FOODCORPS SERVICE MEMBER INTERVIEW & SELECTION GUIDE
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FoodCorps Service Member
Interview & Selection Guide
Selecting the FoodCorps service member(s) who will be placed with your organization is an important undertaking. Approximately
1000 people apply for positions with FoodCorps, making our selection rate highly competitive. It’s important that we evaluate
candidates for their general fit and readiness for service as well as look at how their specific skills, experiences, and characteristics will
match the service activities and goals you hope they will accomplish during their service term.
This guide is designed to assist you in the interview and selection of FoodCorps service members by:
• Outlining the application, interview and selection process and timeline
• Providing examples of processes used by state partners for reviewing and distributing applications
• Listing some general do’s, don’ts and menu of interview questions
• Providing guidance in what may be lawful and unlawful to ask when interviewing candidates
Thank you for your role in ensuring that we have an excellent incoming class of service members this year just as we have in previous
years!
Service Member Application Process
All candidates interested in applying for FoodCorps service positions are required to submit an application online via FoodCorps’ application portal
or complete a paper version of the application. The application consists of background information about a candidate’s education and professional
or volunteer experience, short essay questions, questions about their service preferences and knowledge/interest in the communities they want to
serve. This year—in an attempt to make the application more accessible to people who aren’t as comfortable with writing—we offered applicants the
opportunity to upload a supplemental file to respond to any of the short answer questions. Examples of supplemental files include short videos,
presentations, excerpts from research projects, and letters of reference.
Service Member Selection Process
National Application Review: Candidates who are selected for FoodCorps service are evaluated first at a national level. Two members of the
national review team (made up primarily of FoodCorps alumni and a handful of staff) review each applicant’s application and supplemental
materials. Each reviewer gives the candidate a numerical score of up to 30 points based on a scoring rubric that evaluates their experience,
knowledge, motivation, personal story, leadership, and potential to benefit. Please see the rubric on the final three pages of this guide for full detailson each category. Based on these scores, service preferences, and the number of applicants needed for each state to have a robust pool of applicants, FoodCorps staff determines which state an application will be sent to and/or whether or not an applicant should be removed from consideration. State Application Review: In this second round, a cohort of approximately 3-5 candidates for each service position are sent to the state partners and fellow of each state where FoodCorps seeks to place service members in the upcoming term. Each applicant is only sent to one state for review. The state partners supervisor(s) and fellow determine and manage the process by which the candidates will be reviewed and distributed to service sites in each state. Please see the section on “State partner Best Practices for Managing Statewide Interviews and Selection” for suggested processes that have been developed by FoodCorps state partners. Once service sites have received a pool of candidates for review, service site supervisors will determine which candidates they would like to interview. Please note that a candidate may receive invitations to interview at more than one service site in the state, depending on how the state partner has distributed applications. Interviews: Interviews of service members should last at least a half hour and should be conducted, at a minimum, by the service site supervisor and one other person at the service site. New service sites are encouraged to include the state’s FoodCorps fellow in the interview process as the fellow can help to provide insight into qualities that help a service member be successful. Please see the “Interview and Selection Do’s and Don’ts” as well as the “Sample Interview Questions” or specific recommendations on how to conduct these interviews. FoodCorps recommends that service sites interview at least 3-5 candidates for each position. Please note: In your communications with FoodCorps service member candidates, you are acting on behalf of FoodCorps as well as your own organization. As such, you are required to abide by FoodCorps’ Nondiscrimination Policy with specific regard to our protected classes. The protected classes in FoodCorps’ policy include race, color, religion, sex, sexual orientation, gender identity and expression, national origin, ethnicity, age, disability, marital status, military service status, and any other protected classification. These classes may or may not mirror your own organization’s policy or local, state, or municipal laws. However, you must ensure that your communication and actions on behalf of FoodCorps are, at a minimum, in line with this policy. Ranking: Once all interviews for a service site have been completed, the service site supervisor will send a ranked list of 3-5 candidates for the position to the state partner supervisor(s) and fellow, preferably using the space available at the bottom of the Interview Notes template. After FoodCorps receives final word on our AmeriCorps funding and confirms the service position allotments for each state, FoodCorps will offer the positions to the candidates according to the rankings submitted by the service site supervisor(s). FoodCorps prefers not to have the same candidate as the top choice for more than one position in a state, so we encourage state partner supervisor(s) to work with service sites to spread the opportunities around. We understand that this is not always possible when two or more service sites have the same top choice. In these situations, we have a process in place to simultaneously offer positions at more than one service site to the same candidate, leaving it to the candidate to select the preferred offer. Offers: Positions will be offered via email. Top ranked candidates will be sent an offer packet, which consists of a welcome letter general FoodCorps service member position description, and specific information regarding the service site and service activities as submitted by the service site. The service site supervisor(s), state partner supervisor(s), and fellow will be cc’d on the email. Candidates will have one week to accept or decline the position. If the candidate declines, the position will be offered to the next candidate as ranked by the service site. In these instances, we will reach out to the site supervisor to confirm that they still want us to make the offer to their second choice candidate. 2
Please note: All formal written or verbal offers for FoodCorps service member positions must be made by FoodCorps staff in order to maintain our
compliance with AmeriCorps regulations. If there is a situation in which it is important that a candidate knows s/he is the top choice but has not yet
received an offer from FoodCorps, service sites can let that candidate know that “you are a top candidate who has a very good chance of receiving
an offer from FoodCorps once the funding and selection process is complete” and that “FoodCorps will be in touch with you directly as soon as
possible regarding final decisions.”
