Presentation Transcript

1. Faculty Recruitment and Search Committee Training Presented by: Human Resource Services August 2011
2. Topics Roles & Responsibilities Diversity EEO/AA Preparing for the Search Advertising & Outreach Candidate Evaluation Interviews References & Background Checks Final Details
3. Roles and Responsibilities Office of the Provost Oversight for faculty recruitment, hiring, promotion, tenure, retention and other faculty related issues. Determines classification standards for faculty titles. Oversight for faculty promotion, tenure, retention and other related issues.
4. Roles and Responsibilities Dean or Vice President Typical responsibilities (may be performed in conjunction with the search committee chair): Overall responsibility for ensuring compliance with state laws, federal laws and university policies Determining the search committee’s charge Outlining of committee tasks Setting an expected time of completion and scope of search Communicating expectations for committee conduct Oversight of outreach efforts
5. Roles and Responsibilities Diversity Liaison (formerly EEO Coordinator) Typical responsibilities: Facilitate an orderly and effective recruitment process consistent with University policies and procedures. Be familiar with Best Practices for Recruiting, Retaining and Promoting Diverse Faculty. Utilize the Faculty Recruitment Tools provided by HRS. Assist with advertising and outreach plans that provide exposure to a diverse range of groups and individuals. May participate in the interview of candidates and provide feedback.
6. Roles and Responsibilities Senior Diversity Liaison The Senior Diversity liaison is a tenured faculty member who will engage in tenured faculty searches early in development to help ensure searches are conducted fairly and inclusive search practices are followed.
7. Roles and Responsibilities Search Committee as a University Representative The search committee is in a unique position to enhance the reputation and image of the University. While a search committee is evaluating a candidate, the candidate also is evaluating the search committee, the department/unit it represents, and, ultimately, WSU. The impression a candidate receives of the University will be amplified through the candidate to many individuals, potentially influencing WSU’s reputation. To endeavor to provide a positive impression, the search committee should pay attention to details during the entire search process. Specific aspects that may influence a candidate’s perception include: being candid and forthright with candidates; meeting timelines; being professional in correspondence; politely answering telephone inquiries; conducting interviews that are probing, yet cordial; and having campus visits that are well planned and executed. As a result of these efforts, the search committee can be seen as professional and sensitive, and the University as a healthy, positive place to work.
8. Roles and Responsibilities Search Committee Chair Typical responsibilities: Develop a thorough understanding of the requirements of the open position and the mission and priorities of the Dean/VP. Lead efforts to incorporate broad diversity objectives in the search process. Consult with the appropriate department chair and Dean/VP for review/approval of the search plan before the search begins. Consult with HRS and other appropriate departments. Create a search environment that respects the rights and dignity of all persons.
9. Roles and Responsibilities Search Committee Promote a fair and equitable recruitment process. Put aside personal agendas, biases or political positions so that each candidate has an honest and fair evaluation. Represent the institution as a whole rather than individuals or group stakeholders. Disclose all conflicts of interest to the chair of the committee or the entire committee. Ensure that no member of the committee intends to become a candidate for the position.
10. Roles and Responsibilities Search Committee Assist with an advertising and outreach plan that provides extensive exposure of the position vacancy to a diverse range of groups and individuals. Proactively recruit highly qualified candidates through the use of special recruitment resources. Screen and evaluate the candidates based upon application materials submitted, setting aside any biases or pre-conceived opinions regarding the candidate.
11. Roles and Responsibilities Search Committee Protect confidentiality of applicants and the decision-making process. Act promptly and efficiently to ensure that top candidates are not lost to other employers. Providing a list of finalists and a recommendation to the Dean/VP.
12. Roles and Responsibilities Search Support (formerly Clerical Manager) Typical responsibilities: Be familiar with Faculty Recruitment processes including the tools and resources available on the HRS website. Be trained in the use of the online faculty recruitment system (OPDRS). Drafting documents. Scheduling meetings and interviews. Submitting the recruitment details online via OPDRS. Corresponding with applicants as directed. Ensuring all online recruitment data is up-to-date and accurate. Maintaining all required records in adherence to the retention schedule (BPPM 90.01).
