The Academic Search Process
Guidelines for Hiring Faculty and
Academic Administrators
Office for Equity and Diversity
Last Revised: 3/12/2016
Table of Contents
Preface
Summary of Selection Process
Executive Memorandum
Glossary
4
6
8
Chapter 1
Pre-Search Guidelines – The Decision to Search
Search Requirements
Appointments that Do Not Require a Full Search
The Planning Process
Required Search Training
Goals of the Recruitment and Selection Process
Affirmative Action Goals
Accountability
9
9
9
9
10
10
10
10
Chapter 2
The Search Committee
Appointment to the Search Committee
Typical Duties of the Search Committee Chair and Search Committee
Under the Direction of the Hiring Administrator
11
Chapter 3
Initiating the Search
Position Authorization Form
The Recruitment Process
The Recruitment Plan
Position Announcements and Ad Copy
Advertising
13
13
13
13
14
15
Chapter 4
Responding to Applicants
19
Chapter 5
Evaluating/Screening the Applicants
Creating the Evaluation Form
Building the Applicant Summary
Screening Applications
References
20
20
20
20
22
Chapter 6
The Interview
The Interview Approval Process
A Legal and Meaningful Interview
Consistency in Handling Applicants
Interview Process
Interviewing Pitfalls
Applicants with Disabilities
24
24
24
25
25
26
27
Chapter 7
The Hiring Decision
Finalizing the Search Process
29
29
Chapter 8
Completing the Selection Process
Closing the Search
Withdrawn Position
Reopened Searches
Documenting the Search
30
30
31
31
31
Chapter 9
Abridged Procedures and Other Considerations
Abridged Search Procedures
Request to Abridge Procedures
Internal Searches
Appointment to an Interim or Acting Position
32
32
32
32
32
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Appendices
Guidelines for Emergency Hiring from an Existing Pool of Applicants
Special Circumstances
Other Considerations
33
33
34
Missouri State University Promotion Policy
Reduction of Required Signatures Memo
Questions and Answers that Address Myths and Realities about Legal Basis of
Equal Employment Opportunity and Affirmative Action
Missouri State University Non-Discrimination Policy
35
37
39
40
Acknowledgement: In creating these guidelines, the Missouri State University Office for Equity and Diversity reviewed the hiring processes
at many universities. These guidelines are administrative operating procedures, which can be amended if determined appropriate. In the
case of conflict between this document and the Missouri State Board of Governors Bylaws or the Faculty Handbook or the Employee
Handbook, the Bylaws, Faculty Handbook or Employee Handbook will prevail.
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Summary of the Academic Selection Process
MAJOR ACTIVITIES
RESPONSIBLE PARTY
Formulate unit hiring plans. Review and discuss Affirmative Action
goals and set goals for diversity in applicant pool. Set budget for
search and establish tentative agreement on number of candidates to
be interviewed.
Select Search Committee.
Hiring Administrator (typically department head) and
Major Administrator (typically college dean)
Complete required Office for Equity and Diversity online Search
Briefing.
Determine job-related criteria and documents applicants need to
submit for the position, and prepare Position Authorization (PA) form.
Go to www.missouristate.edu/hiring to prepare the Recruitment Plan
(RP).
Hiring Administrator and Major Administrator
Note: The RP, Applicant Summary (AS), and Employment Offer
Request (EOR) should be completed and approved at
www.missouristate.edu/hiring.
Submit PA and RP for approval.
Review and approve PA and RP.
Create Master Search File, to include PA, advertising tear sheets, and
all other documentation of search process.
Assign search number and post job on Provost’s website and
higheredjobs.com.
Draft letters to recruitment contacts, place advertisements, and
engage in networking activities.
Respond promptly to all applicants upon receipt of materials; include in
the response a detailed position description (if necessary),background
check release form and the web link to the Missouri State University
Application for Employment at
www.missouristate.edu/academicopenings
Enter each applicant into the Applicant Summary and establish
individual applicant files.
Note: If applicants complete the Missouri State University online
employment application, his/her name will automatically be
placed into the Applicant Summary. However, the Date
Acknowledgement Letter sent will need to be entered.
Develop an evaluation instrument to be used to record factual
information regarding each applicant.
Evaluate each applicant’s background and experience on the basis of
established position requirements and check references, including offlist references. Identify all top candidates for potential interview and
submit Applicant Summary.
Hiring Administrator and Major Administrator
Hiring Administrator and Search Committee
Hiring Administrator and Search Committee
Hiring Administrator
Major Administrator
Hiring Administrator
Office of the Provost
Hiring Administrator and Search Committee
Hiring Administrator and Search Committee
Hiring Unit
Hiring Administrator and Search Committee
Hiring Administrator and Search Committee
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Review the total applicant pool, evaluation process, affirmative action
steps, and strength/weakness analysis provided by the Search
Committee. Consult with the Office for Equity and Diversity, as
necessary, regarding affirmative action considerations. In consultation
with the Search Committee, assign order of candidate interviews.
Schedule interviews and make travel arrangements. Provide original
folders of all interviewees’ to Major Administrator.
Conduct on-campus interviews.
Select the order in which to hire finalists. Note: If hiring a foreign
national, contact the Office for Equity and Diversity prior to engaging in
hiring negotiations with candidate.
Engage in preliminary negotiations regarding the terms of employment
with the candidate.
Hiring Administrator and Major Administrator
Hiring Administrator and Search Committee
Hiring Administrator, Search Committee, Major
Administrator and others as appropriate. The Office of the
