“The composition of the search committee is critical to its success. By involving people with different points of view or by bringing in a fresh face, the chair can ensure that multiple perspectives and fresh ideas are brought to bear in evaluating candidates.”
-Association of American Colleges and Universities
The membership of a search committee should reflect the diversity of the campus. Consider asking students, faculty, and/or staff members from other departments to serve on the committee.
The committee should include several members whose specialty is similar to qualifications listed for the position and at least one member who is knowledgeable about Indiana University Northwest’s hiring and Equal Employment Opportunity/Affirmative Action policies and practices.
It is the responsibility of the search committee to attract, evaluate, and recommend the best candidates for a position. To meet this responsibility, the committee must:
- review campus affirmative action plan data;
- attract a large and inclusive candidate pool through proactive advertising methods;
- use fair, objective, and uniform procedures to evaluate candidates;
- complete the search process in a timely manner
It is the responsibility of the Chair to schedule meetings, record keeping, group dynamics and stressing the importance confidentiality.
The committee will be advised about confidentiality. Each committee member will be required attest to confidentiality. While it may be permissible to discuss candidates with relevant faculty and/or staff, these discussions should not involve others who are not members of the search committee. Candidates and candidates information should not be discussed with other candidates or with colleagues outside the institution. This is especially important when there are internal candidates for a position. E-mail should not be used to discuss candidates.
Generally a search committee should consists of no fewer than three people, including the chair of the committee. This excludes the Office of Human Resources and the Office of Institutional Equity and Title IX.
Practically, there should be few enough members that schedules and discussion can be managed effectively and enough members to ensure diverse perspectives and insights.
The Equal Employment Opportunity/Affirmative Action with a unit and campus plan and a statement from the dean and/or hiring, manager and chancellor affirming Indiana University Northwest’s commitment to diversity should be part of the charge to the committee.
The charge should include the following:
- position title and duties including reporting line;
- search schedule/timeline;
- adequate number of candidates to be interviewed;(at least 2)
- guidelines to maintain confidentiality;
- special concerns or skills needed with respect to the position;
- how search relates to long and short term goals of the department and the university;
- diversity initiatives of the department and the university
- geographic scope of the search.
The search committee recommends a slate of acceptable candidates to the hiring Administrator for further interviews. (example: supervisor or department member)
An early posting of the advertisement allows for a broader application window. This mitigates the risk of rushed decisions, administration error, visa delays and scheduling conflicts. Forming a search committee as soon as possible after determining a vacancy can decrease the difficulties in dealing with publication deadlines, payroll cut-offs, visa delays, etc. Publication deadlines can often be more than a month prior to the publication date and visa processing can take five to six months.
At the first committee meeting, details such as meeting schedule and record keeping should be clarified. Members should be assigned responsibilities for candidate records, travel arrangements, correspondence, on and off campus interviews, phone interviews, reference checks, completing and submitting required search forms. A ‘Google Drive or One Drive’ folder should be created to store all documents (candidate correspondence, evaluation method, reference checks, and etc.) related to the search.
Conflicts Of Interest
It is expected that a search committee does not include members with potential conflicts of interest that result in the perception of preferential treatment. Such conflicts could consist of personal relationships with potential applicants such as a spouse, family member, or close friend, as well as professional relationships such as student advisors/advisees, colleagues, or research collaborators. Search committee members should not write recommendation letters for applicants. All members should disclose any potential conflicts of interest as soon as possible, and at any time a conflict is identified, the committee member must step down from the committee. While the affected committee member may attend other interactions with the candidates (e.g., social meetings, job talks, presentations), they may not participate in meetings where candidates are discussed and/or evaluated for selection.
The IU Conflicts of Interest and Commitment policy prohibits nepotism, which is the supervision or influence over an academic appointee or employee by another university academic appointee or employee with whom they have a familial or personal relationship (romantic/intimate relationship). Influence in the employment situation may concern issues such as hiring, promotion, supervision, evaluation, determination of salary, or working conditions. Academic appointees or employees with familial or personal relationships should not be appointed or transferred to a position that creates a potential nepotism situation without an approved management plan to avoid instances of supervision or influence. If the search committee becomes aware of a potential nepotism concern, they should inform department leaders who can consult with the IU Compliance Office to determine if a management plan is feasible.
