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STEP FOUR – Review Applications STEP FIVE –Select Candidates

ᆤ Before you start reviewing applicants, compile a list of success factors for the job by identifying ᆤ After filtering out the initial round of applications, collect the remaining candidates and determine
current and former tribal court personnel who are successful in their roles and noting the whether you should conduct a round of interviews.
similar characteristics, skills, and attributes. For example, the most successful employees in your
ᆤ Create a scoring sheet that allows you to note the candidates’ strengths and weaknesses and
organization may be strong communicators, respectful, and timely.
compare candidates based on their entire application so far. For example, a candidate with less
ᆤ You may also want to form a small review committee composed of court personnel and other experience may have a robust educational background.
judges to discuss how you intend to approach applicants.
ᆤ For a larger pool of candidates (five or more), you may want to conduct phone or video interviews
ᆤ Filter out incomplete applications and late applications. Generally, incomplete applications to narrow the pool down. The interview questions you created should be used here.

demonstrate a lack of attention to instructions and late applications demonstrate a lack of Narrow the candidate pool down to four or less candidates during this phase.
attention to deadlines. Circumstances may justify them, however, so use your discretion if either an
ᆤ For the smaller pool of candidates, issue the research assignment or request writing samples if you
incomplete or late application comes with an explanation.
decide not to use a research assignment. Make sure your instructions are clear.
ᆤ Filter out applications where there is no discernible interest or education in tribal justice systems,
ᆤ Review the research assignment or writing samples to evaluate the candidate’s research and
Indian law, or tribal law. Some applicants will simply apply for every available job.
writing skills.
ᆤ Use the applicants’ cover letters to identify their interest in the position. The more tailored the
cover letter is to the position, the more interest the applicant may have.
Some candidates will not complete the research assignment or submit a writing sample. The
ᆤ Use job history to identify the applicant’s ability to commit to a position, i.e., did the applicant candidate may have accepted another position or no longer wishes to be considered for the position
work beyond a probationary period, stay for the full internship/externship, or have a but has not informed you. Late submissions may come with an explanation, and it will be up to you
to decide whether to accept the submission. Pay attention to candidates who have failed to meet the
disproportionate number of jobs over a period that were not time-limited by design (such as job
deadlines throughout the application process, even with an explanation.
for a school term, a summer, or for a specific project)?

ᆤ Use job descriptions to identify the applicant’s ability to focus on relevant skills and abilities,
ᆤ Discuss your choices with the committee and determine whether additional information is needed
i.e., research, write, organize, communicate, apply logic and reason, or exercise discipline and
or if you are satisfied with the candidates.
discretion.

ᆤ Schedule interviews. By this time, you should be prepared to conduct in-person interviews if you
ᆤ Identify other relevant skills sets from volunteer work, pro bono work, or community
intend the JLC to work on-site. For JLCs who work remotely, you may want to conduct a video
organizational work. Many new graduates will have a limited work history but may have an
conference instead. You should have a clear idea of their abilities by this point, so use these
extensive history applying relevant skills to other activities such as non-profit organizations and
interviews to get to know the candidates, their work philosophies, and their approach to the work
student government.
you will assign them.
ᆤ Generally, the candidates better-suited for the JLC position will meet the minimum educational
requirements, relevant course work, and relevant skills developed through employment, education,
and extracurricular and community activities.

Appendix D: Hiring Checklist Appendix D: Hiring Checklist

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