Communication with candidates not receiving offers: FoodCorps recognizes that candidates want to learn whether they will be offered a
position as soon as possible, especially if they have been interviewed by a service site. Because of the complexity of managing candidates who
may have had multiple interviews and may be on more than one service site’s ranked list, FoodCorps staff will also manage communication with
candidates when it is clear they will not be receiving an offer from any service site. This will be done in as timely a manner as possible. If state
partners and service sites receive inquiries from candidates who have not received offers, please direct them to write to serve@foodcorps.org.
Special Considerations
Returning Service Members: Service sites where an existing FoodCorps service member has applied to stay for a second term are strongly
encouraged though not required to interview additional candidates. Knowing that individual plans change and other opportunities may emerge,
FoodCorps considers it a best practice to interview other candidates in case the existing service member decides not to stay, which happens even
among highly committed service members. Additionally, we strongly encourage service site supervisors to have a formal conversation with returning
members to discuss their motivations for continuing, goals for a second term, and any questions or concerns.
New Service Sites: Service sites that are pending funding (in most cases, these are sites that have not yet hosted a service member before)
should know that their FoodCorps position is not guaranteed until FoodCorps receives final notification from AmeriCorps in early May. FoodCorps
will remain in close communication with state partners and fellows regarding funding levels and will share information about the confirmation of new
positions as soon as possible. State partners may choose how and when to involve potential new service sites. However, the due date for returning
candidate rankings to FoodCorps is the same as for returning sites: June 5th.
State Partner Best Practices for Managing Statewide Interviews and Selection
Following the national review and rating of all service member applicants, FoodCorps will distribute qualified candidates to each state partner based
on the candidates’ state preferences. At this point, it is up to the state partner to determine the best process for reviewing applications, distributing
candidates to the service sites, and ranking candidates for the state. FoodCorps believes each state partner knows what will work best in their
state. We also encourage state partners to learn from each other’s experiences. The following are recommended best practices from experienced
State partners for managing this process.
Establish a clear timeline between April 24th and the end of May that includes dates for reviewing applications, distributing applications to
3service sites, conducting interviews, and receiving rankings from service sites. There is a total of five weeks for this entire process, so establishing and sticking with deadlines is important. Make sure that all of the people involved clearly understand the timeline. Determine who will be involved in the preliminary review of the applications for the state. At a bare minimum, the state partner supervisor(s) and/or current FoodCorps fellow should review the applications and the national ratings. Additionally, some state partners have included other state partner staff, service site supervisors, and the incoming FoodCorps fellow in the review process. As there are a large number of applications in most states, it might be more efficient to divide the applications into manageable numbers for each reviewer. It is also beneficial to have at least two individuals review each application. The end result is that a cohort of people in the state will be familiar with the total pool of applicants and be able to distribute the candidates to service sites that match their motivations, interest, and qualifications. Consider both equity and efficiency when distributing candidates to service sites. State partners across the country use different approaches to distributing candidates. A few are comfortable making the full pool of candidates available to all service sites. Many send a specific number of pre-selected candidates to each service site. The approach you use should factor in the total number of candidates you have in the state, how many opportunities you want each candidate to have for interviewing, your own assessment of which candidates best match the needs of specific service sites, how much time service sites have to review applications and select candidates for interviews, and the perceptions that candidates will have about the overall organization of the process. As a reminder, FoodCorps strongly prefers to only offer one position to each top candidate, so it is helpful to spread out the opportunities for interviews among all of the candidates who the State partner believes are qualified. Monitor the progress of service sites. Ideally, service sites will have their pool of candidates by late April so that they have adequate time to arrange and conduct interviews, check references, and determine their candidate rankings. As it is very important that FoodCorps receives ranked lists for the whole state by June 5th, experienced state partners recommend establishing a process for checking in with service sites on a regular (likely weekly) basis to make sure the whole state remains on track. Ensure that interviewers are well versed in effective and legal interviewing and selection. The individuals conducting interviews and reference checks are publicly representing the service site, state partner, and FoodCorps during the process. This guide contains several sections on the do’s and don’ts of interviewing, sample interview questions, and legal interview questions that all interviewers should read and that interview teams can use when formulating their interview and reference questions. Be available for service site questions and support. For service sites, this is their opportunity to select the ideal candidate(s) for their organization for a year. Many will look for guidance from the state partner, especially those service sites that are new. It is important to be responsive throughout the month. FoodCorps fellows can also be invited to participate in interviews, especially at new sites. Help manage the collection of interview questions and notes from each service site. In order to better monitor our interview and selection process from afar, FoodCorps is requiring service sites to submit a copy of their interview questions as well as to share with us some basic notes from each interview they conduct. We will supply service sites with a template for the interview notes and they will be asked to submit the completed document once they have completed their interviews and decided on their candidate rankings. Folders will be created for each state to save these documents in the FoodCorps Cloud file storage on Box.com. 4
Interview & Selection Do’s
DO keep equity at the forefront of your planning process. As part of our commitment to equity, inclusion, & diversity, it is our hope and
expectation that all of our partners will approach the interview & selection process in a way that reflects that commitment. In order to help you do
this, below we have identified some key decision-making opportunities—what are called Equity Choice Points—that often influence the outcome of a
hiring process. As the Applied Research Center writes, “When we’re conscious of choice points and the related impacts, we’re less likely to replicate
implicit bias and the status quo, and we open new possibilities for equitable change.”
DO know in advance what you are looking for in a service member. While all FoodCorps service members share the same basic job description, we
know that how that position itself plays out on the ground looks different from site to site. Here are some important questions to ask yourself in
preparing for the interview:
• What are the essential requirements of the position?
• What unique strengths and skills will your service member need in order to be successful in your community and organization?
• What is your supervisory and organizational capacity to support the service member as he/she develops the necessary professional skills?
• Equity Choice Point: Who is involved in deciding what you’re looking for?
• Equity Choice Point: Do your “Must Haves” align with the actual function of the service member?
• Equity Choice Point: How much are you considering your ideal service member’s familiarity with the culture and history of the
population they are serving? Does your ideal service member need to demonstrate an ability to navigate differences of class,
race, and privilege?
DO have a minimum of two people involved in the interview and selection process and make sure that everyone involved is on the same page.
Make sure that there is a shared understanding of what it means to be a FoodCorps service member, common expectations of the role that person
will fill in your organization, and dialogue about what you are looking for in an ideal candidate. In order to minimize bias, it is recommended that a
diverse team participate in the process, including people with different cultural, professional, academic, generational, gender, and backgrounds as
well as personality preferences.
• Equity Choice Point: Who is involved in leading the interview? Who helps with the initial screening? Who is involved in making
the final decision? Is it just one person? If not, are do they have different backgrounds, interests, and perspectives?
• Equity Choice Point: Do you talk about implicit bias with your team? The Kirwan Institute for the Study of Race & Ethnicity
defines implicit bias as the “attitudes or stereotypes that affect our understanding, actions, & decisions in an unconscious
manner.” It is different from other forms of bias in the sense that we are less aware of them, but like other forms of bias, they can
have a cumulative institutional impact that shores up inequality. Everyone has implicit biases. Just by acknowledging this among
your team, encouraging more awareness, speaking up when you see it effecting a decision, and incorporating equity choice
points into your process can help minimize the impact.
DO consider involving a departing service member in the interview process if there is no conflict of interest. Current service members can help
candidates understand the role and can provide the interview team with on-the-ground perspective on candidates’ qualifications. Keep in mind,
however, that service members cannot log service hours for being part of interviews, so the service member needs to determine whether the
additional time commitment is manageable. Returning service members cannot participate in the selection process.
5DO be as consistent as possible with the method and technology that you use to conduct interviews so that all candidates are on equal footing. If
you are interviewing by phone, interview all candidates by phone. If you have candidates who are local and you want to interview them in person, try
to use Google Hangout, Skype or a similar platform for an “in-person” experience with candidates who are distant from your site. Whatever
technology you are using, make sure that everyone has the sign-in information ahead of time and knows how to use it.
DO provide reasonable accommodation for all candidates who request it. The Americans with Disabilities Act of 1990 (ADA) requires employers to
provide reasonable accommodations for qualified employees with disabilities, unless such accommodations pose an undue hardship (e.g., too
costly, too extensive, too substantial, too disruptive). FoodCorps will be notifying all 2nd round applicants of their right to request reasonable
accommodations during the interview stage and beyond.
DO ask all candidates the same series of questions, and prepare the questions in writing ahead of time. The best way to evaluate prospective
FoodCorps service members consistently and fairly is to give them an equal opportunity to shine in all of the same ways. To this end, we also
suggest drafting interview questions before reading applications so as to make sure that your questions are related more to the qualifications of the
position rather than your impressions of the candidates.
