Archdiocese of Indianapolis The Church in Central and Southern Indiana

Search Guide

Recommendations for the Employment Process

January 2014

Table of Contents

Page

The Importance of Selecting the Right Person 1 Outline of the Search Process 2 Obtaining Approval to Begin the Search 3 Forming a Search Committee 3 Drafting a Position Description 4-9 Establishing a Pay Range 10 Placing Employment Ads 10-11 Acknowledging Resumes Received 12 Screening Applicants 13 A Definition of Effective Interviewing 14 Interviewing Pitfalls 15 Legality of Interview Questions 16 A Suggested Structure for Interviews 17 Planning Your Interview Questions 18-19 Checking References 20-21 Making the Decision 22 Making an Offer of Employment 23 Notifying Applicants Who Were Not Selected 24 Assistance During the Employment Process 25

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The Importance of Selecting the Right Person

The purpose of this manual is to help your parish, school, or agency select the right person for an opening on

the staff.

Finding the best qualified person is important for several reasons:

Mission Effectiveness. The mission of the Church is realized through people-clergy and lay, paid and

volunteer. The overall effectiveness of any Church organization in serving others is closely tied to the quality

of its ministers and other staff.

Stewardship. Selecting the wrong person can be costly, In terms of time and money. A thorough search

process can reduce the risk of incurring these costs.

Morale. Teamwork and cooperation among staff members can be enhanced by selecting a qualified person

who is committed to collaborating with others.

Legal Concerns. A faulty search process can lead to lawsuits and Investigations by government agencies. The

Church is covered by many of the same laws that apply to other employers, such as legislation that prohibits

discrimination based upon age, race, gender, ethnicity, and presence of a disability.

Another risk is "negligent hiring" which occurs when a person is employed who has a history of misconduct

which could have been uncovered by a thorough search process (including reference checks, review of

employment application, etc.)

In summary, staffing is vitally important and deserves adequate time and attention

Note: Although the recommendations in this guide are focused on the employment process in parishes, they

can also be adapted to other Archdiocesan institutions.

2

Outline of the Search Process

The following steps usually occur in the order listed below:

I. Approval is obtained from the pastor or parish life coordinator (usually after consultation with

the finance council and other consultative bodies). The pastor/ parish life coordinator may

choose to appoint a search committee to recommend a candidate (or several top candidates) for

the position.

2. A position description is drafted to outline the major responsibilities of the position as well as

the qualifications that are required.

3. Employment ads are placed in parish bulletins, the Archdiocesan newspaper, local

newspapers, and/or other media in order to recruit candidates.

4. A pay range is established for the position within the parish budget

5. Resumes are received, acknowledged, and screened in order to determine which applicants

should be interviewed.

6. Interviews are conducted by the search committee or other persons appointed by the

pastor/parish life coordinator. A second round of interviews may also be necessary. Usually,

during the interviews, candidates are given applications to complete and return.

7. References are checked.

8. A decision is made as to which applicant is the best match for the position.

9. An offer is made to the best candidate. Generally, this offer is made through a telephone call

from the pastor or the chair of the search committee, and then confirmed in writing. With the

exception of educators and educational administrators, employment contracts are generally not

provided.

I0. Applicants who were not selected are notified either orally or in writing as soon as possible

after the offer is accepted by the best candidate.

Each of these steps will be described in more detail in this guide.

The Office of Catholic Education (OCE) provides additional assistance during searches for

educational administrators. An OCE staff member serves as a member of or liaison to the search

committee. OCE also provides the following assistance:

• assists with the announcement of openings

• furnishes and receives application packets

For information, please contact OCE at 317-236-1430 or 800-382-9836, ext. 1430.

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Obtaining Approval to Begin the Search

The pastor (or parish life coordinator) has the authority to create, modify or abolish positions in

the parish. Therefore, the pastor (or parish life coordinator) is the "hiring agent" who makes the

ultimate decision regarding which applicant is best for the position.

Search committees (and other consultative bodies, such as parish council, finance council, etc.)

can provide valuable input to the pastor (or parish life coordinator) throughout the employment

process.

Forming a Search Committee

Search committees are often (but not always) appointed by the pastor (or parish life coordinator)

when there is an opening on the parish staff. Typically, a search committee will have between

four and eight members. The pastor (or parish life coordinator) may be a member of the search

committee or may ask the committee to recommend the best two or three applicants.