Provost will interview candidates for academic
administrative positions but will not interview faculty
candidates unless requested to do so.
Hiring Administrator with input from Search Committee,
members of the hiring unit, Major Administrator and others
involved in the interview process
Hiring Administrator
Login to the Applicant Summary and enter disposition coded for all
applicants who have not been assigned a code.
Hiring Administrator
Complete and submit EOR. Draft an appointment letter and submit to
Major Administrator via email.
Hiring Administrator
Review and approve EOR and draft appointment letter. Submit draft
appointment letter to the Office of the Provost & forward the selected
candidate’s original folder to the Office of the Provost.
Major Administrator
Finalize appointment letter and obtain acceptance in writing from the
chosen candidate. Provide copy of signed appointment letter to Hiring
Administrator and Major Administrator. Forward original file of
successful candidate to Human Resources.
Prepare and route Personnel Action Form.
Office of the Provost
Communicate decision to unsuccessful finalists and applicants.
Notify Hiring Administrators and Major Administrators of searches
selected for audit by the Office for Equity and Diversity.
Conduct audit of selected searches.
Hiring Administrator
Hiring Administrator and Search Committee
Office for Equity and Diversity
Office for Equity and Diversity
Maintain search files for a minimum of two years from the date of the
approved Personnel Action form.
Hiring Unit
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July 1, 2008
TO:
Vice Presidents
Chancellors
Deans
Directors
Heads of Departments, Schools, and Offices
FROM: Michael T. Nietzel
President
SUBJECT: University Policy on Equal Opportunity and
Affirmative Action
I. Statement of Principles and Values
Missouri State University has a deep and abiding commitment to
diversity as a core institutional value and responsibility.
Diversity is central to providing and retaining a quality
educational environment. As a public affairs institution, the
University must develop educated persons who are equipped to
contribute to the interdependent world in which we now live. The
ability to adapt to rapid economic, social, and cultural changes is
imperative. An understanding of diverse cultures and societies
has not only become necessary to function in today’s workplace,
it also enrich one’s life and work.
Missouri State University is committed to programs and
practices that assure an environment free of the barriers of
discrimination in education and employment and that establish a
collegial and just community. To achieve this end, Missouri
State University views, evaluates, and treats all persons in any
University-related activity or circumstance in which they may be
involved, solely as individuals on the basis of their own personal
abilities, qualifications, and relevant characteristics.
II. Statement of Policy
Nondiscrimination Policy
(Approved by Board of Governors 9/15/2006)
Missouri State University is a community of people with respect
for diversity. The University em pha si zes th e d ig ni ty and
equa li ty co mmo n t o a ll persons and adheres to a strict
nondiscrimination policy regarding the treatment of individual
faculty, staff, and students. In accordance with federal law and
applicable Missouri statutes, the University doe s not
dis cri mi nat e o n t he ba si s of ra ce , c ol or, religion, sex,
national origin, ancestry, age, disability, or ve tera n sta tu s i n
empl oy men t or i n a ny pro g ram or a cti v ity offered or
sponsored by the University. In addition, the University does not
discriminate on any basis (including, but not limited to, political
affiliation and sexual orientation) not related to the applicable
educational requirements for students or the applicable job
requirements for employees. This policy shall not be interpreted
in a manner as to violate the legal rights of religious
organizations or military organizations associated with the
Armed Forced of the United Stats of America. The University
maintains a grievance procedure incorporating due process
available to any person who believes he or she has been
discriminated against. Missouri State University is an Equal
Opportunity/Affirmative Action employer. Inquiries concerning
the grievance procedure, Affirmative Action Plan, or compliance
with federal and state laws and guidelines should be addressed
to Jana Estergard, Equal Opportunity Officer, Park Central
Office Building Suite #111, 901 South National, Springfield,
Missouri 65897, (417) 836-4252.
Reasonable Accommodations
Missouri State University provides reasonable accommodations
that allow otherwise qualified applicants or employees with
disabilities to perform the essential functions of a position.
Reasonable accommodations will be made unless such
accommodations have the end result of placing an undue
burden on the operations of the University. Employees needing
accommodations should contact their supervisor or department
head, or seek assistance from the following offices at their
campus:
Springfield:
Office for Equity and Diversity
Mountain Grove:
Office for Equity and Diversity
West Plains:
Director of University/Community Programs
All other Locations: Office for Equity and Diversity
III. Programmatic Responsibility
The President of Missouri State University is charged with
overall responsibility for the successful implementation of
Missouri State University’s equal opportunity, equal access, and
affirmative action policies.
Under the authority and supervision of the President, the Equal
Opportunity Officer is responsible for developing system-wide
policies pertaining to equal opportunity, equal access, and
affirmative action in cooperation with other University officers.
The Equal Opportunity Officer is responsible for all aspects of
the University system’s Affirmative Action and Equal
Opportunity Compliance Programs to ensure compliance with
applicable laws and regulations (e.g., Executive Order 11246,
Title VI and Title VII of the Civil Rights Act of 1964, the Civil
Rights Act of 1991, Title IX of the Higher Education Act of 1972,
