Search Committee Training

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1 Search Committee Training 1

2 Purpose The purpose of the search committee training is to provide search committee members with necessary information, materials and resources that will lead to a successful search. Search Committee Training Overview 2

3 Agenda Search Committee Responsibilities Recruitment and Advertising Screening Applicants Interviews Identifying Potential Offerees Search Committee Training Overview 3

4 Definitions Hiring Authority Person making hiring decision Hiring Manager (PeopleAdmin term) Person managing data and flow of the search utilizing Web Based Hiring System PeopleAdmin Web Based Hiring System Search Committee Training Overview 4

5 Possible Reasons for Failed Searches Ill-defined position Inadequate recruiting techniques Ineffective selection methods Candidates received better offer Limited number of qualified candidates Search Committee Training Overview 5

6 Search Committee Responsibilities 6

7 Overview Charge Checklist Provided by Hiring Authority Potential Committee Chair Duties Potential Search Committee Member Duties Committee Considerations to Address Search Committee Responsibilities 7

8 Charge Checklist Provided by Hiring Authority Official title Position description and advertisement or position announcement Preferred criteria for selection Departmental goals Institutional goals Timeline Policy for handling late or incomplete applications How UHR will monitor the process Budget EEOC and AA requirements Review diversity commitment and unit goals Duties of the search chair and committee members Hiring authority s s involvement Preferred number of finalists and process of campus visit Form desired for final recommendation Single candidate Ranked candidates Unranked candidate Search Committee Responsibilities 8

9 Potential Committee Chair Duties Liaison between committee and the hiring authority and University Human Resources Spokesperson of the search Ensure charge is carried out Call and chair meetings Correspond with semifinalists Coordinate the efforts of all the committee members Perform all duties of regular committee members Retain data from search for three years Search Committee Responsibilities 9

10 Potential Committee Member Duties Help to identify potential applicants Attend all scheduled meetings Review and screen applicants Host candidates and make candidates feel welcome Direct inquiries about the search to the Search Committee Chair Maintain appropriate confidentiality about proceedings Participate in the interview process Check references Other duties as assigned by chairperson Search Committee Responsibilities 10

11 Committee Considerations Confidentiality Conflict of interest (for more information contact Institutional Equity or University Human Resources) Making the candidates feel welcome Transitioning the successful candidate Search Committee Responsibilities 11

12 Recruitment and Advertising 12

13 Overview Recruitment & Advertising Targeted Advertising Recruitment Recruitment and Advertising 13

14 Recruitment & Advertising All faculty & administrative searches must be national in scope Classified: coordinated by University Human Resources Faculty & Administrators: coordinated by search committee or dept. hiring authority Identify early where potential candidates might be Consider both those actively seeking and passively seeking job opportunities Recruitment and Advertising 14

15 Recruitment Should be continuous year-round round effort of all employees of the department Develop relationships and actively seek out colleagues at other institutions to make recommendations Send announcement to schools with programs in targeted field and to schools graduating high percentage of women & minorities in targeted field; information available at then click Top 100 Producers of Minority Degrees. Recruitment and Advertising 15

16 Recruitment (Cont.) Network actively and post announcements at conferences Consult with retirees, former employers, former students, professional consultants Recruitment and Advertising 16

17 Advertising Ads for Faculty and Administrative positions are placed automatically at OU s s posting site and at HigherEdJobs.com Ad language should be consistent with recently written job description (PDQ or JIQ) Job description must contain information about how diversity is important to the position s s role (see sample phrases LINK) Ads yield best results when targeted toward specific, known populations rather than toward general populations Recruitment and Advertising 17

18 Advertising (Cont.) Ads may be coordinated with assistance of advertising companies such as Graystone or National Advertising Services (NAS) Graystone-Welcome to Graystone NAS-NAS Recruitment Communications Ad should contain a link to OU s s posting site or to the position s s quick link provided on the requisition When search may yield an International Hire consult International Student & Faculty Services (ISFS) web site for posting requirements ISFS-International International Students&Faculty Services Recruitment and Advertising 18

19 Targeted Advertising Electronic Recruiting List serves & Bulletin boards, Job banks (monster.com, careerbuilder.com, etc.), Web sites Web sites for professional associations & minority organizations serving professionals in a targeted field Recruitment and Advertising 19

20 Screening Applicants 20

21 Overview of Screening Applicants Importance of Screening Applicants Initial Screening Subsequent Screening Telephone Interviews Off-Campus Interviews Checking References Other screening considerations Screening Tools Screening Applicants 21

