Faculty & Professional Searches: Training Office of Human Resources Diversity, Equity, and Inclusion Fall 2018

Guiding Principles Affirmative Action/Equal Opportunity Employer Support a process to ensure the best candidate is hired Support an equitable process Confidential Search Committees to drive the process

Requisition and preparation Department discussions, allocations for positions Requisitions completed and approved Includes minimum and preferred qualifications Includes rubric Some include interview questions Advertisements Ensuring that ads are placed Encouraging a strong and diverse applicant pool

Search Committee Composition of the team Confidentiality Roles and responsibilities Confidentiality Equal voice of members Conflicts of interest Review of job qualifications to determine group approach & weighting Impact of Implicit Bias

Implicit Bias: Key Characteristics Pervasive Mental Constructs Alignment with declared beliefs Favor our own in-group Malleable Implicit biases are pervasive. Everyone possesses them, even people with avowed commitments to impartiality such as judges. Implicit and explicit biases are related but distinct mental constructs. They are not mutually exclusive and may even reinforce each other. The implicit associations we hold do not necessarily align with our declared beliefs or even reflect stances we would explicitly endorse. We generally tend to hold implicit biases that favor own own in-group, though research has shown that we can still hold implicit biases against our in-group. Implicit biases are malleable. Our brains are incredibly complex, and the implicit associations that we have formed can be gradually unlearned through a variety of debiasing techniques. Kirwan Institute, http://kirwaninstitute.osu.edu/research/understanding-implicit-bias/

Steps of the Search Process by the Search Committee Job ads confirmed & Applicants apply Search Committee reviews applicants using rubric Search committee sorts applicants Tier 4 – not qualified Tier 3 – qualified, but others are better Tier 2 – All those desiring to phone interview Telephone Interviews Determining Tier 1 candidates & creating tier rationale On-campus interview/Reference checks Strengths and Weaknesses summary document Work of the Search Committee is completed

Job Ads Confirmed and Applicant’s Apply Percentage of applicant’s who clicked “apply now” Confirmation of ads placed – did you see them online or in print? Share the ads via social media, other listservs, etc. Typically applicants have 3-4 weeks to apply for the position. Missing information from applications

Reviewing Applicants & Sorting Remember to use the rubric – qualitative Each committee member needs to review applications How do you manage 300+ applications? Reminder about implicit bias and the impact on the process Sorting into appropriate tier folders Chair moves the candidates These can change as the process continues

Telephone Interviews Can use Skype or other online platforms Two or more members of the committee must be present – at least one is the same throughout all interviews. Can record the interview for other members to review Inform the applicant ahead of time. Questions approved ahead of time by DEI Okay to ask follow-ups, individual questions to candidates Opportunity to expand on what is missing or not able to determine from applicant materials Search Committee’s choice to send questions ahead of time

Tier Rationales Post telephone interviews – committee determines who will now be listed as Tier 1 – invite to campus. Tier 2 are alternates and could be pulled up if someone in Tier 1 withdraws. It’s okay if someone who was tier 2 is now 3 or 4 after a phone interview. Rationale uploaded to IE in “review notes” Alphabetical order with Tier 1 & 2 Includes bulleted list or paragraph identifying “why” Approvals – includes DEI, Dean/Director, VP

On-Campus interview/References What does the interview entail? Who should meet with the candidate? Presentation, teaching demo, etc. Meeting with the Search Committee – approved questions Reminder about down-time, airport runs, and dinners Assessment of the candidates Reference checks

Strengths & Weaknesses Summary Opportunity for the search committee to compile all information related to the Tier 1 candidates. Should be listed in alphabetical order Can include if candidate is “acceptable or unacceptable” Approvals

Next Steps In consultation with leadership team – offer extended Consult with HR regarding potential visa sponsorship if available. What happens if candidate says no or withdraws? Are other tier 1 candidates acceptable? What about tier 2 candidates? Going back to the pool Request to Hire initiated by Department Appointment letter sent by VP Pre-employment Screen Search Committee Chair notifies other candidates of non- selection Email templates in Interview Exchange

Things to keep in mind Avoid unlisted references and cold calling Avoid Googling candidates If you know something or hear something about a candidate outside of the process – contact HR Documentation should be kept in Interview Exchange Destroy individual prints after position closes Clear data on downloaded documents on computers

Interview Exchange Review www.interviewexchange.com Items to review: Accessing applications Accessing the requisition, rubric, interview questions Moving candidates into tier folders Adding notes and accessing “review notes” section Messages to individual candidates Group emails through Interview Exchange

Questions? This is the final slide and should be posted on the screen at the end of the session for a question and answer period.