Inclusive Recruitment Guidance for Administrative Employees 

NYCPS Recruitment and Hiring Policy

The NYCPS Recruitment and Hiring Policy confirms the agency’s commitment to fostering an environment that supports Inclusive Recruitment and Hiring and facilitates successful recruitment outcomes for NYCPS hiring managers.

Recruitment Roles & Responsibilities

Office of Equal Opportunity (OEO)

• Ensures adherence to City Equal Employment Opportunity (EEO) policy
• Reviews demographic reports & workforce data
• Monitors diversity of employees & applicants
• Drafts agency Diversity & EEO Plans
• Coordinates mandated City trainings (e.g., Sexual Harassment Prevention)
• Provides tools to prevent discrimination in hiring
• Investigates workplace discrimination allegations

Division of Human Resources (DHR)

• Ensures compliance with civil service rules
• Partners with Division leadership to build a diverse workforce
• Creates and executes recruitment strategies
• Cultivates internal & external partnerships
• Manages job postings, marketing, and onboarding

Hiring Manager

• Ensures compliance with EEO & civil service rules in the interview process
• Identifies hiring needs
• Helps define recruitment strategies for their recruitment actions
• Screens applicants & conducts structured interviews
• Partners with HRDs and DHR on all aspects of the recruitment process

Recruitment Strategies

A Diverse & Inclusive Workforce

• Successful recruitment strategies require structured, proactive hiring practices to attract, assess, and hire candidates from diverse backgrounds.
• Diversity includes race, gender, age, ability, orientation, culture, socioeconomic status, and more.
• Inclusion ensures all employees can contribute fully and equitably.
• A diverse workforce strengthens culture, creativity, and community understanding.

Training

Provide training for hiring managers and HR professionals on the importance of inclusive hiring. Educate them about unconscious biases, accessibility, and the benefits of a diverse workforce.

Unconscious Bias

• Awareness and bias reduction training
• Standardizing screening and interviewing
• Diverse interview panels
• Clear, objective evaluation criteria
• Reviewing hiring policies for barriers

The 55-a Program

What does 55-a refer to?  

The 55-a Program is a provision under New York State Civil Service Law that allows qualified individuals with disabilities to be appointed to competitive civil service titles without taking a traditional civil service examination.

What is the purpose of the 55-a program?

The 55-a Program promotes equitable access to New York City employment opportunities while supporting a more inclusive workforce. It provides qualified candidates with disabilities with an alternative pathway into competitive civil service titles without taking an exam. However, all candidates must still meet the required education, experience, and interview standards for the position.

Who is eligible for the 55-a program?

To be eligible for the 55-a Program, candidates must meet the following criteria:

They must be qualified to perform the duties of the position, with or without reasonable accommodation; and

1. They must meet the minimum education and experience requirements for the position applied to.
2. Candidates must be certified as having a mental or physical disability through one of the following agencies:
   • ACCES-VR (Adult Career and Continuing Education Services – Vocational Rehabilitation
   • New York State Commission for the Blind (NYSCB)

How Candidates Apply

Candidates seeking consideration through the 55-a Program must clearly indicate the following statement at the top of their resume and cover letter when applying for a posted position to a completive title.

Seeking 55-a Consideration

This allows the Hiring Manager and HR team to identify the candidate as someone requesting consideration through the 55-a Program.

Candidates should continue applying through the standard NYCPS hiring process and ensure that all submitted materials accurately reflect their education, experience, and qualifications.

Important Facts About the 55-a Program

• The 55-a Program provides qualified candidates with disabilities with an alternate pathway into competitive civil service titles and is available to both new hires and current employees.
• A disability does not provide hiring preference over other candidates. Hiring decisions must be based on qualifications, experience, and interview performance.
• Hiring managers should provide reasonable accommodations during the hiring process if requested but should not request medical documentation directly from candidates.
• Processing typically takes 8–10 weeks. A new 55-a application is required when moving into a different competitive title.
• 55-a employees remain subject to the same performance and conduct standards as all employees and may be terminated for legitimate non-discriminatory reasons, including failure to meet job requirements or workplace safety concerns.
• The goal of the program is inclusion and opportunity while maintaining fair and consistent hiring practices.

Benefits of Hiring with the 55-a Program

The 55-a Program provides several important benefits to both employees and agencies.