• Equity Choice Point: If giving “simulation” assignments, are you consistent in how you administer and/or prepare candidates for
the simulation?
• Equity Choice Point: To whom do you ask more follow-up questions?
• Equity Choice Point: Which applicants do you scrutinize more closely? Who do you assume has the potential to do the job vs.
not?
DO develop interview questions that will be thought provoking for the candidates and will allow the interview team to assess the candidates against
the criteria that you have established. Check out the “Sample Interview Questions” in this guide for ideas.
DO only ask questions that are necessary to determine qualifications and suitability. Please carefully review the two sections in this guide on “Lawful
vs. Unlawful Questions” and “American with Disabilities Act: Interview Do’s and Don’ts” for detailed information on topics that can be discussed and
how to discuss them legally and professionally.
DO leave adequate time for candidates to ask questions so that they get to know your site as well as possible during the interview. In responding, it
is best to be transparent with candidates about the nature of the activities they will be doing on a day-to-day basis. If a candidate seems more
passionate about one of the three FoodCorps areas of service than the others and your organization does not do much work in that realm, it is
better to let them know now—so that they are making an informed decision—than to have a dissatisfied service member later on.
DO interview at least 3-5 candidates for service member positions. Even if you have your heart set on a single candidate or believe that the first
person you interview is a good fit, it is good practice to have a broader pool and standard against which to compare them in order to know for
certain that you are making an informed decision. There is no certainty that your top choice candidate will ultimately decide to serve with
FoodCorps. If you invite more than one person to interview, it is a professional courtesy to follow through. We want to make sure that all of our
applicants are treated fairly and respectfully. FoodCorps requires you to list your top 3-5 candidates for your position and will offer the position to
them in the order you ranked should your top candidate decline.
6DO contact references for candidates who you are considering including in your rankings. Candidates list two personal or professional references in
their application. We encourage you to contact both, particularly for your top candidate. Make a note of references contacted and the job-related
feedback they provide, being mindful that any feedback that is irrelevant or may be discriminatory should not be considered or documented.
DO send FoodCorps a copy of your interview questions and the completed Service Member Interview notes template for our records. This allows
both FoodCorps and AmeriCorps to monitor the selection process and ensure that all of our candidates have a relatively uniform and fair interview
experience.
DO send FoodCorps a ranked list of 3-5 candidates that you would enthusiastically support serving at your site for the next 11 months. In order to
ensure that we have positions filled in a timely fashion, it is important that you send the names of multiple candidates. It is not unusual for a top
candidate to turn down the position, so it is important that you would be comfortable with the other candidates.
• Equity Choice Point: When do you go with the actual information you’ve collected vs. your gut?
• Equity Choice Point: Who do you assume “will just fit with the team” vs. who will do the job best?
Sample Interview Questions
While the “hands-on skills” of teaching/managing groups of kids, gardening, and relationship-building are essential to the day-to-day success of a
service member, we have found over the last five years that these skills are not—in and of themselves—predictors of whether or not someone will
have a successful FoodCorps term and can be learned and improved with training or by experience over the course of the 11 months. Often, the
qualities that distinguish a successful service member from those who struggle are not usually the hands-on skills, but their attitude toward and
ability to negotiate challenges. Based on our experience, the following skills have the most bearing on service member success:
Dealing With Ambiguity- Can effectively cope with change; can shift gears comfortably; can decide and act without having the total
picture; isn’t upset when things are up in the air; doesn’t have to finish things before moving on; can comfortably handle risk and
uncertainty.
Learning on the Fly- Learns quickly when facing new problems; a relentless and versatile learner; open to change; analyzes both
successes and failures for clues to improvement; experiments and will try anything to find solutions; enjoys the challenge of unfamiliar
tasks; quickly grasps the essence and the underlying structure of anything.
Managing Diversity- Managing relationships with all kinds and classes of people equitably; dealing effectively with all races,
nationalities, cultures, disabilities, ages and both sexes; supports equal and fair treatment and opportunity for all. Deep knowledge of or
genuine and critical curiosity about the history and culture and community they are serving.
