Supplemental Exam Talent Acquisition Specialist Hu

Supplemental Exam

Talent Acquisition Specialist

Human Resource Consultant 3

April 2022

Candidate Name: _________________________________________________________________

Directions: Please complete the assessment on or before April 3, 2022. Failure to complete and return the assessment by this date may result in your disqualification from consideration for the position.

This assessment contains three questions:

1. Creating a job announcement and a sourcing plan

2. Scenario

3. Authorizing environment

Multiple resource documents have been attached for your reference.

Question 1

The Clinical Quality and Care Transformation (CQCT) division make clinical policy decisions that guide medical coverage, maintain quality standards, and ensure evidence-based practices for those on whose behalf HCA purchases medical care.

You are the designated recruiter for the CQCT division. Using the attached template and the position description form, create a job announcement for the newly created Fiscal Information and Data Analyst position.

Your initial consultation with the hiring manager reveals that the ideal candidate will possess the following competencies:

? Advanced technical advice deliverability

? Organizational agility

? Strong methodology development

? Effective team building

? Process and systems management

? Relationship management

This marketing piece will be published on relevant platforms. In addition to creating this marketing piece, please include your sourcing plan.

Question 2

You are part of a three-member recruiter team. The team has been tasked with putting on a virtual hiring event to fill three regional positions located in the Seattle area. You have rigid deadlines and have five days to review applicant materials for the three hiring managers. You work with your supervisor to create an elaborate plan for the event, and there are written instructions to make sure that all deliverables are met on time. Your supervisor and manager are not reachable the week before the event but are available intermittently via text and after hours. You receive the below-unexpected turn of events during the time your manager and supervisor are unreachable:

? There are 100 more applicants than expected and the technology platform you planned to use needs to have additional breakout rooms to accommodate all the unexpected applicants.

? An appointing authority contacts you about recruitment that has just been posted, but many errors need correcting.

? You still must make sure you are completing your regular recruiting commitments to other customers.

What is your course of action?

Question 3

You have conducted a recruitment for a Washington General Service (WGS) position, classified as an Office Assistant 3 (OA3). The OA3 job classification at HCA is represented by the Washington Federation of State Employees (WFSE). After the conclusion of the interviews, the Hiring Manager has identified a successful candidate and would like to proceed with making an offer. Based on the candidate?s skills, knowledge and abilities, salary negotiations should start in the first tripartite (Steps A-D) of the assigned salary range.

Please draft an email to the appointing authority and hiring manager, citing the appropriate authorizing environment, and provide the recommended salary offer.

Please review the applicable WFSE CBA link here and the attached HCA Administrative Policy 3-15, which will help in completing this activity.

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Recruitment Template

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What we have to offer you

About this position:
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What the responsibilities in this role look like:

Required Education, Experience:

Preferred/Desired Education, Experience and Competencies:

About HCA:

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How to Apply:

We are an equal opportunity employer. Persons with disabilities needing assistance in the application process, or those needing this job announcement in an alternative format may call the Human Resources Office at
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* Prior to a new hire, a background check including criminal record history will be conducted.? Information from the background check will not necessarily preclude employment but will be considered in determining the applicant’s suitability and competence to perform in the position. *

3-15

Health Care Authority

Administrative Policy No. 3-15

Chapter 3: Personnel Administration

Salary Determination

Purpose

The purpose of this policy is to provide guidance on how compensation is managed for non-represented Washington General Service (WGS) classified employees.

definitions

Policy REQUIREMENTS

1. HCA endeavors to:

a. Use compensation as a tool to attract and retain the highest quality workforce in a cost-effective manner within available resources.

b. Achieve flexibility and consistency in salary decisions through the use of easily understood ?tools and rules.?

c. Comply with state and federal laws regarding equal pay and discriminatory practices.

2. Initial Appointments

a. For initial appointments into classified state service, base salary is set within the salary range assigned to that position classification as defined in the Washington State Compensation Plan.

b. The initial base salary offered is not less than the minimum or greater than step L of the salary range assigned to the position classification.

c. The Appointing Authority identifies the initial salary offer based on the candidate?s qualifications, internal equity, budgetary constraints, and any other relevant factors, in consultation with Human Resources.

