guide to navy child and youth programs (cyp) hiring …€¦ · maintains resource and budget...

September 2017 Process Overvie w and Introduction to the Hiring Events Toolkit

GUIDE TO NAVY CHILD AND YOUTH PROGRAMS

(CYP) HIRING EVENTS

GUIDE TO NAVY CHILD AND YOUTH PROGRAMS (CYP) HIRING EVENTS

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Table of Contents

1. INTRODUCTION .................................................................................................................... 1

2. DETERMINING THE NEED FOR A HIRING EVENT .................................................................. 2

3. CNIC COLLABORATION AND APPROVAL PROCESS ............................................................. 2

4. ROLES AND RESPONSIBILITIES .............................................................................................. 2

5. ADVANCE PLANNING ........................................................................................................... 3

Coordination With Collaborative Partners .............................................................................................. 4

Event Planning ................................................................................................................................................ 4

Hiring Event Timeline .................................................................................................................................... 5

Estimating Attendance and Target Audience ........................................................................................... 6

Marketing ....................................................................................................................................................... 6

Venue Planning .............................................................................................................................................. 8

Event Stations and Space Considerations ......................................................................................... 8

Event Layout ......................................................................................................................................... 11

Staffing the Event ....................................................................................................................................... 12

Training Event Staff ............................................................................................................................ 13

6. EVENT EXECUTION ............................................................................................................. 14

Final Venue Preparations ......................................................................................................................... 14

Material Assembly ..................................................................................................................................... 14

Entrance to the Event ................................................................................................................................. 15

Station 1: Registration ............................................................................................................................... 15

Station 2: Verification ................................................................................................................................ 17

Station 3: Qualifications ........................................................................................................................... 17

Station 4: Interviews .................................................................................................................................. 18

Station 5: Command Central ................................................................................................................... 19

Station 6: HR/CSO .................................................................................................................................... 20

Station 7: Documentation Management ................................................................................................. 21

Station 8: Occupational Health (OH) ..................................................................................................... 21

Station 9: Pre-Employment Drug Testing ............................................................................................... 21

Checkout ...................................................................................................................................................... 21

7. POST-EVENT ACTIVITIES...................................................................................................... 22

APPENDIX A: TOOLKIT RESOURCE COMPENDIUM .................................................................. 23

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1. INTRODUCTION

Navy CYP’s success is contingent on each installation’s ability to recruit and hire the most qualified professionals. The Installation CYP Director is responsible for ensuring ongoing and effective recruitment. CYP Directors are responsible for ensuring their individual programs hire the right number of staff, with the right skills and qualifications, at the right time.

Installations can prepare for maximum efficiency and anticipate peak operation periods and staffing surges through thoughtful staffing analysis and coordination. Ultimately, these efforts help ensure that qualified employees are always available. Hiring events are one of the strategies available to help installations meet their hiring demands.

Navy CYP hiring events are based on a traditional job fair model and adapted to meet Navy’s and Department of Defense (DoD) Human Resources’ (HR’s) regulatory requirements. The CYP hiring event process moves applicants through the submission of application materials to a provisional employment offer and initial in-processing within hours. With the majority of the preliminary work completed during the event, local HR staff can focus their efforts on finalizing the new hire employment requirements and monitoring background check adjudication. This expedited process benefits applicants, enables installations to broaden their recruitment, and brings new staff on board much more efficiently.

Benefits to Applicants Benefits to Installations

Apply and interview for positionsbased on their identified educationaland experience-based qualifications

Fast-track recruitment and selectionto fill multiple positions at once

Receive provisional employmentoffers for specific CYP positions atspecific CYP locations

Maximize large recruitment andselection actions to supportonboarding efficiencies

Initiate the background check process(including fingerprinting)

Use standardized processes and toolsto support continuity and consistentpractices

Complete hiring process – all in a single day

The Hiring Event Toolkit provides resources that installations need in order to implement an accelerated hiring approach from initial planning through closeout. This toolkit includes process guidance, editable planning templates, checklists, talking points, and marketing collateral that can be customized to meet the needs of individual installations. While the toolkit is structured around the needs of a large event, installations can tailor materials to meet their individual needs regardless of size, geographic diversity, and/or volume of vacancies—ranging from large-scale to medium-sized or even smaller events.

https://elibrary.cnic-n9portal.net/document-library/?documentlibraryaction=view&id=2295


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2. DETERMINING THE NEED FOR A HIRING EVENT

Hiring events, while often beneficial to address critical installation staffing needs, do not negate the necessity for effective, ongoing recruitment and hiring processes. Before initiating event planning, installations must first determine if a hiring event would bring sufficient added value beyond the installation’s existing recruitment and marketing activities. The CYP Installation Director must facilitate an assessment to determine if a hiring event is the most appropriate strategy. As needed, the Commander, Naval Installation Command Headquarters (CNIC HQ) Career Manager is available to help installations determine the need for an event.

Installation CYP Directors should consider all factors, including extenuating circumstances installations may be experiencing, when determining if a hiring event is necessary to help the installation meet its recruitment/hiring needs. A few of these factors include:

Staffing that is 10-20 percent below current authorizations (refer to the CYP ManagementStandards for more information)

Anticipated increases in installation population (e.g., the arrival of a new fleet)

Upcoming permanent change of station (PCS) turnovers that are expected to exceed traditionalhiring capabilities

Opening a new (or re-opening an existing) facility

Any of these factors may justify holding an event. Once an installation determines that an event is necessary, advance planning must begin as soon as possible.

3. CNIC COLLABORATION AND APPROVAL PROCESS

Once the installation has determined that a hiring event is warranted, the Installation CYP Director must request approval from the CNIC HQ Career Manager to request funding and resource support. Installation CYP Directors should be prepared with the following information when making their request:

Current vacancy gap percentage (the difference between the allocated staffing levels and current,actual staffing numbers)

Current or anticipated environmental factors (e.g., installation population changes, facilityopenings)

Current recruitment data, including outreach and marketing efforts, numbers of applicants perposition per month, and the percentage of applicants hired and onboarded

The CNIC HQ Career Manager authorizes funding for all hiring events and works with the Core Planning Team (CPT) to organize initial planning activities and coordinate resource allocation.

