MANUAL OF PROCEDURES FOR SEARCH COMMITTEES RECRUITING TO FILL FULL-TIME FACULTY POSITIONS

Revised: August 2010

TABLE OF CONTENTS

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Faculty Recruitment Process: Steps of a Search Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Forms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Step 1: Request the Position . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Step 2: Recruiting Phase. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Step 3: Certification of the Candidate Pool. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Step 4: Convening the Search Committee. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Step 5: Screening of Applicants. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Step 6: Recommendation for Interview & Interview Process. . . . . . . . . . . . . . . . . . . . . . . .

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Step 7: Recommending an Applicant for Hire. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Step 8: Completing the Search and Records Management . . . . . . . . . . . . . . . . . . . . . . . . . .

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Failed Search? Unexpected Vacancy? Procedure for Requesting a Waiver of Recruitment to Fill the Position as a Lecturer (Note: Requires approval of Dean, Provost, HR, and AA/EO). . . . . . .

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Appendix A:

Guidelines Adopted by the AAUP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Appendix B:

Sample Recruitment Forms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Appendix C:

Tips for the Search Committee. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sample Script for Confirming Candidate’s Interest in the Position. . . . . . . . . Sample Script for Setting Up the Telephone Interview . . . . . . . . . . . . . . . . . . Interview questions that are NOT permissible (CUPA guidelines). . . . . . . . . . Confidentiality Instructions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sample Interview Questions for Faculty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sample Reference Questions for Faculty. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

39 40 41 42 45 46 47

Appendix D:

Sample Acknowledgement Letters. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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INTRODUCTION The mission of Eastern Washington University (EWU) is to “prepare broadly educated, technologically proficient, and highly productive citizens to attain meaningful careers, to enjoy enriched lives, and to make contributions to a culturally diverse society.” EWU will achieve its mission, in part, by providing professionally accomplished faculty who are strongly committed to student learning. EWU is committed to recruiting and retaining highly qualified, accomplished and diverse faculty for positions in all academic fields. Your service as a search committee member is instrumental to this commitment. Deans, Department Chairs and Search Committees are responsible for ensuring that equal opportunity is afforded to all candidates to further the University’s goal of identifying and recruiting outstanding faculty. This manual serves as a resource for members of EWU search committees who are participating in searches for tenure track and special faculty positions. It outlines the steps that should be taken to help fulfill the goals of the university with respect to recruiting and hiring. The intent is to inform search committees as much as possible about the search process, and we encourage members to read this manual. During the week prior to a search committee’s first meeting, the Department Chair will provide a copy of this manual of procedures to all committee members. The Office of Human Resources and the Office of the Provost work together to assist you during faculty searches by providing training, responding to questions related to the manual, and serving as resources on other issues that may arise during the process. Please call (509) 3596931 or (509) 359-2384 if you have questions or if you need assistance. For additional information regarding faculty recruitment, please refer to the Collective Bargaining Agreement between Eastern Washington University and the United Faculty of Eastern Washington University, Article 2, section 2.1.3 Faculty Recruitment, which can be found on our website at www.ewu.edu.x8333.xml. You may also refer to the guidelines adopted by the American Association of University Professors in Appendix A of this manual.

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FACULTY RECRUITMENT PROCESS Special Note: This Manual describes the processes to be followed for tenure track faculty searches to be conducted in 2010 to fill positions in 2011. Special faculty positions to be recruited during summer 2010 to fill positions for fall 2010 will continue to use the faculty recruitment paper forms and associated processes. Special faculty recruitment will be converted to online forms and associated processes beginning with recruitments conducted during fall 2010 for appointments in 2011. Steps of a Search – Overview Step 1. Request the position Step 2. Recruiting phase Step 3. Certification of the candidate pool Step 4. Convening the search committee Step 5. Assessing the candidates (note: review of materials does not start until after AA/EO has certified the candidate pool – see Step 3) Step 6. Interviewing phase Step 7. Recommending a candidate for hire Step 8. Completing the search Forms The following faculty recruitment forms and resources are provided within this manual (except where noted), but are also listed as downloadable forms or resources available on the HR website, under the link for Faculty Recruiting Resources. The resources and forms are listed in the order that they are used during the recruitment process. Recruitment Process Flow Diagram Position Request – Faculty Profile

Criteria for Allocating Permanent Faculty Positions

Overview of the phases and steps in faculty recruiting. See Appendix E. Use this form to define a tenure track faculty position and its qualifications for pre-approval by Dean, AA/EO, Provost, and st President. These forms are completed by June 1 of each year for tenure track positions (or other date specified by the Provost). See Appendix B for an example of a completed form. The Dean uses these criteria to build a justification for filling a tenure-track faculty position, and attaches the written justification to the Position Request form. Criteria are listed beginning on page 8 of this manual.

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PeopleAdmin User Guides

Advertising templates

Candidate Evaluation Instrument Candidate Screening Record form

Examples of interview and reference questions

PeopleAdmin is the online position requisition and candidate application system. Once the Deans are notified by the Provost’s Office of the list of approved tenure track positions, departments will enter the positions into PeopleAdmin. The Position Request form provides all of the details needed to put the position into PeopleAdmin. Once positions are posted and advertised, candidates submit their CVs and other materials through an online jobs portal that comprises the candidate application portion of the PeopleAdmin system. Visit our website to download the relevant user guides. Templates provide basic format for a print advertisement, plus required text all ads must include. See Appendix B, page 37, for two examples of advertising – one for a tenure track position, and the second for a Lecturer position. Search Committee members use candidate assessment sheets to record their individual assessments of candidates and their qualifications. See Appendix B. Used to record the search committee’s consensus and ranking of candidates into Tiers. This form replaces the Faculty Recruitment Log. Visit our website to download the form – it is not included herein as it requires legal size paper to print. Search committees may create their own questions in addition to using questions from the examples provided. Once questions are drafted, the Search Chair must send the questions to Human Resources for review and approval. See Appendix C.

Discontinued Forms: These forms have been replaced by PeopleAdmin processes and/or new forms: Discontinued Form Applicant Data Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Replaced By PeopleAdmin candidate process

Applicant Flow Data Report. . . . . . . . . . . . . . . . . . . . . . . . .

PeopleAdmin process

Recruitment Log. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Candidate Screening Record

Recruitment Information Sheet . . . . . . . . . . . . . . . . . . . . .

Position Request / Faculty Profile

Recommendation for Hire/Payroll Action Form . . . . . . . .

PeopleAdmin Hiring Proposal process for the recommendation; Dean’s office generates a PAF to initiate the payroll action.

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STEP 1: Request the Position (Initiation of the Search) 1.1 Position Request – Faculty Profile Form The Department Chair completes the Position Request – Faculty Profile form for each tenure track faculty position requested. This is a writeable form available on the HR Website under Faculty Recruiting Resources link. As a writeable form, there are fields you will complete by typing in the needed information. Other fields offer a scroll-list of options to select from (click on the field, scroll to find the desired selection, then click on the selection); for example, all of the different faculty ranks are provided on the scroll-list for the Rank field. Some fields offer both the opportunity to select from a scroll-list, as well as the opportunity to type in unique information when necessary. For example, the Location field provides multiple choices (Cheney, Riverpoint, Bellevue, etc.), but if the position will work at a location not provided on the scroll-list, you can type in the unique information. Here is an overview of the key sections of the form: Identification of Position Qualifications – Requirements (Degree, Discipline, Expertise, Teaching Experience, Diversity Requirement, and Other Requirements)

Preferred / Desired Qualifications

Screening Dates Position’s Key Responsibilities Reassigned Time (if any) Department Profile Proposed Advertising Venues

Search Committee Information

Used to indicate type of faculty position and other basic identifying details This section must be completed carefully, as the information provided will be used to create the advertising, job postings, and candidate assessment sheets. The information will also be used to determine whether candidates meet the position’s minimum qualifications. Include experience, knowledge, abilities and other preferred or desired qualifications. These will also be used to assess the candidates, and help distinguish between “Tier 1” candidates for interview versus “Tier 2” candidates. Used to determine when screening of candidates will begin, and when it will end. Guidelines for selecting appropriate screening dates are provided below in Section 1.2. Department’s narrative to describe the focus of the position during its first year including teaching, scholarship, service, and any other expectations. If the position will have any portion of its assignment devoted to administrative duties, those duties must be described. Departmental description to be used in advertising to introduce the department to potential candidates. List all sources that will be used for advertising, including diversity advertising resources. Refer to the Recruiting Resources provided by the Affirmative Action Plan for good resources. Important Note: all diversity advertising is charged to budget index #100311. Additional information is provided below in Section 1.3. Indicate the Search Chair and other Committee members. Verify that the Committee includes men and women, minorities, and both senior and junior faculty.

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Funding Information Approvals

Completed by the Dean’s Office. Order of approvals: 1. 2. 3. 4. 5. 6.

Dean; route to HR after the Dean approves AA/EO Provost President Grants (if applicable) Budget

Then back to Human Resources for action.

Department Chairs are encouraged to consult with Human Resources with any questions about completion of the Position Request – Faculty Profile form. 1.2 Screening Dates – Options and Consequences There are multiple options for how to indicate when screening of candidate CV’s will begin and when screening will end on the Position Request – Faculty Profile form. Each option and its consequences are described below: Screening will begin … (a)

After certification of the candidate pool. Committees may not review applications until the pool is certified by the AA/EO Director. This option is most frequently used when the recruitment period will be short, or in the circumstance where the Committee cannot predict when the pool will be large enough to proceed.

(b)

After a specific date. Committees may not review applications until after the "after" date and after the AA/EO Director certifies the pool. This option is most frequently used with longer recruitment periods (30 days or more).

Screening will continue until … (a)

…until the position is filled. All applications received throughout the entire process, up until a candidate is offered and accepts the position, MUST be reviewed. Typically, applications are reviewed by the *full* committee as they come in (following AA/EO certification of the original pool). However, once candidates are approved for campus interviews, any additional applications that come in may be reviewed by a subset of the full committee or just by the Search Chair to determine whether or not full committee review is in order (due to outstanding qualifications of the candidate that exceed the qualifications of the candidates invited to campus). Please note: there is no such thing as a late application with this option.

