Journal of College & University Student Housing Vol. 47 No. 3 - 90

a reduction in housing-specific personnel
costs. Such a strategy could be intentionally designed to focus on professional development and collaboration for non-housing
staff wishing to expand skills and knowledge outside their regular, unit-specific
job responsibilities. The only requirement
is trust by housing personnel that their
non-housing colleagues can appropriately
identify strengths and weaknesses of candidates given whichever process component
they are staffing. With intentionally designed evaluation metrics and appropriate
training, this need not be an actual concern,
other than overcoming internal feelings and
personal biases.
	
This could be taken one step further
since housing departments are typically not
unique on their campuses to hiring large
groups of paraprofessional staff. Instead
of " borrowing " personnel resources, perhaps certain portions of hiring processes
might be best combined between units to
collectively evaluate candidates holistically
for shared traits among multiple positions.
Then, each unit could split apart to do follow-up interview components with specific
evaluation of the unique job responsibilities.
For example, it is safe to assume the positions of Orientation Leader and RA share
some similar desired attributes (e.g., leadership, ability to work with others). An institution could combine all staff resources from
both the housing and orientation units to
collectively assess common attributes with
follow up interviews to evaluate unit-specific

job responsibilities. However, since not all
unit staff sizes and candidate pool sizes are
equal, further analysis would be warranted.
It could be one unit brings fewer resources per candidate by default, thus reducing
workload for that unit while stressing the
time economy of the other unit.
	
If none of the earlier recommendations
are sufficient in addressing lost opportunity
costs among localized staff resources, perhaps a more radical approach is warranted.
Instead of building out a comprehensive
hiring process and then forcing it into existing staff workloads, departments could work
backwards by predetermining how much
staff time they wish to dedicate for recruitment efforts balanced against existing job responsibilities. Intentional efforts such as this
would further reinforce business continuity.

RECOMMENDATIONS
FOR ADDITIONAL ANALYSIS
Although it may appear the presented analysis focused on time efficiency, it really should
be viewed as focused on being purposeful
and intentional with staff time. Additional
analysis on candidate evaluation and assessment metrics would further illuminate the
intentional deployment of personnel resources in the most effective manner. By extending
Stoner's (2018) analysis studying the weights
of each component score contributing to overall candidate scores, a department may learn,
for example, a majority of the total points
available to candidates is collected in a component requiring the fewest personnel hours.

Therefore, housing practitioners must curb the desire to overdesign
hiring processes as a substitute for subsequent training and
supervision at the expense of their staffs' time unless assured
the time investment pays satisfactory dividends.

Volume 47, No. 3 * 2021

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