Recruitment, Hiring and Onboarding Roadmap for Managers

 
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Advertising a Position

Your recruitment advertising is more than posting a vacancy. It is marketing for your department and Rutgers. Just like a resume or curriculum vitae (CV) is a marketing tool for a candidate, a recruitment ad is a marketing tool for the employer.

All open staff positions must be reviewed by UHR and posted through the Recruitment, Onboarding and Classification System (ROCS). Jobs posted through ROCS are fed to Indeed.com, Higher Education Recruitment Consortium (HERC), HigherEdJobs.com, and the State of New Jersey's Job Bank at no cost to you.

Hard to fill and high-volume job openings may require additional advertising to attract sufficient applicants and fill positions. After a position is posted in ROCS, job advertising on external sites may be procured directly by the hiring department using department funds. Additional information may be found in the External Posting Guide.

Getting Started

Before you begin writing copy, consider a variety of factors:

  • What is the job? Think about the responsibilities and the role the position plays in the department. Ensure you understand this first before writing the advertisement.
  • Who is the ideal candidate? Think about the qualities, experience, and attributes you desire in the individual. Also consider how the individual will fit within your department’s culture.
  • What competencies are needed? Think about the knowledge, skills, and abilities desired for the position. It’s easy to just focus on the number of years of experience or degree requirements, but think more broadly.
  • What experience is required? Focus not only on the quantity of experience (e.g., five years’ experience) but rather the quality and context of the experience (breadth of responsibilities, working in a similar environment). This will help you in attracting a diverse pool of candidates.
  • What other information is required? If the position requires special certifications, unusual work hours, travel, or use of a personal vehicle, these items should be included.
  • How can I make my position stand out? Use language that will catch a candidate’s attention. Is your department nationally recognized? Do you have award-winning researchers on staff? Use a headline or lead-in statement that will be enticing.
  • How can I make the job look attractive? This is where you can sell the department and the university. Mention competitive benefit packages and highlight the benefits of living in New Jersey. Ask current employees what drew them to your department and Rutgers University and use those comments in your ad copy.
  • Where should I advertise the position? If you are interested in external job advertising beyond those already included with your ROCS posting, please visit our advertising guide.
Suggested Content

Content for the recruitment advertisement must be concise, clear, and accurate. Conciseness of copy is especially important for print ads where you will be charged by the word. There should be enough information for the candidate to determine their interest in the position and Rutgers, and information on how to receive additional details.

The posting, in print or on the web, must include the statement, “Rutgers is an Affirmative Action/Equal Opportunity Employer.”

Attracting a Diverse Talent Pool

If traditional posting sources have not yielded a diverse applicant pool, consider the use of print and electronic media and recruitment sources that are targeted towards specific populations. You may also want to target professional organizations that attract a diverse audience such as the National Society of Hispanic Professionals, CIC-Directory of Minority Ph.D. Candidates and Recipients, or the Society of Women Engineers, among others.

The position description and recruitment copy can be written in a way that attracts a wider audience of candidates:

  • Use inclusive language in your ad copy.
  • List qualifications broadly where appropriate. If qualifications are too rigid, it may eliminate members of underrepresented groups and potentially successful candidates. For example, “Candidates should possess a doctoral degree” rather than “doctoral degree required.” Or “Candidates should have a master’s degree in counseling or related field” rather than “degree in counseling required.”
Search Firm Guidelines (Optional)

As the job market becomes increasingly competitive, it is becoming more common within the University to retain search firms to locate qualified applicants for vacancies in high demand and/or specialized areas. Use of a search firm, however, often makes it difficult, if not impossible, for a hiring authority to document that the recruitment process was in compliance with the university’s AA/EEO policies and procedures and to provide the data needed to fulfill the university’s AA/EEO reporting requirements. The following guidelines were developed to help hiring authorities avoid this problem.