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(b)

…until a specific date. The specific date provided in this option is the “close date” for receipt of applications. All applications received up until the specified date MUST be reviewed. Typically, applications are reviewed by the *full* committee as they come in (following AA/EO certification of the original pool). Applications that come in after the specified date may not be considered, unless the position is re-posted and re-advertised.

(c)

Optional: Priority given to applications received by (specific date). This option may be used with any combination of “begin” and “until” dates. Applications received after the priority date are temporarily set aside until pre-determined points in time. The two key points when non-priority applications should be reviewed are: just before invitations are extended for campus interviews, and/or before we extend an offer to a candidate. Applications received after the priority date MUST be reviewed, but can be reviewed by a sub-set of the search committee or even just by the Search Chair as described in (a).

1.3 Advertising Sources Advertising media will be listed on the Position Request – Faculty Profile form. The use of multiple forms of advertising, such as list serves, professional journals, web sites and personal contacts is strongly recommended. For tenure-track recruitments, one national professional journal should be used to ensure that the recruitment meets immigration requirements. Advertising media should include targeted recruitment sources for underutilized groups at the university. It is the responsibility of the university through the department and the dean to publicize the position in a way that will help to enrich the pool of qualified diverse applicants. Among the publications and electronic advertising media in which an advertisement normally would be placed are: • • • • •

The Chronicle for Higher Education (national print ad) HigherEdJobs.com + Affirmative Action listing Appropriate professional and association publications EWU website Diversity sources: Primary sources include: MFAD, Disaboom, IMDiversity, CIC.net, and/or others as recommended by the Affirmative Action Plan Recruiting Resources provided by the AA/EO Office.

In identifying organizations, agencies, groups and individuals to which position announcements are to be distributed, special efforts should be made to include appropriate national affirmative action recruitment resources; minority and women’s colleges and universities; appropriate professional caucuses and associations; and protected class registries, data banks, and directories.

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1.4 Criteria for Allocating Permanent Faculty Positions For tenure-track positions, the following criteria must be addressed as a separate document and attached to the Position Request – Faculty Profile form: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Enrollment pressures and trends; Programmatic coverage (existing programs); Strategic initiatives for curriculum; Compliance with accreditation standards; Advancement of diversity goals in curriculum; Evidence of diverse pool of candidates; Support for department, college and university goals: e.g., recruitment, PK-12 teacher preparation, community connections; Flexibility in meeting needs of department and college (e.g., position has interdisciplinary potential); Cost of position, ability of college to provide funding; Enhancement of opportunities for grants and gifts.

1.5 Flow of Requests from Department to Dean’s Office to Provost The flow of Position Requests for tenure track positions will continue to follow existing university practice, but is described below for the benefit of new Department Chairs and Search Committees. Each Dean advises his/her Department Chairs as to College deadlines for submitting Position Requests and information addressing the 10 points listed above (“Criteria for Allocation Permanent Faculty Positions”), as well as any other information requested or required by the Dean. Note: draft advertising should not be created at this point in time. The Deans prioritize their Departments’ requests for positions, and present their prioritized package of requests to the Provost not later than July 1st (unless another date is specified). Consideration of the Deans’ requests takes place during the summer while the university waits for budget finalization. The Provost notifies both the Deans and Human Resources when positions have been approved by all necessary parties (Provost, President, and Budget). Preparation of draft advertising takes place upon notification that the position has been approved. 1.6 Preparing the Draft Advertisement The Department Chair (after consultation within the department) completes a draft advertisement for the faculty position opening after receiving notification from the Dean’s Office that the faculty position has been approved by the Provost, President and Budget. The draft advertisement must accurately reflect the position information and qualifications recorded on the Position Request – Faculty Profile form. Revisions to a position’s definition require review by Human Resources to determine whether or not the revised position must be re-submitted for approval by the Provost and/or other parties. 9

All advertisements are required to include text stipulating a diversity qualification and a statement relating our diversity commitment, in addition to other required sections. These sections are provided below (copy and paste from this document right into your draft advertising): •

Per the EWU Affirmative Action Plan, it is required that position announcements include the following statement to be listed as a required qualification in all advertisements for faculty positions to foster the university’s commitment to increasing diversity: The successful candidate will have:  Demonstrated high degree of interest, ability and/or experience promoting cultural competency and diversity.

Consult with Human Resources to discuss any circumstances where a committee would prefer to use a different diversity qualification. •

Diversity commitment statement: Preferred: Eastern Washington University is committed to increasing the diversity of its faculty, staff, students and academic program offerings and to strengthening sensitivity to diversity throughout the institution. We are an equal opportunity/affirmative action employer. Applications from members of historically underrepresented groups are especially encouraged.

Abbreviated version for shorter advertisements or with a cost justification: Eastern Washington University is an affirmative action/equal opportunity employer, and applications from members of historically underrepresented groups are especially encouraged.

•

Proof of eligibility to work in the U.S. and requirement for a background check: The successful candidate must pass a background check and show proof of eligibility to work in the U.S. pursuant to U.S. immigration laws.

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•

Notice regarding special accommodations: SPECIAL ACCOMMODATIONS: Eastern strives to satisfy all requests for special access needs for persons with disabilities. Requests for such accommodation are welcome and may be made by calling Human Resources at: (509) 359-2381.

•

Optional text: basic information about Eastern Washington University – this is one example of many different possibilities: Eastern Washington University is a comprehensive regional university offering a student-centered learning and working environment built on 125 years of tradition. Over 10,000 students, 450 faculty and 850 staff make Eastern their destination of choice for meeting their educational and professional goals and dreams. Our highquality liberal arts and professional programs are offered on our beautiful main campus in Cheney, just 15 miles from the city of Spokane, as well as through programs offered throughout Washington State. Spokane, as Washington’s second largest city, is a regional center for cultural activities and outstanding four-season recreational opportunities.

The draft advertisement is emailed to Human Resources ([email protected]) for review and approval. Human Resources will edit the advertisement (if necessary), and will review final draft advertisements and the recruiting plan with AA/EO for approval (the recruiting plan is the list of advertising venues listed on the Position Request – Faculty Profile form). When AA/EO approval is received, Human Resources will notify the Dean’s Office that advertising may begin, and will return an electronic version of the approved advertisement. STEP 2: RECRUITING PHASE 2.1 Roles and Responsibilities in the Recruiting Process a. Dean’s Office The Dean’s Office (or other parties as delegated by the Dean) is responsible for placing all advertising. All costs for advertising are charged to the Department, with one exception: all diversity advertising will be charged to budget index #100311. These are centrally provided dollars to support Eastern’s diversity initiatives by establishing consistent funding for diversity advertising. Copies of each advertisement placed must be saved and routed to Human Resources as a packet. Send the copies no later than the “Screening will begin after” date indicated on the Position Request – Faculty Profile form.

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b. Human Resources Human Resources creates the job posting on Eastern’s website, and maintains a file for retention of all recruiting materials. c. Role of the Committee Our Provost encourages each search committee member to be actively engaged in the recruiting process in order to ensure the most qualified and most diverse pool of candidates possible. Opportunities for committee participation include the following:  Contact colleagues at other universities where relevant programs operate and graduate qualified candidates. Send a copy of the advertisement and ask your colleague to post and/or circulate the advertisement.  Contact colleagues who you believe might be interested in the position, and send them a copy of the advertisement.  Contact colleagues and ask for if they could recommend potential candidates (i.e., you are not asking for a written recommendation, only for names of potential candidates). Then follow-up with the potential candidates, let them know who referred their name, and send them a copy of the advertisement  Announce the position at professional association meetings and conferences. 2.2 Candidates’ Application Process a. Tenure Track – Fall 2011: Beginning with all tenure track recruitments to be hired for fall 2011, all faculty candidates must submit their cover letters, CV’s, and any other required documentation through Eastern’s online jobs portal, PeopleAdmin. The PeopleAdmin process for faculty candidates includes the following steps: Required Steps: • Complete an online faculty profile – provides basic information about the candidate • Attach a letter of interest that addresses how the candidate meets the qualifications • Attach a curriculum vitae • Attach a list of professional references • Attach other required documentation as determined by the Department Optional Steps: • Complete demographic information (replaces the Applicant Data Sheet) • Attach a DD214 form (related to veteran’s if applicable 12

b. Special Faculty – Recruitments to fill positions for Summer and Fall 2010: Special faculty candidates for summer and fall 2010 appointments will continue to continue to submit their cv’s, cover letters, and other required materials to the Department conducting the requirement. c. Special Faculty – Recruitments to fill positions for Winter 2011: Special faculty candidates for positions to be filled for Winter 2011 must submit their cover letters, CV’s, and any other required documentation through Eastern’s online jobs portal, PeopleAdmin, as described above in section a. STEP 3: CERTIFICATION OF THE CANDIDATE POOL 3.1 Verifying Whether Candidates Meet the Position Minimum Qualifications As candidates submit their materials via PeopleAdmin, Human Resources will review their qualifications against the advertising. Human Resources will verify whether the candidates offer the required degree. Should questions arise about an unusual degree and whether it qualifies, Human Resources will research the degree in question and/or review the situations with the Department Chair, Dean and/or other relevant party. Candidates who do not meet the degree requirements will not be forwarded to the Search Committee for review, and will be notified by Human Resources that they do not meet the position requirements for degree. Human Resources will not rate candidates on qualifications that require the faculty expertise offered by the Search Committee members. However, Human Resources will also verify other aspects of Minimum Qualifications that are tied to the following types of criteria: (a) years of experience in a particular field; (b) yes/no questions as to whether the candidate has experience/qualification; (c) other qualifications that do not require the expertise of faculty to fully assess. If Human Resources identifies candidates that do not appear to meet other aspects of minimum qualifications, those candidates will be reviewed with the Department Chair, Dean and/or the Search Committee Chair to verify the screening performed by Human Resources. 3.2 Certifying the Candidate Pool Please note: search committees may not begin screening candidates until after the pool is certified by AA/EO. Certification of Candidate Pools is handled through PeopleAdmin. This online certification process completely replaces the need to generate a Recruitment Log. Human Resources monitors the recruiting timeline; then, when the screening date arrives, Human Resources notifies AA/EO to review the pool through PeopleAdmin. AA/EO reviews candidates’ demographic data within PeopleAdmin, and confirms back to Human Resources when the pool is approved, or whether additional recruiting must take place. Human Resources notifies the Dean’s Office once AA/EO has certified the candidate pool. 13

