Navigating the

City of Madisons
Hiring Process
Applicant Preparation Guide

12/21/2015
City of Madison Human Resources
Navigating the City of Madison Hiring Process

Table of Contents
INTRODUCTION .............................................................................................................. 1
JOB ANNOUNCEMENT ................................................................................................... 1
Job Interest Cards ............................................................................................................ 3
APPLICATION PROCESS ................................................................................................ 4
The NEOGOV Application............................................................................................. 4
Completing the Application ............................................................................................ 6
Cover Letter .................................................................................................................... 7
Resum............................................................................................................................ 7
SCREENING PROCESS .................................................................................................... 8
NOT MINIMALLY QUALIFIED ...................................................................................... 9
EXAM PROCESS ............................................................................................................ 10
EXAM TYPES.................................................................................................................. 11
Written Exam ................................................................................................................ 11
Performance Exam ........................................................................................................ 11
Comparative Analysis/Resum Screen/Application Assessment ................................. 11
Supplemental Questions/Achievement History Questionnaire (AHQ) ........................ 12
Oral Board ..................................................................................................................... 12
ELIGIBILITY LIST.......................................................................................................... 13
REFERRAL ...................................................................................................................... 13
INTERVIEW PROCESS .................................................................................................. 13
Before the Interview - Advance Preparation ................................................................ 14
During the Interview - Communication ........................................................................ 17
Conclusion of Interview ................................................................................................ 18
Following the Interview ................................................................................................ 18
JOB OFFER ...................................................................................................................... 19
CONCLUSION ................................................................................................................. 19
APPENDIX A INTERNET RESOURCES FOR DEVELOPING COVER LETTERS
AND RESUMS .............................................................................................................. 20
APPENDIX B SAMPLE BEHAVIORAL INTERVIEW QUESTIONS ...................... 21
APPENDIX C SAMPLE TRADITIONAL INTERVIEW QUESTIONS ..................... 22
RESOURCES ................................................................................................................... 24

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INTRODUCTION
The City of Madison is an equal opportunity employer functioning under an affirmative action
plan. The City employs more than 3,000 full-time, part-time, and hourly employees who provide
services to City residents. As an employer, the City strives to provide a work environment
where:
Creativity is encouraged.
Diversity and differing opinions are valued.
Continuous learning and improvement are fostered.
Teamwork and open and honest communication are encouraged.
Meeting customer needs through quality service is a shared goal.

The City of Madison is committed to hiring talented and diverse individuals. The City operates
under a Civil Service system, which is a set of rules defining how an individual is appointed to a
permanent position, among other things. The Civil Service system is designed to ensure that all
job applicants have an opportunity to be selected for a position. This means all permanent
positions will be announced, and will generally include a testing component. The information in
this guide is being provided to help applicants better navigate through the Citys Civil Service
hiring process.

The Citys application process is entirely online, using a system called NEOGOV to post jobs
and have applicants apply for positions. All communication with applicants is done online
through email. Applicants needing assistance with the application process and/or those without
computer access are encouraged to visit one of the nine Madison Public Libraries. Library staff is
familiar with the online NEOGOV system and is available to help the public.

JOB ANNOUNCEMENT
The Citys hiring process begins with a job announcement. All job announcements are posted on
the City website at www.cityofmadison.com/hr/, as well as on bulletin boards within individual
City agencies. Vacant positions are also announced on the Job Opportunity Line (608-266-6500),
which is updated each Friday
afternoon.

Positions are posted in a

variety of formats, and may
restrict who is eligible to
apply. An open competitive
recruitment means anyone is
eligible to apply. Other
postings may be limited to a
specific group of applicants
such as: City employees;
employees in a particular
bargaining unit; or employees
of a particular Department/

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Division. If a job is posted to all applicants, it will be found under the Job Openings box on the
HR website. Jobs under the Current City Employee Job Openings will be restricted to current
employees of the City and should not be accessed by the general public. People applying for
these jobs who do not fall into the group that is being recruited for (City Employees, Employees
of a bargaining unit, etc) will automatically be screened out of the process.

In order to access the job openings, click on the Job Openings box on the HR website. At this
time, the screen on the right will appear. This
screen gives information about the hiring
process, and also lists the job openings that are
available. The available jobs will be towards
the bottom of the screen, depending on the
size of the monitor being used. In fact, you
may need to scroll within the window to find
the job openings.

The first openings will be for permanent

positions. The first column lists the position
title, followed by the employment type
(permanent, acting, limited term, and full-time
or part-time), the salary, and the closing date.
The closing date is the last date applications
will be accepted, and generally the closing
time is 11:59 p.m. on the closing date. Scrolling down further within the job opening window
will reveal any hourly/seasonal opportunities that are available. The same information will be
listed for these postings as for the permanent positions. (City employees can access job openings
limited to certain City employees by clicking on the Current City Employee Job Openings box,
and the same information will be on that screen.)

If there is a job that is appealing, in order to access more detailed information about the position
and to apply, simply click on the position
title. Doing this will display the full job
announcement. The specific details of the
position are listed on the job announcement
and include:
Job Title;
Closing date and time for the
posting;
Salary;
Compensation Group and Range;
Job Type - permanent, limited term,
full-time, part-time and/or hourly;
Department/Division;
General DescriptionThis section
will indicate whether the posting is
limited to a specific group. If there

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is no limiting language here, then the posting is open to all applicants;

Examples of Duties and Responsibilities;
Knowledge, Skills and Abilities required for the position;
Training and Experience the minimum qualifications required to continue in the
selection process; and
Special Requirements required licenses or certifications, physical requirements, etc.

