DT_The Vacancy Waltz - Hiring Policy

The Vacancy Waltz

Scenario Based Leadership Training

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Character List

Peter Pan - Chief Service Officer who is level-headed, policy-conscious but under massive pressure to act fast. Tinker Bell - Executive Assistant to Peter Pan Rapunzel– Director of Customer Loyalty who is strategic, empathetic but worried about losing talent. Jiminy Cricket- HR Business Partner who is calm, methodical and the guardian of policy integrity. Olaf - Customer Service Lead who is friendly and always sees things with a fresh perspective. Moana – Customer Service Advocate, known for her initiative and leadership but recently expressed feeling overlooked.

Continue..

Case

Are these facts relevant or misleading?

The position was vacated due to a sudden resignation.

It’s a stormy Monday morning at the Regional Food Bank of Oklahoma. The wind howls outside as Rapunzel, Director of Customer Loyalty, walks briskly into Peter Pan's, the Chief Service Officer, office. A Customer Service Manager position has just opened up after a sudden resignation. Rapunzel's team is stretched thin and the pressure to fill the vacancy quickly is already mounting. Rapunzel enters the office with a hopeful gleam in her eye, clutching a folder labeled “Moana – Internal Candidate.”

Rapunzel's Customer Service team is stretched thin.

The Customer Service team is planning a major event next week and needs leadership in place.

Transparency builds trust and retention.

Peter Pan is rumored to prefer external hires.

Start

Peter, how should you coach Rapunzel? Is there more than one option?

The Problem.

Fill out the Job Requisition in Paycom to post the vacancy internally & externally until the position is filled.

Rapunzel's voice trembles slightly as she says, “Peter, I believe Moana is ready. She's qualified, respected and already steering the ship without the title. Let's fill the vacancy with her. If we lose Moana, we lose momentum. We can’t afford that right now.” Peter, appearing frustrated, says: "I hear you that she' is a flight risk. If we don't act now, she may feel unvalued. But policy demands fairness." Tinker Bell interjects, "Surely, everyone will understand that this is urgent & Moana is the only choice. Maybe we just skip the posting just this once."

Fill out the job requisition in Paycom to post the position internally until the position is filled.

Instruct Rapunzel to offer Moana the role immediately so we don't lose great talent.

Post the job internally but privately let Moana know that she is the preferred candidate.

Encourages Rapunzel to seek HR advice from Jiminy Cricket.

What path(s) should be happening internally while accepting applications?

Job Requisition

Rapunzel encourages Moana to apply but makes no promises or references to her preferred status.

Following the policy, Rapunzel fills out the job requisition in Paycom to request the position be posted online & backfilled. The job requisition request is reviewed by Peter Pan, then the CFO, then the CEO and finally HR and subsequentially approved. Jiminy Cricket's HR team creates the job posting, verifies the salary range then posts the position both internally & externally.

Tinker Bell encourages Moana to apply, explaining the process and affirming her worth.

Peter Pan hears that Moana is the perfect fit and tells her directly the job is hers, that this is just checking a box.

Rapunzel tells Moana privately that she is the top choice and hints that the posting is a formality.

What paths hurt the organization? How/Why?

Great! You didn't know how to proceed so you reached out to HR for advice. Now you know the following:

HR ADVICE

You must submit a job requisition in Paycom as all job postings must be posted internally & externally for policy compliance.

Rapunzel has taken Peter Pan's advice and scheduled a meeting to discuss the job vacancy with Jiminy Cricket. Jiminy lays out the policy: “I understand the urgency, but we must protect the integrity of our process. Skipping steps may seem efficient, but it undermines fairness and transparency. Let’s post the role, both internally and externally, encourage Moana to apply and follow the structured evaluation. If she’s the best fit, she’ll rise to the top—and we’ll have done right by everyone.”

Jiminy encourages you to reach out to Moana to encourage her to apply for the position.

You understand you need to review the internal & external candidates through the same lens.

You will schedule a 15 min 1:1 (either virtually or in-person) with each internal candidate before scheduling a panel interview.

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Applications

"Seriously?" thinks Rapunzel? "Maybe I...?"

"I'll just give it a few days and then email Jiminy to send 'No Thank you' emails. I already know Moana will be offered the position" thinks Rapunzel.