22 Importance of Screening Applicants Screening applicants is important in determining the most qualified candidate It is important to be fair to all candidates and eliminate potential bias The more thorough the process the more likely that the best qualified candidate available will be matched to a job vacancy Screening Applicants 22

23 Initial Screening The initial screening is an analysis of resumes and other written materials from applicants To electronically review applicant materials, go to Login using the Guest User Name and Password given to you by the hiring manager or chair. At the Active page will be a summary of the position you wish to view. Select the blue View link under the title of the position. For further instruction, select the Search Committee User Guide link. Verify whether the candidate has all required qualifications Screening Applicants 23

24 Initial Screening Cont. Create a Screening Checklist Document each candidate s s qualifications What required and preferred qualifications does the candidate meet? List candidate s s other credentials Create a Screening Matrix Allows screeners to compare all candidates qualifications at a glance See Tool Screening Applicants 24

25 Telephone Interviews Telephone interviews are used to narrow down the number of candidates brought campus Planning and Arranging the Interview Schedule a call for minutes Review interviewee s s application materials Prepare questions and determine order of which questions are asked Test speaker-phone phone and teleconferencing equipment and procedures Screening Applicants 25

26 Telephone Interviews Cont. Conducting the Interview Introduce participants of the interview and describe how the interview will be conducted Ask prepared list of questions to candidate Ask follow-up questions as appropriate Ask the interviewee if he/she has any questions Explain the next step in the selection process Thank the candidate for his or her time Screening Applicants 26

27 Off-Campus Interviews Screening tool used before finalists are invited to campus Airport interviews, conference interviews, etc. Screening Applicants 27

28 Checking References Determine when to check references Pros to checking before candidate arrives on campus (narrow pool, save money, verification of credentials) Cons to checking before candidate arrives on campus (candidate placed in awkward position, limit candidates) What about going off the list of references? As a courtesy to candidate, let them know. Web search? Evaluate validity and provide the candidate due process if questions arise. See additional tool Screening Applicants 28

29 Other screening considerations Rate all candidates in a consistent manner Keep all candidate information confidential Extreme care must be taken not to demonstrate bias against any protected class Minimize personal bias Take the Project Implicit test to see if there are unconscious biases in how you may view candidates Background checks NO policy currently in place, but encouraged depending upon the situation Screening Applicants 29

30 Interviews 30

31 Overview General Information Approvals Planning Interview Questions Interview Question Bank Sample Diversity Questions Policies and Laws Distance Interviews Assessing Candidates Interview Preparation Checklist Interviews 31

32 General Information The search committee role is to provide gracious, positive and respectful experience for each candidate. Review process to be sure it is fair and equitable for all candidates. When setting up interviews, it is appropriate to let the candidate know that if he/she needs any special arrangements during any part of the interview process, who the contact person is for setting up those arrangements. Interviews 32

33 Approvals for Faculty and Administrator Hires The pool of candidates who will be brought to campus for interviews must be approved by the Planning Unit Head (Dean or VP) prior to bringing anyone to campus. To meet the Diversity Commitment, include one candidate from an underrepresented group (woman or person of color) in the interview pool. If the pool does not include a member of an underrepresented group, the search committee must provide justification to the Dean or VP. Interviews 33

34 Planning Consider who are the appropriate people to meet, evaluate and be involved with interview process. Determine how you will receive feedback. It is important that candidates experiences are as similar as possible at every stage of the process Interviews 34

35 Planning (Cont.) Departments generally pay for travel and accommodation needs. Develop schedule for candidate, arrange for people to meet/greet/escort at each stage Schedule appropriate spaces for interviewing and allow for breaks Interviews 35

36 Interview Questions Interview schedules should be consistent among all candidates Ask the same questions to each candidate Ask BFOQ (bona fide occupational qualifications) related to position i.e., ask job-related questions Take the Project Implicit test to see if there are unconscious biases in how you may view candidates Interviews 36

37 Interview Question Bank Questions should help determine candidate s depth of experience, expertise and potential for bringing the unit forward, and experience with diversity. See additional tool Web search interview questions for sites like the following: Job Interview Questions Traditional Employment Interview Questions for Job- Seekers Interviews 37

