Frequently Asked Questions (FAQs)RecruitmentQ. Who in my CSO is responsible for heading up the recruitment process? A. This will vary according to each CSO. Some organizations may designate a specific individual to oversee for the recruitment process. For other groups, recruitment might be headed up by the current group President, Director, Editor in Chief or General Manager. If you are unsure, review your CSO's Constitution and Charter and check with your CSO Advisor.
A: You have two options for posting a job online.
A. As discussed in the "Advertise Online and In Print" portion of this section, job postings must be made available at least three days before the position is offered to a candidate. Santa Clara University is an equal opportunity employment employer. Therefore, all positions must be posted on BroncoLink with the Career Center for a 48-hour minimum prior to the hiring of any staff. Additionally, it is recommended that the job listings be made available more than three days in advance. Not only will this allow applicants sufficient time to review the job positions and submit a resume, but more time often translates into more applicants. Although a higher quantity does not always translate into more quality, it may lead to a better possibility of a match. InterviewingQ: Is it important to provide each candidate with a job description? A: Absolutely, you want to be certain the candidate understands fully the scope of the job responsibilities. If you haven't supplied it prior to the interview, remember to give it to the candidate before completing the interview. Don’t forget to include a copy of your CSO mission statement, too. Q: What are appropriate questions to ask during an interview? A: See sample interview questions. If you have additional questions, contact your Advisor or our CSL staff.
A. Contact the candidate you are reviewing in person. Allow them an opportunity to explain. For many students this might be the first application and/or resume they are submitting and this can get cleared up with a conversation. However, you may also find that an applicant is embellishing or stretching the truth. Sometimes, just by reading a letter of recommendation or contacting a reference you are able to confirm your thoughts or their statements. Q. A candidate feels that their initial interview did not run smoothly and is requesting a second interview. Is this okay? A. It's a good idea to discuss this possibility before you interview any candidates and decide as a Selection Committee what you will do if this becomes an issue. In this way you will be able to treat all candidates equally and have a response ready ahead of time. HiringQ: I received a number of applications for leadership opportunities within my CSO. How do I know what questions to ask of the candidates? A: Review the job description for each of the leadership opportunities then identify the aptitudes necessary to effectively fulfill the requirements for each position. Determine what skills can be learned on the job and what abilities the candidate needs to be a successful match with your organization. This exercise will make it easier to develop interview questions. And don’t forget - consult with your Advisor. Performance Planning and FeedbackQ: I received a number of applications for leadership opportunities within my CSO. How do I know what questions to ask of the candidates? A: Review the job description for each of the leadership opportunities then identify the aptitudes necessary to effectively fulfill the requirements for each position. Determine what skills can be learned on the job and what abilities the candidate needs to be a successful match with your organization. This exercise will make it easier to develop interview questions. And don’t forget; consult with your Advisor. TrainingQ: Why does my advisor think it's a good idea to invite someone outside of our organization to facilitate part of our staff training? A: Although trying to prepare the training of your organization on your own may seem like an efficient way of planning ahead, getting someone else to help may actually be more effective. A facilitator, such as your CSO Advisor or another member of the CSL staff, can facilitate your staff training by integrating various learning styles. This also gives you the opportunity to participate in the training alongside your team. This is not to say that you cannot lead certain aspects of your staff training, so once again, have a discussion with your Advisor to talk about what approaches may work best with your specific group. Q: Why do I need to ask my colleagues their thoughts on the assignment request process if I’m in charge of supervising the student assistants? A: Your fellow colleagues bring a variety of skills, education and experience to your organization. By listening to their ideas and synthesizing them with your own, you’ll devise great processes for the way your organization should run. Although YOU supervise the student assistants within your organization, they are there for the benefit of the whole organization and not only yourself and your position. Therefore, the input of other leaders of your organization and the student assistants should be considered when making decisions regarding such processes. Supervising Your PeersQ. What should I do you when an employee is not performing job duties or meeting departmental expectations? A. Clarify job duties and expectations. Meet with the employee at the time of hiring and as needed throughout employment as expectations change. Review the Termination and Discipline handout, see section Disciplinary Action/Involuntary Termination. You should also consult with your Advisor for additional support.
Yes there are. See Santa Clara University Student Employment Guide. Q. Who can I contact if I have questions regarding discipline? A. The Career Center is available to answer questions you may have regarding appropriate procedures to follow when disciplinary action is necessary. Please feel free to contact Nancy Myrback at X4422 or nmyrback@scu.edu or your Advisor. BudgetQ: How long will it take to get my cash reimbursement? A: Click here for information.
A: It will generally take one week from the date the Payment Request is turned in to the Accounting Department for a check to be issued. Note: not one week from the date YOU turn in request. If checks are being mailed, that may effect the date and location where it is received. Keep in mind that unless other arrangements have been made, Arcelia will distribute all checks.
A: There are two ways to make a purchase at the Bookstore - You can either use your organization's "bookstore purchasing charge card" or pay for it yourself and get a reimbursement. If you use the bookstore purchasing card, your organization will receive a 20% discount on most items. The card also allows for automatic internal billing - no more paperwork is needed!
A: Click here for more information.
A: HP toners and cartridges, copier paper (white and pastels), furniture, computer or computer peripherals, telecommunication items, and any item over $500.00. Q: What happens if I lose a receipt? A: If you lose a receipt, document the expense in writing to include date and amount of purchase, name and address of vendor, and your signature.
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A: A Social Security Number (or Federal Tax ID Number) is needed when the payment being made is a form of income for the recipient. Typically we would need a SSN for performers, entertainers, speakers, and service providers. Additionally, in some cases the University may need to withhold taxes. Consult with your advisor for more information.
A: Click here for more information.