Please note that while all positions have training and experience requirements listed, most
positions also include language that says Other combinations of training and/or experience
which can be demonstrated to result in the possession of the knowledge, skills and abilities to
perform the duties of this position will also be considered. This means that even if you do not
possess the required experience or degree, you may still be considered if your work history
demonstrates that you otherwise have obtained the knowledge, skills, and abilities required to
perform the duties of the position. It is important that your application is detailed enough to
allow the HR Analyst reviewing the position
Sign up for
email
to make that determination.
notification of
new job Benefit information associated with the
announcements position may also be viewed with the job
announcement. Some job announcements
may include supplemental questions to be
answered by applicants when applying for
jobs. The benefits information and/or
supplemental questions may be accessed by
clicking the respective tab on the job
announcement.

The duration of the recruitment period varies and is dependent upon many factors, including
labor contract language, level of the position, specialty of the position, and the anticipated
number of candidates that are expected to apply for the position. For example, an hourly laborer
position that has minimal training and
experience requirements can expect to
generate well over 100 applicants in a week
whereas a specialized high-level manager
may not generate 20 candidates in a month.

Job Interest Cards

Applications are only accepted during the
recruitment period. The City does not
accept unsolicited resums. Individuals are
encouraged to complete and submit an
electronic Job Interest Card when they are
considering employment with the City. This
will ensure they are notified via email of
vacant positions of interest upon posting. A
Job Interest Card can be completed at

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http://www.cityofmadison.com/HR/employment/StayInformed.cfm and is valid for one year.

Clicking on the box titled Stay Informed on Job Opportunities will also bring you to the Job
Interest Card screen. Once here, you can select any and all job categories with jobs that you may
be interested in and when a job is posted that falls within that particular category, you will
receive an email notification.

APPLICATION PROCESS
The NEOGOV Application
When a position of interest is posted, individuals
will apply online. Once in the job announcement,
there will be a button called Apply. By clicking
on this, applicants will be brought to a log-in
screen, pictured at the right. First time users must
create an online NEOGOV account, and select a
Username and Password. You will also be
required to provide an email address as part of the
set-up process. Numerous free email providers
exist, including Google, Yahoo, and Hotmail. This
email address will be the way the City contacts
you throughout the application process. Detailed
instructions on setting up an account and applying
for jobs are available in the Online Employment
Application Guide which can be found at
www.governmentjobs.com/AgencyInstructions.cf
m?&topheader=madisonwi. Once an account is established, an application template can be
created and saved, which will be available to use in applying for future job openings. While the
master profile will ask for a notification preference, paper or email, the City of Madison will
only communicate with applicants via email. It is important when applying for a job to
regularly check your email account that you use to create your NEOGOV account to receive
updates of your status in the process.

Please be aware that if you just log into NEOGOV without

going through the job announcement, you will be invited to
create an application template. However, you will not be able
to access the application for a particular job opening without
pressing the Apply button on the actual job announcement.
If you create an application template, and you do not receive
a message at the end that you have successfully applied for
the position (see the message at the left), you have not
applied for the job and your application cannot be
considered!

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Once you have logged into

NEOGOV through the Apply
button on the job announcement, the
job application will appear. The job
application generally has a number of
sections, including
Job Application (contact
information, personal
information, education, work
experience, etc.),
agency-wide questions,
supplemental questions (if
any),
a confirmation screen where
all the information can be
reviewed, and
certification and submittal.
The agency-wide questions may vary by job announcement, and may include information such
as criminal history, driving record, veteran status, Equal Employment Opportunity (EEO) data,
etc. Positions may have different agency-wide questions, so even when using an existing
application, you will need to go through this step. When you answer the EEO questions, be
aware that this information is kept confidential in Human Resources and is not shared with the
hiring agency.

If supplemental questions are asked as

part of the application process, it is
important to include responses as
directed. Some questions require the
applicant to attach a written response to
their application. These responses can be
Attach prepared in Word or other word
supplemental processor and uploaded to the
question responses application. Failure to respond to the
and other required questions at the time of
documents here application may disqualify an applicant
from continuing in the process. See the
Testing Process section for more
information on supplemental questions and responses.

Once you have completed all sections of the application, you will be given the opportunity to
review the application. Following that, you will be shown the notice to the right and asked to
accept. This notice confirms, among other things, that you have provided truthful and accurate
information on the application. False information on the application will be grounds for removal
from the selection process (and may bar you from future applications). Finally, while you may be
able to submit more than one application during the period of the job announcement, only the

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application that is submitted closest to the

closing date of the job announcement will be
considered. This does allow you to go back
and attach documents if you forgot the first
time, such as supplemental question responses.
Once you click Accept, your application is
submitted and you will receive the notice
shown on page 4. Again, if you do not receive
this notice, you have not applied for the
position. If you click Decline, your
application will not be submitted or
considered as part of the selection process.

