When a vacancy exists or becomes available, the hiring manager should assess their current organization to identify current and future business needs and develop an updated job description. After completion of this assessment, the hiring manager will meet with an HR Business Partner to determine the best course of action and provide an overview of each process, which may include: 

1. Internal Promotion Process. The hiring manager may identify and promote staff within their same department or unit who have demonstrated the skills, ability, and performance level to be successful in a higher level position. 
2. Temporary Employment. The university, through GW Temps, employs individuals in non-student temporary wage positions to provide operational and staffing guidance to department managers. 
3. Request for Recruitment. The below guidance creates a school-wide policy that all vacant staff positions be open searches when recruitment is requested. Following the guidance provided for each step of the staff recruitment and hiring process, additional resources are provided as appendices, with information on recruitment strategy, sample interview questions, and sample matrices for screening and interviewing.

The hiring manager must submit a Request for Recruitment (PDF) and the updated Job Description to hr_esia@gwu.edu to initiate the recruitment process. Positions must be advertised for a minimum of three business days. 

Job Description

The University’s EEO Statement is included in each job announcement and the following statement must be included in the posting affirming ESIA’s commitment to inclusive excellence:

George Washington University’s culture reflects its shared values, including respect and diversity. As a school of international affairs, the Elliott School recognizes that diversity and social mobility are among our country’s greatest assets in engaging the rest of the world; we are deeply committed as a school to fostering an inclusive community. To this end, we encourage candidates from diverse identities, backgrounds, and experiences. To learn more about the Elliott School’s commitment to diversity, equity, and inclusion, visit elliott.gwu.edu/diversity-and-inclusion.

The hiring manager is responsible for submitting a recruitment plan for the advertised position. Hiring managers are strongly encouraged to identify innovative strategies for recruitment. Additional tips and resources are available in the appendix. Human Resource Management and Development’s (HRMD) Talent Acquisition team is available to assist search committees in broadening the applicant pool as needed.

The hiring manager should also develop a budget to outline any costs associated with the search to include but not limited to job advertisement fees, candidates’ travel/reimbursement, parking, meals, etc. The budget should be submitted with the Request for Recruitment and is subject to review and approval by the Director of Finance.

The hiring manager is responsible for forming a 3 or 5 person search committee. The hiring manager may choose to serve as chair or identify a designee. 

• Members selected should be able to provide a variety of perspectives on the role and function of the position and may include faculty, students, and other staff. 
• The committee should be balanced in terms of gender and race/ethnicity to the greatest extent possible.
• At least one person external to the office must serve on the committee. 

Once the search committee is formed, the chair will conduct a charge meeting with the committee and hiring manager. The purpose of the charge meeting is to 1) review the job description and qualifications 2) clarify the role and expectations of the search committee 3) address questions from members of the search committee.

All persons involved in the search process must complete the Equal Employment Opportunity (EEO) Interviewing and Hiring module which can be searched for in Talent@GW prior to screening applications. The training is supplemented with the ESIA Workshop on Inclusive Excellence in Staff Hiring which focuses on examining inclusive excellence and bias reduction in the hiring process. This workshop is conducted by Elliott’s Office of Diversity and Inclusion and HRMD. If a person has completed the EEO online module within one calendar year, they are exempt from the course but should participate in this supplemental workshop.

An HR Business Partner will conduct an initial screening to determine if the applicant pool is sufficiently diverse. An HR Business Partner will also determine candidates who meet the minimum qualifications. Once this review is complete, HR will release the slate of candidates to the hiring manager and/or chair. 

The hiring manager/chair is responsible for developing a systematic process for screening applications. This should include creating a matrix, rubric, or checklist to evaluate candidates. Candidates should demonstrate a professional commitment to diversity, equity, and inclusion. A sample rubric is available in the appendix. 

Note: Any testing or assessment required of candidates must be pre-approved by GW’s EEO team. For more information, contact an HR Business Partner.

Members participating in the search process are responsible for knowing and following EEO considerations to avoid unlawful or inappropriate topics for interview questions. Each portion of the interview should be structured and include prepared questions to ensure consistency and receive prior approval from HR. Committees should also consider asking at least one diversity, equity, or inclusion related question during the interview process. Sample questions are available in the appendix.

The interview modality (e.g. phone, video, in-person) for candidates should be consistent to the extent possible. Search committees are encouraged to conduct an initial telephone interview and create a short list of at least three candidates for a second interview/campus visit.

