Transcript Safe Hire Training - College of William & Mary

Safe Hire Training for Search Committees
Implementing an Effective and Legal Hiring Program
What will be covered
• Why do we offer training for members of Search Committees
and Interview Panels?
• Overview of Employment Law
• Hiring Process
• Selection Criteria
• Additional Resources
Why is this training offered?
• When serving on a Search Committee for a Professional
recruitment, you are required to complete a training designed
to protect you and W&M.
• Safe Hire training for Search Committee members is required
every 2 years
• Reduces liability associated with unsafe or illegal hiring
practices
• Broadens the opportunity to Welcome Diversity
Employment Laws
Equal Employment Opportunity Commission
• EEOC is responsible for enforcing laws that make it illegal to
discriminate against a job applicant or employee because of
the person’s….
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Race
Color
Religion
Sex – including pregnancy
National Origin
Age – 40 years or older
Disability
Genetic Information
Equal Employment Opportunity Commission
Title VII of the Civil Rights Act of 1964 (Title VII)
• The Pregnancy Discrimination Act
Equal Pay Act of 1963 (EPA)
Age Discrimination in Employment Act of 1967 (ADEA)
Title I of the Americans with Disabilities Act of 1990 (ADA)
Sections 102 & 103 of the Civil Rights Act of 1991
The Genetic Information Nondiscrimination Act of 2008 (GINA)
What is Equal Opportunity
• Equal access to apply for jobs
• Equal treatment in the hiring process
• Laws enacted to protect against discrimination based on
certain characteristics
Legally Protected Classes
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Race/Color
National Origin
Pregnancy
Sex
Equal Pay
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Disability
Religion
Age
Genetic Information
Veterans
Race, Color, National Origin, Sex or Religion
• Title VII of the Civil Rights Act of 1964
• Race- Related Characteristics and Conditions
• Color Discrimination
Age Discrimination
• The Age Discrimination in Employment Act (ADEA)
• Forbids discrimination against people who are age 40 or older
• Unlawful to discriminate against a person because of his/her
age with respect to any term, condition, or privilege of
employment
Disability Discrimination
• The Americans with Disabilities Act or the Rehabilitation Act
• Who is defined as having a disability?
• Has a physical or mental impairment that substantially limits one or
more major life activities
• Has a record or such an impairment, or
• Is regarding as having such an impairment
• What is a reasonable accommodation?
• Making existing facilities used by employees readily accessible to and
usable by persons with disabilities.
• Job restructuring, modifying work schedules, reassignment to a vacant
position;
• Acquiring or modifying equipment or devices, adjusting or modifying
examinations, training materials, or policies, and providing qualified
readers or interpreters.
Sex and Pregnancy Discrimination
• Sex Discrimination involves treating someone such as an
applicant or employee unfavorably because of that person’s
sex.
• It can also involve treating someone less favorably because of
his or her connection with an organization or group that is
generally associated with people of a certain sex.
• Pregnancy Discrimination Act forbids discrimination based on
pregnancy in any aspect of employment, including hiring,
firing, pay, job assignments, promotions, layoff, etc.
Equal Pay Discrimination
• The Equal Pay Act
• Requires that men and women in the same workplace be given
equal pay for equal work.
• The jobs need not be identical, but must be substantially equal.
Genetic Information Discrimination
• Title II of the Genetic Information Nondiscrimination Act of
2008 (GINA)
• Definition of Genetic Information
• Information about genetic tests of the individual and also of their
family members
Veteran Preference
• Do not discriminate against veterans or those who could be assigned
to active duty
• Can discuss military experience if it is relevant work experience
• Veteran’s Preference
• Initial screening – applicants must meet the required criteria at a minimum or
better level on their own
• Veteran Status is considered as a preferred qualification
• Service-connected disability is considered as a second preferred qualification
• Surviving spouse, or child, of a veteran who was killed in the line of duty is
considered as an additional preferred qualification
• Member of the VA National Guard is considered as an additional preferred
qualification
Affirmative Action
• Affirmative action is the practice of improving the educational and
job opportunities of members of groups that have not been treated
fairly.
