Transcript www.uwstout.edu

SEARCH COMMITTEE
TRAINING
UW-Stout
2014-15
Welcome
Today’s
Presentation
* TAM
(Talent Acquisition Manager)
* AA/EEO/Diversity
* Roles & Responsibilities
* Assumptions & Biases
* Search & Screen Process
TAM
* Secure
* Accessible 24/7 * Paperless

Online Applicant Tracking System designed for UW
campuses – Feb. 2012

Recruitment Approval done online

Automated postings:

HEJS, UW-Stout, MyUW Portal, WI Job Network-DWD

Applicants apply online

Interviewers view application materials online

Records retention online
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 or
Conviction
• Color
• Creed (Religion)
• Disability
• Genetic Testing
• Honesty Testing
Marital Status
Military Service
National Origin
Pregnancy or
Childbirth
• Race
• Sex
• Sexual
Orientation
•
•
•
•
• Use or nonuse of
lawful products off the
employer's premises
during nonworking
hours
• Declining to attend a
meeting or
participate in any
communication
about religious or
political matters
EEO / AA / DIVERSITY
EEO/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
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
not a voting member of the Interviewer panel

Human Resources (EEO/AA/HR)
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 days
Academic Positions: Minimum of 21 calendar days
Search Committee Decisions:
Screening Date vs. Application Deadline
Incomplete Applications

Follow up with applicants or deem as incomplete?

2 sets of eyes need to review each applicants materials.

Be consistent. Each must be contacted and given the same deadline date.
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 Tools 1-5
Must be submitted to HR for review and approval BEFORE
screening can begin.
Deliberate, thoughtful questions that address qualifications
Be mindful of prohibited questions – protected classes, etc.
Excellent resource on HR website: QUESTION BANK
◦
◦
◦
What should the person be able to do and why.
How are reqmts identified, measured, or reflected?
Be specific:
What Degree is required?
Will you consider ABD?
What do you mean by experience?
How will you evaluate their credentials?
Initial SCREENING
Committee members screen applicants independently accessing
applications via TAM.

Starting with TOOL 2 – applicants not moving forward are given a
Non-Selection Reason Code to identify the job-related reason 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
TA Coordinator: uploads the matrix in TAM for permanent record -&forwards applicants selected for phone interviews to Hiring Authorities
for approval
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

Avoid strict numerical ranking

Recording devices not 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
Minimizing Bias
• Avoid bias ‘rebound effect’ by devoting sufficient time/attention
to the task
• Strive to increase diversity in your search committee
• Strive to increase representation of women & minority scholars
in your applicant pool
• Develop well-defined evaluation criteria PRIOR to evaluating
applicants
• Discuss and prioritize evaluation criteria amongst with all search
committee members
• Focus on each applicant ENTIRE application package
• 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
Telephone Interviews – Tool 3
What are some 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.
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.
•
TA Coordinator will upload these documents in TAM
and forward ALL VIABLE finalists recommended for hire
to the Hiring Authorities.
Offer / CBC / Contract
Upon receipt of an accepted offer, hiring Dept. will:

Submit a request to HR to process a Background Check(s).

Complete ES-5 form and route via Workflow for signatures.
Once the ES5 form is approved by all hiring managers

HR will generate the contract & send 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
UW-Stout HUMAN RESOURCES OFFICE
New website > Recruitment & Hiring
“ THANK YOU "
FOR REPRESENTING OUR CAMPUS!