38 Sample Diversity Questions 1. Have you ever managed a diverse staff? Please talk about that. What were some challenges you faced and how did you respond to them? Administrator 2. Can you speak to your ability for making sure that students in your class from different ethnic and racial backgrounds feel included? Faculty 3. Have you ever been a member of a diverse staff? Please talk about that. What were some challenges you faced and how did you respond to them? Classified Staff See Tools Interviews 38

39 How appropriate are the Interview Questions? INAPPROPRIATE/Illegal What church do you go to? Are you married? Do you have children or plan to start a family? Are you a citizen? What country do you come from? What is your maiden name? Do you have a disability that will prevent you from doing this job? How many days were you sick last year? How old are you? When did you graduate from high school? APPROPRIATE/Legal Are you eligible to work in the United States? If job related: What languages do you speak? If part of minimum qualifications: What is the highest degree earned? Is there any reason why you would not be able to perform the duties of this job? (i.e.., carrying heavy boxes, answering the telephone, work on the computer, etc. ) Is there anything you need to know before you can decide if you would want this position? Interviews 39

40 Policies and Laws Federal law and/or Ohio University Policy prohibit discrimination on the basis of race, color, religion, national origin, sex, age, veteran status, sexual orientation, gender identity or expression, or disability in all areas of employment,, including hiring : Equal Employment and Educational Opportunity-Equal Employment and Educational Opportunity - Ohio University Policy Interviews 40

41 Policies and Laws (Cont.) Because it could be perceived as potentially discriminating, do not ask questions related to any of the protected categories listed on previous slide. Committee members may respond to questions brought up by candidates in these areas. Interviews 41

42 Distance Interviews There may be occasions where using video conferencing technology is appropriate. For more information, contact Kevin Price, Education and Media Supervisor at WOUB Center for Public Media. Interviews 42

43 Assessing Candidates Utilize matrix for comparing candidates strengths and weaknesses Discuss rating scale interpretation amongst committee members prior to first interview. See Tool Interviews 43

44 Interview Preparation Checklist Send welcome letter/package to interviewee with interview schedule, contact information and directions. Committee prepares questions, including diversity questions, for interview and reviews candidate s s CV and materials Utilize matrix for evaluating candidates Confirm travel and lodging arrangements Arrange transportation as needed Schedule meetings with hiring authority; supervisor; President, Provost, and Planning Unit Head; search committee; public forums or presentation (as appropriate) Schedule greeters/escorts for all parts of interview Plan for meals and breaks Arrange campus tour Arrange tour of local community (if appropriate) Interviews 44

45 Identifying Potential Offerees 45

46 Overview Assessing interviewed candidates Purpose of Affirmative Action Recruitment Report Preparing the Affirmative Action Recruitment Report Identifying Potential Offerees 46

47 Assessing Interviewed Candidates Develop a rating form for all interviewed candidates Solicit feedback from those who met with the candidates Evaluate all the candidates who were interviewed before making a recommendation Rank or recommend all of the semi-finalists and provide rational Only the department head or hiring authority should be notified of the recommendation Identifying Potential Offerees 47

48 Purpose of Affirmative Action Recruitment Report Fulfills federal requirement to monitor hiring processes Assures no discrimination against protected classes Assures fair, consistent and equitable practices Proactively reviews institutional affirmative action plan, establishes and monitors goals Identifying Potential Offerees 48

49 Preparing the Affirmative Action Recruitment Report For the on-line recruitment report, identify the reasons for selecting each potential offeree; describe reasons why top female and minority candidate were not considered (if applicable). Hiring manager changes status of all remaining applicants to Not Hired and provides a reason. See Tool Submit recruitment report and receive on-line approval from planning unit head and Office for Institutional Equity, prior to extending an offer. Identifying Potential Offerees 49

50 Sources Institutional Equity University Human Resources Lee, C. (2000). Search Committees: A Tool Kit for Human Resource Professionals, Administrators, and Committee Members. Washington D.C.: College and University Professional Association for Human Resources 50

51 Hiring Authority and/or Search Committee Chair Responsibilities 51

52 Materials in this section Preparing to Fill Forming and Charging the Search Committee Extending an Offer Hiring Authority and/or Search Committee Chair Responsibilities 52

53 Preparing to Fill Position 53

54 Overview Job Analysis Decisions About Applications Typical Timeframes Preparing to Fill Position 54

55 Job Analysis 1 st and most important (but most over- looked) step in the hiring process Jobs change as incumbents & organizational needs change resist temptation to use old description Identify essential functions of the job Appropriate attention to job description will facilitate every other task in the hiring process Preparing to Fill Position 55