the Rehabilitation Act of 1973 and Americans with
Disabilities Act of 1990, Vietnam Era Veterans Readjustment
Assistant Act of 1974, Age Discrimination in Employment Act of
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Executive Memo
Executive Memorandum
1967 as amended). The Equal Opportunity Officer serves as a
liaison with the Provost, Vice Presidents, members of the
Academic Council, and other Missouri State University
administrators in monitoring and recommending policies and
procedures regarding equal employment and educational
opportunities for faculty, staff, and students. The Equal
Opportunity Officer also serves as the University's Americans
with Disabilities Act Coordinator and the Title IX Officer.
Equity and Diversity and in the Office of the Provost and each
vice president and chancellor.
IV. Authority and Accountability
The objectives of Missouri State University’s equal opportunity,
equal access, and affirmative action policies are to provide fair
and consistent treatment for all members of the University
community. The University is committed to increasing the
recruitment, selection, and promotion of faculty and staff at the
University who are racial or ethnic minorities, women, persons
with disabilities, and/or Vietnam-era veterans. Correspondingly,
the University is committed to policies and programs which
increase the diversity of the student body.
The primary responsibility for achieving these objectives rests
with the Provost, Vice Presidents, Chancellors, Deans and all
other senior administrators. The Provost, Vice Presidents,
Chancellors, and Deans are responsible for: establishing goals
and action-oriented programs within their units and integrating
equal opportunity, equal access, and affirmative action
principles and objectives into all decisions within their areas of
responsibility. The Provost, Vice Presidents, Chancellors, Deans
and all other senior administrators are also responsible for
reviewing recommendations for hiring, compensation,
promotion, transfer or reassignment, and termination to ensure
compliance with the University’s affirmative action program in
both procedure and outcome, and for reviewing the
qualifications of applicants and reasons for selection to ensure
that minorities, women, and persons with disabilities are given
full opportunities for hire and promotion.
Department Heads, directors, and supervisors throughout the
University system are responsible for promoting equal
employment opportunity and making good faith efforts to
achieve affirmative action goals.
Evaluations of administrators and supervisors will include their
equal employment opportunity, equal access, and affirmative
action efforts and results.
IX. Additional Requirements of Affirmative Action Programs
As a federal contractor, Missouri State University is required to
develop and maintain a written affirmative action program which
is a set of specific results-oriented actions and procedures to
which the University commits itself. These programs must be
updated annually. Affirmative action programs for Missouri
State University are available for inspection in the Office for
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Abridged Search – A search conducted with modified search
procedures in order to meet time demands or other administrative
considerations.
Applicant – An individual who has submitted a formal curriculum vitae
and/or other required materials for an advertised vacant position.
Applicant Summary – (Replaces the Applicant Flow Register) A webbased form that provides a standardized method for documenting the
search.
Candidate – An individual who is deemed to meet the requirements for
a specific vacancy, either by applying or by accepting a nomination.
Disability-related inquiry — A question or series of questions that is
likely to solicit information about a disability.
Employment inquiries — Communications received by any office
within Missouri State University from individuals expressing interest in
positions that may be available. Employment inquiries are not
considered applications for specific vacancies.
Employment Offer Request – (Replaces the Applicant Offer Signature
form) A web-based form that specifies the terms and conditions of
employment for candidates who have been found acceptable for hiring,
and also provides justification for the ranking of interviewees and
justification for any interviewee who is not extended an offer.
Finalist — Each candidate who is seriously considered for an
appointment or whose name is submitted for final consideration.
Qualified individual with a disability — An individual with a disability
who satisfies the requisite skills, experience, education, and other jobrelated requirements of a position held or desired, and who, with or
without reasonable accommodation, can perform the essential
functions of the job.
Reasonable accommodation — A modification or adjustment to a job,
the work environment, or the way a job is usually done that enables a
qualified individual with a disability to enjoy an equal employment
opportunity.
Recruitment Plan – A web-based document that outlines the hiring
unit’s recruitment strategy and provides a means of submitting the
Search Committee membership, draft copy of the Position
Announcement, and draft Ad Copy.
Temporary employee – An employee hired to work full-time or less
than full-time with the understanding that their employment will be
terminated upon completion of a specific assignment, or upon
completion of 1000 hours of employment in any twelve-month period.
These employees generally will work less than a 40-hour work week
each week, but will be employed for no more than 1,000 hours in any
12-month period. Temporary positions are not benefit-eligible.
Undue hardship — An action that requires significant difficulty or
expense in relation to the size of the employer, the resources available,
and the nature of the operation.
Veteran of the Vietnam era — A person who:
Hiring Administrator – The administrator (usually department head) to
whom the academic administrator or faculty member will report, as
specified in the job description or position announcement.

