Faculty Hiring Search Committee

Handbook and Procedures

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Contextualizing the Faculty Hiring Process ................................................................................. 5

Hiring Philosophy ........................................................................................................................................... 5

SLCC VALUES ............................................................................................................................................... 5

From the SLCC Hiring Policy ............................................................................................................................ 5

Equity, Diversity, and Inclusivity at SLCC ........................................................................................................... 5

Working with the Search Advocate ............................................................................................ 7

Search Advocate Objectives ............................................................................................................................ 7

Recognize and Counteract Bias ........................................................................................................................ 7

Maintaining Confidentiality................................................................................................................................ 9

Develop Position .......................................................................................................................................... 10 Establishing a Search Committee ............................................................................................................................................. 10 Creating the Position Description .............................................................................................................................................. 10 Establish Criteria ...................................................................................................................................................................... 10 Submitting the Requisition ........................................................................................................................................................ 10 Posting the Position .................................................................................................................................................................. 10

Recruit ....................................................................................................................................................... 10 Advertising ............................................................................................................................................................................... 11 Networking ............................................................................................................................................................................... 11 Internal Searches ...................................................................................................................................................................... 11

Screen ........................................................................................................................................................ 11 Minimum Requirements ............................................................................................................................................................ 11 Independent scoring ................................................................................................................................................................. 11 Discussion ................................................................................................................................................................................ 11

Selecting Candidates for Interview ................................................................................................................. 12 Veteran’s Preference................................................................................................................................................................. 12

Interview..................................................................................................................................................... 12

Selection of Candidates for Teaching Observation............................................................................................ 12 Teaching Observation/Other Assessment Activities .................................................................................................................. 12

Selecting the Finalist .................................................................................................................................... 13

References ................................................................................................................................................. 13

Extending the Offer ...................................................................................................................................... 13

Integrate ..................................................................................................................................................... 13

Glossary ............................................................................................................................... 14

Employment Law References .................................................................................................. 15

Timeline ............................................................................................................................... 16

Checklist for Faculty Hiring Search .......................................................................................... 17

Links to Interview Questions ................................................................................................... 19

Templates ............................................................................................................................ 20

Minimum Requirements ................................................................................................................................ 20

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Screening Criteria (Independent Scoring) ........................................................................................................ 21

Interview Scoring ......................................................................................................................................... 22

Teaching Demonstration ............................................................................................................................... 23

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Contextualizing the Faculty Hiring Process Before you participate in a faculty hiring process, it is essential that you understand SLCC’s institutional philosophy, policy, values, and priorities. Please review this section before you get started.

Hiring Philosophy Every position at SLCC is critical in our ability to achieve our shared institutional objectives. Each time we hire a staff member, administrator, faculty member or student employee, we are given a chance to enhance our community and demonstrate our college’s values of accountability, diversity, respect, and responsibility. We do this by using fair, legal, inclusive, and effective hiring practices that support and comply with SLCC policy and procedures in a way that is mindful of climate, culture and diversity, and by affirming the unique qualities of each individual throughout the hiring process.

From the SLCC Hiring Policy Salt Lake Community College (SLCC) strives to hire qualified individuals who are committed to serving students and the community. SLCC is an equal employment opportunity employer. SLCC actively seeks a diverse workforce in support of its mission of providing quality educational services to an increasingly diverse student body. It is the responsibility of all employees involved in selecting new hires to make decisions on employment matters in accordance with the policies, procedures, and accepted affirmative action practices established by the college as well as state and federal laws. The college is fully committed to policies of equal employment and nondiscrimination and works to prevent any form of exclusion from participation in, denial of benefits of, or subject any individual to discrimination, harassment, or prejudicial treatment on the basis of race, color, national origin, age, sex, sexual orientation, gender identity, genetic information, disability, religion, protected veteran status, expression of political or personal beliefs outside of the workplace, or any other status protected under applicable federal, state or local law. Link to full policy: Link to EEO Office

Equity, Diversity, and Inclusivity at SLCC "SLCC believes diversity enhances the richness of the educational experience and leads to the understanding of and appreciation for the differences and commonalities in each of us." (SLCC Diversity Statement) SLCC is committed to “the creation of opportunities for historically underrepresented populations to have equal access to and participate in educational programs that are capable of closing the achievement gaps in student success and completion.” (AACU, “Making Excellence Inclusive”)

SLCC VALUES We don’t just state our values; we live them through dedicated, collective effort. Our values ground our future endeavors and help us realize our mission of being an open-access, comprehensive community college committed to the transfer education and workforce needs of our students.

