Faculty search process

1. Facultysearch process Session 1 Workshop John Johnsen, Provost Lesley Wallace, Employment Manager

2. Objectives • Introduction on new search process implementation • Why faculty diversity matters • Diversity advocate & community liaisons • Forming the search committee • Attracting a diverse candidate pool (Diversity statement, ad, advertising sources, networking) • People Admin user training • Reasonable accommodations for applicants • Affirmative Action/EEO • Future training sessions

3. Introduction • Task Force work • Proposed changes at the following stages New roles Recruitment/Advertising Required applicant documents Search best practices Training/workshops for search committee members • Future Task Force initiatives

4. Why Faculty Diversity Matters • This comprehensive training program will provide those assigned to a search effective recruitment practices, bias awareness as well as guidance and support for recruiting diverse faculty and staff.Theworkshops will be provided at different stages of the search process. • Candidates from a traditional academic background • What do we mean by inclusion & inclusion • Recognize that diverse paths and experiences can make positive contributions to a candidate’s qualifications. • Acknowledge the value of candidates who are “less like us” and consider their contribution to students who are increasingly more diverse.

5. Diversity Advocates • Diversity Advocates: Faculty (Senior, Tenured) and Staff • Search committee members who are expected to help hold the importance of diversifying the faculty • Resource for best practices in creating and implementing inclusive hiring practices in the search process • Assist the committee with implementing inclusive hiring practices • Link to website:

6. Community Liaison • Students, faculty and staff • Individuals outside of the search process who volunteer to meet with the candidates about the college community and the larger area (not the academic department of the candidate) • Faculty from underrepresented groups may have particular concerns about the climate of the institution and/or of the community in which they live and work. • Link to website:

7. Search Committee Composition • Diverse search committees demonstrate good faith effort to generate diverse applicant pool (one of UC’s core values). The committee should have a fair representation of both genders. Every effort should be made to include members of underrepresented groups. • Select members because of skill and judgment they can contribute, not solely because they represent a particular constituency. • Limiting committee size makes it easier to make decisions and schedule meetings. • The department/program chair will generally serve as chair of the search committee. The committee should include members of the department and at least one member of the faculty from outside of the department. Student representation with participation on search committees is encouraged, though not required. A “diversity advocate” will also be assigned to serve on each search committee based on availability. • The chair and school dean will work together to identify individuals to serve who can bring valuable perspectives to the search process. • Review of who is available: • Video link (not one persons job to uphold search best practices)

8. Search Chair/Committee Responsibilities • Clearly articulate the specific charge to the committee (e.g., is the committee to select a candidate or to a recommend a list of candidates) • Oversee record keeping, maintain workflow status in PeopleAdmin • Manage search committee process (e.g. meetings) and communicate expectations for committee. • Keep search information such as candidate pool and committee business confidential. • Be sure the processes allows each member of the search committee to contribute to the evaluation of all applicants • Remember that search committee is looking for the candidate who best meets the stated requirements in the posting. • Look for ways to assure that every worthy candidate has equal opportunity for consideration.

9. New Search Best Practices • Before the search committee has any formal contact with candidates, the search chair will send their “long short list” to the school dean for review, who will then forward it to the Provost. • The Provost will consult with the Office of Human Resources to verify that the selected candidates are a fair representation of the pool’s total demographics. • The Provost may call a meeting with the committee and school dean to discuss revisiting the pool and considering additional candidate before moving forward with the search. • If at any time during the search process the school dean or the Provost finds that the search committee is not implementing inclusive hiring practices, the search will be closed. • If a search is closed, the position will have to be searched in the following academic year with a new committee.

10. Recruitment/Advertising Every effort will be made to recruit candidates from underrepresented groups by: • New resource for advertising sources • College diversity statement: In deciding whether to apply for a position at Utica College, candidates are strongly encouraged to consider the UC mission and culture to help determine their potential success at http://www.utica.edu/instadvance/marketingcomm/about/. Our Mission and Values Statement includes a commitment to fostering diversity in background, perspective, and experience within an environment that is dedicated to the freedom of expression and the open sharing of ideas. At UC, diversity means that we are a community that represents a range of human experience and makes conscious choices to appreciate, respect, and learn from each other. Utica College actively seeks and welcomes applications from candidates with exceptional qualifications, particularly those with demonstrable commitments to a more inclusive society. • Faculty committees also encouraged to recruit and refer qualified applicants through professional networks

