A. UCLA Recruitment Overview

1. UCLA is committed to attracting and hiring a talented workforce through recruitment practices that reflect our Principles of Community, align with University policies, and comply with all applicable laws and regulations.
2. UCLA is an equal employment opportunity employer and conducts competitive recruitments to ensure fair, inclusive, and non-discriminatory hiring practices in compliance with federal and state laws. Hiring authorities must follow UC policies and equal employment opportunity guidelines when developing outreach and selection strategies. For assistance, contact your CHR Talent Acquisition Consultant (TAC). For more details, see PPSM-20 (A. General, 2. Equal Employment Opportunity in Competitive Recruitments).
3. UCLA provides reasonable accommodations to qualified individuals with disabilities at all stages of the employment process. Applicants may request accommodations through UCLA Disability Management Services or University representatives involved in the recruitment process. For more details, see PPSM-20 (A. General, 3. Reasonable Accommodation) and PPSM-81 (Reasonable Accommodation).
4. UCLA complies with all applicable state and federal laws regarding pay transparency and salary history. For example, applicants are not asked to provide their salary history as part of the recruitment process, and pay scales are included in all job postings. For more details, see PPSM-20 (A. General, 4. Salary History and Pay Transparency) and PPSM-30 (Compensation).

B. Related UC Policies and UCLA Procedures

C. UCLA Procedure 20 Definitions

• Applicant: A job seeker who applies for a position within the recruitment (posting) period.
• Base Level Interview Questions: A specific set of questions asked of all candidates during each interview.
• Behavioral-Based Interview Questions: Questions designed to be specific and prompt candidates to share detailed examples of how they handled relevant situations in the past, helping hiring managers assess how they might perform in similar scenarios in the future.
• Broad Pool: A group of applicants who represent a variety of backgrounds, perspectives, and experiences. The pool is developed and evaluated in accordance with established nondiscrimination, equal employment opportunity practices and procedures, consistent with University policies, applicable federal and state laws (refer to the UC Anti-Discrimination Policy).
• Business Title: Formally referred to as “Working Title.” The job title of a position within an organization that describes the position’s functional role or primary responsibilities and is intended to be easily understood both internally and externally.
• Candidate | Qualified Candidate: An individual who meets all of the minimum required qualifications stated in the position description for the position to which they applied.
• Career Tracks: A University-wide classification structure that groups jobs into broad categories (Operational and Technical, Professional, and Supervisory and Management) based on primary functions, scope, and level of responsibilities.
• Competitive Recruitment: The process of seeking a broad pool of applicants who will be objectively assessed based on the minimum required qualifications to fill vacant positions. Activities may include advertising the position, communicating with applicants, conducting interviews and assessments, performing reference checks, and extending an offer of employment to the top-qualified candidate. All actions are conducted in accordance with established nondiscrimination and equal employment opportunity practices and procedures, consistent with University policies and applicable federal and state laws (refer to the UC Anti-Discrimination Policy).
• Contingent | Temporary Worker: An individual working for UCLA who is employed by an external agency, such as a temporary employment agency or contracting firm.
• Department/Departmental Unit: A functional or administrative division within the UCLA-defined organizational structure focused on a specific academic field or administrative function.
• Essential Job Functions: The fundamental responsibilities of a job that must be completed by the individual in the position. These tasks are critical to the job and cannot be reassigned or delegated without significantly changing the nature of the job.
• Hiring Manager | Authority: The individual within the organizational unit or department responsible for overseeing the hiring process for a specific position. This person may also be responsible for making or recommending the hiring decision and may or may not be the direct supervisor of the position.
• iCIMS: UCLA’s applicant tracking system and official system of record for recruiting and hiring staff positions.
• Internal Applicant or Candidate: An applicant or candidate who is currently employed at the University of California and applies for a University position.
• Internal Recruitment: A type of competitive recruitment for career or contract positions in which only internal UC applicants are eligible to apply and be considered for the vacancy.
• Job: A broad grouping of key responsibilities, knowledge, and skills that defines work of a similar nature and level, performed by one or more employees across the University.
• Job Family: A group of jobs that involve similar work, skills, knowledge, and expertise, organized by function.
• Job | Payroll Title: A standardized title used to link a job and a position for payroll and classification purposes. This title may differ from the business title used by the department.
• Multi-Incumbent | Multi-Hire: The hiring of multiple candidates under a single job/requisition number, as approved by Campus Human Resources (CHR) Compensation.
• Organization | Organizational Unit: A grouping of departments within UCLA’s defined organizational structure.
• Pay Scale | Anticipated Hiring Salary: The salary or hourly wage range that the University reasonably expects to offer for the position. This may differ from the full salary range.
• Position: A specific set of duties, responsibilities, knowledge, skills, level of supervision, and other requirements that are based on a job and that comprise the work assignment of an individual employee at UCLA.
• Posting Period: The duration of time a position is listed on the official career site and open for applications from job seekers.
• Salary Range: The minimum-to-maximum range of pay established for a position based on the position’s grade within Career Tracks.

