The document provides guidance for organizations on conducting performance reviews for new hires during their first 90 days of employment. It outlines the hiring process from vacancy to induction, including recruiting, interviewing, selecting candidates, onboarding, and conducting a 90-day review. The 90-day review is intended to evaluate the employee's fit for the position and assess their potential for future success in the role. Areas of evaluation include attendance, job knowledge, increased responsibility, communication skills, and working relationships. The review also identifies developmental needs and makes an action plan to address areas for improvement.

1. The Hiring Process:
Recruitment & Selection
GUI DANCE FOR HI RING: FROM VACANCY TO FI RS T 90 DAYS
Contents
The Hiring Process: Recruitment & Selection................................................................................2
Interview Guidance & Process Notes..............................................................................................4
Candidate Interview Worksheet.......................................................................................................5
References Check Tool & Guidance...............................................................................................8
New Hire 90-day Performance Management Review...................................................................10
Performance Management Action Plan.........................................................................................13

2. The Hiring Process:
Recruitment & Selection
Guidance for hiring: from vacancy to first 90 days
Vacancy Identified
As a jobvacancy ismade available,the ProgramDirectorworkswiththe Executive
Directorto make a decisiontohire a candidate thatis a clear job/personfitand
job/organizational fit. The goalsinhiringare twofold:the person mustmeetthe
businessneedsof the organizationandthe personmustfitthe organizationculture.
Program Directoranalyzesbudgettoensure funds maybe allocatedtothe positionand
time maybe allocatedto the hiringprocess. Once the Executive Directorapprovesthe
hire,hire date,andcompensationpackage,the ProgramDirectorworkscloselywiththe
Directorof Operationstodrafta jobdescription andad(as needed) forthe available
positionbefore conductingasearchor advertisingonjobboards, careerwebsites and
variousothersocial media,andproceedwiththe hiringprocess.
Vacancy Advertised
While the ProgramDirectormay promote fromwithinorhire someone fromthe
volunteerpool,all jobsmustbe advertisedpublicly,if onlybrieflyonthe organization’s
website. The ProgramDirectorandDirectorof Operations conducttalentsearch to
identifythe bestcandidates, takingintoconsiderationperson/joband
person/organizationfit. The jobvacancy may be postedon jobboards such as Idealist,
Indeed,Craigslist, andLinkedIn,dependingonthe positiontype, tobroadenthe scope of
the talentsearch. The Program Directorreviewsapplicantsthathave applied,searching
for the ideal candidate tofill the position,keepinginmindthe culture of the
organization. ProgramDirectorthenschedules andconductsthe interview processfor
the selectedcandidates. All applicationsmustbe collectedandsavedinthe central
office tomeetlegal requirements of fairhiringpractices.
Select Candidate
The Program Directorconductssecondroundinterviews,if necessary,conductinga
more in-depthinterviewand narrowingthe talentsearchforthe position,while
providingbehavior/situational basedquestionstoensure the individual isthe rightfit
for the organization. Once the ideal personisselectedforthe position, the Program
Directorupdatesthe Executive Directorandorallyoffers the candidate the position.
Once accepted,the Executive DirectorandDirectorof Operations draftofferletter,scan
and email tothe Program Director.The ProgramDirector completesthe hiringand
inductionprocess.
Executive
Approval of
Hire
Clear J/D with
Directorof
Operations
Decide how to
Advertise
Conduct talent
search
Program Director
interviews
candidates
Save applications
for Chicago files
Conduct second
interviews
Program Director
makes offer
orally
Executive Office
writes offer letter

