July 2021
Talent Management
Recruiting and Selection
Guidebook
Minnesota State
2
Contents
Getting Started – Things to Know ................................................................................................... 3
What Kind of Job is it? ................................................................................................................. 3
How do Jobs Get Posted? ............................................................................................................ 3
Job Boards ................................................................................................................................... 4
What Resources are Available? ................................................................................................... 4
Minnesota Management and Budget (MMB) ............................................................................. 4
Search Advisory Committee Training .......................................................................................... 5
Recruiting and Selection Steps ....................................................................................................... 5
Step 1: Building the Foundation as an Employer of Choice ............................................................ 5
Step 2: Planning for a Vacancy ........................................................................................................ 7
Step 3: Sourcing and Recruiting Candidates ................................................................................... 8
Step 4: Working with the Candidates ............................................................................................. 9
Step 4A - Screening ..................................................................................................................... 9
Step 4B - Assessing .................................................................................................................... 10
Step 4C - Selecting ..................................................................................................................... 10
Section 5: Improving the Process ................................................................................................. 11
Definitions ..................................................................................................................................... 12
Appendix 1: Diversity and Inclusion Training................................................................................ 14
Appendix 2: Pipeline Programs ..................................................................................................... 15
Appendix 3: Sourcing and Recruitment Strategies ....................................................................... 17
Appendix 4: Additional Channels for Sourcing and Recruiting ..................................................... 19
Acknowledgements ....................................................................................................................... 21
Minnesota State is an affirmative action, equal opportunity employer and educator
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Getting Started – Things to Know
We hire new talent for a variety of reasons: filling vacancies, staffing new programs or initiatives, or
hiring individuals to meet immediate needs of the institution. All these situations require a qualified and
diverse candidate pool in order to meet our goal of creating a welcoming and inclusive climate for all
students, faculty, staff, and visitors.
This guidebook is designed for experienced hiring managers, new managers filling their first positions,
and human resources staff. It provides resources to use before, during and after a search. This section
provides basic information you need to get started. The following sections describe the key steps in
recruiting and selection, along with checklists to help you move through the process.
What Kind of Job is it?
The Minnesota State system is an agency of the state government. That means that most of our
positions are similar to those used in other agencies. At the same time, we have unique positions that
occur within higher education. The recruiting and selection process for your job will be different
depending on how it is classified.
• Classified Job: State civil service positions that are potentially used in all state agencies. Individuals
in classified positions attain permanent status after successfully completing a probationary period.
Assume that a position is classified unless there is statutory authority and approval to make it
unclassified.
• Unclassified Job: Positions within state government that are unique to a certain industry (such as
higher education). Employees in unclassified positions serve at the pleasure of the Governor or the
Chancellor.
o Academic Unclassified are managers and professionals in academic and academic support
programs. Examples include presidents, vice presidents, deans, teachers, research
assistants, and administrative or service faculty.
o Temporary Unclassified employees can only be in professional, supervisory, or managerial
positions and tend to be related to short-term projects. The appointment duration is for a
limited period, not to exceed three years.
How do Jobs Get Posted?
Minnesota State uses two applicant tracking systems, depending on the type of position being posted.
Work with your HR Department on the process for posting the position and reviewing applications.
• Recruiting Solutions is the system used by state agencies to post the majority of classified jobs.
If your position is posted here, log in to the MMB self-service portal to review applications.
• PeopleAdmin is used by individual institutions to post unclassified positions. Work with HR to
review these applications.
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Job Boards
Once a position has been posted in the applicant tracking system, it is uploaded to a variety of job
boards and employment sites. Hiring authorities can do any additional sourcing they deem necessary to
reach a broad and diverse pool of potential job applicants. (See Appendix 3 for suggestions.)
Minnesota Careers (MMB site): Classified positions are posted on this job board for state agencies.
These positions are automatically included in MinnesotaWorks.net which is available to everyone and is
used by state unemployment agencies.