D. Appointment Types for Recruitment Actions

1. Recruitment of Career and Contract Appointments 

   Competitive recruitment is required for all career and contract appointments unless CHR approves an exemption, waiver, reclassification, contract extension, or a position is converted to a career appointment. 

   For exclusively represented positions, the terms of the applicable collective bargaining agreement must be reviewed in consultation with Labor Relations to determine whether contract appointments are available. 

a. Career or Contract: Recruitment - Single Job Title 

A competitive recruitment to fill a vacant career or contract position is typically conducted for a single job title. However, multiple individuals may be hired through the same recruitment if there is more than one vacancy and the position is supported by a multi-incumbent Position Description approved by CHR Compensation.

b. Career or Contract: Recruitment - Classification Series

A classification series recruitment may be appropriate when a department anticipates difficulty filling a position due to limited availability of candidates with the required skills in the labor market. 

i. A vacant career or contract position classified within the Career Tracks Professional category may be posted concurrently in iCIMS, with language inserted into each posting to indicate that is part of a classification series recruitment.

ii. Applicants are encouraged to apply for both job postings/requisitions. For the selected candidate, the hiring manager/authority determines the appropriate job title/level based on the candidate’s qualifications and hires them into the appropriate classified position corresponding to the iCIMS job/requisition. 

For step-by-step guidance, see Recruitment – Classification Series.

c. Contract Appointments

i. Contract Appointment/Extension – Four Years or Less

1.A contract appointment may be established by the department for up to four (4) years in duration, in accordance with PPSM-3 (Types of Appointment). 

For step-by-step guidance, see Contract Extension – Four Years or Less.

ii. Contract Extension – Greater than Four Years (Exception to Policy)

1.Requests for extensions beyond the four-year maximum must be approved by the Associate Vice Chancellor, Campus Human Resources (AVC CHR) or their designee.

2.Contract extensions of five (5) or more years require an exception to UC policy and will only be granted in certain circumstances based on one or more of the following criteria:

i. The position is funded by short-term or non-19900 funds (e.g., student fees, grants, contracts).

ii. The position is project-based, with specific predetermined objectives and an anticipated completion date identified at the onset of the contract appointment. 

iii. Industry standards use an employment contract for the role (e.g., athletic coaches, development officers) and/or the job code was pre-approved by the AVC CHR.

For step-by-step guidance, see Contract Extension – Greater Than Four Years.

d. Contract-to-Career Conversion

i. A request may be made to convert a contract appointment to a career appointment under the exemption to recruitment with process, provided that the contract position was openly recruited, broadly advertised, and the job posting contained the statement, “This is a [number] year contract with the possibility of extension and/or conversion to a career appointment.” If the department did not include this statement in the original job posting, the position does not qualify for an exemption. In such cases, the department may submit a waiver of recruitment request for consideration. 

For step-by-step guidance, see Contract to Career Conversion.

ii. A contract-to-career conversion will occur when the University is mandated to change a payroll title to a represented position as a result of the creation of a new bargaining unit or a unit modification ordered by the Public Employment and Relations Board (PERB).