Collaboration: We believe we’re

better when we work together.

Community: We partner with our

community in the transformative, public good of educating students.

Inclusivity: We seek to cultivate

an environment of respect and empathy, advanced by diverse cultures and perspectives.

Learning: We learn as a college by

building outstanding educational experiences for students and by supporting faculty and staff in their professional development.

Innovation: We value fresh

thinking and encourage the energy of new ideas and initiatives.

Integrity: We do the right things

for the right reasons.

Trust: We build trust by working

together in good faith and goodwill to fulfill the College’s mission.

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1 From Karen Alexander. "Healthy Respect Practitioners Network Event" Slideshow.

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Working with the Search Advocate Search Advocate Objectives The Search Advocate participates the SLCC search process by collaborating with hiring managers and committees to accomplish the following objectives across the stages of the search process: 1. Position Description Recommendations: Position description review, before it is posted, to present a job or career opportunity that is attractive to applicants, invites diversity, and is forward-thinking. 2. Evaluative Criteria Participation: Evaluative criteria is developed collaboratively, focus on inclusivity standards, and prevent structural bias; and committee members are made aware of the role that bias plays in evaluating candidates. 3. Recruiting Candidates: The pool of candidates is large, qualified, and diverse. 4. Screening Applications: Applications are screened according to the evaluation criteria without interference from cognitive or unconscious bias. 5. Interviewing Candidates: The hiring committee uses consistent behavioral-based questions to interview the candidates. 6. Selecting the Candidate(s): The candidate(s) is/are selected through an analytical and inclusive discussion of priorities and evidence. 7. Contacting References: References are contacted systematically and without structural, cognitive, or personal bias. 8. Integrating the New Hire into the College: The newly hired employee feels welcomed and supported in their transition to the college. Note: The Search Committee will decide if the Search Advocate has a vote in the screening and selection process.

Recognize and Counteract Bias Present-day research demonstrates that unconscious cognitive bias and unintentional structural biases, even on the part of open-minded, well-intentioned decision- makers, unfairly disadvantages qualified applicants. We all have unconscious biases and cognitive schemas that we use to make sense of the world around us, but we are largely unaware of them. When we accept that we have unconscious cognitive biases, and commit to addressing them through self-awareness, committee discussions, and structural enhancements to the process, we reduce the chances that someone will be harmed by bias in the search process.

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The Faculty Hiring Process

Maintaining Confidentiality Maintaining strict confidentiality in every faculty search is required. This protects the search committee members, the hiring units, the candidates, the appointees, and the College’s reputation. Keep search committee deliberations, applicant information, and applicant identities confidential. Search committee members offer a wide array of perspectives to each search and selection process. They are expected to work together to bring these perspectives to consensus by ultimately producing a list of finalists that each member of the committee can support. When a committee member reveals selective details of the search committee’s thinking and discussion as they work towards that outcome, they may misrepresent the committee or damage the reputations of committee members and applicants. Similarly, an applicant can be irrevocably damaged by premature announcement of their candidacy for the position you intend to fill.

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Develop Position Establishing a Search Committee The academic supervisor, in collaboration with department faculty, selects a faculty co-chair for the committee. The academic supervisor also works with name of title to select a Search Advocate to the committee. The academic supervisor coordinates selection of search committee members who may include faculty and others who provide diversity in perspective and college representation as appropriate. The search committee must include at least three members with a recommended limit of seven. The Search Committee is co-chaired by the academic supervisor and the faculty co-chair to ensure that all processes are followed in an ethical manner.

Creating the Position Description The academic supervisor works with the Search Advocate and members of the Search Committee to draft an unbiased position description and evaluative criteria. The Search Advocate shares information about equity, inclusivity, and diversity and structural, cognitive, and unconscious biases with committee members.

Establish Criteria Creating Screening Criteria The Search Committee collaboratively develops evaluative criteria to use in the screening process of applications. The Search Advocate provides support to ensure criteria focus on the SLCC Mission, Vision, and Values and prevent structural bias.

Submitting the Requisition The academic supervisor submits the position requisition to the Human Resources PARS process. The requisition must include the position description, screening criteria, names of committee members, and advertising requests. New positions are approved through the Academic Dean and Provost. Replacement Positions are approved by the Academic Dean.

