Using the Screening Committee Review form HR-H4, the committee first determines if the applicant meets the minimum qualifications as stated on the job description/announcement. If an applicant does not meet the minimum requirements, no further screening/interviewing will be done for him/her.

If an applicant does meet the minimum requirements, the committee will continue on in the evaluation process, grading him/her regarding the other predetermined qualifications, listed on the HR-H4 form.

1. All members of the committee will review and independently rate all applicants using individual (blind) scoring/evaluation techniques.
2. Scoring will be based solely on the applicants job qualifications.
3. A rating of 1 indicates a low score and a 5 is high.
4. The committee may predetermine to use a multiplier (eg. x2) on one or more qualifications' scores. The multiplier is used to add weight to critical qualifications.
5. The committee chair is to add the members' scores for each applicant, adding veteran's preference points, and registering the final scores on the Applicant Ranking Score form, HR-H5.
6. The committee will then determine a cutoff score and all applicants who scored higher will be interviewed.

An interview is more fruitful if you keep in mind what purposes are to be served by it. Here are some of them:

1. To get information missing or incomplete in the credentials.
2. Elaboration on training and experience of the applicant.
3. An evaluation of the personality and characteristics of the applicant.
4. An evaluation of interpersonal and communication skills.
5. To see whether or not the person would fit into your situation.
6. To allow the candidate to ask questions about the position.
7. Stimulate the candidate's interest in the College.
8. Maintain the goodwill of the candidate.

ALL APPLICANTS SHOULD BE ASKED THE SAME QUESTIONS, UNLESS A QUESTION IS NEEDED TO CLARIFY SOMETHING THAT HAS ALREADY BEEN STATED OR SUBMITTED WITH APPLICATION MATERIALS.

While it is necessary, in general, to hold to the schedule, no interview should be terminated until each committee member is reasonably satisfied that he/she has a sound foundation for judgment. Also each applicant, regardless of apparent merit, should be questioned long enough to give him/her a fair opportunity, even though it may be felt at the beginning of the interview that the applicant will receive low scores on most items. Sometimes the first impression changes as the interview progresses.

Under your direction, the interview should move along in a business like manner until you receive the information necessary to complete the screening and interview sheet allowing you to make a sound judgment of the applicant. It is then up to you to terminate the interview. Simply thanking the applicant for his or her time and outlining what will happen next is an honest and comfortable way to end the interview. Give the applicant an appropriate date by which you will make your decision as to the successful candidate.

After the applicant leaves the room, each committee member should rate him/her and make any additional notes necessary. These ratings will be made independently and without consultation among committee members. It is very possible that, after seeing all applicants, some committee members may want to change some of their ratings. This is permissible.

If a committee member has information, directly pertinent to an applicant's ability to perform the job, s/he should present it to the committee after the scoring is completed and the committee chair and members can judge whether the information is pertinent and effects their decision. If this is deemed so, the committee chair must put in writing the justification of not recommending a candidate that would otherwise be recommended to the President. It should be noted that the justification should be legally supportable.

Interview questions are to be determined before the interviews by the committee and submitted to the HR Office to create the Interview Scoring form (HR-H6).

Suggestions for Question Formation:

1. They should be job related.
2. They should not be able to be answered with a "yes" or "no".
3. There should not be an obvious "right" answer.
4. A good question often requires a candidate to tell what they did in the past or what they would do in a defined situation.
5. Ask questions that probe past a superficial answer. Do not accept pat answers.

1. What are your present duties?
2. What do you like to do best in your current position?
3. What are the least desirable features of your present position?
4. What about this position attracts you?

1. In what way does your background qualify you for this position?
2. If you are appointed, in what areas might you set goals?
3. What things in your work history have brought you the most commendations? (criticism?)
4. Ask questions requiring desired technical knowledge to answer.
5. Define problem situations and ask for solutions.

1. What have been the greatest disappointments in your present position?
2. How have your superiors been most (least) helpful to you?
3. Have you felt inadequate in any phase of your present position?
4. Tell us of a time when you disagreed with a way your supervisor wanted things done. Tell us how you handled the situations?
5. Tell us of a time when you did not get along with someone you had to work with. How did you resolve the situations?

1. Why did you decide to become a teacher? (secretary, etc)
2. What would you look forward to in the future if you joined us?
3. Do you feel that the progress of your career to date has been satisfactory? Explain.

1. Why have you changed jobs several times?
2. Why are you looking for another position now?

1. Give an example of the hardest problem you have had to solve in your employment and your solution.
2. Describe the way you go about solving problems.

1. How much of your work has been done under close supervision?
2. What team task assignments have you had?
3. What do you think is the best way to get a committee to get things done?
4. On a scale from 1 to 10, how much do you like to have to do things his/her own way? Explain.

The new Veterans Preference legislation set forth in 17-10-1 through -3 of the Utah Code requires that each entity grant a Veterans Preference to each preference eligible veteran or preference eligible spouse according to certain procedures and requirements.

1. Dixie State College will give all applicants the opportunity to self identify veteran status on the employment application.
2. At each step in the committee screening and interview process where points are developed, if a person is a veteran then that person will receive an additional 5 percent of the total possible points. If a person is a disabled veteran that person will receive an additional 5 percent of the total possible points.

3. Definitions: