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INDIANA UNIVERSITY NORTHWEST
ACADEMIC SEARCH AND SCREEN MANUAL
August 2019
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Indiana University Northwest
Academic Search and Screen Manual
INTRODUCTION ......................................................................... 4
KEY ROLES DEFINED .................................................................. 5
HIRING AGENT ................................................................. 5
SEARCH AND SCREEN COMMITTEE .......................................... 5
SEARCH AND SCREEN COMMITTEE CHAIR AND SECRETARY ....... 6
DIRECTOR, EQUAL OPPORTUNITY AND AFFIRMATIVE ACTION
PROGRAMS ................................................................. 8
THE HIRING PROCESS ................................................................ 9
STEP 1: Initiate the Hiring Process and Obtain Approval to
Hire .................................................................... 9
STEP 2: Develop the Job Description ..................................... 9
STEP 3: Write the Job Announcement ................................... 11
STEP 4: Recruit Candidates ................................................. 11
STEP 5: Establish the Search and Screen Committee .............. 13
STEP 6: Set the Agenda for the First Meeting of the Search
and Screen Committee .......................................... 13
STEP 7: Develop the Evaluation Criteria and Screening Form ... 15
STEP 8: Receive and Acknowledge Applications ...................... 16
STEP 9: Narrow the Pool ..................................................... 16
STEP 10: Conduct Preliminary Interviews ................................ 17
STEP 11: Conduct Reference Checks ....................................... 17
STEP 12: Invite Candidates for Preliminary Interviews .............. 18
STEP 13: Report Candidates’ Strengths and Weaknesses .......... 19
STEP 14: Offer Employment ............................................... 19
STEP 15: Notify Unsuccessful Candidates ............................. 20
ALTERNATIVE SEARCH PROCESS ................................................ 21
INTERNATIONAL CANDIDATES ................................................... 22
ELECTRONIC SYSTEMS USED IN THE SEARCH PROCESS ......... 23
ACADEMIC POSITION SEARCH ........................................... 23
PEOPLE ADMIN ....................................................................... 23
BOX@IU .......................................................................... 23
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APPENDICES
APPENDIX A: Faculty Search Information .................................... 24
APPENDIX B: Summary of Applicable Laws and Executive Orders ... 25
APPENDIX C: Outline/Checklist of Search Process for Faculty ........ 29
APPENDIX D: Sample: Job Description ........................................ 33
APPENDIX E: Examples: Required and Preferred Qualifications ...... 34
APPENDIX F: Leadership-approved IU Northwest Description ........ 35
APPENDIX G: Examples: Information for Departmental Description 36
APPENDIX H: Sample: Job Announcement/Advertisement ........... 37
APPENDIX I: Equal Opportunity/Affirmative Action Statement ....... 39
APPENDIX J: Recruitment Plan .................................................. 40
APPENDIX K: Vacancy Notice .................................................... 42
APPENDIX L: Sample: Rubric Form ............................................ 43
APPENDIX M: Criteria and Examples of Interview Questions .......... 44
APPENDIX N: Examples: Acceptable/Unacceptable Inquiries .......... 46
APPENDIX O: Recruitment Plan Outreach (RPO) - Verification ........ 49
APPENDIX P: Sample Letters ..................................................... 50
APPENDIX Q: Conducting Reference Check Questions ................... 53
APPENDIX R: Interview Request ................................................ 54
APPENDIX S: Sample: Candidate Presentation Evaluation ............. 55
APPENDIX T: Offer Request ...................................................... 56
APPENDIX U: Waiver Request .................................................... 57
THIS SEARCH AND SCREEN MANUAL IS THE REVISION OF
THE ACADEMIC RECRUITMENT GUIDELINES 2017-18.
THIS MANUAL IS THE OFFICIAL GUIDE FOR ACADEMIC
SEARCHES AT INDIANA UNIVERSITY NORTHWEST.
Convey suggestions for improvement of this Academic Search and Screen
Manual to the Office of Academic Affairs.
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Introduction
In keeping with the Mission and Values of Indiana University Northwest, this Academic Search and Screen Manual provides
guidance in the recruitment and hiring of faculty. This work is at the very heart of Academic Affairs and shared governance at Indiana
University Northwest. In many ways, there is no more important task. In the course of identifying and attracting outstanding faculty, those
involved in the hiring process are in the unique position of not only enhancing the reputation of IU Northwest, but also enhancing the
diversity and strength of the community. Indiana University Northwest’s commitment to excellence and diversity in all fields and at all
employment levels adds quality and cultural richness to the institution and enhances its vitality and reputation.
This manual provides procedural information to ensure that Indiana University Northwest conducts careful and thorough searches and
provides equal employment opportunity through non-discriminatory hiring practices. Indiana University Northwest is committed to the principles of
equal employment opportunity and affirmative action in all areas of its
employment process. In compliance with federal and state employment laws, as well as institutional policies, IU Northwest will not discriminate
against any applicant for employment on the basis of age, color, disability, ethnicity, sex, gender identity, gender expression, genetic
information, marital status, national origin, race, religion, sexual orientation, or veteran status, and will comply with all federal and state
nondiscrimination, equal opportunity and affirmative action laws, orders and regulations.
The University is committed to the principle of shared governance in
hiring; this means that faculty committees should be involved in virtually
all hiring decisions for faculty. All participants in recruiting and hiring efforts share a common purpose: to proceed both effectively and
affirmatively to identify the candidates most appropriate for the position. Proceeding effectively and affirmatively requires regular communication
among the participants throughout the search. More importantly, these processes require active collaboration and strict confidentiality among all
participants.
With diligence and hard work, we will continue to build the strength of
Indiana University Northwest, preparing our graduates to function ever more effectively in a global society.
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KEY ROLES DEFINED
Hiring Agent:
The Hiring Agent for academic appointments is the Executive Vice
Chancellor for Academic Affairs. In specific instances, the Hiring Agent may choose to delegate/assign some of the following responsibilities, for
example, to a Dean, Chair or Director. In general, the Hiring Agent’s (or designee’s) duties and responsibilities include but are not limited to the
following:
Obtain authorization to initiate the hiring process;
Prepare the job description to review with the Executive Vice Chancellor for Academic Affairs for approval;
Draft the recruitment plan to review with the Director of Equal
Opportunity and Affirmative Action Programs;
Draft the job announcement to review with the Executive Vice Chancellor for Academic Affairs and the Director of Equal
Opportunity and Affirmative Action Programs for approval;
Establish the Search and Screen Committee;
Collaborate and consult with members of the Search and Screen Committee;
Receive the strengths and challenges of the finalists from the
Search and Screen Committee; and
Submit the list of strengths and challenges to the Executive Vice Chancellor for Academic Affairs, whereupon he or she will initiate
the offer of the position.
Search and Screen Committee:
One of the Hiring Agent’s most important responsibilities is to establish
the Search and Screen Committee. The Committee should consist of a minimum of three (3) members. The Chancellor or the Executive Vice
Chancellor for Academic Affairs gives the final approval for the composition of the Search and Screen Committee in collaboration with the
Director of Equal Opportunity and Affirmative Action Programs.
The Hiring Agent makes the appropriate Search and Screen Committee appointments. The goal is to have members with a broad awareness of IU
Northwest as well as a commitment to equity and diversity. In the creation of the Search and Screen Committee, the Hiring Agent consults
with the appropriate department.