HERC: Minnesota State is a member of the Upper Midwest Higher Education Recruitment Consortium
(HERC). Positions posted on our Employment Opportunities page are automatically uploaded into the
HERC job board, a comprehensive job board that reaches millions of job seekers annually. From there,
the jobs are automatically fed to job aggregators such as DirectJobs, Glassdoor, Jobmanji, JuJu, and
USMilitaryPipeline. In addition, HERC advertises with Workplacediversity.com, the umbrella organization
for many diversity sites.
Indeed.com: Jobs posted in Recruiting Solutions are automatically uploaded to Indeed.com and are
available to job-seekers using this popular site.
What Resources are Available?
The following resources apply throughout the recruiting and selection process. Specific tools or
documents are described in the process checklists. The instructions below will help you access them.
Minnesota Management and Budget (MMB)
MMB is the administrative division of the State of Minnesota that oversees financial and hiring activities
and provides resources for all state agencies, including the Minnesota State system. Resources include:
• Recruiting Resources.
• Hiring and Selection.
• Forms for Monitoring the Hiring Process.
Graystone Group Advertising
On contract through MMB to provide free assistance with advertising (see Appendix 4).
HR Connect (SharePoint) sites
Many internal resources are available to Minnesota State faculty and staff through the Talent
Management site on SharePoint. Log in via Office 365, using your Star ID and your normal password.
Recruiting, Searching, and Selection page provides:
• Recruiting resources, including documents and resource sites to support this guidebook.
• Search Advisory Committee Handbook, along with other resources and training materials.
• Additional resources, such as information about background checks.
Onboarding Toolkit
Once you have made your final selection, this site provides resources to help the new employee be
successful during the first week and throughout the first year. You will find hiring checklists and
sample materials to assist in the onboarding process.
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Search Advisory Committee Training
A two-part online course is available for search advisory committee members. The first section deals
with roles and responsibilities during a search, and the second provides information on mitigating the
effects of unconscious bias. To enroll,
• Log in to employee self-service/ELM using your eight digit State ID Number and password.
• Choose the Enterprise Learning Management tile.
• Use “find learning” to locate the title “Search Advisory Committee Training” and follow links to
register.
If you are not an employee of Minnesota State, check with your campus HR office for web links.
Recruiting and Selection Steps
This model describes the steps in the Minnesota State recruiting and selection process. Following these
steps will help us to:
• Achieve affirmative hiring goals.
• Ensure equity and access across the system.
• Provide a positive candidate experience.
• Identify recruiting metrics to improve hiring processes.
The following sections provide checklists and resources for each step in the process.
Step 1: Building the Foundation as an Employer
of Choice
Building the
Foundation as an
Employer of
Choice
Planning for a
Vacancy
Sourcing
Candidates
Working with
Candidates
Improving the
Process
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For Minnesota State to be seen as a desirable workplace for internal and external job applicants, it must:
• Present a strong, unified story about our colleges, universities, and the system.
• Develop relationships with multiple, diverse networks and organizations at local, state, and
national levels to help target strong and diverse candidate pools.
• Build and maintain a welcoming environment for all applicants.
• Understand current and future needs for job skills and expertise.
Actions
Responsible Parties
Resources
Campus marketing and
communications office
College or University web site,
local recruiting materials
Create recruiting materials (to
use at job fairs, support local
networking and recruiting
efforts, etc.)
Marketing and communications
offices, campus HR office,
Human Resources division,
Equity and Inclusion division
• Working at Minnesota State
• State of Minnesota (MMB) -
Why Work for Us?
Develop relationships and
networks
Campus HR office, Human
Resources division, Equity and
Inclusion division
• Equity and Inclusion
(system web page)
Develop a welcoming
environment for applicants
Recruiters, campus HR office,
hiring authorities and their
teams
• Search Advisory Committee
handbook
• Onboarding Toolkit (HR
Connect SharePoint site)
• Diversity and Inclusion
Training (see Appendix 1)
Understand current and future
needs
Campus HR office in
collaboration with hiring
authorities
• Campus and departmental
strategic planning
• Consultation with campus
HR office
Create pipeline programs
Campus HR office, Equity and
Inclusion office
Creating Pipeline Programs (see
Appendix 2)
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Step 2: Planning for a Vacancy
Hiring and retaining a diverse workforce requires careful planning. When filling a specific vacancy,
• Review the work,
• Ensure position is appropriately classified,
• Create position descriptions that use inclusive language,
• Determine how to assess job qualifications for the vacancy,
• Review affirmative action goals related to the position to determine specific recruiting needs,
• Ensure a fair and inclusive search process.