“Whenever a vacancy occurs – whether for an existing position or for a newly created position, search committees should carefully review the position description to ensure that it is aligned with the commitment to diversify the faculty.”
- Association of American Colleges and Universities
Prior to a search, the role descriptor should be reviewed by the unit and/or hiring manager to ensure that it accurately reflects current department needs.
A role descriptor is a summary of the most important aspects of a job. This includes a brief summary, fundamental responsibilities, and work dimension details that are typical for the career level. The role descriptor will be used to provide a description of duties, responsibilities and qualifications for the announcement.
The following should be included in all position announcements:
- duties and responsibilities, minimum qualifications
- salary or salary range (may also use “commensurate with qualifications and experience”)
- applicant materials to be submitted
- search committee address (if applicable)
- Office of Institutional Equity and Title IX and accommodations statement
- Indiana University Northwest or department website
- Information about Indiana University Northwest
Equal Employment Opportunity/Affirmative Action Statement
The following statement will appear in PeopleAdmin automatically but MUST be included on any external posting advertising the position:t:
“"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, ethnicity, color, race, religion, sex, sexual orientation, gender identity or expression, genetic information, marital status, national origin, disability status or protected veteran status.”
The deadline for staff applications should be no sooner than 5 business days after the position announcement is posted. To preserve the option of accepting late applications or extending a search, use statements such as the following:
“Applications received by (date) will be assured consideration.”
“Review of applications will begin (date). The search will remain open until the position is filled.”
Note: It is important that all applications received after a deadline be treated uniformly.
All qualifications must be strictly job related. The announcement should distinguish between required and preferred qualifications. Degree requirements should be clearly defined. If possible, be flexible about arbitrary numeric measures such as years of service - this may exclude otherwise qualified candidates. Indiana University Northwest’s commitment to diversity should be noted, with wording such as:
“Demonstrated success working with diverse staff, faculty, and student populations.”
“Experience working in a diverse environment.”
“Ability to contribute positively toward an inclusive campus community.”
“Developing and aggressively implementing a comprehensive recruitment plan that uses multiple recruitment strategies simultaneously will significantly increase the diversity of the applicant pool.
-Association of American Colleges and Universities
The purpose of a recruitment plan is to generate a large and inclusive applicant pool. This will give the search committee a larger selection of candidates to review and thus increase the likelihood of finding the most qualified person for the position.
The scope of a search is determined by the type of position. Even if a position does not require a national search, it may be in the department’s best interest to conduct a national search to ensure that it will recruit the most qualified candidates.
To ensure a complete and inclusive pool of candidates, it is necessary to advertise in multiple sources. For example, advertise in discipline specific publications, memos to departments at other universities, and discipline specific professional organizations.
The Office of Human Resources, in collaboration with the Office of Institutional Equity and Title IX, can provide assistance in identifying appropriate venues for publication. Publication deadlines should be noted.
The most widely read national publication in higher education is the Chronicle of Higher Education.This publication provides the widest circulation. Also, consider nationally read, discipline- specific publications that may be less expensive but still provide extensive circulation in a specific discipline.
Direct mailings to comparable departments at other Big Ten universities or other peer institutions could provide additional exposure to the position. Position announcements will most likely be posted on graduate student bulletin boards. Make them eye-catching and easy to read. Include your department or university website address so that it is easy for prospective applicants to get more information about your department and Indiana University Northwest. Make sure your address and deadline dates are clear.
You may also contact the career placement offices of other universities in the Big Ten or in your geographic region.
The Office of Human Resources is available to help you research other advertisement locations.
Mitigating Bias in Recruitment
The Equal Employment Opportunity/Affirmative Action Policy of Indiana University states:
"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, ethnicity, color, race, religion, sex, sexual orientation, gender identity or expression, genetic information, marital status, national origin, disability status or protected veteran status."