11. Required Applicant Documents 1. Faculty positions – • Upon application applicants asked to describe their work or experiences with diverse student populations in no more than a two page statement of teaching philosophy. 2. Staff positions - • Upon application candidates for the position must include in their cover letter how you will advance our institutional values including serving a diverse community. or • All positions at Utica College support the College’s mission and values in part by being active members of an inclusive environment. Please describe in your cover letter how you would see yourself incorporating this into this role. 3. Required skills/abilities: A strong commitment to diversity and work continually to enhance diversity of our students, faculty, and staff

12. Search Exceptions • As an affirmative action employer, the college is required to engage in outreach and search procedures to increase the available applicant pool, in the interest of attracting more diverse candidates. The federal governments affirmative action regulations set forth only three exceptions to this requirement. The exceptions are limited to the following situations: 1. Job openings involving Executive and Senior Management positions; 2. Positions lasting 3 days or less; and 3. Positions that will be filled internally without consideration of any external candidates. • All positions are searches following the faculty search procedures incorporating new best practices.

13. People Admin • Posting review • Where to advertise • Viewing applications • Moving applicants in the workflow • Reference letters • Downloading applications • Questions on PeopleAdmin

14. Affirmative Action/EEO It is the policy of the College to recruit, employ, renew, retain, tenure, and promote employees on the basis of ability, potential, and valid qualifications without regard to race, color, creed, religion, gender, national origin, citizenship, ethnicity, marital status, age, disability, sexual orientation, gender identity, gender expression, predisposing genetic characteristics, domestic violence victim status, veteran status, or any other status protected by applicable law to the extent prohibited by law.

15. Reasonable Accommodation for the Application Process • Title I of the Americans with Disabilities act of 1990 (ADA) makes it unlawful for an employer to discriminate against a qualified applicant or employee with a disability. • If an applicant required an accommodation for a job interview, the employer is required to provide “reasonable accommodation”. • An employer cannot refuse to consider an applicant because they require a reasonable accommodation to compete for or perform a job.

16. Examples of “reasonable accommodations” Reasonable accommodation can take many forms: • Providing written materials in accessible formats, such as large print, braille, or audiotape • Providing readers or sign language interpreters • Ensuring that recruitment, interviews, tests, and other components of the application process are held in accessible locations • Providing or modifying equipment or devices • Adjusting or modifying application policies and procedures Please contact the Office of Human Resources with assistance with an accommodation request when presented in the hiring process.

17. Discussing Disability with Candidates The ADA prohibits employers from asking questions that are likely to reveal the existence of a disability, such as: • Do you have a heart condition? Do you have asthma or any other difficulties breathing? • Do you have a disability which would interfere with your ability to perform the job? • How many days were you sick last year? • Have you ever filed for workers’ compensation? Have you ever been injured on the job? • Have you ever been treated for mental health problems? • What prescriptions are you currently taking?

18. Discussing Disability with Candidates cont. If the applicant has an obvious disability or has voluntarily disclosed a hidden disability, the employer: • still may not ask medical questions during the interview • may question whether disability might prevent them from performing a specific task • may ask if candidate would need reasonable accommodation to perform task • may disqualify candidate if disability prevents them from performing essential job functions even with reasonable accommodation • may not reject candidate because disability prevents them from performing minor, non-essential job functions Always contact HR with questions!

19. Tools available on HR webpage • Applicant scoring sheets, qualification forms • Guide to unlawful and permissible hiring inquiries • Sample Ad • Sample Interview Questions • Faculty Reference Check Form Remember that when checking references all questions asked and information used must be job related and some inquiries are inappropriate because they allow use of information that may lead to an illegally biased decision • More information for prospective/new employees

20. Future Training Sessions • Session 2 (Date:) Will explore inclusinve hiring mytyhs and realities, examine research on bias and its potential impact on applicant screening and much more. • Session 3 (Date: ) Will focus on preparing for the campus visit, assessing diversity qualifications and evaluating applicants. • Session 4 (Date: ) Will assist in welcoming new faculty, implementing retention practices and the new proposed faculty mentoring program.

21. Additional Resources Office of Human Resources – extension 3276 Office of the Provost – extension 3811 External Resources: http://www.eeoc.gov/facts/jobapplicants.html http://www.eeoc.gov/laws/statutes/index.cfm http://www.eeoc.gov/laws/practices/index.cfm