Actions
Responsible Parties
Resources
Consult with HR to review the
work and determine
classification
Hiring authority and campus
HR office
HR Connect/Classification – Job
Analysis Worksheet
Obtain budget approval
Hiring authority
Create/update the position
description using inclusive
language
Hiring authority and campus
HR office
• MMB recruiting resources: job
descriptions
Submit classification review for
the position (if needed)
Campus HR office, Human
Resources division
Decide how to assess job
qualifications of applicants for
the vacancy
Hiring authority and campus
HR office
• MMB recruiting resources: job
analysis
• Check with your HR office for
access to SkillSurvey.com or
view info on HR Connect
Review Affirmative Action goals
Campus Affirmative Action
officer (AAO), HR office, and
hiring authority
• Visit the Equity and Inclusion
web page for a list of campus
Diversity Officers
Determine budget for recruiting
and relocation (if any)
Hiring authority and campus
HR office
Design a fair and inclusive
search process and determine
who is involved
Hiring authority and campus
HR office, with AAO review
• MMB Hiring and Selection
resources
Identify and prepare search
advisory committee members
(if committee will be used)
Hiring authority and campus
HR office
• Search Advisory Committee
Training
• Search Advisory Committee
Handbook
Schedule committee meetings
and interview times
Hiring authority or search
chair
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Step 3: Sourcing and Recruiting Candidates
Consistently implementing varied and multiple sourcing methods or strategies will help to identify both
passive and active candidates and provide a qualified and diverse talent pool. Whenever there is a
vacancy or interim position:
• Determine the sourcing strategy based on the position and campus need,
• Decide whether additional sourcing and recruiting activity is needed beyond the automatic
posting described on page 4,
• Advertise in diverse locations and for the period of time necessary to meet the recruiting needs
of the position,
• Ensure a diverse candidate pool.
Actions
Responsible Parties
Resources
Determine how the position fits
into the campus sourcing
strategy and budget
Hiring authority, campus
Affirmative Action Officer
(AAO), and campus HR office
• Appendix 3 – Sourcing
Strategies
Develop a recruiting plan for the
position
Hiring authority and campus HR
office
• Appendix 3 – Recruitment
Strategies
• MMB Recruiting resources
• HERC Recruiting Toolkit
(check with HR for login)
Hiring authority, Chief Human
Resources Officer (CHRO)
Minnesota State Office of the
General Counsel – Immigration
Information page
Design job posting(s)
Recruiter; media partners
(optional)
• Appendix 4 – Media
Partners (Greystone Group)
Ensure posting requirements
(timeframe, bidding, layoff,
workers comp, etc.) and best
practices are met
Recruiter
• Appropriate bargaining unit
contract
• MMB Connect 700 Program
• MMB Supported Worker
Program
Analyze position for applicable
bidding and recall rights;
process according to bargaining
unit agreements
Campus HR office
Refer to specific bargaining unit
contract’s vacancy posting
articles
Place job posting on
appropriate sites
Campus HR office
• Requirements in bargaining
unit contracts
• Recruiting plan for position
Implement networking activities
Recruiter, hiring authority,
search advisory committee
members, campus colleagues
Sourcing strategy for the
position
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Step 4: Working with the Candidates
Institutional human resources staff will work with the search advisory committee and hiring authority to
ensure a fair and inclusive process that complies with all applicable laws and guidelines.
• Monitor the search process to ensure it is fair and inclusive.
• Ensure compliance with applicable affirmative action goals.
• Communicate with all applicants throughout the process.