4. ROLES AND RESPONSIBILITIES

The Installation CYP Director works closely with CNIC HQ, the Regional CYP Director, regional and local HR, and other local partners to plan, promote, and execute a CYP hiring event. The Installation CYP Director has overall responsibility for an event; however, specific roles and responsibilities may be assigned to a range of individuals. Table 1 lists some of the key hiring event roles and their related responsibilities.




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Table 1: Hiring Event Roles and Responsibilities

Hiring Event Role Responsibilities

Core Planning Team (CPT) Plans and organizes the hiring event from advanced planning to execution. Ensures cross-functional representation of all partners and service providers

to plan and execute successful recruiting, hiring, and onboarding processes. Hiring Event Coordinator (HEC)

Establishes and leads the CPT. Monitors advance planning and event execution. Ensures core planning timelines and deliverables are met. Coordinates activities within the hiring event timeline and ensures timely

completion. Maintains resource and budget controls. Coordinates teams to execute setup, teardown, and overall event delivery. Works with HR and Marketing Team leads to ensure timely implementation

of activities and deliverables that support the hiring event life cycle. Establishes a training plan for the HET.

HR Lead Represents HR on the CPT. Ensures that event action plans for recruiting, hiring, and onboarding are

efficiently and effectively planned, properly staffed, and executed seamlessly.

Identifies HR support team and ensures training occurs prior to the event. Assigns HR staff for setup, event day, and teardown.

Marketing Lead Produces media spots, advertising, and event signage. Establishes online and social media presence and promotion strategies. Engages with Public Affairs for widest distribution of information and press

release. Hiring Event Team (HET) Supports execution of event day setup, implements event day activities, and

supports teardown of the event. Event Team Lead Leads the HET to ensure efficient and effective event execution.

Coordinates assignments and performs quality control during setup, event day, and teardown.

Event Support Staff Provides pre-event setup and onsite support to assigned stations to ensure proper advancement of applicants through each hiring event station.

Station Lead Leads activities, services, or support at a designated station. Typically serves as subject matter expert for the Event Support Staff assigned as support.

Station Runner Facilitates the advancement of applicants from one station to the next along with appropriate files, etc.

Manages the flow of a designated station to ensure timely rotation through the process.

5. ADVANCE PLANNING

Installations should dedicate as much time as possible to the advance planning for all hiring events. Effective advance planning sets the stage for a successful event, minimizes post-event delays, expedites the finalization of hires, and moves new employees quickly into providing care. While the actual event occurs in a single day, the planning needed to prepare for, execute, and follow up on a successful event requires


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extensive advance preparation and collaboration among various installation and CNIC HQ organization representatives.

This section describes the roles and responsibilities of key staff involved in advance planning, critical activities and considerations, and optimal timelines for completion of those activities to ensure a successful hiring event.

Coordination With Collaborative Partners

Additional representatives may participate in CPT meetings to provide input or planning updates as needed. These individuals and groups are involved to different degrees and at various stages of the planning process. While they are not essential to event planning, their buy-in and involvement greatly contribute to the efficient execution of hiring events. The CPT should engage them early in the process.

Collaborative partners may include the following:

Regional CYP Directors are often involved inlarger events supporting multiple installationsand/or metropolitan areas.

Occupational Health (OH) verifiesimmunizations and schedules pre-employment physicals. This office must beaware of the date to coordinate eventstaffing.

The CNIC Drug Program Coordinator ordersall drug testing materials for the event andworks with the contractor who will managetest collection at the event.

Installation Security facilitates fingerprintingas a part of the HR/Central Suitability Office (CSO) Station.

Event Planning

Hiring events have many moving parts, making rigorous planning essential to smoothly operated event functions. As described above, the Installation CYP Director establishes a CPT to coordinate all event tasks and subcommittees. The CPT typically includes representatives from multiple Navy organizations involved in the recruitment, hiring, and onboarding of new personnel, including, at a minimum, the Installation CYP Director, HR, Marketing, and any other individuals tasked with event coordination as needed. For example, some installations may choose to bring in an outside event planning and logistics expert to serve as the Hiring Event Coordinator for large, complex events.

The full range of activities conducted may vary depending on the needs of the installation and the size and scope of the event. Smaller installations may require less planning time and fewer stations during the event. For example, if fewer provisional hires are anticipated, occupational health and drug testing activities may be completed at the installation health clinic following the event. The CPT should evaluate such considerations as planning begins and should tailor events to optimize the installation’s ability to fill all open positions as efficiently as possible.

The CPT must establish an event timeline and schedule its meetings accordingly to ensure that all tasks are completed on time and within budget. Timeline planning is described in the next section.

THE INSTALLATION CYP DIRECTOR MUST

CONNECT WITH THE INSTALLATION

CONTRACTING OFFICE EARLY IN THE

PROCESS TO FACILITATE ANY CONTRACTS

NEEDED WHEN SECURING THE VENUE

AND FOR ANY OTHER VENDORS

SUPPORTING THE EVENT.


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Hiring Event Timeline

Planning for hiring events should begin at least 3-6 months prior to the event date. Critical staffing shortages may require expedited planning; however, longer lead times allow for better and more cost-effective marketing and more choices of potential venues at lower prices. As noted above, CPTs may shorten timelines if installations anticipate a narrower scope for the event or if some event tasks can be easily and quickly assumed by a partner organization outside of the event.

Table 2 details a model timeline map for comprehensive planning based on a large event. Installations that are planning a smaller event should determine an appropriate timeline and select activities based on their specific need.

Table 2: Model Hiring Event Timeline

Team/ Timeline

Hiring Event Coordinator

Core Planning Team Installation Marketing

Event Team

AD

VA

NC

E P

LAN

NIN

G—

PR

IOR

TO

TH

E E

VEN

T

6 M

onth

s

Complete a staff assessment and identify needs.

Review current and pending vacancies in the EMS Manning Document.

Review workforce considerations.

5 M

onth

s

Installation CYP Director works with CNIC HQ to secure event approval and funding.

Convene the CPT and set the timeline and plan.

Establish hiring event date.

