INCLUSIVE HIRING GUIDE FOR FACULTY
Faculty Hiring Guide Step 1: Form and Prepare Search Committee The hiring manager, who is the department chair or designee, selects the members of the search committee/s and ensures they all meet the requirements of their roles in the search process. Each member of the search committee will be required to complete the Inclusive Hiring Training through the Office of Human Resources. Step 2: Job Design and Description The hiring manager, in consultation with Academic Affairs, formulates the job criteria in preparation for posting. Step 3: Recruitment and Outreach The search committee ensures the position receives the greatest possible pool of diversified applicants. Step 4: Selection The search committee reviews all applicant’s materials without bias and removes those that do not meet the minimum qualifications. Step 5: Establish Evaluation Questions and Process The search committee develops interview questions specific to the job being advertised. Step 6: Conduct Interviews The search committee selects the top applicants to interview in multiple stages if necessary. Step 7: Reference and Background Checks The search committee recommends a top applicant for hire and the pre-employment checks are initiated. Upon completion of all necessary steps, an offer of employment is officially made. Step 8: Extend the Offer to Hire The hiring manager works with Human Resources and Academic Affairs to extend the offer to the selected applicant. Step 9: Debrief The search committee meets to discuss the search process, reflecting on what went well and how the process may be improved. Step 10: Onboarding The hiring manager collaborates in order to acclimate the new hire to the College community and department.
Step 1: Form and Prepare Search Committee Checklist
Who Is Responsible
Form the Search Committee
Human Resources
Recruit a group of individuals with diverse perspectives and experiences to serve
Department Chair
on the search committee.
VP of DEI
Clarify Timeline
Human Resources
Identify timeline for posting period, applicant review, interviews and start date.
Search Committee
Be sure to review any department goals as it relates to hiring. Establish a uniform selection process for all applicants. Hiring Bias Training for Search Committee Members
Human Resources
Make sure that committee members have completed hiring bias and committee
Search Committee
inclusive training (50% of the hiring committee team should have taken
VP of DEI
bias/inclusion training) 75% in fall of 2024 and 100% in the fall of 2025 – Contact the CDEI for training sessions. Form and Prepare Search Committee A search committee is encouraged for every posted position; exclusions to this policy are only allowed in exceptional cases and must be approved in advance by both the Vice President of Human Resources and Vice President of Diversity, Equity, Inclusion. Timing A search committee should be formed as soon as possible when a vacancy has been determined in order to reduce difficulties in finding enough members qualified to serve. If a hiring manager is unable to find enough members that have met the qualifications outlined above, they should reach out to Human Resources for additional help. A complete hiring cycle is likely to take 30-60 days, beginning with the formation of a search committee. Responsibilities Each member of the search committee is responsible for attracting, evaluating, and recommending candidates for the open position. Confidentiality is key when serving on any search committee or participating in the hiring process in any way. While it may be permissible to discuss candidates with other members of the committee, those who are not involved in the search should not be part of the conversation. Applicants should never be discussed with other applicants, even (especially) if they are internal employees. Size and Inclusion Ideally, each committee should consist of 4-5 members, depending on the level of seniority for the position being filled. At least one member should come from outside the hiring department, and at least 50% of the committee should represent diversity, such as women or people of color. The committee should comprise members with expertise similar to the job qualifications and those who have direct experience working with the position.
Step 2: Job Design and Description Checklist
Who Is Responsible
Prepare and Review the Job Description
Search Committee
Make any necessary updates. Review minimum and preferred qualifications.
Human Resources VP of DEI
Review Salary Range
Human Resources
Review salary floors and minimum and preferred qualifications.
Hiring Manager
Write the Advertisement
Human Resources
Ensure clarity and screen for language that would encourage qualified
Hiring Manager
candidates to “read themselves out” of the position and not apply. Create a Qualification Evaluation Rubric
Human Resources
Create a screening matrix of required and preferred position qualifications to
Hiring Manager
assist the search committee in staying focused on evaluating requirements.
Job Design and Description Components Prior to posting the position, the search committee should meet to review the job description to ensure that the language accurately reflects the department’s current needs and to ensure everyone on the committee understands the job description. Reusing outdated job descriptions without review can result in failed searches, wasted time, and ultimately selection of employees who are not a not prepared to meet the current needs of the department. A job description serves as the basis for developing the job advertisement and should include (in this order): ❖ Job Title ❖ Promotional paragraph ❖ Description of duties ❖ Summation of the job ❖ Responsibilities ❖ Ranked tasks detailing the job ❖ Minimum qualifications (see below) ❖ Preferred qualifications ❖ Education Equivalency (see below) ❖ Summary statement about the College ❖ Emmanuel College’s Inclusive Excellence Statement ❖ EEO/AA statement ❖ Reporting relationship ❖ Number of Vacancies (Multiple vacancies should be indicated) ❖ Appointment duration and type (Tenured, tenured-track, professional, staff, temporary, etc.) ❖ Salary or salary range (see below) ❖ Employee benefits
❖ List of materials requested for submission ❖ Curriculum Vitae or Resume ❖ Cover Letter ❖ Inclusive Excellence statement ❖ Additional materials (see below) Minimum Qualifications Collaborate with Human Resources to develop an appropriate education equivalency standard that aims to minimize barriers to job application. Please refer to Section 2.1 of the Faculty Handbook to review criteria for faculty rank and appointment. Summary Statement about Emmanuel College Emmanuel College-a Catholic, coeducational, residential, liberal arts and sciences college in Boston-has been educating critical thinkers, ethical decision makers and community leaders since 1919. Situated in Boston's Fenway neighborhood within the Longwood Medical and Academic Area, Emmanuel's 17-acre campus is home to nearly 2,000 undergraduate and graduate students. The College provides boundless opportunities for students to expand their worldview through rigorous coursework, significant internship and career opportunities throughout the Boston area and beyond, collaborations with distinguished and dedicated faculty, and participation in a dynamic campus community. Emmanuel's more than 70 programs in the arts, humanities, education, natural sciences, business and nursing foster spirited discourse and substantive learning experiences that honor the College's commitment to educate the whole person and prepare students to emerge as tomorrow's leaders. Inclusive Excellence Statement from Emmanuel College’s Inclusion, Diversity, Equity, and Access through Action (IDEAA) Committee We seek to cultivate a culture of inclusive excellence and belonging for all. In alignment with the College Mission and strategic plan, we are committed to engaging with the Emmanuel community and beyond as a resource for information, assessment, and research. Using a data-driven and intentional approach, we aim to effect positive change such that we celebrate the unique identities and contributions of each member of our community. Our work is informed and influenced by our ever-changing community and global social justice issues that understand diversity is free from hostility and intolerance. We empower and equip our community members and external stakeholders to be agents of equitable change. Additional Materials and Demonstrations In some cases, additional materials such as writing samples, philosophy statements, or teaching demonstrations may be necessary for certain job searches. However, it's important to consider that requesting additional materials could create a barrier for some applicants who may struggle to develop these materials or have difficulty accessing them. It's essential that any requested documents are directly relevant to the job qualifications. For positions that typically receive a large number of generic applications, requesting additional materials may help to improve the quality of the applicant pool. However, for positions that are typically harder to fill, caution should be exercised in requiring additional materials to avoid further decreasing the number of applicants. Professional references should only be requested during the final stage of the interview process.
Utilize Faculty Feedback Form or Create a Qualification Evaluation Rubric A rubric should be created by committees to determine when and how each qualification will be assessed. Though time-consuming to develop, these matrices can aid decision-making during recusals. It's important to create a unique rubric for each search to ensure all elements are considered, with the entire search committee participating in its development. The rubric should identify which qualifications best predict superior performance, and when/how each qualification should be evaluated, with the goal of refining and double-checking their effectiveness before posting the job. Finally, applying rigorous accountability to the rubric at every stage can help reduce cognitive and structural bias. To facilitate collaboration among committee members and Human Resources, it is highly recommended that a spreadsheet is used. The spreadsheet should include all qualifications listed in the job description, with each qualification entered verbatim in a separate row. The spreadsheet should provide answers to the following questions:
Required /
Priority
Relationship
Preferred
Level
to Job
Transferable
Screening
Strength
Criteria
When to assess?