Step 4A - Screening
Actions
Responsible Parties
Resources
Recruiter, hiring authority,
search advisory committee
members
• Appropriate applicant
tracking system
• Campus and system
affirmative action plans
Determine whether there are any
Connect 700 eligible applicants
after posting is closed and follow
process
Applicant brings Connect 700
certificate to the campus HR
office before the posting
closes
• MMB Connect 700
Program
Analyze candidates against
diversity goals after posting end
date; repost position if needed
Recruiter runs query and
submits report to campus
Affirmative Action Officer
(AAO) for review
• Institution’s affirmative
action data
• MMB – Monitor the Hiring
Process
Screen applicant pool for
individuals with Recently
Separated Veteran status
Recruiter
• Appropriate applicant
tracking system
• Search Advisory
Committee Handbook
Screen applicant pool to identify
applicants that meet minimum
qualifications
Recruiter and/or hiring
authority
Job posting
Notify applicants that do not meet
minimum qualifications; code
appropriately in applicant tracking
Recruiter
Appropriate applicant tracking
system
Analyze pool of applicants that
met minimum qualifications
against diversity goals; review full
pool and/or repost if needed
Recruiter and AAO
• Institution’s affirmative
action data
• MMB – Monitor the Hiring
Process
Notify applicants that meet
minimum qualifications that they
have been referred; code
appropriately in applicant tracking
Recruiter
Appropriate applicant tracking
system
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Step 4B - Assessing
Actions
Responsible Parties
Resources
Determine which applicants to
move forward in the process
Hiring authority and/or search
advisory committee
• Search advisory
committee handbook
Analyze proposed interview pool
against diversity goals; include
additional people from the
qualified pool if needed
Recruiter and campus
Affirmative Action Officer
(AAO)
• Institution’s affirmative
action data
• MMB – Monitor the Hiring
Process
Invite selected candidates to
interview/selection process; code
appropriately in applicant tracking
Recruiter and/or hiring
authority and/or search
committee chair
Applicant tracking system
Notify other candidates that the
process is continuing and they are
still under consideration
Recruiter
Applicant tracking system
Implement assessment process
(conduct interviews, skill
demonstrations, etc. and collect
reference check forms)
Hiring authority and/or search
advisory committee
• Background checks info
• MMB Policy on
background checks
Step 4C - Selecting
Actions
Responsible Parties
Resources
Identify a finalist pool and conduct
reference/employment/background
checks as appropriate
Hiring authority and/or
recruiter with review by AAO
MMB – Monitor the Hiring
Process
Identify candidate for final
consideration
Hiring authority
Obtain approval for salary offer;
identify start date and offer details
Campus HR office; Human
Resources Division
• HR Guidelines on HR
Connect (see CMP0008)
• Salary decision form
Negotiate job offer and follow up
with formal offer letter; code
appropriately in applicant tracking
Hiring authority and/or
recruiter
Total Rewards Calculator
(available through campus HR
office)
Follow up with candidate once offer
is accepted, send welcome letter
Hiring authority
Templates and electronic
resources in campus HR office
Follow up with non-selected
candidates
Hiring authority/search chair
(interviewed candidates);
recruiter (other applicants)
Applicant tracking system
Close the job in the applicant
tracking system and collect search
process documents
Recruiter
Applicant tracking system
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Section 5: Improving the Process
Assess hiring processes in order to identify practices that promote effectiveness, increase the diversity
of applicant pools, and increase the retention rate for new hires.
• Identify most effective recruiting strategies that generate a diverse applicant pool of candidates
best suited to the position.
o Is this strategy being used correctly, consistently, creatively and to full capacity?
o Under what circumstances has return on investment been exceptionally high?
o What appears to be causing or contributing to lower levels of return on investment?
• Determine hiring practices that provide most qualified candidates.
o How well have interview questions and candidate behavioral data predicted candidate
performance on the job?
o What recruiting strategies contributed to new hire retention rates?
• Streamline the hiring process.
Actions
Responsible Parties
Resources
Define measurable goals for the
recruiting and hiring process
Campus HR office (based on
leadership team feedback)
Hiring Metrics (document on
Recruiting SharePoint site)
Note: Open the document in
Word to use the calculation
spreadsheets.
Track recruiting metrics
Human Resources Division
Reports generated by
applicant tracking system
Assess recruitment strategies for
effectiveness
campus HR office
• Probationary and first year
performance reviews
• Exit interviews
Improve sourcing, recruiting and
hiring strategies and practices
campus HR office
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Definitions
• Applicant Pool: The individuals who have applied for a position, meet the minimum qualifications,
and satisfy any limits on consideration for the position.