It’s early Monday morning. The office is buzzing with excitement that the job posting went viral on LinkedIn and Indeed over the weekend. Rapunzel walks into the HR office with two coffees and a look of panic. "Jiminy, over the weekend, the Customer Service role received 100 external applications and 5 internal applications! We need to pause this today!" exclaimed Rapunzel. "There is no way I'm going to be able to evaluate every applicant!" Jiminy with understanding replies, "Let's pause the posting so that you can review every applicant. Can you commit to finishing this by 5pm on Wednesday? Touch base with me on Wednesday on your progress. I know this is a lot, but we need to ensure every candidate is treated fairly and consistently."

"My cousin applied - Maybe I just fast-track him and mark everyone else with the red flag" thinks Rapunzel.

"I'm already understaffed Jiminy - can you just evaluate the applications for me?"

"I hear you, Jiminy. I will schedule time blocks on my calendar for the next few days to get through them."

HR: STOP

"I get it, but I don't have time to review all of these. No one will know, right?" thinks Rapunzel.

Jiminy: "I noticed the Customer Service applications were not reviewed in full in Paycom. Before HR sends out the "No Thank You" rejection emails, can you walk me through your evaluation process?” Rapunzel: “Moana was the obvious choice. She’s qualified, and we were worried she’d leave if we didn’t act fast.” Jiminy: “I understand the urgency. But skipping the posting and evaluation process violates our policy. It undermines fairness and transparency—and it puts Moana in a difficult position too.” Jiminy opens the policy binder and points to the section: “Per the Recruitment & Selection Policy, all vacancies must be posted internally & externally until the position is filled. All candidates must apply through the system and be evaluated using standardized criteria.” Peter sighs. Peter: “We just wanted to do what was best for the team.” Jiminy: “Doing what’s best means following the process. It protects Moana, you and the organization. We’ll need to pause the promotion, post the role properly and allow Moana to apply along with other internal candidates.”

You ignore HR & don't review any other application because clearly Moana is the choice.

You only review the external candidates and find many meet the minimum qualifications but ignore internal candidates.

You only review internal candidates but quickly decide Moana is the only choice.

You review every application while comparing each to the job description requirements & schedule phone screens accordingly

Policy Misstep - HR Steps In

Rapunzel now understands this piece of the policy and now knows:

The job posting must be both external & internal and open until it's filled

It’s midweek, and the pressure is mounting. The Customer Service vacancy has been open for two days. Peter and Rapunzel are in Peter's office, reviewing the job requisition. The storm outside has passed, but tension inside is rising. Peter, eager to move quickly, says, “Once the requisition is approved and posted, let’s ask HR to close the posting after 7 days and offer Moana the job. That’s the minimum, right?” Just then, Jiminy, HR Business Partner, enters.. “I overheard the plan to close the posting after 7 days. I want to clarify something important. The policy states that the job must be posted internally & externally & remain open until the position is filled. That means we can’t arbitrarily close it just because a week has passed.” Peter frowns. “But we already know Moana is the best fit. Isn’t this just a formality?” Jiminy replies: “I understand the urgency and Moana’s strengths. But skipping steps—even unintentionally—undermines fairness and transparency. Other internal candidates may still be preparing their applications. If we close early, we risk violating policy and damaging trust.”

Closing a posting prematurely can lead to policy violations and reputational harm.

Even strong internal candidates must apply and be evaluated through the standard process.

HR’s role is not just administrative—it’s strategic and protective of organizational integrity.

Continue..

Phone Screens

Rapunzel has finalized the Phone Screens & now knows:

It’s midweek, and the storm has passed. The office is calm, but the hiring process is heating up. Rapunzel, now more confident after surviving the application avalanche, has narrowed down her candidate pool. She’s reviewed the Hiring Guide, crafted a thoughtful list of standardized questions and is ready to move forward. She plans to ask each candidate the same core questions to ensure consistency. She’s also considering adding a few “personalized” questions based on each candidate’s resume but then Jiminy reminded her that all interview questions must be job-related and consistent across all candidates.

Out of the 5 internal candidates, only 2 will move forward.

HR has received the contructive feedback from Rapunzel for the 3 remaining internal candidates informing each of them they will not move forward & why.

There are 3 external candidates that she feels strongly could fulfill the role.