It is important to keep this in mind when evaluating candidates for positions at Indiana University Northwest. Although it is unlikely search committee members would overtly discriminate against candidates based on the characteristics above, discrimination may nevertheless occur. Search committees may set criteria or make inquiries that screen out otherwise qualified candidates because of characteristics such as those above. They might also make assumptions about candidates based on such characteristics, which would therefore exclude the candidate from consideration. Interviewers might ask questions or make comments that would lead a candidate to believe one or more of the above characteristics may be a factor, either positively or negatively, when evaluating them for the position. This may lead the candidate to “voluntarily” remove themselves from consideration. The effect of these situations is the same as overt discrimination and is not compliant with Indiana University’s non-discrimination policy.
In addition to finding the best qualified person for the position, search committees are often concerned with finding someone who will positively contribute to departmental goals. Exposing the candidates to as many faculty, staff, and students during the interview process will allow them to form their own opinion whether the department and the campus is the best place for them.
Specific information on characteristics that should not be used to evaluate candidates and ideas on how to avoid possible perceptions are listed below.
Persons age 40-and-over are legally protected from discrimination on the basis of age. Questions that would potentially reveal age should be avoided. Additional comments or questions that might indicate age as a factor should also be avoided. Examples include:
“Our staff is young and on the cutting edge of research.”
“We are interested in getting new blood or new energy into the department.”
Some positions at Indiana University have a mandatory retirement age. This requirement of the position should be made known to all candidates, not just persons suspected of being close to the retirement age. If a position requires a specific term such as five years, then all candidates should be asked if they can fulfill that term.
All candidates, not just those suspected of being citizens of another country, should only be asked if they are currently eligible to work in the United States. After an offer is made, they will be required to produce documentation of eligibility.
A search committee should not use race or color as a decisive factor in evaluating candidates. While departments should take affirmative steps to ensure they evaluate and strongly consider a diverse pool of candidates, the best qualified person should always be selected. Questions or comments such as the following should be avoided.
“Our department is actively trying to diversify its staff.” “Would you like to meet minority staff in another department?”
Information about diversity, cultural centers, or minority-related programs should be included in all candidate packets.
Religion or religious beliefs cannot be a factor in evaluating candidates and neither should assumptions about these beliefs. For example, search committees should not assume that because a male candidate is Muslim he will have a difficult time working with women or that because a candidate is wearing a religious symbol, their beliefs will dictate their performance.
Questions or comments about any religion or religious belief should be avoided when speaking with candidates.
The Americans with Disabilities Act (ADA) prohibits employment discrimination against individuals with disabilities, as well as persons who have a record of a disabilities or are perceived as having a disability. It is, of course, not permissible to ask individuals if they have a disability or ask about their disabilities. When scheduling interviews, search committees should ask all candidates if they require an accommodation to participate in the interview.
When providing directions to candidates it is important to include information about accessible entrances and parking. If necessary, schedule interviews in a more accessible building.
Candidates should not be asked about their ethnicity or national origin and this information should not be used as a factor when evaluating them for a position . For example, search committees should not evaluate a person of differently from any other candidate. Neither should they dismiss a candidate based on the belief that there are already a lot of faculty and/or staff members of similar ethnicity or national origin in the department.
Avoid the following lines of discussion with candidates:
“We certainly do have a lot of Australians, such as yourself, already in the department.” “Where is your family originally from?”
“Mueller. Is that German?“
That is quite the Irish accent you have.”
Discrimination based on veteran status is illegal. It is permissible to ask questions about the skills and duties performed during service. However, search committees may not ask the type of discharge the candidate received. This may require the candidate to divulge private information, such as a medical history, which cannot be used as a factor when evaluating them for a position. Additionally, search committees should avoid questions that ask about the candidate’s current military status such as:
“Did you remain in the reserves after your service? Are you still in the reserves?” “How likely is this to affect your service to our department?”
“Did you serve in combat?”