Patience- Is tolerant with people and processes; listens and checks before acting; tries to understand the people and the data before
7making judgments and acting; waits for others to catch up before acting; sensitive to due process and proper pacing; follows established process. Personal Learning- Picks up on the need to change personal and interpersonal behavior quickly; watches others for their reactions to his/her attempts to influence and perform, and adjusts; seeks feedback; is sensitive to changing personal demands and requirements and changes accordingly. Because our application, to a great extent, has already made it possible for you to identify the concrete skills and experiences an applicant is bringing to the table, we suggest that you spend most of your interviews exploring the skills above, which are usually the ones that are harder to train or learn during the course of a service term. Below, you will find a menu of generic questions that correlate to each of these skills. We highly encourage you to choose at least some of your questions from this menu. Feel free to adapt them to your own needs and unique regional, cultural, or organizational context. Dealing With Ambiguity Option A: Give me an example of how your work habits change when you don’t know exactly what to do. Option B: Tell me about a time when you had a problem and you didn’t know what to do. Option C: Tell us about a time when the work you were doing felt uninspiring or lacked impact. What did you do to overcome those feelings? Learning on the Fly Option A: Tell me about a time when you had to learn something new very quickly Option B: Describe a time when you had to read between the lines to fully understand what was going on? How did you learn the real meaning of what was going on rather than what you were just presented at the surface level. Option C: Describe a situation when you were pursuing a course of action and had to make a quick and abrupt change. Managing Diversity Option A Tell me about a time you worked with someone whose background, experiences, and way of life were different than yours. What were your assumptions going in? What were the challenges? What did you learn? Option B 8
Tell me about a time when your actions turned out to be culturally inappropriate or ineffective.
Option C
What do you know about the history and/or culture of the community or population you are applying to serve?
Option D
What ideas do you have for taking into consideration the cultural backgrounds and/or diversity of your students into the lessons you will be teaching
as a FoodCorps service member? How will it shape the way you approach your service?
Patience
Option A: Tell me about a time when you had to deal with a person or group who could only see their side of the issue and was not open to other
views.
Option B: Tell me about a time you had to get along with someone with a very different manner or speed of doing things.
Option C: Sometimes our service members will arrive at their service site excited to get started working on FoodCorps’ areas of service, only to
discover that a key partner is more skeptical of our approach than they expected. If you have ever faced a situation in which you did not receive the
support you expected, how did you handle it? If you have not faced a similar situation, what would you do to ensure that you are successful in
engaging key partners?
Personal Learning
Option A: Tell me about a time you realized things you had done in the past weren’t working anymore.
Option B: Tell me about a time when you were a newcomer into a group or organization and how you learned to fit in.
Option C: Describe a time when you changed something based on feedback
Additional Questions To Consider
In addition to evaluating their soft skills, you might want to add a couple of questions to your interview script that help you to understand the
applicant’s interest in FoodCorps generally and your organization in particular, at what tasks and projects they are most likely to excel, and whether
they will be satisfied with your organizational environment and style as a supervisor.
Motivation
• What motivated you to apply for this position?
9• What most excites you about the organization and its mission and programs?
• Please tell us more about your interest in serving in this community?
• How does this position fit into your short-term and long-term career goals?
• There are many different opportunities to engage in public service and/or food systems work. What is it about FoodCorps versus other public
service programs and food work that interests you?
Effectiveness
• What are the strengths that you believe will serve you best in our organization?
• What types of responsibilities or tasks really energize you?
Organizational Fit
• What do you value in an organizational environment?
• How do you prefer to be supervised?
• What is your idea of a satisfying week of service?
A Note on Skills Assessments
When deciding between candidates who are equally matched “on paper”, it might be useful to use a skills assessment to discern who is most ready
to serve. If you choose to use a skills assessment, be sure that each candidate is provided with the exact same instructions ahead of their interview
so that no one is taken by surprise. Some examples of possible skills assessments include:
• Enlisting a native-Spanish speaker to help assess a candidate’s level of language fluency
• Have finalists deliver a brief lesson as part of their interview
• Present a scenario or challenge that a service member is likely to face in the garden or school. Ask them how they would
address the problem step-by-step.
Interview & Selection Don’ts
DON’T ask questions that are not related to the position and the candidate’s qualifications for the position and fit with the organization.
DON’T ask questions or impose requirements that may be discriminatory, including questions relating to the following: nationality, race, creed, color,
ancestry, birthplace, age, sex, gender identity, sexual orientation, disability, health/physical or mental conditions, religion, political or personal views
or affiliations, marital status, pregnancy/children. Please carefully review the two sections in this guide on “Lawful vs. Unlawful Questions”
and “American with Disabilities Act: Interview Do’s and Don’ts” for detailed information on topics that can be discussed and how to discuss them.
DON’T make written or verbal offers directly to candidates. Such statements could be legally enforceable as offers under some state laws and could
10create problems if an applicant is not selected.DON’T make assumptions about where an otherwise qualified candidate will or will not be comfortable serving based on their nationality, race,
creed, color, ancestry, age, sex, gender identity, sexual orientation, disability, health/physical or mental conditions, religion, political or personal
views, marital and/or parental status. While we encourage you to be proactive about sharing information about the service environment and duties
and it is acceptable to evaluate applicants based on objective qualifications like their experience working in a similar community, please respect
their ability to assess where they will feel comfortable serving and believe themselves able to serve.