Qualifications for search committee members include:

• Knowledge of the parish and its needs • Some involvement in the particular area of ministry or a related ministry (religious

education, youth ministry, etc.) • Experience in interviewing applicants • Good interpersonal and communications skills

In order to retain objectivity and avoid potential conflicts of interest, search committee members

should not be applicants for the position or be related to any applicants for the position or the

person who is leaving the position. It is also helpful for the search committee to have a diverse

membership with respect to gender, age, and other demographic factors.

Appropriate functions of the search committee include:

• Review of the position description • Placing employment ads • Acknowledging resumes

• Screening applicants

• Conducting interviews

• Checking references

• Recommending best applicant(s)

• Notifying applicants who were not selected

The work of the search committee is over when an applicant is hired and the other applicants

are notified that they were not selected. The search committee disbands at this time and is

not involved in ongoing personnel matters, such as performance appraisal and

compensation.

4

Drafting a Position Description

It is very important to draft a position description prior to advertising or interviewing for a

position. The position description ensures that there is mutual understanding as to what the

purpose of the position will be and what will be expected of the new staff member.

If there is an existing position description, it should be reviewed for accuracy since positions are

dynamic and tend to change over time.

Position descriptions generally include the following:

1. Identifying Information-position title, status (full-time or part-time, exempt or non-

exempt*), reporting relationship, any supervisory relationships

2. Primary Functions-a one or two sentence description of the overall purpose of a

position

3. Position Content-a listing of the major responsibilities and regular activities of the

position

4. Position Specifications/Requirements-a listing of the skills, knowledge, and/or abilities

as well as the education, training, and/or experience required for the position

5. Working Environment-a description of the unique demands of the position, such as

travel, evening and weekend hours, access to large amounts of confidential information,

or difficult physical labor

Position descriptions are enclosed for business manager and pastoral associate positions.

Position descriptions for other areas of ministry are available through the Archdiocesan agencies

that support those ministries or through the Office of Human Resources. These sample position

descriptions may require some adaptation to reflect the specific needs of each parish.

Non-Exempt and Exempt Employees - All employees of the Archdiocese are either non-exempt or

exempt.

a. Non-Exempt Employees - Employees who are compensated for working overtime-

Generally, this category includes secretaries, receptionists, administrative assistants,

clerks, bookkeepers, custodians, housekeepers, and cooks.

b. Exempt Employees - Employees who are not compensated for working overtime.

Generally, this category includes administrators, agency directors, and licensed

professionals.

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ARCHDIOCESE OF INDIANAPOLIS

POSITION DESCRIPTION

I. IDENTIFYING INFORMATION

Position Title: Business Manager

Status: Full-Time; Exempt, 12 months

Reports to: Pastor

Supervises: Office and Maintenance Staff

II. PRIMARY FUNCTIONS

The Parish Business Manager is an administrator in support of the Pastor's responsibilities to

the parish. This administrator is a steward of the physical, financial, and personnel resources

of the parish.

III. POSITION CONTENT

A. MAJOR RESPONSIBILITIES AND REGULAR ACTIVITIES 1. Financial responsibilities

• Maintains accurate and timely financial files and records, and establishes a responsible cash flow management system

• Prepares, administers and reviews budget process in collaboration with finance and other commissions, subject to review and/or approval by Parish Council, as required

• Acts as liaison between the parish and the archdiocese in financial matters • Maximizes cash management resources • Coordinates and reviews parish organizations' funds • Maintains and enhances internal control processes for operations and finances

2. Personnel responsibilities

• Establishes and maintains evaluation process • Administers salaries and benefits programs • Supervises parish secretary, clerical aides, financial staff and maintenance staff

with the approval of the Pastor • Establishes and implements the hiring and termination policies of the parish

3. Administrative responsibilities

• Directs the management of the parish office • Oversees the management of the parish records • Coordinates parish liability and property insurance, workers' compensation with

the archdiocesan general insurance program • Maintains all cemetery records if applicable • Involved in parish festival/bingo programs • Maintains good working relationships, effective communications between parish

community, various groups and outside authorities • Attends pastoral staff meetings, commission meetings and parish council

meetings, as necessary when appropriate

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3. Administrative responsibilities (continued) • Attends archdiocesan administration meetings as necessary, representing the parish and

the Pastor • Consults with and advises Pastor and Principal on business and administrative matters

that affect the parish and school • Coordinates parish purchasing of supplies • Enables the participation of parishioners in all phases of parish life

4. Facilities management responsibilities

• Responsible for use of parish facilities by various groups • Functions as "owner's representative" for any major construction, improvement or repair • Solicits and reviews bids and quotes and negotiates contracts • Establishes and monitors preventative maintenance programs for all properties • Establishes emergency situation procedures for maintenance staff • Maintains security of property (keys, files, etc.) • Controls use of parish facilities by various groups

5. Other responsibilities

• As time permits, accepts responsibility in other phases of parish ministry as assigned by the Pastor.