56 Job Analysis (cont.) Job description (Position Description Questionnaire for administrators; Job Information Questionnaire for classified; JIQ-IT IT for IT) should identify the knowledge, skills & abilities and other characteristics the ideal candidate should possess PDQ- JIQ- JIQ IT- Qualifications should be written as broadly as possible to yield the most diverse candidate pool Preparing to Fill Position 56

57 Decisions about Applications Application Deadlines: : Suggested wording: Applications will be accepted until filled; for full consideration, please apply by xx/xx/xxxx. Incomplete & Updated Applications: Decide in advance how to handle requests from candidates wanting to submit additional materials after deadline for consistent treatment Internal Applications: : Consistent treatment & objective evaluation is key; do not engage in practice of courtesy interviewing when the internal candidate would not otherwise be interviewed which can create false hopes Preparing to Fill Position 57

58 Typical Time Frames Depends on nature of position & response from the labor market Posting time minimum requirements: Local Search: 7 days Regional Search: 10 days National Search (required of faculty & administrative searches): 15 days Overall search time, you may expect: Classified: months General administrators: months Deans, directors, chairs: months Faculty: months Vice Presidents: months Provosts: 1 year Presidents: 1 year Preparing to Fill Position 58

59 Forming and Charging the Search Committee 59

60 Overview Role of the Hiring Authority Definitions Composition of Search Committee Charging a Search Committee Charge Checklist Provided by Hiring Authority Potential Committee Chair Duties Potential Search Committee Member Duties Committee Considerations to Address Forming and Charging the Search Committee 60

61 Role of the Hiring authority Define the charge of the committee, selection or search or screening Keep in mind, if the hiring authority is on the committee, the committee may experience a strained power differential. Forming and Charging the Search Committee 61

62 Screening Committee Definitions When the candidate pool is large, a screening committee is sometimes used. The screening committee reviews materials and identifies those who meet minimum qualifications. Search Committee The search committee reviews applications, participates in the interviews and identifies hirable candidates from the finalists. Forming and Charging the Search Committee 62

63 Composition of Search Committee 5-77 members Broadly representative Reflects diversity in gender and race Understands the role/position Peers of the new hire In his/her reporting chain Clients Stakeholders Consider larger community representation Forming and Charging the Search Committee 63

64 Charging a Search Committee Committees need to receive their charge from the hiring authority before they begin work, preferably in writing For a successful search, committees must be appropriately charged with clarity of tasks, deadline, budget and kind of candidate that the hiring authority wants to attract (See charge checklist) Forming and Charging the Search Committee 64

65 Charge Checklist Provided by Hiring Authority Official title Position description and advertisement or position announcement Preferred criteria for selection Departmental goals Institutional goals Timeline Policy for handling late or incomplete applications How UHR will monitor the process Budget EEOC and AA requirements Review diversity commitment and unit goals Duties of the search chair and committee members Hiring authority s s involvement Preferred number of finalists and process of campus visit Form desired for final recommendation Single candidate Ranked candidates Unranked candidate Forming and Charging the Search Committee 65

66 Potential Committee Chair Duties Liaison between committee and the hiring authority and University Human Resources Spokesperson of the search Ensure charge is carried out Call and chair meetings Correspond with semifinalists Coordinate the efforts of all the committee members Perform all duties of regular committee members Retain data from search for three years Forming and Charging the Search Committee 66

67 Potential Committee Member Duties Help to identify potential applicants Attend all scheduled meetings Review and screen applicants Host candidates and make candidates feel welcome Direct inquiries about the search to the Search Committee Chair Maintain appropriate confidentiality about proceedings Participate in the interview process Check references Other duties as assigned by chairperson Forming and Charging the Search Committee 67

68 Committee Considerations to Address Confidentiality Conflict of interest (for more information contact Institutional Equity or University Human Resources) Making the candidates feel welcome Transitioning the successful candidate Forming and Charging the Search Committee 68

69 Extending an Offer 69

70 Overview Extending an Offer What if Candidates reject the offer? Notifying other candidates Extending an Offer 70

71 Extending an Offer The department head or hiring authority will make the final decision and extend the formal offer Allow candidates time to review offer. If top candidate says no, ask what it would take to change their response Be courteous Prior to extending an offer to an international candidate, please contact International Student and Faculty Services for guidance regarding federal employment requirements. Extending an Offer 71

