The Art of Search Committees: Increasing the Quality and Diversity of our Faculty and Staff

1. Kevin Jacobs, Assistant Vice Chancellor, Human Resources University of Colorado Denver The Art of Search Committees: Increasing the Quality and Diversity of our Faculty and Staff

2. Did you know…? Each year, UC Denver conducts approximately 700 searches, including about 200 regular faculty searches ---- costs range from $500 to over $25,000 each, not counting committee and staff time. Given the time and investment, it’s imperative that the search process produce quality, lasting results.

3. What is your department investment? • How much money and time is spent annually on recruitment/hiring activities compared to other department activities? • How does the cost/benefit analysis work– does the effort on recruitment/hiring pay off? • What is the cost of a ‘bad’ hire (e.g., someone who leaves within a year or two)? • What defines a ‘successful’ search for your department?

4. Search Committee Process It’s an ART – Not a Science But there are ‘Best Practices’ and a few ‘RULES’

5. Successful Searches • Successful searches begin with successful search committee members— trained, dedicated and experienced individuals. • Search committees succeed when they build highly qualified, diverse applicant pools. • Highly qualified, diverse applicant pools lead to the potential for outstanding hires which, in turn are natural recruitment vehicles for the next searches.

6. SEARCH *Actively, continuously search for applicants *Aggressive, creative outreach Search Committee Methods • SORT • *Sort thru applications • *Unoriginal, same ad in • traditional posting • locations

7. Timeline for Searches It’s mostly dependent on committee members availability and level of commitment! TIP: Review timeline at the first meeting to ensure everyone begins with realistic expectations and can commit to the schedule.

8. Search Committee Myths

9. Fact or Fiction? The few candidates of color are being sought out by numerous institutions, and are not affordable.

10. Fiction! Reality ~ Candidates often weigh location and job environment more than salary —so market our assets! Research on fellowships indicates that only 11% of minority scholars were sought by more than one institution at a time—89% were not subject to competitive bidding wars.(Wolf & Busenberg, 1996, AACU)

11. Fact or Fiction? Faculty of color won’t select academe—they choose more lucrative positions in government or industry.

12. Fiction! Reality ~ Minority and women PhDs are no more or less likely to work in academe than other PhDs.

13. Fact or Fiction White males have no chance of getting positions due to the focus on minority applicants.

14. Fiction! Reality ~ Recent hiring statistics show otherwise. Note: In 1989 75% of tenured faculty were white males; in 1997 77% of tenured faculty were white males.(Chronicle of Higher Education, 2001)

15. Role of Compliance Office of Federal Contract Compliance Programs (OFCCP) monitors compliance towards Executive Order 11246, as amended

16. When and how? All federal contractors must do an annual Affirmative Action Plan (AAP) to: • demonstrate efforts toward affirmative action • determine whether employment practices are potentially discriminatory

17. School/Department Commitment to Diversity Searches are most successful when hiring department/school has a diversity plan to guide the search committee. School/College/Dept Diversity Plans

18. Sample diversity plan initiatives to recruit and retain underrepresented groups • Invite minority and women scholars to present symposia, serve as visiting scholars, etc. • Provide mentoring and other resources for junior faculty, esp. women and minority faculty. • Build cultural competency into clinical and educational experiences. • Build diversity into curriculum.

19. Sample Diversity Initiatives, con’t • Messages start with words and behavior of leaders (deans, department chairs, etc.). • Build networks and resources/ continuous recruiting. • Develop the ‘business’ case for diversity, and build that into the school/dept mission statement. • Identify one or more persons who receive EEO/AA training and serve on all search committees.

20. SampleDiversity Initiatives, con’t • Review dept. climate, policies, practices, and physical environment to ensure retention/support for women, minorities and other underrepresented groups. • Grow the pipeline—invest in underrepresented graduate students, medical residents, post doctoral trainees, etc. • Build in diversity accountability by making diversity efforts part of faculty expectations, evaluation, and promotion/compensation practices.

21. Search Committees • Generally 5-7 members, but may be smaller (n=3) or larger • May identify other individuals to evaluate candidates during interview process

22. Search Committee Composition • The composition of the search committee is critical to its success. Involve diverse people with fresh ideas and diverse viewpoints. Note: Departmental faculty and staff not on search committee still play critical role in search process.

23. Search Committee Composition Include women and minorities wherever possible—may use community members. • Include members with track records for hiring underrepresented groups and/or educated in affirmative action policies and procedures. • Contact Diversity or HR Office for assistance with identifying trained, effective committee members.