13. Roles and Responsibilities Human Resource Services Assists the Office of the Provost in administering faculty recruitment and hiring processes. Provides guidance and advice to Appointing Authorities, department administrators, and search committees on recruitment and hiring policies, processes and regulations. Administers and trains users on the online recruitment system (OPDRS). Visit the HRS website: hrs.wsu.edu/FRTK Main
14. Roles and Responsibilities Office for Equal Opportunity Provides EEO/AA compliance for the university. guidance and training on employment laws, affirmative action, and equal employment opportunity Investigates complaints of discrimination, sexual harassment and/or retaliation. Office of International Students & Scholars Reviews advertising information for tenure and tenure-track faculty positions to ensure compliance with the United State Citizenship and Immigration Services (USCIS) requirements.
15. Diversity in the Search Process WSU Commitment The University recognizes the benefit of diverse perspectives and experiences, and seeks to build and sustain an inclusive community in which all members are valued and appreciated. See the following for more information: Strategic Plan, Diversifying the Faculty, Office of the Provost WSU 2008-2013 Strategic Plan, Goal 4
16. Diversity in the Search Process Diversity in the Search Committee Wide range of individuals whenever possible including women, minorities, and individuals from other underrepresented groups. Appropriate persons outside of the department or college may be sought to serve on the search committee. May expand abilities of search committee to identify and reach qualified diverse candidates.
17. Diversity in the Search Process Diversity in the Candidate Pool In addition to the minimum qualifications and requirements, considereducational background, teaching experience, publications, research, service and/or community involvement. Contributions to the college/area’s educational mission and ultimately the university’s strategic plan of creating a diverse learning environment and campus community.
18. Diversity in the Search Process Diversity in the Candidate Pool Request candidates to address commitment to diversity in application or interview if applicable to job responsibilities and duties. (Refrain from asking prohibited questions) EXAMPLE: Asking the candidate to address their commitment to supporting and enhancing a diverse campus community. EXAMPLE: Asking the candidate to describe how they addressed issues of diversity and/or multicultural skills in the classroom. Develop advertising and outreach strategies with the goal of diversifying the candidate pool. Visit the HRS website for resources: hrs.wsu.edu/FRTK Main
19. EEO/AA in the Search Process WSU Commitment The University is an equal opportunity employer committed to providing equal opportunity without regard to race, sex, sexual orientation, gender identity/expression, religion, age, color, creed, national or ethnic origin, physical, mental or sensory disability, marital status, genetic information, and/or status as a veteran. See the following for more information: Equal Employment and Affirmative Action Policy, EPM 12
20. EEO/AA in the Search Process Good Faith Efforts The search committee is to use good faith efforts to achieve compliance with EEO/AA including but not limited to: Outreach and recruitment strategies to broaden candidate pools to include ethnic/racial minorities, women, and individuals from other underrepresented groups. Systematic efforts to ensure that hiring selections are made without regard to race, gender, or other prohibited factors.
21. Preparing for the Search Getting Started Committee “Charge” by the Appointing Authority or designee. How many finalists the committee should recommend. How the qualifications of those finalists are to be presented. Who the Diversity Liaison will be (if any). How and when the search committee is to communicate with the hiring authority. If a designee is appointed to act on behalf of the AA for specific duties. Expected search completion timeline. Search process briefing provided by Diversity Liaison*, HRS or other appropriate individual. Search committee packet distributed.
22. Preparing for the Search Position Details Know and understand the position details and configuration; made by the Dean or appropriate Appointing Authority in consultation with the Office of the Provost. Official Title and Working Title (if applicable) Primary responsibilities and duties. Position configuration: academic or annual appointment; FTE; temporary or permanent; non-tenure track or tenure-track, tenure.
23. Preparing for the Search Position Details Minimum/Required qualifications: Criteria that is required for the position such as educational level, field(s) of study, years of experience and/or additional mandatory licenses or credentials. Preferred Qualifications: Desired criteria that may enhance the effectiveness of the incumbent performing the job, but are not required. Salary.
