Administrative (A&P) Recruitment and Appointment

The University has established the following policy in order to establish an orderly and consistent process for the recruitment and appointment of Administrative (A&P) staff and to ensure that all individuals appointed meet the minimum qualifications for the position.

These policies and procedures will be used in conjunction with the University’s online web-based employment application process. This system called OASys (Online Applicant System) will allow all applicants to apply for positions at the University anywhere that there is internet access. Applicants can apply online from any computer or at designated terminals in the Office of Human Resources. They will be able to upload supporting documents, such as a resume, letter of interest, and even unofficial transcripts. OASys will also allow the Dean/Director/Dept. Heads (DDD) and appropriate office staff (Initiator) to complete a recruitment request along with the recruitment plan and view active, pending and historical recruitment requests. The system allows for flow of information among the Initiator, Dean/Director/Dept. Head (DDD), Office of Equal Opportunity and Diversity (EOD), Office of Human Resources (HR), and the vice presidents (VP). OASys contains many other important features that may be used in the recruitment process. These features are identified in the Recruitment Module Presentation


There are four main objectives central to the University’s Administrative (A&P) recruitment and appointment policy:

  • to recruit and appoint the best qualified persons in a nondiscriminatory manner with respect to race, color, religion, national origin, gender, age, marital status, veteran’s status, and/or disability;
  • to ensure that the criteria used for hiring A&P staff are job related; 
  • to ensure that documentation is on file demonstrating the required qualifications for the position; and 
  • to ensure diversity in areas where under-utilization of women and minorities are found. 

1. General Recruitment Requirements:

All searches must be in compliance with federal and state laws and must yield candidates that meet the minimum required advertised qualifications for the position. Search committee chairs and hiring officials should obtain a copy of suggestions for searches and other information from the EOD website and review these before embarking upon the search process. The hiring official must be prepared to document all of the following;

  • the required minimal credentials expected for the position,
  • the diversity initiatives utilized in all stages of the hiring process including the selection and appointment of search committee members,
  • the criteria and qualifications set forth in the OASys recruitment request and recruitment plan,
  • the updated position description,
  • the venues in which the position is being advertised,
  • the individuals involved in the interview process.
  • the reasons for selection and non-selection of all applicants.

The Dean/Director/Dept. Head (DDD) and search committee chair should seek guidance from the Director or Assistant Director of E.O.D., the next level supervisor and/or the respective vice president for assistance in ensuring that a diverse pool of applicants is recruited.


2. Specific Recruitment Requirements:

  • A recruitment request and plan is required in OASys to fill vacant or new A&P positions unless an exemption from these requirements has been explicitly granted or a waiver of a search has been approved in writing by the President. The online recruitment request and plan must be completed in its entirety and shall state the credentials required for the position.
  • Approval to fill vacant Administrative (A&P) positions must first be obtained by submitting a Vacancy Pool Request, and providing supporting materials to the Vacancy Pool Review Committee. This process is completed outside of OASys. The vacancy must be approved prior to entering a recruitment request and plan in OASys.
  • Create or update the position description. Refer to the Position Description Module guide. An approved position description from HR is required for review of your recruitment request and plan. 

  • Refer to the OASys training resources page for assistance in using OASys. 
  • All budgeted employees have an OASys account that they can access via the Staff tab in MyWings. Refer to the Accessing OASys Quick Guide for assistance.  
  • All applicants must apply online in OASys to be considered an applicant. If they do not apply for positions online in OASys, they are not considered an applicant for the position. On March 4, 2004 the Equal Employment Opportunity Commission with the Departments of Labor and Justice and the Office of Personnel Management, published clarification and definition of an "applicant". Please go to to view the complete definition. 
    For an individual to be considered an applicant in the context of the Internet and related electronic data processing technologies, the following must have occurred:
    - the employer has acted to fill a particular position;
    - the individual has followed the employer’s standard procedures for submitting applications; and
    - the individual has indicated an interest in the particular position. 
  • You must complete the recruitment request and plan in OASys (navigate to OASys Hiring and PD Module in MyWings, under the "Staff" tab). You must complete all of the required fields as noted by the * in the recruitment request. Note: Even though there are no required fields as noted by a * in the recruitment plan, you must complete the entire recruitment plan for all A&P positions. 
    • Job Summary/Responsibilities must contain all the duties and responsibilities listed in the Essential Functions portion of the approved position description.
    • Required Qualifications must contain all the required qualifications and licensure and certification listed on the approved position description.
    • Departmental Requirements (preferred qualifications) should contain any additional qualifications that surpass the required qualifications or are specific to the department.
  • You have the choice of requiring the applicants to upload their documents within the OASys application, or requiring the applicants to mail their documents.
    • If you are requiring the applicants to upload their documents review and select the applicable "Documents Needed to Apply". These are documents that the applicant must upload when applying online in OASys. If the applicant does not upload these required documents, the system holds the applicants status at "Incomplete Application" and they are an "inactive applicant". Once the applicant has uploaded all of the required documents and received their confirmation number, the system will move the applicant's status to "Under Review by Department" and the department will be able to view them as an "active applicant". The applicant must apply online in OASys and upload the required documents to be considered for the position.
    • If you are requiring the applicants to mail documents, please type the following text in the "Special Instructions" box:
      You must mail the following materials: (list materials for the applicant to mail: see examples below)
      (1) current CV
      (2) Official Transcript
      (3) Three Letters of Recommendation