Research venues.

Identify and reach out to representatives from partner agencies.

Establish conference call or meeting schedule.

Develop marketing plan with CPT for outreach to target applicants.

Adapt templated resources to the event.

2-3

month

s

Work with venue staff on layout and logistics.

Work with Contracts to reserve space.

Ensure that all supplies needed for the event have been ordered and staff are secured.

Order signage and materials for the event.

Coordinate outreach with the PAO.

Identify Station Leads and other staff to support the event.

5 w

eeks

Determine pre-event training requirements for HET and Support Staff.

Identify lead staff for training delivery.

Implement marketing plan and collect data on exposure and imprints.

Finalize HET staffing.

Prepare training materials and schedule.


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Team/ Timeline

Hiring Event Coordinator

Core Planning Team Installation Marketing

Event Team 7

-10

days

Coordinate final printing of outstanding event materials.

Finalize all outstanding tasks and ensure completion.

Confirm receipt of partner materials and staffing.

Continue marketing the event.

Conduct advance training for all staff supporting the event.

Build applicant folders.

EV

EN

T E

XEC

UTIO

N

1-2

Days Confirm receipt of all

materials and deliver to the venue.

Finalize tasks for the day of the event.

Conduct walkthrough at the venue.

Set up stations.

Day O

f

Work with venue staff to address any emergent issues.

Provide technical assistance to event team staff as needed.

Conduct a final walkthrough of the venue before the event.

Execute the event as planned.

Po

st E

vent

Installation CYP Director submits the After Action Report to CNIC.

Compile final statistics on event outcomes and debriefing notes in an After Action Report.

Provide final reporting on media and other outreach data.

Package all CNIC equipment and resources and ship as required.

Estimating Attendance and Target Audience

Estimating attendance at an upcoming CYP hiring event is part science, part art. However, there are factors that can inform event planning:

Locality Characteristics: Larger metropolitan areas typically generate higher turnout than smallercommunities. Geographically dispersed program sites may need to market to a larger number ofcommunities to increase potential attendance.

Workforce Considerations: The CPT should work with local HR to gather estimates on the averagenumber of applicants per vacancy, employment rates for the target area, and other workforceindicators that may help with attendance projections. Local colleges and universities with programsin related degrees may provide additional sources of recruitment. Locations outside of thecontinental U.S. (OCONUS), on the other hand, may be restricted to recruiting among servicemember dependents (i.e., spouses, children), local national, or third country national populations,which will limit attendance.

Vacancy Volume: The number of vacancies to be filled can also inform attendance estimates.

Marketing

Effective hiring event marketing involves targeted outreach to individuals most likely to pursue CYP employment. The local installation Marketing Department has expertise in developing and executing marketing plans. Marketing staff know how to create different types of outreach materials and have


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relationships with local media outlets. The Marketing Department representative on the CPT works with CYP and HR leads to create a plan, coordinate with the Public Affairs Office (PAO), negotiate media buys, and conduct targeted outreach in the community. Outreach mechanisms may include the following:

Fliers

Public Service Announcements (PSAs)

Theater slides

Facebook and other social media advertisements

Radio and television spots

Print media advertisements

Direct mailings

Advertising on employment sites (e.g., Monster.com

CNIC has created a variety of resources to help installations in their hiring event marketing efforts. All resources are available for download on the Navy MWR Marketing Resources Page. Marketing toolkits, tailored to the scope and size of the hiring event, are available and include:

Marketing best practices

Event signage

Digital and social media templates

Print materials (including posters, flyers, direct mail post cards, and Navy CYP Brochure)

In addition to the marketing toolkit, CNIC has created commercial media marketing resources, including a sample press release, sample media spots, and sample transcripts for media spots. Table 3 presents marketing best practices identified by installations that have held successful hiring events.

Table 3: Marketing Best Practices

Best Practice Rationale

Tailor templates and sample resources for the local community.

The toolkit includes a broad range of sample and template marketing collateral that installations can use to meet their individual community’s outreach needs. This saves production time and allows for an earlier and less expensive communications plan.

Use web-based and social media platforms instead of traditional print ads.

Newspaper and direct mail advertisements have shown waning effectiveness in reaching younger audiences. Posting ads on Facebook and other social media may yield more interest (measured in “click throughs”) by prospective applicants and may be more cost-effective.

Budget for community outreach in order to reach a broader applicant pool.

Local HR and Marketing Departments are often limited in how broadly they can advertise employment openings, focusing primarily on posting openings on USAJOBS and marketing on the installation only. CYPs should budget accordingly to achieve a broader reach.

Include zip code and “Where did you hear about the event?” on the event sign-in sheet.

Identifying where applicants heard about the event and their zip codes helps CYPs assess the effectiveness of event marketing and outreach activities.

http://www.navymwr.org/resources/marketing/cyp/cyp-hiring-event-marketing-toolkit


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Venue Planning

The right venue for a hiring event creates a good day-of-event flow and helps HET staff ensure that applicants complete all required tasks and activities. Key considerations for venue selection include:

Accessibility for target applicants(including ample parking and proximityto public transportation)

Enough conference rooms toaccommodate the various eventstations

Room arrangement with a logical,efficient flow of movement from onestation to the next

Technology availability to support eventfunctions (e.g., Wi-Fi, venue IT support)

Logistical support needed to ensure thatthe event runs smoothly

Event Stations and Space Considerations

Finding the right venue requires understanding of the full scope of event activities to ensure the facility can accommodate all stations in a logical and efficient flow. Figure 1 briefly describes the stations through which applicants pass during the event and what the Hiring Event Team (HET) does at each station. Section 6 provides further details on the activities conducted in each station.

BEFORE LOOKING FOR A VENUE, THE

INSTALLATION CYP DIRECTOR MUST

CONTACT THE INSTALLATION CONTRACTING

OFFICE TO LEARN ABOUT ANY

CONTRACTING REQUIREMENTS AND TO

ENSURE THAT THEY ARE READY TO ENGAGE

WITH THE IDENTIFIED VENUE.


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• Provide a brief orientation to the event and to Navy CYP while applicantswait to enter the event.