2. Recruitment of Limited Appointments

a. Recruitment or Direct Hire

i. Competitive recruitment is recommended when filling limited appointments. If recruitment is not feasible, departments may directly hire individuals into limited appointments for fewer than 1,000 hours within a 12-consecutive-month period. Departments are responsible for ensuring compliance, communicating parameters to hiring managers and employees, and monitoring appointments monthly to ensure the 1,000-hours limit is not exceeded. Some Collective Bargaining Agreements (CBAs) may allow exceptions beyond 1,000 hours; consult CHR Employee & Labor Relations for guidance on applicable CBA provisions. 

b. Conversion to Career (Policy-Required Conversion)

i. A limited appointment that reaches 1,000 hours within 12 consecutive months without a waiver or formal recruitment does not comply with University policy.  Departments are responsible for ensuring that they do not bypass UCLA’s required hiring protocols or deviate from the principles of fair and competitive recruitment. In such cases, the employee must be converted to a career appointment, and the department must contact CHR Employee & Labor Relations and their CHR Talent Acquisition Consultant for guidance on career conversion requirements. See PPSM-3 (Types of Appointment) for career conversion details.

For step-by-step guidance, see Policy-Required Conversion.

c. Reemployment of UC Retired Employees 

i. A competitive recruitment is not required for reemployment of UC retired employees into staff positions. However, the hiring action must be approved by the AVC CHR or their designee. Departments should consult with their local human resources office and CHR Benefits representative regarding the required approvals for Retiree Rehire appointments. Review the Reemployment of UC Retired Employees into Staff Positions policy prior to extending any job offers.

3. Recruitment of Per Diem Appointments

Per Diem appointments require consultation with CHR Compensation prior to initiating recruitment.

4. Appointment of Contingent / Temporary Employment Agency Workers

Contingent workers are not University employees. Departments are encouraged to first consider hiring a limited appointment employee before engaging a contingent worker or temporary employment agency. All hiring actions must comply with University policies and CBAs (see Article 5 – Contracting Out for reference). UCLA Procurement maintains a list of pre-approved temporary staffing agencies. For guidance on engaging a temporary employment agency, please contact your CHR Talent Acquisition Consultant (TAC).

E. Career Progression of Current UC Employees 

UCLA supports the career progression of current staff employees through the following: 

1. Internal Recruitment

   CHR may authorize limiting competitive recruitment for a career appointment to internal UCLA or UC applicants, provided that recruitment is conducted in accordance with established nondiscrimination and equal employment practices, consistent with University policies and applicable federal and state laws. An internal recruitment can be limited to the University of California system as a whole, to UCLA, or in certain cases, to a specific organizational unit. 

Internal recruitments may be appropriate under the following circumstances: 

• A business necessity, such as the need for critical institutional knowledge;
• The presence of a well-qualified internal applicant pool; and/or
• A reorganization within an organizational unit. 

Approval to conduct an internal recruitment, whether at the UC systemwide, UCLA campuswide, or UCLA organizational unit level must be obtained from the CHR Talent Acquisition & Workforce Planning Manager. The job posting will be limited to internal applicants. If there are not enough qualified internal candidates, the department may repost the position for the minimum posting period to attract a broader external applicant pool.

For step-by-step guidance, see Internal Recruitment Requests.

F. Exemptions to Recruitment

Hiring authorities must consult with and obtain approval from the CHR Talent Acquisition & Workforce Planning Manager before authorizing recruitment exemptions, unless otherwise noted. The following scenarios may be considered for approval of an exemption from a competitive recruitment process:

1. Demotion or lateral transfer of an employee within the same organizational unit.
2. Lateral transfer of an employee accompanied by the budgetary provision for the employee's position.
3. Transfer, reinstatement or reemployment of an employee in accordance with:

• Sections III.D.1 and III.D.5-7 (Family and Medical Leaves) of PPSM-2.210 (Absence from Work).
• Section III.D.3 (Leave due to Pregnancy, Childbirth, or Related Medical Condition (PDL)) of PPSM-2.210 (Absence from Work).
• Section III.E.1 (Military Leave) of PPSM-2.210 (Absence from Work);
• Section III.F (SpecialReemployment) of PPSM-66 (Medical Separation); and
• Section III.D (Reassignment) of PPSM-81 (Reasonable Accommodation).

4. Recall of a laid-off employee or placement of an employee with preference for reemployment or transfer in accordance with:

• Procedure 60 – Layoff & Reduction in Time from Professional & Support Staff Career Positions)

5. An employee's job title or responsibilities have changed as a result of a reorganization or reassignment of functions among positions within the same organizational unit.