Completing the Application

Here are some tips to keep in mind when filling out your job application:
Be thorough, listing all relevant education, work and/or volunteer experiences, training,
skills, certifications and references, highlighting duties and responsibilities that are
pertinent to the position being sought.
Include specific dates of employment, including month
and year, as well as detailed job duties.
If you are applying for a position that is in a restricted
category, such as bargaining unit, your application must
include the position that shows you are a member of the
restricted category. Do not assume that Human Resources
is aware of where each of the Citys over 3000 permanent
and hourly employees work.
Complete every line on the application, thoroughly
responding to every question exactly as requested.
Be sure to proofread the application and correct any typos.
It is best to contact in advance anyone who you are considering listing as a reference to
verify their willingness to provide the reference and to ask what they would say if you
use them for a reference. An unwilling or unaware individual may not provide the most
favorable reference.
Since you are able to reuse your existing applications for newly announced positions, it is
important to verify all information in the application before submitting it each time to
ensure completeness, accuracy and relevancy. You may also want to update the objective
field. Any new skills, education or experience should be added. Attachments, such as
answers to supplemental questions from prior job announcements, should be removed
when applying for a new position.
If you want to update your application after submitting it, but prior to the closing date,
you may submit another application with the updated information. However, HR will
only consider the most recent application in the system when evaluating for the positions
minimum requirements. Once the job announcement is closed, however, you are not
able to edit the application you submitted for that particular job.

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You will be evaluated to determine whether you are minimally qualified for the position based
on this application, and the information you include or exclude, and the appearance of the
finished product set the tone for the entire selection process. Your application provides a first
impression of you as an employee, and that impression stays throughout the process. Hiring
managers will review the submitted application materials and see the effort put forth while
applying for the position, which may be viewed as a reflection of an applicants motivation and
engagement.

In addition to filling out the NEOGOV application, you have the ability to attach relevant
documents to your application, such as cover letters or resums. While not generally required, if
you choose to attach a cover letter and/or resum, the cover letter and resum should not include
photos or personal information, such as marital status, children, age, height, weight, race,
religious beliefs, hobbies, etc. Only job-related information should be included.

Cover Letter
Although not required, you may want to provide a cover letter to express interest in the position
and the City as an employer, to highlight relevant information about yourself, and to explain why
you would be a good candidate for the position. Many times, if your work experience isnt
directly related to the position you are applying for, a cover letter can be a good way to explain
why you meet the minimum qualifications for the position.

It is important that your cover letter is tailored to the job for which you are applying. A standard
cover letter shows you are not serious about the position whereas a cover letter that discusses the
actual job and your qualifications demonstrates your interest in the position. Also, you should
ensure cover letters from prior recruitment processes are deleted and replaced with an updated
one. And again, it is important to proofread your cover letter and correct any typos. A list of
websites that provide information about cover letters is provided in Appendix A.

Resum
Similar to the cover letter, a resum is not required to apply for a position. However many
applicants have a resum and want to include it with their application. If you choose to attach a
resum, it is not necessary to also complete the text Resum section of the application, especially
if the information is the same. Providing both formats may lengthen the screening process by
Human Resources and delay the process.

Resums are typically one page in length and no greater than

two pages for applicants possessing extensive relevant
experience. Similar to a cover letter, your resum should also be
tailored to the position for which you are applying. Never
include a resum that is not current and missing vital changes in
your employment history. It is not necessary to list every job
you have had, especially if the positions are unrelated to the
current open position. For instance, jobs you held in high school
or college may not be relevant 20 years later. Rather, the resum
should highlight your relevant positions and the duties and
responsibilities that are directly applicable to the job for which

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you are now applying. Resums should be in a format that allows the reader to easily find
relevant information. If you have relevant work experience, that should be listed first.
Conversely, if you have no relevant work experience, then your related education and training
should be listed first. Once again, it is important to proofread your resum and correct any typos.
A list of websites that provide more detailed information about creating a resum is provided in
Appendix A.

SCREENING PROCESS
Once applications are submitted, the process of screening applications is conducted by Human
Resources. All applications are initially reviewed to determine if applicants are eligible to apply
for the position and if applicants have submitted all the required application materials, such as
responding to supplemental questions. Human Resources also verifies that applicants meet any
age, license and/or other special requirements. The applicants not meeting these requirements
will be screened out and notified of their status via email.

Human Resources then thoroughly reviews the remaining applications to determine who meets
the minimum requirements listed in the job posting. The Training and Experience requirements
are evaluated first. Your qualifications, as listed on your application, are compared to the training
and experience requirements listed in the job announcement to determine if you meet the
minimum standards in terms of education and/or experience to continue in the selection process.
It is extremely important for you to provide detailed duties and responsibilities for each job listed
on your application. While it may seem obvious what an Accountant does, Human Resources
still needs to review the actual duties and responsibilities of each position to ensure that they line
up with the training and experience requirements. Human Resources staff is not able to assume
what the job duties are just based on a job title, and you may be screened out even if you
otherwise possess the minimum requirements if your application is not clear. Also, just because
you work for the City, do not assume that Human Resources staff is aware of your specific duties
and responsibilities. Rather, without a detailed listing of your job duties, you may be screened
out of the process if Human Resources staff cannot tell from the application whether you meet
the minimum training and experience requirements.

If you do not meet the specific training and experience requirements from the job posting, then
Human Resources staff will evaluate your application based on the knowledge, skills and
abilities listed in the job posting. At this point, Human Resources staff will rely on the duties and
responsibilities you list on your job application to determine if you possess the knowledge, skills,
and abilities listed on the job announcement. Therefore, it is especially important for those
applicants who do not directly meet the training and experience requirements to have a thorough
description of the duties of each relevant job so that Human Resources can perform this second
evaluation.