72 What if Candidates reject the Offer? The search committee may be asked to recommend another candidate The decision to extend or reopen a search is the responsibility of the hiring authority If list of potential offerees is exhausted, contact University Human Resources to review original applicants and resubmit the recruitment report for approval. Extending an Offer 72

73 Notifying Other Applicants Professional courtesy should be extended to all those interviewed but not selected. All applicants should be contacted as soon as the candidate selected has accepted the offer. PeopleAdmin does not notify applicants when the search is completed. Extending an Offer 73

74 Ohio University Policies and Legislative Provisions 74

75 Overview Ohio University Policies Ohio University Affirmative Action Statement Legislative Provisions Ohio University Policies and Legislative Provisions 75

76 Ohio University Policy Ohio University Policy : Equal Employment and Educational Opportunity Prohibits discrimination against any individual in educational or employment opportunities because of race, color, religion, national origin, sex, veteran status, sexual orientation or disability. Ohio University Policies and Legislative Provisions 76

77 Ohio University Policy Policy : Recruitment & Hiring for Classified Positions In accordance with federal law, Ohio Revised Code Chapter 124, and University Human Resources procedures, the University will advertise and post notices of employment opportunities, in order to recruit the best applicants for vacancies. The Associate Vice President for Human Resources, as the Appointing Authority, shall administer the hiring process in conformance with the applicable laws, rules, and procedures. The Appointing Authority is responsible to ensure that members of protected groups are actively recruited and hired, and that personnel policies and procedures are properly implemented. This policy applies to all classified positions, except that the Bargaining Agreement will prevail in those areas where a conflict occurs between this policy and the Bargaining Agreement. Ohio University Policies and Legislative Provisions 77

78 Ohio University Affirmative Action Statement Prohibits "discrimination against any individual in educational or employment opportunities because of race, religion, color, sex, sexual orientation, national origin, ancestry, age, gender identity or expression, mental or physical disability, or veteran status." Ohio University Policies and Legislative Provisions 78

79 Legislative Provisions Title VII of the Civil Rights Act of 1964: : Prohibits discrimination in employment on the basis of race, color, religion, national origin, or sex. Includes hiring, upgrading, salaries, fringe benefits, training and other conditions of employment Ohio University Policies and Legislative Provisions 79

80 Legislative Provisions, cont. Title IX of the Education Amendments of 1972: Provides that no persons shall, on the basis of sex, be excluded from participation in, be denied benefits of, or be subjected to discrimination in employment, or recruitment, consideration, or selection therefore, whether full-time or part- time, under any education program or activity operated by a recipient which receives or benefits from federal financial assistance Ohio University Policies and Legislative Provisions 80

81 Legislative Provisions, cont. Executive Order 11246, As Amended: Prohibits discrimination in employment on the basis of race, color, religion, national origin, or sex by a recipient of a federal contract of $50,000 or more. Required that an affirmative action program be adopted and implemented by Ohio University. Ohio University Policies and Legislative Provisions 81

82 Legislative Provisions, cont. Equal Pay Act of 1963: : Prohibits discrimination in salaries based upon sex Age Discrimination in Employment Act of 1967: : Generally prohibits discrimination in employment on the basis of age against persons who are between 40 and 65 years of age. Civil Rights Act of 1991: : Allows for monetary damage in cases of intentional employment discrimination Ohio University Policies and Legislative Provisions 82

83 Legislative Provisions, cont. Americans with Disabilities Act of 1990: : Prohibits any discrimination based on disability in employment, promotion, demotion, or transfer, recruitment, advertising, layoff or termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship Ohio University Policies and Legislative Provisions 83

84 Legislative Provisions, cont. Vietnam Era Veterans Readjustment Assistance Act of 1972, As Amended: Prohibits any discrimination against any veteran because he/she is a disabled veteran or veteran of the Vietnam era in employment, promotion, demotion, or transfer, recruitment, advertising, layoff or termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. Ohio University Policies and Legislative Provisions 84

85 Legislative Provisions, cont. Employment and Training of Veterans Veterans (Title 38, Section 4212, US Code, December 2000): Requires qualifying federal contractors to take affirmative action to employ and advance special disabled veterans, Vietnam Era veterans, newly separated veterans and other veterans who served active duty during a war or in a campaign or expedition for which a campaign badge was authorized. Ohio University Policies and Legislative Provisions 85

86 Sources Institutional Equity University Human Resources Lee, C. (2000). Search Committees: A Tool Kit for Human Resource Professionals, Administrators, and Committee Members. Washington D.C.: College and University Professional Association for Human Resources 86

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