Entrance

• Give applicants their Hiring Event Applicant File (HEAF), Applicant Roadmapfolder, and event number.

• Verify that applicants have all required documents.

Station 1 Registration

• Thoroughly review all applicant materials and organize documents in HEAF.

• Assist applicants in completing applications as needed.

Station 2 Verification

• Review applicant credentials documentation to determine the position forwhich he/she is eligible to interview.

• Briefly describe the local CYPs and identify location/age preferences.

Station 3 Qualifications

• Conduct panel interviews with applicants and determine who will receive anoffer of employment.

Station 4 Interview

• Determine which position the applicant will fill and establish the base pay toinclude in the offer of employment.

Station 5 Command Central

• Make offers of employment to selected applicants.

• Notify nonselected applicants and share additional MWR opportunities.

• Help hires complete all background check paperwork & fingerprinting.

Station 6 HR/CSO

• Create CYMS shells for prospective hires.

• Scan and upload CSO documents for processing.

Station 7 Documentation

Management

• Verify immunization records.

• Schedule pre-employment physical.

Station 8 Occupational

Health (optional)

• Coordinate with the Drug Testing Program contractors executing pre-employment urinalysis drug testing.

Station 9 Pre-Employment

Drug Testing (optional)

• Collect Applicant Roadmaps (with all stations signed off).Checkout

Figure 1: Hiring Event Process


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Each space and station has its own spatial requirements based on what needs to be accomplished there. Stations must be completed sequentially; however, the activities conducted at each may suggest combining multiple stations if space allows. CPTs should consider the following station space descriptions when investigating potential venues to ensure the selected venue meets the logistical needs of the event (see Section 6 for detailed information on station activities and requirements):

Entrance: The entrance area for the event must have sufficient space to ensure a logical flow as theline of people to get in becomes longer. HET staff should anticipate (and coordinate with venuestaff) waiting lines spilling over into other parts of the venue and plan for how to minimizecongestion and confusion with other venue patrons.

Registration: Typically, the registration area requires one or more tables where the HET staff handout event materials, assign numbers, and coordinate with copy center staff to obtain missingdocuments. The copy center may be a part of the registration area or close by for easy access andto seamlessly move applicants back and forth as necessary. The Registration Station is typically setup in a hallway or an open foyer area at the entrance point so staff can call the next applicant inline in an orderly fashion.

Verification: Station staff review and organize applicant documentation for easy access throughoutthe remaining stations. In addition, if an applicant’s résumé is incomplete, he/she must fill out anapplication. Consequently, station space must accommodate multiple tables where materials canbe spread out and organized and where applicants can write and talk with HET staff.

Qualifications: HET staff review each applicant’s qualifications and supporting documentation todetermine the positions for which he/she may interview. This station must be able to hold multiplesmall tables where these one-on-one conversations can occur. Often, because their activities arerelated, the Verification and Qualifications Stations can be housed jointly in a single space.

Interviews: Group interviews generally require longer, rectangular tables (where interviewers andinterviewees can sit across from each other) separated by drapes to create some privacy betweengroups. The number of interview groups anticipated to be occurring simultaneously dictates thespace size needed.

Command Central: Command Central is where senior CYP staff determine base pay and positionassignments for all applicants selected for hire. Often, the Command Central table is sectioned offwith privacy draping in the same room as the HR/CSO and Document Management Stations. Thisarrangement allows easy transfer of files between staff in these stations and ensures that requireddocuments are securely collected, managed, and filed.

HR/CSO: HR staff provide offers to approved applicants and conduct discussions with nonselectedapplicants at one or more offer tables. All staff will conduct both offer and nonselect conversations.In addition, HR staff help provisional hires complete their background check paperwork and, atmany events, get fingerprinted. While privacy drapes are not required, the space should allowsome privacy for these one-on-one discussions as well as additional room for the completion ofpaperwork (and conducting quality control checks) and fingerprinting.

Documentation Management: This station should be co-located or in close proximity to theHR/CSO Station. HET staff use the provisional hire’s paperwork to create a shell in the Child andYouth Management System (CYMS), set up their initial Electronic Questionnaires for InvestigationsProcessing (eQIP) email, and scan all CSO paperwork for processing by HR. This station must be ableto accommodate multiple computers and scanners.

Occupational Health (OH): Typically, this station requires a single table where OH staff set upappointments for health screenings for provisional hires and review their immunization records.


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Pre-Employment Drug Testing: This station involves secure and controlled individual urine testingof provisional hires and must be set up at restrooms located within the general event area.

Checkout: Provisional hires turn in their Event Roadmaps before leaving to verify that they havecompleted all stations. Event staff may use the Registration Station area for checkout or set up aseparate table at a logical exit point for the event.

Event Layout

As noted above, event layout is the most critical factor to consider when selecting a venue. The most effective events are organized to:

Create a logical flow progressing from one station to the next without requiring applicants todouble-back or crisscross other stations.

Ensure sufficient waiting area space for each station or centrally to keep applicants moving throughstations quickly and easily.

Provide Wi-Fi access to applicants and staff throughout the event and space for technologyequipment (e.g., computers, printers, andscanners) in the Registration, Command Central,HR/CSO, and Documentation ManagementStations.

Installations determine the flow based on the space selected for the event. There are two types of layouts recommended based on lessons learned from previous events. A hub layout (see Figure 2) organizes stations in a spoke or U-shape around a central registration and waiting area. This allows applicants to congregate in a single space while they wait to be called into the various stations and provides staff with easy access to the applicants and other stations. This layout can also potentially lower staffing needs for the event because runners can support applicants across multiple stations.

The convention center layout (see Figure 3) consolidates most activities in a single, large space with “callout” rooms for small group and individual activity stations (i.e., interviews, HR/CSO, and drug testing). Both of these layouts facilitate applicant progression through all stations logically and with minimal confusion and backtracking.


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The best practices for venue planning listed in Table 4 were identified by installations that have held events to date.

Table 4: Venue Planning Best Practices


Find a venue that is centrally located for all locations hiring.

Geographically central locations allow installations to draw from a broader circumference out from all program sites. Venue site should be accessible to all, typically not located on the installation where access credentials are required.