In order to perform this second evaluation, Human Resources staff will review the job duties for
relevant positions and determine whether, through the work experience, you would possess the
required knowledge, skills, and ability even though you do not have the required combination of
education or experience. As shown in the job announcement on the following page, knowledge
can be listed at three different levels:

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Knowledge refers to the fact that the

incumbent/applicant should be familiar
with the concept being described;
Working Knowledge refers to the fact
that the incumbent/applicant has been
in positions that would have required
application of the concept for at least
two years; and
Thorough Knowledge refers to the fact
that the incumbent/applicant has
applied the concept for at least four
years and could teach/explain the concept to others.
So when screening for the above position, if an applicant does not possess a bachelors degree in
Accounting or a related field, the Human Resources staff will still review the applicants job
history, and duties and responsibilities to determine whether the candidate would possess the
level of knowledge listed. An applicant who has an associates degree in bookkeeping, but has
worked for 10 years as a professional accountant in a municipal setting performing forecasting,
and budgeting would likely still be screened into the process, even without meeting the specific
training and experience requirements.

If, after reviewing for training and experience, and reviewing to determine if the knowledge,
skills, and abilities are met, you do not meet the requirements, you will be screened out and
notified of your status via email. You then have five business days to provide additional
information if you feel you are qualified (see below). This is why it is important to frequently
check your email account during a hiring process as this time limit is strictly enforced. The time
limit starts from the time the email is generated by Human Resources, not from when you
actually read the email.

NOT MINIMALLY QUALIFIED

Applicants have a right to contest exclusion from the selection process. An applicant eliminated
from consideration at any time in the selection process will be notified by email. An applicant
may contest exclusion from the selection process by replying to the rejection email with the
reasons why the applicant believes s/he should not have been eliminated from the process. This
email must be received within five business days from the date of the notice informing the
applicant of her/his elimination from the process. Time is of the essence as the
recruitment/selection process will continue during this time. Upon receipt of such a request, the
Human Resources Director or designee will review the application and supplemental information
and determine whether to uphold the initial determination or whether to restore the applicant to
the selection process. The applicant will be notified of the final determination by email within
another five business days. The decision of the Human Resources Director or designee will be
final, and an applicant will have no further rights to contest the decision.

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EXAM PROCESS
Because the City operates under a Civil Service system, as
discussed in the introduction, Civil Service Exams are used to
rank candidates for a particular position. The Civil Service Exam
is a test designed to evaluate a candidates knowledge, skills and
abilities in performing the duties of a vacant position and to
ensure that selection is based upon merit. As such, exams are
developed based on the knowledge, skills, and abilities required
of the position as listed in the job announcement. Human
Resources works in connection with the appropriate Departments/Divisions to create relevant
exams and scoring criteria. All exam questions are job-related.

While this manual provides information relative to the Citys testing process, for additional
information, including test taking tips and sample questions, please see the Introduction to
Wisconsin State Government Employment Examinations at
http://wisc.jobs/public/links_summary_page.asp?catid=85. Although some of the information in
the State guide may not be directly applicable to the Citys testing process, many of the
Strategies to Prepare for In-Person Examinations and sample multiple choice questions are
relevant.

The City administers several different types of exams, depending upon the type of position. It is
possible a position may have more than one exam. In such cases, weights are established as
appropriate for each exam.

If there is a significantly large number of candidates eligible to test and minimal vacancies
available, random selection may be utilized to limit the number of candidates invited to test. In
those cases, all City candidates will be included in the exam pool. This method is most common
when recruiting for entry-level positions. If random selection will be considered, this information
will be included in the job announcement.

Candidates who are invited to an exam will be given at least five business days notice before an
exam. Notices are sent to candidates via email (See the sample below). Depending upon the
process, candidates may be allowed to self-schedule their exams through NEOGOV, selecting a
date and time that works within their schedule. Qualified candidates may request a reasonable
accommodation for testing purposes.
Instructions for requesting a
reasonable accommodation are
provided with the exam invitation
notice.

Candidates are required to bring

picture identification and sign in for
all exams. Once an exam has started,
candidates will not be allowed to
enter the exam room. Make-up
exams are only administered in

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emergency situations and are reviewed on a case by case basis. It is the candidates responsibility
to make this request in a timely manner (as quickly as possible) so that the recruitment process is
not unduly delayed.

Generally, candidates must pass each separate exam component (written/performance) with a
passing score; failing one exam component means failing the exam process. A passing score is
50% or higher. Candidates will be notified of their exam results via email. All candidates passing
the exam(s) are placed on an eligibility list.

No candidate will be permitted to review scored exams in accordance with the City of Madison
Personnel Rules.

EXAM TYPES
Written Exam
This type of exam may be in the form of multiple choice, true/false, fill in the blank or essay, and
may be administered by paper/pencil and scantron, or using computerized testing software. A
Written Exam is one of the most common types of tests used with union represented positions.
Some non-represented positions may also have a written exam.

Performance Exam
This is an exam where candidates are evaluated based on how they physically perform certain
job-related tasks. A keyboarding test is a performance exam commonly used with administrative
and clerical positions. A number of other positions may also include a performance exam, such
as Lifeguards, Firefighters, and Local 236 promotional processes. Many times, a performance
exam will be combined with another exam, such as a written exam.

Comparative Analysis/Resum Screen/Application Assessment

This exam process is most commonly used for hourly positions. It is a method used to compare
qualifications of candidates based upon the submitted application/resum only. Objective criteria
are developed before screening begins in order to compare the applications. Criteria are directly
related to the Training and Experience, and Knowledge, Skills and Abilities requirements. Under
this testing process, candidates who otherwise meet the minimum qualifications for the position
may not move forward in the selection process based on the comparative evaluation, as only the
most qualified candidates will proceed.