As a federal contractor, the university is required to ensure that recruitment for positions within the university is in compliance with federal laws, orders, and regulations concerning equal opportunity and affirmative action. To fulfill this requirement, the university has developed policies and procedures governing the recruitment process. It is the responsibility of the hiring authority to ensure that a search conducted by an outside firm complies with Rutgers’ policies and procedures governing recruitment and hiring. This responsibility includes:

  • Completing the Search Firm Recruitment Letter template and providing to the search firm
  • Notifying the search firm of Rutgers AA/EEO Policy
  • Instructing the firm to actively seek a diverse pool of candidates who meet all the necessary qualifications
  • Replacing a search firm, or supplementing its recruitment efforts, if that search firm fails to produce a representative applicant pool
  • Ceasing to use a firm that fails to produce applicant pools with qualified minority and female applicants
Preparing for the Interview

The goals of the interview process are to gather information, create a positive image of the department/university, present a realistic description of the position, ensure that all applicants have been treated fairly, establish adequate records in the event the selection decision must be justified, and, ultimately, to select a qualified candidate.

Several steps are necessary in preparing for an interview:

  • Select Interviewer(s): In addition to the immediate supervisor, there may be individuals with whom the candidate will interact who should also be part of the interview and selection process.
  • Identify Selection Criteria: The interviewer(s) should review the responsibilities of the position and reach agreement on what education and experience requirements are necessary, as well as the required behavioral qualifications (e.g., communication skills, teamwork, customer service).
  • Review Cover Letters/Resumes/Applications: Using the selection criteria, the interviewer(s) should carefully review the application materials to determine which and which candidates should be interviewed.
  • Develop Appropriate Questions: The interviewer(s) should develop job-related questions that will be asked of all applicants to probe their education, level of related experience, and other attributes required for the position. You may also want to ask questions that will help you determine if the candidate has a strong client service orientation.
Conducting an Interview
  • Establish rapport: A cordial greeting and suitable introductions will establish rapport and help create a pleasant atmosphere. Following the greeting, some "small talk" is usually of value to relax the applicant and help establish open communication.
  • Explain purpose and set agenda: Take control of the interview and relax the applicant by explaining what will occur during the interview process.
  • Gather information: Interviewing requires listening, probing, reflecting, summarizing, and evaluating skills. Ideally, the interviewer should talk only about 25 percent of the time. Avoid asking questions that require only "yes" or "no" answers or multiple choice questions, since that means you are leading the conversation. Ask open-ended questions that encourage the applicant to express ideas and provide information. Ask follow-up questions that encourage further conversation. Open-ended questions start with words like, "Tell me about..., please discuss..., explain how..., tell me more about...," and encourage the interviewee to elaborate.
  • Describe the position and the organization: Provide sufficient facts, both favorable and unfavorable, about the position and the department in a straightforward manner so that the applicant can make an intelligent decision about the acceptability of the position. Use caution in describing the position. Do not assure the applicant that if hired, he/she can count on a long career or that there are no layoffs. Discussion of salary, promotional opportunities, and job security issues must be carefully worded. Do not make promises you do not have the authority to make.
  • Answer questions and allow the applicant to add information: The applicant's objectives are to gather information about the position and promote him/herself for the position. Provide the opportunity for the applicant to accomplish these objectives.
  • Conclude the interview: Thank the applicant for his/her time and explain what will happen next. Tell the applicant when the hiring decision will be made and how it will be communicated.
Reference Checking

Reference checking is an essential part of the selection process. References provide valuable information about a candidate’s performance, helps you rank candidates, and assists in making your final decision. After completing all interviews, and prior to making a hiring decision and commitment, check the references of the final candidate(s). The following guidelines are offered to assist you in this process:

  • You should state during the interview with a job applicant that references will be checked. Do not only rely on letters of reference or personal references provided by the applicant.
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  • A telephone reference check takes less time than a written reference check and usually more information is gained. Forms may not uncover negative information and employers may hesitate to put into writing what they may say in a conversation.
  • The hiring supervisor is usually the best one to make the call because he/she is most familiar with the information obtained from the candidate and the responsibilities of the job. Supervisors should be prepared with a written list of job-related questions and be consistent in the questions asked. Questions concerning race, religion, national origin, ancestry, sex, sexual orientation, marital status, age, or disability cannot be asked.
  • When calling a candidate’s reference, identify yourself and tell the reference about the position for which the candidate is being considered.
  • To gain as much information as possible let the reference speak without interrupting. If the reference pauses in the conversation, it may mean he/she has other information they are hesitant to share. Get them to talk about everything that would be helpful, but only ask for information that will be used in the hiring decision.
  • Ask only job-related questions and document all answers. Avoid questions that can be answered “yes” or “no.” Ask for specific information – “Tell me about this person’s attendance and punctuality."
  • If the reference is reluctant to provide information, ask if he/she will verify the information read from the candidate’s resume or employment application.
  • One of the most important questions to get answered is if there is any reason the organization would not rehire the individual.
  • Check multiple references whenever possible.
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Selecting the Finalist