Individual with a disability — An individual who has a physical or
mental impairment that substantially limits one or more of his/her major
life activities, has a record of such an impairment, or is regarded as
having such an impairment.

Limited Term Lecturer – A lecturer generally appointed by an
abridged search process whose term will not be extended beyond one
twelve-month or less appointment.
Major Administrator – The Hiring Administrator’s immediate
supervisor (usually college dean).
Master Search File – The file maintained by the Hiring Unit,
including:







Approved Position Authorization
Approved Recruitment Plan
Approved Job Description (for academic administrators)
Copies of all advertisements, announcements and other
recruitment activities
Any correspondence related to the recruitment and selection
process
Approved Applicant Summary
Approved Employment Offer Request
Nominee — An individual who is nominated by someone other than
him/herself for a specific vacancy. If a person who is nominated refuses
the nomination, he/she shall be called an “uninterested nominee” and
shall be recorded as such.

Served on active duty for a period of more than 180 days, any
part of which occurred between August 5, 1964, and May 7, 1975,
and was discharged or released with other than a dishonorable
discharge;
was discharged or released from active duty for a serviceconnected disability if any part of such active duty was performed
between August 5, 1964, and May 7, 1975; or
served on active duty for more than 180 days and served in the
Republic of Vietnam between February 28, 1961 and May 7,
1975.
Special disabled veteran — A veteran who is entitled to
compensation under laws administered by the Veterans Administration
for a disability rated at 30 percent or more; or, rated at 10 or 20
percent, if it has been determined that the individual has a serious
employment disability; or, a person who was discharged or released
from active duty because of a service-connected disability.
Newly separated veteran — A veteran who served on active duty
during the one-year period beginning on the date of such veteran’s
discharge or release from active duty.
Other protected veterans — Veterans who served on active duty
during a war, campaign, or expedition for which a campaign badge has
been authorized, other than special disabled veterans or veterans of
the Vietnam era.
PLEASE NOTE THE FOLLOWING:
Although the single term “minority” is used throughout this manual, one
must be mindful that there are significant differences in the
backgrounds, perspectives, and needs of individuals deemed to be
‘minorities’. These differences should be considered in evaluating the
unique qualities and contributions of each candidate.
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Glossary
Glossary
Pre-Search Guidelines – The Decision to Search
In accordance with Missouri State University’s equal opportunity
obligations, all benefit-eligible faculty and academic
administrative openings, including continuing-term lecturers,
must be posted (i.e., a public announcement of a search for
qualified applicants must be made). No distinction is made on
the basis of the funding source. Benefit-eligible positions that
are grant-funded must be filled according to these procedures.
The existence of external grant funding is not a justification for
deviating from these guidelines; however, if special
considerations are indicated by the terms of the grant, the
position may qualify for an abridged search.
Some form of search is almost always required. Full searches,
employing ads in national or regional newspapers and journals,
are required for most positions. Limited searches for faculty and
academic administrative positions may be restricted to the
University campus or even the unit in which the position resides.
An abridged search must be approved by the Office for Equity
and Diversity and justified by the qualifications sought.
Appointments that Do Not Require a Full
Search
The following positions do not require a full search:

Temporary appointments.

Appointments for less than three-fourths time that are not
benefit- eligible.

Visiting and adjunct faculty appointments for a maximum
of one year (up to three years if funded by a grant), made
with the understanding that positions so filled will be
subject to full searches should the terms be extended
beyond the mandatory limit.