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The Director of Equal Opportunity and Affirmative Action Programs
assigns an Equity Advisor with faculty rank to serve as a resource for the
Search and Screen Committee with regard to equity and diversity
matters. The Equity Advisor is a non-voting member of the committee
unless the Director of Equal Opportunity and Affirmative Action Programs
and Executive Vice Chancellor for Academic Affairs assign the advisor with
dual-role responsibilities.
In the case that the department chair is not a member of the search and screen committee, the Search and Screen Committee may consult the
department chair/director at each stage of the process. If the chair is not a member of the committee, the expectations of the department
chair/director include:
Assisting to establish the job description
Interviewing the finalists Receiving from the committee a copy of the finalists’ strengths and
challenges to convey to the dean Providing his or her own feedback on the finalists.
Search and Screen Committee Chair and Secretary The Hiring Agent (or designee) determines the process for selecting the
Chair of the Search and Screen Committee.
All communications to the candidates from the Search and Screen
Committee should come from the Committee Chair. The Committee Chair prepares the letters sent from the Search and Screen Committee (e.g.,
letters acknowledging receipt of application, letters to unqualified applicants, and letters to applicants not selected accordingly through the
search process) and approved by the Executive Vice Chancellor for Academic Affairs or delegate.
The Chair may serve as the Secretary or the Search and Screen
Committee can appoint or nominate the Secretary. It is the Secretary’s responsibility to document the search and retain information on hired
individuals, all rejected individuals, and reasons for selection or non-selection. The Office of the Hiring Agent (Chancellor or the Executive Vice
Chancellor for Academic Affairs) keeps and maintains these records according to the Indiana University Retention Records Policy. The Chair or
Secretary transfers all information relating to a hired applicant to the
individual’s personnel file in the Office of Academic Affairs.
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Indiana University Northwest uses paper documents and online electronic systems (Academic Position Search, PeopleAdmin and Box@IU [refer to
page 23]) to record the search and screen process. Paper Documentation includes:
Copies of correspondence with individual applicants and
nominees; Sample letters sent to applicants such as letter of invitation to
campus interview or letter of regret sent at conclusion of search; Examples of questions posed in the interview and reference-
checking processes; Any personal notes related to the search process such as
interviews of references; Minutes for all meetings.
The Secretary records minutes for all meetings and sends copies to the
Office of Equal Opportunity and Affirmative Action Programs. Minutes of the meetings, which may prove valuable in reconstructing the search
process in case a problem arises, should include:
The dates the committee met
The committee members who were present and absent
Topics discussed without naming candidates
The dates when contacts were made with applicants/nominees
The Director of Faculty Appointments and Advancement uses the
Faculty Search Information (see Appendix A) to initiate the online electronic documents in the Academic Position Search (Vacancy
Notice, Interview Request, and Offer Request) and PeopleAdmin systems. The documents include:
The names of all members of the Search and Screen Committee,
Chair and Secretary; A copy of the job description and any other forms related to
authorization to recruit;
A copy of the recruitment plan which includes publicity information, specifically, the forms and publications where the
job announcement/ad should be published; List of applicants and nominees;
Candidate files (letters of application, resumes, letters of recommendation);
List of interviewees.
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The Director of Equal Opportunity and Affirmative Action Programs, Deputy Title IX Coordinator
The Equal Opportunity and Affirmative Action Programs Director ensures
that hiring practices are in line with the University’s commitment to affirmative action and equal employment opportunity and comply with
federal and state equal employment opportunity laws and regulations. Appendix B provides a summary of applicable laws and executive orders.
The Director of Equal Opportunity and Affirmative Action Programs
accesses data self-identified by applicants in the Online Recruitment System (PeopleAdmin) for all persons interviewed.
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THE HIRING PROCESS
The Hiring Process begins when the individual responsible for the
administration of a University department or unit requests, with rationale, a new employee to accomplish a University goal or activity. The following
sections describe the processes to accomplish the hiring.
The Office of Academic Affairs developed a hiring procedures outline (checklist) to aid in the management of the many details required to
execute a successful hiring process (see Appendix C).
Step 1: Initiate the Hiring Process and Obtain Approval to Hire
Once a unit head determines to seek a replacement for a current vacancy
or seek approval for a new position, the unit head should initiate an informal discussion with his or her supervisor to determine if the Dean
might support the position. The Dean will consult with the Executive Vice Chancellor for Academic Affairs to request the position. The unit head
develops a preliminary job description that accompanies a completed Faculty Search Information form (Appendix A). The preliminary job
description should include academic discipline, commitment to teaching, required and preferred qualifications. The Dean forwards the Faculty
Search Information form and the preliminary job description to the Office
of Academic Affairs with the identifying justification requirements:
AM360 Analysis o Major vs. non-major credit hours (CH)
o Student majors by RC o Faculty FTE trends and comparisons
o Sections taught trends
Credit hours taught for other IU students (IUOCC)
Other o Accreditation information
o Special concerns
Step 2: Develop the Job Description
Once the Executive Vice Chancellor for Academic Affairs has approved to
proceed with the hiring process, the Hiring Agent (or designee) must write a detailed job description.
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A well-written job description should attract a well-qualified and diverse applicant pool from which the Search and Screen Committee can select
candidates (see Appendix D for a sample job description). A job description that clearly specifies responsibilities and expectations will
have many beneficial effects:
It will assist the Search and Screen Committee in focusing on candidate qualifications and in articulating position expectations;
It will provide a framework to discuss and evaluate all candidates; It will allow potential candidates to determine whether they want to
apply for the position.
In developing a job description, it is very important to examine the specific requirements of the position to be certain that they are not
simply the result of traditional practices. Rather, the description must
genuinely relate to the proposed job, and specify the required duties. Nothing in the job description can be discriminatory (e.g., “applicants
under 30 preferred” or “recent graduates preferred” or “junior faculty preferred”). For samples of required and preferred qualifications, refer to
Appendix E.
While published job descriptions may vary widely, they usually include
the following elements:
A description of the University (see Appendix F for Leadership- approved template and Appendix G for sample of department
descriptions); Title of the position;
Reporting line; Specific duties for which an individual will be responsible;
Education and experiences, separately identifying required and preferred;
Credentials, separately identifying required and preferred; Areas of specialization;
Duration of position (for example, when position begins, whether tenure or non-tenure track, academic year or annual appointment);
The date when the review of applications will begin. The Hiring
Agent has the discretion to include other relevant dates although no closing date should be given;
Name, address, telephone number, and e-mail address of person designated by the Hiring Agent to address questions relating to the
application process.
In circumstances determined by the Hiring Agent, the job description can
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provide flexibility with respect to disciplinary specialties or more than one rank.
The Office of Academic Affairs submits all job descriptions to the Office of
Equal Opportunity and Affirmative Action Programs with the recruitment plan for review with regard to equity and diversity matters.
Step 3: Write the Job Announcement/Advertisement After approval to hire and job description approval, but before the
recruiting process begins, the Hiring Agent (or designee) develops a job
announcement/advertisement (see Appendix H). This announcement summarizes the most important aspects of the position based on the job
description and directs potential candidates to the job description on the University website. The Hiring Agent (or designee) takes care to ensure
that the job announcement is entirely consistent with the job description and that there is no information included in the job announcement that is
not included in the job description, other than directing potential candidates to the job description for further information.