Rapunzel has asked Jiminy, Peter Pan & Olaf to be the hiring panel ensuring diversity & expertise in the process.

Continue..

Scheduling/ Administration

Discussion: What path(s) should happen during the scheduling process?

Rapunzel reaches out to each candidate to schedule in-person interviews for next week, aligning with the hiring panel’s availability.

It’s Thursday afternoon. The sun is finally out, and the office feels energized. Rapunzel, now deep into the hiring process for the Customer Service role, sits at her desk with her calendar availability open, a stack of resumes and a half-empty iced coffee. She’s just confirmed the availability of the hiring panel for next week and is ready to schedule interviews. As Rapunzel creates meeting invites, she recieves a teams message from Jiminy - "As a reminder, don't forget to red flag all candidates that were not chosen to intervie. Also, please ensure that you are moving each candidate scheduled for an interview to the next step in Paycom."

Rapunzel schedules a facility tour for each external candidate to follow their interview, hoping to showcase the organization’s culture and workspace.

A Slack ping from Peter reads "Let me know when the interviews are locked. I want to sit in on Moana's."

Rapunzel creates 2 sets of questions for the hiring panel. "Obviously Jiminy will understand that I need to know different things from the external candidates that I already know about the internal ones" she thinks.

Rapunzel, frustrated, asks Jiminy "Do I really need to move the applications through Paycom? I obviously do not have the time for that. Can't you understand that we are understaffed as it is? Why can't you do it?"

What paths hurt the organization? How/Why?

Panel Interview 1 "Moana"

Discussion: What facts should be considered in rating these candidates? Why or Why Not?

Rate candidates based on how well they answer the approved, consistent questions asked during the interview.

It’s Tuesday morning. The conference room is neatly arranged with printed resumes, water bottles, and copies of the standardized interview questions. The hiring panel—Rapunzel, Jiminy and Olaf - are seated and ready. The first candidate, Moana, an internal applicant, enters with a confident smile and a portfolio tucked under her arm. Rapunzel opens the interview with a warm welcome and outlines the structure: 60 minutes, 10 core questions and time for Moana's questions at the end. "To start, why don't you tell us a little about yourself and why you would like to be considered for this position?' During Moana's interview, the hiring panel heard Moana compliment Rapunzel's leadership on a past project. Olaf then jokes about Moana's coffee mug ("You're hired if you bring me one!"). After Moana leaves the room, Jiminy mentions that the last candidate wore a suit, while Moana was casually dressed.

Rate candidates based on concrete examples they provide that demonstrate their ability to perform the role.

Focus on qualifications, certifications, and relevant work history that align with the job description.

Rate candidates higher for non-job-related achievements.

Rate candidates based on appearance, personality or charisma.

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Panel Interview "Ariel"

What facts should be considered in rating these candidates? Why or Why Not?

Rate candidates based on how well they answer the approved, consistent questions asked during the interview.

Upon Moana exiting, the room hums with quiet energy. "Alright, team—next candidate in five. Let’s reset." says Rapunzel. Jiminy nods, flipping to a fresh evaluation sheet. Olaf places a fresh pen at each seat, whistling a tune. The door creaks open. Ariel, the first external candidate, steps in with a confident smile. Rapunzel again opened the interview using the same structure as before. Olaf jokes that Ariel's shoes match the company colors. Rapunzel asks a follow-up question about Ariel’s experience with CRM systems, which Jiminy notes is acceptable as long as it’s asked of all candidates. Ariel shares a story about leading a customer loyalty initiative at her previous company, drawing interest from the panel. Wrapping up the interview, Ariel smiles and says, “I’m excited about this opportunity. I hope I can bring something new to the team.” Upon Ariel leaving, Rapunzel wonders aloud if Ariel’s “fresh perspective” could shake things up. Jiminy replies, “Let’s make sure our decision is based on documented criteria, not personal preference.”

Rate candidates based on concrete examples they provide that demonstrate their ability to perform the role.

Focus on qualifications, certifications, and relevant work history that align with the job description.

Rate candidates higher for non-job-related achievements.

Rate candidates based on appearance, personality or charisma.

Continue

Interview Debrief

What facts should be considered during this debrief? Why or Why Not?

Rapunzel still believes Moana is the right candidate for the role.