IV. POSITION SPECIFICATIONS/REQUIREMENTS

A. SKILLS, KNOWLEDGE, AND/OR ABILITIES

1. Knowledge of accounting principles and practices 2. Excellent interpersonal communication skills 3. Supervisory experience 4. Excellent organizational skills 5. Good record-keeping skills 6. Good facilitation skills 7. Management experience 8. Ability to present oneself professionally 9. Ability to maintain confidentiality 10. Ability to prioritize and to be flexible 11. Ability to hire and fire

B. EDUCATION, TRAINING AND/OR EXPERIENCE

1. College degree in a related discipline and or 5 to 10 years business experience

V. WORKING ENVIRONMENT

1. This position may require frequent evenings and/or weekend work and an unpredictable

schedule; therefore, daily hours should be flexible.

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ARCHDIOCESE OF INDIANAPOLIS POSITION DESCRIPTION

I. IDENTIFYING INFORMATION

Position Title: Pastoral Associate

Status: Full-Time, Exempt, 12 months

Reports to: Pastor

II. PRIMARY FUNCTIONS

The primary objectives of this position are to provide leadership and administration in specific areas of

parish life, and to enable others in ministry, as well as to provide some direct care.

III. POSITION CONTENT

A. MAJOR POSITION RESPONSIBILITIES AND REGULAR ACTIVITIES

1. Collaborates with parish staff and leadership in providing leadership to the parish

• Addresses, encourages and assists In the shaping of a parish vision that

addresses the assessed needs of the parish

• Actively promotes, develops and applies priorities and directions stated

in the Parish Mission Statement to his/her own area of ministry through

short and long range planning to carry out set goals

• Participates in staff meetings and Parish Council meetings

2. Insures the support services of communication and financial planning for

designated areas of responsibility

• Administers funds and contributions, sets annual budget, keeps financial

records as needed, reviews costs

• Insures communications on programs to parishioners, parish groups,

local organizations and community, as needed

3. Develops, empowers and coordinates ministers and service teams to provide

quality ministry to parish

a. Liturgical Ministry o Leads and equips others to lead prayer services o Trains and equips others to train liturgical ministers, i.e., lectors,

Eucharistic ministers, altar attendants, ushers, greeters, sacristans o Provides annual workshops/retreats for liturgical ministers to enable

them to grow in their ministry o May attend and provide leadership for Liturgical Preparation Team

Worship Commission b. Spirituality

o Provides spiritual direction and counseling o Provides leadership for parish renewal programs o Provides prayer days for groups in the parish or the parish at large o Directs groups to do Scripture study

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c. Ministry to the elderly and sick

o Visits or enables others to visit shut-ins, nursing homes and hospitals o Takes Communion or enables others to take Communion to the homebound o Provides or enables others to provide programs for senior citizen groups o Ministers to the needs of the dying or ill o Acts as an advocate for parishioners in dealing with government programs

d. Sacramental preparation o Provides or directs others in Baptism preparation o Directs or serves as a catechist in the RCIA o Does sacramental interviews with individuals and families o Provides or directs others in marriage preparation

e. Ministry to families o Is present to the grieving and bereaved; or administers the Bereavement Ministry o Leads or administers support groups for separated, divorced, caregivers of disabled,

etc. o Develops and provides leadership in programs to nurture the spirituality of the family o Develops or directs social programs for families o Directs community outreach for family needs o Provides service in annulment processes o Provides and directs programs for newcomers to the parish o Visits families and individuals

f. Evangelization o Directs the education of the parish in evangelization o Acts as a liaison to staff with the evangelization team o Develops and directs programs of outreach to the alienated and inactive Catholics o Develops and directs programs of outreach to the unchurched o Develops and directs programs to evangelize the churched o Provides leadership and develops social action programs

g. Other o Acts as a liaison in community affairs o Participates in ecumenical groups o Participates in available ministerial associations

IV. POSITION SPECIFICATIONS/REQUIREMENTS

A. SKILLS, KNOWLEDGE AND/OR ABILITIES

1. Must have facilitating and consulting skills

2. Must have good leadership skills

3. Must have good counseling or active listening skills

4. Must have good written and oral communication skills

5. Must have an active faith life with a personal relationship with Jesus

6. Must have ability to work with others in a collaborative style

7. Must have experience in the areas of responsibility of ministry

8. Must have the ability to develop and administer programs to meet assessed needs

9. Must have ability to develop and administer a budget

10. Must be current in theology, Scripture, liturgy, canon law

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11. Must have an understanding of collaborative management skills