STEP 4: CONVENING THE SEARCH COMMITTEE 4.1 Appointment or Election of the Search Committee The Department faculty appoints or elects a search committee of faculty members according to the stated policy and procedures of the department and college. Search committees should include both men and women, both senior and junior faculty, and one or more minorities. The Department Chair will distribute a copy of this manual to all committee members prior to the first meeting of the committee. 4.2 Calling of First Meeting The Department Chair convenes the first meeting of the search committee as soon as possible after its members have been identified. All members of the committee are expected to attend all search committee meetings. Members may attend via teleconference and/or Skype or similar technologies as necessary. Other members of the Department play no role in Search Committee meetings, and do not participate in screening of candidates. The initial search committee meeting must include both Gayla Wright and Lori Kory who provide training to the search committee. The Department Chair and/or the Dean may also attend (at their discretion) to provide their expectations for the search process. At its initial meeting, the search committee: • • • • • • • •

Reviews the committee’s responsibility and authority with the Department Chair; Discusses the extent to which the Department Chair wishes to be involved; Reviews the Dean’s expectations; Reviews the final position advertisement and ad placement list (if the committee meets before the advertising is created and placed); Discusses the timeline for the search; Discusses the schedule for future meetings; Receives training and information from Gayla Wright on AA/EO concerns; Receives training and information from Lori Kory on confidentiality, steps of the search process, and guidelines leading to a successful search;

4.3 Role of Committee Chair Following is a list of duties of the committee chair (with assistance from the Department Chair and/or department staff). Although any of the tasks may, at the chair’s discretion, be delegated to other members of the committee, the chair is responsible for ensuring that each is performed: • •

Establishing a timely schedule; Initiating a network of contacts for recruitment;

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• • • • • • •

Drafting letters in consultation with the Department Chair; Developing preliminary screening questions based upon the qualifications cited in the position announcement; Confirming applicants’ continuing interest; Scheduling interviews with finalists; Making telephone reference checks; Attending to the well-being of interviewees, such as housing, transportation, special needs, etc; Writing the committee report.

4.4 Ground Rules for a Search Committee A search committee needs ground rules and they need to be established right at the start. Ground rules for a search committee should include, at a minimum, agreed-upon standards for: Attendance and Professionalism All search committee members are expected to attend meetings and to fulfill their responsibilities in a professional manner. Meetings of the search committee should be set up at the start, and members should be expected to attend all meetings to ensure continuity and to avoid rehashing material. Communication Emphasize preference for all inquiries and requests to be referred to the chairperson. Determine how committee members will communicate with each other, the campus community, and with candidates. Consultation To minimize the possibility of error or misunderstanding, search committees are encouraged to consult as often as needed with the Department Chair, the College Dean, the College Administrative Manager, Human Resources and others involved in the process throughout the search. Confidentiality The confidentiality of candidates for faculty positions should be respected. All application materials, deliberations, proceedings and written assessments are confidential. Please see Appendix C, Tips for the Search Committee.

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Conflict of interest University policy (590-060) states “University employees should neither initiate nor participate in institutional decisions involving a direct benefit . . . to members of their immediate families.” It is not uncommon for committee members to know one or more of the candidates. It is less common, but does occur upon occasion, that a candidate will be related to a search committee member. Search committee members are expected to notify Human Resources of potential conflict of interest situations involving family or other relationships between the committee member(s) and any candidate. Human Resources will provide the necessary guidance as to whether or not the committee member can continue in the search process, or whether any modifications are needed (for example: the committee member may continue to participate in the search process, but will not engage in committee discussions pertaining to a specific candidate). 4.5 Message from the Director of Equal Opportunity and Affirmative Action It shall be the policy of Eastern Washington University to provide equal employment opportunities to all persons regardless of race, gender, color, age, national origin, religion, sexual orientation, marital status, or disability, except as may otherwise be required by law. All actions related to recruitment will be in accordance with equal employment laws, policies, and procedures. The Search Committee must ensure that a thorough job in its recruiting efforts and process for capturing the diversity of its applicant pool, and selecting the best qualified candidate for each position are performed in accordance with equal employment, laws, policies, and procedures. The recruitment and hiring process must not discriminate, preclude or have an adverse affect on any protected group by ensuring that there are no inappropriate or unlawful criteria used in the interview and selection process. All actions related to hiring will be in accordance with equal employment laws, policies, and procedures. Ensure that each hiring decision is reviewed before final approval to ensure it is fair, appropriate, and non-discriminatory. The Search Committee must take a positive results-oriented approach to ensure that its employment practices provide an equality of opportunity and/or remedy the effects of any past discrimination, intentional or not, through the implementation of an Affirmative Action Plan. Remember, our primary goal is to recruit and select the best qualified candidate using a diverse pool of candidates (of course meeting minimum requirements). Each individual Search Committee member, and any others involved in the hiring process, shall cooperate in prohibiting discrimination against employees and/or applicants for employment or promotion because of race, gender, color, age, national origin, religion, or disability. Each Department must ensure diverse pools of resources are utilized to reach a diverse pool of applicants for each position. Please check with Human Resources and the Affirmative Action Officer (x6874) for assistance with diverse recruitment resources.

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Such steps are readily provided for or authorized under Article XIV of the Constitution of the United States of America, Title VII of the Civil Rights Act of 1964 as amended, Presidential Executive Order No. 11246 as amended, and implemented regulations. 4.6 Setting a Timeline for the Search A reasonable timeline should be established for the different phases of the search process. • • • • • • • • • • •

Allow sufficient lead time (two to four weeks) to prepare and distribute advertising; For tenure track positions, it is a requirement to keep the position open for application for at least 30 days after the advertising first appears; Allow two to three days for certification of the candidate pool; Allow time to schedule and conduct the initial search committee meeting; Allow two to three weeks for reviewing applications which does not start until after the initial search committee meeting and after the screening date specified in the Position Request – Faculty Profile form and in the advertising; Allow time for one to two search committee meetings to advocate for or otherwise discuss the candidates and their respective qualifications, and to determine which candidates are “Tier 1” and so on; Allow a minimum of one week to consult with the Department Chair, determine recommendations, and meet with the Dean; Allow one week for certification of the proposed interview candidates by both AA/EO and by the Provost; Allow two to three weeks for arranging and conducting interviews; Allow one week (or more as necessary) for reference checking; Allow time to discuss the results of the search process with the Dean, and to provide information to support a recommendation to hire.

4.7 The Recruitment File A recruitment file is established for each search. The file will contain all pertinent documents for the search, all written and email communications concerning the search and/or with candidates, assessment sheets and all other documentation that provides the basis for the search committee’s recommendations. All recruitment files are confidential and should be treated as such. Separate files are not created for each candidate, because the candidates will submit their materials electronically through the PeopleAdmin system. Committee members should not print out candidate materials, except that the Committee Chair may print out one set of candidate materials for use and review during committee meetings. 4.8 Acknowledging and Notifying Applicants Candidates will receive electronic notification at the time they complete their submittals through the PeopleAdmin system.

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STEP 5: ASSESSING THE APPLICANTS 5.1 Initial Screening In the initial screening, applicants are evaluated against the minimum degree requirements for the position, not against each other. This step is completed by the Office of Human Resources by reviewing the candidates’ materials submitted through PeopleAdmin. Candidates who do not meet the advertised requirements for the position will be notified by the Office of Human Resources that they will not be forwarded to the committee for consideration as a result of not meeting minimum qualifications. Should Human Resources have concerns or questions about a particular candidate’s degree, and whether or not the degree meets the position requirements, the concerns will be resolved through research, conversation with the Dean and/or Department Chair, and/or other actions as necessary. When the candidate pool is certified and screening for minimum degree and other requirements is completed, Human Resources will update candidates’ status in PeopleAdmin, and thereby release the candidate materials for review by the committee. Committees may not begin their review of the candidate materials until after the committee has met with both Human Resources and AA/EO for instruction on conducting the search. Instruction on reviewing candidate materials through PeopleAdmin is provided in the “PeopleAdmin Users’ Guide for Search Committees” available on the HR website under the link for Faculty Recruiting Resources. As the candidates’ materials are available electronically through PeopleAdmin, committee members should refrain from printing out individual copies of the materials, but should complete an evaluation sheet for each candidate as the materials are review on-line. It would be reasonable, however, for the Department Chair to printout one complete set of the candidate materials for use during search committee meetings. 5.2 Creating an Evaluation Instrument Before screening applicants, the search committee should discuss the criteria to be used in the evaluation process. The criteria should be based on the required and preferred qualifications of the position as defined in the Position Request – Faculty Recruitment form, and as subsequently described in the advertising. Templates are available on the HR website under the link for Faculty Recruiting Resources. Whether using the traditional or advocacy approach in evaluating candidates (described in the next section), procedures used in the evaluation should be applied consistently to all applicants. Screening and advancing candidates will be based on job-related criteria as reflected in the candidates’ materials (qualifications, strengths, knowledge, skills, ability, experience, and potential) without regard to subjective judgments or impressions. Considerations based on sex, sexual orientation, ethnicity, race, age, veteran status, marital status, or disability may not enter into the evaluation.

