University of Alaska Fairbanks · Fairbanks, Alaska 99775-5160 P.O. Box 755160 203 Butrovich...

University of Alaska Fairbanks Search Committee Guidelines

Revised 11/14/2018 of 2

CONFIDENTIALITY: It is imperative that committee members are conscious of confidentiality regarding information made available to them during the recruitment process. In accepting committee membership, each member assumes the responsibility of keeping confidential all candidate names and statuses, applicant information, reference checks, and any committee conversation. The identity of persons who have revealed themselves through their candidacy, and the integrity and candor of committee discussion must be protected. COMPOSITION: A search committee should be composed of three or more people. Membership should include women and minorities and may include faculty, staff, students or non-university persons who:

- are knowledgeable of the position and how it functions - are knowledgeable of specific skill or proficiency areas of the job - are clients/customers - participate on project or work teams with the position

ROLE: It is also critical that everyone recognizes that the purpose of the recruitment process is to select the best applicant for the position.

- The committee acts on behalf of, or as an agent of, the University. Members function as representatives of the committee, not as representatives of the constituency from which they were appointed.

- The committee’s role is to conduct screening, evaluate candidates and provide recommendations to the Hiring Authority.

- Committee members should be open, consistent, and as fair as possible and should treat all applicants in the same manner.

- Committee members should be mindful of the University’s goal in building a diverse and inclusive community. (review attachment on diverse hiring)

- No committee member shall serve as a reference for an applicant. - It is not necessary for all committee members to participate at every stage of screening.

However, the same committee members must screen all applicants at each individual stage to ensure consistency.

DOCUMENTATION:

- Approved Position Descriptions (PDs) must be used to develop the screening questions. - All screening criteria should be based on minimum qualifications in the job description. - Interview questions should be developed to elicit responses, clearly indicating which

applicant’s knowledge, skills and abilities most closely match the qualifications identified in the job description.

- To prevent bias in subsequent recruitment stages, completed screening forms should be maintained separately from the applicant materials.

- Document all phases of the final interview process. This may be difficult if the process involves guest lectures with student feedback or the like. However, if the applicant’s performance on campus outside the formal interview will be considered in the selection decision, then it should be documented.

Search Committee Guidelines

Revised 11/14/2018 Page 3 of 3

RECRUITMENT OVERVIEW Refer to University Regulation R04.03.010 regarding hiring authority responsibilities. Stage 1 – Preliminary Application Review The committee conducts initial screening to determine whether applicants meet the requirements for the position, as specified in the job posting. This screening is based on the resume and other documents submitted, not on personal contact. Applicants who do not meet the posted requirements are screened out at this stage. Stage 2 – Intermediate Review This screening process is more qualitative in character than the first screening. The committee thoroughly examines applicant material and assesses the degree to which the applicant has met the criteria established by the committee as outlined in the Position Description and the Job Posting. Documentation should contain a quantifiable rating system, based on the job description. If there are criteria which have greater importance for satisfactory performance, they must be identified and weighted as appropriate. Intermediate screening processes will include written documentation that supports screening results. Before advising any applicant of their standing/elimination from the screening process and before scheduling any interviews, forward the request to interview to your UAF HR Consultant for approval of Stage One and Stage Two processes. Stage 3 – Interview and Recommendations Interview:

- After UAF HR Consultant approval, the committee conducts the final interviews and evaluation of the candidates.

- On completing interviews, the committee prepares a written summary of the qualifications and overall impressions received from each finalist.

- For candidates screened out at this stage, the committee documents the reason. Stage 4 –Reference Checks

- The committee reviews the reference check considerations (attached) before beginning reference checks.

- The committee conducts reference checks as determined by the hiring official and prepares a written summary of the responses and overall impressions received from each finalist.

- If the committee wishes to eliminate candidates at this stage, the committee documents the reason and consults with their UAF HR Consultant for approval.

Search Committee Guidelines

Revised 11/14/2018 of 3

Stage 5 –Hiring Recommendations Recommendations:

- The committee recommends to the Hiring Authority a list of finalists (ranked or unranked – as determined by the Hiring Authority).

- The committee provides the Hiring Authority with input from committee participants. It is hoped that committee members will reach consensus. If not, the committee may provide majority and minority recommendations.

Employment Offer

Once your UAF HR Consultant has approved the candidate for hire, the Hiring Authority may make the employment offer.

Note: The Hiring Authority is charged with selecting the best-qualified candidate based on the committee recommendations and the best available information, as compared to the job-related criteria and in accordance with AA/EO guidelines processes and procedures. While the Hiring Authority’s selection is often consistent with committee recommendations, it may vary. For example, as their supervisor, the Hiring Authority may have a basis for assessing a candidate beyond the candidate’s own description of qualifications on paper and in interviews.

- If an applicant counters an offer that has already been approved in myUA, please

contact your UAF HR Consultant for your next steps. - If none of the applicants accept the offer, notify your UAF HR Consultant to discuss

your next steps.