6. Appointment of an employee who was competitively selected for a UC-sponsored paid internship program, and who, upon completion of the internship, is appointed to a vacant position for which the employee meets the minimum required qualifications, subject to local guidelines and approval by the department head.

7. Reinstatement of a former UCLA employee within 90 days of separation, at the discretion of the department head, into the same department, payroll title, position description, and salary.

8. Selection of a qualified candidate from a qualified candidate pool generated through a competitive recruitment conducted within the past six months, for the same job title and minimum required qualifications.

9. Filling a casual/restricted (student) appointment. CHR approval not required.

10. Filling a limited appointment designated for less than 1,000 hours within a 12-consecutive-month period. CHR approval not required.

11. In-sourcing or conversion to University employment of a worker who has been providing covered services to the University pursuant to Section A of Regents Policy 5402 (Policy Generally Prohibiting Contracting for Services).

12. An employee approved for contract-to-career appointment conversion, as described in Section D.1.d.i above.

13. A mandated change in appointment type resulting from the creation of a new bargaining unit or a unit modification ordered by the Public Employment and Relations Board (PERB).

14. A filled Academic or Professional and Support Staff (PSS) position is reclassified to a Management and Senior Professional class; or a filled Academic or Management and Senior Professional (MSP) position is reclassified to a Senior Management Group (SMG) position.

For step-by-step guidance, see Exemptions to Recruitment Requests.

G. Waiver of Recruitment

Competitive recruitment is generally required for all career and contract positions. However, the AVC CHR may approve a waiver in consultation with the Vice Chancellor for Civil Rights based on exceptional circumstances, including but not limited to:

1. Business Necessity or Contractual Obligation

   An immediate need to fill the position and the time needed to conduct a competitive recruitment would adversely impact the department’s ability to meet critical operational needs, or when filling the position is necessary to comply with a formal contractual obligation of the University.

2. Health & Safety

   The delay resulting from conducting a competitive recruitment would endanger the health and safety of the UCLA community. 

3. Transfer of Academic Appointee, Organizational Entity, or Program

   Circumstances in which a new academic appointment includes the transfer of the academic appointee's staff from a former institution; or under special appointment conditions, such as when an organizational entity or program is transferred to UCLA from another government agency, private entity or UC location, along with designated current employees.

4. Prior Open Recruitment (Limited or Contract-to-Career Appointment) 

   When converting a limited or contract appointment to a career appointment, provided the incumbent was selected through an open recruitment and does not qualify for an exemption under Section F.12.

This procedure does not relieve hiring departments of their responsibility to adhere to personnel policies and applicable collective bargaining agreements regarding recall and preferential rehire rights for employees on layoff status. 

For step-by-step guidance, see Waiver of Recruitment Requests.

H. Concurrent, Dual, and Additional Appointments 

For information related to hiring current UC employees into concurrent, dual, and additional appointments, refer to PPSM-30 (Compensation) and UCLA Procedure 30 - Salary.

I. Competitive Recruitment Process

As part of UCLA’s commitment to fair and equitable hiring practices, all competitive recruitments must follow a consistent and transparent process. Departments are responsible for documenting and retaining comprehensive electronic and/or hard records for each recruitment including candidate disposition information, interview and selection processes, evaluation criteria, interview questions, and any other materials relevant to the search. These records are essential to ensure compliance with University policies, federal contractor obligations, demonstrate fairness in the hiring process, and support potential audits or legal reviews. 

1. Initiating the Employment Recruitment Process

The department submits a job/requisition within iCIMS using a CHR-approved position description in JDXpert. The Talent Acquisition team collaborates with the department as needed to develop a recruitment plan, which may include external advertising, interview support, and customized recruitment strategies.

For step-by-step guidance, see iCIMS Training Resources.

2. Posting a Position

The CHR Talent Acquisition Consultant (TAC) reviews the submitted job/requisition and posts it on the UCLA Campus Job Opportunities website, which feeds to partner job boards and websites. All vacant positions requiring recruitment must be posted unless an exemption or waiver was approved. CHR TACs can assist with additional advertising or social media outreach.  Departments are encouraged to share the posting internally with department staff.