Campus Visit

The campus visit provides an opportunity for the search committee and hiring manager to further market the position to candidates. It’s important to remember that candidates are evaluating their interactions with the school as well.

• Email campus visit schedule at least 48 hours prior to the interview. 
• Identify key stakeholders for candidates to meet with to include students, faculty, staff, and/or alumni. 
• Ensure consistency in questions asked for each candidate during the various campus meetings. 

After the final interview, the chair should schedule a deliberation meeting with the committee. All feedback collected during the interview process should be provided to the committee for consideration. After the deliberation, the chair should identify the finalist, first, and second runner-up to the hiring manager. The hiring manager is responsible for submitting the Candidate Disposition Worksheet and Finalist Recommendation Form to hr_esia@gwu.edu.

Candidates are responsible for submitting the names and email addresses for references in the application system. An online job-specific survey will be populated and emailed for reference checks. When at least two previous supervisors complete the survey, the hiring manager will receive the report.

Upon satisfaction of the reference checks, HR will provide approval for the hiring manager to contact the finalist and extend a verbal offer to include salary and tentative start date contingent upon successful completion of the background check. If the verbal offer is accepted, the hiring manager should proceed with notifying the HR representative. If the finalist counters the offer, the hiring manager should confer with an HR Business Partner.

A representative from HRMD’s Talent Acquisition team will email the official offer letter which is contingent upon the finalist’s successful completion of the background screening.

The hiring manager or chair is encouraged to notify candidates who were interviewed and not selected. See sample communications. 

• CASE: Diversity Recruitment Website Links
• Georgetown: Where to Post Jobs
• Harvard: Diversity Recruitment Resources
• Higher Ed Jobs Diversity and Inclusion Resources  
• University of Michigan Sourcing, Outreach, and Networking

• American Association of Hispanics in Higher Education
• American Association of University Women
• American Indian Higher Education Consortium
• Diverse Education
• Hispanic Association of Colleges and Universities – Job Opportunities
• Inside Higher Education

• National Association of Asian American Professionals
• Black Professionals in International Affairs
• Women of Color Advancing Peace, Security and Conflict Transformation

The Elliott School’s Council on Diversity and Inclusion is composed of students, faculty, and staff from across functional areas. Connect with members of the Council for additional feedback and support regarding a new search as they may be members of various professional associations focused on diversity and inclusion.

Critical Thinking and Creative Problem Solving

• Give an example of a time where you made a difficult decision.
• Provide an example when you had to improvise a solution at the last minute.
• Provide an example when you had to use quantitative and qualitative data to solve an issue.

Communication

• Please provide an example of when you had to build consensus for a project amongst stakeholders with different perspectives.
• Give an example of when you had to manage up.
• Give an example of when you had to align stakeholders at all different levels.
• Give an example of when you’ve had to deliver content to an executive level audience.

Teamwork and Collaboration

• Give an example of an instance when you had to operate on a team and did not succeed.
• What role do you typically play on a team? Please give an example.

Leadership

• Describe a situation where you were not an appointed leader but you exhibited leadership.
• Please provide examples of how you have provided guidance and career development for previous supervisees you’ve overseen.

Global Perspective

• How have you worked across cultures? Please provide an example.
• How have you practiced inclusive programming or content delivery in your previous role?
• What do you see as the fundamental characteristics of organizations that create an inclusive environment?
• What do you see as the most challenging aspect of a diverse working environment? What steps have you taken to meet this challenge?
• Please share an example that demonstrates your respect for people and their differences and how you’ve worked to understand perspectives of others?
• How do you define diversity, equity, and inclusion? How do you incorporate these principles in your work?
• The University has a diverse workforce (in terms of ethnicity, class, culture, language, sexual orientation, and disabilities). Can you tell us about your experience working with and serving such a diverse population?
• The Elliott School is committed to building a culturally diverse community. How would you further this goal? How have multicultural issues influenced and/or been a part of your previous roles/experiences?
• What do you see as the most challenging aspects of an increasingly diverse community? What initiatives or strategies have you taken in your previous capacities to meet such challenges?

Technology and Information Management

• Please provide an example of how you’ve used different digital platforms to deliver content?
• Could you give an example of when you’ve designed and delivered virtual programming and failed? When have you succeeded?