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5.3 Two Approaches for Assessing Applicants – Traditional and Advocacy Models The traditional model for assessing applicants involves creation of an evaluation instrument that focuses on the qualifications of the position. Each committee member evaluates each candidate and completes an evaluation instrument for each candidate. Strengths and areas lacking are noted. Care must be taken with this approach to give equal weight to each of the required qualifications, unless the advertising made distinctions between the requirements in the sense of identifying certain requirements as more important. When evaluations are completed, each committee member should be able to rank the candidates into Tiers (the concept of Tiers is discussed below in section 5.5) with Tier 1 including the strongest candidates that the committee may propose for interview. When this is completed, the committee meets to discuss their individual assessments, and works to achieve consensus in identifying the strongest candidates for a finalized Tier 1 group. The advocacy model also uses an evaluation instrument that includes space to record committee member observations as to the candidates’ qualifications, strengths and potential. The approach used in completing the instrument is different, however, in that committee members primarily focus on what the candidate has to offer, as opposed to indicating strengths and areas lacking. The objective behind the advocacy model is to encourage inclusiveness and enhance the likelihood of diversity in our interview pools by screening people in, versus screening people out. With this model, committee members are assigned a subset of the candidates to closely review and evaluate, so as to be able to describe to the committee all of the qualifications, strengths and potential that the candidates offer. Each committee member is expected to read the materials of the other candidates outside of their assigned subset, but the detailed reading and evaluation is performed only for the candidates within a committee member’s individual subset. Depending on the size of the committee and the size of the pool, the subsets of candidates may be read and evaluated by pairs of committee members so that they share in the responsibility to report to the committee on their assigned candidates. With the advocacy model, individual committee members do not rank their subset of candidates into Tiers. Instead, after the committee as a whole has a chance to hear all of the advocacy reports from each committee member, they engage in further discussion about the strengths and potential of the candidates. Through continuing discussions, the committee works to achieve consensus as to which candidates are the Tier 1 finalists. With both models, care should be taken to ensure the evaluations are made in a uniform and consistent manner. Documentation is extremely important because it creates a record of why committee members turned down a potential candidate. It will also save time if it becomes necessary to return to the applicant pool at a later date.

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5.4 Processing Unsolicited Materials All unsolicited materials sent to committee members, the Department Chair, and/or the Dean, should be forwarded to Human Resources for retention. This includes materials not sent by the applicant, not requested from the applicant, nor solicited by the committee. Human Resources will retain the materials until finalist candidates are identified to continue to the reference checking phase. Unsolicited materials may be considered by the committee only during this later phase of the search process. 5.5 Ranking Applicants into Tiers Once each committee member completes his/her own individual evaluations of the candidates, the committee will meet and discuss the candidates. The objective is to achieve consensus and rank or sort the candidates into Tiers: Tier 1: These candidates meet all of the position requirements and typically meet all of the preferred qualifications. They also offer “more” versus the other candidates – more experience, more knowledge, more skills, more ability, more potential. Tier 1 are the candidates that the committee will request to interview. Tier 2: These candidates also meet all of the position requirements, and may meet some or all of the preferred qualifications. However, relative to Tier 1, they do not offer the same depth and breadth of experience, knowledge, skills, etc. These candidates are considered the “back-up” pool for interviews, if the university is not able to interview and hire any of the Tier 1 candidates. Tier 3: These candidates meet the position requirements, but at a minimal level, and typically would not be proposed for interview even if all of the Tier 1 and Tier 2 candidates withdraw. MQ:

These candidates do not meet one or more of the position requirements and may not be considered for interview.

Withdrawn: Candidates that notify Human Resources and/or the committee that they are withdrawing from the process. When the committee achieves consensus, and the candidates are ranked into Tiers, the results of the committee’s work should be recorded on the Candidate Screening Record form. This form provides space to record whether or not candidates met the minimum and the preferred qualifications, whether or not the candidates are proposed for telephone and/or campus interviews, and the Tier results. You will also indicate the “reasons,” by citing the applicable explanation code on the form (see the form for details). Great care must be taken when indicating the reason(s), focusing on four key points:

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1. Accuracy. For example: if our advertising stated “must have experience teaching in a K-12 system,” then that is the standard that candidates must be assessed by. If a candidate offers K-12 teaching experience, but the experience is in another country, that candidate may not be disqualified unless the advertising was specific to that detail. 2. Consistency. For example: if we eliminate one candidate because he/she didn’t offer 3 years experience in “X” (assuming “X” is one of the position’s criteria), then no other candidate may be interviewed if they also lack 3 years experience in “X”. An additional point relative to consistency has to do with “courtesy interviews.” No courtesy interviews may be given. 3. Simplicity. It is not necessary to record a lengthy explanation of why a candidate is in Tier 3 or is “MQ” (doesn’t meet minimum qualifications). If the committee focuses on the first two points (accuracy and consistency), then it should be fairly easy to indicate what Tier 3 and MQ candidates lack relative to Tiers 1 and 2. 4. Free of Bias. When we have diverse candidate pools, if all candidates from underrepresented groups end up in Tier 3 or MQ, care should be taken to verify that no inadvertent bias compromised the assessment of the candidates. The willingness of the Provost and the AA/EO Director to approve committee’s requests to interview specific candidates rests on the quality of the assessment process and the recording of candidate status on the Candidate Screening Record – is it accurate, consistent, simple, and free of bias? Search committee chairs are encouraged to consult with Human Resources for advice and assistance in recording the disposition of candidates. A copy of the Candidate Screening Record must be sent to the Dean’s Office for review by the Dean, and then to Human Resources for review with AA/EO and the Provost. Once approvals are obtained for the desired interview candidates, HR will notify the Dean’s Office that interviews may be scheduled. The Dean’s Office will then use the form to update candidates’ status within PeopleAdmin. Applicants eliminated from further consideration are sent a letter that they are no longer considered to be candidates. The reasons for eliminating an applicant are not to be cited in the letter. Neutral language should be used to inform the applicant that should he or she be interested in a position in the future, it would be necessary to reapply. A sample letter of elimination is included in Appendix D. The letters are prepared by the Department, and go out under the signature of both the Search Chair and the Department Chair. Should the committee determine that there is an insufficient number of qualified applicants, it should immediately notify the Department Chair. In its notification it should also (1) request that the search be reopened to additional applicants; or (2) suggest that the search be canceled and a new search conducted; or (3) recommend such other action as it deems necessary and appropriate. 21

STEP 6: Recommendation for Interview 6.1 Determine the Interview Process Depending on the size of the Tier 1 group, the committee will determine how many interviews and what type of interviews will be conducted with the Tier 1 candidates. There are three types of interviews: 1. Telephone screening. These brief conversations can be used to: • • • •

Determine whether the candidate is still available and still interested; Explain the job in more detail; Clarify the individual’s work history and experience level; Inform each candidate about the salary range for the position to verify that they would like to proceed given the salary you have to offer. This way, you avoid interviewing people who later refuse a job offer on the basis of salary.

The telephone screening is not intended to be a “complete” interview wherein candidates are asked a series of questions to develop an in-depth understanding of what the candidate has to offer. These short conversations are useful, however, to help finalize the Tier 1 pool before the committee issues a request to bring specific candidates to campus for formal interviews. 2. Telephone interviews. These interviews are more extensive than the brief conversations described above as telephone screening. Telephone interviews entail asking selected candidates a series of questions to gain in-depth information about their qualifications, work history, abilities and potential. This intermediary interview is typically used if the Tier 1 group offers “too many” similarly qualified candidates and where the search committee needs additional information from the candidates before finalizing which candidates will be invited to interview. The proposed candidates must be approved by the Department Chair, Dean, AA/EO Director, and the Provost before the telephone interviews are conducted. 3. On-campus interviews. The proposed candidates must be approved by the Department Chair, Dean, AA/EO Director, and the Provost before any arrangements are made with one exception. If full telephone interviews were conducted as described above in section 2, the Provost may determine whether or not re-approval to schedule campus interviews is required. This is discussed further in section 6.2. An additional consideration is to determine when references will be contacted. Most often, references are contacted after the campus interviews are conducted. However, there may be circumstances where it would be helpful to conduct some or all of the reference checking before the campus interviews. For example, if the committee has the “fortunate problem” of having “too many” similarly qualified candidates remaining in Tier 1 even after telephone 22

screening and/or telephone interviews, reference checking can be helpful in gathering more information about the candidates in order to narrow the Tier 1 group. As another example, if the expense associated with bringing one or more candidates to campus is exceptionally high and/or beyond what departmental budgets can sustain, then using reference calls to narrow the Tier 1 group further may be helpful before committing the expense associated with the subsequent campus interviews. See section ___ for guidance on how to conduct ethical and productive reference calls. 6.2 Consultation with the College Dean; Recommendation for Interview Process A copy of the Candidate Screening Record must also be sent to the Dean’s Office along with a copy of each finalist’s vita. Once the strongest applicants have been identified, the search committee chair, the Department Chair, and the Dean should consult to assure that the strongest applicants identified by the search committee are acceptable to both the Department Chair and Dean. It is the specific responsibility of the Dean to confirm that proper attention was paid to equal employment opportunity requirements or suggest corrective measures to be taken before the Candidate Screening Record and finalist CVs are forwarded to Human Resources. Copies of all advertising placed must also be forwarded to Human Resources at this time. (Note: the Recruitment Log is not completed; it has been replaced by PeopleAdmin processes and the Candidate Screening Record.) Affirmative Action and the Provost will review the list of finalists. Upon approval, the Dean’s office will be notified by Human Resources that the interview process may begin, and the Dean’s office will notify the search committee. After selection as a finalist, an applicant’s resume or vita is not considered a confidential document, and may be circulated to other interested parties by the search committee. Recommended finalists are informed that their information may be disseminated to other interested parties during this process and request their approval in advance. Those who do not agree to the dissemination may be informed they will no longer be considered a potential candidate. 6.3 Develop Interview Questions The guiding principle behind any question to an applicant is What do I really need to know about this applicant to decide whether he/she is qualified to perform this job? When developing interview questions, the search committee should consider the following rules of thumb: •

Questions must have a legitimate job-related reason to support why the question is being asked.

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•

Interview questions need to be developed based on the qualifications, job duties, and other job-based criteria, with more interview questions developed for the more important criteria.