For example, an hourly clerical position may only require as a

minimum qualification that an applicant work in an office
environment for 6 months. However, since a large number of
applicants will likely meet this minimum qualification, criteria for
comparative analysis may be developed to include the number of
years an applicant has worked in an office, with more years being
given greater points, as well as points being assigned based on the
type of duties performed as indicated on the job announcement. An
applicant who merely lists a job title with dates of employment, but

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gives no detailed explanation of the duties will perform poorly in this type of examination,
compared to someone who thoroughly lists their job duties and emphasizes those found in the
job announcement. Both may meet the minimum qualifications, but the second candidate will
likely move on to an interview as compared to the first applicant. Therefore, having complete
information on your application is critical to ensuring that you are given full credit for your
qualifications under this type of exam.

Supplemental Questions/Achievement History Questionnaire (AHQ)

This is an exam where a candidates qualifications for a particular position are assessed through
written narrative fashion. It is commonly used with non-represented professional positions where
more information about particular qualifications is desired than a resum/application would
provide. The non-routine nature of the work makes a written exam less appropriate. Candidates
will submit responses to standardized questions either at the time of application (Supplemental
Questions), or in rare instances following the application screening process (AHQ). Human
Resources, in conjunction with the
Department/Division with the vacancy, is
responsible for creating specific benchmarks
with corresponding scores. These
benchmarks will be used to score the
candidate responses. A candidates writing
and grammar skills will also be evaluated.
Responses are typically scored by a diverse
group of subject matter experts with
experience in the field.

In most cases, supplemental questions will

be asked as part of the application process.
Because the NEOGOV application system
allows applicants to upload documents, as
described earlier, applicants should use a
word processing program to create responses
to the questions, and then upload the
document as part of the application. This way, applicants can take their time in responding
thoroughly to the questions. Again, if a job announcement has supplemental questions, the
questions may be accessed under the Supplemental Questions tab in the job announcement.

Oral Board
This exam process is used to assess a candidates qualifications for a particular position through
oral questions, similar to an interview. Oral Boards occur before a diverse panel of subject matter
experts with experience in the field, and in addition to the candidates knowledge, skills, and/or
abilities, the candidates oral communication skills are also evaluated. This exam is most often
used for Department head and high-level professional positions. Similar to supplemental
questions, Human Resources works in connection with the appropriate Departments/Divisions to
create questions and benchmarks for scoring the questions. The results from this exam are then
used to determine who would be referred for interview. Since Department Head positions are not
technically civil service positions, the Oral Board for a Department Head position only can

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determine who is sent forward for referral, and this is generally based on consensus, and not
strictly based on score.

ELIGIBILITY LIST
An eligibility list consists of candidates who have successfully completed and passed the
applicable civil service exam(s), and are deemed qualified and eligible for referral to the hiring
manager.

Candidates are placed on an eligibility list in rank order. A candidates rank is determined by
calculating their final weighted test score and adding any applicable veterans and seniority
points. This becomes the candidates final total score.

Candidates must provide proof of veterans status by submitting their Form DD-214 before the
testing process concludes in order for it to be considered. Human Resources will evaluate the
documentation and determine if points should be applied and if so, how many. Points are only
added for those candidates with passing test scores and who are not currently permanent City
employees. Points may not be used in order for a candidate to secure a passing exam score.

In accordance with labor agreements, some positions may require the addition of applicable
seniority points for current represented employees. The number of points to be added is outlined
in the labor agreement.

The eligibility list is used to fill the current position and may be used to fill other vacancies that
arise within six months. Eligibility lists may be extended beyond six months for up to two and a
half years when deemed appropriate by the Human Resources Director. For positions represented
by Local 60, if an eligibility list is going to be created, the job announcement will include
language to that effect. If you are potentially interested in a position in that classification,
but not necessarily the one specifically listed in the job announcement, you must apply
anyway to be considered for other vacancies that arise while the eligibility list is active.

REFERRAL
Human Resources will refer the top ranked candidates from the eligibility list to the hiring
agency for interview. Referrals are made in accordance with applicable labor agreements and the
Personnel Rules. A candidates rank has significance only in that it allows a candidate to be
referred for an interview. It does not imply any preference for the final selection.

INTERVIEW PROCESS
Candidates are advised of their referral
for interview in notices sent via email.
Candidates have five business days
from the time the notice is generated in
NEOGOV to contact the hiring agency
to schedule an interview. Any
candidate who is not interested in the

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current position, but wishes to remain on the eligibility list for future vacancies, must contact
Human Resources or the Hiring Department. If contact is not made and no interview is
scheduled, the candidate will be removed from the eligibility list and will not be considered for
subsequent position vacancies.

Qualified candidates may request a reasonable accommodation for the interview process.
Instructions for requesting a reasonable accommodation are provided with the referral/interview
notice.

Job interviews are usually formal and often stressful for candidates. Depending upon the level of
the position, they can last from 15 minutes to a couple of hours. Hiring agencies may schedule a
single interview or may elect to have a screening interview for all candidates, followed by a final
interview with only the top candidates. Interview panels are often used in a screening interview
and consist of multiple subject matter experts who evaluate the responses from the candidates.
The panel members will then come to a consensus on the top candidates for final interview.