• Affirmative Action: Specific proactive steps taken to eliminate barriers (such as unfairness,
favoritism, and biases) that have resulted in historic patterns of employment discrimination against
minorities and women.
• Candidate: Someone who has satisfied the requirements and minimum qualifications for a position
and is being considered as a possible hire.
o Active candidates submit applications for positions
o Passive candidates are not actively searching for a job and are sought out by recruiters
• Connect 700 program: Allows eligible individuals with a disability the opportunity to demonstrate
their ability to perform a specific position for up to 700 hours on the job without going through a
competitive selection process. Candidates must have a Proof of Eligibility Certificate.
• Classified and Unclassified Jobs: (see introduction section)
• Equal Employment Opportunity: Federal and state mandates to ensure that employment activities,
beginning with the hiring process, be conducted in a non-discriminatory manner; includes analysis of
the workforce regarding the race, sex, disability status, and veteran status of its employees.
• Finalist/Finalist Pool: Members of the applicant pool who best meet the qualifications for a
position. The hiring authority can select from the finalist pool by using one or more job-related
assessment method(s). A finalist pool does not have to consist of a certain number of people.
• HERC: The Higher Education Recruitment Consortium offers job posting services, training and
resources, and regional conferences to support recruitment of broad and diverse candidate pools.
All Minnesota State institutions are members of HERC.
• Hiring authority: The supervisor, manager, or administrator who requests a new position to be filled
and to whom the new hire will report.
• Job Analysis: A process of reviewing information about a job to determine work behaviors required
to be successful in the position and to identify methods to measure the work performance.
• Qualifications: Criteria used for assessing job applicants.
o Minimum Qualifications: Used for the initial screening of applicants; includes education,
experience, knowledge, skills, abilities and any physical abilities required to enter a job. All
posted minimum qualifications must be met in order for an applicant to be considered.
o Preferred Qualifications: Additional desirable criteria for performing the job; includes
factors that would increase the preference of one candidate over another because they will
substantially reduce training time and cost or would greatly enhance the prospect of
satisfactory or excellent performance.
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• Recently separated veteran: A veteran who has served in active military service at any time on or
after September 11, 2001, and who has been honorably discharged from active service. (See also
Minn. Statute 197)
• Recruiter: Member of the institution’s Human Resources staff responsible for managing the hiring
process for a vacancy.
• Search advisory committees: A group of individuals who serve in an advisory capacity to the hiring
authority. Their primary responsibility is to assist in sourcing candidates for a position, review the
applicant pool, and recommend candidates for final consideration.
• Sourcing: Practices aimed at finding, evaluating and engaging potential candidates for current or
future job openings.
• Total Rewards Calculator: Tool used by human resources staff to calculate the total dollar value of
a job offer including pay, benefits, and other organizational perks.
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Appendix 1: Diversity and Inclusion Training
Diversity and inclusion training activities should be incorporated into an institution’s affirmative action
plan. These activities help institutions attract and retain a diverse staff. Examples include:
Diversity and inclusion training programs that engage employees and develop skills such as:
• Understanding and minimizing hidden bias.
• Supporting inclusive practices to offset homophobia, xenophobia, and sexual harassment.
• Identifying and eliminating micro-aggressions.
Other diversity and inclusion best practices that could be included in an action plan include:
• Development of support networks such as employee resource groups (for example
computer user groups or a project management special interest group).
• Mentoring programs.
• Affinity groups.
• Training to help people involved in searches and hiring understand affirmative action,
recruiting documentation, and applicant tracking and coding.
Training tools:
• Search advisory committee training, including a module on minimizing the effects of
implicit bias on the search process is available through the State of Minnesota ELM
registration system. Check with your HR office for more information.
• Online diversity training is available through the State of Minnesota ELM portal. Check
with your HR Office for current offerings or log on to ELM through the MMB self-service
portal and search for personal and professional development courses.