•

Identify competencies that are required upon entry to the position. Interview questions should mainly focus on those competencies, which will not be learned on the job during an initial training or probationary period.

•

Make sure the same set of questions is asked of all candidates, to ensure fairness and consistency in the rating of candidates. This will allow comparative judgments while ensuring that crucial job-related information is obtained. A patterned interview of this sort has the beneficial effect of minimizing unconscious biases.

•

Include questions that elicit more than a “yes” or “no” response.

•

Include problem solving, behavioral/situational questions that allow the applicant to think creatively.

Keep in mind that some questions are never appropriate. discrimination based on: • • • • • •

Race Color Age Gender Religion National Origin

• • • • •

Federal regulations prohibit

Disability Veteran Status Reserve/National Guard Status Sexual Orientation Marital Status

Thus, none of the above areas may be used as a basis for interview questions, or as a basis for hiring decisions – including information volunteered by the candidate that is not job-related, such as an applicant’s race or marital status. Please refer to Appendix C – Good Interview Questions for Faculty. Once the committee has drafted the list of interview questions, those questions must be emailed to Human Resources for review. When notified that the questions are approved, the questions should be converted to an interview sheet allowing sufficient space under each question for committee members to record their notes during the interview process. During the interview, the most common practice for asking the interview questions is to rotate between the different committee members. It is always permissible to ask candidates to provide more information, to explain further, or to give additional examples following the candidate’s initial response to a question. It is not permissible, however, to think up new questions in the middle of the formal interview.

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6.4 Conducting a Formal Interview The search committee chair, in consultation with the Department Chair, establishes the itinerary for the applicant’s visit. All appointments and arrangements should be made in advance of an applicant’s visit. To ensure that all applicants receive comparable treatment, the visit schedules – presentation, meals and meetings with the search committee, department faculty, Department Chair, College Dean, students and others – should be similar. However, depending on the particular interests of the applicant, the applicant may be interested in visiting with particular constituencies where that interest is not shared by the other finalists. When feasible, allow time for applicants to explore the campus. Travel arrangements should include some additional time for the applicant to explore the Cheney-Spokane area on his/her own time. During the visit, the committee should see that each applicant’s personal needs are adequately met. The steps involved in conducting an interview are described below: a. Opening the interview/setting the tone In a job interview, the applicant’s apprehension can impede the flow of useful information. The interview setting, ideally a private office or conference room, should be conducive to good communication. •

Make the candidate feel at ease, by greeting him/her and introducing yourself. Be enthusiastic that the candidate is there. Give the impression that you are ready for the interview and looking forward to the conversation.

•

Establish rapport with a friendly attitude. Take a few minutes to break the ice by mentioning either an interesting item from the candidate’s resume, something you may have in common or a more general topic. However, refrain from ice breakers that touch on areas that are inappropriate for interview questions (reviewed in the prior section).

•

Describe the position and the university. Provide sufficient facts about the position and the department in a straightforward manner so that the candidate can make an informed decision about the acceptability of the position.

b. Body of the Interview/Obtaining job related information •

Begin with an open-ended question for each topic; avoid asking questions that required only a “yes” or “no” answer.

•

Short and simple interview questions are better than long and complex ones; avoid “multiple part” questions (Tell us about “X” and “Y” and “Z”).

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•

Notes taken by committee members should be factual in nature. Personal judgments made by the panel members or physical descriptions should not be part of the notes. All notes become part of the committee file and should be kept in the committee members’ file or folder.

•

Listen carefully and allow the applicant sufficient time to respond to inquiries. Combine careful listening with good use of questions to encourage and guide the candidate’s sharing of facts.

•

Ideally, the interviewer should talk no more than 25% of the time.

•

Keep comments and gestures neutral. Saying “thank you” and/or nodding is more appropriate than saying “That’s great!” Avoid expressing your opinions or judgments about candidate’s responses. This maintains objectivity and reduces the likelihood of leading (or misleading) candidates.

c. Closing the Interview Interviews are a two-way process. Not only is the candidate being evaluated, but the candidate is evaluating the university. It is important to end all interviews on a positive note. •

Allow time for questions from the candidate. Find out what level of interest the applicant has in the position you have discussed.

•

Make the candidate aware of the next step. candidate, and in what timeframe?

•

Thank the candidate for his or her time. Let the candidate know who to contact with questions, and outline what will happen next.

Who will next contact the

Record your thoughts and document your evaluation of a candidate immediately after the interview session on the interview question sheet. Proper documentation at the conclusion of the interview is very important, since each individual candidate will need to be considered and compared with other candidates. 6.5 Additional screening methods Finalists should be further screened by being asked to develop a study plan, submit research studies/papers, make presentations to faculty and students or teach a class session on a specialized topic of field in their discipline in order to assess teaching style and presentation skills. The determination of what the finalists will be asked to do must be made prior to contacting any of the finalists, and all finalists should be given the same instructions. If candidates are eligible for hiring in with tenure, be sure to schedule the appropriate additional

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interviews with the applicable DPC and other activities that will allow determination of whether the candidate is eligible for tenure. 6.6 Citizenship Faculty appointment may be offered to applicants who are U.S. citizens, who have permanent resident status, or, in certain circumstances, who are eligible for an employment visa. All finalists should be notified that they must have the legal right to work in the United States, and that, if hired, proof will be required. WAC 162-12-130 states: “Discriminatory inquiries are prohibited. Any pre-employment inquiry or the keeping of any record of protected status before employment for a discriminatory purpose is prohibited and may be evidence of an unfair practice when connected to the applicant’s protected status unless the particular quality inquired about is a bona fide occupational qualification.” In practice, this means we can ask if a person will be able to provide proof of permission to work in the United States. However, an applicant cannot be asked if they are a U.S. citizen or what his/her nationality is. It should be stated that official permission to work within the United States is required for employment purposes. More importantly, an applicant may not be refused because the person is a non-citizen (as long as the person is in the U.S. legally). The fact that the person will have to apply for a visa cannot be used as a reason to deny consideration. Consideration can be denied if the applicant confirms that he/she is ineligible for a visa. If a prospective tenure-track candidate indicates that he or she is neither a U.S. citizen nor a permanent resident, the University may assist the individual in seeking H-1B and/or permanent resident status if hired. If this is the case, contact Jennifer Miller, Human Resources, at extension 6790. 6.7 Summations and Recommendations Upon completion of the interviews and rating of candidates, the search committee should meet to evaluate and compare final candidates based on skills, qualifications, experience, abilities and potential. Make sure your decision is nondiscriminatory and is based on sound judgment. The committee chair should request a confidential report, either oral or written, from each group or individual who interviews the applicants. STEP 7: RECOMMENDING AN APPLICANT FOR HIRE 7.1 Recommending an Appointment After consultation among members of the search committee, the Department Chair, and members of the department, the search committee will recommend the applicant who best meets the needs of the department and fulfills the conditions of the position announcement for appointment. If the search committee has concluded that there are no suitable candidates, the 27

committee will recommend that the position not be filled at this time. The recommendation report of the search committee shall be approved by a simple majority vote and then forwarded with the vote to the Department Chair, who then forwards the recommendation to the Dean. In the case where more than one applicant is recommended by the search committee, the names can be listed in ranked or unranked order as specified by either the Dean or by the Provost. The Department Chair’s recommendation, the report of the committee, and any votes taken should be presented to the Dean by the Department Chair and the committee chair. In all cases, the final responsibility for recommendation to the Dean rests with the Department Chair. Once the Dean is satisfied with the recommendation and supporting information provided by the Chair, the Dean must consult with the Provost via email, addressing each of the following hiring conditions: a. b. c. d. e. f. g. h. i. j.

Name of selected candidate Qualifications/strengths/contributions to program Rank, department Salary, including funding justification if salary exceeds budgeted amount Conditions of early tenure, if negotiated Conditions of reappointment based on PhD completion Moving allowance - $3,000 maximum; moving allowance exceeding $3,000 must have additional justification Start-up funds, if applicable, including what the funds will be used for Number of years of prior professional experience Any other conditional terms of employment to be considered including whether or not the candidate will come early for a summer appointment or to prepare for the fall quarter

When the Provost has approved the recommended candidate, the Provost forwards the Dean’s email to the President for review and approval. When the President approves the hire, he responds back to the Provost’s email, and the Provost in turn notifies HR and the Dean of the approval. At this point, the Dean’s Office will prepare the draft offer letter and will enter the hiring proposal into the PeopleAdmin system (see the Hiring Proposal Users Guide on the HR website under the Faculty Resources Recruiting link). PeopleAdmin routes the hiring proposal through all required levels for “electronic signatures.” Once the President approves the hiring proposal through PeopleAdmin, Human Resources sends the finalized offer letter to the candidate. 7.2 Review of Reserve Applicants Should none of the finalists accept the appointment, the Tier 2 applicants will be reviewed. If the search is continued, Tier 2 applicants whose credentials are deemed sufficiently strong will be called to verify their continued interest. For those still interested, interviews should be arranged following procedures identified above. 28

7.3 Lack of Suitable Appointee If none of the Tier 2 applicants are available, or after further screening and/or interviews, are deemed to be not suitable for the position, no appointment will be recommended. The committee will report this judgment to the Department Chair and request one of the following actions: that the committee be discharged, that the search be extended, or the position be redefined and/or re-advertised. The final authority to cancel a search rests with the Provost. If this occurs, the committee will inform all remaining applicants – those interviewed and those still in the Tier 2 pool – that the search has been discontinued without recommending any appointment. STEP 8: COMPLETING THE SEARCH AND RECORDS MANAGEMENT 8.1 Notifying Finalists of the Status Once the search and selection procedures are complete, all applicants who were interviewed but not recommended for hire should be notified by the search committee chair (or designee) that they are no longer being considered. The Tier 2 applicants should also be notified that the position is filled. 8.2 Closing the Files Upon completing the search, all search committee documentation (including but not limited to applicants’ files and resumes, written and email communications, evaluation and rating forms, Candidate Screening Record, and any other information generated by the committee) will be forwarded to the Dean’s Office. This must include any printed copies of the candidate materials. The Dean’s Office will add any additional documentation that the Dean generated, and will forwarded the materials to Human Resources for archiving. Records relating to all types of employment searches are retained for a minimum of three years pending completion of any grievances, complaints, or civil actions that may arise from the search. Extra copies of application documents, such as vitae, should be shredded. 8.3 Inquiries from Unsuccessful Applicants If an unsuccessful applicant requests an explanation for not being selected, the inquiry should be referred to the Department Chair. The Department Chair will first consult with Human Resources, and then communicate to the applicant that while he/she had experience and other qualifications relevant to the position, that the search committee did select a candidate that was found to be best suited for the position. These conversations should be brief, and the Department Chair must not engage in lengthy discussions comparing the relative merits of the hired applicant against the unsuccessful applicant.