Reference checks should be conducted prior to selecting a Finalist only for staff positions that do not require a JCAHO background check. Following the completion of all interviews and references (if applicable), select the candidate who is the best fit for the position. For RBHS and Camden positions, advance the candidate’s application to Finalist in ROCS prior to discussing an offer with the Finalist. For all other positions, advance the candidate’s application to Finalist in ROCS after a contingent verbal offer is accepted.

When considering international candidates who will need sponsorship for employment authorization, please refer to University Policy 60.1.2 on Employment of Foreign Nationals, which lists the job titles that are eligible for sponsorship, the appropriate visa type(s) for each job title, and general timeframes. If you have any questions after reviewing University Policy 60.1.2, please contact Rutgers Global – Faculty and Scholar Services staff at isss-facultyscholars@global.rutgers.edu or by phone at (848) 932-7800 and the inquiry will be redirected to the appropriate member of the team.

Extending the Conditional Verbal Offer

All verbal offers must state that offers of employment are subject to the candidate’s successful completion of all pre-employment screenings. New staff members and RBHS internal transfers must be informed of the existence and length of the probationary period at the time of the offer.

Salary offers must ensure internal equity and align with the applicable Collective Negotiations Agreement, University Policy 60.4.10: Salary and Salary Adjustments for Non-Aligned Employees, salary schedules for Rutgers positions, and salary schedules for RBHS positions. If an internal candidate (current University employee) is selected to receive an offer, UHR should be consulted prior to extending an offer to ensure policy compliance.

Following the verbal offer, share a brief overview of the steps and approximate timeline for the candidate to start employment. It is recommended that candidates do not give resignation notice to their current employer until after all pre-employment screenings are completed and a tentative start date is agreed upon.

For support developing an offer, please contact your department’s HR Liaison or the appropriate UHR team member on our directory:

  • RBHS Staff: Talent Acquisition Specialist under Talent Acquisition
  • New Brunswick Staff: HR Consultant under Business Partner Services
  • Camden and Newark Staff: HR Representative under the appropriate UHR Office
Drafting and Sending the Written Offer Letter

All external hires and RBHS internal transfers will receive a written offer letter. Non-RBHS internal transfers receive a job change notification via email. Templates for all staff offer letters used by the University can be found in the UHR Library on Sakai. For access to the UHR Library, please contact Human Resources Information Technology (HRIT). Once you have been granted permission to access the offer letter templates, you will receive an automated email with instructions on how to log in to the UHR Library.

Written offer letters for new staff members and RBHS internal transfers will specify the length of the probationary period. Probationary periods are used to determine if an employee’s performance meets the expectations of the position and if continued employment is warranted.

The candidate should be sent an offer letter for their signature with a specified return date. It is recommended to require candidates to return offer letters within two business days after receipt.

Pre-Employment Screening Commences

After the Finalist signs and returns the offer letter, all applicants should be dispositioned in ROCS. When dispositioning applicants in ROCS, you may select if they will be notified immediately, notified when the posting is moved to Filled, or not at all through ROCS. For your top interviewed applicants and candidates internal to your department who were not selected, it is recommended to notify them directly with a personalized email or with a verbal conversation.

The candidate should be notified of the onboarding process including the background check and other applicable pre-employment screenings such as the Immunization Policy for Covered Individuals and Testing for Tuberculosis Surveillance. They will receive separate emails for the background check and immunization policy compliance processes, if applicable, which will be sent after UHR confirms an offer is accepted.

Completion of Pre-Employment Screening and Onboarding Begins

Finalist successfully clears all pre-employment screenings and provides resignation notice to their current employer. When hiring a candidate who is currently employed by Rutgers, advise the internal transfer to notify their current department that they are remaining with the University, and their current department cannot submit a termination.