It is important to remember an interview is the time to promote yourself as an employee to the

hiring agency explaining why you are the best candidate for the position and what you can
contribute to the City. As such, it is important for you as a candidate to prepare before you arrive
for your interview. In most cases, the interview panel will be scoring candidates on their
responses. Therefore, the more detail you can provide in a response, the better you are likely to
do in the interview. If you find you are answering questions with only one sentence, you likely
are not giving the interview panel enough information to separate you from the other candidates.
Rambling, as opposed to clear, concise responses, may indicate that you are unable to gather
your thoughts effectively. It is better to pause before answering the question to think about your
response and provide a complete answer than to start speaking without a clear goal in mind.

This section will include information for you to consider before the interview, during the
interview, and following the interview.

Before the Interview - Advance Preparation

Review the job announcement to ensure you fully understand the job duties and
responsibilities of the position.
Review your qualifications, application, and resum, and identify major
accomplishments, projects and results. Be sure you can fully describe each item listed on
your application/resum. Remember that you may be asked questions about your
application so it is important to remember what it is you have submitted.
Be prepared to describe your education, training and/or experience, showing how it
relates to the position. For each job duty and responsibility on the job announcement, be
able to provide an example or two from your work history or education.
Be aware of the different types of interview questions you may be asked:

o Behavioral Behavioral interview questions are designed to identify a

candidates actual behaviors and choices based on his/her behavior in similar past
situations. This type of interviewing process requires candidates to respond to
scenarios by drawing on specific experiences in their past and identifying how

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they managed similar situations. These questions are designed around specific
competencies that are required to perform the work of the position. Candidates
may find the S.T.A.R. approach useful in responding to these types of questions.

Situation State the Situation; this provides background.

Task Explain the Task; this could be a problem or a project.
Action Describe the Action; any action taken directly by you.
Result Describe the Result; highlight successes.

Candidates should provide a sufficient amount of detail so the interviewers

understand the applicability and connection between the candidates experience
and the employers position. Be sure to also specifically describe your role in the
example you provide. Additionally, if you do not have a specific example that
applies to the question asked, then you may draw a correlation to a similar type of
situation and explain how, given your past experience, you would address the
question at hand.

Sample Behavioral Interview Questions are provided in Appendix B.

o Traditional Many interviewers tend to ask standard questions that could be

asked of candidates for most positions. Prepare answers to these traditional
questions in advance so you do not need to formulate a response on the spot and
can focus more on the behavioral questions.

Sample Traditional Interview Questions are provided in Appendix C, along with

considerations when answering them.

Practice mock interviews with friends or family members, or videotape yourself. Ask for
feedback on how you can improve your interview skills and style.
Research the City and/or the specific department. View the Citys website, review any
literature, and search for relevant newspaper/online articles. Ask questions of current
employees if you know any.
Prepare a list of questions to ask the interviewer.
o Why is the position open?
Why did the person who held this position most recently leave?
How often has the position been filled in the past five years?
What have been the primary reasons for employees leaving?
o What significant changes do you foresee in the near future?
o What would a typical work day be like?
o What are some of the objectives to accomplish in
this job?
What challenges lie in the first 3 to 6
months?
What are the long-term challenges?
o How does this job relate to the overall goals of the
department or City?

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o What freedom would I have in determining my work objectives, deadlines and

methods of measurement?
o What kind of support does this position receive in terms of people, finances, etc.?
o Does this position work as part of a team or more independently?
o Who is the supervisor?
o Where does this position fall in the organizational structure?
o How does the supervisor like staff to communicate with him/her? Orally, in
writing, informally, in meetings, only when necessary?
o How would you describe the working atmosphere where this position is?
o Why is this a great place to work?
o What opportunities are there for professional development?
o What opportunities for advancement are there for a person who is successful in
this position and within what time frame?
Prepare copies of your resum and list of references. Provide these to the interviewers
upon request.
Plan your attire dress professionally for any level of position.
Physical Appearance Considerations, etc.
o Dress a level or two above what would be
required if you got the job (avoid wearing t-
shirts, jeans, shorts, etc.).
o Wear well-maintained (pressed and clean)
attire.
o Wear well-fitted attire, not too tight or loose.
o Polish shoes, if applicable.
o Be well groomed, proper hygiene.
o Avoid excessive cologne/ perfume/ makeup/
jewelry.
o Avoid pungent foods prior to interview (garlic, tuna, onions, etc.).
o Dont chew gum.

Get plenty of sleep the night before the interview so you are alert and functioning at your
best. Yawning could be viewed as a lack of interest, motivation and/or preparation.
Know where the interview is, how to get there, how long it takes to get there and where
available parking is located. Prior to your interview date, its imperative that you know
exactly where youre going so you can get there on time. Make a trial run of the actual
trip if you are unsure of the timing. Be timely for the interview, arriving early 10 to 15
minutes. However, do not arrive more than 15 minutes before your interview time as the
people in the department have other work going on and may not appreciate candidates
camping in the lobby.
Turn off all electronic equipment, such as a cell phone. A distraction such as this can not
only hinder your thought process, but it indicates a lack of courtesy and planning on your
part.
Go into the interview alone. Family members and friends should not accompany you into
the interview office. If someone gives you a ride to the interview, they should make plans
to go somewhere else during the actual interview and not wait in the lobby of the office.

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Be patient, pleasant and professional with all reception staff. Rude or inappropriate
behavior will likely be conveyed to the hiring manager.
If you are provided a copy of the interview questions in advance, be sure to review all the
questions, ensuring you are familiar with all parts of each question. Then, take some
notes about information you want to cover during the interview itself. This will help you
to keep your thoughts in order when you are in the actual interview.