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PROCEDURE FOR REQUESTING A WAIVOR OF RECRUITMENT In order to meet the university’s affirmative action goals, all tenure track positions must be searched following department, college, Human Resources, AA/EO, and other university guidelines. There are no exceptions to this requirement. If a recruitment for a tenure track position is unsuccessful, but the need to fill the position remains, the Department Chair should discuss options for filling the position temporarily with the Dean. Possibilities include the following (subject to approval by Human Resources, AA/EO, and the Provost): a) Re-recruit to fill the position at the rank of Lecturer. Department Chair completes a Position Request form to fill the position as a special faculty, and includes recruitment information and a draft advertisement. These documents are routed to the Dean for approval, then to Human Resources. Human Resources routes the documents for all other required approvals, edits the advertising as necessary, and notifies the Dean’s office when recruitment can begin. b) Request a waiver of recruitment. It is the specific responsibility of the Dean to verify that timeframes will prevent conducting a successful search prior to the needed start date of the position. If the Dean concurs with the department’s request, then the Dean will forward the department’s written justification with a cover memo advising of the Dean’s concurrence, plus any additional supporting information, and a written statement confirming that the position will be properly searched if the position will be needed for the next academic year. These documents are sent to Human Resources, along with the vita and the draft electronic offer letter. After review by Human Resources, and upon approval by AA/EO, the Provost, and Budget Services, the appointment offer letter will be finalized by Human Resources and sent to the candidate. Other circumstances which may warrant a request to waive recruitment include: unanticipated vacancies that occur too late in the academic year for an appropriate search, temporary replacements for faculty on leave, and funding of a position for only one year. Appointments approved under a waived recruitment are limited to a maximum of one year and cannot be renewed without a full-scale search.

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APPENDIX A GUIDELINES ADOPTED BY THE AAUP

31

32

APPENDIX B SAMPLE RECRUITMENT FORMS

33

New Form - Example

POSITION REQUEST – FACULTY PROFILE IDENTIFICATION OF POSITION College / Department: CSHE - Biology Status:  Probationary / Tenure Track  Special Rank:  Lecturer  Library Associate Note: If checking two ranks (i.e., Asst/Assoc Prof), follow additional instructions on p.2

Dates: % of Full Time: Term (# of Months): Quarters/Semesters: Location: Reassigned Time:

 Visiting Assistant  Assistant Professor  Librarian II

 Faculty in Residence  Associate Professor  Librarian III

Requested Start Date: 9/17/2010

 100%  9 months  Fall  Cheney

 Quarterly  Clinical Associate  Quarterly Faculty  Full Professor  Librarian IV

 Other:  12 months  Winter  Riverpoint

Date Vacated: 6/15/2009

 Other - # of months:  Spring  Summer  Other:

If the position will have reassigned time for non-teaching duties during its initial year, please describe in detail on page 2.

QUALIFICATIONS – REQUIREMENTS Required Earned Degree:  Doctorate  Doctorate or Terminal  ABD Specify Discipline(s):  Any discipline will be considered If specific disciplines listed,  Specific: Biological Sciences or equivalent equivalent disciplines will be considered. Required by:  Application date  Start date  Other: If ABD o.k., must doctorate be completed?  No  Yes – by:

 Masters

Degree – Other: Degree/ABD must be from a regionally accredited institution for all positions. Is there also a requirement that the institution offer specific professional accreditation?

Accrediting Institution: n/a

 Yes  No  Yes 

Equivalents Considered?

No

Areas of Expertise: List or Describe: See Preferred Qualifications Higher Ed Teaching Exp: Required?  No  Yes – Describe: Experience or demonstrated ability to

teach human anatomy and physiology, plus animal physiology for seniors Other Required Teaching Experience/Credentials: Other Requirements:  Demonstrated experience, ability, and/or commitment to teaching a diverse All candidates are required to student population. offer demonstrated experience, interest or ability to support our  Demonstrated exp or ability to develop and sustain a productive research commitment to diversity. program.

PREFERRED / DESIRED QUALIFICATIONS Experience, Knowledge,  Preference given to candidates who offer an area of specialization that Abilities, Other: will allow us to enhance current course offerings with new courses Include number of years if specific duration will be used for screening.

that are supported by the foundational courses offered by current faculty.  Preference given to candidates who offer one or more years teaching biology courses to undergraduates. SCREENING DATES

Screening Will Begin:    

See the Recruitment Manual for full explanation of the consequences of these options.

Preparation Date:

After [

] date and continue until [ ] and will continue until the position is filled.

After [ After [

11/15/2010

Position closes on [

8/11/2010

]; priority given to app’s rec’d by [

1/2/2011

]. ]; open until filled.

]; review begins after that date.

Prepared By:

P.O’Connell

OTHER POSITION DETAILS / OTHER INFORMATION NEEDED FOR ADVERTISING Additional instructions for Rank: Provide narrative describing position’s key responsibilities:

Reassigned Time: Provide explanation if first year will include administrative or other special duties.

If the Dept proposes to consider candidates for different ranks based on qualifications, list the qualifications for the lower level rank on page 1. Attach separate paper to list the qualifications for the higher level rank that will be considered, following the format on page 1.

Teaching duties include human anatomy & physiology for majors/non-majors, plus animal physiology for seniors. Developing and sustaining a productive research program supported by external funding. Supervising and mentoring of master’s theses and undergraduate research. Advising undergraduate students. Becoming professional engaged with the local community.

None.

Provide preferred The Biology Department includes a diverse faculty and over 450 majors and departmental profile Masters-level graduate students focusing on ecological, molecular, physiological, statement to be used in microbial, and health sciences. Our main campus is located 16 miles SW of advertising: Spokane, in Cheney, Washington. Standard statements will  EWU profile/introduction.  Special accommodations. be added to all advertising  Diversity commitment.  Background check requirement. relating to the following:  Proof of eligibility to work in the U.S. Proposed Advertising  Chronicle – display/web  Chronicle – in line text/web  Chronicle – web only Venues:  Higheredjobs.com  Higheredjobs.com w/ AA  Insidehighered.com Subject to review by AA/EO at the time the position is routed thru PeopleAdmin.

 Disaboom.com  Spokanehasjobs.com  MFAD  Other – list all additional venues: Science Magazine (print & online), Am Physiology Society (online), Tribal College Journal, SACNAS, Journal of Blacks in Higher Ed, Latinos in Highered.com

SEARCH COMMITTEE INFORMATION Committee representation: Recommended Search Chair: XXXXX Both men and women? Committee Members: Committee: AAAA, BBBB, CCCC, DDDD

Yes No

  Minorities?   Junior and senior faculty?   If “No” to any item, attach explanation.

FUNDING / BACKGROUND CHECK REQUIREMENTS (To be completed by Dean’s Office) Funding Type:  State Index Code(s) and %:

 Self Support  Grant/Contract – Name:

# 123456

100

% #

#

% # APPROVALS

1:

Dean

Date

President

Date

5:

Date

Grants

3:

Provost

% $

4:

2:

AA/EO

% Desired Salary:

Date

6:

Date

Grants / Budget

35

Date

FACULTY RECRUITMENT BULLETIN Department of Sociology and Justice Studies Faculty Position: Assistant/Associate Professor of Criminal Justice Recruitment Date: Fall 2009

Example 1 – Tenure Track Position

The Department of Sociology and Justice Studies invites applications for a tenuretrack position in Criminal Justice at the assistant OR associate professor level to begin September 16, 2010. The Criminal Justice program at EWU is an interdisciplinary professional program grounded in the liberal arts. The faculty member hired for this position will be welcomed into a departmental community dedicated to diversity and social justice.

Begin the advertisement with a clear statement of what type of position we are seeking, when the position starts, and a description that constitutes the department profile.

The faculty member will teach a variety of Criminal Justice and related Sociology courses such as Crime and Society, Criminology, Penology, Criminal Justice Systems and Development, and Applied Research Senior Capstone. The faculty member will also be responsible for supervising internships and advising Criminal Justice majors.

Include a short description of the key position responsibilities.

Requirements: The candidate must have a Ph.D. in Sociology, Criminology, Criminal Justice, or a closely related field. ABDs may apply, but must have doctoral completion by September 1, 2010. We seek a colleague with a strong commitment to students; a record of collegiality, quality teaching and advising; and scholarly potential. The successful candidate will have a high degree of interest in human and cultural diversity. Preferred Qualification: Special consideration will be given to candidates who have experience and/or knowledge to teach at least one of the Integrated Social Science core courses (Research Methods, Social Theory and Social Statistics) beginning Fall 2010. This position offers a competitive salary with a comprehensive benefits package. Complete applications must include a letter of application which addresses each of the qualifications, a current vita, transcripts, three letters of reference, samples of scholarship, evidence of teaching success (e.g. evaluations, course syllabi, etc), and a research plan. All materials must be submitted through our online application portal located at: https://jobs.hr.ewu.edu Review of applications will begin after 11/1/2009, and will continue until position is filled. Eastern Washington University is a Masters I level university with over 10,000 students located 17 miles from Spokane, Washington State’s second largest city. We are committed to increasing the diversity of our faculty, staff, students and academic program offerings and to strengthening sensitivity to diversity throughout the institution. We are an affirmative action/equal opportunity employer, and applications from members of historically underrepresented groups are especially encouraged. SPECIAL ACCOMMODATIONS: Eastern strives to satisfy all requests for special access needs for persons with disabilities. Requests for such accommodation are welcome and may be made by calling Human Resources at: (509) 359-2381. The successful candidate will be required to show proof of eligibility to work in the U.S. pursuant to U.S. immigration laws, and pass a background check

Use bold labels within the ad to indicate “Requirements” versus “Preferred Qualifications.” Degree requirements must be very clear, especially when indicating whether or not ABD candidates will be considered. When developing requirements for a position, consider what you will look for in the candidates’ materials that will demonstrate they possess the qualification. First line is optional. Note the specific wording as to what we want in the letter of application. List all materials required for a complete application, as well as the jobs portal link. Include the screening date information (from the Position Request form). First sentence is optional text. A diversity statement is required; this example is commonly used. The statements for affirmative action, special accommodations and eligibility to work are required – the text may not be altered without written approval from Human Resources and the AA/EO Director.