It’s Tuesday afternoon. The first round of interviews has wrapped and the hiring panel gathers in the conference room for a debrief. The room is quiet except for the hum of the coffee machine. Rapunzel sits at the head of the table with her notes. Joining her are Jiminy, Peter, Olaf and Genie, director of sales, who was added to the panel yesterday afternoon & only partcipated in the two of the external interviews. Rapunzel flips through her notes and says, “We’ve got strong candidates—but I want to be sure we’re doing this right.” Jiminy calmly replies, “We need to be consistent. Genie’s input is valuable, but his late addition may be compromising the fairness of the hiring process." Genie looks sheepish and says, “I didn’t mean to cause trouble—I just wanted to help.” Rapunzel sighs and says, "I would like to move forward with final interviews next week and really think Moana is the right fit." Peter leans forward and says, “Maybe I should have joined the interviews. Every candidate deserves an equitable opportunity."

Genie really liked Ariel and isn't convinced Moana is the perfect fit.

Olaf rated Moana the highest because he knows her personality, work ethic and already has an established relationsip with her.

Genie reminds the team that Moana's attendance hasn't been great lately and he doesn't think promoting her will solve the problem.

Jiminy recognizes that not everyone is convinced on who to select and proposes a 2nd interview for the top 2 finalists.

The Final Two

Discussion: What facts should be considered in this final decision? Why or Why Not?

Familiarity or personal relationships with the internal candidate.

It’s Thursday morning. The conference room is quiet, save for the soft hum of the refridgerator and the rustle of printed interview questions. The hiring panel—Rapunzel, Jiminy and Olaf are preparing for the second round of interviews. Only two candidates remain: Moana, the internal candidate, and Ariel, an external candidate. Moana walked into the boardroom confident but aware of the stakes. During her interview, the hiring panel heard Rapunzel mention that Moana helped organize last year's holiday party. Rapunzel then joked that Moana already knows where the coffee filters are stored. After Moana left the room, Olaf wonders aloud if Moana's familiarity with the team gives her an "unfair advantage." Ariel arrives next, smiling and ready, unaware of the internal dynamics. Jiminy notes that Ariel’s resume was printed on recycled paper. The hiring panel, learning from the previous round, asks Ariel the same set of questions. Ariel impressed the panel with fresh ideas and a strong understanding of customer engagement strategy. At the end, Ariel complimented the office layout and inquired about the snack policy. After, Rapunzel looks at both resumes and says, “They’re both strong—but one feels like home, and the other feels like change.” Jiminy replies, “Let’s make sure our decision is based on documented criteria, not personal preference.”

Internal candidate’s tenure or popularity without job-related justification.

Skills, experience and competencies directly tied to the job description.

Candidate alignment with the team’s current needs and long-term goals

Unstructured feedback like “they just feel right” or “they’d be fun to work with.”

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The Offer

Discussion: Which steps does Rapunzel need to take next?

Promise Ariel a higher salary verbally without HR approval. It's in the budget, so does it really matter?

It’s Friday afternoon. The conference room is quiet, the hiring panel has concluded deliberations and the decision is final. Rapunzel, after confering with Jiminy calls Ariel to offer her the position. Jiminy however is meeting with Moana to provide contructive feedback. Rapunzel dials Ariel’s number. Rapunzel: “Hi Ariel, this is Rapunzel from the Regional Food Bank of Oklahoma. I want to thank you again for your time and thoughtful participation in our interview process. I’m excited to share that we’d like to offer you the position of Customer Service Manager.” Ariel: “Oh wow, thank you so much! I really enjoyed meeting the team and learning about the mission.” Rapunzel: “We were impressed by your strategic thinking, especially your experience redesigning customer engagement workflows. Your responses were clear, grounded in data and aligned with the goals of this role. HR will follow up with a formal written offer, the pre-employment process and onboarding details. Please let us know if you have any questions - we're thrilled to welcome you onboard."

Ensure all other applications are red flagged, then send an e-mail to HR asking for the "We chose another candidate" email.

Gather all of the interview notes, phone screens & rubrics used during the interview, remove any staples and turn into HR.

Notify her whole team that Ariel will be in next week's orientation

Forward Ariel's application to the Offer step in Paycom for HR to send a formal offer.

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HR Feedback to Moana

Constructive Feedback

Lack of broader experience in strategic customer engagement.