24. Preparing for the Search Search Timeline Position vacancy submitted (WSU Jobs) after PTERS approval Advertisements and outreach strategy developed & executed Establish screening and selection methods/tools/formats Posting date; Applicant screening begins date; Closing date Review application materials individually Search committee vets pool Candidates invited for screening interviews
25. Preparing for the Search Search Timeline Continued Determine finalists;invitefor on-campus interviews Reference checks on top finalists (in addition to letters of recommendation if previously requested). Recommendations for hire submitted to AA Background checks initiated (if applicable) Offer made by AA and/or Provost Offer accepted and confirmed Unsuccessful candidates notified of position filled
26. Advertising and Outreach Recruitment Period The recruitment period is defined as the time period between the commencement of advertising and the application deadline or application review begin date. Minimum recruitment periods as follows: National: 30 calendar days (tenure/tenure-track) Northwest Regional: 21 calendar days Statewide: 21 calendar days Local/Internal: 14 calendar days
27. Advertising and Outreach Recruitment Plan Goal: Attract an appropriately sized pool of qualified, talented and skilled candidates which is also broadly diverse. Action: Develop an array of advertising and proactive outreach strategies to cast a wide recruitment net. Local and/or regional newspapers National publications* *Print ads with national distribution required by the Department of Labor for positions with teaching responsibilities that may employ non-U.S. citizens.
28. Advertising and Outreach Recruitment Plan Discipline based/Professional journals or organizations. Specialty journals or organizations targeted to women, minorities and other underrepresented groups. HRS website has resources. Mailings/emails to other university’s departments and/or career placement services. Professional conferences/meetings. Review professional and specialty directories and databases. Professional contacts and/or alumni.
29. Advertising and Outreach The Advertisement Ensure all ads/recruiting materials are consistent - job title, qualifications, salary, position configuration, work location and closing date. Language used in advertisements and other publications are to be job-related and non-discriminatory. Include EEO/AA language. See HRS website. For tenure-track/tenure searches OISS must review the job posting, ad copy, and ad plan.
30. Online Recruitment System Overview Tenure-track and tenure positions : required to use OPDRS (WSU Jobs) - BPPM 60.11 All other faculty positions: recommended to use OPDRS (WSU Jobs) Typically the search committee chair and the search support will create, submit, monitor and update the job posting and candidate pool in the system. Search committee members will access the system via a guest user account.
31. Online Recruitment System Benefits of OPDRS (WSU Jobs) Faculty vacancies posted on the same site as other vacant administrative professional and staff positions. Option of immediate access to faculty application materials submitted online. Elimination of most paper documents. Applicant Self-Identification postcards (EEO Cards) collected online during the application process. Located at www.wsujobs.com/hr
32. Candidate Evaluation Tips and Strategies Evaluation methods/tools should be as objective and measurable as possible; clearly understood by search committee. Ensure the evaluation criteria matches the job posting. Ensure the evaluation criteria is applied consistently to each candidate. Adherence may assist in defending against allegations of unequal treatment. Refrain from making assumptions about the candidate and/or the application materials; evaluate only the actual information provided.
33. Candidate Evaluation Tips and Strategies Continued Ensure application materials clearly demonstrate requisite education, experience and skills outlined in the job posting. Discussion - ensures no candidate is eliminated by a member based upon a non-job-related reason or bias. Be aware of the “moving target” syndrome – changing the requirements as the search proceeds in order to include/exclude certain candidates. HRS has sample evaluation/screening tools at the website: hrs.wsu.edu/FRTK Main
34. Interviews Pre-Employment Inquiries Know what are appropriate and inappropriate inquiries while the candidate is under consideration for the vacant position. All interactions with the candidate such as telephone screens, meals, tours, department gatherings, small group meetings, formal interviews etc. Consider having a search committee member or the Chair at all formal and informal settings. Provide briefing to all groups reminding them that this is part of the interview process.
35. Interviews Pre-Employment Inquiries Continued In general refrain from the following: Soliciting information not related to the person’s ability to perform the duties and responsibilities of the position; and Seeking information that could potentially be used to discriminate against the candidate based upon her/his race, color, religion, gender, age, national origin, sexual orientation, marital status, disability status and/or veteran status. HRS has samples of appropriate and illegal inquiries at the website: hrs.wsu.edu/FRTK Main
36. Interviews All communication and interaction with the candidate should be courteous and professional. Goal of representing the university as a “World class face-to-face” institution. Telephone Screens Typically conducted on the initial “long-list” of top candidates; short conversations (30-45 minutes) May be conducted by search committee chair, designated search committee members, or entire search committee.