12. Must remain current on pastoral, spiritual, psychological, ecclesiastical and management

techniques through reading, attending workshops and doing research in order to provide

appropriate direction to the pastoral groups

13. Must be flexible and adaptable due to the generalist nature of this position

B. EDUCATION, TRAINING AND/OR EXPERIENCE

1. Leadership experience

2. Previous experience as a part-time, full-time or volunteer in parish ministry

3. Experience supervising volunteers

4. College degree or equivalent

V. WORKING ENVIRONMENT

A. This full-time position requires many evenings and requires flexible scheduling.

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Establishing a Pay Range

The Human Resources Office publishes a Parish Pay Guide that lists recommended pay ranges

which are updated annually. Guidance can also be obtained from other Archdiocesan agencies

that support each area of ministry. For example, salary scales for teachers and principals in the

Indianapolis deaneries are available through the Office of Catholic Education (OCE).

Placing Employment Ads

The position description provides the content for employment ads, which can be placed in the

following publications:

• Parish bulletin and websites, and bulletins and websites of surrounding parishes

• Local newspapers

• Archdiocesan Human Resource website (please e-mail ad to hr@archindy.org)

• The Criterion and newspapers of surrounding dioceses

• The National Catholic Reporter

• Job listings developed by local religions communities

• Job listings developed by local colleges and universities

• Ministerial journals, newsletters, and websites (e.g. National Association of

Pastoral Musicians)

A simple format can be used for employment ads:

• Give the name of the parish or school and the title of the open position

• Describe the major responsibilities of the position (which can be paraphrased

from the Primary Functions and Position Content sections of the position

description)

• Describe the skills, experience, and education required for the position (which

can be paraphrased from the Position Specifications/Requirements of the

position description)

• Mention where resumes should be sent and if there is a deadline for application

The Office of Catholic Education (OCE) assists with announcing openings for educational

administrators. Also, ads for educational administrators ask people who are interested to contact

OCE for an application packet. Sample employment ads follow.

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Director of Religious Education St. Mary Parish in North Vernon, Indiana is seeking a Director of Religious Education to be a supervisory leader and resource person to teachers and catechists in the following areas: continuing spiritual and professional development, planning for parish religious education, relating to the parish pastoral team and board of education, and managing personnel and the Office for Religious Education. Candidates must be practicing Catholics with well-developed leadership, communication, and interpersonal skills. A bachelor's degree in theology, pastoral ministry, or a related field is required as is a minimum of three years of experience in religious education, teaching, or catechism. A master's degree in a related field is preferred. Deadline for resumes is May 31, position begins on July 1. Please send resume and salary history, in confidence, to:

St. Mary of the Nativity c/o DRE Position,

212 Washington Street, North Vernon, IN 47265.

Part-Time Bookkeeper

St. Ann's Parish in Indianapolis is seeking a part-time bookkeeper to provide bookkeeping

services to the parish 1-2 days a week. Responsibilities include accounts payable, receivable,

payroll, and cash receipts; balancing accounts, ledgers, and reconciling bank statements;

preparing financial statements; and assisting with budget and development program.

All applicants must be high school graduates or equivalent with at least 2-3 years of bookkeeping

experience. Other requirements include ability to work independently, ability to perform highly

detailed work with accuracy, and knowledge of personal computers. Position begins mid-May.

Please send resume and salary history, in confidence, to:

St. Ann Parish 2862 S. Holt Road

Indianapolis, IN 46241.

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Acknowledging Resumes Received

It is courteous to acknowledge resumes upon receipt. A prompt letter or e-mail of

acknowledgement lets the applicant know that the resume has arrived, describes the next steps

in the employment process, and expresses appreciation for the applicant's interest in the

position.

A sample letter or e-mail of acknowledgment is provided below:

Dear Mr./Ms.________________:

Thank you for sending me your resume in response to our advertisement. Your resume has

been added to the file of candidates for this position to ensure that you will receive full

consideration.

Within the next few weeks, we will be reviewing the resumes and comparing the

qualifications of the candidates with the requirements of the position in order to select which

individuals to inter­view. I will let you know whether or not you are among our final

candidates as soon as we make that decision.

On behalf of our parish community, I want to thank you again for your interest in employment

with us.

Best Regards,

Chair, Search Committee

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Screening Applicants

The best way to determine which applicant should be interviewed is by comparing each

applicant's qualifications to the position description to ascertain whether or not there is a

potential match.