Venues should have restrooms that can be restricted during the event for the Drug Testing Station.

At least one set of restrooms must be designated for drug testing use only. Applicants and staff must have access to other restrooms throughout the event.

Food for purchase should be available at the venue or within walking distance.

While hiring events do not provide food and beverage service (beyond coffee and water), staff and applicants should be able to buy lunch and/or snacks throughout the day.

Whenever possible, holding an event on a single level is preferred.

Event layouts with all stations on a single floor enable easier flow and information management.

Provide IT support and Wi-Fi capability for event staff and applicants.

Staff should have the ability to access and print applicant materials and documentation. They also need onsite capacity to access online systems and tools for record establishment and to support background check requirements.

Staffing the Event

Hiring events should be staffed by CYP Professionals to the greatest extent possible. However, this may not always be realistic because programs must also maintain adequate staffing for normal operations. Consequently, the HET may consist of a combination of CYP, HR, and other installation Professionals as necessary. The HET determines the staffing for events based on a variety of factors. Teams must consider the number of applicants anticipated and how the stations are organized. Staffing must be sufficient to accommodate breaks and maintain an orderly flow through all stations. HETs can gain some staffing efficiency by reallocating staff over the course of the day as the number of applicants wane. For example, employees assigned to later stations can start the day supporting registration, verification, and qualification. Similarly, staff working at early stations may be reassigned to later stations when backlogs occur. At a minimum, events require the following staffing:

Registration: Two HET staff to process incoming applicants and four runners to manage the copy center and usher applicants to the Verification Station

Verification: One HET staff per table to put documentation in order and help applicants complete applications as necessary

Qualifications: One HR or senior CYP manager per table to make the eligibility determinations and two runners (incoming from Verification and outgoing to Interviews)

Interviews: Two CYP Managers (or Training Specialists based on their subject matter expertise) per table for panel interviews, one Station Lead to coordinate assignments and applicants, and two runners to escort applicants between stations

EVENT STAFFING DECISIONS MUST ENSURE

THAT ALL CYPS FUNCTION NORMALLY AND

THAT THERE ARE SUFFICIENT EMPLOYEES TO

MEET THE NEEDS OF REGULAR OPERATIONS.


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Command Central: Senior CYP staff (e.g., Regional CYP Manager, Installation CYP Director) to make assignment and pay determinations and one other CYP employee to review and manage the flow of documentation

HR/CSO: One HR employee per table to lead discussions with selected and nonselected applicants and to ensure the accurate completion of all CSO documentation, as well as one Installation Security employee to facilitate fingerprinting (if conducted), and two runners

Documentation Management: One HR employee to scan files and one CYP employee to create CYMS shells

Occupational Health: One Occupational Health employee to make appointments and review immunization records and two runners (to usher applicants to both the Occupational Health and Drug Testing Stations and then to checkout)

Pre-Employment Drug Testing: Sufficient contractor staff to manage the station

Checkout: One HET staff to collect Event Roadmaps from applicants and to excuse them from event

Training Event Staff

The HET must provide training to all staff supporting the event to ensure that everyone understands their responsibilities, can ensure accuracy and completeness of all applicant documents, and engage applicants appropriately and professionally. Training should include how to interact with applicants, what information they should and should not share with potential hires, and other “soft skills” important to making the event a positive experience for everyone.

The HET should not wait until the day of the event to conduct training; event staff should have multiple training opportunities to allow them to fully learn their roles. The following best practices can inform HET training:

Table 5: Staff Best Practices

Best Practice Rationale Station Leads should use a variety of resources to help event staff understand and become proficient in fulfilling their event responsibilities.

Toolkit resources, including position descriptions, station checklists and templates, and documentation reviews facilitate a standardized approach to event implementation.

Make final event staffing determinations at least a week in advance.

This practice allows time for multiple advance training meetings for the Station Leads to go over activities within their stations and review support resources.

Allow extra time for Verification Station staff to go through document requirements with HR staff.

Problems with inconsistency in how applicants fill out documentation cause significant delays in hire processing. Event staff working in this station may need additional review time to support applicants effectively.

Build in time for Qualifications Station staff to review the qualifications required for each position recruited at the event.

Problems with inconsistency in how applicant documentation of qualifications are reviewed cause delays in the hiring process or erroneous assignment to a position. Staff at this station may need additional time to facilitate conversations, review documentation, and advise applicants about worksites and programs.

Once the venue is set up, the HET should provide onsite training by conducting one or more walkthroughs of the event space with all HET staff. Ideally, the team should conduct walkthroughs the day before and the day of the event. This allows employees the opportunity to understand the flow and context of the entire event, not just the specific stations to which they are assigned. Walkthroughs are especially critical to orienting staff who may be supporting multiple stations.


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6. EVENT EXECUTION

The Hiring Event Coordinator and HET Lead must work closely with venue staff and any vendors supporting the event to ensure that everything is set up as requested and ready for the event to start. Event execution begins with these final setup and preparation activities so that the HET is able to focus on the event and not on fixing last minute problems.

Final Venue Preparations

The HET should walk through the event as soon as they receive access to ensure that the venue staff have set up the rooms as requested and that all signage and resources are ready for the event. Early walkthroughs allow HET staff time to make changes and address any problems that arise (e.g., materials not delivered on time, IT issues).

Material Assembly

Materials must be organized for quick and easy access by the staff at the various stations. Applicant materials should be organized into two separate folders—Hiring Event Applicant File (HEAF) and an Event Roadmap Folder (RF)—as described below (and detailed in Figure 4):

The HEAF includes all documents required by CNIC and/or HR to determine the eligibility and qualifications for hire as well as the documentation needed for instigating background check and post-offer actions. This documentation becomes part of a provisional hire’s Official Personnel File.

The RF includes an Event Roadmap that verifies completion of each station as well as additional background and overview information to help applicants make informed decisions regarding their location preferences and the positions for which they wish to apply.

OCONUS events may require additional documentation including:

Copy of Sojourners Permit or Application Receipt


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Copy of U.S. Government passport with host country visa/visa stamp page

Preference Entitlement Survey

Overseas Residency Questionnaire

Installations that have held hiring events to date identified the following best practices in preparing documentation and in tracking and managing documents throughout the event (Table 6).