3. Periodic Increases

a. The Periodic Increment Date (PID) is the date upon which an employee is scheduled to receive an increment increase by moving to a higher salary step within the salary range of the employee?s current job class.

b. An employee receives a two-step increase to base salary on the PID. Increment increases continue until the employee reaches step L of the salary range.

c. The PID is established upon an employee?s initial hire into unbroken state service and remains the same unless either:

i. The Appointing Authority resets the PID in accordance with WAC 357-28-070 based on the nature of the work or training requirements; or

ii. The PID is adjusted for leave without pay in accordance with WAC 357-31-345.

d. The PID is set as follows:

i. For employees whose initial base salary is set at the minimum step of the salary range, the PID is six (6) months from the appointment date.

ii. For employees whose initial base salary is set above the minimum step but below step L of the salary range, the PID is twelve (12) months from the appointment date.

iii. Employees whose base salary is set at step L of the salary range do not have a PID set. If the employee later receives a new appointment, the PID is set at that time, as described in d.i. and d.ii. above.

4. Premiums for Recruitment and Retention

a. The Appointing Authority works with Human Resources regarding adjustments to an employee?s base salary to address documented recruitment and/or retention issues.

b. Adjustments to a specific employee?s base salary, to address documented recruitment and/or retention issues, must meet the following criteria:

i. A premium may not exceed a fifteen percent (15%) over a twelve (12) month period of time.

ii. A lump sum payment must:

i. Include a specific period of employment or continued employment;

ii. Include the specific conditions, circumstances, and/or services to be redered in accordance with the lump sum payment conditions;

iii. Only be made after the services or conditions have been rendered;

iv. Become part of the employee?s annual compensation for work performed prior to receipt of any funds.

iii. Any additional pay granted under this section is a premium and is not part of the employee?s base salary.

iv. The premium is to be used only as long as the circumstances it is based on are in effect.

v. The State Human Resources Director must approve premiums exceeding fifteen percent (15%), in accordance with WAC 357-28-095, and any additional pay to support the recruitment and/or retention of like positions at a specific work location.

5. Promotion

a. Employees promoted to a position with a higher salary range must advance to a step of the new salary range that is nearest to five percent (5%) above their pre-promotional salary, not to exceed step M of the new salary range.

b. If the employee?s prepromotional salary is set above the maximum of the salary range in accordance with WAC 357-28-040, the promotional increase is based on the maximum of the salary range of the class the employee is promoting from.

c. The Appointing Authority may grant an increase of greater than five percent (5%), in consultation with Human Resources, if:

i. Significant increases in duties and responsibilities warrant greater compensation;

ii. The increase is necessary for internal salary alignment, retention of the employee, or other documented business needs in accordance with WAC 357-28-090; or

iii. The increase is necessary to bring the employee to the minimum of the salary range for the position.

d. The salary for non-permanent employees promoted to a permanent position with a higher salary range than the non-permanent appointment is treated as promotion, in accordance with this policy.

e. Non-permanent employees converted to permanent status within the same position will retain their current salary.

f. If an employee?s PID is on the same date a promotion is effective, the PID increase is applied before calculating the promotional increase.

6. Elevation

Employees elevated to a position following a voluntary demotion are placed in the new salary range and step as in a promotion.

7. Transfer/Reassignment

a. Employees transferred or reassigned to another position in the same classification or to a different classification with the same salary range retain the same base salary as the position held before the transfer/reassignment.

b. The Appointing Authority may grant a salary increase upon transfer or reassignment if an increase is warranted based on the employee?s qualifications, internal equity, or other relevant factors, with approval from Human Resources.

8. Reallocation Upward

Employees reallocated to a job classification within a higher salary range are placed in the new salary range and step as in a promotion.