• Salary Ranges:

If the department posts the position on an outside advertising source, per Senate Bill 1162, the post must include a pay scale and/or salary range.

• Internal Recruitment Requests:

  See E. Career Progress of Current UC Employees, 1. Internal Recruitment

• Posting Periods:

d. Shortened or Extended Posting Period Requests:

Departments may request a shortened or extended job posting period based on their specific hiring needs. The department justification is subject to review and approval by the CHR Talent Acquisition & Workforce Planning Manager.

For step-by-step guidance, see Shortened or Extended Posting Periods Requests.

e. Continuous Postings:

When there is an ongoing need to fill roles with no expected applicant shortage (e.g., custodians, food service workers, cooks), the CHR Talent Acquisition & Workforce Planning Manager may approve a continuous recruitment for up to six months. This allows multiple hires to be made from a single job/requisition. After six months, the department must properly close out the job/requisition to ensure compliance with federal contractor obligations. Contact your TAC for assistance with this process. 

3. Advertising, Recruitment Planning & Social Media

• Recruitment Planning:

  CHR Talent Acquisition strongly recommends that departments create a recruitment plan, including a UCLA Recruitment Timeline, to support a timely and effective hiring process.

• Search Firms:

  UCLA departments may engage search firms to support recruitment efforts, particularly for senior or difficult-to-fill positions. The University of California Office of the President (UCOP) maintains a preapproved list of search firm vendors. Search firms must comply with all applicable UC records retention requirements and federal contractor obligations. For guidance on engaging a search firm, please contact your CHR TAC. 

• Advertising:

  In general, recruitments posted on jobs.ucla.edu are automatically posted to the following UCLA-sponsored job boards and outreach partner networks at no additional cost: 

• UC Systemwide Job Board

• HERC

• InsideHigherEd.com

• CalJobs 

• Americasjobexchange.com 

In addition, job postings are distributed to various national job exchanges and community partner networks. 

For positions with a limited talent pool in the labor market, departments may explore specialty or niche job boards, and other advertising options through UCLA’s advertising agency. The agency can provide guidance on available options and associated fees. Departments are responsible for covering any costs related to the job boards they select. For assistance in accessing these boards or determining which paid advertisements may yield the best results, organizational units may contact their CHR TAC. 

d. Social Media Advertising:

Departments may use social media to promote positions; however, to ensure consistency, professionalism, and compliance, all posts must adhere to UCLA Branding Guidelines. In addition, Senate Bill 1162 requirements regarding salary transparency apply to all social media postings. CHR Talent Acquisition is available to assist upon request.  

1. The hiring manager (HM) identifies the committee/panel members, with a recommended minimum of three (3) members.
2. The HM should make a good-faith effort to appoint committee/panel members who represent a qualified and knowledgeable cross-section of stakeholders.
3. The HM and search committee/panel members are required to maintain confidentiality throughout the hiring process and after it has been completed.
4. Committee/panel members are obligated to disclose any conflicts of interest in relation to the applicants under consideration (refer to PPSM-82: Conflict of Interest). If a conflict exists, the member may need to be excused from the committee/panel.
5. Search committee/panel members should base their evaluations solely on information obtained through the formal hiring process, including application materials, interviews, interview exercises, demonstrations, and references. If any concerning information comes to light outside of the formal hiring process, committee/panel members should consult with their CHR TAC or Employee & Labor Relations (ELR) representative.
6. To support UCLA’s commitment to equal employment opportunity, CHR Talent Acquisition recommends that all prospective search committee/panel members complete training before serving. It is recommended that the following learning activities be completed:
   1. UC Managing Implicit Bias in the Hiring Process
   2. Search Advisory and Hiring Committee Best Practices
7. Prior to reviewing the applicant pool, the HM should develop selection criteria and a rubric that reflect the position’s qualifications, along with interview questions designed to consistently assess the experience, skills, and qualifications necessary for the role. 