      Application materials should be addressed to:
      (enter name of Chair)
      Chair, Search Committee Position Number (enter number here)
      Department of (enter Department name here)
      University of North Florida
      1 UNF Drive Jacksonville, Florida 32224-7699
      You may contact (name here) at or (904) 620-_____ for further information.

    If you are requiring the applicants to mail their documents then you must make sure that they have completed their one page online application as well as mailed you any supporting documentation. If you receive supporting documentation in the mail, it must match up with an online application. If you have an online application, then you must match it up with supporting documentation that is received in the mail. You can choose to notify those persons who have only completed their on-line application or who have only mailed their supporting documentation to you and let them know that their application is incomplete. Advise the applicant of what they still need to do in order to have a complete application. Either they will need to complete the one page online application or let them know what documents they need to mail to you. If you notify one person, you must notify all. The applicant must apply online in OASys and must mail these documents to be considered for the position. 
  • All external advertisements must be included in the recruitment request and approved by EOD before being placed in any outside resources. All advertisements must include (at a minimum): The position title, salary, deadline/or initial review date, and the following statement: Applicant must complete an online application at and submit all required documents to be considered for this position. UNF is an Equal Opportunity/Equal Access/Affirmative Action Institution. An advertisement will be placed in at no cost to the hiring department. You must insert the text for that advertisement in the field for the external website(s) or print media. PLEASE BE AWARE: The applicant can only view the information on the recruitment request starting at the position number and ending with the special instructions. They will not be able to view the advertisements you have listed in your recruitment request and other information that follows.
  • If the posting requires a search committee you must add the Search Committee Members on the Search Committee tab within your OASys recruitment request. This will be used by the search committee chair and search committee members to access the applicant information in OASys. Contact EOD for search committee questions and assistance

  • OASys does not include a spell check feature. To proofread your entries, click on the “Summary” tab on the left-hand side of the page; click on “PrintPreview” in the upper right corner of the page; go to the top of your screen and click File, then click Send, then click Page by E-mail. Your recruitment request is now in an Outlook email. Click on Tools, then click Spell Check to check the entire document. You can print a copy of the recruitment request and annotate the corrections you need to make on that copy if necessary. Close the outlook e-mail. Your OASys screen is still up and you can make any necessary spelling corrections.

  • Dean/Director/Dept. Heads are responsible for ensuring that the recruitment request has been reviewed and approved by appropriate personnel. Following the DDD's approval in OASys, forward your recruitment request to EOD. This workflow step in OASys will generate an email notifying EOD that a recruitment request has been submitted to EOD for review/consultation/approval.

  • EOD will review the recruitment request. If corrections are needed, EOD will return the recruitment request to the DDD or Initiator for corrections. This workflow step in OASys will generate an email to the DDD and Initiator informing them that a recruitment request has been returned for corrections. EOD will include a note in the recruitment request history explaining the corrections that are needed. The DDD or Initiator will correct the recruitment request and return to EOD through OASys. 

  • Once EOD has completed the review/consultation/approval, EOD will submit the recruitment request to the VP for approval. This workflow step in OASys will generate an email to the VP notifying them that a recruitment request is awaiting their approval. The VP may also return the recruitment request to the DDD or Initiator for corrections. If this happens, the DDD or Initiator will make the required corrections, submit the recruitment request to EOD and EOD will submit the request to the VP for their final approval.