In making this determination, it is often valuable for the search committee to develop a rating

system to be used to screen resumes. The rating factors usually come from the stated

requirements for the position. For example, resumes received for a youth ministry coordinator

position could be rated using the following factors:

• Experience in working with youth • Relevant education • Knowledge of the Catholic faith

• Experience in supervising volunteers • Leadership skills • Personal faith and spirituality

Some of these factors are more easily assessed than others by reviewing resumes. However,

even rather intangible factors, such as personal faith and spirituality, can be indicated by

comments made in a cover letter or spiritual formation listed on a resume. Typically, search

committee members would assign a rating of l (low) to 5(high) to each factor, and then total the

scores to determine the best applicants.

Another commonly-used and effective method for screening resumes is to ask search committee

members to rank the applicants and discuss the reasons for their ranking during a committee

meeting. Then, consensus can be reached regarding which applicants should be interviewed.

Other considerations as resumes are screened include the following:

1. How well does the applicant's employment objective match the primary function of the

position?

2. Does the resume indicate a pattern of staying with a position for a relatively long time or

switching jobs every few years?

3. Are there gaps in employment? (These gaps could be for good reasons, such as taking care of

one's family, or due to problems, such as incarceration.)

4. Is there a pattern of promotion or career growth?

5. Does the resume indicate accomplishments in each position or simply list duties performed?

6. Does the resume indicate continuous learning and ongoing education by the applicant in

his/her field?

7. Did the applicant receive any honors or awards that may be relevant to the position?

8. Is there evidence of volunteer activities or community service that have bearing?

9. Does the applicant's salary history match the pay range for the position?

10. Does the resume contain grammatical or typographical errors?

Some of the questions listed above are helpful in identifying issues that should be discussed

during the interview. For example, if the applicant has earned a higher salary than the position

offers, this matter should be explored during the interview.

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A Definition of Effective Interviewing

Interviewing is a MUTUAL MATCHING PROCESS in which the employer and the prospective

employee obtain Information that they both need to make effective employment decisions. The

effectiveness of the interviewing process will be optimized if:

The interview is structured so that it is similar for all applicants.

Rapport is established to promote an open sharing of information that includes strengths

and weaknesses of the applicant and the organization.

Judgment about employability is withheld until adequate information is shared.

Questioning focuses on past behavior, which is the best predictor of future job

performance.

Consideration is given to ·interpersonal skills, motivation, and the capacity to work well

within our organization, which have a greater impact on job performance than technical

skills.

Interviewing is seen as one component of the selection process (along with reference

checks, review of employment application, etc.)

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Interviewing Pitfalls

Presented below are common mistakes made during interviews that lead to bad decisions and

potential legal issues:

1. Stereotyping-Often, interviewers have preconceived notions about groups of people. For

example, some people think that men can't be secretaries or older people can't learn how to use

computers. These biases can cause illegal employment discrimination.

2. Inconsistency in Questioning-Just as all students in a class should be given the same test to

determine who has mastered the subject matter; all applicants should be asked the same basic

questions during the interview. Some variance is acceptable, however, to explore specific issues

for each applicant, such as asking an applicant about an award that he/she received.

3. First Impression Error-Research indicates that many interviewers decide whom they want to

hire during the first five minutes of the interview. Such quick decisions are based on first

impressions, which can sometimes be misleading. Judgment should be withheld until adequate

information is presented.

4. Style versus Substance Error-Interviewers can be overly impressed with an applicant's

charisma and conversational skills, thereby overlooking vital information, such as whether or not

the person has the necessary skills to do the job.

5. Halo/Horn Effect-One seemingly negative characteristic, such as the applicant's weak

handshake, can dominate the interviewer's decision-making. Likewise, a perceived positive

quality, like attending the same college as the interviewer, can inappropriately sway the decision

in the other direction.

6. Non-Verbal Behavioral Bias-An interviewer, for example, may perceive a lack of eye contact

by the applicant as a sign of poor self-esteem. However, for many ethnic groups, including Asians

and Native Americans, avoiding eye contact can be a sign of respect

7. Contrast Error-Often, interviewers compare applicants to each other or to the incumbent to

determine whom to hire. It is possible, however, that none of the applicants are suitably

qualified. Therefore, the qualifications of the applicants should not be compared with each other

as much as they should be com­ pared to the requirements of the position.

8. Similar-To-Me-Error-We tend to hire people most like ourselves, which replicates our own

strengths and weaknesses. Our goal, however, should be to create diversity, which requires

hiring people who are gifted in ways that we are not.

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Legality of Interview Questions

Federal and state laws restrict the questions that can be asked during an interview. The following

questions may not be asked:

Are you disabled?

Do you have adequate child care? (Discriminates against women) What is your ancestry

or nationality?