Later that day, Jiminy meets with Moana privately. Jiminy: “Moana, thank you for your strong application and interview. Your experience, dedication to the organization, and leadership in past initiatives—like the donor campaign—were clearly reflected in your responses. You are a valued team member, and your interest in growing within the organization is appreciated.” “After a thorough and consistent evaluation process, the panel selected a candidate whose experience more closely aligned with the strategic scope of the Customer Service Manager role. Specifically, we had a candidate who demonstrated extensive experience in leading large-scale customer engagement initiatives and implementing CRM systems across multiple departments.” “While your interview was strong, one area for growth is articulating strategic impact—connecting your work to broader organizational goals and metrics. We’d be happy to support you in developing this skill through mentorship or training opportunities.” “We see great potential in your continued growth here. We’d love to work with you on a development plan and explore future leadership opportunities that align with your strengths and career goals.”

Weaker alignment with the technical and leadership demands of the role.

Unclear examples of leading cross-functional initiatives at scale.

Discussion: Is there any other contructive feedback that Jiminy could relay from the hiring panel that could be given to Moana?

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The worst choice - skip the process

As you chose to not follow the hiring process, you have created the following:

• Violated the Recruitment & Selection Policy
• Other qualified internal candidates are denied a fair opportunity.
• HR flags the action and the verbal offer is rescinded.
• Moana feels pressured and unsupported, leading to disengagement.
• You still have an open position, your team feels the void and pressure and subsequently you have to start the process over.

Restart

THE WISPERED SHORTCUT

As you chose not to follow the Recruitment & Selection policy, you have created the following:

• Moana applies but feels the process is rigged.
• Other employees sense that senior leadership favors Moana.

• The culture has been negatively impacted resulting in a loss of morale and productivity.
• Trust in your leadership and the leaders above you has plummeted.
• Moana, now the topic of the circulating gossip, feels undervalued and quietly begins job hunting.
• HR reminds you of the importance of transparency and neutrality.
• You still have an open position, your team feels the void and pressure and subsequently you have to start the process over.

Restart

Policy Violation

By adding a panelist for only one (or some) internal candidate(s), you have directly violated the Recruitment & Selection policy. Bias risk: That candidate may receive more favorable or unfavorable scrutiny. Process inconsistency: Other candidates are not given the same opportunity to engage with the full panel. Legal exposure: If challenged, the organization may not be able to defend the fairness of the proce Co

✅ Corrective Action

• Ensure the same panel members interview all candidates for the same role.
• If a panel change is necessary, restart the interview process or clearly document the reason and ensure all candidates are re-interviewed under the same conditions.
• Consult HR before making any panel adjustments.

Restart Interview Process

Policy violation

By asking candidates different questions, you have directly violated the Recruitment & Selection policy.

• Equal treatment: Internal candidates must be evaluated using the same criteria and questions as external ones.
• Avoiding assumptions: Prior familiarity must not replace formal evaluation.
• Documentation and defensibility: Using different questions could expose the organization to claims of favoritism or discrimination

✅ Correct Approach

• Use a single, standardized set of questions for all candidates.
• Supplement with job-related follow-up questions only if they are applied consistently across all interviews.
• Document all responses using the approved interview matrix and rating scale.
• Consult HR before making any adjustments to the interview format.

Restart Interview Process

Policy violation

By not reviewing every application, you have directly violated the Recruitment & Selection policy.

• Equal Opportunity: Every applicant must be given a fair chance to be considered. Skipping applications can result in overlooking qualified candidates, especially those from underrepresented groups.
• Consistency in Process: The hiring process must be systematic and job-related. Selective review introduces bias and undermines the structured interview model, which is proven to be more effective and equitable.
• Legal and Ethical Risk: Inconsistent application review can expose the organization to complaints, audits or legal challenges. It may violate EEOC guidelines and internal ethical standards.

✅ Correct Approach

• Always review every application submitted through Paycom.
• Use the approved screening tools flag system (red or green) to identify candidates for further evaluation.
• Document the review process to ensure transparency and accountability.
• Collaborate with HR to ensure all steps are compliant and defensible..

Restart Application Process

Whose responsible?