All job announcements will state that Indiana University Northwest is an
Equal Opportunity/Affirmative Action Employer. If space permits, the job announcement should state that Indiana University Northwest is an Equal
Opportunity/Affirmative Action Employer and invites applications from women and minorities as well as other qualified individuals (see Appendix
I for full Equal Opportunity/Affirmative Action statement).
Step 4: Recruit Candidates
Indiana University Northwest has a strong commitment to the principle of equal opportunity and to building a diverse educational environment by
increasing the representation of minorities, women, the disabled, and other underrepresented groups in its workforce. In order to further its
Mission, the University strongly encourages the applications of individuals from underrepresented groups. To accomplish this, the University will
recruit widely and use a variety of methods to identify applicants of
diverse groups.
Since each academic disciplinary area may have specific practices in which that discipline developed, the department should first develop a
recruitment plan (Appendix J) that sets out those practices as the steps
toward narrowing its applicant pool in order to eventually obtain the best, most qualified candidate as the product of an affirmative search process.
The plan should be clear about how disciplinary practice enables an
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organized, affirmative search process (such as advertising to a large and diverse pool of applicants). Those departments or areas that have specific
methods of interviewing candidates (at a national conference, for example), due to their professional practices, should make it clear why
this is an important part of the hiring process in their discipline. While certain fields may not have large numbers of women and minorities,
there is no field in which these groups are completely unrepresented. The Department Chair, Committee Chair or Dean should assure and invite
relevant professional and academic associates to suggest names of potential candidates. The Department Chair, Committee Chair or Dean
should also look for ways to publicize the position in a manner that will bring it to the attention of women, minority and other underrepresented
candidates.
Direct contact with academic departments, professional organizations,
and colleagues is an effective method of expanding the recruiting process. The direct and personal approach to recruitment is one of the
most successful practices for identifying candidates. Departments and Search Committees are urged to:
Encourage faculty and staff who will be attending professional conferences or who will be delivering papers at other universities to
combine their visits with recruitment efforts for current and future positions. They can provide institutions and potential candidates
with general information about Indiana University Northwest’s
departments, programs and other initiatives. They should also be encouraged to solicit resumes from promising candidates and use
networking strategies to promote nominations. Establish a working relationship with departments and units and institutions, including
those with substantial numbers of women and minorities. This will allow a host of mutually beneficial activities undertaken, especially
in fields where members of underrepresented groups are few in number.
Promote collaborative activities such as sharing facilities, faculty
exchanges or scholars in residence.
Request names of potential candidates from colleagues at Indiana
University Northwest, from institutions with strong graduate programs in the discipline and from universities that have diverse
populations.
Keep national higher education associations informed of current and
possible future positions.
Maintain ongoing contact with professional organizations, associates, and agencies that have a job referral service.
Use a personal approach in recruiting candidates. Often,
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outstanding potential candidates do not apply for advertised positions, but might be responsive to individual recruitment efforts.
Through the Office of Academic Affairs, include position
announcement on the IUN website and portal.
Step 5: Establish the Search and Screen Committee
One of the Hiring Agent’s most important responsibilities is to establish the Search and Screen Committee.
The Search and Screen Committee will typically be comprised primarily of
faculty within the department or unit but faculty from related disciplines
may also be appointed. Should the discipline lack breadth of background, gender or ethnicity, additional members should reflect the diversity of the
University and portray to potential hires the importance the University places on a qualified and diverse workforce.
The Director of Equal Opportunity and Affirmative Action Programs
reviews the membership of the Search and Screen Committee and assigns an Equity Advisor to serve as a resource for the committee. The
Equity Advisor assigned to the faculty Search and Screen Committee will hold faculty rank. The Hiring Agent approves the Committee’s
membership.
The Director of Faculty Appointments and Advancement uses the Faculty Search Information form to initiate the Academic Position Search Vacancy
Notice (Appendix K), attaching the approved job description, job
announcement/advertisement, and recruitment plan documents, and creates the Online Faculty Recruitment System (PeopleAdmin) posting.
Step 6: Set the Agenda for the First Meeting of the Search and
Screen Committee:
The Hiring Agent (or designee) convenes the first meeting of the Search
and Screen Committee ideally within two weeks of approval to begin the hiring process. At this meeting, the Hiring Agent discusses the needs
facing the University and the department.
The Hiring Agent gives the charge to the Search and Screen Committee. The committee should understand exactly how many finalists to
recommended and explore the position qualifications as they relate to the stated criteria. At this initial meeting, the Hiring Agent (or designee) and
the committee should review and discuss the recruitment plan (see Step
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4 above) so that the steps in the screening process are clear and of which are agreed.
The presence of the Director of Equal Opportunity and Affirmative Action Programs (or designee) is required at the first meeting of the Search and
Screen Committee to provide advice and counsel.
The Hiring Agent (or designee) establishes and communicates the
timelines. Activities, which need deadline dates, are:
When the committee will begin reading dossiers;
When the first screening will be made;
When interviews will take place, including visits to the campus;
When the schedule of activity for campus visits will be complete;
When the discussion of the candidates’ strengths and challenges
will take place and when the committee forwards the strengths and challenges of each candidate to the Hiring Agent.
The committee should discuss:
How records will be kept and submitted to the Director of Equal Opportunity and Affirmative Action Programs and to the Hiring
Agent (or designee);
How candidate dossiers are available for review [Online Faculty
Recruitment System (PeopleAdmin)];
Application materials required by the Hiring Agent for the on-campus interview includes three (3) letter of references. The
committee may want to verify so the individual may be contacted if the application is not complete.
The role of the Search and Screen Committee is critical. While the
committee is evaluating a candidate, the candidate is also evaluating
the committee, the department and the institution. The impression that a candidate receives of the University reaches many individuals
beyond the candidate and influences our reputation and the success of future Search and Screen Committees.
In order to ensure that the impression the candidate receives is a
positive one, the Search and Screen Committee needs to pay particular attention to details of the process. Specific aspects that may
influence a candidate’s perception: committee members’ candor with candidates, meeting timelines, keeping commitments, maintaining a
professional tone in correspondence and telephone communication,
conducting interviews that are probing, yet cordial, and having
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campus visits that are well planned and executed. Because of these efforts, the Search and Screen Committee demonstrates
professionalism, presenting the University as a healthy, pleasant and supportive place to work.
Step 7: Develop the Evaluation Criteria and Screening Form:
The Search and Screen Committee develops a screening form “rubric” based on the job description qualifications (see Appendix L: Sample
Rubric). The Hiring Agent (or designee) will review the rubric, including any weights assigned to the various hiring criteria, and the
Director of Equal Opportunity and Affirmative Action Programs will review for adherence to equal opportunity and affirmative action laws.
The committee also develops questions to use in telecommunication
and on-campus interviews. To assist with the development of these questions, refer to Appendix M for criteria and samples of interview
questions and Appendix N for examples of acceptable/unacceptable
inquiries, or confer with the Equity Advisor assigned to serve as a resource for the committee. These questions must receive approval by
the Hiring Agent.