3. Collect Documents
Once the candidate has acceptedthe offer,the ProgramDirectorinvitesthe new-hire in
for orientation/onboarding. The Directorof Operations ensuresthe ProgramDirector
has the new-hire packetof documentsforonboarding. Inadditiontodocumentsthat
may be requiredlocally,essential documentsinclude:
 Employee InfoSheet
 I-9
 W-4
 DirectDepositEnrollment
Documentsmustbe returnedtothe Executive Office withatleast twoworkingdaysto
processdocumentsandaddto payroll.Inshortertimeframes,the new-hire’shourswill
be includedinthe subsequentpayperiod.
Final Decision/Process complete
The Director of Operations createsapersonnel file inthe central office(toincludethe
legal documentsessential tohiringandpayroll) and processesdocumentation/
paperworkforthe selectednew-hire.The ProgramDirectorcreatesapersonnel file
locally,toinclude the individual’sjobdescriptionandsubsequentdocumentsrelatedto
performance. Generally,the twofilesdonotoverlap. The new-hirethenbeginsthe
onboardingandtrainingprocesswith hisorher ProgramDirector.
Induction
The firstthree monthsof employmentisprobationary;itallow the organizationto
conduct necessarybackgroundchecks,trainthe individual,provide feedback,and
ensure the employee isagoodfitand suitable forpermanentemployment.Program
Directorsare responsible forensuringthe InductionProcessiscompleted—see Induction
Guidance andTool—includingthe 90-dayreview.
Program Directorsare responsibleforensuringnew employeesunderstandthe
organizationandhisor herresponsibilities.Welcomingnew employeesintothe
organizationmeansconveyingourorganizationcultureandnorms.Employeesshould
understandthe nature of our workas it stemsfrom our vision,mission,values,
strategies,andobjectives.Employeesalsoneedtounderstandtechnical aspectsof our
work,includingpolicies,procedures,organizationstructure,how togetaroundthe
facility,detailsof the workdayand schedules. The employee’sresponsibilitiesasthey
relate tojob dutiesandexpectationsmustbe reviewed,aswell,sothe employee learns
standardsfor qualityincommunicationandjobperformance.
For moredetails or questions,contacttheExecutiveDirector, Director of Operations.
Candidate accepts
or declines offer
Program Director
schedules
orientation
Program Director
completes hiring
packet
Personnel file
created at central
office
Program Directior
creates personnel
file locally
Onboarding
process begins
First three
months is
probationary
Background
checks are done
is necessary
Ensure employee
is a good
fit/provide
deeback

4. Interview Guidance & Process Notes
Ask questions in any order. Keep the process the same for all
candidates – questions asked and information provided need to be
consistent so as to protect the organization from any claims of
discouragement or discriminatory practices.
1. Try assessingeachof the position'sessential functionsinlightof three basicquestions.
a. What mustan applicantknow? (examples:knowledgeof software orpersonal computers)
b. What musthe or she be?(examples:punctual orwell organized)
c. What musthe or she have? (example:aspecializedcertificate,skill, experience)
d. What skillsare notnegotiable,meaning:whatisneededondayone?
2. Keepthree rulesinmind:
a. Askquestionsthatfocusonpast employmentperformance.Avoidquestionsthataddress
the candidate'spersonal lifestyle orhabits
b. Askquestionsthatrelate toyourlistedskill,ability,knowledgeorexperiencerequirements
c. Askgenerally the same questionsof all candidates.
3. Avoid:
a. Closedquestionsthatrequire merelyayesorno response
b. Multiple questionsthatrequire severalanswers
c. "Loaded"questionsthatforce achoice betweentwoalternatives
d. Questionsthatare illegal anddealingwithareasthatare notfactors forjob performance,
such as gender(if youwouldnotask a questionof aman, do notask it of a woman,and vice
versa), age,race, religion,veteranstatus, marital status, medical conditions (donot make
medical judgmentsordisqualifya candidate on factorsthat are purelymedical innature),
and disability(itisillegal toaskaboutthe nature and/or severityof the disability, the
conditioncausingthe disability,if the applicantwill needtreatmentorspecial leave because
of the disability,oraboutanyprognosisor expectationregardingthe conditionordisability).
4. Take notes:
Takingnoteswill helpyourememberdetails of the interview;however,writingnotesduringthe
interview couldbe distractingandupsettingtoa candidate.If youplanto take notes,explainbefore
the interview startsthatyouwill be takingnotesorrecordingthe candidate'sresponses to
interviewquestions sothat youwill nothave to relyonmemory.Thisshouldhelpreduce suspicion
and nervousness.Make sure youmaintainsome eye contactwhile youare writing.
5. Close ona propernote:
a. Afterthe interviewer(s)have exploredall performance factors, he/she canask
the candidate if he or she hasany questions,needsclarification,oranythingtoadd.
b. Askthe candidate if he or she isstill seriouslyconsideringthe position.
c. Thank the candidate for coming,and
d. Explainyournotification process--whenadecisionwill be made,whetherasecondinterview
will be conducted,andhow candidateswill be notified.
e. Remembertosmile,shake hands,andleadthe candidate tothe door.