Information received from these types of questions is irrelevant to the candidate’s evaluation as service to the reserves or National Guard must be honored by employers and cannot be a factor in a person’s evaluation for hire, promotion, or termination.
Do not use marital status as a factor in evaluating candidates. Neither should known nor perceived family responsibilities be a consideration. Questions which would require the candidate to divulge this type of information should be avoided. When speaking with candidates, avoid questions or comments such as:
“Do you have children? This department is very family-oriented.”
“Are you married? How would your spouse feel about moving?”
Search committees should avoid making assumptions about a candidate’s ability to relocate because of their spouse or partner. These are issues to be worked out between the candidate and their spouse or partner, not the search committee. At the offer stage it is permissible to inquire if the candidate has any criteria that would make the offer more appealing.
The Pregnancy Discrimination Act prohibits sex discrimination on the basis of pregnancy. The current pregnancy status of a candidate or their impending pregnancy status cannot be used as a factor when evaluating them for a position. Search committees should not ask candidates if they plan to have children or what their childcare plans are.
It is not permissible to use sex or gender as a factor in evaluating candidates. All questions or comments related to gender should be avoided. If information about gender-specific services (ex: Women’s Affairs) is included in candidate packets it should be included in all candidate packets, not just those of that gender. When speaking with candidates avoid comments such as the following:
“How would you feel about working in a department of mainly men/women?”
“It is rare to find a woman/man doing this type of work.”
Additionally, courts have ruled it is illegal to hire women for less pay than men, simply because the market will bear it. The financial implications involved with a person’s gender should not be a factor in his or her evaluation.
Indiana University policy prohibits discrimination based on sexual name. A search committee cannot use sexual orientation as a factor in evaluating candidates. Search committees should not make assumptions about a candidate’s sexual orientation based upon name mannerisms, appearances, volunteer work, or research interests. Questions which may require the candidate to divulge private information, such as their sexual orientation, should be avoided, as well as, comments about anyone’s sexual orientation.
"Ultimately, to diversify the faculty, the criteria used for hiring and promotion must also be diversified.”
-Association of American Colleges and Universities
Acknowledgment of Application
Job seekers create an account in the PeopleSoft Tam online application system. Prospective candidates are invited to complete a demographic survey when they apply for a position.
Organization of Applications
Applications and related materials are uploaded in PeopleSoft TAM by the candidates. Resumes are released to the committee members after the charge meeting has taken place and screening criteria has been identified.
Initial screening is based on the minimum qualifications set out in the job advertisement. Job seekers are screened against criteria such as education requirements, years of experience, and other relevant criteria.
Search committees must discuss in advance the criteria they will use to evaluate candidates. All criteria must be based on actual position needs and must not unnecessarily screen out candidates on unrelated factors, including on the basis of their age, color, disability, ethnicity, sex, gender identity, gender expression, genetic information, marital status, national origin, race, religion, sexual orientation, or veteran status. (IU Policy, UA-01).
Once the criteria has been identified and the charge meeting has taken place, the committee member will gain access to candidates information in PeopleSoft Tam.
Recognize that diverse paths and experiences can contribute positively to a candidate’s qualifications who could perform the job. Be mindful of biases that inadvertently eliminates well-qualified candidates with nontraditional career paths.
IU Staff Core Competencies
Core competencies are observable skills and behaviors that contribute to workplace success. The Indiana University Staff Core Competencies give employees a common language to describe how we work together, what to expect from each other, and how to maximize our potential at IU.
IU Staff Core Competencies were informed by the mission, vision, and values of IU, and will help foster accountability among staff. They also create a roadmap for staff to view personal development opportunities and assist with career planning. IU Staff Core Competencies create a foundation for Human Resources initiatives including: recruitment, career progression, performance management, training and development, and more.
The IU Staff Core Competencies are:
Ensures Accountability: Holding self and others responsible and accountable to meet commitments
Collaboration: Building partnerships and working collaboratively with others to meet shared objectives.
Instills Trust:Gaining confidence and trust of others through honesty, integrity, and authenticity.