Integrity

• What does integrity mean to you? Could you give an example?
• Tell me about a time where you had to make a decision based on your moral code even if it was not the majority’s preference?
• Please give an example of when you had to admit wrong-doing. How did it go?

Safety, Care and Efficiency are our Service Priorities here at GW.  Below are interview questions based around our Service Priorities:

• Internal Employee Question:  How have you embodied “Only at GW, we change the world, one life at a time.”  How have you impacted someone’s life while working at GW?

Safety

• Safety is our top priority and as such, can you tell us your process for identifying, correcting and immediately reporting safety concerns
• How do you make sure that shortcuts are avoided when you are working on a project (ensuring that safety is top priority)?
• In previous projects how have you made sure that safety is priority?
• Have you asked yourself “is there a safer way to do something” and then how have you implemented a change to make it safer?
• Tell me about a time when you felt unsafe at work and what did you do to resolve the issue?
• Tell me about a time when you saw someone doing something unsafe at work OR an unsafe working condition. What did you do when you made the observation?
• Have you ever had to create a new process from scratch after learning something from a safety incident? What was the incident, what did you learn, who was involved, who did you need to partner with to implement the new process, what was the outcome of the new process?

Care

• Can you tell us how you support a caring environment in your workplace?
• Can you tell us how you support and embrace a diverse and inclusive workplace environment?
• Can you tell us about a time when you demonstrated care for a colleague?
• How do you show appreciation for your co-workers, subordinates and/or leaders?
• How do you remain approachable, courteous and assume positive intent during difficult conversations?
• How do you demonstrate empathy for others during difficult situations?

Efficiency

• Tell us about an idea you started that involved collaboration with your colleagues that improved the business.
• When you had extra time available at your last job, describe ways you found to make your job more efficient.
• At times you may be asked to do many things at once. Tell me how you would decide what is most important and why.
• Tell me a time when you identified a problem with a process and what steps did you take to improve the problem?
• What processes or techniques have you learned to make a job easier, or to be more effective? What was your discovery process and how did you implement your idea?
• Give me an example of a new idea you suggested to your manager within the last six months. Describe steps you have taken to implement your idea.
• Tell me about a time when you went beyond your manager’s expectations in order to get the job done.
• Tell me about a time when you identified a new, unusual or different approach for addressing a problem or task.
• Describe a project or idea (not necessarily your own) that was implemented, or carried out successfully primarily because of your efforts.
• How do you react when faced with many hurdles while trying to achieve a goal? How do you overcome the hurdles?
• Describe a situation where you had a positive effect on someone. What did you do? How did the other person react? Why do you think what happened, happened?
• What is your preferred work style? Do you prefer working alone or as part of a team? What percentage of your time would you allocate to each, given the choice?
• Describe the actions and behaviors of your current/former manager or supervisor that you respond to most effectively?

Integrity

• Please provide examples of how you have acted with integrity in your job/work relationships.
• Tell me about a specific time when you had to handle a tough problem which challenged fairness or ethical issues.
• Discuss a time when your integrity was challenged. How did you handle the challenge?
• Tell me about a time when a situation tested your integrity.
• What has been the hardest challenge you have faced in your career, how did you take action to resolve it?
• Can you describe a work incident where you were totally honest, despite a potential risk or downside for your honesty?
• Tell me about a time you were in a situation where your honesty was tested.

Collaboration

• What have you done in past situations to contribute toward a teamwork environment?
• Describe a situation in which you had to arrive at a compromise or help others to compromise. What was your role?  What steps did you take?  What was the end result?
• Please give your best example of working cooperatively as a team member to accomplish an important goal.  What was the goal or objective?  To what extent did you interact with others on this project?
• Some people work best as part of a group – others prefer the role of individual contributor.  How would you describe yourself?  Give an example of a situation where you felt you were most effective.
• Can you share an experience where a project dramatically shifted directions at the last minute? What did you do?
• Describe the best partner or supervisor with whom you’ve worked. What part of their managing style appealed to you?
• Tell me about one of your favorite experiences working with a team and your contribution.
• Tell me about a time when you were communicating with someone and they did not understand you. What did you do?
• Give an example of when you had to work with someone who was difficult to get along with. How did you handle interactions with that person?

Respect

• Describe a situation in which you were able to effectively “read” another person and guide your actions by your understanding of their needs and values.
• Being successful on the job often depends upon having good relationships with others. Tell about a time that you were able to accomplish a task because you had such a relationship with another person and how this impacted your work.