Educational resources:
• Minnesota Job Skills Partnership – State of Minnesota program that works strategically with
businesses and educational institutions to train or retrain workers, expand work
opportunities, and keep high-quality jobs in the state.
• HERC (Higher Education Recruiting Consortium, Upper Midwest) – regional collaborative of
higher education institutions provides resources and workshops on recruiting, retention,
and pipeline issues. All Minnesota State institutions are members of HERC. Check with your
campus HR office for login information.
o HERC webinars on demand include topics such as diversity and compliance, dual-career,
and recruitment and retention best practices.
o HERC Disability Inclusion Toolkit – resources for creating welcoming and inclusive
workplaces for individuals with disabilities.
• Minnesota State Succession planning toolkit – resources to support institutional succession
strategies available through HR Connect.
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Appendix 2: Pipeline Programs
Pipeline programs can increase the quality of hires by helping institutions create and maintain a diverse
pool of prospective candidates who are ready to competitively apply for vacancies. Program elements
can include:
• Resources to assist faculty and staff in making connections with community partners who can
assist in marketing and recruiting.
• Programs that focus on preparing under-represented individuals to competitively apply for
future positions.
• Programs and resources that build and maintain connections with existing community and state
programs.
Several types of pipeline programs are offered through local and state organizations. Work with your
human resources office, student services job placement center, and/or community leadership to identify
opportunities available at your college or university.
• Internships: Paid or unpaid opportunities to gain work experience directly related to a specific
academic program. The students receive academic credit and/or fulfill academic requirements in
a realistic work environment. They are not considered State of Minnesota employees.
o Resources for internship programs:
o MMB Interns and Student Workers Information page.
o MMB Internship Agreement Form.
o Internship Application for State of Minnesota.
o Star of the North Fellowship Program.
o Federal Department of Labor Internship Fact Sheet.
o Career-specific development internships:
o Girls who Code program.
o Minnesota High Tech Association STEM internships.
• Development programs: Programs to enhance work skills and experience for potentially
disadvantaged groups such as individuals with disabilities or inner-city youth.
o Examples of state and community development programs:
o Project Search – workplace-based high school transition program.
o Connect 700 – employment opportunities for individuals with disabilities.
o Right Track summer intern program – for St. Paul youth.
o STEP-UP internship program – for Minneapolis youth.
o STEP-UP Achieve Minneapolis – paid internships for Minneapolis youth.
o Urban Scholars – Minneapolis summer leadership development program.
• Community partnerships: Local organizations such as a Chamber of Commerce may sponsor
activities and resources to promote employment opportunities in a particular region. In
addition, high schools or other K-12 institutions may collaborate with colleges and universities
on programs to promote continuing education and employment.
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o Examples of community partnerships:
o Local Chambers of Commerce.
o Educational partnerships with K-12 or nearby higher education institutions.
o Local nonprofit groups.
• Fellowships: Opportunities for individuals in advanced degree programs or other leadership
programs to receive paid work experience related to their field of interest.
o Examples of statewide fellowship programs.
o Blandin Community Leadership - for students and leaders in rural Minnesota.
o Star of the North fellowships - for those interested in public service careers.
• Other Programs to Consider: Your college or university may be involved in succession planning
efforts to identify key positions as the focus for pipeline programs. In addition, your department
or work unit may wish to identify positions or work roles that are difficult to fill or would benefit
from increased diversity.
o Examples of pipeline programs for various types of candidates:
o Hot Candidates: Keep a list of and communicate with those candidates that may
not have been selected and would be a great asset to your organization; invite
them to apply to other openings.
o College Student career pathing: Work with your career services staff to identify
career paths within your institution for current college students.
o Alumni career pathing: Identify career paths for faculty and staff positions
within your institution and work with your alumni staff to identify potential
alumni to provide this information and/or invite to apply to openings.
o High school/middle school/elementary school mentor programs: Work with
your outreach staff to identify K-12 schools in your communities where staff
could present information on career choices within Minnesota State and/or
develop ongoing volunteer opportunities.
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Appendix 3: Sourcing and Recruitment Strategies
Sourcing Strategy
A sourcing strategy is a long-term plan for how you will create and maintain a continuous flow of high-
quality applicants and how you will edge out the competition looking for the same talent. Your sourcing
strategy should focus on the positions that are difficult to recruit for, areas where talent is difficult to
find, or positions where you anticipate major changes.