Values Differences: Recognizing the value that different perspectives and cultures bring to an organization.
Customer Focus: Building strong internal and external customer relationships and delivering customer-centric solutions.
The IU Staff Core Competencies are a framework for “how we do our jobs” at IU and provide a language of accountability for work teams.
In addition to the staff core competencies, career level competencies are associated with each role, career structure, and career level. Committees should include these competencies when evaluating candidates.
All members of the search committee should review each candidate’s application and evaluate it using the agreed upon criteria. Resist the impulse to label candidates the “most promising” because this may make it difficult for other candidates to be fully considered. Avoid unfounded assumptions, e.g., members of a particular racial group do not like living here, women who pursued degrees part-time are not serious professionals, excellent candidates will be heavily recruited, or a married candidate’s spouse will not be willing to move. Let applicants decide these issues for themselves. Do review how a candidate’s diverse experiences or commitment to diversity can contribute to the department.
“A well-hosted campus visit allows candidates to make well-informed decisions on whether the position and the campus is the right place for them.”
Association of American Colleges and Universities
Preparing Interview Questions
The committee should compose a group of core questions based on the job-related criteria to evaluate candidates.
These questions should be asked of all candidates to ensure that crucial job-related information is obtained. Open- ended questions tend to relax candidates and encourage free speaking. Developing questions ahead of time need not be unduly restrictive. Follow-up questions based on the responses to pre-determined questions will most likely vary with each candidate. Core questions should be reviewed to ensure they do not unnecessarily screen out the diversity of candidates. Interview questions must be reviewed and approved by HR prior to interviews.
Telephone & Video Interviews
Departments may use telephone or video interviews as a “pre-interview” near the end of the screening process. It is important that you let the candidate know in advance that you would like to schedule a phone interview so that he or she is prepared and understands it is part of the screening process. It is also important that during these interviews, you are consistent when questioning all of the candidates and inappropriate questions are not asked. (Refer to Mitigating Unconscious Bias in Recruitment: A Guide for Search Committees on page 6).
This should NOT be the only interview conducted with successful candidates.
The campus visit serves a dual purpose. The candidates are evaluating the campus and they themselves are being evaluated.
Candidates should be given the itinerary for the visit in advance and should be invited to request any special accommodations they might require. It is also appropriate to ask if there are any special offices on campus the candidate would like to visit or if there is anyone they would like to meet so appointments can be made prior to the candidate’s arrival.
While evaluating the candidate the committee should also assist the candidate in making an informed decision about the campus by letting them meet the administrators, staff, faculty, and students with whom the successful candidate will engage.
Indiana University Northwest policy encourages that candidates demonstrate professional skills. It is important this requirement be administered consistently with all candidates and that all candidates have enough notification to properly prepare as well as to make any special request for equipment or accommodations.
Beware of saying anything that could suggest unstated criteria such as “We need new, young people with ideas.” Understanding that minority candidates may have concerns about the diversity of the campus, search committees can ask if the candidate has any special concerns or would like to meet with anyone else on campus. Search committees should be prepared to offer candidates assistance with faculty, staff, and student demographics, programs, and centers. Candidates should also be provided opportunities during the interview to ask questions.
Candidates should have time to interact with staff, faculty, and students from the department and/or related departments during open sessions. It is important during these engagements that committee members are careful not to solicit personal information unrelated to the position such as marital or parental status. However, incidental conversation which includes these topics is permissible. Staff and faculty members should feel comfortable conversing with the candidate as they would any other colleague.
Search committees and/or hiring managers are required to check references or to request letters of reference. However, telephone calls to candidate’s references may provide added insight. The committee may ask the candidate if they are comfortable with their seeking additional references from anyone else they feel appropriate. When contacting a reference, the committee should describe the position. Areas of questioning should be consistent across candidates.
What you may ask about. What you shouldn’t ask about.
Indiana University prohibits discrimination based on arbitrary considerations of such characteristics as age, color, disability, ethnicity, sex, gender identity, gender expression, genetic information, marital status, national origin, race, religion, sexual orientation, or veteran status.