Required or Preferred Is this qualification required or preferred? Why? Priority level How important is strength in this qualification compared to strength in other qualifications? High, medium, and low priority apply to both preferred AND required qualifications. Relationship to Job What does this qualification enable the candidate to do in the position? Which duties require it? Why is it needed, how is it used in the job, what might be difficult or impossible without it? I Transferable Is this a transferable skill or specific to this job or a higher education environment? Screening Criteria To assess how candidates might meet each qualification it is important to remember that some may have obtained their qualifications through less typical means. It is crucial to identify what experiences, accomplishments or learning could meet each qualification. This includes defining quality indicators that go beyond simple quantitative measures, such as the number of years of experience. By taking a comprehensive approach to evaluating qualifications, search committees can
identify the most qualified candidates and reduce the risk of overlooking valuable candidates who may have obtained their qualifications in unconventional ways. Strength What are the factors that indicate a strong match between a candidate and a qualification, beyond just meeting the qualification? How can we identify the ways in which a candidate meets or exceeds a qualification, and predict how their performance will be impacted by these qualifications? When to Assess When can we accurately evaluate whether or not each applicant meets the qualification and at which stage(s) of the hiring process should we consider eliminating candidates who do not meet it? Stages can include: application, video conference interview, campus visit or reference check stage. Avoiding Gender Coded Terms Before finalizing, filter the job description through http://gender-decoder.katmatfield.com/ Final Job Design and Description Approval Once the job description has been developed, it must be reviewed by Human Resources and the Vice President of Diversity, Equity, and Inclusion who can advise on additional edits as appropriate. Once it has been approved, the position can be posted. Step 3: Active Recruitment and Outreach Checklist
Who Is Responsible
Review Historical Data
Human Resources
Identify applicant sources from previous searches and evaluate the effectiveness of each recruitment outlet. Develop a Recruitment & Outreach Plan Identify any Action and/or
Human Resources
Inclusive Excellence goals. Create and document the outreach plan.
Search Committee
Post the Advertisement
VP of DEI
In addition to the standard package of advertising locations, add locations that target discipline specific audiences as well as conducting outreach to further diversity goals Ensure the Applicant Pool is Diverse Human Resources will review the
Human Resources
diversity of the applicant pool near the end of the posting period and provide
Search Committee
additional recommendations for outreach or extended posting, if needed.
Hiring Manager
Application Process All interested individuals should be directed to the Emmanuel College website to apply for any vacancy. Application materials should not be accepted anywhere other than through our applicant tracking system, and only those applications in the automated system will be considered for employment.
Verify the Posting Check that the job description created is the correct job description posted to the website. In addition, regularly check to ensure the job is posted through the recruitment outlets requested. If you find any differences, inform Human Resources to correct any errors. Active Recruitment and Outreach Plan Each position needs to be evaluated individually to ensure the right recruitment sources are used to achieve a diverse applicant pool. An effective recruitment plan includes: ❖ Advertising ❖ Active Outreach: networking, professional, and/or academic associations, etc. ❖ Targeted Recruitment Advertising Avenues Below is a list of sites where ads will automatically be placed. Depending on the recruitment area, standard advertising packages may not reach the desired audience; search committees may request additional placements. ❖ AcademicWomen.com ❖ Chronicle of Higher Education (60-day online posting) ❖ CollegeJobs.com ❖ DiverseEducation.com ❖ DiversityWork.com ❖ HigherEdJobs.com ❖ Higher Education Recruitment Consortium (HERC) ❖ Hispanic Association of Colleges & Universities (HACU.net) ❖ Indeed.com ❖ LinkedIn.com ❖ Boston Banner Active Outreach In addition to the standard advertising package, search committee members are responsible for proactively recruiting for the role. Active outreach is an opportunity to spread the word to those who may not be actively looking for a new job and are not seeing advertisements on job boards. Some ideas for active outreach are: ❖ Sending emails to colleagues or department chairs at other schools asking them to share with their network ❖ Sending the job announcement to professional networks and degree granting institutions ❖ Sharing and monitoring on professional and social media, e.g., LinkedIn or Twitter Targeted Recruitment An example of targeted recruitment includes utilizing Boolean search strategies on professional networking sites such as LinkedIn. Boolean search can be a powerful tool for job recruitment as it allows you to efficiently filter through a large pool of potential candidates. By using operators such as AND, OR, and NOT, it is possible to