FACULTY RECRUITMENT BULLETIN Department of English Special Faculty Position: Lecturer – Composition Available September 2010 Recruitment Date: June 2010 Responsibilities: Successful candidate will primarily teach introductory composition. Teaching load is nine courses per academic year addressing the learning needs of a wide range of students; duties may include introductory technical communication and introduction to literature, depending on candidate’s qualifications and department need. Requirements: • Masters in Composition/Rhetoric or in English with an emphasis in composition  Candidates who offer a related degree with demonstrated completion of graduate level course work in composition may be considered.  Ph.D. preferred • Recent course work, training or professional development in composition. • At least 3 years experience teaching basic and/or advanced composition at the university level. • A high degree of interest in human and cultural diversity. Send letter of application which addresses each of the qualifications, CV, unofficial transcripts, evidence of teaching effectiveness, and three letters of reference to Dr. Teena A. M. Carnegie, Chair, English Department, 250 PAT, Eastern Washington University, Cheney, WA 99004. EASTERN WASHINGTON UNIVERSITY is committed to increasing the diversity of its faculty, staff, students and academic program offerings and to strengthening sensitivity to diversity throughout the institution. We are an affirmative action/equal opportunity employer, and applications from members of historically underrepresented groups are especially encouraged. Successful candidate(s) will be required to pass a background check and show proof of eligibility to work in the U.S. pursuant to U.S. immigration laws. SPECIAL ACCOMMODATIONS: Eastern strives to satisfy all requests for special access needs for persons with disabilities. Requests for such accommodation are welcome and may be made by calling Human Resources at: (509) 359-2381

37

Example 2 – Special Faculty Position

Advertisements for special faculty positions are typically more streamlined, but will follow the basic formatting as provided in the first example.

The degree requirements must be very clear, especially when it comes to preferences and priorities. Listing the requirements and any preferred qualifications in a bullet point format is encouraged, as this format promotes clear definitions.

Note the specific wording as to what we want in the letter of application. List all materials required for a complete application, and where the materials should be sent.

A diversity statement is required; this example is commonly used. The statements for affirmative action, special accommodations and eligibility to work are required – the text may not be altered without written approval from Human Resources and the AA/EO Director.

EASTERN WASHINGTON UNIVERSITY CANDIDATE EVALUATION INSTRUMENT Position

Department

Candidate:

Required Qualifications

Date Rater:

Yes / No

R-1 - Degree:





R-2:





R-3:





R-4:





Does candidate meet all of the Required Qualifications?

Comments

 Yes  No

If the candidate does not meet the advertised requirements, do not assess further.

Preferred Qualifications P-1:





P-2:





P-3:





P-4:





Other Expertise, Relevant Experience, and/or Potential Offered by the Candidate

Suggested Candidate Status (pending discussion and review with Search Committee as a whole): ____Tier 1: Recommend for Interview

____Tier 3: Minimally Qualified

____Tier 2: Back-Up Candidate for Interview

____Does not meet Minimum Qualifications

38

APPENDIX C

TIPS & ADDITIONAL RESOURCES FOR THE SEARCH COMMITTEE

39

Script for Confirming Candidate’s Interest in the Position Position

Caller

Date

Candidate

City, State

Time Zone

(Greeting. Introduce yourself – name, title at EWU.) I am calling to advise you that Eastern Washington University is ready to take the next steps in our search for a (position) in the Department of The Search Committee has asked me to inquire whether you remain available and interested in the here at Eastern.  Yes  No position of (position) Assuming a positive response: The Search Committee would like to schedule a {preliminary}* telephone interview with you that could take up to ________ minutes. *Note: Use the word preliminary if the telephone call is for screening only; such a call should take not more than 15 minutes. If the telephone interview will include list of formal questions, then allot 30 to 60 minutes.

This interview will focus on … Choose (a) for telephone screening, and (b) for full interviews. a) Explaining the position in more detail; clarifying your work history and experience; as well as sharing information about the search process. b) Several of the key requirements and responsibilities of the position to help us begin to learn about your work history, experience and qualifications. We will also provide additional information about the position, the search process and timelines, and provide an opportunity for you to ask questions you may have. The following dates and times are available; please let me know which would be more convenient for you: Day/Time #1

Day/Time #2

Day/Time #3

What telephone number should we use for this call? This section only applies to full telephone interviews, and is an optional section. We do have a request pertaining to this telephone interview. Not all of the Search Committee members will be able to attend the interview. Therefore, we would like to ask for your permission to tape record the interview, with the understanding that use of the recording will be strictly limited to review by Search Committee members. May we have your permission to record the telephone interview?  Yes  No Thank you for your time today. Speaking on behalf of the Committee, we look forward to the discussion with you, and will call you next (day of week)! In the meantime, if you have any questions or need to contact us regarding the telephone interview session, please call me at (509) 359 - _ _ _ _. Talk to you next (day of week)! If the candidate’s initial response is negative: Thank you for the information. I will advise the Committee that you have withdrawn from consideration. Thank you for your interest in Eastern, and best wishes to you in all your future endeavors.

Script for Setting Up a Telephone Interview Position

Date / Time of Interview

Candidate

City, State

Time Zone

Who will initiate the call? What SCAN number will be used for the call? Once the call is dialed, who will greet the candidate? Who will re-confirm with the candidate that we have his/her permission to record?  Call Initiator: (Greeting) (Introduce yourself – name, title at EWU) I am assisting the Search Committee by placing the call for today’s telephone interview. Before the Committee begins, I would like to re-confirm that we have your permission to record today’s interview. (Wait for candidate to respond “Yes” – then and only then, turn on the recorder.) Identify the interview session at the start of the tape recording: This is a recording of a telephone interview with Dr./Mr./Ms. _______________ who is a candidate for the position of _________________. Today is (month, day, year) . I am going to turn over the interview to the Chair of the Search Committee, (state name of Chair).  Chair of Search Committee: Thank you very much for your time today (or insert other appropriate generic remarks). We have ___ questions for you that will touch on a range of topics. We will also want to allow time for you to ask any questions you might have for us at the end. I want to advise that we have _____ minutes for today’s interview, as that will help you gauge the time for each response to our questions. Here is the first question… (Chair asks the first question. Then rotate through the other committee members until all of the questions have been asked.) Chair: Thank you for the information. We have about ___ minutes left. I’ll provide an update as to next steps in just a moment, but we do want to give you an opportunity to ask us any questions you might have. (Allow time for candidate’s questions and for the committee to respond. Chair: That will wrap up our session for today. I anticipate the Search Committee will identify final candidates Who will be considered further in the next (state timeframe, such as next two weeks). At that point, we will contact candidates to advise that we will be checking references. Following that activity, we will extend invitations to come to campus for personal interviews. That will give you an approximate timeframe. Are there any other questions for us? Thank you again for your time today!

Pre-Employment Questions The following are examples of questions that are generally considered to be appropriate and inappropriate to ask during the pre-employment process. This list is only intended to provide guidance in what questions may be asked and should not be viewed as an all inclusive list of such questions. It must also be remembered that, as new legislation is passed and decisions are made in the courts, there may be changes in what questions are considered appropriate. To help ensure Search Committees design appropriate and legal interview and reference questions, the Committee Chair is required to send draft questions to Human Resources for review and approval before any interviews are scheduled. •

Age Appropriate: Are you at least 18 years of age? Inappropriate: How old are you? What is your date of birth?

•

Arrest Record Appropriate: Have you ever been convicted of a felony? (NOTE: In most jobs, a felony conviction cannot be the sole basis for failure to hire.) Inappropriate: Have you ever been arrested?

•

Citizenship Appropriate: Are you a citizen of the United States? If not a citizen, are you legally authorized to work in the United States? Inappropriate: Of what country are you a citizen? Are you a native born or naturalized U.S. citizen? Are your parents citizens?

•

Disability Appropriate: None Inappropriate: Are you disabled? Have you ever been treated for any of the following injuries or illness (followed by a list)? Have you ever filed a workers' comp claim? Have you ever had any mental problems? How long have you been in a wheelchair? Why do you use a cane?

•

Driver's License Appropriate: Do you have a current driver's license (if driver's license is required for performance of the job)? Inappropriate: Do you have a driver's license (where a driver's license is not required for the job)?

•

Education Appropriate: Any questions pertaining to requirements that are truly a requirement for the job. Inappropriate: Any questions about an applicant's educational background that is not a true requirement for the job.

•

Family Status Appropriate: None. Inappropriate: Do you plan to have children? Do you practice birth control? What does your family think about moving to Cheney?

•

Languages Appropriate: Do you speak Spanish (or other language required for the job)? Inappropriate: What foreign languages do you speak or write? How did you learn those languages? What is your native tongue?

•

Marital Status Appropriate: None Inappropriate: Are you married? Do you preferred to be called Miss? Mrs.? Ms.? What is your spouse's name? Have you ever been divorced?

•

Military Experience Appropriate: Have you served in the Armed Forces of the United States? If so, what were your duties? Inappropriate: Have you ever served in the Armed Forces of a country other than the United States? Have you ever received a discharge under less than honorable conditions?