Selection criteria and screening procedures must be established and agreed upon before reviewing materials from the candidates. The
committee members should clearly understand the qualifications for the position as reflected in the job description. The relative weight, for
instance, given to experience, publications, teaching, service, technical expertise, community activities, letters of recommendation,
adoption of criteria, areas of exceptionality, and the ability to enhance cultural diversity should be thoroughly discussed.
Through the PeopleAdmin Online Faculty system, the Director of
Faculty Appointments and Advancement posts the job. The applicant
uploads required job application materials, which the Executive Vice Chancellor for Academic Affairs, the Director of Faculty Appointments
and Advancement and the Director of Equal Opportunity and Affirmative Action Programs have access. After the Search and Screen
Committee completes the development of the rubric and the Executive Vice Chancellor for Academic Affairs and the Director of Equal
Opportunity and Affirmative Action Programs review, the Office of Academic Affairs gives access to the Search and Screen Committee
members to view the candidates’ files.
The Committee Chair submits the “Recruitment Plan Outreach (RPO)
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Actions – Verification” (see Appendix O) to the Director of Equal Opportunity and Affirmative Action programs for verification of the
recruitment plan.
The committee should examine a candidate’s entire academic career when applying its criteria. A Search and Screen Committee should
carefully review all of an individual’s accomplishments, his or her potential for growth, the diversity of perspective that he or she will
bring to the department/university, and any unique contribution the candidate will make. Non-traditional career patterns should not
exclude nor otherwise inhibit qualified candidates from consideration.
It is likewise obligatory to eliminate from the evaluation process any stereotyped ideas based on the candidate’s race, gender, color,
religion, national origin, ancestry, age, marital status, sexual
orientation, disability, or veteran’s status.
Step 8: Receive and Acknowledge Applications
Candidates apply through the Online Faculty Recruitment System
(PeopleAdmin). The PeopleAdmin system acknowledges receipt of
application submission through an e-mail to the candidate; however, the Chair of the Search and Screen Committee sends a more personal
acknowledgement of receipt (see Appendix P).
The applicant voluntarily self identifies Affirmative Action information
in the last “application screens” before application submission.
Step 9: Narrow the Pool
Based on instructions from the Hiring Agent (or designee), the Search and Screen Committee identifies a smaller pool (e.g. 6-10) of
candidates that will be reviewed by the Hiring Agent (or designee) before preliminary telecommunication candidate interviews are
conducted. Using the rubric, each committee member evaluates application materials for each candidate to separate job applicants
(meet minimal requirements) from job seekers (do not meet minimal requirements). The Search and Screen Committee provides the Hiring
Agent a summary of the applicant pool (the rubric) consisting of (a) the total number of candidates; (b) the number of men, women, and
minority candidates to the extent that can be determined by the
applicant files; and (c) the list of candidates the committee wishes to consider further. The Hiring Agent and the Director of Equal
Opportunity and Affirmative Action Programs will review the
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candidates and may make recommendations to increase the pool, when appropriate, so long as the candidates are qualified for the
position.
Step 10: Conduct Preliminary Interviews
The job description will assist the Search and Screen Committee at the
telecommunication interview stage. This stage must be followed in the case that there are more than three job applicants. Interview questions
should assess an applicant’s ability to perform the responsibilities assigned to the position.
The Search and Screen Committee should devise a group of core
questions based on the job-related criteria by which the committee evaluates and reviews candidates’ responses to interviews. Follow-up
questions based on the responses to predetermined questions will most likely vary with each candidate. The committee allots time for the
candidate to ask questions of the committee. Beginning with open-ended questions frequently relaxes the candidate and encourages him or her to
speak freely.
Make sure that no questions have been overlooked. Encourage the candidate to suggest anything that might expand on or clarify his or her
training or experience. Tell applicants your schedule for completing the search.
Step 11: Conduct reference checks
The committee checks references at an appropriate point according to the
recruitment plan before providing a list of candidates for on-campus interviews. The candidate provides names/contacts of references as
specified in the job announcement/advertisement. The committee is not
obligated to contact all of the references submitted by a candidate. It may choose to contact only those whom it believes have the most
pertinent information.
When communicating with a reference, it is advisable to have a copy of
the job description at hand, along with the questions the committee wished the individual to address (see Appendix Q for criteria and sample
reference check questions).
The interviewer should take notes during the conversation with references
to place a written record of the conversation in the candidate’s screening
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file. If a Search and Screen Committee member receives an unsolicited call about a candidate, the member should refer the matter to the Chair
of the Search and Screen Committee. The chair/member retains the name of the individual who provided the information for the record.
Step 12: Invite finalists for campus interviews
The Hiring Agent reviews and approves the questions used for the Committee’s on-campus interview. When the pool of candidates has been
narrowed to a small group of individuals in whom the Search and Screen Committee is seriously interested, the Chair should review the list with
the Dean who will review the list with the Executive Vice Chancellor for Academic Affairs, who has final approval of candidates to be interviewed
on campus. The Director of Faculty Appointments and Advancement processes the Interview Request (see Appendix R).
The affirmative action protocol requires that all candidates be treated equally during their interview and campus visit. When feasible, similar
events should be scheduled, the same groups should be assembled, and
an equal amount of time should be allotted to each interview.
The Search and Screen Committee develops the plans for the campus
visit and interview and reviews them with the Hiring Agent and/or designee. The Committee establishes a detailed and thorough agenda
including proposed activities. This will include the individuals and groups the candidate will meet, and identify the faculty or staff who will escort
the candidate from place to place. One person should be designated as the primary host for the visit. The schedule should be sent to the
candidate. The schedule will be available to all unit members and others
in the University by campus mail and/or the University website.
The Search and Screen Committee develops a form (see Appendix S)
used to gather feedback from attendees at meetings with the candidates.
The form should ask attendees to rate the candidates on key elements of the job description. Attendees return the forms to the Chair of the Search
and Screen Committee.
Names of finalists are not confidential since campus interviews are public.
Copies of the finalists’ resumes should be made available to all University
employees in electronic form (redacting personal information such as home address, telephone number, etc.). All members of the committee
should review the candidate’s dossier and the job description before the interview.
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If a formal presentation is required with a specific focus, explicit information should be given to the candidate. The committee should also
send the candidate appropriate information about the department and the University. This will help acquaint the candidate with the institution and
provide background. It is advisable to ask the candidate if there are any special circumstances about which the committee should be apprised.
The Search and Screen Committee may wish to set aside a block of time
for the candidate to meet informally in an open meeting with faculty, staff and students. Such occasions are intentionally unstructured so that
candidate and constituents can become better acquainted. It is in precisely these situations that care must be taken to avoid asking
questions or making comments that relate to race, the derivation of one’s name, ethnic origin, religion, marital status, sexual orientation, age,
political affiliations, or other personal matters. Such questions are in violation of law (refer to Appendix N).
All questions pertaining to salary should be referred to the Hiring Agent
(or designee).
While the interview allows the Search and Screen Committee to evaluate the candidate, it also permits the candidate to judge the committee,
department and institution. An interview that is carefully planned, that begins on time, that allows the candidate to present himself or herself in
the best possible light, and that elicits the necessary job-related information, is a major element in mutual success.