Excellence

• Can you think of a situation where innovation was required at work?  What did you do in this situation?
• We sometimes fail to consider new ideas because they seem unconventional or untested. Describe a time when you found yourself in a situation similar to this.
• Describe a situation when you demonstrated initiative and took action without waiting for direction.  What was the outcome?
• Describe a time when you came up with a creative solution/idea/project/report to a problem in your past work.

Openness

• Tell me about a time you needed to get information from someone who was not very responsive. What did you do?
• Tell me about a time when you had to change your priorities to accommodate the needs of someone else. Why did you change your priorities?
• What other departments did you have to check before making a major decision? Can you tell me about a time when you had to make a decision before you were able to check with them? What was the result?
• How have events in your area of the organization affected other parts of the organization? Give examples.
• Describe a time when you were instrumental in creating or improving a good relationship with another department within your company.
• Tell me about the last time something significant didn’t go according to plan at work. What was your role? What was the outcome?
• Recall an occasion when you had to work with people from different divisions to accomplish a single goal.

Diversity

• Give a specific example of how you have helped create an environment where differences are valued, encouraged and supported.
• Tell about a time that you successfully adapted to a culturally different environment.
• Tell about a time when you  had to adapt to a wide variety of people by accepting/understanding their perspective.
• What have you done to further your knowledge/understanding about diversity? How have you demonstrated your learning?
• What does it mean for you to have a commitment to diversity? How have you demonstrated that commitment, and how would you see yourself demonstrating it here?
• In what ways do you think diversity is important to someone in the role of _____?

Courage

• Tell us about a recent job or experience that you would describe as a real learning experience? What did you learn from the job or experience?
• Tell us about a time when your supervisor criticized your work.  How did you respond?
• When you have been made aware of, or have discovered for yourself, a problem in your work performance, what was your course of action?  Can you give an example?
• Give me an example of when you took a risk to achieve a goal. What was the outcome?

• Behavior Interview Questions Generator
• GW Recruitment Resource: Interview Agenda and Questionnaire 
• GW Interviewing Candidates and Identifying Finalists
• GW Values

A selection matrix is a tool that lets you objectively compare an applicant’s qualifications to a job vacancy’s qualifications and functions, and compare applicants to one another based on established job-related criteria. This valuable hiring tool provides equal employment opportunities to all applicants while maintaining the integrity of the school. It centers the selection process on job qualifications and non-discriminatory criteria to minimize selection bias.

Based on the position’s required qualifications, preferred qualifications, and job function, you and the selection panel can do the following to develop/modify a selection matrix utilizing our recommended template:

• Identify each technical and performance skill to evaluate for applicants
• Identify application required and preferred qualifications and organize them into general categories such as education, technical job skills, supervisory experience, years of relevant experience
• Separate interview necessary information gathering from application necessary information gathering:
• Determine which qualifications/skills must be observed in an interview or discerned from responses to interview questions
• Utilize our recommended interview questions and develop additional questions in relation to technical and performance job skills that cannot be identified on applications/use of selection matrix
• Create a numeric rating system for the matrix:
• Assign a range of rating points (normally 1-3 or 1-5) to each qualification and interview question
• You may also give a numeric “weight factor” to each qualification and interview question based on their importance to the functions of the job. For example, if 50% of the position is performing one specific task, you might weigh that qualification as three times more important than other qualifications
• Quantify based on what you can objectively measure from the application
• For example, Years of Experience. If required is “2-4” years:
• 0: 0-1 years of relevant experience
• 1: 2 years of relevant experience
• 2: 2-4 years of relevant experience
• 3: 4+ years of relevant experience

Determine Candidates for Interview: After eliminating applicants who do not meet the required qualifications, either proceed to interview the entire applicant pool or use the matrix to narrow to the top, most competitive candidates for interviews.

Utilizing the Selection Matrix: From University of Texas at Austin Human Resources

1. Calculate an individual’s total points for each qualification and interview question by multiplying the rating points by the weight factor (i.e., if the rating points=3 and the weight factor=10, the total points an applicant gets for that question=30)
2. Add the total technical job skill points and the total interview questions points together, and calculate a total point score for each applicant
3. If there are any discrepancies or large deviations in scoring, handle them through consensus of the selection panel, or have the hiring supervisor resolve them
4. Based on the total point score, decide who to recommend for final interviews