During the Interview - Communication

Use words, tone of voice and visual image to communicate your confidence, credibility,
trustworthiness, intelligence, experience and education.

In any interview, you communicate on at least three levels. Be aware what you convey to the
interviewers.

7% is through the actual words you use to convey information (verbal).

38% is communicated through tone, pitch, volume, rate (vocal).
55% is conveyed through your clothing, eye contact, gestures, body posture, and facial
expressions (visual).

DOs
Shake hands firmly.
Introduce yourself.
Exhibit a positive attitude.
Be professional.
Smile and use good manners.
Show interest and enthusiasm, be attentive.
Use good posture, sit up.
Use good eye contact with all interviewers.
Exhibit confidence, be careful about being overly self-assured.
Listen carefully and be sure to answer all parts of the question.
Use proper grammar, no slang.
Speak clearly in a good friendly tone.
Answer questions in full rather than simply nodding or saying yes or no. Give
examples.
Allow time for note taking by the interviewers.
Be truthful; Answer questions honestly; Dont exaggerate.
Be positive about former employers.

DONTs
Look at a clock or your watch.
Engage in distracting habits (hair twirling, pen clicking, leg bouncing, coin jingling,
knuckle cracking, biting nails, excessive hand/arm gestures, gum chewing, etc.).

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Engage in too much pre-interview

chit chat.
Try to control the interview, allow
the panel to lead.
Assume the panel knows your
qualifications and all of your job
duties when answering the
questions. You may be a City
employee and a panel member
may work with you, but the panel
can only rate your qualifications
based on your interview responses
and information provided on your
application/ resum/ cover letter.
While you may bring additional
materials to the interview, they
should be job related, and the panel will decide whether to accept the information.
Spend too much time answering one question. Get to the point and stay on track.

Conclusion of Interview
Ask what the next step is in the process and the approximate timing.
Ask the questions you prepared in advance regarding the position. Do not expect to have
more than five minutes to ask your questions. If you have more questions than that, ask if
you can talk to someone at another time to get more information so that the interview
panel can stay on its schedule.
Reaffirm to them your interest in the position.
Thank the interviewers for their time.
Shake hands firmly with each interviewer.

Following the Interview

Contact your references immediately and notify them of your status with respect to the
position. Briefly explain the position to them, so they are prepared to respond to
questions.
Respond timely to phone calls and/or messages
regarding the position. This will show your level of
interest in the position. Make sure your voice mail
greeting is professional.
Make notes from the interview so you remember
pertinent information about the position, department,
employer and/or interviewers.
Send a Thank You note/email.

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JOB OFFER
When the hiring manager has identified the candidate(s) to be hired, reference checks will be
performed and Human Resources will complete any applicable criminal background and driving
checks. If a pre-employment medical or drug/alcohol test is required, these will be scheduled
following a conditional offer of employment. Once all checks are cleared, the hiring manager
may make the official offer of employment to the selected candidate(s). The hiring manager will
discuss the salary, start date and any other applicable information related to the position and hire.
Candidates should be sure to ask any questions they may have before accepting a job offer. It is
acceptable to ask the hiring manager if you can take a day to consider the offer.

CONCLUSION
Thanks for your interest in employment with the City of Madison. Hopefully the information in
this guide is useful as you navigate your way through our civil service hiring process. If you have
any questions regarding this process, please call Human Resources at (608) 266-4615. Good
luck!

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APPENDIX A INTERNET RESOURCES FOR DEVELOPING COVER

LETTERS AND RESUMS1

Cover Letters

www.cover-letter-now.com

www.myperfectcoverletter.com

www.jobsearchjimmy.com/coverlettertips

jobsearch.about.com/od/coverlettersamples/a/coverlettsample.htm

www.wikihow.com/Write-a-Cover-Letter

Resums

www.resum-now.com

myfuture.com/careers/tools-checklists/resum-
builder?campaign_id=SEM2013:on:google:Resum_Builder:job_resum_samples:Broad

www.smartresumwizard.com

jobsearch.about.com/od/resums/Resums.htm

www.wikihow.com/Make-a-Resum

susanireland.com/resum/how-to-write/

1
The City of Madison does not endorse any specific website and is merely providing this list as a resource for
applicants.

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APPENDIX B SAMPLE BEHAVIORAL INTERVIEW QUESTIONS

Describe a situation in which you were able to use persuasion to successfully convince
someone to see things your way.
Describe a time when you were faced with a stressful situation that demonstrated your
coping skills.
Give me a specific example of a time when you used good judgment and logic in solving
a problem.
Give me an example of a time when you set a goal and were able to meet or achieve it.
Tell me about a time when you had to use your presentation skills to influence someone's
opinion. What happened?
Give me a specific example of a time when you had to conform to a policy with which
you did not agree. How did you handle it?
Please discuss an important written document you were required to complete.
Tell me about a time when you had to go above and beyond the call of duty in order to
get a job done.
Tell me about a time when you had too many things to do and you were required to
prioritize your tasks. How did you do this?
Give me an example of a time when you had to make a split second decision.
What is your typical way of dealing with conflict? Give me an example.
Tell me about a time you were able to successfully deal with another person even when
that individual may not have personally liked you (or vice versa).
Tell me about a difficult decision you've made in the last year. What was the outcome?
Give me an example of a time when something you tried to accomplish and failed.
Give me an example of when you showed initiative and took the lead.
Tell me about a recent situation in which you had to deal with a very upset customer or
co-worker. How did you resolve the situation?
Give me an example of a time when you motivated others.
Tell me about a time when you delegated a project effectively.
Give me an example of a time when you used your fact-finding skills to solve a problem.
Tell me about a time when you missed an obvious solution to a problem.
Describe a time when you anticipated potential problems and developed preventive
measures.
Tell me about a time when you were forced to make an unpopular decision.
Please tell me about a time you had to fire a friend.
Describe a time when you set your sights too high (or too low).
Tell me about a time when you felt most engaged at your last job. What were you
working on and why did you feel engaged at that time?