A: A budget is a plan, and plans change. Say you have a budget in "operating supplies" and no money in "subscriptions." You want to subscribe to a magazine and have enough flexibility in the "operating supplies" budget to cover the cost. Go ahead and expense it to "subscriptions" - the account with no budget - and make a note to decrease your "operating supplies" budget by the amount expensed.
A: On a monthly basis you will receive budget reports for your organization. There will generally be two reports - a year-to-date summary and a detail of all the transactions within the last month. It is important to review and reconcile these reports with your records. Just like your personal checkbook, you need to confirm all the transactions and make corrections if necessary. And don't forget to look and plan for those "mystery expenses" like mail, copies, and phone.
A: Talk with your advisor, Arcelia, or Jon Gray. MotivationQ. How can I be cost effective when rewarding staff for a job well done? A. Although we may traditionally associate rewards with a material good, simply thanking someone in person or with a note can prove very gratifying for staff members. Try to be creative, using poster paper to create a giant "thank-you" poster or create a card on the computer and have other staff members sign it. Receiving a plaque or certificate is a wonderful method of keeping staff motivated, but not the only way. Also, don't wait until the end of the year for recognitions and celebrations of your staff. Remember to also thank and celebrate people throughout the year.
A. This will vary according to each CSO. Having snacks, candy, or drinks available at weekly meetings can help. Meeting at a different location or outside (as your organization and weather permits) might help. Be creative. Talk to your Advisor, other CSO's and your own staff for ideas.
A. This may vary according to your staff. One method of determining which is better is to ask each employee what they prefer. Perhaps you can ask during your training process. Some staff members may prefer a one-on-one thank-you, yet others may appreciate the public recognition or to be recognized by being given more work or responsibilities. Running Effective MeetingsQ. How do I know when to schedule a meeting and when? A. It will vary according to each CSO. Generally, if your organization is responsible for planning weekly or bi-weekly activities plan on scheduling a weekly meeting. One effective method of determining when to convene is for one person to gather the schedules of all members and find a time that works for everyone. Remember to be flexible as everyone has different demands on their times. Q. Who is responsible for compiling the agenda? A. This too will vary according to each CSO. For example, with Senate the position of Secretary is responsible for compiling the agenda. If your organization does not have a specific position designated to handle this, you can elect one person during the initial weeks of hiring or all members can take turns being responsible for the minutes of a different meeting. Don't forget to share your meeting minutes with other members of your organization who did not attend the meeting. Q. How far in advance should an agenda be completed? A. The agenda should be completed approximately one day prior to the meeting. This will allow the individual responsible for compiling the agenda sufficient time to organize and plan the meeting. Although time should also be allowed for last minute issues that pop up. You can try to minimize this by suggesting issues to be discussed be emailed to the appropriate individual prior to the meeting. Stress ManagementQ: Is stress always bad? Sometimes I feel energized by stress. And I'm more productive when I'm busy. A: Moderation is the key. We need to be able to "tune" ourselves so we function optimally. This requires us to take the time to check in with ourselves and listen to our inner voices and be attuned to our moods and physical functioning. There is a saying that "If you want to get something done, give it to a busy person." Often busy people have excellent time management skills and efficient work habits. It's important for such people to reflect and to get feedback about whether their busyness interferes with their personal relationships and health. Stress for someone in a leadership position like you, it may affect your availability to your membership. It may result in your being so overextended you have trouble completing things or doing them well. Also, some people are built to be sprinters and others to be long-distance runners. Neither is good or bad. The issue is whether their bodies are sending them warning signals. Listen to your body; the body never lies.
A: Stress management takes a commitment of discipline and effort to be effective. You may be employing many of the strategies already without even knowing it. Probably the most important thing is to develop a sensitivity to your physical and emotional well-being. When you begin to sense you are out of balance, look over the list of suggestions and choose one you think you will be able to practice and incorporate into your life style. Conflict ResolutionQ: Two of my staff members are experiencing a conflict. How do I keep from getting too personally involved and still help them resolve the conflict? A: First of all, determine if you should be mediating the conflict or if the two of them can resolve the conflict on their own. Offer this site as a helpful tool for them to review together. If it is best for you to mediate the conflict, review the information on this site and determine an appropriate place (not in your office) and time to meet with them in the next day. Don't wait too long or the conflict might escalate. Also determine the extent of the conflict because it may be a slight misunderstanding more easily resolved between the two of them. If you would like additional support, contact your Advisor, a member of the CSL staff, or Matthew Duncan in the Office of Student Life.
A. As you know, this is difficult to answer because it depends on the situation. Generally speaking, it usually is best to address the situation sooner rather than later. That might mean meeting with both individuals together, separately, or only meeting with one of them. Delaying on addressing it may be appropriate if the involved parties need time to regain perspective, but they should probably be told of this. Talk to your Advisor or contact Matthew Duncan in the Office of Student Life for additional support. Professional CommunicationQ. How do I know which form of communication is the most appropriate? A. After reading what each type of communication is, you should have a better idea of which form is most appropriate. However, if you are still having trouble, talk to your advisor or come down to the Center For Student Leadership. We'll be happy to help. Q. How often should I call someone or email them if they are not responding to my emails or phone messages? A. It is important to give at least a week for people to respond to an email message or phone message unless the matter is urgent. If a week goes by, it is appropriate to send a reminder email or make another phone call. If you still do not get a response, you may want to find out if they are out of town or talk to their supervisor to make sure everything is okay. Q. Why does confidentiality matter? A Often, when in a meeting, you will gain knowledge that might not be appropriate to take back to others. It is important to maintain confidentiality in order to maintain the trust of the people you work with and also to prevent problems in the future. Q. How should you address someone? A. It is always appropriate to address people as Mr. or Ms. instead of Dr. or Professor and have them correct you unless you know what they prefer. |
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