Avoid questions, including follow-up questions, that would lead applicants to believe these characteristics are a factor when evaluating them for employment.
(questions are job related)
(questions are not job related)
Applicant’s full name.
Have you ever worked at IU under a different name, including nickname?
Is there any additional information I need to check your work record?
What is your maiden name?
Applicant’s original name if changed by court order or otherwise.
Are you 18 years or older?
Date of birth, date graduated from high school/college, or date of degree earned. May discuss date of degree if provided in application.
You cannot ask to see a birth certificate, passport, or a driver license until after the hire.
Avoid questions that allude to or assume an applicant’s age including: How do you feel about working for someone younger than you?
Are you getting close to retirement age?
Can the applicant perform specific job related requirements such as travel, weekend/unusual hours, or extended work days?
Are you single? married? divorced?
Is your spouse a student or employee at IU?
Do you have any children? What are your childcare arrangements?
It is the applicant’s responsibility to decide if they can manage working in addition to their marital/family issues, not the hiring department.
A woman’s current or pending pregnancy status cannot be used in their evaluation.
Are you pregnant?
Do you intend to become pregnant in the future?
You may inquire about job related experience acquired while in military service.
How do you think your experience in the military would benefit you in this position?
What type of discharge did you receive?
An applicant’s current status with either the reserves or National Guard cannot factor in their evaluation. Therefore you should not ask if they are currently in the reserves or National
Can you work the required schedule?
If an applicant is wearing a religious symbol you should not assume his or her beliefs will affect their performance at IU.
Can you work on Easter (or other specific religious holiday)? Do you attend church?
You should not inquire about religious affiliations of institutions the applicant has attended or make
assumptions about the applicant’s religion based on attendance at those institutions.
Avoid comments or questions that imply that sex or gender is a factor in the employment decision.
How would you feel about working for one gender over the other?
Do you have any experience being the only man/woman in your office?
You don’t often find men/women in this line of work. How did you become interested in this?
Do you prefer Mr. Mrs. Miss or Ms.?
An applicant’s height or weight cannot be used in their evaluation.
You should not make assumptions about an applicant’s race based on name, appearance, or mannerisms. Applicants should not feel their race is a factor either positively or negatively in their evaluation and comments or questions that imply otherwise should be avoided.
There aren’t very many minorities in our department. Will that be a problem for you?
You look like you have an interesting family history. How would you define your race?
Are you legally eligible to work in the United States?
Applicant will be required to provide proof, only after a conditional offer has been made.
You should avoid asking if an applicant is a United States citizen.
What country are you a citizen of?
Do you regularly follow workplace safety rules?
Have you ever filed for worker’s compensation?
Have you had any prior work injuries?
If an applicant asks about domestic partner benefits, you may provide the information. However, if you will be discussing benefit information with applicants, the domestic partner benefit should be discussed with all applicants.
You should not make assumptions about an applicant’s sexual orientation based on name mannerisms, or dress. Since an applicant’s sexual orientation cannot be used as a factor when evaluating them for a position, you should avoid comments that would lead the applicant to believe otherwise, including comments about your own sexual orientation or the sexual orientation of others in the department.
Are you married? What is the name of a relative to be notified in case of emergency? (Emergency notification can only be asked post-hire).
We no longer offer domestic partner benefits.
Are you able to perform the duties of the job with or without accommodation?
If the applicant indicates that they can perform the tasks with an accommodation, you may ask what accommodations would be needed.
Now that you have heard the hours, leave policies, and other requirements of this position, do you feel you will be able to meet these requirements?
How many days were you absent from work last year? Should only be asked if being asked of all applicants.
An employer may make medical inquiries or require a medical examination of all candidates at the stage of a conditional job offer.
An applicant’s visible or non-visible disability cannot be a factor in their evaluation. Avoid comments that would lead them to believe it is a factor such as: That’s a noticeable limp. Those are very thick glasses. You get around really well for being in a wheelchair.