Where is your place of birth?

How old are you? What is your date of birth? When did you graduate from high school?

(It is legal, however, to ask if a person is under 18 years of age.)

What is your marital status? What is your maiden name?

Have you been arrested? (Inquiries can only be made about convictions, not arrests.)

Where does your spouse work?

How old are your children?

Have you had any major illness in the past year?

How many years do you plan to work before you retire?

Do you smoke? (Indiana State law prohibits discrimination against tobacco users.

However, employers can have policies that prohibit smoking in the workplace.)

Are you a citizen of the United States? (Discriminates against citizens of other countries

who can legally work in the United States.)

What is your religion, denomination, church affiliation or parish? (Questions about

religion can only be asked if employment necessity and work relatedness establish them

as required occupational qualifications. Religion should be a required qualification when

being a practicing Catholic will positively affect the staff member's ability to perform the

ministerial duties of the position. Examples include Director of Religious Education or

Youth Ministry Coordinator. However, for positions such as Parish Secretary or

Maintenance Coordinator, religion is not a required qualification in most circumstances.)

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A Suggested Structure for Interviews

Interviews are much more effective if they have a consistent format. A suggested structure is

presented below:

Open the Discussion

• Thank the applicant for his/her time

• Introduce the interviewers

• Mention that you will

1) Ask the applicant questions to learn more about his/her qualifications,

2) Provide information to the applicant about the position, then 3) answer any

questions that the applicant has.

Ask for Information

Begin with lead-in questions to obtain general information

• Follow with job-specific questions based upon the position description. especially the

key responsibilities

• End with wrap-up questions to provide closure

(The next section gives examples of lead-in, job-specific, and wrap-up questions. Before the

interview, search committee members should decide which questions each of them will ask.

During the interview, it is helpful to make notes.)

Provide Information to the Applicant

• Describe your parish's mission, organization, and demographics.

• Explain the key responsibilities of the position and provide a position description (if

the applicant did not receive one prior to the interview.)

• Refer the applicant to the Human Resources website, www.archindyhr.org, for an

explanation of employee benefits.

Respond to Questions from the Applicant

• Allow the applicant to ask questions so he/she obtains an accurate understanding of

the position and the parish

Close the Discussion

• Give the applicant an Archdiocesan employment application to complete and

return (if the applicant has not already done so)

• Explain any next steps (such as second interviews) that may occur and when a

decision is expected to be made

• Thank the applicant again

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Planning Your Interview Questions

I. Lead-In Questions What to Ask What to Listen for

1. Why did you apply for this position? • Reasons for making a job change • Expectations and whether or not they are realistic

2. Why do you want to work for the parish? • Commitment to our mission • Fit within our culture • Idealistic or realistic expectations

3. What would be the ideal job for you at this point of your career?

• Clarity of career interests • Fit between interests and your job requirements

4. What are your greatest strengths/ weaknesses? (follow-up by asking for an example)

• Degree of self-awareness • Match of strengths to job needs and requirements

5. What type of work would you like to be doing In five years? • Clarity of career goals • Interest in promotion • Risk of turnover

6. What did you like most/least about your last position? • Personal likes/dislikes and whether or not they may be present in our organization

7. How would your supervisor/co-workers describe you? (follow-up by asking for an example)

• Perceptions of what others consider to be strengths and weaknesses ( can be verified through reference checks)

8. What were your greatest accomplishments on your last job? • Degree to which the applicant contributed to Improvements versus just performing activities

9. What motivates you? • Whether the motivator is something we can provide

10. What was the most difficult problem that you had to solve on your last job and how did you go about solving it?

• Personal approach to problem solving; degree of involvement of others; persistence in the face of adversity

11. Describe a situation in which you had to deal with conflict your last job.

• Conflict management style (avoidance, competition, accommodation, compromise, or collaboration)

12. Give me examples of things that your previous supervisor did that you particularly liked

• Preferred management style; expectations of supervisor and whether or not they are realistic

13. Why are you leaving your present position?

What the applicant expects us to provide that the present employer is not

14. What is a typical workday for you at your present job?

Degree of routine versus non-routine work; how it compares to our job

15. How have you improved your skills since joining your present organization?

Commitment to personal growth and professional development

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Planning Your Interview Questions (continued)

II. Job Specific Questions

Review the position description with particular attention to the key responsibilities of the position. Prepare

questions to assess competency for each key responsibility. In your questions, emphasize past performance,

not hypothetical situations. If necessary, also include questions about working conditions (willingness to work

evenings or weekends, travel, etc.). An example follows for an Administrative Assistant position.