  • Once the VP has approved the recruitment request, the VP will forward the recruitment request to HR for advertisement on OASys at and HigherEdJobs at The posting of advertisements on other web sites or print media shall be the responsibility of the college or department. Advertisements must conform to the language approved in OASys by EOD. 

  • The DDD is responsible for aggressively recruiting a diverse pool of applicants that meet the required credentials for the position and thus ensuring the University’s strong commitment to diversity. A search committee is required for all positions at the Director’s level or above and recommended for all other positions. The DDD is responsible for naming the chair and other members of a search committee. The DDD or department chair should not serve as Chair of the search committee. The committee must be comprised of at least five members and reflect diversity in minority and female representation. 

  • OASys will automatically generate an email to EOD on the day following the applicant review date or the application deadline date. If you have a deadline date, OASys will automatically stop accepting applications at 11:59pm on that date. EOD will review the applicant pool and note the Pool Certification date in the recruitment history in OASys. EOD will generate an email via Outlook to the DDD and Initiator informing them that the applicant pool has been approved, and they may begin reviewing the applications

  • Once applicants to be interviewed are identified, an email must be sent to EOD requesting interview approval of these applicants. EOD must approve the interview pool before applicants are interviewed. If you plan to interview more than one pool, email each pool to EOD for record-keeping. EOD will review the interview pool and note the approval date in the recruitment history in OASys. Upon approval of the interview pool, EOD will generate an email via Outlook to the DDD and Initiator informing them that the interview pool has been approved. The department hiring official, DDD, or search committee will then conduct the interviews. Telephonic and on-campus interviews are expected. Skype is also acceptable. Helpful information on interviewing may be found at legal reminders and recommendations

  • The DDD and/or Applicant Reviewer must change the status of the applicants in OASys as the search progresses. They may either change an individual applicant's status or change multiple applicant statuses. In order to change applicant statuses they will need to switch their user type from DDD or Initiator to Applicant Reviewer. Do not wait until the end of the process. 

  • When to use the various status changes: 

    • Under review by department – Reflects that a candidate has applied and their application is ready for review.
    • Not Hired – Those candidates that do not meet the minimum qualifications; if you choose this status be sure and also choose the reason that the candidate was not hired.
    • Telephone Interview – Those candidates that you would like to interview by telephone.
    • Campus Interview – Those candidates that you would like to bring to campus for an interview.
    • Not Interviewed – Those candidates that you would not like to interview.
    • Interviewed, Not Selected– Those candidates that were Interviewed but not offered job.
    • Finalist Recommend for Hire – When a candidate is selected as a finalist.
    • Offered Declined– After the first step of the Hiring Proposal is approved, when a candidate is offered the job and declines offer. 
    • Hired - When a candidate’s Hiring Proposal has been approved by HR or EOD.
  • Since fall 2012, EOD has conducted larger training sessions, titled Information for UNF Search and Screen Committees, instead of the many individual committee sessions primarily due to compliance, to increase efficiency and to better communicate the University's expectations to improve diversity and guard against litigious action. All members, prospective members, and liaisons of search and screening committees are required to attend the training that covers everything involved in the process. If 51 percent or more of the committee members have received the training, all committee members may serve. For more information about these sessions or to register, contact the Center for Professional Development (CPDT) by phone at (904) 620-1707 or email

  • Once interviews have been completed, conduct reference checks on the final candidate(s) using employment verification (telephone) or employment verification (mailed)

  • The DDD shall ensure that the documentation is complete, the Hiring Proposal has received initial HR approval, and must approve the candidate before an offer is made to hire the individual. No offer shall be extended to any individual without the DDD and/or next level supervisor's approval, and HR approval of the proposed salary and start date. 

  • Complete the Hiring Proposal and submit to HR for approval. Review A&P Hiring Proposal Quick Guide for instructions on completing the Hiring Proposal. Change all of the applicant statuses. When a candidate has been selected for hire, the new employee’s applicant status must be changed to “Recommend for Hire.” All other applicant statuses should be set to “Not Hired” or “Not Hired-Send E-mail,” along with the corresponding reason for not being hired. (“Not Hired-Send E-mail” will automatically send out regret letters via e-mail once the position is filled. If this option is not used, notify applicants via a personalized e-mail or send a letter. See sample letters.