• Focus on overall talent flow; you most likely would not create a sourcing strategy for each
individual position.
• Create a long-term plan that takes into account major trends and changes in the professional field.
• Develop multiple sourcing strategies for the different types of talent you need (for example,
level of seniority, professional field, location, academic or service roles, required skills).
• Identify tools and resources you will use and how they fit into the overall strategy.
Recruitment Strategy
Recruitment strategies focus on the job market and recruitment sources for a particular position. They
help to generate a broad and diverse pool in alignment with institutional HR and diversity goals.
Different recruiting methods produce different results, so consider the following questions:
• What talent or expertise is needed?
• How easy or difficult will it be to obtain a broad and diverse pool of qualified applicants?
• What is the message we would like to convey?
• What is the most effective method to present our message?
• Where are we most likely to find the talent we need?
• What mix of recruiting methods will generate the type of pool we need?
• Which sources will result in the best return on investment?
In addition to the standard strategies and those that are required of state agencies, consider additional
efforts such as:
• Seeking candidates through job boards, social media, forums, and websites (direct sourcing).
• Online advertising through alumni associations, diversity organizations, and trade journals.
• Referrals from current or potential candidates.
• Employment programs through campus career offices for current students and alumni.
• Community partners (veterans/disability organizations, communities of color, advisory partners).
• Professional organizations or networks (marketing on websites, newsletters, and at meetings).
• Internal sources (referrals from mentors, leadership, employees, succession planning pools,
committee members from prior searches, students).
• Events (job fairs, recruiting events, open houses).
• Use of search firms.
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Using Social Media for Sourcing
Social media sites such as Facebook, LinkedIn, Twitter, Glassdoor, etc. can be a good way to inform
potential candidates about your position. Here are some tips to consider:
• Social media sites are sourcing tools, not sourcing solutions; they should fit into your overall
sourcing and recruiting strategy.
• Social media is most effective as an ongoing strategy; make sure your institution has a presence
and its brand is known before you need to recruit for a specific vacancy.
• Current employees are one of the best resources for social media; make sure they have the
information to support your institution and to help recruit for specific positions.
Depending on the position, remember to take advantage of social media outlets that may be available to
the hiring authority or the campus community. For example, HR staff could use the HERC Twitter feed
to announce hard-to-fill positions, and many professional organizations have email lists or LinkedIn
groups that could be used by members to announce vacancies in that field.
For more information:
• 9 Tips on Social Media Recruiting Strategies (Harver.com).
• Using Social Media for Talent Acquisition—Recruitment and Screening (Society for Human
Resource Management online training: Should you screen social media accounts of your
candidates?)
• HERC member resources site includes a webinar on “Social Media Minefields in Higher
Education.”
o Minnesota State colleges and universities are members of the Upper Midwest HERC.
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Appendix 4: Additional Channels for Sourcing and
Recruiting
Graystone Group Advertising
This agency has a contract with the State of Minnesota and will provide consultation and assistance in
posting your job with a variety of media (print, online, social media, etc.). They can assist with diversity
outreach and developing targeted advertising strategies. Consulting services are free; you pay only for
the cost of the ad itself.
1. All ads should be transmitted via email to [email protected]om.
2. Contact for ad placement: Robert Taylor, Phone: 203.549.0060, Toll Free: 800.544.0005, Email:
rtaylor@graystoneadv.com.
Recruiting Resources
For positions that may be hard to fill or that require specialized qualifications, you may wish to use
additional sourcing channels. These optional sources can be considered as you are developing an overall
campus sourcing strategy and/or a recruitment plan for a particular position.
State Employment Recruiting
• MMB provides Recruitment Resources.
• Local workforce centers serve job-seeking individuals in the metro area and around the state:
o Ramsey County Workforce Solutions.
o Hennepin County Employment Services.