Posting the Position Human Resources notifies the Academic Supervisor when the position has been approved for posting. Human Resources will post the faculty position on the following sites: 1. SLCC Job Opportunities Portal 2. Utah Department of Workforce Services 3. HigherEdJobs.com

Recruit Recruiting for a position is different than posting a job announcement. Effective recruitment includes developing large, qualified, and diverse candidate pools for each position and showing candidates why SLCC is desirable place to work. (Recruitment begins in drafting the job description.) SLCC has a recruitment site to support this effort.

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Advertising The Search Advocate may assist the search committee to conduct broadcast advertising and utilize professional networking methods of recruitment. The search committee co-chairs work with Human Resources to submit advertisements on fee-based sites. The cost is borne by the department (additional funding may be available through the Provost’s Office).

Networking The Search Committee should utilize its networks within professional and identity-based organizations. Special interest groups, caucuses, listservs, boards, PACs, and professional committees are possible venues. The Search Committee should also utilize personal networks to recruit.

Internal Searches Academic Deans may allocate a percentage of full-time tenure positions to internal searches recruited from adjunct faculty pools. The search committee co-chairs will work with the Academic Dean to determine this. Human Resources will provide a link to the job position within the SLCC Employment Opportunities portal to the academic supervisor. The academic supervisor will advertise the position to all current adjunct faculty. (All SLCC employees are eligible to apply.) The screening, interviewing, selection, reference, and integration procedures are the same as for external searches.)

Screen

Minimum Requirements Co-chairs screen all applications for minimum requirements. Applicants who do not meet minimum requirements are removed from the pool. The academic supervisor updates the applicant tracking system to indicate those that are no longer under consideration. The system automatically emails the applicant. If there are fewer than six applicants that meet minimum requirements, the search committee can move directly to interviews.

Independent scoring After screening for minimums is complete, each search committee member independently scores applications according to the evaluative criteria approved by Human Resources. Committee members score applications according to the evaluative criteria without interference from cognitive or unconscious bias.

Discussion After scoring is complete, the search committee meets to review the scores. The co-chairs lead the meeting. The committee may discuss variability in individual screening results; individuals may change their scores based on discussion. The Search Advocate observes hiring committee

The Director of Human Resources Faculty

Services maintains a repository of potential

recruitment sites.

For positions with a closing date, no late applications will be accepted by the College.

For positions “Open Until Filled,” a priority review date is listed. The

search committee may review

applications received after the priority review date at its discretion.

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discussions, creates space for all members to participate, and reminds committee members to make decisions on evaluative criteria and evidence.

Selecting Candidates for Interview After the discussion is complete, the search committee will select candidates to interview based on the ranking. Veteran applicants and their spouses receive a percentage increase in the total score.

Veteran’s Preference Applicants seeking veteran’s preference must indicate veteran status and attach the DD214 form. Able veterans and their spouses receive a 5% increase of their total score. Disabled veterans and their spouses receive a 10% increase in their total score.

Interview Prior to interviews, the Search Committee drafts a set of behavioral-based questions and submits them to the Director of Human Resources Faculty Services for approval. The Search Advocate supports the Search Committee to develop questions focused through SLCC Mission, Vision, and Values. The co-chairs are responsible for arranging interviews with candidates through in-person, telephonic, or video platforms. All search committee members must be present at each interview. The search committee asks each candidate the approved questions. Search committee members may ask follow-up questions as appropriate. Search committee members will individually score the candidates’ responses and sign score sheets.

Selection of Candidates for Teaching Observation The Search Committee meets to discuss the candidates’ interview responses. The co-chairs lead the meeting. The Search advocate observes hiring committee discussions, creates space for all members to participate, and reminds committee members to make decisions based on evaluative criteria and evidence. The committee selects a minimum of three applicants to perform a teaching demonstration for the search committee. The search committee may require other assessment activities as well.

Teaching Observation/Other Assessment Activities The entire search committee and the academic dean must attend the teaching demonstration and other assessment activities or must be provided with a video recording. The search committee may independently score the teaching observation/other assessment activities. The associate dean and academic dean conduct an interview with the candidate.

As part of successful recruitment practices, the search committee should provide the candidates with a welcoming and collegial experience for this second-stage interview/observation. The Search Advocate can provide recommendations to do this successfully (e.g. campus visit, introduction to department members and programs, visits with student organizations and affiliation groups, introduction to the city/area).

