SEARCH COMMITTEE

TRAININGUW-Stout2014-15

WelcomeToday’s Presentation

* TAM (Talent Acquisition Manager)* AA/EEO/Diversity* Roles & Responsibilities* Assumptions & Biases* Search & Screen Process

TAM * Secure * Accessible 24/7 *

Paperless

Online Applicant Tracking System designed for UW campuses – Feb. 2012

Recruitment Approval done online Automated postings:

HEJS, UW-Stout, MyUW Portal, WI Job Network-DWD

Applicants apply online Interviewers view application materials online Records retention online

AA/EEO Compliance

Federal Laws on AA/EEO

• Equal Pay Act of 1963

• Title VII of the Civil Rights Act of 1964

• Age Discrimination in Employment Act of 1967

• Executive Order 11246

• Sections 503 and 504 of the Rehabilitation Act of 1973

• Americans with Disabilities Act of 1990

• Vietnam Era Veteran's Readjustment Assistance Act of 1974 (Section 402)

• Civil Rights Act of 1991

• Genetic Information Nondiscrimination Act of 2008 (GINA)

State AA/EEO Compliance State of Wisconsin Executive Order 28

Wisconsin Fair Employment Laws (Wis. Stats.) Chapter 230 www.legis.state.wi.us/statutes/Stat0230.pdf

Chapter 111 www.legis.state.wi.us/statutes/Stat0111.pdf

It is unlawful to discriminate against employees or job applicants for any of the following:

• Age (40 or over)

• Ancestry• Arrest or

Conviction • Color• Creed

(Religion)• Disability• Genetic

Testing• Honesty

Testing

• Marital Status

• Military Service

• National Origin

• Pregnancy or Childbirth

• Race• Sex• Sexual

Orientation

• Use or nonuse of lawful products off the employer's premises during nonworking hours

• Declining to attend a meeting or participate in any communication about religious or political matters

EEO / AA / DIVERSITYEEO/AA ~Both are legally mandated and directed toward achieving a more equitable and inclusive, diverse work environment.

•Our responsibilities:–Review Dept. statistics – i.e. Underutilization

–Must be able to defend every decision for eliminating or advancing a candidate.

–Do not make assumptions about an individual based on protected class, physical or social characteristics associated with race, gender

Diversity ~Is an internal business decision; broader in scope, composed of differing elements or qualities.

- Documented Research shows significant benefits

Q & A

Roles-&-Responsibilities

Who is responsible for a successful recruitment? Committee Chair (Spokesperson)

Search Committee / Interviewers 3-10 members

DIVERSIFIED membership in: discipline expertise, gender, race, cognitive style, personality - introverts and extroverts, mix of perspectives etc.

Hiring Managers (Delegated Authority)

Support Staff / TA Coordinator

not a voting member of the Interviewer panel Human Resources (EEO/AA/HR)

Committee Meetings

The first Search and Screen Committee Meeting is subject to WI Open Meetings Law Need to post 1st meeting notice

◦ Minimum of 24 hours prior

◦ 2 places on campus publicly

Need to take meeting minutes & upload in TAM for permanent record

Search and screen committees have the authority to hold subsequent closed meetings to review and conduct deliberations on candidates

Refrain from rolling email discussions about the recruitment & applicants.

Confidentiality and Records

Use the TAM system in a secure manner

Honor candidates’ request for confidentiality until a finalist

Treat ALL information before/during/after search and screen process as confidential

Follow process for maintenance and destruction of documents Most documents generated during search and

screen, including emails, are records under WI Public Meetings Law

Personal notes are not retained – shred when done.

Search & Screen Process

Planning for the Search

POSTING REQUIREMENTS:Faculty Positions: Minimum of 30 calendar days

Academic Positions: Minimum of 21 calendar days

Search Committee Decisions:Screening Date vs. Application Deadline

Incomplete Applications Follow up with applicants or deem as incomplete?

2 sets of eyes need to review each applicants materials.

Be consistent. Each must be contacted and given the same deadline date.

Advertising * Think globally*Refer to Advertising Resources > HR Recruitment webpage

Focus on channels that will result in most qualified and diverse pool of applicants.