Responsibility Sample Questions

I. Perform word processing and prepare reports. • What software packages have you used? • What types of reports have you prepared? • How do you like working with a computer?

2. Prioritize multiple assignments based on urgency and importance

• Tell me about a situation in which you had many different things to do and not enough time to do all of them.

3. Greet visitors and callers with hospitality • How do you deal with people who are angry or hard to work with? • What type of impression do you try to make when you answer the phone?

4. Organize meetings and make necessary arrangements for various events

• What type of meetings and events did you organize in your last position? • How did they go?

5. Develop and maintain effective files and record-keeping system

• How did you have the files organized? • How did you change the filing system from the way it was when you started?

6. Order supplies for the office and maintain a sufficient inventory

• What experience do you have in ordering supplies for an office?

III. Wrap-up Questions

What to Ask What to Listen for

1. Can you work the hours required for this position? • Any conflicts with work schedule (Important: we must make reasonable accommodations for time off due to disabilities)

2. What are your salary expectations? • Whether expectations are within our range

3. We are interviewing several very qualified applicants. Why should we select you?

• Perceived strengths and if they apply to job requirements

4. Is there anything else that you'd like to tell me about yourself and your qualifications for this position?

• Any special qualifications as well as degree of interest in the position

5. If the position was offered to you, how soon could you start work?

• Anticipated starting date and whether or not that would cause any problems for your parish

Checking References

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Before checking references, the applicant should complete an Archdiocesan employment

application. By signing the application, the applicant grants permission to contact people who

could provide information about his/her employment and education.

Generally, at least three references should be checked. In addition to the references listed by the

applicant, it is advisable to talk with other persons as well, especially former supervisors or

colleagues. However, to respect the applicant's confidentiality, his/her permission should be

obtained before contacting any current supervisors or colleagues.

Reference checks are most effective if they are conducted face-to-face or over the phone.

Written references are usually less candid and only stress positive aspects. Also, when speaking

with a reference, lengthy pauses before answering certain questions or changes in the tone of

voice can provide clues as to potential areas of concern

Another reason that letters of reference are less valuable is that Indiana state law specifies that if

an applicant requests a copy of written references obtained by a prospective employer they must

be given to the applicant Therefore, people who write letters of reference or who complete

reference check forms are unlikely to make any negative comments.

That same state law also provides immunity from prosecution to persons giving references as

long as they act without malice and avoid statements that are known to be false. However, some

organizations still have a policy to only provide job titles and dates of employment. In these

cases, it is sometimes helpful to speak with previous supervisors, who may be more candid than

the personnel office in offering information.

A sample reference check form follows, which includes some general questions. In addition,

other job-specific · questions can be added. These forms should be retained in a separate file.

They should not be placed in an employee's personnel file, since employees have access to their

personnel files. People who are contacted as references assume that their comments will be kept

confidential and may not want an applicant to see notes of what was said.

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Reference Check Form

Applicant’s Name ____________________ Date ______________________________

Position Applied For __________________ Person Conducting Check ______________

1. How do you know this person? How long have you known him/her?

2. How would you describe the quality of this person’s work?

3. How well does this person get along with others?

4. How well does this person follow through on tasks and get things done?

5. What are this person’s greatest strengths?

6. What are his/her areas for improvement?

7. Do you have any concerns about this person working with children? (if applicable)

8. Would you choose to re-hire this person? (if applicable)

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Making the Decision

Once the interviews and reference checks have been finished, a decision needs to be made as to

which applicant is the best match for the position. After thorough consideration, sometimes it is

apparent that none of the applicants are suitably qualified. In these situations, it is best to re-

open the search instead of making a poor hiring decision.

Here are some guidelines that are helpful in making the decision:

1. Evaluate the applicants as objectively as possible.

• Review each applicant's job history, interview responses, and reference check results

carefully.

• Make the selection based only on job-related criteria established at the time of

advertising.

• Always evaluate the applicants solely based on their ability to perform the job

utilizing non-discriminatory criteria, such as ability and experience.

2. Do not select either an under-qualified or over-qualified applicant Over-qualified

employees often become restless and seek more appropriate employment Under-

qualified applicants may not be able to per· form the work, regardless of the training

provided.

3. Be wary of candidates with questionable employment histories who:

• Quit a job without another job to go to

• Cannot show achievements in former jobs

• Do not supply normal supervisory references

• Held a number of positions for short periods of time

4. Be wary of persons leaving other positions who:

• Willingly violate a contract with a current employer

• After accepting your salary offer, request that you match a counter offer from a

current employer

• Speak poorly of former and current employer

5. Consider interpersonal skills, commitment to ministry, ability to deal with change, and

conflict management skills as well as more objective criteria, such as education and

experience. It is easier to learn the technical aspects of a job than it is to learn how to

work effectively with people. Most job performance problems are not due to an inability

to perform the job, but rather the employee's attitude and ability to relate to others.