• Increases Diversity efforts for underutilized positions.
• What can you do as a Committee?
• Try to recruit a diverse, qualified applicant pool
• Promote equitable hiring procedures
• Consider how best to reach women or minority applicants in your
recruitment plan as part of improving diversity efforts
• Consider the qualifications of all applicants who meet the
minimum qualifications for the position
• Ties should go to the candidate who brings diversity
Implicit Biases: Reviewing Applicants:
Research on Bias & Assumptions
A large body of research suggests each one of us holds implicit biases that impact
our judgment. Implicit bias is, in essence, part of the human condition. As such, it
inevitably impacts interactions with others and processes in which we engage,
including the faculty search process. Research suggests that we all engage in
unconsciously biased assessments and decision making processes. With this
understanding, we can more swiftly move away from blame and embarrassment,
and towards efforts to identify, understand and minimize negative impacts of
unintended bias as we search for and hire outstanding faculty.
“We all like to think that we are objective scholars who judge people solely on their
credentials and achievements, but copious research shows that every one of us has
a lifetime of experience and cultural history that shapes the review process.” (Fine
& Handelsman, 2006).
The results from controlled research studies demonstrate that people often hold
implicit or unconscious assumptions that influence their judgments. Studies include
expectations or assumptions about physical or social characteristics associated with
race, gender, and ethnicity and several studies relate directly to the hiring process.
Implicit Biases
Examples of assumptions or biases that can influence the evaluation of applications:
When rating the quality of verbal skills as indicated by vocabulary definitions,
evaluators rated the skills lower if they were told an African American provided the
definitions than if a white person provided them (Biernat & Manis, 1994)
Randomly assigning different names to resumes showed that job applicants with
white sounding names were more likely to be interviewed than equally qualified
applicants with Hispanic or African Americans names. (Bertrand & Mullainathan)
When symphony orchestras adopted “blind” auditions by using a screen to conceal
candidates’ identities, the hiring of women musicians increased. Blind auditions
fostered impartiality by preventing assumptions that women musicians have “smaller
techniques” and produce “poorer sound” from influencing evaluation (Goldin &
Rouse, 2000).
Research shows that incongruities between perceptions of female gender roles and
leadership roles cause evaluators to assume that women will be less competent
leaders. When women leaders provide clear evidence of their competence, thus
violating traditional gender norms, evaluators perceive them to be less likeable and
are less likely to recommend them for hiring or promotion (Eagly & Karau, 2002 ;
Ridgeway, 2001; Heilman, et al, 2004).
Implicit Biases
Suggestions for minimizing the influence of bias and assumptions:
Determine whether qualified women and underrepresented minorities are included in
your pool at rates expected based on availability, and consider whether evaluation biases
and assumptions are influencing your decisions by asking yourself the following questions:
Are women and minority candidates subject to different expectations in areas such as
numbers of publications, name recognition, or personal acquaintance with a committee
member? Have the accomplishments, ideas, and findings of women or minority candidates
been undervalued or unfairly attributed to a research director or collaborators despite
contrary evidence in publications or letters of reference
Is the ability of women or minorities to run a research group, raise funds, and supervise
students and staff of different gender or ethnicity being underestimated? (Recall social
assumptions about leadership abilities).
Are assumptions about possible family responsibilities and their effect on a candidate’s
career path negatively influencing evaluation of a candidate’s merit, despite evidence of
productivity? (Recall studies of the influence of generalizations on evaluation.)
Are negative assumptions about whether women or minority candidates will “fit in” to the
existing environment influencing evaluation? (Recall students’ choice of counselor).
Online Hiring Process
https://jobs.wm.edu/hr
Applicant Online Site
https://jobs.wm.edu
How to get started ???