Student appointments include, but are not limited to, the
following categories:







Interns
Trainees
Teaching Assistants
Graduate Research Assistants
Undergraduate Research Assistants
Student Workers
Work-Study Employees
While a Hiring Unit is not required to advertise for teaching
assistants or graduate research assistants under these
procedures, it is highly recommended that the department
advertise the opening, utilizing a number of sources to attract
the widest internal pool available.
The Office for Equity and Diversity is available as a resource to
Hiring Units should they have any questions or wish for a review
of position announcements for appointments that do not require
a full search.
The Planning Process
The department and college should regularly assess their
personnel needs so that searches can commence early in the
academic year to avail themselves of the largest applicant pools
aimed at attracting a diverse pool. When unanticipated
openings occur during the academic year, similar discussions
and planning meetings should occur before a search is initiated.
Academic Administrators – Hiring Administrators should meet
with their Major Administrator and formulate a hiring plan and
budget for the search, including agreement on advertising costs,
affirmative action goals, number of candidates to be interviewed,
interview costs, and job search timelines. For an existing
administrative position, the Hiring Administrator should also
verify that the University job description is accurate. Hiring
Administrators must work with the Office of Human Resources
to make needed changes to an existing job description or to
create a new job description for a new position prior to starting
the search process.
A well thought out job description will yield the best results
when searching for applicants.
Faculty – When faculty searches are anticipated in an
upcoming academic year, the Hiring Administrator (typically the
Department Head/School Director) should obtain input from
departmental faculty to formulate a departmental hiring plan.
The Hiring Administrator should meet with the Major
Administrator to present the hiring plan. The Major and Hiring
Administrators should discuss the rationale for the departmental
hiring plan, the proposed position descriptions, search
committee memberships, recruitment strategies, and affirmative
action goals. The departmental plans may be revised in
response to input from the Major Administrator.
Reminder: Individuals appointed to positions without a search
being conducted must be informed that subsequent offers of
employment will not be made to them unless they are selected
as the result of an approved search.
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Chapter
1
Search Requirements
Chapter 1: Pre-Search Guidelines – The Decision to Search
Required Search Training
Accountability
Prior to submitting the Position Authorization Form and the
Recruitment Plan, the Search Committee Chair, Hiring
Administrator, and Major Administrator are required to complete
the Office for Equity and Diversity Search Briefing within twelve
(12) months prior to the commencement of the search. While it
is not mandatory for all members of a search committee to
attend a Search Briefing, it may be advisable to ensure that all
members are aware of the search process and the necessary
requirements that must be followed for a legally defensible
search.
Cost centers are accountable for making good hiring decisions.
Responsibilities of Major Administrators, Hiring Administrators,
and Search Committee Chairs regarding hiring decisions
include: following search procedures, conducting searches in a
timely manner, and knowing and following AA/EEO and other
compliance laws, rules and guidelines.
Goals of the Recruitment and Selection
Process
Recruitment
 To attract highly qualified individuals to Missouri State
University.

To provide an equal opportunity for potential
candidates to apply for all vacancies, including parttime and limited term positions.
Communication is important in keeping all administrative levels
accountable. Search Committee Chairs should keep Hiring
Administrators informed during the search process. Hiring
Administrators should keep the Major Administrator informed as
to the progress of the search so that they may, in turn, keep the
Provost informed.
Approvals occur at the level of Hiring Administrator and Major
Administrator. The Hiring Administrator makes
recommendations to the Major Administrators. Major
Administrators have final approval over hiring decisions unless
there is an issue with a particular hiring decision being handled
by the Office of the Provost.
Selection
 To systematically collect information about each
applicant’s ability to meet the requirements of the
advertised position.

To select a candidate that will be successful in
performing the tasks and meeting the responsibilities
of the position.

To engage in hiring activities that will result in
eliminating the underutilization of women and
minorities in particular departments.

To emphasize proactive recruitment of traditionally
underrepresented groups, i.e. individuals with
disabilities, minority group members, women, and
veterans.
Affirmative Action Goals
Affirmative Action goals, incumbency and estimated availability
for women and minorities, can be found in the Missouri State
University Affirmative Action Plan, which is prepared annually by
the Office for Equity and Diversity. When planning the search,
the Hiring Administrator should share incumbency and
estimated availability information with the Search Committee
prior to developing the recruitment plan. If the Hiring
Administrator needs assistance with using this data they may
contact their Major Administrator or the Office for Equity and
Diversity for assistance.
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No committee on campus has a greater ability to make profound
and substantive changes in a hiring unit than that of the Search
Committee. Every member of the Search Committee should
thoroughly understand the requirements of the position to be
filled, the needs of the department, University policies regarding
equal employment opportunity/affirmative action, and the
mission of the University, department and college. The Search
Committee has an excellent opportunity to enhance the
reputation and image of the University through its actions.
Always bear in mind that while a Search Committee is
evaluating a candidate, the candidate is also evaluating the
Search Committee, the department it represents, and,
ultimately, the University.
The Hiring Administrator and Search Committee Chair are jointly
responsible for ensuring that the Search Committee
understands the search process, its charge, and that the search
is completed in a timely fashion.
Appointment to the Search Committee
The Search Committee Chair and Search Committee are
typically appointed by the Hiring Administrator in consultation
with the Major Administrator. Normally, the Hiring Administrator
appoints a trained faculty member to chair the search
committee. The training will require attending a search briefing
conducted by the Office of Equity and Diversity.
Forming the Search Committee
The Search Committee should have members who have
legitimate and direct interests in the selection process.
Membership may include faculty, staff, and students, as well as
alumni or other outside constituents when desirable. Criteria
used in selecting the Search Committee members often include
the following:

knowledge of the substantive area*;

demonstrated ability in promoting a deliberative
process;

knowledge of the campus and its surrounding
communities;

strong interpersonal and recruitment skills; and

an ability to maintain a high degree of confidentiality.
*It is not imperative that all members of the search committee
have knowledge of the substantive area.
When possible, women and minorities from within the
department should be represented on all Search Committees;
however, this may not always be feasible. In these instances,
consideration should be given to including women or minorities
from other departments, administrative units, graduate
assistants/teaching assistants and/or alumni/members of the
community to serve on the committee.
Size of the Search Committee
Ideally, a Search Committee should be as small as possible, yet
large enough to include as many legitimate interests as
possible. Time conflicts increase with the addition of Search
Committee members, which can impair the ability of the Search
Committee to fulfill its charge and complete the search process
timely.
The Search Committee Charge
The charge, preferably in writing, to the Search Committee by
the Hiring Administrator must be clear and precise. Ambiguity in
the charge, in the role of the Search Committee, or in the extent
of its authority can create confusion that will hamper and delay
the recruitment and selection process at crucial points. In
addition to defining the authority of the Search Committee, the
Hiring Administrator should review departmental affirmative
action goals to correct underutilization/under representation of
women and minorities and charge the Search Committee with
the responsibility of exploring all opportunities to create a
diverse pool of applicants.
Responsibilities of the Search Committee Chair
The Hiring Administrator should meet with the Search
Committee to clearly outline the position description and discuss
the Recruitment Plan. The Hiring Administrator, assisted by the
Search Committee Chair, is responsible for ensuring that the
Search Committee understands the search process. It is the
Hiring Administrator and Search Committee Chair’s
responsibility to keep the search process moving efficiently.
Legal Obligations
In terms of equal opportunity/affirmative action, the Search
Committee should be mindful of the University’s legal
obligations, as well as the benefits served to the entire
University in attracting and retaining a diverse workforce. The
Search Committee should evaluate all steps of the search
process, paying particular attention to the possibility of
unconsciously/unintentionally introducing discriminatory
practice(s) into the recruitment and/or selection process.
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2
Chapter
The Search Committee
Chapter 2: Initiating the Search
Confidentiality
In acceptance of Search Committee membership, each Search
Committee member assumes responsibility not to divulge any
applicant’s name or status, or the content of any Search
Committee conversation, to any non-Committee person within or
outside the institution, until after the first screening. After
screening by the Search Committee has begun, all ranked
faculty members in the Hiring Unit may review and evaluate
applicant files and provide input to the Search Committee;
however, non-Search Committee members must not engage in
further screening activities. Faculty members who review
applicant files assume the same responsibility as Search
Committee members of maintaining confidentiality of information
contained within the files.

Develop job-related evaluation forms.

Plan a search in consultation with the Hiring Administrator
that is sensitive to affirmative action issues and the need
for a diverse pool of candidates.

Stays in communication with the Hiring Administrator so
that the Hiring Administrator can ensure that the process
moves at an expeditious pace.

When underutilization of women or minorities exists,
contact and work with the Office for Equity and Diversity to
promote the inclusion of qualified diverse applicants.
For academic administrator searches, only the Search
Committee and the administrators in the supervisory chain will
review applicant files. The Search Committee will make letters
of application and vitas of candidates selected for interviews
publicly available.

Develop written communications (i.e., recruitment letters,
letters acknowledging receipt of applications, letters to
nominees, non-selection notification).

Collect the names and addresses of persons and
institutions to which recruitment letters can be sent.

Review applications to determine if the applicants meet the
advertised qualifications.

Develop a list of core phone interview questions to ask
references and/or applicants related to the essential duties
of the position in consultation with the Hiring Administrator.

Participate in the initial and subsequent screenings of
applicants.

Take part in conference calls to candidates and reference.

The Search Committee should request Departmental
Faculty feedback relating to campus interviews prior to a
final Departmental recommendation relating to
employment.

Place applicants in tiers based on the Search Committee’s
assessment of applicants’ qualifications and the top
applicants to consider for an on-campus interview.

Prepare lists of strengths and weaknesses for the Hiring
and Major Administrators.

Assist the Hiring Administrator in travel arrangements and
interview schedules. Serve as hosts during the interviews.