•

National Origin Appropriate: None. Inappropriate: What is your nationality? Were you born in the United States? What country are you parents from? Where were you born?

•

Organizations Appropriate: Inquiries into organizations of which an applicant is a member, providing the name or character of the organization does not reveal the race, religion, color, or ancestry of the membership. For example: “What professional organizations do you belong to that relate to the field of _____________ (state the academic field).” Inappropriate: “List all organizations, clubs, societies, and lodges to which you belong.” Since the question is not tied back to the job, this question could elicit memberships that indicate a candidate’s race, religion, color, ancestry, or other prohibited area of inquiry.

•

Personal Characteristics Appropriate: None Inappropriate: What color are your eyes? What color is your hair? What is your height and weight?

•

Photograph Appropriate: None Inappropriate: Any requirement that an individual provide a photograph before being hired.

•

Race or Color Appropriate: None Inappropriate: What is your skin color? What is your race?

•

Religion Appropriate: None. Inappropriate: Are you a Christian? Are you a Muslim? What is your religious denomination? Do you attend church? What religious holidays do you observe? Can you provide a religious reference?

•

Sex Appropriate: None unless sex is a bona fide occupational qualification (“BFOQ”). Inappropriate: Are you male or female? Do you feel like that a woman can handle this job? Do you date men or women? What do you think about citizen groups attempting to ban gay rights?

43

Pre-Employment Questions – Additional Comments Generally, any question that has direct bearing on an applicant's ability to do the job is acceptable. However, questions asked of only certain applicants, but not all applicants, can make an otherwise valid inquiry appear to be discriminatory. An example would be to ask a person in a wheelchair how he or she would perform the essential duties of the job, but not asking the same question of other applicants. The key to staying out of trouble is to ask questions that pertain only to the job and avoid questions that pry into an applicant's personal background. Even questions that do not fall into the prohibited categories can be problematic. For example, “What was the last book you read,” is a problematic question. What if the last book read was “How to divorce your spouse in 30 days or less.” Using this same example, a better way to ask the question (if it is genuinely relevant to the job), is: “The candidate hired for this position is expected to have current knowledge about best practices in the field of X. What reading or other research have you engaged in recently to help ensure you are current in the field of X?” Committees will avoid these kinds of pitfalls by ensuring questions relate to the job, and by sending draft questions to Human Resources for review (this is a required step in the search process).

44

Eastern Washington University Instructions to Search Committees: CONFIDENTIALITY REQUIREMENTS You are being provided access to vitas/materials submitted by candidates for a position at Eastern Washington University to facilitate your consideration of the candidates and their respective credentials. Access is provided to online electronic copies of the candidates’ materials through the PeopleAdmin system. Access is controlled by establishing a guest user identity and password that Human Resources will create and provide for exclusive use by the search committee members. It is a violation of search confidentiality requirements for any committee member to share the guest user identity and password with any party outside of the committee. You are urged to review the candidate materials online, and to not printout copies for your individual use. The Search Committee Chair may printout one set of the candidates’ materials for use during search committee meetings. These copies may be retained throughout the consideration process until the Chair is instructed to return them. All members of the search committee are charged with the responsibility to adhere to the strictest requirements of confidentiality pertaining to the individual candidates, their materials and the search process. Applications (including vitas, reference lists, cover letters, and any other materials submitted by candidates) are protected documents under state law. Accordingly, please observe the following:  Do not leave the PeopleAdmin system open and walk away.  If the Chair prints out a copy of candidate materials, the materials should never be left out in any open area unattended where a passer-by could pickup, review and/or retain the materials. When not in use, the materials must be filed away for safekeeping.  It is a violation of state law to discuss, outside of the scope of the Search Committee, any information contained within a vita or other materials – even the names of the candidates are considered to be confidential and should not be disseminated to any party outside of the Search Committee.  You may not initiate contact with any candidate apart from instructions to do so, provided to you by the Committee Chair or designee, or by Human Resources.  Should you receive contact from a candidate, instruct the candidate to refer any and all questions to Human Resources (359-2381).  Any written assessments, including score sheets and/or notes, along with any other documentation or notes prepared by committee members, will be retained in Human Resources along with the candidates’ original vitas for a minimum period of three years. Therefore, you are required to return your materials when instructed to do so. As a result, notes taken while reviewing the vitas and during interview sessions should be focused on the qualifications of the candidates, our requirements for the position and the level of match exhibited by the candidates, and other information relevant to selecting a highly qualified candidate. Any questions regarding confidentiality and the Search Committee requirements should be forwarded to Human Resources, 359-2381.

45

Interview Questions These sample interview questions are provided to give you a starting point. Typical interviews will include from 8 to 15 questions. Once you have drafted the list of questions you wish to use, drawing from this list, as well as any new questions the committee develops, send the draft list to Human Resources for review and approval.

APPENDIX D SAMPLE APPLICANT ACKNOWLEDGMENT LETTERS

46

Reference Questions Basic questions to consider: • • • • • • • •

How long have you known , and in what capacity? How would you characterize 's strengths relative to the position of ? What experience does _____________ offer that demonstrates he/she has the potential to be an effective teacher? We pride ourselves on being a student centered university. Please describe the experiences you’ve had which demonstrate ___________’s compatibility with this guiding philosophy. As a university community, we are strongly committed to diversity. What is your assessment of 's potential in working on diversity issues? If we were to offer the position to , what professional development should we consider providing to , to enhance the skills and strengths he/she offers today? I’d like to ask about personal style and personal qualities, including integrity. How would you characterize in these areas? Is there anything else about this candidate that you would like to convey to the Search Committee?

Other possible questions that will applicable to some, but not all, faculty positions: • • • •

• •

The candidate hired for this position will be expected to have a strong research agenda. Are you familiar with ____________________’s current research, and if so, please tell us about _______________. The candidate hired for this position will also be expected to engage in service to the university, including service on designated committees. What can you tell us about _____________’s experience in this area? Collaboration is essential to the success of many positions in higher ed, including this position. Describe effective relationships _______________ has built that reach outside of his/her current department. This position will have some reassigned time to perform administrative duties. In this role, the candidate will be serving as ___________________________. What experience does ______________ offer that would suggest he/she will be successful in filling this administrative role? Does he/she have the capacity to wear two hats? More specifically, this position requires the ability to serve as _____________ (role 1), and as _______________ (role 2). Can he/she juggle the competing demands of this position? How would you characterize 's leadership style? Their management skills?

47

APPENDIX D

SAMPLE ACKNOWLEDGEMENT LETTERS

48

ACKNOWLEDGEMENT OF APPLICATION LETTER [Note: You should include an Applicant Data Form and self-addressed envelope.]

[Date]

[Name] [Address] [City, State Zip] Dear [Title] [Last name]: Greetings, and thank you for your interest in Eastern Washington University. acknowledge the receipt of your application for the position of [position title].

I wish to

Eastern Washington University is an equal opportunity/affirmative action employer. In order to assist us in meeting our affirmative action commitments and providing necessary reports to federal and state agencies, we would appreciate your completing the voluntary Applicant Data Sheet enclosed. Please return the information to our office in the enclosed envelope. This information will be maintained confidentially by Eastern Washington University to ensure compliance with Affirmative Action and Equal Opportunity regulations. The material will not become part of your application packet. We very much appreciate your interest in serving Eastern Washington University. If you wish you may review our web site (http://www.ewu.edu) for more information about the university. Please contact us if you have any questions. Sincerely,

[Name] [Title] [Department]

Enclosure

49

NO LETTER [ELIMINATION VIA FIRST ROUND OF SCREENING]

[Date]

[Name] [Address] [City, State Zip] Dear [Title] [Last name]: Thank you for applying for the [position title] position at Eastern Washington University. A large number of well-qualified applicants have applied for the position. Your application was carefully reviewed by the Search Committee. We appreciated the opportunity to review your application, but it was determined that you are not among those candidates whose background most clearly meets the needs of this position. In the event you should be interested in a position at the University in the future, it will be necessary to reapply because we do not maintain an active file on candidates for previous positions. Thank you for taking the time to compile the information you made available to us and for your interest in our university.

Sincerely,

[Name] [Title] [Department]

Enclosure

50

NO LETTER [ELIMINATION AFTER PHONE SCREENING]

[Date]

[Name] [Address] [City, State Zip] Dear [Title] [Last name]: Thank you for interviewing for the [position title] position at Eastern Washington University. I regret to say that due to the limited number of candidates we can invite to campus, you were not selected for an on-campus interview. In the event you should be interested in a position at the University in the future, it will be necessary to reapply because we do not maintain an active file on candidates for previous positions. Thank you for your interest in working for Eastern Washington University. We wish you much success in your future.

Sincerely,

[Name] [Title] [Department]

Enclosure

51

NO LETTER [CANCELLATION OF SEARCH AFTER ON-CAMPUS INTERVIEW]

[Date]

[Name] [Address] [City, State Zip] Dear [Title] [Last name]: Thank you for interviewing for the [position title] position at Eastern Washington University. I regret to say that we have decided to defer hiring for this position. In the event you should be interested in a position at the University in the future, it will be necessary to reapply because we do not maintain an active file on candidates for previous positions. Thank you for your interest in working for Eastern Washington University. We wish you much success in your future.

Sincerely,

[Name] [Title] [Department]

Enclosure

52

NO LETTER [ELIMINATION AFTER ON-CAMPUS INTERVIEW]

[Date]

[Name] [Address] [City, State Zip] Dear [Title] [Last name]: Thank you for interviewing for the [position title] position at Eastern Washington University. Unfortunately, I must inform you that we have offered the position to another candidate whose professional qualifications more closely match the demands of the position as we currently envision it. In the event you should be interested in a position at the University in the future, it will be necessary to reapply because we do not maintain an active file on candidates for previous positions. Thank you for your interest in working for Eastern Washington University. We wish you much success in your future.

Sincerely,

[Name] [Title] [Department]

Enclosure

53