HR

Hiring Manager

Policy Compliance & Oversight HR ensures that all hiring activities follow the Recruitment & Selection Policy, including posting timelines, interview consistency and offer procedures. Job Posting & Compensation HR is responsible for creating & posting approved job openings internally and externally, benchmarking compensation data, being a member of each hiring panel, collecting the interview notes and ensuring that each applicant has been responded to before closing the job. Candidate Communication & Offer Letters HR notifies internal candidates who do not meet qualifications, coordinates interviews, issues formal written offers to selected candidates. Documentation & Recordkeeping HR maintains records of job requisitions, interview notes, and candidate evaluations. All interview documentation needs to be turned into HR Approval Coordination HR facilitates approvals from the CFO, CEO, and relevant officers before a job can be posted or filled.

Job Description/Job Level Application Questions The hiring manager reviews the job description and any job level questions before enter the requisiiton. If edits or new questions need to be created, the manager is expected to reach out to HR. Initiate the Job Requisition The hiring manager identifies the staffing need and completes the requisition form in Paycom. Application Management (Paycom) The hiring manager reviews applications and resumes, flags the application in Paycom red or green, and moves the applicants through the Paycom workflow. Interviewing The hiring manager selects the interview panel, creates the interview questions based on the Hiring Guide and leads the interviews. Collaborate with HR The hiring manager works with HR to ensure fair treatment, consistent evaluation and timely communication.

Return to Scheduling

Return to Offer

Return

Evaluating candidates

Can Review

can not review

Job-Related Qualifications Evaluate education, certifications and relevant experience. Skills and Competencies Use structured interview questions to assess both technical and soft skills.May use skills assessments or practical exercises to validate capabilities. Behavioral and Situational Responses Apply STAR (Situation, Task, Action, Result) method to evaluate responses. Use approved question banks and rating scales to ensure consistency. Cultural and Organizational Fit Ask about work style, collaboration preferences, and motivation. Observe alignment with company values and mission. Consistency and Fairness Ask the same set of approved questions to all candidates. Diversity and Inclusion Ensure diverse representation on interview panels. Follow inclusive practices and avoid affinity bias.

These are legally protected and ethically prohibited from influencing hiring decisions: Race, Color, Religion, Sex, Age, National Origin Disability Status, Genetic Information Marital Status Veteran Status Any other characteristic protected by law Bias Prevention Measures Avoid “gut feeling” decisions or selecting candidates based on personal affinity or shared background. Do not consider social media content unless it directly relates to professional qualifications and is reviewed consistently across candidates.

Return to Interview Debrief

Return to the Final Two

Return to Ariel Interview

Return to Moana Interview

You Hired Someone!!

Rapunzel stands by the window, sunlight streaming through her golden hair as she reads an email on her crystal tablet. Pascal, her chameleon companion, peeks over her shoulder. Rapunzel: We did it, Pascal! The candidate accepted the offer and passed the pre-employment screenings! She twirls around, her excitement echoing off the stone walls. A stack of interview notes and a half-empty coffee cup sit on the table—evidence of long hours and careful deliberation. Pascal: (tilts head, squeaks) Rapunzel: know, I know. It was a tough decision, but the panel agreed—Ariel is the perfect fit. She opens a scroll labeled “Onboarding Plan” and sighs with mock dread. Rapunzel: Now comes the hard part… ONBOARDING! Pascal rolls his eyes playfully as Rapunzel laughs and gets to work.

To be Continued...

Do you want to customize your branching scenario? Here are some tips:

• Before editing the branching scenario itself, edit in the outline first. This way you’ll get an overview and know which questions and answers go on each page.
• When editing, follow the order of the pages, from the first page or question until you reach the final pages.

Take a look at the structure of this branching scenario. Each page has a number associated with it, contains a question, and leads to several answer options. If on page 4 they choose option A, they go to page 5. But if they choose option B, they go to page 6, which contains a different question. This branching scenario is set up so that if you keep the structure the way it is, there’s no need to edit the interactivity or connections between pages. But you can also modify them. For example, imagine you want to add an option C to the question on page 5, and if they choose this option, they skip to the question on page 10. You’ll just need to set up the 'Go to page' interactivity from option C so that it jumps directly to page 10. As you can see, the most important thing when creating your branching scenario will be planning it well and assigning a number to each page before beginning to edit it. This way, you’ll be able to modify the connections very easily.