Step 13: Report candidate’s strengths and challenges The Search and Screen Committee forwards the strengths and challenges
of each candidate interviewed on campus to the Hiring Agent and the Director of Equal Opportunity and Affirmative Action Programs. To ensure
confidentiality, e-mail should not be used to discuss strengths and challenges of any candidate. The Executive Vice Chancellor for Academic
Affairs discusses these recommendations with the Dean.
Any member of the Search and Screen Committee may present a minority opinion to the Director of Equal Opportunity and Affirmative
Action Programs, Chair of the Search and Screen Committee, and Hiring Agent.
Step 14: Offer employment
Based on the information gathered during the search process, the Hiring
Agent makes a determination of which, if any, of the candidates best
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meets the requirements of the job description. Should the search process result in a successful candidate, the Hiring Agent or designee makes an
employment offer to the successful candidate based on the parameters in the approved Vacancy Notice, including salary, title and length of
employment.
The Director of Faculty Appointments and Advancement initiates the Academic Position Search Offer Request and routes for final approval. The
Office of Academic Affairs e-mails official written offer letter and “Offer to Recommend Appointment” to the candidate.
In the case of a tenure-track faculty position, the offer is contingent upon receipt of the terminal degree listed in the job announcement. If the
candidate fails to obtain the terminal degree before the starting date of employment, the position will be converted into a non-tenure-track
position of lecturer. If the candidate completes the terminal degree during the first academic year of employment, the position will be converted to
the tenure-track position at the level advertised in the job announcement in the following fall semester.
If applicable, the offer of employment will include information about
moving expense reimbursement (provided by the Dean).
Step 15: Notify unsuccessful candidates
Each candidate, especially those interviewed, has made an investment of
time and other resources in the search process. It is important that the
Search and Screen Committee treat each of them with courtesy
throughout the process.
Candidates who were not interviewed should be notified by the
Committee Chair of their status as soon as an offer has been accepted (see sample letter in Appendix P).
All unsuccessful finalists for positions should be notified prior to
public announcements of the appointment.
21
ALTERNATIVE SEARCH PROCESS
Open searches, employing job announcements in national
or regional newspapers and journals, are required for most
positions. Limited searches for faculty and academic
administrative positions may be restricted to University
campus or even to the unit in which the position resides.
These exceptional searches might be justified by the
qualifications sought and must be approved by the Equal
Opportunity and Affirmative Action Programs Director.
The following positions do not require an open search:
• Temporary (visiting) appointments limited to a specific time.
• Adjunct appointments for less than 27.2 standard
hours per week.
• Contingent faculty appointments for a maximum of
one year (or longer if funded by a grant), made with
the understanding that positions so filled will be
subject to open searches should the contingent
position be changed to tenure track.
Individuals appointed to positions without a search being
conducted (using the Waiver Request—see Appendix U)
must be informed that subsequent offers will not be made
to them without the consent of the Executive Vice
Chancellor for Academic Affairs, or if they are selected as
the result of an open search.
22
INTERNATIONAL CANDIDATES
Policy ACA-77 “Advertising Policy for Academic Instructional Positions” relates to the requisite print, electronic, web-based advertisement for
international hires. The policy also provides additional information relating to an international hire. The following excerpt indicates that:
“An appointment for a conversation or meeting with a visa
specialist in the Office of International Services (OIS) should be
arranged for all non U.S. Citizens or permanent residents who are being considered for an academic appointment. The meeting not
only provides the candidate an opportunity to ask individually specific questions about the visa services provided by the
University, but also alerts OIS and the hiring unit at an early stage to any potential visa problems, including possible late starting dates
on appointments. If you have candidates who may need immigration sponsorship or have related questions, consider
arranging an appointment with the Office of International Services, [email protected]. Indiana University provides extensive
immigration services and support for its employees, which can be an incentive for recruiting highly qualified international faculty.”
The policy also states that,
… “only individuals who are U.S. citizens or permanent residents
may be granted tenure. Non-U.S. citizens who are not permanent residents, in tenure-track positions, may continue to progress in
tenure probationary status, but may not be granted tenure until permanent residence in the U.S. has been obtained. When
appointments to positions with tenure are offered to non-U.S. citizens who are not permanent residents, they will be temporarily
appointed to tenure-probationary positions until permanent residence in the U.S. has been obtained at which time the
appointment will be converted to a tenured position as originally offered.”
23
ELECTRONIC SYSTEMS USED IN THE SEARCH PROCESS
Academic Position Search is the University’s online portal system used to create an electronic document (eDoc) for faculty position
searches. The Director of Faculty Appointments and Faculty Advancement completes the Vacancy Notice and the Waiver Request
(if applicable) using the information provided on the Faculty Search Information document and approved job description, job
advertisement and recruitment plan.
PeopleAdmin Faculty Applicant Tracking System is the University’s
online application system. It is where the Office of Academic Affairs posts faculty positions and where applicants apply and submit job application
materials. The Search and Screen Committee accesses submitted application materials via One.IU.edu. The Office of Academic Affairs
administers the PeopleAdmin Faculty job postings. The Director of Faculty
Appointments and Faculty Advancement posts the position at which time a unique web link is assigned to enable the applicant to access and
submit application materials. For further information regarding PeopleAdmin, please contact the Office of Academic Affairs.
Box @ IU is a no-cost cloud storage designed to provide better, more secure methods of fostering collaboration. Users must accept
responsibility to preserve the security and confidentiality of information stored, posted, and shared. Box is not acceptable for any institutional
data classified as “critical.”
24
Appendix A
Faculty Search Information
25
Appendix B
Summary of Applicable Laws and Executive Orders
Indiana University is an equal employment and affirmative action
employer and a provider of ADA services. All qualified applicants will receive consideration for employment without regard to age, color,
disability, ethnicity, sex, gender identity, gender expression, genetic information, marital status, national origin, race, religion, sexual
orientation, or veteran status. Indiana University does not discriminate on the basis of sex in its educational programs and activities, including
employment and admission, as required by Title IX. Questions or complaints regarding Title IX may be referred to the U.S. Department of
Education Office for Civil Rights or the university Title IX Coordinator. See Indiana University’s Notice of Non-Discrimination here which includes
contact information.
Statutes, executive orders, and regulations do not, however,
automatically ensure equity and equality in employment. That can only be achieved by the full and enthusiastic support of the ideals and goals of
affirmative action by all members of the University community. Ultimately, the entire University community has ownership of affirmative
action.
Numerous federal and state laws and executive orders prohibit discrimination of various types in the workplace and provide a legal basis
for the goals of both equal employment opportunity and affirmative action. Below is a summary of some of the more relevant laws and
executive orders.
(Please note that the following is a summary of equal opportunity laws and executive orders currently in force. As such, it is not
meant to be definitive or comprehensive, and persons seeking
complete information in any of the areas discussed should consult the Director of Equal Opportunity and Affirmative Action Programs
at Indiana University Northwest.)
1. Title VI of the Civil Rights Act: As amended, Title VI, 42 U.S.C. § 2000d et seq., was enacted as part of the landmark Civil
Rights Act of 1964. It prohibits discrimination on the basis of race, color, and national origin in programs and activities
receiving federal financial assistance.