Key Questions to Ask Yourself Before, During and After Interviews:
• Is the information I’m thinking of asking for really necessary to judge the applicant's competence or qualifications for the position?
• Will the answers to this interview question, if used in making a selection, have a disparate effect in screening out candidates based on
ethnicity, gender, religion, etc.?
• Will the response to this question screen out qualified candidates because of disability before their actual ability to do the job is evaluated?
• If later asked, “Why was this person selected and not another?”, will I be able to articulate a reason that is related to the service position?
11Lawful vs. Unlawful Questions
This guide is intended to assist FoodCorps and the sites with which we work in conducting interviews of candidates for service member and staff
positions. The “lawful” questions listed are not ones that you have to ask; they are simply examples of ones that are acceptable under the law. The
“unlawful or inadvisable” questions, on the other hand, should be strictly avoided during the interview and selection process.
Please read through this guide carefully. Making hiring decisions based on the information asked about or referenced in the right-hand column may
be unlawful or discriminatory.
LAWFUL QUESTIONS OR UNLAWFUL OR INADVISABLE
SUBJECT
REQUIREMENTS QUESTIONS OR REQUIREMENTS
Asking applicant to state age or DOB; to
Are you 18 or over? produce proof of age (birth certificate).
Age
(minimum age requirement) Requirements such as "young," or "recent
college graduate.”
Questions regarding color of applicant's skin,
eyes, hair or other questions directly or
Appearance
indirectly indicating race or color; applicant's
Height None
height or weight (unless based on legitimate
Weight
position requirement, in which you would need
to be able to prove that specific need).
Questions about birthplace of applicant,
None or birthplace of applicant’s parent,
Birthplace (Proof of citizenship may be requested spouse or relatives. Requirements
only after hiring.) (prior to hiring) of birth certificate,
naturalization or baptismal records.
12The requiring of arrest and conviction
information has been shown to have a disparate
effect on racial minorities and it prohibited in
Criminal Record None
some states; it is unlawful to solicit such
information. (Note: FoodCorps applicants have
agreed to criminal history checks.)
Whether applicant, parents or spouse are US
Whether applicant can provide proof of
Citizenship citizens. Birthplace of applicant, parents or
citizenship, via or registration after being
Birthplace spouse, or request for birth or naturalization
hired.
papers.
Questions regarding the number and ages of
Dependents None children; what child care arrangements have
been made; family planning.
Whether applicant is able to perform the General questions about an applicant's state of
Disability
essential functions of the position with or health, mental state, or the nature and severity
Illness
without reasonable accommodation of a disability.
Driving Inquire only if driving is necessary to the
Driver’s License position.
Questions regarding the use of legal drugs.
Several states prohibit discrimination based on
Drug Use (legal) None
the use of lawful products, including tobacco
and alcohol.
Questions about academic, professional
or vocational schools attended; course of
Dates of elementary/high school attendance
study, degree or certificate earned.
(could be viewed as asking about age).
Education Whether the applicant has the specific
Nationality, racial or religious affiliation of any
education or training required for the
school attended by the applicant.
specific job.
13Whether applicant is single, married, divorced,
widowed, etc.; Mr., Mrs., Miss, Ms.; questions
Marital Status None
regarding the names and ages of spouses or
children.
Inquiries into military experience if not position-
Only to the extent it is relevant to the
Military Status related. Questions regarding foreign military
position.
experience or military discharge.
Questions or comments about the name that
Whether the applicant has used another
would reveal applicant's lineage, national
Name name (for the purpose of verifying past
origin, marital status, etc. (e.g., maiden name?
work record).
Mr., Mrs., Miss, Ms.?)
Questions regarding: applicant's nationality,
ancestry, lineage or parentage; nationality of
What languages applicant reads, speaks
Nationality applicant's parents or spouse; maiden name of
or writes fluently only if relevant and
Languages applicant, wife or mother.
important to the position.
Questions regarding languages read/spoken if
not relevant to position.
None
Photos Requiring before hire for selection.
(Use after hire for identification = OK)
Requiring the name of all organizations, clubs,
associations to which the applicant belongs,
Questions regarding memberships in job-
Associations particularly those that may indicate race,
related clubs and organizations, excluding
Organizations religion, color, sex, national origin, ancestry of
those that may reveal the race, religion,
Clubs their members.
age, sex, disability, etc. of applicant.
Questions regarding how the applicant spends
his/her spare time.
Questions regarding: applicants' race; color of
applicant's skin, eyes, hair or other questions
Race
None directly or indirectly indicating race or color;
Color
applicant's height or weight (unless based on
legitimate job need).