Make concerted efforts to reach populations where your Dept. is underutilized and the following markets:

Minorities Females Americans with Disabilities Veterans

Chronicle (required for all Faculty and Upper Level Management positions

Newspapers, Associations, Conferences, List serves, Social Media (i.e.. LinkedIn), Networking

◦ Do not make any guarantees or promises

◦ Record all advertising resources in TAM Job Opening

Screening Tools 1-5

Must be submitted to HR for review and approval BEFORE screening can begin.

Deliberate, thoughtful questions that address qualifications

Be mindful of prohibited questions – protected classes, etc.

Excellent resource on HR website: QUESTION BANK

◦What should the person be able to do and why.◦How are reqmts identified, measured, or reflected?◦Be specific:

What Degree is required?

Will you consider ABD?

What do you mean by experience?

How will you evaluate their credentials?

Initial SCREENING

Committee members screen applicants independently accessing applications via TAM.

Starting with TOOL 2 – applicants not moving forward are given a Non-Selection Reason Code to identify the job-related reason they are no longer being considered.

No is No, unless 5B (Hold)

Committee meets and arrives at a consensus providing TA Coord. with results via Screening Matrix

TA Coordinator: uploads the matrix in TAM for permanent record -&- forwards applicants selected for phone interviews to Hiring Authorities for approval

Interviewing / Deliberations Use APPROVED interview scripts -Tools 3 & 5 NO new questions with the exception of asking applicants

to clarify, expand –or- give examples. All committee members should be present for interviews Avoid strict numerical ranking Recording devices not allowed Do not discuss prohibited issues Engage all members in discussion Do not make assumptions about someone’s background Make sure you have at least one job-related reason

for rejecting each unsuccessful candidate

WISELI Brochure

• Avoid bias ‘rebound effect’ by devoting sufficient time/attention to the task

• Strive to increase diversity in your search committee• Strive to increase representation of women & minority scholars

in your applicant pool• Develop well-defined evaluation criteria PRIOR to evaluating

applicants• Discuss and prioritize evaluation criteria amongst with all search

committee members• Focus on each applicant ENTIRE application package• Rely upon inclusion rather than exclusion strategies in making

selections• Stop to periodically re-evaluate your criteria

• i.e. promise or potential rather than evidence • Be able to defend every decision

Minimizing Bias

Telephone Interviews – Tool 3

What are some advantages to performing telephone interviews?

Is it permissible to WAIVE telephone interviews?

* Memo required explaining Committees’ rationale.

When done forward screening matrix summary to TA Coordinator.

•TA Coordinator will upload the summary in TAM and forward candidates recommended for reference checks/on-campus interviews.

Reference Checks – Tool 4

Notify applicants prior to contacting references.Minimum of 3 References required *Including current Employer.

For internal candidates or candidates known by committee members:– Raise only relevant information – no gossip– Evaluate all candidates fairly with information provided in this

process

When using off-list references / Google . . .– Courteous to notify the candidate– Use cautiously– Think about how you will use that information– Could be perceived as discriminatory – use consistently– Top candidates only

On-Campus Interviews -&- Recommendation for Hire – Tool 5 Conduct campus interviews ** Identical itineraries Identify the STRENGTHS & WEAKNESSES for each

Candidate interviewed Conduct additional reference checks. (Supervisor,

Off-list) Forward screening matrix summary and Strengths

& Weaknesses memo to TA Coordinator.

• TA Coordinator will upload these documents in TAM and forward ALL VIABLE finalists recommended for hire to the Hiring Authorities.

Offer / CBC / Contract

Upon receipt of an accepted offer, hiring Dept. will:Submit a request to HR to process a Background Check(s).

Complete ES-5 form and route via Workflow for signatures.

Once the ES5 form is approved by all hiring managers HR will generate the contract & send to new hire.

Reasons for Failed Searches

Lack of qualified candidates Advertising was insufficient or not diversified

Don’t just advertise, recruit too!

Needs of Dept./College not well-defined

Committee members selection Not diversified enough, availability to avoid delays

Significant violation of procedures or conduct during the process

Timing

KEY Resource UW-Stout HUMAN RESOURCES OFFICE

New website > Recruitment & Hiring

“ THANK YOU " FOR REPRESENTING OUR CAMPUS!