2. Title VII of the Civil Rights Act of 1964: Title VII of the 1964
26
Civil Rights Act, as amended, and Executive Order 11246, as
amended, prohibit discrimination in employment on the basis
of race, color, religion, sex, or national origin. In addition,
Executive Order 11246 requires certain federal contractors to
take affirmative steps to ensure equality of opportunity in all
aspects of employment. The Civil Rights Act of 1991 expanded
the relief available to employees found to be victims of
intentional discrimination based on religion, sex, national
origin, or physical or mental disability. The 1991 Act gives
plaintiffs seeking redress for intentional discrimination under
Title VII of the Civil Rights Act of 1964 and the Americans with
Disabilities Act, the right to demand a trial by jury and to
recover compensatory and punitive damages.
3. Title IX of the Education Amendments of 1972: Title IX of the
Educational Amendments of 1972 is the landmark legislation
that bans sex discrimination in schools, whether it is in
academics or athletics. Title IX states: "No person in the U.S.
shall, on the basis of sex be excluded from participation in, or
denied the benefits of, or be subjected to discrimination under
any educational program or activity receiving federal aid."
4. Executive Order 11246: This Order prohibits certain federal
contractors and subcontractors from employment
discrimination based on race, color, sex, religion, or national
origin. No person may be denied employment or related
benefits on grounds of his or her race, color, religion, sex, or
national origin. The order also requires that employers take
affirmative action to hire and promote underrepresented
groups. Among those covered by the Executive Order are
contractors and subcontractors who conduct over $10,000 in
government business, have government bills of lading in any
amounts, serve as federal depositories, or act as issuing and
paying agents for U.S. Savings Bonds and Notes. The equal
employment obligations of federal contractors apply to all
employment by a contractor and are not limited to
employment associated with the receipt or use of federal
funds.
5. Equal Pay Act of 1963: As amended, this act prohibits
discrimination in salaries (including almost all fringe benefits)
on the basis of gender. More specifically, the act prohibits
27
employers with four or more employees from paying unequal
wages to men and women for doing the same or substantially
similar work, requiring equal skill, effort, and responsibility,
under similar working conditions for the same employer in the
same county, except if the wage difference is based upon a
seniority system, a merit system, a system measuring
earnings by quantity or quality of production, or factors other
than gender.
6. Age Discrimination in Employment Act of 1967: This act
prohibits discrimination against applicants and employees who
are 40 or more years of age. It is an unlawful employment
practice for a covered employer "to fail or refuse to hire or to
discharge any individual or otherwise to discriminate against
any individual with respect to his compensation, terms,
conditions or privileges of employment, because of such
individual's age." 29 U.S.C. §623(a). Additionally, employers
are not permitted to limit, segregate or classify employees in
ways which would negatively affect their employment status
because of age. Employers may not reduce the wage rate of
any employee because of age.
7. Age Discrimination Act of 1975: This act prohibits age
discrimination in the delivery of federal or federally-assisted
services and benefits. Such programs may include health
services, educational programs, housing, welfare, food stamps,
and rehabilitation programs.
8. Vietnam-Era Veterans Readjustment Assistance Act of 1974:
This act prohibits discrimination in employment practices
(including hiring, upgrading, demotion or transfer, recruitment,
layoff or termination, rate of pay, or other forms of
compensation and selection for training) on the basis of being
either a disabled veteran or a veteran of the Vietnam era.
9. Section 503 of the Rehabilitation Act of 1973: As amended,
this act sets affirmative action obligations of federal
contractors and subcontractors with respect to employees and
for the advancement in employment of persons with
disabilities.
28
10. Section 504 of the Rehabilitation Act of 1973: This Act
prohibits discrimination against an otherwise qualified
individual with a disability by any program or activity that
receives federal financial assistance. Section 503 of that Act
further requires certain federal contractors to provide for the
employment and advancement of qualified workers with
disabilities. In 1990, Congress enacted the Americans with
Disabilities Act ("ADA"), a bill that prohibits private
employers with 15 or more employees from discrimination
against disabled individuals. The ADA expands the
protections available to persons with disabilities, and
prohibits discrimination against the disabled in employment
(Title I) and public accommodations and services (Title III).
11. The Retirement Equity Act of 1984: This act is designed to
provide greater pension equity for women and for all workers
their spouses, and dependents by taking into account
changes in work patterns and in the status of marriage (child
care leave) as an economic partnership.
12. Americans with Disabilities Act of 1990: This act defines the
civil rights of individuals who have disabilities; and prohibits
discriminatory practices, policies, and customs in the exercise
of those rights.
13. The Immigration Reform and Control Act of 1986 ("IRCA"):
This Act makes it unlawful for an employer in hiring,
discharging or recruiting to discriminate against any
individual who is authorized to work in the United States
because of that individual's national origin or, if the individual
is a "protected individual" as defined by the Act, because of
that individual's citizenship status. Under antidiscrimination
provisions enacted as part of the Immigration Act of 1990,
additional unfair immigration-related employment practices
are prohibited.
29
Appendix C
Outline/Checklist of Search Process for Faculty
30
31
32
33
Appendix D:
Sample: Job Description
34
Appendix E:
Examples: Required and Preferred for Dean Search
Qualifications
Required:
An earned doctorate from an accredited institution in a discipline
represented in the Department (School/College).
A record of successful and increasingly responsible administrative
leadership as a dean, assistant/associate dean, department chair or
director.
A minimum of three (3) years of Clinical or Practice experience in
the field of one of the disciplines represented in the Department
(School/College).
Demonstrated record of distinguished teaching, research/creative
activities and service with the rank of Assistant Professor in a
discipline represented in the Department (School/College).
Demonstrated ability and experience teaching diverse student
populations.
Preferred:
Demonstrated record of excellent teaching, research/creative
activities and service in a regionally accredited institution of Higher
Education.
Demonstrated experience of collaborative work with faculty,
students, administrators, staff and external constituencies.
Demonstrated ability to work collaboratively to support academic
initiatives that are congruent with the School/College mission.
Demonstrated ability to communicate orally and in writing with
diverse constituencies.
Demonstration of and commitment to facilitating student learning
by using multiple pedagogical techniques in face-to-face and online
interactions.
35
Appendix F
Leadership-approved IU Northwest Description
The Hiring Agent should work with the Office of University
Advancement and External Affairs to obtain the latest information
included in the Description of Indiana University Northwest.
The description used for the 2019-20 search processes is as follows:
One of eight regional campuses of Indiana University, IU Northwest is located in metropolitan Northwest Indiana, approximately 30 miles
southeast of Chicago and 10 miles from the Indiana Dunes National Park. The campus has a diverse population of approximately 4,000 students
and offers associate, bachelor’s and master’s degrees, as well as postgraduate certificate programs, in a variety of disciplines in arts and
sciences, business and economics, education, nursing and health professions, public and environmental health, and social work. It is home
to the region’s only medical school and local and nationally top-ranked programs in actuarial science, business, and health information
management, among others. IU Northwest emphasizes high-quality
teaching, faculty and student research, and community engagement. As a student-centered campus, IU Northwest is committed to academic
excellence characterized by a love of ideas and achievement in learning, discovery, creativity, and engagement.
Indiana University is an equal employment and affirmative action
employer and a provider of Americans with Disabilities Act (ADA) services. All qualified applicants will receive consideration for employment
without regard to age, color, disability, ethnicity, sex, gender identity, gender expression, genetic information, marital status, national origin,
race, religion, sexual orientation, or veteran status.