Finalist begins onboarding processes.

We look forward to welcoming your new employee to the Rutgers community. Keep in mind that onboarding is a process that takes several months during which time the new employee becomes integrated into the Rutgers community, learning about our structure, culture, vision and mission. On this page you will find a step-by-step timeline that will guide you through the onboarding process, including resources for pre- and post-arrival to ensure a positive new beginning.

The goal of the onboarding process is to welcome your new hire to not only your department/unit but also our University Community. Onboarding is a collaborative and strategic process that aims to provide new employees with the tools and resources to make them feel welcome and comfortable in their new role. This is an ongoing process that does not end on day one but continues throughout the first three to six months of their employment.

Starting a new position may be a daunting time for a new employee. Keeping this in mind, managers should recognize that establishing open and clear communication is key to a successful onboarding experience and sets the foundation for the employee’s introduction to the department/unit.

It is a manager’s responsibility to educate their new employee in the following areas:

  • Job duties and responsibilities
  • Performance goals and expectations
  • Related policies and procedures
  • Department/Unit’s mission and goals
  • Department/Unit’s culture
  • Organization structure

The resources on the following tabs are designed to guide you through the process of onboarding your new employee.

For the purposes of this website, the following definitions are applicable when referring to the Hiring Unit Representative:

  • RBHS = HR Generalist
  • New Brunswick = Departmental HR Liaison or designee
  • Camden = Central HR Office
  • Newark = Departmental HR Liaison or designee

University Human Resources has prepared an accompanying New Employee Welcome Guide that helps new employees navigate the onboarding process outlining items they need to complete before and after their start date. This guide should be communicated to your new employee once their onboarding begins.

Two Weeks Prior to Employee Starting
Register New Employee For Benefits Orientation

The University Human Resources New Employee Orientation (NEO) is designed specifically for new full-time employees to learn more about Rutgers and help them to successfully acclimate to the University. Participants will also receive information on the array of benefits afforded to them as a Rutgers employee, including but not limited to, health plans, paid time off, and pension programs. This orientation is designed to enhance and support departmental orientation.

Ensure your new employee attends benefits orientation (if applicable). They will need to be registered for orientation using the below link by the Hiring Unit Representative. (This needs to be completed on-campus or through VPN and may have been completed when drafting the written offer letter.) To allocate sufficient time for New Employee Orientation in the employee’s onboarding schedule, the time for New Employee Orientation may also be found at the below link.

New Employee Orientation (NEO) Registration

New employees should submit completed benefits forms to the Benefits and Wellness team via the OneSource Self-Service Portal within 30 days from date of hire.

Enter New Employee Into PeopleSoft (HCM)

Contact your department’s HCM Preparer or HR Generalist to initiate the submission of the employee into the Human Capital Management (Peoplesoft) system. Supporting documentation (i.e., offer letter, background check clearance, job description, resume/ROCS application, immunization verification, etc.) is required for submission.

To ensure timely access to IT systems, refer to the HCM Cutoff Schedule to determine the latest date the new employee’s information should be submitted.

The following resource/instruction guides are available below to assist with entry of your new hire into PeopleSoft (Human Capital Management System - HCM).

Additional resources for the Template-Based Hire Process can be found on the HCM Blog.

Note to HCM Preparers: Template-Based Hires cannot be submitted for internal hires, promotions, and transfers. To initiate the submission into HCM, please contact your Hiring Unit Representative. (Should be changed to “you will be contacted”) If HCM Preparer access is needed, access can be requested at the following link https://hrapps.rutgers.edu/PARS.

Questions/Support

For support with HCM transactions, please contact your department's HR liason or submit an inquiry to HCM via ServiceNow.

Schedule and Complete New Employee's I-9 and E-Verify

Federal law mandates that employers must complete an I-9 Form for all employees within prescribed timelines, and E-Verify electronically verifies the employee’s information with the U.S. Department of Homeland Security (DHS) and Social Security Administration (SSA). Successfully completing the I-9 Form and E-Verify confirms the employee is legally authorized for employment.