Recruiting for Diversity
Jobs posted on the HERC board (see introduction section) are automatically advertised with many
diversity recruiting sites, such as Disability Connect, Diversity Connect, Diversity in Education, Diversity
in Higher Education, Diversity MBA, Hispanic Diversity, LGBT Connect, Out and Equal, Veterans Connect,
and Workplace Diversity. HERC’s annual diversity outreach campaign helps Minnesota State
demonstrate good faith affirmative action efforts.
The following sites are examples of additional organizations that individual hiring authorities may
choose to use to recruit for specific positions:
• IM Diversity – Diversity-related careers site with articles and jobs board.
• Journal of Blacks in Higher Education – Employers can run ads in the journal or in the weekly
email bulletin.
• Hispanic Outlook on Education – Online or print magazine; includes job board and ability to
feature specific organizations.
• Diverse Issues in Higher Education – Diversity-related publication with online jobs board
• Diversity, Inc. – Diversity-related publication with online jobs board.
• Women in Higher Education – Career development site with articles and jobs board.
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Higher Education Recruiting
• American Association of Community Colleges – Jobs board with pricing for member and non-
member organizations.
• Association to Advance Collegiate Schools of Business – Jobs board with pricing for member and
non-member organizations.
• Association of Community College Trustees – Trustees Quarterly magazine accepts articles
highlighting college activities.
• Chronicle of Higher Education – Online and hard copy news related to higher education;
includes a job section with pricing for single and multiple ads.
• Inside Higher Education – Online news service with career resources page and jobs board.
• The National Registry of Diverse and Strategic Faculty – Minnesota State has a subscription with
unlimited job postings on this site and the ability to track job openings and closures. Contact
Equity and Inclusion at 651-201-1463 for the login for this subscription to post your open
positions.
• Southern Regional Education Board:
o Jobs board for doctoral scholars.
o Doctoral Scholars Program directory (database of 1,000+ doctoral scholars and
recipients is available for a fee to faculty recruiters).
Geographic Area Recruiting
• Twin Cities Metro Area: Make it. MSP.
Professional Affiliation Groups
• Technology positions:
o Women Who Code.
o Minnesota High Tech Association.
• Examples of professional associations:
o AIGA Professional Association for Design, Minnesota Chapter.
o Association of Executive and Administrative Professionals.
o Institute of Internal Auditors.
• Examples of higher education associations:
o American Association of Collegiate Registrars and Admissions Officers.
o American Society of Administrative Professionals.
o APPA Leadership in Educational Facilities.
o Institute of Education Sciences.
o International Association of Campus Law Enforcement Administrators.
o Minnesota Association of Financial Aid Administrators.
o National Association of Colleges and Employers (career services).
o NASPA—Student Affairs Administrators in Higher Education.
o National Association for Campus Activities (advisors in student activities).
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Acknowledgements
The following HR staff and members of the Talent Management Steering Committee provided content
and editorial review:
• Dee Anne Bonebright (editor), Human Resources Division
• Dwight Watson, (Chair, Talent Acquisition subcommittee of the Talent Management Steering
Committee), Southwest Minnesota State University
• Doug Andring, Minnesota State Community and Technical College
• Ashley Anderson, Winona State University
• Sarah Bjorstrom, Human Resources Division
• Monica Franklin, Anoka-Ramsey Community College/Anoka Technical College
• Renee Hogoboom, Minnesota State System office
• Deb Holstad, St. Cloud Community & Technical College
• Mark Johnson, Minnesota State University-Mankato
• Jean Maierhofer, Hennepin Technical College
• Dawn Pearson, South Central College
• Renee Schmitt, Talent Management -System Human Resources
• Cindy Schneider, Talent Management -System Human Resources
• Vicky Schwab, Normandale Community College
• Teresa Weihs, St. Cloud State University
• Ajeet Yadav, Central Lakes College
For questions and information about this document or online training for search advisory committee
members, contact Dee Anne Bonebright, Human Resources Division, Talent Management, 651-201-
1510, deeanne.bonebright@minnstate.edu.
©2017 Minnesota State. Permission is granted to copy this document for Minnesota State training and
development purposes. For other uses or permission to modify, contact Dee Anne Bonebright at the
address above.
This document is available in alternative formats upon request by calling the Human Resources Division
at 651-201-1849.