6. The selected candidate should:

• Show proven ability to do the work, based upon past experience and educational

background.

• Demonstrate genuine interest in the position

• Provide the current employer with sufficient notice

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Making an Offer of Employment

Generally, employment in parish positions is on an at-will basis where either the employee or the employer

can end the employment at any time and for any reason. Principals and teachers are exceptions to this

practice since they receive written contracts. Other than the exceptions listed, it is not recommended that

employees receive employment contracts.

Once the pastor (or parish life coordinator) approves the hiring decision, an oral offer of employment is given

to the selected applicant, either by the pastor or the search committee chair. It is professional courtesy to give

the person up to a week to consider the offer, although some applicants accept or reject the offer

immediately.

Oral employment offers are usually confirmed in writing to ensure that there is a permanent record of the

terms of employment. A copy of this letter should be retained in the employee's personnel file. A sample

letter to offer employment is provided for your reference.

July 1, 2014

Ms. Jane Doe

100 W. Smith Street

Indianapolis, IN 46202

Dear Jane:

I am very pleased that you have accepted our offer of employment as a Youth Ministry coordinator for

St. Mary's Parish. You are very well-qualified for this position, and I'm confident that you'll be an asset

to our parish.

To confirm our conversation, we agreed on the following:

Starting Salary: $30,000 per year

Starting Date: July 13, 2014

Benefits: Full coverage under our Archdiocesan plan beginning on your starting date

This offer is for at-will employment for an indefinite period of time, not for a fixed or limited period of

time. It is our expectation and hope that you will find your work here to be rewarding and will wish to

remain with us indefinitely. Neither you nor the parish, however, has any obligation to continue the

employment relationship for any certain period of time and either may terminate the relationship at

any time and for any reason, with or without cause.

Please accept my congratulations and best wishes as you begin this new position. If you have any

questions or need any additional information prior to your first day of work, please don't hesitate to

call.

Sincerely,

Father John Smith

Pastor

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Notifying Applicants Who Were Not Selected

At the conclusion of the search process, there should be communication with applicants who

were not selected. It is wise to wait until the selected applicant has accepted the offer of

employment before sending letters to other applicants.

These letters are usually brief and do not express the specific reasons why each applicant was

not hired. Persons not selected, if they inquire, need only be told that another applicant's

qualifications were a better match for the position.

In a few situations, however, you may wish to offer more detailed feedback to internal applicants

or others who are interested in preparing themselves for future openings. If an applicant has an

apparent aptitude for that work but lacks relevant education, you may wish to affirm the

person's potential and encourage the pursuit of the necessary education.

A sample letter to applicants who were not selected is provided for your reference.

July 26, 2014

Ms. Jane Doe

100 W. Smith Street

Indianapolis, IN 46202

Dear Jane:

Thank you for your interest in employment with St. Mary's Parish as a Youth Ministry Coordinator. We

appreciate your desire to contribute your talents to our staff.

Although another applicant has accepted our offer of employment, we will keep your resume on file in

case other suitable openings occur.

Once again, please accept my thanks and my best wishes in your job search.

Sincerely,

Father John Smith

Pastor

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Assistance during the Employment Process

Various agencies of the Archdiocese of Indianapolis are available to provide advice and assistance

during the employment process. The Office of Human Resources can furnish standard

employment applications, benefits information, and new hire forms. The Office of Human

Resources also conducts criminal history checks on all newly-hired employees. Any offer of

employment is contingent on the results of the criminal history check. The Office of Human

Resources can be contacted at (317)236-1594, or 1-800-382-9836, ext. 1594, or hr@archindy.org.

Other Archdiocesan agencies provide more specific guidance for their respective areas of

ministry. Some agencies offer ongoing assistance throughout the employment process with

respect to drafting the position description, advertising the opening, screening resumes,

conducting interviews, and determining appropriate compensation.

Please contact the agency listed below for assistance:

Area of Ministry Archdiocesan Agency Extension #

School Principals Office of Catholic Education 1430

Religious Educators Office of Catholic Education 1430

Youth Ministry Coordinators

Office for Youth and Ministry

1430

Music Directors Office of Worship 1483

Liturgy Coordinators Office of Worship 1483

The general number for the Archbishop O'Meara Catholic Center is 317-236-1400 or 1-800-382-9836.