combine keywords to narrow down their search results to only the most relevant candidates. Boolean search can also be used to exclude irrelevant candidates or qualifications. Internal candidates In some situations, search committees may determine that there are likely a number of existing employees who would qualify for the opportunity and request that the search be limited to only internal candidates. Upon approval, an internal search may be conducted with the same equitable standards set forth for external positions. Our goal is to create a hiring process where all candidates have an equal opportunity to be considered, and we do that by creating as similar of a review process for each candidate as we can. Internal candidates should always receive an initial interview. If an internal candidate is not being progressed to the next stage a member of the search committee should reach out personally to the candidate to let them know they are no longer under consideration. Avoid Favoritism Word-of-Mouth recruiting is often perceived as akin to favoritism; however, it is one of the most successful approaches to building an applicant pool. At the College, search committee members must be sure to recuse themselves from a search committee if they suspect they could favor one applicant over the others for any personal reason. Upon recusal, the hiring manager may be made aware of the relationship and the willingness to serve as a reference for the applicant at the reference stage in the hiring process. If you suspect favoritism is happening on a search committee or in the hiring process, please contact the hiring manager, or Human Resources immediately. If a recusal puts a search committee under the minimum size guidelines, contact Human Resources for alternatives. Recommended Applicant Pool Size Recommended applicant pool size will be determined at the start of the search, along with timeframe, dependent on position. For example, it is expected that a tenured faculty role would yield a smaller pool than an adjunct professor. The timeframe that the posting is available could determine how many applicants the pool receives. If too few applicants are present, the post can be extended to collect more applications. If an overwhelming number of applicants are present the timeframe for collecting applications may be shortened. Step 4: Screening Process Checklist
Who Is Responsible
Review the Applicant Materials
Search Committee
Search committee members should review all the required and optional documents submitted by applicants, and utilizing the screening matrix, to first assess whether they meet the minimum qualifications stated in the job description. At this point in the process, we suggest you do not consider any additional information or materials.
First Round Screening
Search Committee
After the search committee reviews the applicant pool and determines who warrants further consideration – if needed, the hiring manager can schedule a 15–30-minute interview to further assess and narrow the pool to a manageable number for the search committee interview. Share List of Applicants Who Will Be Interviewed with HR The committee will select candidates who will move on to the interview process
Search Committee
and share the list of candidates with Human Resources. Interviewing Internal Candidates In some situations, search committees may determine that there are likely a number of existing employees who would qualify for the opportunity and request that the search be limited to only internal candidates. Upon approval, an internal search may be conducted with the same equitable standards set forth for external positions. Our goal is to create a hiring process where all candidates have an equal opportunity to be considered, and we do that by creating as similar of a review process for each candidate as we can. Internal candidates should always receive an initial interview. If an internal candidate is not being progressed to the next stage a member of the search committee should reach out personally to the candidate to let them know they are no longer under consideration. Initial Screening The search committee should go through all applicants, review the credentials, and remove those that do not meet the minimum qualifications for experience, education, or other criteria. This can be done by every individual before the first meeting, or all members can go through all applicants together during a meeting. All members should review all applicants in the pool. First Round Screening A short phone interview of approximately 15 minutes and about 5-7 questions can help ensure the candidate and the College are both interested in spending more time together in a longer interview. Initial screenings will be conducted by the hiring manager, preserving the search committee’s time. Questions should address concerns that warrant the 15 – 30-minute initial screening. Basic questions, like the examples below, can help reduce the likelihood of wasting the candidate’s or the committee’s time. ❖ How did you hear about this opportunity? This is a good question to ask in order to learn where your top candidates are finding our positions! If you find a trend, you can use these sources more in future openings. ❖ What do you know about Emmanuel College? ❖ What interested you about this position? ❖ Why are you looking for a new opportunity? ❖ What strengths would you bring to the department and institution? ❖ What is your timeline for starting a new position?
Evaluating Candidates for Second Round Interviews The applicants remaining in the pool after screening out those that do not meet the minimum qualifications are to be evaluated to determine who is best qualified and will receive an interview. It is up to the committee to decide who among those remaining will receive an interview. All members of the search committee should review each applicant and evaluate their credentials using the screening matrix. Resist impulses to label one applicant as “best” or rank the applicants, because this makes it difficult for all applicants to be given equal consideration. Base decisions from the criteria and qualifications of the job description to compare each applicant to the job description and not to each other or the previous incumbent. Share List of Applicants Who Will Be Interviewed Candidates selected to continue in the process -names should be shared with Human Resources for records[CO6] keeping. Alternative Applicants At this stage, all applicants who are not being interviewed but are qualified may be considered as alternative applicants. They meet the minimum qualifications but are not the preferred applicants in the pool. If all the preferred applicants in the pool withdraw, keeping these applicants in active status shows that we have no reason to fail the search or research new avenues until we consider those remaining in the pool that meet the minimum qualifications. Once the initial request for interviews has been made on the original applicant group, alternative applicants can be requested for interviews one at a time as needed. The hiring manager is responsible for coordinating the process until a final applicant is selected for an offer.