4. Search Committees

A recommended best practice is to establish a search committee or interview panel, taking into consideration the following: 

• The hiring manager (HM) identifies the committee/panel members, with a recommended minimum of three (3) members.
• The HM should make a good-faith effort to appoint committee/panel members who represent a qualified and knowledgeable cross-section of stakeholders.
• The HM and search committee/panel members are required to maintain confidentiality throughout the hiring process and after it has been completed.
• Committee/panel members are obligated to disclose any conflicts of interest in relation to the applicants under consideration (refer to PPSM-82: Conflict of Interest). If a conflict exists, the member may need to be excused from the committee/panel.
• Search committee/panel members should base their evaluations solely on information obtained through the formal hiring process, including application materials, interviews, interview exercises, demonstrations, and references. If any concerning information comes to light outside of the formal hiring process, committee/panel members should consult with their CHR TAC or Employee & Labor Relations (ELR) representative.
• To support UCLA’s commitment to equal employment opportunity, CHR Talent Acquisition recommends that all prospective search committee/panel members complete training before serving. It is recommended that the following learning activities be completed:
  1. UC Managing Implicit Bias in the Hiring Process
  2. Search Advisory and Hiring Committee Best Practices
• Prior to reviewing the applicant pool, the HM should develop selection criteria and a rubric that reflect the position’s qualifications, along with interview questions designed to consistently assess the experience, skills, and qualifications necessary for the role. 

5. Review Applicants

All candidates who advance in the recruitment and selection process must meet the minimum qualifications for the position. Applications should be assessed objectively and consistently against the minimum required and preferred qualifications outlined in the position description. 

a. Assessing the applicants

i. All applications must be reviewed unless the posting is approved for internal applicants only (in which case external applicants will not be considered) or a pre-documented Data Management Technique (DMT) was established prior to taking action with any applicants. For transparency, it is recommended that any DMT be noted in the job posting.

ii. All elements of an application (application, resume, and cover letter) should be reviewed to confirm that the applicant meets the minimum qualifications. To further evaluate applicants, phone screens or asynchronous video interviews may be conducted to obtain preliminary information such as availability, salary expectations, work history, reason(s) for leaving previous roles, special position requirements (e.g., ability to perform shift work), and other relevant factors. All reasons for screening out applicants must be appropriately documented.

• California, Labor Code Section 432.3 prohibits employers from asking job candidates about their current or past salary. However, departments may ask candidates to provide their salary expectations.
• UCLA does not currently support the use of artificial intelligence (AI) tools to evaluate applicants during the recruitment and selection process. All candidate evaluations must be conducted by human reviewers in accordance with University policies and applicable laws.
• Federal law requires that all applicants not moving forward in the recruitment process be properly dispositioned within iCIMS. Departments are responsible for ensuring all applicants are properly dispositioned at the close of the recruitment. 

b. Special Considerations

In certain instances, some applicants may warrant special consideration as part of the review process. These applicants must meet the minimum qualifications of the position and should fall into one of the following eligible categories:

• Intra-department applicants with recall rights: Consideration should be given to eligible employees with recall rights within the hiring department prior to submitting a recruitment.   
• Preferential Rehire Rights: Applicants with preferential rehire rights as defined in PPSM-60 (Layoff and Reduction in Time from Professional and Support Staff Career Positions). Consideration is given based on the date of the application received. If two or more eligible preferential rehire applicants are received on the same day, those candidates will be considered in the order of seniority.
• Special Reappointment: Applicants eligible for Special Reappointment as defined in PPSM-66 (Medical Separation), Section D.
• Special Selection: Applicants eligible for Special Selection as defined in PPSM-81 (Reasonable Accommodation), Section D.

6. Pre-Employment Tests, Position-Based Assessments, and Work Samples

The University has an obligation to ensure that pre-employment tests are administered fairly and are not discriminatory. 

• Only third-party validated (vendor-provided) tests may be used during the hiring process. Skills demonstrations, such as requiring applicants to perform a task specific to the position, are considered tests and must also be validated. If you plan to use testing through a third-party vendor, you must work with your CHR TAC. They can assist in identifying validated tests available through the University’s contracted testing vendor and ensure compliance with policy and legal requirements.
• Prior work samples (e.g., portfolios and writing samples) may be requested and reviewed and are not considered tests.
• Writing samples and presentations are not considered tests and can be evaluated using a scoring rubric based on predetermined criteria.
• Position-Based Assessments (PBAs) are not considered tests and may be used during the interview process to confirm a candidate’s level of experience and expertise. Contact your CHR TAC for more information on how to properly establish a PBA. 