Participate in a seminar, class demonstration, and formal
interview.
The Search Committee Chair, Hiring Administrator, Hiring Unit
and Major Administrator are responsible for maintaining the
confidentiality of the search process. Information obtained
regarding an applicant must remain confidential throughout the
process and thereafter.
No Search Committee member or member of the Hiring Unit
may contact an applicant individually, or discuss the
qualifications of an applicant outside of the Search Committee,
or call references without the approval of the Search Committee
Chair. Furthermore, the status of an application should not be
discussed, even with the applicant, without approval from the
Search Committee Chair.
Under no circumstances should any person give information to
any applicant about other applicants. This includes information
regarding how many candidates are invited for interviews.
Search Committee members may not serve as references for
applicants in the pool for which they have assumed search
committee responsibilities.
Typical Duties of the Search Committee
Chair and Search Committee under the
Direction of the Hiring Administrator


Attend all meetings and maintain appropriate
confidentiality about Search Committee meetings and
applicant materials.
Work in consultation with the Hiring Administrator on the
Recruitment Plan.
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Participate in final evaluation and formulation of
recommendation to the Hiring Administrator by a
designated date.

Provide the Hiring Administrator a summary of the
strengths and weaknesses of the finalists. The
justifications must be job-related.
2
Chapter

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Position Authorization Form
To initiate the search process, the Hiring Administrator
completes and routes a Position Authorization Form, which
includes a brief position description as approved during the
planning process, to the Major Administrator. The Position
Authorization must be consistent with the job description for
academic administrative positions and the position
announcement in the Recruitment Plan for faculty positions.
 If the opening is the result of a current employee
vacating an existing position, the Position Authorization
Form should be routed accompanied by a Personnel Action
Form for the employee who is leaving. It is important to
accurately identify the line number of the existing position on
both forms.
 If the position is new, a memo from the Hiring
Administrator describing the source of funding and job
duties should accompany the Position Authorization Form.
Note: An approved Position Authorization does NOT
necessarily indicate approval of the Recruitment Plan. Ads
cannot be placed until the Recruitment Plan is approved by the
Major Administrator.
The Recruitment Process
It is the task of the Hiring Administrator and Search Committee
to publicize the vacant position, to bring the job opportunity to
the attention of qualified potential applicants and to actively
identify and recruit qualified applicants.
The Recruitment Plan
One of the most important and crucial elements of the job
search process is to create a broad and diverse applicant pool.
However, many searches are hampered in their efforts to create
a broad and diverse applicant pool because of the concerns
and/or belief that the pool of women or minorities in a specific
field is meager or even nonexistent. While certain fields may not
have large numbers of women and minorities, there is no field in
which they are nonexistent. In addition, the Search Committee
should not assume that the region where Missouri State is
located precludes the University from recruiting minority
candidates.
To assist Hiring Administrators and Search Committees in their
recruitment efforts of women and minorities, as well as enlarging
the pool of qualified applicants beyond the results yielded from
traditional means, the Office of the Provost and the Office for
Equity and Diversity created the Recruitment Plan. In addition
to outlining the Hiring Administrator’s recruitment strategy, the
Recruitment Plan also provides a means of submitting the
Search Committee membership, Position Announcement, ad
copy, and information about the efforts that the Search
Committee and the Hiring Administrator intend to take to actively
recruit applicants.
Prior to completing the Recruitment Plan, the Hiring
Administrator should consult with the Major Administrator to
determine whether the department has affirmative action goals
in place.
The Recruitment Plan should be completed by the Hiring
Administrator in consultation with Search Committee and the
Department at large. The Recruitment Plan is then routed
electronically via the Applicant Summary System. To access
the Recruitment Plan go to www.missouristate.edu/hiring. The
Recruitment Plan is to be approved by the Hiring and Major
Administrators.
If, over the course of a search, there are changes in the
Recruitment Plan, the Hiring Administrator must route
notification of the changes through the appropriate supervisory
channel. Notice of non-substantive changes may be
documented via e-mail or memo. For significant changes in the
plan, the Hiring Administrator must submit a revised
Recruitment Plan through the approval process outlined above.
If the changes are such that the applicant pool may be different,
the Hiring Administrator must close the original search and
submit a new Position Authorization Form and Recruitment
Plan.
Reminder: Any document utilized to update non-substantive
changes to the Recruitment Plan must be retained in the Master
Search File.
Hiring units with identified affirmative action goals are
required to take additional (i.e., more than the usual) steps
to identify and recruit applicants from underrepresented
groups. Federal regulations require that the University
make “special efforts” to recruit women, minorities,
veterans and persons with disabilities. “Special efforts”
refer to initiatives that are above and beyond the standard
advertising practice. The hiring unit is expected to seek out
appropriate professional organizations, e-mail lists,
associations, etc. that serve underrepresented
professionals. In addition, the inclusion of non-traditional