Table 6: Documentation Management Best Practices


3-section HEAF folders This practice organizes all materials logically for easy and fast location and verification.

Single-sided documents and copies only

Scanning into CYMS goes much more quickly when documents can be batched.

No staples (and staple removers at each station)

Staff must remove all staples when sorting final documentation; it is easier, faster, and less frustrating when there are no staples at all.

Color-coding Veteran/Spousal Preference Applicants

Color-coding alerts staff to verify that all required preference paperwork is included.

Keep all materials in the HEAF at all times

Removing documents at various stations often leads to misplacing required forms and additional time spent tracking down and retrieving materials.

In/Out Boxes—one of each per station

One box for incoming HEAFs and one box for outgoing HEAFs helps staff and runners keep applicants moving efficiently.

Entrance to the Event

Hiring events require applicants to spend a long day moving through various event stations. Therefore, it is important that event staff provide applicants with an overview of the open job positions and requirements at the start, to confirm their interest in applying for the positions before they register. Event staff should orient applicants to the event and to working with Navy CYP when they enter the event and wait in line for registration. While this information can be provided through written materials, it is recommended that HET staff provide brief oral presentations (5 minutes at most) to applicants as they wait in line. The oral presentations should cover the following:

Overview of the process (e.g., daylong event, descriptions of the various stations, description of the documents they need to have, opportunity for them to make copies of any original documents)

Introduction to Navy CYP, including the types of programs offered, the ages of children served, and local locations of positions

Presentations should be repeated roughly every 10 minutes as new applicants arrive at the event or when there are enough new applicants arriving who have not yet heard the overview.

Station 1: Registration

Hiring events must be organized in two phases: (1) preference applicants and (2) general population. Military veterans and spouses with preference must have priority access to the event. Typically, this occurs by dedicating the first hour or hour and a half to preference applicants before opening the event to the general public. Preference applicants may attend the event at any point in the day; however, they must receive advance access to the event in order to comply with Navy regulations. See the CNIC NAF Personnel Manual—CNICINST 5300.2 and http://www.fedshirevets.gov for more information. To monitor preference candidates, events typically use one or more mechanisms for visually identifying and tracking each category

http://www.navymwr.org/resources/hr/cnic_hr_policies/

http://www.navymwr.org/resources/hr/cnic_hr_policies/

http://www.fedshirevets.gov/


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of applicant (preference and general population), such as color-coding the HEAFs and/or differential number assignments (1-200 for preference applicants; 201-400 for general public applicants).

HET staff conduct the following steps at the Registration Station:

Review applicant materials to ensure that they have brought everything required. If needed, applicants can use the adjacent copy center to download and/or make copies of any missing or original materials.

Provide applicants with their HEAF and RF (see the Material Assembly section for a list of materials included in each folder). Applicants put their documentation in sequential order at the next station. Registration HET staff should not take the time to organize the folders at this station and should keep applicants moving as quickly as possible.

Assign applicants the next sequential number available and write that number on each applicant’s HEAF Cover Sheet and his/her name badge (used for identification throughout the event). Advise applicants to place their assigned number where indicated on materials throughout the event as necessary.

If the applicant has all required documentation for the event:

(1) HET staff initial the HEAF Cover Sheet to confirm inclusion of all required documents and the Event Roadmap to verify completion of the station.

(2) A Station Runner escorts the applicant to the waiting area for Station 2: Verification.

Station Runners should not advance an application until the current station staff have signed off on the current station. The runner places the applicant’s HEAF in the current station’s outbox and may advance multiple files to the next station’s inbox as final handoff (based on station flow). Registration best practices identified through events held to date include those listed in Table 7.

Table 7: Registration Best Practices


Color-coding and numbering Veteran and Spousal Preference HEAFs

Differentiation between preference applicants and general public applicants by color-coding their HEAFs and/or by differential number assignments (1-200 for preference applicants; 201-400 for general public applicants) enables easy identification of preference applicants.

Availability of a copy center for missing documentation

Scanners, computers, and printers should be available for applicants who need to make copies of original documents or download and print documents they forgot to bring with them. For example, all applicants must have a printout of their photo ID and social security cards and often do not make copies prior to arrival.

Registration Station set up to facilitate movement

Registration tables placed in an assembly line (check materials, hand out folders, assign number, hand out badge, and sign off on the station) facilitates a timely check-in process and advancement to the next station. Runners are available to help applicants make copies as needed while they work through the process without holding up other applicants.


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Station 2: Verification

At the Verification Station, HET staff help applicants compile all paperwork necessary to complete the application process and demonstrate their eligibility for desired positions. HET staff must determine if the applicant’s résumé provides all required information in the correct format (see the Verification Station Checklist and Sample Résumé) and conduct a quality review of the required documents for each applicant category (i.e., preference and general audience). If the information on an applicant’s résumé is insufficient, he/she must fill out an application.

HET staff complete the following station activities:

Ensure that all information on the résumé and/or application is complete and legible. Ensure dates are properly recorded as required (e.g., date of birth, date of hire).

Organize documents in the required order and in the appropriate HEAF pocket.

Review all materials before the applicant leaves the station to ensure that everything is present as required.

Sign off on the station on both the Event Roadmap and the HEAF Cover Sheet.

When the applicant is ready, a Station Runner escorts the applicant to the Qualifications Station waiting area and deposits the applicant’s HEAF into the Qualifications inbox. Based on previous events, installations identified the following best practices (Table 8) for the Verification Station.

Table 8: Verification Best Practices


Use available toolkit and event resources to facilitate consistency and standardized quality of applicant documents.

The Verification Station Checklist, sample résumé, and other resources enable HET staff to quickly check documents for consistency and minimize errors.

Confirm that documents are in the correct pocket and required order in the HEAF.

Upcoming station staff must be able to quickly scan and review different required documents. Having those materials in specific locations expedites review and keeps applicants moving through the process.

Remove any stapled documents that were not caught at Registration.

The Verification Station’s primary focus is to verify, organize, and review documentation. This is the best time to make sure documents are ready for easy processing, including the removal of staples and ensuring all documents are one-sided.

Station 3: Qualifications

The Qualifications Station is typically staffed by a combination of HR and CYP staff who have competency in and understanding of the various CYP position requirements. Qualifications Station staff should also have knowledge of CYP’s career progression, employee credentialing processes, and benefits. Station staff meet one-on-one with each applicant to review his/her qualifications and to make a determination about whether the desired position(s) align with the applicant’s experience and credentials, and—if the applicant is applying for a direct care position—which direct care progressive positon level is the best match. This determination means only that an applicant is qualified to interview for that position; he/she has not yet been verified as fully qualified for the position. In addition to determining position eligibility, Qualifications Station staff:





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Describe the local installation CYP, including locations, programs, and age groups served.

Inform applicants that they are not applying for a specific shift, location, or program, but those preferences are considered in hiring decisions.

Provide information on career ladder advancement and employee professional development benefits and opportunities to assist with career progression (e.g., module completion, credential support, tuition assistance reimbursement).

Solicit both location and age group preferences and document them on the HEAF.

Answer any questions the applicant has about the process and/or working with CYP.

Record the position determination and any notes or additional information on the applicant’s Qualifications Checklist.

Upon completion, HET staff reconfirm that all materials are in the HEAF and in the correct order, document the position determination and preferences on the HEAF Cover Sheet, sign off on the HEAF and the Event Roadmap, and place the HEAF in the outgoing applicant file box. A Station Runner escorts the applicant to the next designated waiting area and takes the finished HEAF to the Interview Station inbox.

Installations that have executed events to date have identified the following best practices for the Verification Station (Table 9).

Table 9: Qualification Best Practices


Use the toolkit resources, including talking points and position and station checklists, to make consistent qualification determinations.

Different staff have different approaches to determining eligibility and covering the topics discussed at this station. These resources help achieve greater consistency across HET staff.

Ensure applicants understand what the eligibility determination means.

Sometimes, the position is lower than expected due to the need for specific DoD training. HET should detail how promotion happens within CYP to allay any concerns about determined position levels.

Briefly describe CYP advancement, credentials, and tuition assistance opportunities and show career paths.

HET staff should take the opportunity to market career progression opportunities and growth potential to incentivize employment with Navy CYP.

Qualification Checklists should be signed and added to the HEAF in Pocket 3.

Qualification Checklists include details about position eligibility and applicant qualifications that are used later in position assignment (if hired).

Station 4: Interviews

CYP Management or Training Team members must conduct all interviews. All interviews are conducted as group interviews with three to four applicants per panel. One member of each interview team must serve as the Panel Chair who then facilitates the group interview and completes the HEAF and Interview Summary for each applicant.

DO NOT USE WRITTEN RESPONSE SCENARIOS

DURING HIRING EVENT INTERVIEWS. THEY SLOW

DOWN THE FLOW OF APPLICANTS AND OFTEN

CREATE BOTTLENECKS IN PROCESSING. SIMILAR

INFORMATION CAN EASILY BE OBTAINED

THROUGH ORAL RESPONSE.



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For station setup, if a separate room cannot be provided for interviews, methods to ensure privacy must be used such as “pipe and drape” curtains. These can be easily rearranged in the space if additional interview tables are needed to accommodate capacity. Interview tables should be designated by position level; however, all HET staff conducting interviews should be prepared to interview applicants at different levels (e.g., entry level, intermediate, full performance) based on need during the event. The Interview Station should include ample tables for entry level interviews and other position interviews to accommodate anticipated turnout.

Typically, the Interview Station Lead manages the waiting applicants and panel assignment and transitions applicants to the next station. The Station Lead usually ushers applicants into and out of the interview room to maintain crowd control and minimize interruption to interviews in session. The individual assigned as Station Lead should remain in that role throughout the entire event.

Interviewers determine if a candidate should receive a job offer. The Panel Chair completes the Interview Summary for each applicant, documents the offer determination on the HEAF Cover Sheet, and checks off completion of the station on the HEAF and Event Roadmap. A Station Runner takes all finalized HEAFs to Station 5: Command Central regardless of the hire determination.

Programs that have implemented hiring events to date have identified the following best practices related to the Interview Station (Table 10).

Table 10: Interview Best Practices


Add all Interview Notes and the signed Interview Summary to the HEAF in Pocket 3.

The Interview Notes and the signed Interview Summary become a part of the applicant’s HEAF for future reference. This allows hiring managers to follow up on notes from the interview with each HET staff.

Rotate the order in which applicants respond to interview questions (i.e., Applicant 1 answers question 1 first, Applicant 2 answers question 2 first, etc.).

This practice gives each applicant the opportunity to respond first to at least one question and supports the competitive nature of the process.

Station 5: Command Central

Senior CYP leadership makes all final hiring decisions, including pay setting, location, and age group assignments at the Command Central Station. At small events, Command Central may be co-located at the same table with staff from the HR/CSO Station.

CYP Directors should not automatically set pay for all provisional hires at the minimum rate (i.e., Step 1 in the relevant pay grade). CYP Directors must consider the following four pay-setting factors when setting pay for child and youth (CY) and nonappropriated fund (NF) positions:

Base pay should align with current employees who have commensurate education and experience.

Pay must be competitive with the local market wages. DoD Civilian Personnel Management System: NAF Pay, Awards, and Allowances—DoD Instruction 1400.25 requires that CY and NF employees receive pay that is equivalent to (and, in some preapproved situations, higher than) child care professionals with similar training and experience in other sectors.

Pay must be equivalent to the rate for General Schedule (GS) employees with similar skills and responsibilities. GS Equivalents (GSE) for CYP positions are listed on the Position Description Policy Letter.

http://www.dtic.mil/whs/directives/corres/pdf/1400.25-V1405.pdf

http://www.dtic.mil/whs/directives/corres/pdf/1400.25-V1405.pdf


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CYP Directors must also consider provisional hires’ previous compensation when setting pay. Toencourage qualified applicants to consider CYP employment and incentivize a career in CYP, newemployees should be compensated at a level that, at a minimum, is equal to their previous pay.