For Candidates

• Creates an additional pathway into competitive civil service positions.
• Provides access to permanent competitive titles without taking an examination.
• Offers opportunities for career growth and advancement.

For Agencies

• Allows agencies to recruit qualified candidates more efficiently.
• Does not require use of the 1-in-3 rule.
• May be used even when eligible lists exist.
• Supports diversity, equity, inclusion, and accessibility efforts.

Employees appointed through 55-a are still required to complete probation and meet all job expectations.

Responsibilities of Hiring Managers & HR Directors

Hiring Managers and HR Directors play an important role in ensuring the process remains fair, compliant, and inclusive.

Hiring Managers Should:

• Review resumes to confirm candidates meet the minimum qualifications.
• Follow ADA guidelines and provide reasonable accommodations during the interview process when requested.
• Focus on whether the candidate can perform the essential functions of the position with or without reasonable accommodation.
• Use structured interviews with consistent, competency-based questions to ensure a fair and unbiased process for all candidates.
• Treat 55-a candidates the same as all other candidates during the interview process.
• Treat employment gaps related to disability the same as any other career break and focus on qualifications and experience.

Hiring Managers Should Not:

• Ask candidates about the nature or severity of their disability or make assumptions about a candidate’s abilities.
• Request medical documentation directly from candidates.
• Make assumptions about a candidate’s ability to perform the role.
• Share any information disclosed about a candidate’s disability to anyone other than those involved in the accommodation process.
• Make assumptions on whether or not DCAS will approve the request.

Disability Inclusive Job Interviews

• Ensure the interview process is accessible to all.
• Include information for requesting accommodations in all interview confirmations such as letters/emails sent to candidates, as candidates who need reasonable accommodations for an interview may be hesitant to ask for them.
• Provide different options for the platform where interviews can be held – in person or virtual.
• Ensure structured interviewing is being used where all candidates are being asked the same questions.
• Consider the type of interviews and let candidates know ahead of time what to expect, including how many people will be on the interview panel.

Note: A hiring manager should never ask candidates about their disabilities or reasonable accommodations, even when it is obvious that they have a disability.

NYCPS 55-a Recruitment Process

1. Hiring Manager
   • Resume Review – Determines whether the candidate meets the minimum education and experience requirements for the position.
   • Conducts structured interviews – the interview process should be the same as for candidates who are not 55-a candidates.
   • Offers the position to the selected candidate.
   • Informs the HR Director of the job offer and the candidate’s expression of interest in the 55-a program.
   • Works with the NYCPS Employee Relations Office if a Reasonable Accommodation is needed.
2. DHR Office of Classification, Compensation, and Civil Service (OCCCS)
   • Confirms that the position the candidate being hired in is a competitive position.
   • Collects the required 55-a program application documents.
   • Initiates and coordinates the 55-a application process with DCAS.
   • Initiates the onboarding process with the applicant once the 55-a application has been approved.

End‑to‑End Recruitment Workflow

1. Verify vacant headcount and required budget approvals.
2. Define the vacancy and success profiles (competencies, outcomes).
3. Draft an inclusive job posting with required elements (see the Inclusive Job Recruitment Checklist located in the Tools, Templates, and Checklists section of this guide).
4. Plan outreach and sourcing (i.e. internal + external, civil service pool, job fair, etc.).
5. Screen consistently using structured criteria.
6. Design and run structured interviews with a diverse panel.
7. Select using evidence‑based evaluation and document rationale.
8. Extend offer, conduct onboarding, and capture candidate experience.
9. Debrief to determine how the next recruitment can be improved.

Structured Interviewing Guide for Administrative Employees

The Structured Interviewing Guidance for Administrative Employees is a valuable resource designed to improve recruitment outcomes by removing bias from the interview process. The guide highlights the Structured Interview Process, which is designed to provide a consistent, equitable methodology for recruitment which emphasizes questions that are directly tied to the competencies and skills critical to the success of the selected candidate.

Structured Interviewing for Civil Service Pools

The Structured Interviewing Guide for Administrative Employees– Civil Service Recruitment provides guidance regarding hiring at civil service pools and how the Structured Interview process functions in this setting.