Newly hired employees and rehired employees (any prior employee who had a one-day or longer break in service) must complete a new I-9 Form. All remote and in-person I-9 Forms are completed electronically via the Guardian system. Section I of the I-9 Form must be completed no later than the end of their first day of employment. Additionally, Section II of the I-9 Form must be completed within three business days of the first day of employment (if the employee starts on Monday, the I-9 Form must be completed no later than Thursday). If the position is for less than three days, Section II must be completed no later than the first day of work for pay.

Provided the employee has successfully completed all pre-employment screenings, the Hiring Unit Representative may schedule the employee to complete an I-9 Form in one of the following ways:

  1. Section I remotely via an email link and then section II in person before, on, or within three days of the employee’s first day
  2. Sections I and II in person on the employee’s first day
  3. Section I in person on the employee’s first day and Section II in person within three days of the employee’s first day
  4. If the employee is not able to travel to any Rutgers offices to complete Section II, the Remote Hire process may be used with an I-9 Remote Agent. Please contact UHR for more details on this process if needed.

The employee must provide the Hiring Unit Representative or I-9 Remote Agent with original unexpired identity and employment authorization documents to complete Section II of the I-9 (please see list of acceptable documents).

Once Sections I & II are completed, the Hiring Unit Representative marks the I-9 completed and approved in Guardian and confirms the E-Verify portion of the process is completed successfully. Should an issue arise with the E-Verify case, contact your HR Compliance Coordinator immediately for next steps. The E-Verify case must be resolved before the I-9 Form is successfully completed and confirms the employee is authorized for employment. The employee can continue to work while E-Verify issues are being resolved.

Useful Resources:
  1. List of Acceptable Documents for the I-9 Process
  2. Guardian Training Materials
  3. Guardian Access Request Form
Manager and Supervisor Responsibilities

Department Managers and Supervisors are responsible for ensuring that their newly hired employees comply with the entire I-9 process and monitor the current status of a department's I-9s. Managers and Supervisors have an obligation to ensure that their employees meet all deadlines as outlined under federal law. Hiring departments who have employees out of compliance with the deadlines for I-9 employment eligibility verification are exposed to significant risk of substantial financial penalties for failing to comply with this federal mandate.

Questions/Support

For I-9 & E-Verify support please contact a HR Compliance Coordinator for assistance. Contact information can be found on our directory under “Talent Acquisition.”

One Week Prior to Employee Starting
Communicate Relevant First Day Information

Reach out to your new employee to welcome them to your team! University Human Resources has prepared a New Employee Welcome Guide that helps new employees navigate the New Hire Process and provide valuable links to resources and community information. This guide should be communicated to your new employee during your department/unit's Onboarding Process alongside the following items:

  • Start Date
  • Arrival Time
  • Office Location
  • Where to meet you or your designee the first day
  • NetID Setup
  • Parking Registration
  • Employee ID Card

Questions/Support

For Onboarding support please contact your department’s HR Liaison or the appropriate staff member on our directory:

  • RBHS Staff: HR Generalist under Employment Services
  • New Brunswick Staff: HR Consultant under HR Consulting
  • Camden and Newark Staff: HR Representative under the appropriate UHR Office
Compile Applicable Information to Review With New Hire

Compiling the following information will assist in preparing for an effective onboarding experience with your new employee:

  • Review of department and unit organizational charts
  • Department/Unit’s mission and goals
  • Job description
  • Individual performance goals and expectations
  • Process guides and training manuals
  • Description of the roles of team members and key colleagues the employee will be interacting within their role
  • Major job duties and performance expectations
  • Schedule of recurring meetings he/she will participate in
  • Draft of the welcome communication to department announcing the new employee
  • Forms for system access, confidentiality agreements, and IT agreements.
  • Review applicable Collective Negotiation Agreements for aligned Staff and Faculty positions please visit the Collective Negotiation Agreements Library.
  • For Rutgers University Human Resources Policies, please visit the Human Resources Policy Library.
  • Review FlexWork@RU flexible work arrangements, if applicable, with the Department Needs Assessment and Team Agreement

If the new employee will supervise or manage other employees, include:

  • Management tools e.g., ARS, timekeeping system for non-exempt employees
  • Job descriptions for direct reports
  • Performance and development plans for direct reports
  • Key team projects in progress and planned
NetID Setup

All employees are assigned a unique Rutgers identifier known as a NetID (comprised of initials and a unique number e.g. jqs23), which is used to access most electronic services at Rutgers. Your new employee must activate their Rutgers NetID, and their NetID activation request will be issued to their personal e-mail address. If they have not received it by their start date, please have them go to NetID Management & Service Activation to attempt to activate their NetID. They will need a NetID to obtain their e-mail address, gain access to the computer system, obtain their Rutgers University ID (RUID) card, and purchase their parking permit.