REVISED: July 15, 2019
36
Appendix G
Examples: Information for Departmental Description
It is usually helpful for the Hiring Agent or designee to summarize
information about the hiring department to better prepare the Search and
Screen Committee for questions that candidates may ask. In addition, the
sharing of this information among individuals that will be in contact with
candidates will help assure that consistent information is given to
candidates. The following is a sample departmental information provided
by an academic department.
College/Department Characteristics
Strengths
Teaching
Research
Service
General Summary Question about Indiana University Northwest
Is there anything else you want to know about us?
37
Appendix H:
Sample: Job Announcement/Advertisement
Assistant Professor/Program Coordinator, Department of Communication Arts
Indiana University Northwest
The Department of Communication Arts in the School of the Arts at Indiana University
Northwest welcomes applications for the position of Program Coordinator for the
Department of Communication Arts with an anticipated start date of Fall 2019. This is a
full-time, tenure-track, 10-month position with summer assignments and associated
stipend possible. The Program Coordinator will be an experienced teacher who is
committed to the success of a diverse body of students, and will have an active record of
scholarship. This position requires a participation in a wide range of departmental
service activities and a commitment to shared governance. Core responsibilities include
shared management of the activities in the Department of Communication Arts in
alignment with the vision of the Dean of the School of the Arts, teaching undergraduate
and graduate students in face-to-face and online modalities in the Department of
Communication Arts, and service activities.
The Program Coordinator will teach two courses each semester and be released from an
assignment of a third course each semester in order to provide: management of
program activities and curricular development, budget management, program
assessment and evaluation, scheduling, advising, mentoring students and
Communication-related student organizations, and other duties as assigned by the
Dean. The Program Coordinator will engage in active research and publication, and
provide service to the department, the campus, the discipline, and the community.
One of eight campuses of Indiana University, IU Northwest is located in metropolitan
Northwest Indiana, approximately 30 miles southeast of Chicago and 10 miles from the
Indiana Dunes National Lakeshore. The campus has a diverse student population of
approximately 4,000 degree-seeking students and 1,500 dual-credit students. The
campus offers Associate, Baccalaureate and Master’s degrees in a variety of
undergraduate, graduate and pre-professional degree options available from the College
of Arts and Sciences, the College of Health and Human Services, the School of Business
and Economics, the School of the Arts and the School of Education. The campus is also
host to IU School of Medicine-Northwest-Gary, which actively involves students in
research and local healthcare needs through its four-year medical doctorate program. IU
Northwest emphasizes high-quality teaching, faculty and student research and
engagement on campus and in the community. As a student-centered campus, IU
Northwest is committed to academic excellence characterized by a love of ideas and
achievement in learning, discovery, creativity and engagement. Indiana University
Northwest is an equal opportunity/affirmative action employer committed to achieving
excellence through diversity. The University actively encourages applications from
women, minorities, veterans, persons with disabilities, and members of other
underrepresented groups.
Minimum Qualifications
38
PhD, MFA, or equivalent terminal degree in related area: specialty within a
Communication sub-discipline is open
Demonstrated ability to conduct research and/or creative activity
Demonstrated history of community engagement
Teaching experience at the university level
Administrative experience
Commitment to diversity
Preferred Qualifications
Experience with online college level teaching
Membership and engagement in academic and professional associations related
to the discipline
Record of a wide range of service activities
Interested candidates should review the application requirements and submit their
application at http://indiana.peopleadmin.com/postings/Unique Posting #
Questions regarding the position or application process can be directed to (Chair
Name), Chair of the Search and Screen Committee, Indiana University Northwest, 3400
Broadway, Gary, IN 46408, (Chair’s e-mail).
Indiana University is an equal employment and Affirmative Action Employer and a
provider of ADA services. All qualified applicants will receive consideration for
employment without regard to age, color, disability, ethnicity, sex, gender identity,
gender expression, genetic information, marital status, national origin, race, religion,
sexual orientation, or veteran status. Indiana University does not discriminate on the
basis of sex in its educational programs and activities, including employment and
admission, as required by Title IX. Questions or complaints regarding Title IX may be
referred to the U.S. Department of Education Office for Civil Rights or the university Title
IX Coordinator. See Indiana University’s Notice of Non-Discrimination here, which
includes contact information.
39
Appendix I
Equal Opportunity/Affirmative Action Statement
Indiana University is an equal employment and affirmative action
employer and a provider of ADA services. All qualified applicants will receive consideration for employment without regard age, color,
disability, ethnicity, sex, gender identity, gender expression, genetic information, marital status, national origin, race, religion, sexual
orientation, or veteran status. Indiana University does not discriminate on the basis of sex in its educational programs and activities, including
employment and admission, as required by Title IX. Questions or complaints regarding Title IX may be referred to the U.S. Department of
Education Office for Civil Rights or the university Title IX Coordinator. See Indiana University’s Notice of Non-Discrimination here which includes
contact information.
40
Appendix J
Recruitment Plan
41
42
Appendix K:
Vacancy Notice
43
Appendix L:
Sample: Rubric Form
44
Appendix M
Criteria and Examples of Interview Questions
Care must be taken to avoid asking inappropriate questions in the course
of an interview. The federal Equal Employment Opportunities Commission
has made it clear that certain questions or phrases are unacceptable. The
test is whether these questions or phrases can be interpreted as (1)
soliciting information not pertinent to the person’s ability to perform the
job, and (2) seeking information that could be used to discriminate
against the applicant based on race, color, religion, age, sex, national
origin, sexual preference, or ability/disability.
The Search and Screen Committee may set aside a block of time for the
candidate to meet informally in an open meeting with faculty, staff, and
students. (Time should also be provided for the candidate to have time
alone during the scheduled visit.) Such occasions are intentionally
unstructured so that candidate and constituents can become better
acquainted. It is in precisely these situations that care must be taken to
avoid asking questions or making comments that relate to race, the
derivation of one’s name, ethnic origin, religion, marital status, sexual
orientation, age, political affiliations, or other person matters. Such
questions are in violation of law.
Criteria
Ask open-ended questions that generate responses that can be used to rate job-related skills. In particular, candidates are asked to
provide examples from their past, showing a specific time when the skill was used.
After asking a question, remain silent to give the candidate a
chance to think.
Questions should be selected and edited to maximize the chances of obtaining information about the selected skills.
Organize questions under the skills they are designed to assess.
Be sure all questions are job-related and legal.
45
Examples
Tell us about a time when . . . .
Describe a situation that helped you learn . . . .
Showcase your knowledge of . . . by telling us about a time
when . . .
What has been your experience with . . .
Specific to Teaching
What can you tell us that would lead us to believe you are a good
teacher?
What is your style of teaching?
Specific to Research
What are your areas of research interest?
Anything published or accepted for publications?
What can you tell us that would lead us to believe that you both can
and will do research leading to publication?
Specific to Service
What has been your record of service?
What has been your involvement with academic or practitioner
societies?
Concluding General Questions
What are you looking for in a University and your role within that University?
Why are you interest in Indiana University Northwest?
Is there anything else you would like to ask us or tell us about
yourself?