Tools, Templates & Checklists

Inclusive Job Description Checklist

• Focus on essential skills and impact; avoid unnecessary requirements.
• Use neutral straightforward language that focuses on the core skills needed for the role. Separate “Required” vs. “Preferred” qualifications.
• Describe flexible pathways (e.g., equivalent experience, where appropriate).
• Highlight mission, public impact, learning, and advancement.
• Clearly state NYCPS commitment to diversity and inclusion.
• Verify requirements (i.e. valid driver's license) are included in the job description.
• Ensure readability (use clear, plain language, avoid jargon and acronyms, keep sentences short and use bullet points.

Examples: Biased vs. Inclusive Language

Sample Inclusive Job Posting Template Elements

• Role Title:
• Division/Unit:
• Location / Work Model: (onsite/hybrid/remote, if applicable)
• About the Role (mission impact)
• Key Responsibilities (5–7 bullets focused on outcomes)
• Minimum Requirements (skills/credentials; allow equivalent experience)
• Preferred Qualifications (limit to 3–5)
• Compensation & Benefits (pay range if applicable, development opportunities)
• Commitment to Equity & Accessibility (EEO and accommodations statement)

Resume Screening Rubric (Example)

Structured Interviews

Use structured interviews where all candidates are asked the same set of questions that are relevant to the role and designed to provide insight into the candidate’s skills and experiences. This will allow the interviewer to focus on performance indicators rather than subjective impressions.

Diverse Interview Panel Checklist

• Panels include individuals with varied roles, levels, and perspectives.
• All panelists completed structured interview training.
• Consistent questions used across candidates.
• Rating rubric shared and used by all panelists.
• Accessibility and accommodation plans are confirmed.

  Sample Questions

Prepare a standardized set of questions in the formats below.

• Behavioral: Describe a time you improved a process that affected multiple stakeholders. What was the outcome?
• Situational: You’ve received conflicting priorities from two leaders. How do you proceed?
• Technical/Role‑Specific: Walk us through how you plan and run a recruitment for a hard‑to‑fill role.
• Equity & Inclusion: Share an example of how you’ve ensured an inclusive and equitable experience for a colleague or constituent.
• Allow candidates to ask questions at the end of the interview.

Candidate Evaluation Form (Panel)

Develop a rating scale and scoring rubric to evaluate candidate responses.

Resume Screening Rubric (Example)

Decision Guidance: Select based on total evidence across criteria; tie‑breaks require documented job‑related justification. Maintain records per policy.

Accessibility & Candidate Accommodations

Offer alternative interview formats (virtual, phone, written) as needed to satisfy reasonable accommodation requests.

• Share interview logistics in advance (timing, tech, building access).
• Provide materials in accessible formats; add captions to virtual sessions.

Leveraging Internal & External Resources

Internal Resources

• Build a diverse recruitment team
• Join NYCPS Employee Resource Groups
• Encourage employee referrals
• Utilize internal mentoring and professional development programs , including OTDC’s Mentoring and Professional Development programs and DIIT’s Professional Development Offerings page
• Share opportunities via the NYCPS intranet , lobbies, service centers
• Leverage NYCPS career counselors

External Resources

• Information sessions & campus visits
• Panels, workshops, and career fairs
• Partnerships with educational institutions, vocational programs, and community groups
• Engagement with disability & veteran support offices
• Maintain resumes for future openings
• Use internships and fellowships as pipelines
• Advertise in diverse media outlets
• DCAS Professional Development training opportunities (fee-based and no-cost learning)
• DCAS Newsletter Sign-up page to subscribe to the NYC Jobs Newsletter and to learn more about Citywide recruitment events and Civil Service Exams

Compliance & Risk: Do’s and Don’ts

Do:

• Use job‑related, consistent criteria across candidates
• Prepare for the interview (review the candidate’s cover letter, resume, and writing sample, if provided)
• Create interview notes and final rationale tied to criteria
• Provide reasonable accommodations promptly, when appropriate

Don’t:

• Ask about protected characteristics (e.g., age, and marital status)
• Deviate from structured questions without job‑related need
• Make selection decisions based on assumptions or stereotypes

Putting It All Together

Link data to action: use goals to design sourcing, apply structured screening/interviewing to improve the next cycle.

Quick Reference: Top 10 Practices

• Write inclusive postings with essential criteria only
• Use a diverse panel and structured interviews
• Utilize a rubric for screening and selection
• Communicate timelines and expectations to candidates
• Advertise and offer accommodations when appropriate
• Source through community partners and Minority Serving Institutions (MSIs)
• Debrief after each hire
• Value transferable skills
• Promote internal mobility and development
• Document decisions and maintain records