7. Interviewing

a. Conflict of Interest:

Prior to interviewing, the hiring manager is responsible for ensuring that all members of the search committee/panel are free of any actual, perceived, or potential conflicts of interest with the candidates selected for interview. This includes but is not limited to close personal relationships, financial ties, or familial relationships (e.g., near relatives as defined by UC policy). If a conflict is identified, the committee member must disclose it promptly and will be recused from participating in the evaluation or interview of that candidate in order to maintain the integrity and fairness of the search process.

b. Interview Scheduling:

i. Departments establish an interview schedule, which may include multiple rounds as the pool is narrowed.

ii. Departments schedule and confirm interviews with the search committee and qualified applicants. 

c. Disability Accommodations:

In the case of a request for a disability accommodation during the interview process, UCLA Insurance & Risk Management (IRM) will provide assistance. Contact your CHR TAC for guidance.

d. Candidate Travel for Interviews:

All costs to the qualified candidate related interviews are the candidate’s responsibility unless the department approves other arrangements per UC Travel Policy. 

e. Interview Questions:

i. It is a best practice that the majority of questions used to be Behavioral-Based Interview Questions. Your CHR TAC can assist in developing a balanced series of questions.

ii. The base-level interview questions that will be asked of all candidates during the interview should be established prior to the assessing of applicants.

iii. Committee members may ask additional follow-up questions based on the candidate’s responses to base-level interview questions, as well as work-related information provided on the applicant’s resume or cover letter. Follow-up questions are encouraged to obtain a deeper understanding of the candidate’s level of expertise and approach to work tasks. 

f. Interview Notes:

Taking notes during interviews is recommended. This ensures accurate documentation of candidate responses, which supports fair, consistent evaluations. It also provides a reliable reference for post-interview discussions, decision-making, and legal defense. If notes are taken, they must be retained per the UC Records Retention Policy. Search “Employment” on the UC Records Retention Policy page for details.

g. Recording Candidate Interviews:

If recording a candidate Zoom interview, the hiring manager must comply with legal requirements to protect both the candidate’s rights and University’s interests. The hiring manager must obtain clear, documented consent from the candidate before recording, explain the purpose, and confirm it again once recording begins. As California is a two-party consent state, recording without mutual agreement is illegal and could lead to serious legal consequences. Recordings must be retained in accordance with the UC Records Retention Policy. Search “Employment” on the UC Records Retention Policy page for details. Consult your TAC for guidance on best practices and compliance.

8. Candidate Evaluation 

All candidates who advance in the recruitment process to the interview stage must be evaluated consistently against the required and preferred qualifications outlined in the position description.

a. The department should establish a candidate matrix or rubric to ensure candidates are evaluated objectively.

b. It is the department’s responsibility to retain all evaluation documents per the UC Records Retention Policy. Search “Employment” on the UC Records Retention Policy page for details.

c. Federal law requires that all candidates not selected for hire be properly dispositioned via iCIMS.

9. Candidate Selection, Reference Checks, and Background/Misconduct Checks 

Refer to UCLA Procedure 21 - Selection and Appointment for the requirements and criteria applicable to the job and selected qualified applicant. 

10. Job Offers and Offer Letters

The department is responsible for making verbal and written job offers. Hiring managers are responsible for understanding the scope of their delegated authority, if applicable, including whether they are authorized to make salary decisions, extend offers, or take other employment-related actions. Hiring managers must also ensure compliance with all internal departmental protocols. This includes coordinating with their department’s Human Resources representative to confirm that all offers are accurate, complete, and reflect the official terms of employment.

Important: Verbal offers are legally binding. UCLA does not generally support rescinding either verbal or written job offers once they have been extended to a candidate. If you have questions about rescinding an offer, please contact your CHR TAC.

J. Application Procedures

External applicants and UCLA internal applicants may express interest in a position by submitting an online UCLA Employment Application and resume (if applicable) via the UCLA Campus Job Opportunities website. 

Applicants must apply before the application deadline. Applicants are able to view their application status at any time by logging into their online profile at the UCLA Campus Job Opportunities website. Hiring departments are responsible for notifying applicants of their status following the interview and selection decision.