  • Once the Hiring Proposal has received initial HR approval, the DDD makes the verbal job offer, contingent upon a successful background check, and collects required new hire data upon acceptance, including: candidate’s date of birth, social security number, citizenship status and start date. The DDD will submit the Hiring Proposal to “EOD-Initiate Background Check.” Mail the new employee the letter of offer to be signed and returned. Letter should include request for official transcripts. See sample letters. Upon completion of the background check, EOD will notify the DDD and Initiator of its status. The epaf process cannot begin until confirmation of the candidate’s successful background check has been received, and EOD marks the Hiring Proposal as “Hire Approved.” Once EOD has reviewed and approved the Hiring Proposal the applicant’s status will automatically change to “Hired.” Finally, the DDD or Initiator changes the status of the recruitment request to “Filled”. Once the Hiring Proposal is approved, the information from the Hiring Proposal, the application and the recruitment request will generate an epaf that will be routed for approval via the epaf workflow.

  • Submit the employment recommendation packet to HR, including: new hire access form, osprey card application, key request formand three reference letters or employment verification prior to the employee’s first day of work, which should occur at the beginning of a pay period. Confirm with HR the date the new employee will attend new employee orientation.

  • Forward the official search and recruitment file (all documents pertaining to the search) to HR for archival. Search files do not need to include information recorded in OASys or personal notes. Examples of pertinent information are:

    • Information on advertising
    • Recruitment letters
    • E-mails to all applicants, references, etc.
    • List of candidates invited for telephone interviews
    • List of candidates invited for on-campus interviews
    • Minutes of search committee meetings
    • Letters of appointment
    • Letters of rejections
    • List of candidates and reason for non-selection

3. Exemptions from Recruitment Requirements:


The following positions are exempt from the recruitment requirements outlined above. However, prior to making an appointment, the VP or next level supervisor is responsible for approving the process by which an individual will be appointed to the position and for ensuring that the individual appointed to the position has the necessary credentials.

  • Positions to be filled as visiting appointments, if the appointment does not extend beyond one year.
  • Other Personal Services (OPS) positions.
  • Positions to be filled via an internal promotion process.
  • Positions funded from contracts or grants where the principal investigator and/or other proposed incumbents are specifically identified by name in the contract or grant or positions that were terminated because a contract or grant ended but are reestablished by a subsequent contract or grant.
  • Positions to be filled by persons who have been laid off and who have recall rights under rules, policies, or collective bargaining agreements.
  • Positions of half time (.5 FTE) or less.
  • Positions to be filled on an acting, temporary, or emergency basis for one year or less.  
  • Positions filled in settlement of litigation, grievance, or arbitration.

The following circumstances do not represent bona fide position vacancies and the requirements set forth above are not applicable:

  • Promotions.
  • Position rotation.
  • The reassignment or demotion of an employee to a different position.
  • The reclassification of a filled A&P position if no actual vacancy exists.


Creating a Diverse Search Committee:  


A search committee can be an effective tool in the recruitment and selection process. Because search committees play pivotal roles in diversifying campus staff, it is important that they include representation from minorities and women. Such persons can provide diverse perspectives and access to nontraditional networks and contacts, as well as lending general expertise and credibility to the work of the committee. It is important that minority and female committee members be of the same general rank or status as other members of the committee and have general familiarity with the position and with the unit doing the hiring. Ideally, such representation can come from within the staff in the unit; if no one is available, every effort should be made to identify persons from other campus units or from the community or seek advice from EOD.


When forming a search committee, care should be taken in formalizing the charge of the committee. The expressed purpose should be clearly articulated and guidelines should be set forth. Search committees may be created simply for advisory purposes or they may be given limited authority such as determining finalists from whom the DDD will make a final selection.


Appointing a Search Committee:

Search committees are required at the Director level or above and are optional for other A&P positions. Along with the chair, the committee members are usually appointed by the DDD. A good faith effort should be made to appoint minorities and women members to a search committee. Committees should include a minimum of five individuals with a general knowledge of the department. If the unit conducting the search cannot identify a diverse pool of candidates to serve on the committee, it should look externally to the campus for individuals with the expertise and time to serve. An individual who accepts appointment to a search committee cannot become a candidate for the position.

Search committee members should not be related by kinship, personal relationships, or be engaged in business ventures with persons who may apply for the vacant position. A committee member having a relationship with a candidate, thus creating or giving the appearance of a conflict of interest should not be a member of the search committee. It is incumbent upon a search committee member to disclose these issues when such a conflict arises. Upon having knowledge of any potential conflict of interest, the committee chair should discuss the matter with the appropriate DDD.