37. Interviews On-Campus Interview Remember the candidate is also evaluating the search committee, department and the university during this time. Visit may include formal interview with search committee, lunch or dinner with the candidate, campus tour, presentation by candidate, meeting with faculty and/or students, meeting with special interest groups. Critical to treat all candidates the same; visits should be similar in structure.
38. Interviews On-Campus Interview Offer each candidate the opportunity to meet with special interest groups In the formal interview, ask the same core questions of all candidates. Follow-up questions asked of the candidate will vary as will questions asked of the search committee by the candidate. Remember to allow candidate time for debriefing after the campus visit. Provide estimated timeline of search process. Let know next steps. HRS has an Interview Checklist along with sample interview questions at the website: hrs.wsu.edu/FRTK Main
39. References & Background Checks Suggested Guidelines Conducted by the search committee chair or a designee on the top candidate(s). HRS recommends three (3) professional references be contacted. Reference checks can be conducted in writing, by fax, in person, by email, or by telephone. Whenever possible reference checks should be conducted by the same person using the same method.
40. References & Background Checks Suggested Guidelines Continued Reference checks cannot be used in lieu of criminal background checks. As a courtesy, candidates should be notified prior to WSU contacting their references. NOTE: Search committee members cannot provide references for a candidate in the pool. A search committee member should remove themselves if there is a conflict of interest. HRS has sample questions for reference checks at the website: hrs.wsu.edu/FRTK Main
41. References & Background Checks Letters of Recommendation v. References Reference checks differ from Letters of Recommendation which are often supplied as part of the application materials. For tenure/tenure-track positions, the Office of the Provost requires that candidates submit 3 Letters of Recommendation. HRS recommends that Letters of Recommendation not replace the Reference Checks as these can provide invaluable insight into the candidate’s abilities and experiences.
42. References & Background Checks Background Checks Components of the background check may include verification of degrees, investigations of criminal and/or conviction records, driving records, work experience, and credit history. Candidates are notified that a BGC may be conducted at the time they submit their application materials online. Typically noted in the job posting and advertisement(s). Offer made after completed or contingent upon satisfactory results. Contact HRS for assistance. More information is available at the website: hrs.wsu.edu/FRTK Main
43. Finalizing the Search Recommendation to Hire Typically the recommendation will involve a brief review of finalists participating in on-campus interview and may include the following: Summary of each finalists strengths Summary of each finalist’s weaknesses Highlight of likely contributions to students, department and university. Be aware that written communications are subject to the Public Records law.
44. Finalizing the Search The Offer All faculty appointments system-wide require final approval from the Office of the Provost. (BPPM 60.11) The Appointing Authority finalizes the offer. Generally a verbal offer is made followed by a written offer. Tenure-track/tenured positions, the Dean (Appointing Authority) may extend the offer and send a letter of offer to the candidate - however the offer is not "official" until the Provost signs the letter.
45. Finalizing the Search The Offer When preparing the offer letter it is critical that college/unit administrators ensure the accuracy of all info including the job title, salary, and effective dates. Template offer letters are available at the HRS website or by contacting the HR Consultant for the college/area. All offer letters are copied to the HRS Personnel File. The college/area administrator completes the required paperwork/processes, PERMS etc.
46. Finalizing the Search Notification to Unsuccessful Applicants Notify finalists that the position has been filled. May also consider notifying the remaining candidate pool. If using OPDRS (WSU Jobs) for the recruitment, candidates’ can see that the position has been filled when they log-in. See the HRS website for template letters or contact the college/area HR Consultant.
47. Finalizing the Search Records Retention Continued See the official university policy: University Records –Retention and Disposition, BPPM 90.01
48. Summary An effective and efficient search committee helps ensure the hiring process is in accordance with WSU processes. It is important for the search committee to be objective, fair and impartial throughout the entire process. The ultimate goal is to hire the best candidate for the position!
49. Resources

50. Search Committee Training Completed

    Questions?
51. WSU employees attending this session via videoconferencing and who wish to have it documented on their training history must notify Human Resource Services within three days of the session date: hrstraining@wsu.edu