.\u00a0<\/span><\/p>\n 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.\u00a0 An internal vacancy must be posted for a minimum of three (3) days.\u00a0 The open and competitive hiring process is used to fill regular full or part-time position vacancies.<\/span><\/p>\n 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.<\/span><\/p>\n 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.<\/span><\/p>\n Prior to filling a position vacancy, the Hiring Manager must:<\/span><\/p>\n In alignment with the University\u2019s Value Statement a diverse candidate pool is a priority and encouraged.\u00a0 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.<\/span><\/p>\n 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.\u00a0<\/span><\/p>\n Reference Checks may be conducted at any time during the interview process but must be completed before making a contingent offer of employment.<\/span><\/p>\n Interviewer(s) shall confer and recommend candidates to the hiring official.\u00a0<\/span><\/p>\n It is the policy of the university to encourage the advancement of qualified employees. The\u00a0<\/span>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.<\/span><\/p>\n The university shall be the sole judge of an employee’s ability to perform the duties and functions of a particular position title.\u00a0 In selecting an employee for promotion or transfer, the University will consider the following factors:<\/span><\/p>\n 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.<\/span><\/p>\n 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.<\/span><\/p>\n 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.<\/span><\/p>\n A regular employee who wishes to fill a temporary position shall relinquish his\/her rights to his\/her former permanent position.<\/span><\/p>\n 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.\u00a0 Such a temporary assignment shall not be considered a transfer.<\/span><\/p>\n 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.\u00a0<\/span><\/p>\n 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\u2019s mission and goals.\u00a0 Vice Presidents and Cabinet members will identify key positions and incumbents targeted for succession planning.\u00a0 This includes an analysis of planned retirements, potential turnover, etc.<\/span><\/p>\n 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.<\/span><\/p>\n 11.3.2 Succession planning is a long-term process and may include job expansion in addition to job progression.<\/span><\/p>\nLast Revision Date<\/span><\/h3>\n
Responsible Party<\/span><\/h3>\n
Scope<\/span><\/h3>\n
Purpose\u00a0<\/span><\/h3>\n
1.0 Definitions<\/span><\/h2>\n
1.1\u00a0 Pay Grade<\/span><\/h3>\n
1.2\u00a0 Position Description<\/span><\/h3>\n
2.0 Position Classification<\/span><\/h2>\n
2.1 Position Descriptions<\/span><\/h3>\n
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2.2 Criteria Used<\/span><\/h3>\n
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2.3 Not Considered<\/span><\/h3>\n
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3.0 Open and Competitive Hiring Process<\/span><\/h2>\n
3.1\u00a0 Commitment<\/span><\/h3>\n
3.2\u00a0 Exceptions<\/span><\/h3>\n
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4.0\u00a0 Hiring Manager Responsibilities<\/span><\/h2>\n
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5.0\u00a0 Search Committees<\/span><\/h2>\n
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6.0\u00a0 Hiring Pools<\/span><\/h2>\n
7.0\u00a0 Interviews<\/span><\/h2>\n
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8.0\u00a0 Reference Checks<\/span><\/h2>\n
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9.0\u00a0 Offers<\/span><\/h2>\n
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10.0\u00a0 Promotions and Transfers<\/span><\/h2>\n
10.1\u00a0 Advancement of Employees<\/span><\/h3>\n
10.2\u00a0 Employee Qualifications<\/span><\/h3>\n
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10.3\u00a0 Eligibility for Promotion<\/span><\/h3>\n
10.4\u00a0 Position Vacancies<\/span><\/h3>\n
10.5\u00a0 Eligibility for Transfer<\/span><\/h3>\n
10.6\u00a0 Transfers into Temporary Positions<\/span><\/h3>\n
10.7\u00a0 Temporary Assignments<\/span><\/h3>\n
11.0 Succession Planning<\/span><\/h2>\n
11.1 Purpose<\/span><\/h3>\n
11.2\u00a0 Key Positions<\/span><\/h3>\n
11.3 Components<\/span><\/h3>\n