Note: The above questions were obtained at Quintessential Careers:

http://www.quintcareers.com/sample_behavioral.html.
Additional questions may be found on the State of Arizona website at
http://www.careercenter.az.gov/userfiles/file/SAMPLE%20BEHAVIORAL%20INTERVIEW%
20QUESTIONS.pdf .

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APPENDIX C SAMPLE TRADITIONAL INTERVIEW QUESTIONS

Interviewers Question Considerations When Answering
Tell me about yourself. Dont spend too much time answering (only 1-2
minutes). Provide an overview of your background,
avoid details, dont ramble.
Touch on these areas:
Education/Training/Work Experience
Current Situation/Position
What do you know about our Highlight mission, products, services, revenues,
organization/department? problems, people and history.
In your current or last position, what Share accomplishments that can relate to the position
were your most significant you are seeking.
accomplishments?
Why do you wish to leave your present Focus on what you want in your next position. Refer
position? to an opportunity for growth and learning.
Would you describe a few situations in Give only one and tell how you have corrected or plan
which your work was criticized? to correct your work.
If I spoke with your previous boss, Be consistent with what you think they would say as a
what would he or she say are your reference. Position the weakness in a positive way.
greatest strengths and weaknesses?
How would your co-workers describe Refer to your strengths and skills.
you?
What are your strengths? Present at least three. Relate them to the job opening.
What are your weak points? Dont say you have none; give only one and show
how you are improving it. Position it in a positive
answer like, I am sometimes impatient and do the
work myself when we are working against tight
deadlines. I have taken a course on time management
to improve in this area.
In your current or last position, what Be prepared with a list of likes about your jobs.
features did you like most? Least? Give only one dislike and make it brief.
What do you look for in a job? Use information from above to discuss the ideal job.
Describe what would be an ideal Share your ideal job and environment, and relate them
working environment? to that particular employer.
How would you evaluate your present Be positive. Refer to the valuable experience you have
department and your role? gained.
Why do you want to work in a Refer to ideal job and the goals you have. Explain
department of this size? Of this type? how this size or type of department works well for
you.

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Interviewers Question Considerations When Answering

What are you doing or what have you Talk about formal studies, workshops, seminars. Also
done to reach your career objectives? talk about reading, mentors, advisors.
What would you do for us? Relate past experience which represents success in
solving problems and which may be similar to those
of the employer.
Why do you want to work here? Align your response with the mission/vision/goals of
the employer. State what attracts you to the job.
How much money did you ever account If you havent had budget responsibility, say so, but
for? Largest budget responsibility? refer to an accomplishment that demonstrates the
same skill or a personal responsibility.
In your present position, what problems Share your accomplishments.
have you identified that had previously
been overlooked?
Give an example of how you have been Share an accomplishment.
creative.
Give examples of times when you were Provide examples from your professional experience,
a leader. if possible. Personal experiences may also be shared.
What are your goals in your career? Talk first about doing the job for which you are
applying, then talk about longer range plans.
What position do you expect to have in Discuss promotional desires and opportunities.
two years?
What are your objectives? Long range: Keep long range answers fairly general.
What are your long- and short-term Short range: Be more specific; talk about a position
goals? like this with growth opportunities, maybe having
more responsibilities or moving into management.
Why should we hire you? Summarize you experiences. Provide an overview of
your experiences matching them to the requirements
of the job.

Additional questions may be found on the State of Wisconsin Department of Workforce

Development website at: http://dwd.wisconsin.gov/dwd/publications/dwsj/pdf/DWSJ-9406-
P.pdf.

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RESOURCES
Hidden Elements of Interviewing, Wisconsin Job Center
(dwd.wisconsin.gov/dwd/publications/dwsj/pdf/detj_9484_P.pdf)

Keys to Successful Interviewing, Wisconsin Job Center

(dwd.wisconsin.gov/dwd/publications/dwsj/pdf/detj_6951_p.pdf)

Questions, Questions, Questions, Wisconsin Job Center

(dwd.wisconsin.gov/dwd/publications/dwsj/pdf/DWSJ-9406-P.pdf)

Career Center Job Search Guide, State of Arizona Career Center

(www.careercenter.az.gov/userfiles/file/Revised%20Job%20Search%20Guide%20JP%204-
2011.pdf)

Interviewing Strategies & Techniques State of Arizona Career Center

(www.careercenter.az.gov/userfiles/file/Interviewing%20Module%20Final(1).pdf)

Behavioral Interviewing: A Competency-Based Selection Process, Zero-Risk HR, Inc.

Training Materials March, 2011.
(www.ZERORISKHR.com)

Introduction to Wisconsin State Government Employment Examinations, Wisconsin Office of

State Employment Relations (OSER)
http://oser.state.wi.us/docview.asp?docid=7472

City of Madison Human Resources Page 24