9. Reallocation Lateral or Downward

a. Employees reallocated to a job classification with the same salary range are placed in the new range at an amount equal to the current base salary.

b. Employees reallocated to a job classification with a lower salary range are placed in the new range at an amount equal to the current salary, provided it is within the new job classification?s salary range.

c. In cases where the employee?s current salary exceeds the maximum amount of the new job classification?s salary range, the employee continues to be paid at the salary received before reallocation, until the employee vacates the position or the salary falls within the new salary range.

10. Demotion

a. Employees who voluntarily demote to another position for reasons other than in lieu of layoff are placed in the new salary range at a salary step equal to the employee?s previous base salary. If the previous base salary exceeds the new range, the employee?s base salary is set equal to step L of the new salary range, or is set equal to step M if either of the following is true:

i. The employee was at step M of the salary range from which the employee is demoting; or

ii. The employee was previously at step M in the salary range of the class to which the employee is demoting.

b. The Appointing Authority may grant a salary increase upon voluntary demotion, not to exceed step L of the new salary range, if an increase is warranted based on the employee?s qualifications, internal equity, or other relevant factors, with approval from Human Resources.

c. Employees who voluntarily demote to another position in lieu of layoff are placed within the new range at a salary equal to the employee?s previous base salary. If the previous base salary exceeds the new salary range, or was set at step M in the previous salary range, the employee?s base salary is set at step M of the new salary range.

d. Employees demoted for disciplinary reasons are placed in the new salary range at the discretion of the Appointing Authority, not to exceed the employee?s current salary or step L of the new salary range, whichever is lower.

11. Reversion

a. When an employee is reverted during a trial service period following a promotion, transfer, or elevation, the employee is placed at the salary the employee would be at if the employee had not left the previous position.

b. When an employee is reverted following a voluntary demotion, the employee is placed within a job class that has the same or lower salary range as the class from which the employee is reverting. If the previous base salary exceeds the new salary range, the employee?s base salary is set equal to step L of the new salary range.

12. Returning to a Permanent Position Following a Non-Permanent, Project, or Acting Appointment

When an employee returns to a permanent position following a non-permanent, project, or Washington Management Service (WMS) acting appointment, the employee?s base salary is set at the step the employee would have been had the employee not left the permanent position, not to exceed step M of the salary range.

13. Employee Appointment from a Layoff List

a. An employee appointed from an internal or statewide layoff list to a position within the same salary range as the position from which the employee was laid off is placed within the range at a salary equal to the employee?s previous base salary.

b. An employee appointed from an internal or statewide layoff list to a position with a lower salary range than the position from which the employee was laid off is placed within the range at a salary equal to the employee?s previous base salary. If the previous base salary exceeds the new salary range, or was set at step M in the previous salary range, the employee?s base salary is set at step M of the new salary range.

14. Progression to Step M

a. Step M is a longevity step. An employee cannot be appointed to step M upon initial hire.

b. If an employee is currently at step L of a salary range, the employee progresses to step M of that same salary range six years from the date the employee was advanced or appointed to step L.

c. Progression to step M occurs regardless of what transpired in the six years since the employee was appointed to step L, provided that the employee is at step L in the same salary range as the range that the employee was in at the beginning of the six-year period.

d. If an employee accepts appointment to a new position that has a different salary range than the previous position, the time spent at step L in the previous position does not count toward the six years to qualify for step M in the new salary range unless the appointment is a demotion in lieu of layoff.

e. If the new appointment is due to the employee accepting a demotion in lieu of layoff or a layoff option to a position with a lower salary range, the time spent at step L in the previous position counts towards the six years to qualify for step M in the new salary range.

f. An employee cannot be appointed to step M upon voluntary or involuntary demotion unless the employee was at step M of the salary range from which the employee is demoting, or if the employee was previously at step M in the salary range of the class to which the employee is demoting.

g. The time an employee is paid above the salary range maximum counts toward the six year requirement to move to step M.

h. Time spent in a Washington Management Service (WMS) position does not count toward the six year requirement to move to step M regardless of the employee?s base salary while in the WMS position, unless any other provisions of item 14 above apply.

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