5. Candidate Interview Worksheet
Questions, space for notes, scoring table
Candidate Name:
Date of Interview:
Location (office,phone):
Name ofInterviewer(s):
Personal Presentation
Strong candidateswill display thefollowqualities. As partof the interview,check off items thatapply.
 Comesacross inthe interview assomeonewhowantstobe there,iscandid,andfullyinvestedin
the conversation.
 Arrivesontime,ideallyabout10 minutesearly.(Donotcheckif candidate arrivesmore than30
minutesaheadorat all late.)
 Dressesneatly, professionally,suchasslacksand dressshirt.(Jobattire mayvary.)
 Talksin termsof what the organization/interviewerwants.(Toooften,intervieweesthinkonlyabout
whattheywant and don’trealize thatthe bestwayto getwhat theywantisto meet the needsof
the organization,andonlythenexpectthe interviewertogive themwhattheywant,notthe other
wayaround.)
 Candidate isconfident,optimistic,reliable,energetic,andengaged.
 Candidate displaysconsistentvocal tone andminimal bodymovements.(Inajobinterview setting
whenan interviewerismakingadecisionbasedoncompetencyandfitwithinthe organization,the
mostsuccessful candidateswill be calmandcomfortable,notfidgeting.)
 Explainsanswerstointerview questionshonestly, inathoroughandpositive manner.Candidate
explainsideascoherentlyandeffectively.
 Adaptsto the interviewer’sconversationstyle.
 Thanksthe interviewerfortakingthe time tomeetthem. (Note:watchfora follow-upemail ornote
thankingyouforyour time.)
 Has good posture.Doesn’tslouch,focusesonthe interviewerorthe whole panel of interviewers,as
applicable.Mayleanslightlyforward,keepinglegsstraightoutinfrontandnot crossed.Keepsarms
on the table infront.
 Candidate isprepared(withresume),asksthoughtful questionspertainingtothe position,
organization,orhomelessness.
 Total CheckedItems

6. Values & Culture
(to demonstratecommitmentto service,communication,teamwork,humility)
1) Why do you wantto workin service to peoplefacing homelessness?
2) Whatmotivatesyou to putforthyourgreatesteffort?
3) Describe yourideal team environmentatwork.
4) Howdo you like to be recognized foryourwork? How do you show appreciation forcolleagues,
superior,or subordinate?
5) Describe whatyou haveaccomplished toward reaching a recentgoal foryourself?
Skills, Experience, Education (Adapt questions to the position required)
6) Whatexperience (ortransferableskills) do you havemanaging operations(insertjob duties) in a
non-profit?
7) Whatpastposition did you enjoy themost? The least? And why?
8) In whatwaysto do think you can makea contribution to ourorganization?
9) Describe an exampleof when you werenot sureof an answer,how do you proceed?
10) Give an exampleof howyou would evaluateyourability to deal with a conflict?
Work Style
11) What type of work environmentisbestforyou?
12) Describe ahighpressure situationyouexperienced.How didyoudeal withit?

7. 13) What didyou like bestandleastaboutyourlastposition?
14) What do youexpectandneedfromyoursupervisor?
Comments
Interview Scores
Section A
Personal
Presentation
Section B
Values and Culture
Section C
Skills and
Experience
Section D
Work Style
Average
Score
4—Strong—meetsknowledge,skills, abilities;fitsDepaul USA’sculture
3—Good—willneedsome training&developmentinanon-critical area
2—Average—wouldrequire alotof training& development/coachinginacritical area
1—Weak—doesnotmeetthe organization’scriteria
Decision
 Extend offer
 Decline
 Call for additional interview

8. References Check Tool & Guidance
Guidance, sample questions, space for notes
Candidate Name:
Date of Interview:
Location(office,phone):
Name of Interviewer(s):
 Introduce yourself tothe personof referenceforacandidate reference screening.
 Verifycandidate’sdatesof employmentwithpersonof reference.
 Askpersonof reference fora summaryof the candidate’sworkethicandworkstyle behavior.
 Askabout whatwe,Depaul USA,can do to helpthispersonsucceed.
 Thank personof reference fortakingoutthe time fortheirreference backgroundcheck.
 Tailorquestionstothe position/reference,see page twoforsample questionsforfurtherguidance.
 Repeatprocesswitheachreference person.
Reference 1:
Name of Reference:
Contact info(phone):
Relationship:
Comments
Reference 2:
Name of Reference:
Contact info(phone):
Relationship:
Comments
Reference 3:
Name of Reference:
Contact info(phone):
Relationship:
Comments

