Perlman, B., & McCann, L. I. (1998, Winter). The Nuts and Bolts
of Faculty Recruitment: Part Ia: From Forming the Recruitment
Committee Through Identifying Campus Visitors. The Department
Chair, 8(3), 16-17.
In previous articles we have discussed different facets of a
faculty recruitment: planning, ethics, and the place of teaching.
We now turn to the nuts and bolts of the search, specifically all
of the work which can and must be done prior to candidate campus
visits.
Will There Be a Recruitment?
Investigate your options. Never assume you will be allowed
to recruit if someone retires or leaves. The department
chairperson, an interest group head, and/or the potential
recruitment committee chairperson need to have detailed
conversations with their Deans or Provosts to obtain as much
information as possible before a decision is made to recruit,
especially when faced with uncertain funding. Will you be allowed
to recruit a tenure-track position or a temporary replacement,
will the position be frozen, or lost?
Forming The Recruitment Committee
Since delays during recruitment are inevitable and the work
load high, once you are certain you can recruit, begin as soon as
possible.
Selection of both a committee chairperson and members are
critical. A competent committee chairperson needs leadership and
communication skills, the ability to keep others on track, and
skills in conflict resolution. Do whatever is necessary to get
the right person.
Committee membership is important. We recommend a committee
of 3 to 5 people. Members need good judgment, the ability to work
hard, savvy, knowledge of teaching and scholarship and how to
evaluate it, integrity, and a commitment to seeing the job
through. Members expert in the subdisciplinary area being
recruited are important but additional members from other areas
provide balance and perspective. Consider special roles for
members such as chairperson, recorder, and members as sources of
expertise on ethics, teaching, scholarship/artistic performance,
and affirmative action.
Initial Tasks for the Recruitment Committee
Once the committee is formed, it should consider completing
the following tasks as soon as possible.
• Clarify the role and duties of your search committee,
especially its charge.
• Agree on committee rules (e.g., rules of order, quorum,
use of absentee ballots).
• Agree on committee roles (e.g., chair, recorder)
• Find and agree on committee meeting times.
• Report on agreements regarding the position (e.g., details
of any promises or agreements by the department chairperson or
dean -- salary, reduced teaching).
• Prepare for departmental planning related to the
recruitment if it is not already underway (Perlman & McCann,
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1997).
• Determine budgetary support (e.g., budget for job ads,
travel funds for candidates).
• Identify a secretary to receive applications and file
correspondence, keep appropriate records on the status of
applications, etc.
• Determine institutional procedures and paperwork. It is
much better to know the rules and policies before you do
something wrong rather than after.
• Review policies on hiring spouses, this question may come
up for some candidates.
• Determine what you will do if you have an unsuccessful
search. This possibility should be considered at the beginning of
the process, and decisions should be made and options identified
regarding what might be done, before you find yourself choosing
between hiring a marginally acceptable candidate or seeking
approval to reopen the search next year.
• Investigate Affirmative Action requirements. Talk to the
Affirmative Action Officer and learn the details of your
institution's affirmative action plan. You may discover that
there are incentives, extra monies, and other resources available
to help your department meet affirmative action goals.
• Prepare form letters (e.g., acknowledgement of receipt of
credentials and of letters of recommendation, request for
additional or missing information, and informing candidates at
each stage if they are or are not being considered). These
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letters can then be sent in a timely fashion.
• Prepare a form to keep track of candidate credentials.
• Design recruitment data bases (e.g., alphabetized by the
candidates' last names with address (including e-mail), telephone
numbers, required file information (complete or what is missing),
and status (e.g., did not meet position criteria, a semifinalist). Make sure someone can manage your data base.
• Prepare for committee recorder responsibilities.
• Decide the uses of electronic mail.
• Decide how files will be circulated among committee
members.
• Lay out a time line, working backwards from when you hope
you will be offering a contract to the present. You will discover
you are already behind schedule.
• Learn about the campus visit process (e.g., number of
candidates who can be brought to campus, reimbursement
procedures).
• Prepare campus information to be given to finalists to
familiarize them with the department, institution, and community.
• Review your department and institution's mentoring
process.