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Selecting the Finalist The academic dean and academic supervisor call a meeting with the Search Committee to discuss the candidates. The dean and academic supervisor make the selection. The dean has the final approval authority to make an offer to the candidate. The academic supervisor notifies candidates when they are no longer under consideration. After the finalist is selected, all search committee scoring, ranking, and any other documents used in the search are immediately submitted to the Human Resources office.

References The co-chairs conduct reference checks for the finalist. The Search Advocate supports this process to ensure that references are contacted systematically and without structural, cognitive, or personal bias. The academic supervisor will review the finalist’s employment application to determine employment of relatives, international sponsorship, or criminal background disclosure. If any exists, the academic supervisor will consult with the Human Resources office on how to proceed. The academic supervisor requests Human Resources to conduct the required criminal background check of the finalist.

Extending the Offer The academic supervisor must receive approval from HR prior to making an employment offer. Approval requires official transcripts, completed reference checks, and completed criminal background check. The academic supervisor completes the New Faculty Salary Rank form and submits it to Human Resources along with official transcripts, the SLCC Employment Application, curriculum vitae, and letters of reference (printed from online tracking system). Human Resources verifies the credentials with the academic supervisor and authorizes a salary on the New Faculty Salary Rank Form. The academic supervisor and academic dean sign the form. Human Resources drafts a Letter of Appointment and sends it to the Provost of Academic Affairs. After approval, the academic supervisor extends the offer to the finalist. All application materials, references, background checks, the New Faculty Salary Rank Form, and Letter of Appointment are submitted to the faculty’s permanent personnel file.

Integrate The academic supervisor is responsible to implement a welcoming and supportive transition to the college. The Search Advocate collaborates with the academic supervisor in this process.

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Glossary • Behavioral-Based Interview Questions: Behavioral interviewing allows the candidate to focus

on past experiences by providing specific examples of how they have demonstrated certain behaviors, knowledge, skills and abilities. From A Guide to Behavioral Interviewing

• Cognitive Bias: Unconscious patterns of thought- including cognitive categories and shortcuts- which have the unintended effect of conferring advantage to some and disadvantage to others (Reskin, 2000)

• Diversity: Individual differences (e.g. personalities and life experiences) and group/social differences (e.g., race/ethnicity, class, gender, sexual orientation, country of origin, and ability as well as cultural, political, religious, or other affiliations.) From AACU Making Excellence Inclusive

• Inclusion: The active, intentional, and ongoing engagement with diversity—in the curriculum, in the co-curriculum, and in communities (intellectual, social, cultural, geographical) with which individuals might connect—in ways that increase awareness, content knowledge, cognitive sophistication, and empathic understanding of the complex ways individuals interact within systems and institutions." From AACU Making Excellence Inclusive

• Minimum Requirements: The minimum requirements posted on the position description.

• Negativity Bias: Tendency to pay more attention/give more weight to negative than positive experiences/information

• Screening Criteria: Elements of the job description and preferred qualifications.

• Structural Bias: Societal patterns and practices that confer advantage to some and disadvantage to others based on identity. Structural biases create and reinforce the social context for cognitive bias. (McIntosh, 1988)

• Unconscious Bias:

• A disposition to categorize based on partial experiences or information, without being aware of this disposition.

• People can develop biases toward or against an individual, ethnic group(s), a nation, religion, social class, gender, political party, theoretical paradigms and ideologies within academic domains, or spaces.

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Employment Law References

All references can be found on the SLCC Office of Equal Employment Opportunity (EEO). Link to site

• Age Discrimination in Employment Act of 1967 (ADEA)

• Americans With Disabilities Act of 1990 (ADA)

• Equal Pay Act of 1963

• Executive Order 11246

• Immigration Reform and Control Act of 1986 (IRCA)

• Rehabilitation Act of 1973

• Section 402 of the Vietnam Era Veterans Readjustment Assistance Act of 1974

• Title II of the Genetic Information Nondiscrimination Act of 2008

• Title VII of the Civil Rights Act of 1964

• Title IX of the Educational Amendments of 1972

• Uniformed Services and Employment and Reemployment Rights Act of 1994

• Utah Code – Title 34A – Chapter 05

• Utilization Analysis Under Executive Order 11246

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Timeline

Timeframe Milestone Responsible Parties

Open Form Search Committee Academic Supervisor

Open Draft Job Description and Criteria Search Committee

Open Submit to HR PARS System Co-Chairs

1 week HR Approval Director, HR Faculty Services

Minimum 30 days (Academic dean may reduce down to 10 days)