9. Sample Questions
 Openingthe conversation - Please tell me alittle bitaboutyourself andhow youknow the
candidate?(Howlong,inwhatcontext,how oftenwere youincontact?)
 General impressions- Howwouldyoucharacterize yourexperience workingwiththisperson?
 Personal attributes - What kindsof personal qualitiescome tomindwhenyouthinkof him/her?
 Achievements- What impacthas thispersonhadon the organization?Inhis/herdepartment?
What are his/herbiggestaccomplishments orkeycontributionstothe organization(examples)?
How doesthispersoncompare withotherexecutivesinsimilarpositionsinyourorganizationor
comparable organizations? Whatkindof legacydidthe candidate leave?
 Leadershipskills- Howwouldyou describe his/herstyle of leadership?
 Strategic thinkingabilities- What involvementdidthe candidate have indevelopingthe
strategies forthe departmentororganization?
 Internal and external communicationskills- How wouldyoudescribe the candidate’s
communicationskills:verbalandwritten? How well doesthispersonlisten?How doesshe/he
engage people? Howoftenanddidshe/he keephisorhersupervisors?
 Areas for developmentandsupport - Giventhatno one isperfectandeveryone hasareas in
whichhe or she can improve,canyoudescribe anyareashe/she canor shouldcontinue to
develop? Howcanwe helpthispersonbe successful?
 Closing- Howwouldyousummarize him/herasa candidate forthisposition? Wouldyouhire or
workwithhim/heragain?If not,whynot? Is there anythingelse thatIshouldknow about
before movingthe candidate forwardinthe process?
 Farewell and follow-up- Thankyou somuch for yourhelpandinsight.Doyou mindif I contact
youagain incase I have additional questions?

10. New Hire 90-day Performance Management
Review
Employee Information
Name of Employee
JobTitle Date of Review
Program City Supervisor/Reviewer
ReviewPeriod:
(StartDate)
90-day Review
Date:
Thisreviewisdesignedtofacilitate aperformance conversationbetweenanew hire employee andthe
supervisoratthe endof the 90-day probationaryperiod.The supervisoristoevaluate the individualin
termsof fitwiththe positionaswell asassessthe potential forthe employee’sfuture successinthe
role.
Performance Management meeting/goals
 Discussall areasof performance (jobknowledge,skills,strengths,weaknesses,andcapabilities)
 Recognize all mannerof contributiontothe organization’smission.
 Identifydevelopmentalneeds(areastoimprove onforcontinuingpersonalandprofessional
growth)
 Identifywhatneedsdirectattentionforthe relationshiptobe successful
 Make an actionplanto addressareasto work on (training&development,change of duties,future
goals,and a time frame whentomeetnext)
 Reviewandupdate jobdescriptionasneeded
Evaluation Criteria
Please evaluatethe employee againstthe criterialistedbelow usingaratingof doesnot meetdemands
and meets demands. Please writeYESor NO.
_______ ATTENDANCE & PUNCTUALITY – Please rate the employee’sattendance including
timelinessinarrivingto/departingfromworkaswell asreturningfromlunchand
breaks.Has the employeedemonstratedanappropriate workethicandcommitmentto
the job?
Comments:
_______ JOB KNOWLEDGE & UNDERSTANDING OF RESPONSIBILITIES – Please rate the
employee’sabilitiestodothe work assigned,tounderstanddirections,andto

11. effectivelyapplytraining(formal orinformal) to the actual work.Doesthe employee
understandthe issuesrelevanttothe departmentandthe workthatmustbe done?
Comments:
_______ INCREASED RESPONSIBILITY & WORK QUALITY – Please rate the employee’sabilityto
assume increasedresponsibilityandcontrol overhis/herscope of work.Hasthe
employeedemonstratedthe abilitytocompleteassignedwork?How isthe qualityof
the employee’swork? Isthe employee’sworkgenerallyof highqualitywithouterrors,
accurate and neat?
Comments:
_______ COMMUNICATIONSKILLS & INTERPERSONAL SKILLS – Please rate the employee’s
abilitytoinform,listen,follow directions,provide follow-upandworkeffectivelywith
othersina courteousmanner.
Comments:
_______ ORGANIZATIONSKILLS – Please rate the employee’sabilitytomanage workdetails,
organize workintoreasonable andthoroughplans,andsetobjectivesandpriorities.Has
the employee demonstratedanabilitytoworkefficientlyandeffectivelywithinthe
organization?
Comments:
_______ INITIATIVE – Please rate the employee’swillingnesstothinkandreachbeyondscope of
responsibilitiesrelatedtothe job.Hasthe employee startedandfinishedworkwithout
prompting?Doesthe employee displaycreativityinseekingsolutionstoproblems?
Comments:
How to Address Employee with Deficiencies in One or More Areas
1. Takingintoaccount the deficientareas,isthe individual:
 Improving
 Coachable
 Committed
 Trainable
 Happy withposition

12. 2. Will an actionplanremedythe areasof deficiencies? (i.e –trainings,coaching,mentoring,and
readjustingjobduties.
Action Plan/New Goals: Feedback to Employee
Use attachedtool as needed. Employee withdeficienciesmusthave signedactionplan.
Revisitactionplanatnextreviewdate orincident.

13. Performance Management Action Plan
Name (staff memberunderreview):
Name (supervisor):
Date of review:
Topic AgreedAction By whom By when
Employee signature:
Supervisorsignature:
Date: