• Business Officer initiates for Bureau signatures then to Human Resources.
• Human Resources will review the request for appropriate duties and organizational analysis. If approved by Human Resources and the Financial Management Division, an electronic transaction is prepared which goes to DAS-Human Resources and Office of Policy and Management (OPM) for their approval.
• When the approval is received from OPM to establish a position, the Human Resources liaison will notify the Bureau Chief and Financial Management bureau liaison. The Human Resources liaison will update the agency organization chart, if necessary.

• Business Officer initiates for Bureau signatures then to Human Resources.
• Human Resources will review the request for appropriate duties and organizational analysis. If approved, a CORE transaction is prepared which goes to the DAS-Bureau of Human Resources and the Office of Policy and Management for their approval.
• When the approval is received from OPM to refill a position, the HR liaison will notify the Bureau Chief. The Human Resources liaison will update the agency organization chart, if necessary.

• Business Officer initiates for Bureau signatures then to Human Resources.
• Human Resources will review the duties questionnaire, justification, table of organization, and Job Aps - Master application of the incumbent, if position is filled OR examples of duties, justification, and table of organization, if position is vacant. Also include the Advanced Working/Lead Level Form available on InSite, Human Resources forms, for reclassifications of incumbents to an advanced/lead level classification. If approved, a CORE transaction is prepared which goes to the DAS-Bureau of Human Resources and for some classes will go to the Office of Policy and Management for their approval.
• The effective date of the reclassification will be the first day of the pay period in which the Human Resources Division receives the Request for Position Action (RPA). If the required documentation and/or additional information requested by the HR liaison are not received in a timely manner, the effective date may change in order to meet the OPM effective date requirements.
• The Human Resources liaison will notify the Bureau Chief or Division Director of the approval and/or denial. If approved, the reclassified employee will be notified in writing of the reclassification approval with a copy to the supervisor/bureau.

• While the refill and/or establish approval is pending, the Bureau/Division must review the agency's affirmative action hiring goals for the EEO category to which the class title is assigned. Depending on affirmative action hiring goals, special recruitment efforts may be required. The Affirmative Action Office is available to assist with this.
• Applicants apply through Job Aps - an online job openings and applicant tracking system directly to the Human Resources Division for posted positions.
• Applicants apply to any job opening they are interested in. The exam is part of the job openings.
• Job openings will be posted for a minimum of 6 calendar days.
• Competitive job classes requires an examination of an individual knowledge, skills and abilities to ensure they meet the minimum qualifications. DAS administers the recruitment process from the agency requisition through creation of a certified list.
• Non-competitive job classes require that an individual meet the minimum qualifications required of the position. DAS posts the position and agency will handle the recruitment thereafter.
• Non-examined job classes require the an applicant possess a professional license or advanced degree, or satisfactory completion of an accreditation certificate or licensure program. If such credentials are a mandatory requirement for employment, they may serve as the sole basis for appointment. Delegated plan recruitment is delegated to the agency in accordance with DAS General Letter 222. DAS will post the position and the agency will handle the recruitment thereafter.
• Applications for qualified candidates are reviewed by hiring manager.
• The Bureau must develop interview criteria and questions consistent with the posting(s) against which all candidates will be compared and review them with DEEP-Human Resources to determine their appropriateness. The supervisor of the position must have input into the posting, preferred candidate criteria and interview questions; the questions should reflect the skills and experience in the posting. The supervisor should discuss the questions with the interview panel and be clear on the expectations from the candidate's responses prior to the interview. Additionally, all panel members need to be prepared and know what their roles will be during the interview. Human Resources must review the interview criteria and questions prior to any interviews and may participate in the interviews upon request. Criteria and questions for second interviews, if applicable, must also be reviewed by Human Resources.
• All qualified applicants must be asked the same job-related questions. Follow-up questions are allowed as long as they are related to the question(s) asked, i.e. tell us a little more about that, what prompted you to reach that decision or take that action, etc. Questions should be re-asked (not interpreted for the candidate) if the question is not understood.
• In the case of a considerable number of qualified applicants, a reasonable number of applicants should be interviewed, keeping in mind their qualifications, your interview criteria, and agency hiring goals pertaining to affirmative action. There is no required number of candidates you must interview but you should interview enough candidates to increase your chances of hiring the best person for the position. Selected candidates for interview should reflect the agency's commitment to diversifying the workforce.
• In reviewing the substantial number of applications, the person(s) recruiting for the position cannot create new criteria that were not listed in the posting to screen applicants out without first interviewing the individuals to make an evaluation (e.g., communication or interpersonal skills; you must evaluate these skills by speaking with applicants).
• You may request, that the candidate provide a writing sample. This can be done when scheduling or selecting for interview through referral questions. These samples are usually requested for professional level positions or above. You should discuss any exceptions with your Human Resources liason. Make sure you are clear that it must be a sample of what they have authored. The purpose of the writing sample should not be to evaluate the candidates’ technical knowledge, but to evaluate his/her writing ability (grammar, punctuation, format, thought flow, etc.). You should inquire as to whether he/she authored the document and/or was it reviewed and/or approved by someone else prior to finalization. If the candidate was a co-author, ask what portion he/she wrote. In the event a candidate provides an unsolicited writing and/or work sample you should thank the applicant for providing the document but explain that it is not required as part of the application process, at this time. What you can note is the candidate showed initiative, was well prepared, and/or presented him/herself well in comparison to the other candidates.
• Interviews may be scheduled through Job Aps. The hiring manager responsible for scheduling works with Human Resources.
• Interview information, including interview questions and selection criteria, should be maintained by the interview panel in a confidential manner. In order to maintain the integrity of the selection and hiring process, the interview panel and bureau/division managers should not share the process, status, or applications with others who are not involved in the process. This includes interview selection, interview questions, and interview results per CGS Section 5-226 below:
• Sec. 5-226. Corrupt practices in relation to applications, examinations and appointments. No person, by himself or in cooperation with one or more persons, may… (4) willfully or corruptly furnish to any person any special or secret information for the purpose of either improving or injuring the prospects or chances of any person applying and competing for employment in the classified service; (5) impersonate any other person or permit or aid in any manner any other person to impersonate him in any application, examination or appointment or request to be examined or appointed; or (6) use, represent to use, promise or endeavor to use influence or official or political authority to secure for any person any appointment or prospect of appointment to any position in the classified service.
• Interviews must be consistently conducted by at least three persons. One of these individuals must be the supervisor of the position in question. Due to the agency’s commitment to diversifying the workforce, the interview process must reflect this philosophy; therefore, in choosing participants for the interview panel, keep in mind the various types of diversity that are represented by our employees. Human Resources staff may also be included on the interview panel, if requested, and must be advised of and approve the interview panel members at the same time as requesting approval of the interview questions.The interview should take place in a private setting (closed office or conference room). There should be no interruptions or phone calls. Seating should be on an equal level. When evaluating candidates during the interview process, do not quantify or score the interviews. An evaluation should be based on whether the candidate meets the criteria of the position based on his/her relative strengths and weaknesses. It is strongly encouraged that all interview panel members take notes, in pen, which will assist in preparation of the Interviewer's Report.
• A general introduction should be done at the begining of the intrerview meeting for each candidate. This would include but is not limited to:
1. Introduction of the panel members.
2. Brief review of the purpose of the position
3. Organization chart that shows the position location and reporting relationships.
4. Handout of salary and benefits information (provided to the panel by HR).
5. A statement that "You will be evaluated on the information obtained through the application and interview processes. You should treat the panel as if they have no knowledge of you. Be concise and thorough in your responses to the interview questions as the panel is not going to "read between the lines" and/or assume anything."
6. Interview meeting format (e.g., will be asking questions to get to know you better, there will be time at the end of the interview to ask any questions he/she may have, and timeframe as to when he/she will be notified of interview results).
• Before accepting employment with the state, individuals must be made aware of the Code of Ethics so that they will understand their general ethical duties as a state employee or public official. Therefore, during the interview process, each person must be given a summary of the State Code of Ethics and the Agency's Ethics Statement. The candidate must sign a statement of receipt of the above document, which must be attached to his/her application form. This document must be included in the Interviewer's Report package.
• Prospective incumbents to positions that require a CDL (Commercial Driver License) and/or requirement to obtain a CDL as a condition of employment must be provided with the CDL package, that is available from your DEEP-Human Resources liaison. The package outlines the conditions of employment, medical documentation, random testing, etc.
• When all of the interviews are finished, complete and submit the Interviewer's Report form to the Division Director/Bureau Chief for approval. The Interviewer's Report must be signed by all of the interviewers (initials in the "Interviewed By" column) as well as the Bureau Chief or Division Director. Include the "Interview Checklist" to ensure that the package is complete with all the required documents. It should then be forwarded to Human Resources.
• Attach interview notes/comments to the Interviewer's Report indicating which candidate(s) is (are) recommended for hire in order of hire (first recommended, second recommended, etc.). Candidates not recommended for hire should be indicated as such and must include complete interview notes/comments to justify the recommendation. If you recruited for multiple positions in the same class title, you may list them all on the same form provided the same candidates were considered for all of the vacancies.
• The Interviewer’s Report must be consistent with the interviewer notes.
• Attach a copy of your interview selection criteria, questions, and posting.
• Include information about race/sex of each candidate, if it is known.
• The interview panel must document all applicants on the interviewer’s report and provide specifics regarding those not interviewed and/or interviewed and not selected. Each criterion that the candidate does not have must be listed. It is not sufficient to indicate “Candidate did not meet listed or preferred criteria,” but must identify which ones and why. Candidates should not be compared to each other, but should be compared against the position criteria.
• If there are Affirmative Action goal applicants in the applicant pool that are not selected for interview and/or to fill the vacancy, then a detailed justification for each goal applicant not selected and/or interviewed must be submitted; this justification may be in a separate memo that is included with the Interviewer's Report. It is advisable to discuss relevant affirmative action issues with the Equal Employment Manager prior to submitting the Interviewer's Report.
• The following are examples of appropriate statements to be considered when preparing the interviewer’s package. Do not use subjective words such as lacks, limited, poor, or weak when describing the interview responses. The remarks should be stated objectively and specific examples should be given.
• Did not meet preferred criteria (with specific information as to which criteria)
• Did not have the required experience for the position (with specific information as to what required experience was missing)
• Reference/previous employer would not rehire candidate
• Candidate withdrew from the process
• Did not show for scheduled interview
• Unable to contact (phone disconnected, e-mails were undeliverable, did not return calls). NOTE: Document your attempts to contact the applicant.
• Accepted another position
• Candidate indicated the salary is not competitive
• Candidate did not provide detailed information/response in regard to….
• Candidate did not answer question(s) (provide specific examples)
• Candidate provided rambling response(s) which did not answer the question(s) and/or failed to get to the point; response(s) to question(s) were not clear or concise
• Provided short answers with little detail; follow-up question(s) failed to provide adequate response to question(s)
• Did not have the depth of experience required
• Inappropriate response to question(s) asked (provide examples)
• Examples provided did not demonstrate an understanding of project/concept
• You must include information about all other candidate(s) who applied for the vacancy but was/were not interviewed; list the reason(s) for this for each candidate. Provide race/gender identification, if available, of candidates not interviewed.
• When writing your comments, compare the candidates according to the same criteria.
• Request references (preferably three) from all the candidates during the interviews. The DEEP-Human Resources liaison will only contact the references for the recommended candidates. All candidates must sign the Release of Information form prior to the DEEP-Human Resources Division contacting current/former employers regarding a work reference/verification. In most cases, the reference/verification will be done by phone using the Employment Verification form. A copy of the Release of Information must be provided to the current/former employer at the time of the request. State employees will be requested to provide copies of their last two service ratings. If there are specific areas/concerns in regard to a candidate's experience and/or training, let your Human Resources liaison know prior to his/her contacting the references provided. The DEEP-Human Resources liaison will contact the supervisor if there is any adverse information.
• If the position requires certification or license (e.g., CPR, EMT, CDL), it is recommended that you verify their authenticity and expiration date with the certifying association. You may also wish to verify proof of degree and/or major course of study with the educational institution indicated on the candidate's application. Attach all reference documents to the application(s) of the recommended candidate(s).
• Request approval to hire a second or third recommended candidate in the event your first recommended candidate declines the position.
• Be sure to review the interviewer’s report for accuracy and completeness prior to submission for all signatures.
• The HR liaison will provide all documentation on the hiring process if there is a Reemployment/SEBAC hire, i.e. addendum to the report indicating the certification list was requested and/or SEBAC/Reemployment lists were checked for non-competitive positions; positions were posted or not; SEBAC candidate(s) appeared on the list and was/were contacted; SEBAC candidate was interviewed and offered position; candidate accepted or not accepted the offer. This needs to be documented as part of the interviewer’s report for the Affirmative Action Plan, even if it is a Reemployment/SEBAC candidate.
• After recommendation for hire is approved by the Bureau Chief or designee, the package is submitted to DEEP-Human Resources and then forwarded by Human Resources to the Central Services Bureau Chief’s Office, Affirmative Action, and the Commissioner and/or designee. If the 30-day Reemployment/SEBAC window period has expired, Human Resources will also recheck the Reemployment/SEBAC list for additional candidates. Human Resources will notify the Bureau/Division of the approval to hire.
• The Interviewer's Report form may be re-used in the event another vacancy of the same class title, Bureau/Division, and candidate criteria occurs within 90-days from the date of signature by the Commissioner/ Designee. In this case, an Interviewer's Report form must be prepared and attached to the original Interviewer's Report form indicating the new position information and signed by the Bureau Chief. The Interviewer's Report must contain the following comment in the applicant remarks section: "Request hiring of recommended candidate number X from Interviewer's Report submitted on xx/xx/xx. Position is in the same location and has similar duties and selection criteria."

• Before making an offer of employment, all mandatory lists must be cleared including SEBAC Reemployment.
• The appropriate HR liaison will notify the Bureau/Division of the approval to hire the recommended candidate(s) and will contact and offer the position to the candidate(s). If the recommended candidate accepts the position and notifies DEEP-Human Resources when his/her first day of work will be, Human Resources will notify the Bureau and confirm the acceptance of employment in writing. In most cases, new employees will begin work on the first day of the pay period. The Human Resources liaison will provide the applicable hiring information to make arrangements for the new employee orientation. This will be coordinated with the hiring managers.
• If the recommended candidate declines the position offer, your DEEP-Human Resources liaison, in consultation with Affirmative Action, will notify you prior to offering the position to another recommended candidate within the Interviewer’s Report. The DEEP-Human Resources liaison will notify Affirmative Action of who eventually accepts the position.
• Upon the recommended candidate's acceptance of the position, Human Resources liaison will notify the other candidates in writing regarding the fact that they were not selected.
• Once your interview and selection process is complete, shred extra copies of applications and/or resumes (originals should be submitted with the Interviewer’s Report). This will ensure candidate confidentiality, i.e. personal information; candidate is job searching, etc.

• The seasonal interview and selection process should follow the same basic interview and selection guidelines in regard to developing legal interview questions, selection criteria (if required), choosing the interview panel, documenting the interview process, and providing interview accommodation(s) if requested, etc. Refer to the following Directives for additional information on the seasonal hiring process: manual code 5511-D2, 5511-D3 and 5520-D3. Contact the Affirmative Action Office if you have any questions.
• Whenever practical, a good faith effort to promote from within should be made.
• Recruit at entry level for non-competitive positions.
• We encourage the use of CT Careers Trainees, Environmental Interns, and Engineer Interns.
• Advertise positions when necessary. Send a draft of the ad to the Human Resources representative for your Bureau for review and appropriate revisions. No advertising is to be done directly by the unit without receiving prior approval from DEEP-Human Resources. The Affirmative Action Office is available for consultation in regards to advertising to target affirmative action goal candidates and to recruit qualified persons with disabilities by special mailings. Choose diverse media for advertising (e.g., radio, minority newspapers, professional publications, job fairs, and internet sites). The Human Resources liaison may also consult with DAS-Human Resources Business Center in regard to recruitment resources and assistance.

Staff development focuses on the personal and professional growth of individuals within the organization. Organization development is a planned effort that focuses on developing systems, structures, and processes to improve the effectiveness of the organization so it can accomplish its goals and objectives. Organizational change and management of that change are the intentions of the activities.

No employee may work in a seasonal position or a combination of seasonal positions for more than 1040 hours from date of hire into a seasonal position assignment. However, the total number of hours worked by a Temporary Worker Retiree (DEP Seasonal Worker) must not exceed 960 hours in a calendar year in order to ensure no impact to a retiree’s pension.

Please see DEP Directives Number 5511 D2 - Use of Seasonal Resources Assistant and Temporary Worker Retiree (DEP Seasonal Worker) Positions and DEP Directive Number 5511 D3 Paperwork for EP Seasonal Resource Assistant Position Approval and Hiring of Seasonal Employees for more information.

Link to DEEP Directives Search

All paychecks (seasonal and full-time/part-time) are received in the Payroll Office and are mailed to the employee's home address.

The employee should notify his/her immediate supervisor who should contact DEP Payroll at (860) 424-3127. The supervisor should be prepared to give the employee’s name, employee number, work location, and the pay period in question in order for Payroll to research why the employee was not paid.