Job Posting, Advertisement, and Recruitment

Director, HR Faculty Services, Co-chairs

2 weeks Screening Search Committee

1 week First Interviews Search Committee

1 week Teaching Observations/Other Assessment Activities

Search Committee

1 week Reference and background checks Co-chairs

1 week Extending the Offer/Letter of Appointment

Academic Supervisor, Academic Dean, Human Resources, Provost

Before Start of Semester Integration Onboarding Orientation

Academic Supervisor People and Workplace Culture Faculty Development

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Checklist for Faculty Hiring Search Develop Position

☐ Establish Search Committee

☐ Select Search Advocate

☐ Search Committee reviews Faculty Hiring Handbook

☐ Search committee drafts job description and evaluative criteria

☐ Academic supervisor submits requisition through PARS to Human Resources

☐ Human Resources approves and posts position Recruit (30 days)

☐ Search Committee reviews Faculty Hiring Handbook

☐ HR advertises position

☐ Search committee networks through professional organizations and personal contacts

Screen and Select (2 weeks)

☐ Minimum Requirements (4 days)

☐ Academic supervisor updates applicant status for those not meeting minimum requirements

☐ Independent scoring of applicants

☐ Search committee meets to discuss independent scoring

☐ Search committee selects candidates for interview

☐ Search committee develops interview questions and submits to HR for approval

☐ HR approves interview questions

Interview (1 week)

☐ Co-chairs schedule interviews

☐ Search committee interviews each candidate

☐ Search committee independently scores candidates

☐ Veteran’s preference is included in scores

☐ Search committee discuss and select candidates for Teaching Observation/Other Assessment Activities

☐ Academic supervisor notifies applicants no longer being considered

Teaching Demonstration/Other Assessment Activities (1 week)

☐ Search committee creates evaluation form

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☐ Co-chairs schedule demonstrations (academic dean must be present)

☐ Co-chairs plan welcoming and collegial experience for candidates

☐ Teaching Demonstrations/Other Assessment Activities

☐ Academic supervisor and Academic Dean interview candidates

Selecting the Finalist (1 week)

☐ Search committee meets with academic dean to discuss candidates and recommend finalist.

☐ Academic supervisor and academic dean make final decision on finalist.

☐ Search committee submits all documentation to Human Resources (1 day after decision).

☐ Academic supervisor updates candidate status in PARS

☐ Academic supervisor notifies candidates no longer under consideration.

References (1 week)

☐ Finalist submits official transcripts.

☐ Academic supervisor conducts reference checks.

☐ Human Resources conducts criminal background checks.

Extending the Offer (1 week)

☐ Academic supervisor submits New Faculty Salary Placement Form to HR.

☐ HR and academic supervisor review faculty salary placement and offer.

☐ Academic dean signs the Faculty Salary Placement & Rank Form

☐ Academic dean submits form to HR Director of Faculty Services

☐ HR generates Letter of Appointment and submits packet to Provost for signature

☐ Provost signs Letter of Appointment

☐ Academic supervisor and academic dean extend offer to finalist.

☐ HR sends Letter of Appointment to finalist.

☐ Finalist signs letter of appointment.

☐ Academic Supervisor submits PAF to Human Resources.

Integrate (Prior to Semester Start)

☐ Academic supervisor implements integration plan for new hire.

☐ Academic supervisor coordinates new hire to onboarding process.

☐ Academic supervisor coordinates new hire to orientation.

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Links to Interview Questions As your hiring committee creates interview questions, consider how they reflect SLCC’s Mission, Vision, and Values statements. The University of Arizona’s Human Resources department provides a very useful, curated set of behavioral-based interview questions for hiring committees. They also provide a list of questions that hiring committees should not ask. You can find these lists by going to https://hr.arizona.edu/. Select the “Supervisors” tab and click on “Recruitment” in the drop-down menu. Select “Guide to Successful Searches” from the left navigation bar and scroll down to Appendix B – Library of Interview Questions and Appendix C – Questions to Avoid—Don’t Risk It!

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Templates The templates below are available in Excel format by contacting the Director of Human Resources Faculty Services.

Minimum Requirements

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Screening Criteria (Independent Scoring)

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Interview Scoring

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Teaching Demonstration

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