Please note, in order for your new employee to receive a NetID they must be processed in HCM.

Parking Permit

New employees may purchase parking permits around two business days after their NetID is activated, and they may access parking information here.

If an employee is unable to purchase a parking permit prior to starting, departments may register their new employee's vehicle by completing a request form at RU DOTS Help. Their vehicle and license plate information is required.

Employee ID Card
In order for a new employee to receive an RUID card, they must have a completed employee record in the PeopleSoft payroll system three business days prior to their start date. Departments can complete a new employee's record prior to the employee's first day of work. The ID card system relies on data from the payroll system and automatic data feeds to populate the appropriate ID card data. New hires at the University will be asked to upload an ID card photo prior to requesting an RUID card on their first day.
Coordinate Meet & Greets

Schedule in-person or virtual meet and greets with members of the department/unit and outside members of departments/units that the employee will work closely with.

Coordinate Training Schedule

Organize a training agenda for the first two weeks. The training agenda can include the name and title of the team members who will conduct the training(s), the room number/meeting links, and the topics covered. The training agenda should also contain upcoming meetings and/or recurring meetings.

Coordinate Workspace

Coordinate a workspace and request for IT to set up the computer, phone, and system access (shared inboxes, drives, etc.). Ensure the employee will have necessary office supplies, and perhaps a welcome message. Add employee to meeting distributions and e-mail lists.

Please review OIT Policy Requirements, Policy #70.1.7 – Rutgers Provisioning/Deprovisioning Policy, which outlines the rules, regulations, and procedures for provisioning and deprovisioning accounts and access rights on University systems.

Establish An Onboarding Buddy For The New Employee

An onboarding buddy is an employee who is matched with a new hire to educate them about day-to-day processes, introduce them to the rest of the team, bridge social connections, and answer questions as they arise.

New Employee Orientation Locations
Rutgers University-New Brunswick

New Employee Orientation sessions will be held each Monday from 9 a.m. to noon in the University Human Resources Community Room, ASB II on the G.H. Cook Campus. During the months of August and September, sessions may be held twice weekly. Parking is available in the main lot at ASBII.

Rutgers University-Camden

New Employees Orientation sessions for Rutgers–Camden will be held on the first available Monday of each calendar month, from 9:00am to 4:30pm at the Rutgers University–Camden Welcome Center at 330 Cooper St., Camden NJ 08102. Questions regarding the Rutgers University–Camden NEO can be directed to hr.camden@rutgers.edu.

Rutgers University-Newark

New Employee Orientation sessions for Rutgers–Newark will be offered every other Monday. Orientation sessions are scheduled from 9:00 a.m. - 2:00 p.m. in the Human Resources Training Room, 45 Bleeker Street, Newark, NJ 07102.Contact the Rutgers–Newark Human Resources Office at (973) 353-5500 for information regarding program scheduling and details.

RBHS-Newark

New Employee Orientation sessions will be held every other Monday from 9 a.m. to noon at RBHS–Newark. Orientation sessions will be held in the Administrative Complex (ADMC), Building 1, Room 101 located at 30 Bergen Street, Newark, NJ 07107.

Employee’s First Day
Communicate New Employee's Hire To The Department/Unit

Send out an email welcoming/introducing the new employee to the department/unit. The email should encourage colleagues to stop by and welcome the new employee once they start.

Employee Attends UHR New Employee Orientation

On the employee's first day (or within first two weeks) they should attend University Human Resources New Employee Orientation if they are in a position eligible for any of the University benefits.

Review Of Training Schedule

Review the training schedule with new employee and go over with them what they will be learning.