24. RULE The Appointing/Hiring Authority/Supervisor is NOT a search committee member.

25. Hiring Authority Charge To Committee – First Meeting • Describe title, job description, essential and preferred criteria (make sure these are in the job description and evaluation criteria) • Salary and benefits budget • Describe position’s scope and challenges/opportunities

26. Hiring Authority Charge con’t • Give realistic timeframes • Preferred # of finalists, form of finalist feedback (ranked, random) • Committee support (administrative assistance, travel budget, etc.)

27. TIP • Particularly for high level, leadership positions --invite department leaders, affiliate partners, and other interested parties to share their views about the position. This gives committee members a better understanding about the position, and the qualities necessary for successful candidates.

28. Committee Member Responsibilities • Be an active recruiter • Consistently and fairly evaluate all applicants • Show up at meetings! • ALL search committee members share responsibility to attract diverse pool and ensure fair and equitable treatment of all applicants.

29. Search Committee Chair • Should be person at same or higher level than vacant position • Chair must ensure diversity accountability for members • Chair must ensure proper recordkeeping • Determines committee process, including voting vs consensus for decisions

30. Search Committee Chair, con’t • Serves as liaison between hiring authority and committee. • Ensures committee charge is carried out. • Keeps Hiring Authority informed.

31. Staff Responsibilities • Ensure hiring process is followed, including appropriate, timely entries into HR system. • Respond to applicants on behalf of committee chair • Schedule committee meetings and applicant interviews • Maintain applicant confidentiality

32. RULESCONFIDENTIALITY • All discussions among committee members are confidential. Be particularly careful about internal applicants. • Applicant names and materials should be kept in secure location. • Confidentiality breeches should be disclosed to committee chair.

33. RECRUITMENT PLAN • Job Description and other position/campus information • Job ad(s) and posting locations • Outreach activities Note: If search firm is employed, most of these activities will be handled by firm.

34. Recruitment Plan—Why? • Consider the search process as first step in the retention process. • How well you match the person to the position will determine their success in the position.

35. TIP Cast a Wide Net Some associations or institutions may exclude potential candidates. Tapping these resources can make you a victim of their exclusionary thinking. That’s why it’s important to recruit from a wide range of sources and use a variety of methods to cast a wide net.

36. Recruitment Plan, con’t Applicants must be educated about the position –- it’s as important as the committee learning about the applicants. TIP: Remember… Outstanding candidates often do not apply for advertised positions—you must ‘court’ these potential applicants.

37. Job Postings, con’t Announcements should include proactive language targeted toward applicants of color, women, people with disabilities and veterans.

38. Job Postings, con’t Consider including: • Mentoring activities/opportunities for underrepresented groups • Campus commitment to building a culturally diverse educational environment • How multicultural issues have been incorporated into courses/clinical work • Practicums/internships

39. Job Postings, con’t • Opportunity/support for minority support/training grant • Access to special groups/resources (e.g., American Indian reservation, migrant workers, unique library collections, etc.) • Mentoring opportunities

40. Outreach Activities • Telephone calls • Personalized letters to potential applicants • Personalized emails • Talk face-to-face with people who might nominate candidates

41. Outreach Activities, con’t • Approach potential candidates at professional meetings • Consult with diverse faculty and staff members on campus about outreach activities • Contact traditional professional organizations that have affiliated groups for women, minorities, and other underrepresented groups. • Other ideas?

42. Outreach Activities, con’t • During each outreach activity stress the institution’s commitment to diversity. • Attend to language and image in all printed and verbal communications.

43. Applicants • Treat all applicants consistently and fairly. • Acknowledge receipt of application. • Be courteous and prompt in correspondence. Remember your own experiences as an applicant.

44. RULE Applicant Definition: Someone who submits all required materials for a posted position. Do not count references as required materials for initial evaluation steps.

45. RULE Applicants are confidential until they reach ‘finalist’ level – must follow Colorado Open Records Act.

46. SELECTION PROCESS 1. Develop evaluation process 2. Conduct initial applicant evaluation 3. Develop interview format 4. Conduct interviews 5. Conduct reference checks 6. Select finalists

47. Evaluation Criteria • Must be based on job description and ads • Must be written, available to committee members, and saved as part of the committee materials • Does not need to be numerical—can sort applicants into groups and rank order (Recommend committee members do initial evaluations on their own, then reach consensus through group discussion)

48. RULE Committee must establish selection/evaluation criteria and scoring process before reviewing any applicant materials.

49. Evaluation Methods Options--select one or more • Telephone interviews • In-person interviews • Videoconference interviews • Applicant presentations • Applicant written response to set of questions • Curriculum vitae/resume • Cover letter • References • Applicants’ published or other written materials

50. Evaluation of Internal Applicants • Should meet same levels of qualifications as external applicants. • Should not be given ‘courtesy’ interviews—it raises unrealistic expectations for internal applicants.