• An approved position description is required before you can
request to post your position
• Professional positions are posted for a minimum of 30 days
• Applicant materials can be reviewed as received however;
interviews for professional positions can’t begin until position
is posted for 10 days
• Staff positions are posted for a minimum of 10 days
PeopleAdmin Home Page
Search Committee/Interview Panel
Roles & Responsibilities
• Members should be individuals who understand the
requirements of the position
• Committee or Panel ideally is composed of individuals from
diverse backgrounds to provide a variety of perspectives
• The responsibilities of these individuals is to work with the
Hiring Official in selecting candidates to be interviewed,
conducting interviews, completing all necessary
documentation and making the final recommendations for
consideration to the final hiring authority
• Must be available for reviewing applications and resumes
• Must be available for interviews
• Understand their role in the process and when final
recommendations are to be made
Screening & Selecting Applicants
• Review your applicant pool using the minimum qualifications
established in the position description
• Decide which applicants to interview
• Conduct the interviews
• Complete background checks, such as references
• Select your finalist
Screening
• Screen Consistently – applicants must have the minimum
qualifications as outlined in the position description
• Professional searches – screen for minimum qualifications
before you do an in-depth review. Have each member of the
Committee screen independently.
• Staff – make sure each panel member is aware of the
minimum qualifications and also screen independently.
• Applicant materials are confidential. Do not share knowledge
of the search prior to initial interviews.
Deciding who to Interview
• If you are related to anyone in the pool, please do not
participate in selection or interview
• Avoid any perception of favoritism or pre-selection
• If any applicant is a friend, consider stepping off committee
• Do not provide a letter of reference for an applicant for your
position
• Use common sense for any potential conflict
Evaluating Candidates
Ability
Willingness
Manageability
Ability
• How relevant is their
experience?
• Can they provide examples?
• Am I willing to fill in their gaps
with training?
• Do they have skills I can’t
teach?
• Knowledge, Skills and Abilities
from the position description
are a great tool to help
evaluate.
Willingness
• How willing are they to do the
work required?
• What motivates them?
• Are they passionate about
work and success?
• Why do they want to work
here, in this job, at this time?
Manageability
• Will they work with your
management style?
• If not, are you willing to adapt
your style?
• Will the amount of
independence available
match their needs?
• How have they worked with
previous managers?
• In what types of
environments are they most
successful?
Conducting Interviews
• Prepare legal and job related interview questions to be asked
of each candidate interviewed.
• During the formal interview focus on the job duties and
responsibilities.
• When in an informal setting, be aware of your verbal and nonverbal reactions. When making small talk, remember nothing
is off the record.
• Common Pitfalls
Interview Questions
• Questions must focus on job related functions
• Should help identify whether the applicant possesses the
required knowledge, skills and abilities
• Inappropriate Questions and Topics to Avoid
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Gender and marital status
Child care arrangements
Date of high school graduation
Other languages spoken – unless job related
Place of birth
Additional information is available on the Office of Diversity & Equal
Opportunity and Human Resources websites
Interview Mistakes & Consequences
Not
remaining
silent
• You fail to obtain
meaningful
information from
applicant.
Conducting
• You fail to collect
a poorly
relevant or necessary
structured
information.
interview
Using
closed
ended
questions
• You fail to draw the
applicant out.
Completing Background Checks
• Reference checks are not required but encouraged
• HR has a Reference Check form available on our website
• Make sure to have candidate’s permission prior to obtaining a
reference from their current employer
• A criminal history check must be completed for all new hires
prior to their start date
Choosing a Finalist
• When making a decision regarding the finalist make sure to
consider all information such as:
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Application materials, including resume and cover letter
Interview
References
Evaluation by other interviewers
Any other relevant information
Resources
Employment Specialist
HR Hiring & Recruitment
Webpage & EO Webpage
PeopleAdmin Useful Links
Questions ?????
Thank you for your time. If you have any questions, please
Contact the Office of Human Resources