• Initiate and maintain communication with departmental
faculty.
Developing a Pool of Candidates
As you strive to develop the strongest possible pool of
candidates, the specific nature and structure of the position
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must be determined (e.g., tenure-line or not, the specialization
you want, courses and teaching load, overall load (e.g.,
scholarship, administrative work), degrees and experience, hiring
with tenure, salary). Be careful. You do not want to require
experiences or credentials so exceptional or specific that good
people do not bother to apply.
We recommend that you make a relatively brief list, in
priority order, of the most important position characteristics
and prepare to evaluate each candidate's characteristics and
experiences using these selection criteria. This job will be made
easier if you get good, relevant information from candidates,
sometimes easier said than done.
Prepare a clear and well written job announcement (for
publication in relevant journals and employment bulletins, or
dissemination at meetings) and a detailed position description (a
more lengthy description of the position to send to all
candidates). Find out who must approve your ad and job
description and what must be included in it. Decide on when you
want letters of recommendation, and how many (we recommend 3 to
5). Set any deadlines for credential submission or the beginning
date applications will be considered.
The search committee must get the word out - the job
announcement must be disseminated. Bear in mind that you will not
hire someone who does not apply. The applicant pool is critical
to a good recruitment! Do whatever you can to ensure that all
qualified potential candidates have an opportunity to apply.
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Preparatory work is even more important if you recruit at
professional meetings.
Screen Candidates and Select Semi-Finalists
As you begin your interaction with candidates and the
selection process moves to winnowing and sifting application
materials, communicate promptly with candidates. Keep in mind
that you are selling the position, department and institution,
even in the earliest contacts with candidates. Use electronic
mail (be careful about confidentiality, being sure that e-mail
messages are secure and available only to the candidate).
Acknowledge applications promptly (include a detailed position
description, request any additional information).
The initial screening identifies candidates who do not meet
position requirements. Communicate with candidates who are
screened out and keep track of why they are removed from
consideration.
It is now time to reduce the pool to a group of semifinalists. Make sure files are complete, and obtain additional
information if needed before you begin this work. Meetings now
get longer. Read all materials, some several times (e.g., cover
letters, the teaching and research-performing arts statements,
and letters of recommendation). Be sensitive to gaps in
credentials and to candidates' expectations. In ranking the
qualified candidates, we recommend that when you are in doubt,
leave candidates in the running. If you err, do so by retaining
credentials for further consideration. Good File Management and
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Record Keeping are imperative at this stage.
The process of selecting semi-finalists requires that you
keep your job description and selection criteria clearly in mind,
emphasizing candidates who are a good fit for your position and
needs. Typically a pool of about 10 semi-finalists is sufficient.
Depending on the job market, and/or how early or late you are in
the process, determine if this number is large enough (will some
candidates accept other offers before you can make one?).
Identify Final Candidates and Select Campus Visitors
The task for the recruitment committee now becomes more
difficult. Differences between remaining candidates are smaller
and any candidates dropped from consideration may be persons who
would fit your position and work out well. The committee should
be well acquainted with its selection criteria by now, but it is
often helpful to review them briefly to refresh and improve your
focus. Now you can obtain additional information (e.g., a
teaching portfolio, additional scholarship materials, or
telephone calls to semi-finalists or references).
Select 3 to 5 finalists and from these 2 or 3 campus
visitors. You are looking for the best fit, a strong candidate
who is likely to accept, and to stay. Tell semi-finalists not
selected of these decisions, but also that their status remains
active. Before asking your department or Dean for campus visit
permission, phone or e-mail your choices and determine if they
are still available and interested in your position.
Our next article in the Department Chair will take you
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through the campus visit to hiring someone, reopening the search
or closing it. Stay tuned.
a
Baron Perlman and Lee McCann are Professors of Psychology,
University of Wisconsin Oshkosh. This article is based on
material from their book, RECRUITING GOOD COLLEGE FACULTY, Anker,
1996.
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Reference
Perlman, B., & McCann, L. (1997. Departmental Planning: The First
Step in Recruiting. The Department Chair. FINISH REFERENCE ONCE
PUBLISHED.