14None Questions about the location of relatives’ places
(Name, address, relationship of person to of business. Questions to determine if relatives
Relatives
be notified in case of emergency may be of applicant are or have been employed by
requested only after hiring.) site/FoodCorps.
Questions regarding applicant's religious
Questions relating to the position’s normal
denomination or affiliation or religious holidays
Religion work hours. After hire, questions regarding
observed. Any question that would indicate or
religious accommodations may be OK.
identify religious customs or holidays observed.
Questions regarding: applicant's sex; gender
Sex identification; Mr., Mrs. Miss, Ms.; if applicant is
None
Gender Identity expecting, planning a family or used birth
control.
Any question concerning an applicant's
Sexual Orientation None
heterosexuality, homosexuality or bisexuality.
Questions regarding smoking tobacco. Several
Smoking None states prohibit discrimination based on the use
of lawful products, including tobacco.
What do you consider to be a stressful
work experience? Questions regarding whether the applicant is
What do you do to respond to stress? good at handling stress or how he/she
Stress
How do you manage your time? responds to stressful working conditions.
Time Management
Do you have a clear understanding of the These questions may appear to be designed to
requirements and challenges of the elicit disability information.
position?
15Questions relating to the position’s normal
work hours are ok. Although you may want
to know about an applicant’s availability to
serve on Saturday or Sunday service, you
may not be able to consider their answer.
Even when an applicant’s religious
observance makes him or her unavailable
for weekend shifts, this fact cannot be Any questions about religious
Weekend
used in any selection or hiring decision. observance.
Availability
Title VII requires employers to make
“reasonable accommodation” even for “a
prospective employee’s religious
observance,” unless it causes “undue
hardship.” If you decide to ask, let the
applicant know that a reasonable effort will
be made to accommodate any religious
needs should he or she be hired.
16Americans with Disabilities Act: Interview Do’s and Don’ts
The following rules apply whenever you interview an applicant for employment or an employee for a promotion, or conduct a reference check, before a person has
been tentatively selected and given a conditional offer of employment. Post-offer inquiries should be conducted in the context of medical entrance examinations.
DO NOT: Ask “What is your corrected vision?” YOU MAY: Ask whether the individual needs any
reasonable accommodations or assistance during the
DO NOT: Ask questions about whether the hiring or interviewing process.
individual has a current disability or a past disability.
YOU MAY: Ask about the individual’s ability to
DO NOT: Ask whether the individual has any perform essential job functions.
serious illness (such as AIDS), back problems, a
history of mental illness or any other physical or YOU MAY: State the performance standards and
mental condition. expectations for a particular position.
DO NOT: Ask whether the applicant has a sexually YOU MAY: Give a copy of the job description to the
transmitted disease, such as the HIV virus. individual that identifies all essential functions or
describe the job and ask whether the individual is
DO NOT: Ask applicants to list any conditions or able to perform all of those essential functions with
diseases for which they have been treated in the or without reasonable accommodation.
past.
YOU MAY: Ask the individual to explain or demonstrate
DO NOT: Ask whether the individual has ever been how he or she can perform the essential functions of
hospitalized and, if so, for what condition. the job, with or without a reasonable accommodation.
DO NOT: Ask whether the individual has ever been YOU MAY: Ask about the individual’s ability to
treated by a psychiatrist or psychologist, and, if so, perform essential job functions.
for what condition.
YOU MAY: Ask about current use of illegal drugs or
current (during interview) alcohol use.
*If the individual has a disability that is obvious to the
interviewer (such as an applicant that is missing a YOU MAY: State applicable standards (of site,
limb or uses a wheelchair): schools, etc.) for on-the-job alcohol consumption.
DO NOT: Inquire how the individual became YOU MAY: State applicable smoking policies (of site,
disabled or the prognosis for the applicant. schools, etc.).
DO NOT: Ask questions about the nature or YOU MAY: State applicable standards (of site,
severity of the applicant’s disability. schools, etc.) for attendance, including the availability
or lack of availability of leave for newly hires.
17DO NOT: Comment in any way on the individual’s
physical condition except as described in the YOU MAY: Ask whether the applicant has ever been
opposite column. involved in an accident on-the-job that injured co-
workers or customers.
DO NOT: Ask whether an applicant has ever
requested and/or received assistance or assistive
devices in performing past jobs.
DO NOT: Ask whether the individual wears a
hearing aid.
DO NOT: Ask whether the applicant has ever been
treated for drug addiction or alcoholism.
DO NOT: Ask whether applicants are taking or
have been taking any prescribed drugs.
DO NOT: Ask how many days the applicant was
absent from work last year because of illness.