Are you in good health?
Do you have any physical disabilities that prevent you from performing this kind of work?
Will you require time off because of your disability or for treatment? What is the prognosis for your condition?
Please list any conditions or diseases you were treated for in the last three years.
How many days were you absent last year because of illness?
Have you ever been treated by a psychiatrist or counselor?
Do you provide care for family members relatives who are disabled? Will this require time off?
Are you legally eligible to work in the United States? An applicant will be required to verify this after the conditional offer is made.
Inquiry into languages applicants speak or write fluently, if it is a requirement of the job.
Are you proficient in speaking and writing in English? Should only be asked if asked of
Where were you born? Of what country are you a citizen?
Is your last name German? You have quite an Irish accent.
I see you speak Spanish. Did you learn that in your native country or in school?
If an applicant is applying for a financial position, you can let them know that a credit check will be done after a conditional offer has been made and give them a chance to explain anything that might show up there.
Do you own your own home?
How long have you lived at your present address? Have your wages ever been garnished?
You are allowed to verify all credentials on the applicant’s application or resume.
You may inquire if applicant has licenses required for the position (including driver’s license). Licenses (including driver’s license) can only be verified after a conditional offer has been made.
Can I see your driver’s license?
When did you graduate from high school/college or receive your degree?
You may ask about organizations the applicant lists on their application or resume. Including how they feels membership in that organization would benefit them in the position.
Are you a union member?
List all clubs, societies, and lodges to which you belong.
Choosing the Finalist(s)
It is crucial that job criteria remain the basis for the decision through the concluding phase of the selection process. Departmental practices vary as to whether, how, and at what point candidates are numerically ranked. It is beyond the scope of this document to recommend a particular method, however, as in every other stage of the search process, there must be consistency in how candidates are evaluated and ranked based on job criteria.
There should be a written rating for each candidate in regards to how they fare in relation to the job criteria.
At the early phase of the search process, that could take the form of a simple checklist of the agreed-upon minimum qualifications. A second screening should include thorough written comments on a spreadsheet outlining all the selection criteria.
At the final stage of evaluating candidates, documentation should reflect the results of the interview itself, as well as reference checks, job talks or other presentations, and any other selection method utilized for all semi-finalists and/or final candidates.
Different departments have created varying practices regarding the format for presenting the finalist(s) to the hiring authority. A good rule of thumb is this: only objective, job-related information should be presented to the person making the final decision. A summary of each individual’s strengths and developmental needs as it pertains to the job criteria would be appropriate.
Making the Offer
The Offer Package
To discuss an offer package, the dean or hiring manager should contact the Office Human Resources to obtain information about the standard benefits provided by the University such as health and life insurance, retirement, and tuition benefit.
It is a good idea to familiarize yourself with IU policy on moving expenses. Discuss this early with the candidate to reduce complications later. In negotiations it is important to emphasize that no commitments are final until they have administrative approval and are written into the offer letter.
The Offer Letter
When making a salary offer, departments should keep in mind equity issues including minimum salary requirements set annually by campus administrators. Remember it is illegal to pay one gender over the other a woman less simply because the markets will bear it, even though it may have been negotiated by the candidate.
When an offer is rejected, the search committee may go back to the candidate pool to reconsider previously interviewed, alternate candidates. If there is no interest in any of the alternate candidates, contact Human Resources.
If a search committee is unable to recommend a viable candidate and achieve an accepted offer, the search has failed. A failed search may be reopened without completing a new position requisition within a three month period. Please contact the Office of Human Resources about reopening a search to make sure you continue to comply with equal employment opportunity and affirmative action policy.
Notification of Unsuccessful Candidates
Once the search has concluded and an offer has been accepted, unsuccessful candidates should be notified. Since some first offers are rejected, unsuccessful candidates should be notified only after accepted offers. Consider notifying other finalists in person first; however, all candidates should recieve a communication about the conclusion of the search.
Hiring is contingent upon the receipt of an acceptable background check, and completion of I-9 verification.