Set Up Their ID Card

Follow-up with the employee regarding their ID Card. If they have not yet setup their ID card walk them through the process of obtaining one here.

Workspace/Office Tour

Escort the new employee around the office/workspace to familiarize them with common areas (break space, restrooms, copy areas, etc.) and introduce them to colleagues along the way.

Discuss:

  • Emergency procedures
  • Exits and first aid stations
  • Meeting room locations
  • Restrooms and staff break areas
  • Parking and building access
Employee's First Two Weeks
Check-In With New Employee

Meet with your employee to discuss how training is going and address any concerns or questions they may currently have. Schedule a 30, 60, and 90 day check in with your new employee. Provide the employee with contacts for who they should reach out to regarding specific questions.

Review Department/Unit’s Mission & Goals

Review the mission and goals of your department/unit from the broad and individual perspective. The employee should see how their position supports the goals and mission and have an understanding of what the department/unit does.

Review Job Description and Performance Expectations

Review the employees' job description with them and address any areas where training may occur later in the year. Set expectations for performance and relate to annual goals.

Review Probationary Period

Review with your employee the applicable probationary period information for their position. This information should be reflective of what was included in the employee's offer letter.

Set the expectation that throughout the probationary period, you will regularly engage in performance discussions with employees, offering constructive feedback on their job performance, evaluating expectations, identifying training needs, and providing improvement plans if needed.

Reevaluate Training Schedule

Meet with your employee to go over the training schedule for their first two weeks and make adjustments as needed. Check if meet and greets occurred as scheduled with coworkers and colleagues.

Employee Self Service Through MyRutgers

By accessing employee self-service through the myRutgers portal, employees can see paystubs, paid time off balances, update W-2 & W-4 information, and direct deposit among other information.

Enter Flexible Work Arrangement into FlexWork@RU System

The FlexWork@RU Pilot Program is effective September 1, 2022 - August 31, 2023. If the new employee may be eligible for a Flexible Work Arrangement, review the Department Needs Assessment and Team Agreement and advise them to enter their schedule into the FlexWork@RU system, accessible in the myRutgers portal.

Review Applicable Information with New Employee

Review the forms and documents you identified with the employee.

  • Forms may include system access, confidentiality agreements, and IT agreements.
  • Documents such as the employee’s job description, departmental organizational charts, contact lists, process guides, performance goals, department objectives, and maps.
Employee's First Month
Follow-Up Regarding New Hire Paperwork

Check in with the employee to ensure they have completed their benefits enrollment through BenefitsSolver all necessary forms from their benefits orientation. New employees should submit completed benefits forms to the appropriate Human Resources Department within 30 days from hire date.

Confirm Employee Has Completed Required Trainings

Check in with the employee to confirm they have completed required trainings. Coordinate specific trainings with the hosting Unit or Department.

  1. Outside Activity Questionnaire – (Ethics Armor)
  2. Rutgers Code of Ethics, Plain Language Guide to Fundamental Ethics, and Conflicts Rules established by State Law, Federal Law and University Policy – (Ethics Armor and Policy Library)
  3. Discrimination and Harassment Prevention Training – (SkillSoft)
  4. Other department or position specific trainings e.g. Ethics Training (HealthStream), Financial Conflict of Interest (eCOI Huron Education), HIPAA, etc.
Review Policies & Agreements

Review University Policies and applicable collective bargaining agreements with the employee.

Employee's First Three to Six Months
Check-In Frequently During Probationary Period

Continue to meet with the employee at least every 30 days and encourage open dialogue and questions regarding their performance.

For RBHS staff positions, complete the Probationary Assessment Form when appropriate and provide to the RBHS HR Consulting team.

If performance expectations have not been met and progress has not been made within the probationary period, the employee should be terminated before attaining the last day of probation. If you are considering extending the probationary period or considering the termination of a probationary employee please consult with the Office of University Labor Relations for aligned staff, or your HR Consultant or your human resources representative in Camden or Newark for non-aligned MPSC staff prior to moving forward with any such action.

Develop a Continued Training Schedule

Continue to monitor training and schedule as needed for job duties that may occur during specific times of the year.

Review Areas Where Improvement May Be Needed

If improvement opportunities exist create a plan with the employee to support them if it is determined that additional training is needed.