Step 5: Establish Evaluation Questions and Process Checklist
Who Is Responsible
Create Your Interview Questions
Search Committee
Create interview questions that are grounded in the job description and will be asked of all candidates to ensure a consistent experience. Please include inclusive excellence and equity questions in your final interview question bank. Please see below for examples. Formalize Criteria for Evaluating Answers
Search Committee
A spreadsheet should be created to track their expertise in both the minimum and preferred qualifications of the position. The search committee should have a clear understanding of what constitutes a strong versus a weak response to each question. Assigned Questions to Search Committee Members
Search Committee
Criteria for Evaluating Answers A spreadsheet should be created to track their expertise in both the minimum and preferred qualifications of the position. The search committee should have a clear understanding of what constitutes a strong versus a weak response to each question. Below is an example of considerations for evaluating answers: Expert
Intermediate
Novice
No Evidence
Answers questions
Clear answers with
Incomplete answers
Insufficient,
clearly with detail
consistent detail
and/or unclear examples
contradictory or inconsistent answers
Connects past
Connects current work
Shows inconsistent
Does not display
experience with
with position posting
evidence or
enthusiasm and/or does
contradictions in
not know basic
answers
information about the
position posting
College Articulates competency
Answers are clear,
Answers to questions
Fails to articulate an
concrete and succinct
lack enthusiasm
answer that connects to experience.
Shows preparation and
Shows interest and has
Provides ‘textbook’
enthusiasm for position
some questions
answers that do not
through engaged
display depth of understanding
listening and thoughtful questions Question Categories Behavior-based interviewing is commonly used because it focuses on past behavior and experiences of candidates rather than hypothetical or theoretical responses to hypothetical situations. This allows the search committee to assess the candidate's potential for success based on actual performance. It can also help to reduce the impact of unconscious bias in the hiring process by evaluating candidates based on objective criteria rather than subjective assumptions or stereotypes. Develop a minimum of 3 behavior-based interview questions for each category listed below. Additionally, consider if there are other categories that should be included. Not all applicants need to be asked every question. This approach ensures consistency and allows for meaningful comparisons between candidates. Subject Matter Expertise Ask questions that gauge baseline knowledge required for the position. Example question: “Can you describe a complex problem in your field? How have you approached research in this area?” Valuing and encouraging diversity Ask questions that evaluate a candidate’s commitment to advancing Diversity, Equity, Inclusion and Belonging (DEIB) on campus and within their classrooms. Do they display context-appropriate knowledge of DEIB initiatives? Example question: "Can you describe a time when you took deliberate steps to create a more inclusive and welcoming learning environment for students from diverse backgrounds in your classroom? How did you go about doing this, and what was the impact on your students?" Teaching experience and philosophy: Ask about their teaching experience, how they approach teaching, and how they assess student learning. Example question: “Tell us about a time when you had to adapt your teaching style to better engage a particular student or group of students.” Curriculum design and innovation: Ask about their experience designing courses and creating innovative teaching approaches. Example question: "Can you describe a course you designed that was particularly effective at meeting student learning outcomes?" Collaborative work: Ask about their ability to work collaboratively with colleagues, both within their department and across the institution. Example question: "Describe a project you worked on with colleagues from different departments and how you contributed to the team's success." Service and engagement: Ask about their commitment to service and engagement with the institution and broader community. Example question: "Tell us about a project you led that engaged students in the community and how it impacted their learning."
