SEARCH COMMITTEE

TRAININGUW-Stout 2015-16

WelcomeIn today’s training session we will discuss how to:

The topics we will discuss are:

• TAM – our online system• Good efforts: AA/EEO/Diversity• Who is responsible for a successful recruitment• Being aware of our Assumptions & Biases• The Unclassified Selection & Hiring Process

TAM * Secure

* Accessible 24/7

AA/EEO Compliance

Federal Laws on AA/EEO• Equal Pay Act of 1963

• Title VII of the Civil Rights Act of 1964

• Age Discrimination in Employment Act of 1967

• Executive Order 11246

• Sections 503 and 504 of the Rehabilitation Act of 1973

• Americans with Disabilities Act of 1990

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

• Civil Rights Act of 1991

• Genetic Information Nondiscrimination Act of 2008 (GINA)

State AA/EEO Compliance

State of Wisconsin Executive Order 28

Wisconsin Fair Employment Laws (Wis. Stats.) Chapter 230 www.legis.state.wi.us/statutes/Stat0230.pdf Chapter 111 www.legis.state.wi.us/statutes/Stat0111.pdf

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

• Age (40 or over)• Ancestry• Arrest Record• Color• Creed (Religion)• Disability• Genetic Testing• Honesty Testing

• Marital Status• Military Service• National Origin• Pregnancy or

Childbirth• Race• Sex• Sexual O

rientation

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

• Employees may not be harassed in the workplace based on protected status nor retaliated against for filing a complaint

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

• Our responsibilities:– Review Dept. statistics – i.e. Underutilization– Must be able to defend every decision for eliminating or advancing a

candidate.– Do not make assumptions about an individual based on protected class,

physical or social characteristics associated with race, gender

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

- Documented Research shows significant benefits

HTTPS://WWW.YOUTUBE.COM/WATCH?V=ZSY_TMH3NTG&LIST=FLNGB4CAUX8IBRZPIVCOON9G&INDEX=8&FEATURE=PLPP_VIDEO

Benefits of Diversity in the Workplace

Q & A

Roles-&-Responsibilities

Who is responsible for a successful recruitment?

Committee Chair (Spokesperson)

Search Committee / Interviewers 3-10 members DIVERSIFIED membership in: discipline expertise, gender, race,

cognitive style, personality - introverts and extroverts, mix of perspectives etc.

Hiring Managers (Delegated Authority)

Support Staff / TA Coordinator

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

All UW-Stout Employees

Committee Meetings The first Search and Screen Committee Meeting is subject to WI

Open Meetings Law Need to post 1st meeting notice

◦ Minimum of 24 hours prior ◦ 2 places on campus publicly

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

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

Refrain from rolling email discussions about the recruitment & applicants.

Confidentiality and Records

Use the TAM system in a secure manner Honor candidates’ request for confidentiality until a finalist Treat ALL information before/during/after search and screen

process as confidential

Follow process for maintenance and destruction of documents Most documents generated during search and screen, including emails,

are records under WI Public Meetings Law Personal notes are not retained – shred when done

Search & Screen Process

Planning for the Search

POSTING REQUIREMENTS:Faculty Positions: Minimum of 30 calendar daysAcademic Positions: Minimum of 21 calendar days

Advertising * Think globally*

Refer to Advertising Resources > HR Recruitment webpage

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

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

Minorities Females Americans with Disabilities Veterans

Chronicle (required for all Faculty and Upper Level Management positions

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

◦ Do not make any guarantees or promises◦ Record all advertising resources in TAM Job Opening

Screening

Evaluation tools need to be submitted to HR for AA/EEO review and approval BEFORE screening can begin.

INTERVIEW QUESTION BANKS on HR’s Recruitment website

* Situational / Behavioral* Opening / Core Competencies / Closing

Deliberate, thoughtful questions that address qualifications

Be mindful of prohibited questions – protected classes

Initial SCREENINGCommittee members screen applicants independently accessing applications in TAM

Applications – Complete or Incomplete? *Screened by 2 sets of eyes

Committee decides whether or not to follow up with applicants or deem as incomplete? Must be consistent!

Tool 1 *Screened by a min. of 2 committee members

Tool 2 *Screened by all committee members

Applicants not moving forward are given a Non-Selection Reason Code by the committee to identify the job-related reason why they are no longer being considered.

No is No, unless 5B (Hold)

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

Interviewing / Deliberations

Use APPROVED interview scripts -Tools 3 & 5

NO new questions with the exception of asking applicants to: clarify, expand - or - give examples.

All committee members should be present for interviews – no recording devices allowed

Do not discuss prohibited issues

Engage all members in discussion

Do not make assumptions about someone’s background

Make sure you have at least one job-related reason for rejecting each unsuccessful candidate

WISELI Brochure

• Focus on each applicant ENTIRE application package• Diversity represented on Search Committee • Strive to increase representation of women & minority scholars

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

applicants• Rely upon inclusion rather than exclusion strategies in making

selections• Stop to periodically re-evaluate your criteria

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

Minimizing Bias

Telephone Interviews – Tool 3

Advantages to performing telephone interviews?

Is it permissible to WAIVE telephone interviews? * Memo required explaining Committees’ rationale.

When done forward screening matrix summary to TA Coordinator.• TA Coordinator will upload the summary in TAM and forward candidates recommended

for reference checks/on-campus interviews.

Reference Checks – Tool 4

Notify applicants prior to contacting references.Minimum of 3 References required *Including current Employer. ** Two (2) search committee members must participate in each reference check conducted.

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

process

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

On-Campus Interviews -&- Recommendation for Hire – Tool 5

Conduct campus interviews ** Identical itineraries

Identify the STRENGTHS & WEAKNESSES for each Candidate interviewed

Conduct additional reference checks. (Supervisor, Off-list)

Forward screening matrix summary and Strengths & Weaknesses memo to TA Coordinator.

Offer / CBC / Contract

Upon receipt of an accepted offer, hiring Dept. will:Request a Criminal Background Check for each new hire(s)

Complete the ES-5 form and route via Workflow

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

Reasons for Failed Searches Lack of qualified candidates

Advertising was insufficient or not diversified Don’t just advertise, recruit too!

Needs of Dept./College not well-defined

Committee members selection Not diversified enough, availability to avoid delays

Significant violation of procedures or conduct during the process

Timing

KEY Resource

FOR REPRESENTING UW-STOUT TO

HIRE-THE-BEST!