To facilitate the pay determination process during the event, the Installation CYP Director should use these factors to identify pay tiers for minimally qualified, qualified, and highly qualified candidates. This will ensure that provisional hires with similar education and experience (i.e., equivalent qualifications) receive equivalent starting pay. HR can provide the Installation CYP Director with information on local market wages, GS equivalencies, and new employees’ previous wages. The Installation CYP Director must then take the following steps to set pay for provisional hires:

1. Review the applicant’s qualifications to place the employee in the correct pay band and determinethe employee’s pay.

2. Set pay within minimum and maximum allowable amounts. Pay setting shall not fall below the GSEStep one for any standardized CYP positions.

HET staff who have executed events to date have identified the following best practices to support Command Central functions (Table 11).

Table 11: Command Central Best Practices


Use available toolkit resources for tracking and managing hiring details to prevent doubling or missing assignments and also enable sorting by programs for followup.

A Provisional Hire Tracker spreadsheet aids in tracking positions filled and ensures consistent management of hire determinations (i.e., select, nonselect) and pay setting based upon qualifications and experience. It also enables CYP Directors to jump start in-processing and orientation with new hires (e.g., reaching out to make introductions and welcome staff aboard, providing information about the site).

Station 6: HR/CSO

The HR/CSO Station serves multiple functions: makes provisional hire offers to applicants, helps those provisional hires begin in-processing, and notifies applicants that they have not been selected for hire. The local HR staff can determine the setup that makes the most sense. HR staff at this station must be comfortable with both the job offer process and all CSO requirements (to assist provisional hires and ensure that documentation is complete and accurate). If fingerprinting is conducted, installation Security Office staff facilitate this process.

HR staff call in applicants by number and direct one-to-one conversations to extend provisional offers or inform applicants that they have not been selected for a position and share information and resources about other potential employment opportunities available on the installation (such as current MWR openings). Staff should thank all applicants for their participation and indicate that their information will be maintained on file for consideration for future openings. A Station Runner should escort nonselect applicants out of the event area and minimize their exposure to those applicants still waiting. For example, some events have positioned this station at the end of a hallway by an external exit through which nonselect applicants can leave the event.

At the select applicant table, HR staff congratulate the applicant for being selected for hire and review the provisional hire letter with the applicant, including all assignment and salary determinations. Upon review,

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the applicant must either sign the letter accepting the offer or reject the offer. If the applicant accepts the offer, HR staff do the following:

Help the applicant complete required CSO documents and thoroughly review each document for accuracy, legibility, and completeness.

Conduct a final review of the HEAF to verify that all event documentation is included and ready for scanning. This is the last opportunity for HET staff to help applicants fix errors in their documentation that could result in significant delays in their final hiring and onboarding.

Direct the applicant to the fingerprinting area for completion of this task (if conducted).

Initial the HEAF and Event Roadmap to signify completion of the HR/CSO Station.

When all CSO activities are completed, a Station Runner escorts the provisional hire to the final two stations—Occupational Health and Pre-Employment Drug Testing. The HEAF does not advance with the provisional hire; instead, HR staff deliver the folder to the Documentation Management Station for final documentation management.

Station 7: Documentation Management

The Documentation Management Station is typically located next to or near the CSO Station to facilitate easier file sharing. At this station, station staff create CYMS shells for the staff records of provisional hires. Once the CYMS staff record has been established, HR staff scan all documents in the HEAF for continued processing and box up all hardcopy folders for later shredding.

Station 8: Occupational Health (OH)

Provisional hires do not have to meet with OH staff and complete the pre-employment drug test sequentially. Provisional hires can be directed to the station with the shortest wait time first.

At the OH Station, staff review the applicant’s vaccination records and schedule his/her pre-employment physical. OH staff then document completion of the station on the Event Roadmap. If this is the applicant’s last station, a Station Runner escorts the applicant to the checkout desk.

Station 9: Pre-Employment Drug Testing

All provisional hires must complete a pre-employment urinalysis drug test before leaving the event. The Drug Program Coordinator arranges for the collection contractors who work the event. The HET Lead should ensure that materials have been delivered to the venue and that the onsite staff have everything they need, including signage for the station and for restricting access to those restrooms.

If this is the applicant’s last station, collection staff document completion of the station on the Event Roadmap, and a Station Runner escorts the applicant to the checkout desk.

Checkout

The venue layout should include a final checkout table where provisional hires can ask any final questions and turn in their Event Roadmaps that confirm completion of the final two stations. Staff should thank provisional hires and welcome them to the CYP family before they leave the event.

All Event Roadmaps must be given to the HR staff as verification of completion of the final two stations and filed in the provisional hire’s HEAF.


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7. POST-EVENT ACTIVITIES

After a hiring event, the HET Lead should work with the Hiring Event Coordinator to pack and ship all CNIC resources and close out any outstanding invoices and financial commitments. HR staff will take all HEAFs back to the local HR office to continue in-processing provisional hires, including entering required information into the HR Systems, Applications, and Software (HR/SAP) system, completing reference checks, following up on any missing information, and monitoring progress on background check adjudication.

The Installation CYP Director must complete an After Action Report (AAR) for every hiring event and forward a copy to the CNIC HQ Career Manager. The AAR details the resources invested, outcomes, and lessons learned from the event. In addition, any new resources created for the event should also be shared with CNIC HQ. See the Sample AAR Template for an example of the how the AAR should be structured and the content to include.



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APPENDIX A: TOOLKIT RESOURCE COMPENDIUM

The Hiring Event Toolkit includes the following resources (in alphabetical order):

CYP Brochure

Hiring Event Applicant File (HEAF) Cover Sheet

Hiring Event Roadmap

Hiring Event Staffing Matrix

Interview Notes Template

Interview Questions – Assistant Director

Interview Questions – Direct Care Staff

Interview Questions – Support Staff

Interview Station Checklist

Interview Summary Template

Provisional Hire Tracker

Provisional Offer Letter Template

Qualifications Station Checklist

Qualifications Checklist – Direct Care Staff

Qualifications Checklist – Support Staff

Registration Station Checklist

Sample After Action Report (AAR) Template

Sample Résumé

Verification Station Checklist

Welcome Letter

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