Professional development Ask about their commitment to ongoing professional development and staying current in their field. Example question: "How do you stay current in your discipline and incorporate new developments into your teaching?" Assign Interview Questions To ensure a comprehensive and fair interview process, it is recommended that search committee members are assigned a specific set of questions to ask during the interview. It is important that each applicant is asked the same set of questions within the same applicant pool to ensure consistency. If multiple interviews are conducted, a different set of questions should be used to reduce repetitiveness. Step 6: Conducting Interviews and Selecting Finalist Checklist
Who Is Responsible
Conduct the Interviews
Hiring Manager
Stick to the core set of questions, understanding that follow-up questions are
Search Committee
appropriate and may vary depending on the applicants’ responses. Test that technology is working with the candidate well ahead of the interview time. Remember they are interviewing us as much as we are interviewing them. Debrief
Hiring Manager
Narrow the candidate pool to the top 1-2 candidates.
Search Committee
Teaching and Research Demonstration
Hiring Manager Search Committee
Conducting Interviews It is best practice to share complex questions with candidates in advance. These questions can be sent via email after the interview is scheduled. Sharing interview questions with candidates in advance can be beneficial for several reasons. Firstly, it allows candidates to prepare and feel more confident during the interview process. Secondly, it creates a fair and transparent interview process, ensuring that all candidates are evaluated on the same criteria. Lastly, it can improve the overall quality of the interview as candidates are able to provide more thoughtful and well-reasoned responses. Search committees should agree in advance which questions will be asked by whom. Each individual committee member should ask the same questions to all candidates. Equitable Interview Process To conduct equitable interviews, it's important to prepare standardized interview questions that are relevant to the job requirements and avoid questions that could lead to bias or discrimination. ❖ Prior to the interview, agree upon a structure to the interviews, e.g. the order of questions, who will ask questions ❖ Give adequate notice to candidates to prepare for interviews ❖ Ensure the environment is comfortable and non-threatening ❖ Greet the applicant, be professional, and establish rapport
❖ State the purpose of the interview and gather appropriate information during the interview ❖ Explain the format of your interview and the process ❖ Share relevant background information about the job ❖ Equitable treatment is imperative during the hiring process Conclusion of Interview Ensure all questions have been asked and answered of the applicant, and that the applicant has had the opportunity to ask questions of the committee. Inform them that once the interviews conclude, the committee will proceed to the next step in the process and the applicant will be contacted and informed of their status at that time. The applicant can be reminded of the contact information if they have any questions that arise after the interview and the expected timeline for filling the position. Applicants can be led to the original meeting place when the interview begins (if different from where the interview/s end) and ensure they are aware of where they’re going to exit and locate the parking lot before you leave them. If none of the applicants selected for the initial interview are desired for the position after interviews conclude, the search committee can go back to the pool of candidates and select alternative candidates to Request to Interview in Interview Exchange. If no other viable candidates remain in the pool, consult with Human Resources about the next steps. Second Interview The second interview conducted should consist of an applicant pool that has been narrowed from the initial interview. Phone interviews should be offered as an option for every candidate. Videoconference interviews are very common, but some candidates may not have access to high quality internet connections. To avoid creating a barrier for applicants, a phone interview can be conducted for those with limited technology access. Be consistent and ensure all applicants go through the same process. Debrief Search committee should complete the rubric in writing for each candidate and meet to share information before selecting a finalist, or top candidates to be selected for either reference checks or teaching demonstration. Teaching and Research Demonstrations Candidates will be required to teach a 45-minute lesson in an applicable topic appropriate for a college level class. Members of the search committee, department faculty, and select students will attend. Candidates will be evaluated on their ability to build rapport with the audience, mastery of the content, understanding of DEI and inclusive teaching, and the overall effectiveness of the presentation. Candidates will also be required to present for 30 minutes on current research agenda. Final Selection Search committee final meeting to select finalists for offer.