46
Appendix N
Examples: Acceptable/Unacceptable Inquiries
The Search and Screen Committee may set aside a block of time for the
candidate to meet informally in an open meeting with faculty, staff, and
students. (Time should also be provided for the candidate to have time
alone during the scheduled visit.) Such occasions are intentionally
unstructured so that candidate and constituents can become better
acquainted. It is in precisely these situations that care must be taken to
avoid asking questions or making comments that relate to race, the
derivation of one’s name, ethnic origin, religion, marital status, sexual
orientation, age, political affiliations, or other personal matters. Such
questions are in violation of law.
Relating to Gender, Marital Status, Sexual Orientation and
Associated Stereotypes:
Acceptable Inquiries Unacceptable Inquiries
Long and short-range career goals
and how this job fits in
Marital status
Spouse’s name, occupation and/or
salary
Ability to meet specific work
schedules and any activities,
commitments or responsibilities
which would prevent regular
attendance at work
Number of dependents
Age of children
Child care arrangements
Plans to start a family
Other names under which
applicant has worked in order to
verify employment history
Pregnancy of applicant
Birth (maiden name)
Ability to meet travel requirements Preferred address (Ms., Mrs., Miss)
Relationship to person with whom
applicant resides
47
Relating to Age or Religion:
Acceptable Inquiries Unacceptable Inquiries
Date of birth, for recordkeeping
purposes after employment
Age of Applicant
Years of experience in discipline Status as Social Security or
pension recipient
Ability to meet specific work
schedules (IUN must make
reasonable accommodation of
requests for time off
Inquiry as to religious affiliation or
denomination, or observance of
religious holidays
Membership in clubs, lodges,
organizations
Relating to Race or National Origin
Acceptable Inquiries Unacceptable Inquiries
Languages read, written or spoken
fluently (only if required/preferred
in job description)
Race or color
Color of hair, skin, eyes
Legal right to work in this country
(i.e., citizen or processor of I-94 or
I-151 card authorizing
employment)
Birthplace or citizenship of
applicant or relatives
Submission of photograph prior to
employment
Present address and length of time
resided in city or state
Native language(s) spoken by
parents or relatives; language(s)
spoken at home
Conviction record may be
questioned to determine whether
the candidate is appropriate for
the job, given the nature and date
of the offense
Arrest Record
Name and address of nearest
relative
Credit rating
Post-employment, it is acceptable
to ask for name and address or
person to be contacted in an
emergency
Name or relationship of person
with whom applicant resides
48
Relating to Disability/Handicap or Veteran’s Status
Acceptable Inquiries Unacceptable Inquiries
Any conditions that would prevent
performance of job responsibilities
(with or without reasonable
accommodation). Voluntary
identification of disability must be
stressed, since this question
should be asked of all candidates
and the condition not be a visible
one.
Inquiries about disabilities
Personal medical history prior to
employment
Date, condition, type of military
discharge received
Branch of military served in
Draft classification
If applicant identifies a disability,
what accommodations might IUN
make in order for you to perform
safely? (post-employment only)
Military experience outside of U.S.
Prior workers compensation claims
(may ask about post-employment
only)
Military experience in U.S. armed
forces including dates and relevant
job training (post-employment
only)
How an applicant received a visual
disability
Whether time off will be required
from work for medical treatment
Awareness of the option for self-
identification as a disabled veteran
or Vietnam era veteran, for
inclusion in the Affirmative Action
Plan
Current use of illegal drugs; may
state IUN drug/alcohol policy
49
Appendix O
Recruitment Plan Outreach (RPO) Actions - Verification
50
Appendix P
Sample Letters
P.1 Acknowledgement Letter
The PeopleAdmin Online Recruitment system automatically
acknowledges receipt of application submission through an e-mail to
the candidate.
P.2: Invitation to Apply
Dear ---:
I am pleased to inform you that your name has been recommended as a possible candidate for the position of at Indiana
University Northwest. Please find enclosed a position/job description together with an invitation to apply for the position.
Please let us know, no later than (Date), whether or not you wish to be considered for the position. Please complete your application and upload
your letter of application, resume, and other required documents at the following website: (PeopleAdmin posting url).
We look forward to hearing from you. If you have any questions, please do not hesitate to contact me at (219) xxx-xxxx.
Sincerely yours,
(Name)
Search and Screen Committee Chair
51
P.3 Acknowledgement of Nomination
Dear ---:
Thank you for nominating [insert candidate’s name] for the position of at Indiana University Northwest. We are providing information to the nominee.
Thank you for your willingness to assist Indiana University Northwest in its recruitment process.
Sincerely yours,
(Name)
Search and Screen Committee Chair
P.4 Confirmation to Interviewees
Dear ---:
The interview is scheduled for (date) from (start time) to (end time). Your interview schedule is enclosed. On the date of your interview, we have
scheduled several activities that require your participation. (Example, presentations, etc.—include schedule)
(If required.) Accommodations for you are at hotel. Please make your own plane reservations, and we will reimburse you.
If you have any questions, please contact me. The members of the University community look forward to meeting you.
Sincerely yours,
(Name)
Search and Screen Committee Chair
52
P.5 Rejection Letter
Dear ---:
Thank you so very much for your interest in Indiana University
Northwest. We regret to inform you that you have not been selected for the position.
We certainly wish you the best in your future endeavors.
Sincerely yours,
(Name)
Search and Screen Committee Chair
53
Appendix Q
Conducting Reference Check Questions
You may not ask questions of a reference that you are not permitted to ask
of the candidate at an interview. It is the prospective employer’s obligation
to investigate, not the previous employer’s obligation to reveal information.
Below are sample reference check questions related to a faculty search.
Candidate:
Call to:
Date/Time of Call:
NOTE: Some information may already be in the candidate’s file.
I. In what capacity have you known the candidate? How long?
II. How would you evaluate the candidate’s current capabilities and
potential?
A. Teaching
B. Research
C. Service
III. How would you evaluate the candidate?
A. As a student of yours
B. As a colleague
IV. What do you see to be the candidate’s:
A. Relative interests in research and teaching
B. Primary areas of teaching interest
C. Primary areas of research interest
V. What do you see to be the candidate’s:
A. Strengths
B. Limitations
VI. If you could choose one thing to say about this candidate, what would
it be?
VII. What else should we know about this candidate?
Is there anything else you want to tell us about this candidate?
54
APPENDIX R
Interview Request
55
Appendix S
Sample: Candidate Presentation Evaluation
Date: Time:
Name of Candidate:
Title of Presentation:
Please evaluate the following items on a scale of 1 (low) to 5 (high).
Completely fill in the box.
1 2 3 4 5
1. Speaker seemed comfortable with electronic media. □ □ □ □ □
2. Speaker spoke clearly and understandably. □ □ □ □ □
3. Speaker gestured effectively and made eye contact. □ □ □ □ □
4. Transitions between topics were clear. □ □ □ □ □
5. Content of this presentation was interesting. □ □ □ □ □
6. Presentation motivated me to do my best. □ □ □ □ □
7. Speaker showed enthusiasm. □ □ □ □ □
8. My overall rating of this presentation is: □ □ □ □ □
9. What were the positive features of this presentation?
10. What were the negative features of this presentation?
11. Other comments:
56
Appendix T:
Offer Request
57
Appendix U
Waiver Request