18National Review Scoring Rubric
FoodCorps service member applicants, 2017-2018
1 (Low) 2 (Basic) 3 (Adequate) 4 (Good) 5 (Excellent)
Experience The candidate The candidate has some The candidate The candidate has a The candidate has
What level of experience does has no indirect experience (read has some high level of hands-on served as a FoodCorps
the candidate exhibit in the experience in articles, taken a class). indirect experience service member OR
fields of education these fields. experience and teaching/managing has had a very similar
(particularly preK-12), limited direct groups of kids IN work, volunteer, or
farming/gardening, public (hands-on) ADDITION TO growing internship experience
health, culinary arts, or experience in at or preparing food or in a school
organizing for community least some of organizing a environment.
change? How rich are their these fields. community around a
experiences? Does the common cause.
candidate indicate any
experiences with public
service or working in lower-
income communities of need?
19Knowledge No evidence Candidate understands Candidate’s Candidate’s Candidate’s responses
How complex is the that the our mission, but their responses reflect background and reflect an
applicant’s understanding of applicant experiences and an responses reflect an understanding of how
the food, education, health, understands responses do not reflect a understanding of understanding of how food impacts health
and social justice contexts in our mission or significant understanding how food food and nutrition and wellness AND the
which FoodCorps service issues of the contexts in which impacts health impact health and unique ways that this
members operate? FoodCorps is FoodCorps operates or and wellness. wellness AND an plays out in the
trying to the issues we’re trying to awareness of how race community they are
address. address. and class are related to applying to serve.
health and wellness in
the food system.
Motivation/Commitment Little or no Motivation not clearly Some expression Motivation clearly and Strong motivation
What level of passion to evidence of expressed. Their of why they engagingly expressed expressed in an
participate in FoodCorps does motivation articulation of motivation personally want with evidence of some engaging/moving
this candidate express? Is based on what amounts to little more to serve with prior interest in the way; demonstrated
there evidence of commitment they share of than a summary of our FoodCorps. goals of FoodCorps. pattern of interest in
to the goals and methods of their personal, talking points. and enthusiasm for
FoodCorps, including public academic, the goals of
service? and/or work FoodCorps.
histories and
their
explanation for
why they want
to serve.
20Personal Story Little or no Indicates personal history Indicates Expresses personal, Clearly expresses
Does this candidate have a evidence of or experiences with no interesting academic or powerful personal,
powerful personal history? Or personal elaboration. personal history educational academic, or
have they sought out unique history or or experiences experiences and educational
educational, professional, or impactful with some elaborates on how they experiences and
academic experiences that experiences. elaboration. have impacted the clearly connects these
would make them an amazing Takes advantage candidate. experiences to their
FoodCorps member? of the motivation to serve;
supplemental file indicates ability to
option. draw from these in
current situations.
Leadership No experience Basic leadership Some leadership Significant leadership Demonstrated ability
What is the potential for the in a leadership experience. (For example, experience; some experience—they’ve to motivate and
candidate to contribute as role they’ve held an office or evidence of demonstrated their inspire others through
indicated by their knowledge been a maturity and ability to take the their example; strong
and leadership ability? Does management/supervisory confidence.(For initiative to create indication of maturity
this candidate exhibit the role. example, they something new or and confidence.
confidence and maturity mention a significantly enhance
necessary to be an effective specific something for the
FoodCorps Member? achievement or betterment of their
reflect community or school;
thoughtfully on significant evidence of
what it means to maturity and
lead and/or confidence.
serve.)
21Potential to Benefit There is no Limited indication of Indication of Strong indication of Compatible long-
How much will the candidate indication that continued work in these enthusiasm for continued work. The range goals; strong
benefit from FoodCorps? Will this candidate fields. Candidate continued work candidate may or may indication of
they continue to stay involved will stay expresses interest in in these fields; not have a lot of prior continued work;
in these fields after their term involved. The related fields, but is not expressed desire experience, but there is specific plans cited for
of service? candidate specific about how to grow through compelling evidence of leveraging FoodCorps
either does not FoodCorps service will FoodCorps potential experience.
articulate any support their goals. experience. growth/transformation
related career through FoodCorps
aspirations or that is unlikely to
their career happen through any
aspirations are other experience.
unrelated to
FoodCorps
fields.
Please check all that apply to this candidate:
FoodCorps finds that the experiences and commitments listed below are often indicators of a well-prepared candidate. That said, not having the experiences and
commitments listed below will not disqualify a candidate from advancing or being selected as a service member.
! This candidate indicates experience teaching and/or managing groups of children.
! This candidate indicates experience with gardening or growing food.
! This candidate indicates experience organizing for community change.
! This candidate indicates experience living and/or working in the community in which they are applying to serve and exhibits a
unique understanding of the dynamics of the community.
! This candidate has knowledge of or experience with food systems and/or nutrition education.
! This candidate indicates experience working or serving in limited-resource/high-need communities.
! This candidate indicates a commitment to volunteering or public service.
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