Responsibilities of the Search Committee Chair:  

  1. Consults with the DDD to review the search process. If a consultation is needed, contact EOD.
  2. Schedules and directs all search committee meetings.
  3. Conducts or assists with reference checks.
  4. Arranges travel accommodations for interviewees, as needed.
  5. Assesses and discusses with department head/administrator any conflict of interest issues.
  6. Submits a list of recommended candidates to be interviewed to the DDD.
  7. Forwards committee’s recommendations to DDD regarding recommended candidates’ strengths and weaknesses.
  8. Collects all records from committee members and forwards these records to HR for 3 year retention period.
Responsibilities of the Committee Members:
  1. Attend all meetings scheduled by the chair
  2. Review all applications for education, experience, quality, and other relevant criteria
  3. Assist in establishing a timetable.
  4. Develop a list of questions for reference checks, if requested.
  5. Contact references/former employers, when assigned, and report finding to committee.
  6. Recommend top candidates to the DDD.
  7. Assist the chair with travel accommodations and interviewing schedules, as needed.
  8. Participate actively in all search phases, interviews, receptions, etc.
  9. Forward all pertinent records to the chair after the search.
Responsibilities of the Committee Liaison:
  1. Serves as a liaison between search committee members and candidates.
  2. Attend all meetings scheduled by the chair.
  3. Assist the chair with travel accommodations and interviewing schedules, as needed.
  4. Forward all pertinent records to the chair after the search.
  5. Serves as a contact person and sends acknowledgement of applications.
  6. Sends letters to candidates as needed.
  7. Maintains minutes of all search committee meeting, including information regarding how applicants were screened.
  8. Sends notification letters to all applicants after an employment offer is accepted.

Reviewing Applicants:  


Establishment of clear criteria and process guidelines that outline search procedures and responsibilities of members will limit confusion and facilitate the recruitment and selection process. The search committee should discuss and come to some consensus about the standards for evaluating the applications. The committee should make sure that every effort is made to ensure that the process does not unfairly eliminate a disproportionate number of women and known minority candidates.

Creating a Diverse Qualified Pool of Applicants:


Creating a broad, diverse pool of qualified candidates is one of the most important functions of the search process. To be effective, the committee must be creative and aggressive in seeking to identify candidates from diverse groups. The following points should be considered when conducting a search:

  1. Care should be taken to identify and utilize those publications and search strategies that will produce a diverse pool of applicants. Relying on “traditional” publications to announce a position will typically result in a traditional pool of applicants. For career- and diversity-oriented publications, job boards and websites, see the Diversity Recruitment Resource Guide.
  2. People contacts are the most effective means of generating candidates. Efforts should be made to contact colleagues and other professionals to inform them of the vacancy and to request nominations. Follow-up should be provided with a letter and a position announcement that they can share with others.
  3. Forward an announcement, with cover letter, to professional associations serving specific populations (e.g., Women and Minorities in Engineering, Association of Black Psychologists, etc.). Also, recruit in person at national meetings or contact special interest groups for specific information regarding possible candidates. Ask for nominations and follow-up appropriately.
  4. Where applicable, send announcements with a cover letter seeking assistance from Historically Black Colleges and Universities (HBCUs). Send them to specific departments rather than to the office of the Presidents or Vice President. Ask for nominations and follow-up appropriately.
  5. Utilize annual directories of Ph.D. recipients. Contact potential candidates by phone to inform them of the position and follow-up with an announcement and cover letter. If the person contacted is not available or interested, ask for nominations of other potential candidates.
  6. Where appropriate, campus based networks should be utilized, such as those available through EOD.

Review of Applicants:  


In reviewing applicants, members of the committee should be sensitive to the following:

  1. Biases against individuals from lesser known institutions and organizations. Insistence on considering only candidates with degrees or prior work experience at large, elite institutions may be incompatible with equal opportunity goals.
  2. Biases against candidates who are not active participants in mainstream organizations or networks.
  3. Devaluing research and scholarship which focuses on areas not considered mainstream. Thus, the quality of the research and scholarship should be the main focus as well as an assessment of the individual’s potential for future research and scholarship activity.
  4. Devaluing candidates whose prior professional experience focused on working with special populations. Assumptions that a position calls for a narrow or restrictive set of skills that are not transferable are shortsighted.
  5. Making a concerted effort to invite minorities and women to campus for interviews. Ensure that the process evaluates each applicant fairly. If necessary, request additional references, copies of research articles or other work samples to assist in the evaluation. Consult with EOD if assistance is needed.