QUESTIONS? Contact the UAF Office of Human Resources at 907-474-7700 *These guidelines have been provided for use by UAF HR. Any changes or updates to these guidelines at a department/PPA level must be approved by your UAF HR Consultant prior to use. Enclosures: -Diversity hiring article -Reference check considerations memo

How Serious Are You About Diversity Hiring? - The Chronicle of Highe... https://www.chronicle.com/article/How-Serious-Are-You-About/243684

1 of 10 6/26/2018 6:04 PM


2 of 10 6/26/2018 6:04 PM


3 of 10 6/26/2018 6:04 PM


4 of 10 6/26/2018 6:04 PM


5 of 10 6/26/2018 6:04 PM


6 of 10 6/26/2018 6:04 PM


7 of 10 6/26/2018 6:04 PM


8 of 10 6/26/2018 6:04 PM


9 of 10 6/26/2018 6:04 PM


10 of 10 6/26/2018 6:04 PM

[email protected] Facsimile: (907) 450-8081

Telephone: (907) 450-8080

Fairbanks, Alaska 99775-5160

P.O. Box 755160 203 Butrovich Building

Michael O’Brien Associate General Counsel

Andy Harrington

Matthew Cooper

Rachel Plumlee Associate General Counsel

Associate General Counsel

Associate General Counsel

Michael Hostina General Counsel

DATE: August 13, 2018 TO: University Leadership FROM: General Counsel Mike Hostina RE: Reference Check Considerations – For Broad Distribution This updates and recirculates general guidance this office and HR have provided previously regarding the importance of thorough reference checking. Please distribute to hiring authorities and those responsible for reference checking. Reference checks are a crucial step in the hiring process, not confirmation of a selection. References may give you the only unvarnished glimpse you get into a candidate’s actual performance. Those conducting checks should listen carefully for what is said and unsaid. Keep in mind that a reference hand-picked by the candidate should result in a fact-based, glowing, and essentially unqualified reference with respect to past performance and ethics - anything less from the candidate’s references is a strong indicator of likely problems. 1) Ambiguous Statements: Be alert for ambiguous statements/clichés without supporting examples. “X is one of a kind; The place hasn’t been the same since X left (now it’s productive?); X was a real asset (years ago, or perhaps fully depreciated?); X has no equal (no one could be as bad?); X’s tenure was unprecedented (things had never been that bad?); I’ve never met anyone with X’s leadership skills/dedication (couldn’t/wouldn’t lead employees in out of the rain?). Follow up on isolated statements of this kind with “can you explain or give examples?” If the reference is replete with clichés, and no examples are provided, draw the appropriate conclusion. 2) Questions that Must be Asked: Questions such as the following should elicit relevant information that may not be volunteered by an employer who wants a troublesome employee or former employee to move along. Follow up on the answers as warranted:

• Current Employees: o What work-related factors might be motivating the candidate to look for

another position? o Was the candidate ever advised that he/she should look for another

position? If so, why?

• Current and Former Employees o Was the candidate ever advised to resign or given a notice of termination

of any kind or told they might be terminated? If so, why?

Reference Check Considerations August 13, 2018 Page 2 of 2

o Are you aware of anything about the candidate’s performance or character that might prove problematic or embarrassing to an employer? If so, please describe; is there anything in the candidate’s personnel file related to the issue?

o Is there any agreement regarding the candidate’s departure from employment? If so, what led to the agreement?

• Former Employees

o Was the candidate ever advised to resign, seek other employment, or told he/she might be terminated if he/she did not leave employment? If so, why?

o What was the context of the candidate’s departure from employment? o Was the candidate a subject of an investigation or disciplinary action at the

time of resignation? If so, what was the nature of the issue and the outcome?

3) What Response Should you Expect & Who Should You Call: Calls to the candidate’s references should receive prompt responses – assume the worst if a named reference or former supervisor simply will not return several calls. Reference calls should not be limited to references listed by the candidate. Always call current and/or former supervisors, whether that person or entity is listed as a reference or not. (If the current supervisor is not listed, or the candidate has asked that we not contact the current employer, advise the candidate that at the finalist stage we call the current employer unless the candidate withdraws.) Review work history for other reference sources and ask references for contact information for others who might have information about the candidate’s performance, and the basis for their information, e.g., employer, colleague, friend, relative? (If friend or relative, do not call.) 4) Questions to Avoid: Do not ask for, and please cut off volunteered comments unrelated to qualifications or performance, e.g., race, religion, national origin, age, gender, disability, family, marital status, pregnancy, FML. 5) Internal UA References: Negative reference information UA provides to 3rd parties is necessarily limited. However, because the University of Alaska is considered one employer, significant performance or conduct issues may and should be made known to other University of Alaska hiring authorities. Where such issues exist, the departments providing and receiving the internal reference information should consult with HR.

University of Alaska Fairbanks · Fairbanks, Alaska 99775-5160 P.O. Box 755160 203 Butrovich...

Documents

Transcript of University of Alaska Fairbanks · Fairbanks, Alaska 99775-5160 P.O. Box 755160 203 Butrovich...