Step 7: Reference and Background Checks Checklist
Who Is Responsible
Request References
Hiring Manager
Search committees have the discretion to determine whether to narrow the pool to
Search Committee
one finalist or to conduct reference checks on more than one finalist. Be sure to notify finalist(s) that they have reached this state of the process and obtain their consent BEFORE reaching out to their references and current employer. Conduct the Reference Check
Search Committee
Consider how/which references will be conducted; best practice is to have 2 people
Human Resources
listen in on each reference check contact. Conduct Background Checks
Human Resources
Pre-employment background checks should normally be completed upon an acceptance of an offer of employment in accordance with the College’s Background Check Policy. Reference Checks Once interviews have concluded, the search committee may move on to reference checking of several finalists or the top finalist. Remember that references provided by applicants to speak to their performance will likely be positively biased towards the applicant. Listen carefully for any red flags raised or hesitations to respond, and dig deeper. Before beginning reference checks, alert the finalist(s) that they have reached the reference checking stage and the College will be reaching out to their references. If you intend to speak to other individuals, like their current supervisor, who may not be listed as references, make sure finalist(s) know that before you do so. Be careful not to “out” an applicant at their current institution without allowing them an opportunity to know and/or alert their supervisor of the impending contact. Conversely, candidates may have additional information to share about their situation and what you may hear. At this time, personal internal references can be contacted, and social media and internet searches can be utilized to research the final applicants in consideration. The search committee should agree what places are going to be referenced-checked, so that we gather consistent information on each finalist. For example, don’t check “Rate My Professor” or “Facebook” on some finalists, but not all, and discuss in advance whether or not that information reliably relates to the position at hand and whether it will be considered at all. Search committees should determine how references and/or employment will be checked and structure these to limit biases interfering. Ideally, at least two individuals should listen in on phone reference/employment checks. Don’t allow one search committee member to do all reference/employment checks on one candidate.
Step 8: Extend the Offer to Hire Checklist
Who Is Responsible
Select the Finalist
The Office of Academic
The committee should discuss the reference and employment verification check
Affairs will make the
information and determine who is the best qualified individual for the position
offer after receiving
based upon all the evidence. Make a verbal job offer to the finalist, contingent
recommendation from
upon successful completion of background checks.
the Chair of the Search Committee.
Send formal written offer
Human Resources
The formal written offer will be prepared by Human Resources and sent to the candidate via email. Verbal Contingent Offers The Office of Academic Affairs should extend a verbal offer contingent upon the results of the references. Compensation Package The Office of Human Resources will meet with the candidate to discuss the benefits provided by the College. Offer Letter Offer letters are created in HR and then emailed to the candidate after the verbal offer. Notifying Unsuccessful Candidates Since some offers are rejected, unsuccessful candidates should be notified only after an offer has been accepted. Those who reached the interview status should receive a brief personal message indicating they have not been selected for the role. If applicable, encourage the candidate to apply again at a later date. Do not make any promises about continuing to consider them or keeping their resume on file. Ejected Offer When an offer is rejected, the search committee can go back to alternative applicants interviewed, re-evaluate, and select another applicant for the offer. This applicant must have gone through the same process as the other applicant that rejected the offer. If there is no interest in any of the other applicants, the search must be failed and a new search can begin. Failed Search If a search committee is unable to achieve an accepted offer, the search results in a failed search. The job design, posting, recruitment plan and outreach should be re-evaluated at this time to identify improvements needed. Why did applicants not accept the offer, or were there enough qualified applicants to begin with? Ensure there are no barriers to entry or other issues preventing applicants from applying or being considered. Search committees should also consider new recruitment outlets and not utilize sources that yielded unfavorable results.
Step 9: Debrief Debrief and Collect Records
Who Is Responsible
Debrief Meeting
Search Committee
Document and Record Collection
Search Committee
Remove job posting from all locations
Human Resources
Debrief Debrief with the entire search committee to discuss what went well and potentially what could be improved during future searches. What lessons did you learn that should be memorialized and/or changed before the next search is conducted? Share any relevant knowledge with others in the department and HR if it could help others conduct a more inclusive search. Ensure your documentation tells the correct story of your process so that an outsider with no recollection of your process could see how the search went without your verbal guidance. Document all relevant information for Human Resources records. Step 10: Onboarding Checklist
Who Is Responsible
Welcome Onboarding Email
Human Resources
The Office of Human Resources will send a welcome email to the new employee and invite them in for a meeting. The Office of Human Resources will also send an onboarding checklist to the Chair of the Hiring Department. Launch an Effective Onboarding Campaign
Hiring Manager
Effective onboarding begins at the time of an offer and extends through the first year of employment. Key practices for effective onboarding include: Identify a key point of contact after the job offer is accepted to provide support through the first day of work, early acclimation to the unit culture. Review the job description and position priorities to address how success will be measured. Onboarding After an employee accepts a position, it is crucial to prepare them for success on campus. This involves a series of essential actions that may be overlooked, but are critical to creating a warm and welcoming environment! The Office of Human Resources provides a detailed Onboarding Checklist with sections on tasks to complete before the employees start, as well as activities for the first day, first week, first month, and first 90 days.