publications as part of the recruitment strategy sends a
strong message to potential applicants about the
University’s commitment to diversity.
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Chapter
Initiating the Search
Chapter 3: Recruitment
Position Announcements and Ad Copy
Position Announcements and Ad Copy are submitted for
approval using the electronic Recruitment Plan. All versions of
ads must be approved by the Hiring Administrator and Major
Administrator before any ads are placed. If unapproved ads
appear, the search may be administratively closed by the Hiring
Administrator, Major Administrator, Office of the Provost, or
Office for Equity and Diversity.
The Office of the Provost will post vacancies on the Missouri
State University website. Once a position has been advertised,
applications must be screened based on the requirements
outlined in the advertisement.
Foreign Nationals - For tenure track and academic
administrative positions, the hiring unit must place an
advertisement in a national professional journal in order to fulfill
the requirements under the U.S. Citizenship and Immigration
Services. Should a foreign national be hired and the University
decides to sponsor the individual for permanent residency, the
University must provide evidence that the above requirement
was fulfilled. If the original search does not fulfill the above
requirement, the University will have to re-advertise the position
before we can move forward with a permanent residency
application. If a professional organization does not offer a
printed means of advertising the job opportunity, consider
utilizing the Chronicle of Higher Education. Departments and/or
colleges may also wish to pool resources for purposes of
advertising in the Chronicle of Higher Education.
Copies of all announcements/advertisements, whether by
electronic mail, letter, flyer, internet, listserv, or journal
advertisement must be included in the Master Search File. In
addition, the Hiring Administrator and/or Search Committee
must provide a list with all the names and/or places
announcements/advertisements were sent via email/mail for the
Master Search File.
Note: The date(s) advertised and publication source, if not
readily visible, should be written on the ad copy.
Content of Position Announcements
To ensure equal opportunity, it is required that the Hiring
Administrator and Search Committee adhere to the announced
position description. Care must be taken to make the
announcement flexible enough to cover contingencies that may
arise and broad enough to describe all viable potential
applicants. Once a position is advertised, the applications must
be screened according to the published qualifications. The
position announcement should include the following information:
Position title/area of specialization - This is the title of the
position. For academic administrative positions, this must be
the same title that is listed on the job description.
Qualifications and selection criteria - Qualifications for
academic administrative positions must be consistent with the
qualifications outlined in the job description. Faculty positions
must be consistent with the requirements outlined in the Faculty
Handbook. Minimum qualifications must be clearly stated. To
obtain the largest possible pool of applicants, identify only the
minimum required qualifications. Desired qualifications that are
not actual requirements should be specified as “preferred”
qualifications.
Compensation - Generally, salary is not mentioned in either the
Position Announcement or the Ad Copy; however, a salary
range may be published if there is a compelling reason to do so
(for example, if publishing the salary range may attract
applicants in a difficult-to-fill position).
Application procedure and required materials - The Position
Announcement should clearly indicate how to apply for the
position, including:
1.
Where to apply online:
http://www.missouristate.edu/jobs/
2.
Additional documents requested by the Hiring Unit
(letter of application, vitae, and names of 3-5
references).
All applicants are required to submit a Missouri State University
Application for Employment, a curriculum vitae and names and
contact information for 3-5 professional references. Position
announcements should direct applicants to the web address for
the electronic Application for Employment in the
acknowledgement letter.
Application deadline - Generally, searches for academic
administrators and faculty should not have a definite closing
date. Flexibility is built into the process by the use of phrases
such as: “Consideration of applicants begins on _____ and
continues until position is filled.” In most cases, the stated date
of first consideration of applicants will be at least 30 calendar
days from the date the Recruitment Plan is approved.
At any time after the published date of first consideration, the
Search Committee, in consultation with the Hiring Administrator,
may determine that the pool of candidates is adequate and may
proceed to screen applicants and recommend candidates for
interview. It is not necessary to delay the process or reopen
consideration of the applicant pool just because new
applications are received; however, a Search Committee may
want to consider a new application if it seems in the best interest
of the hiring unit. If the hiring unit has made diligent attempts to
contact an applicant and the attempts prove unsuccessful, the
Hiring Administrator and Search Committee may proceed in the
process so long as the Search Committee documents the
attempted contacts.
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Advertising
Advertising only in traditional publications will often result in a
homogeneous pool of traditional applicants. To enlarge the
applicant pool, Hiring Units should advertise in and/or contact a
broad spectrum of publications and professional organizations.
The Hiring Unit should also advertise/contact organizations that
target women, ethnic and racial minorities, veterans and
individuals with disabilities to apprise them of job opportunities.
Advertising in appropriate publications and contacting relevant
organizations will not only assist in enlarging the pool of
applicants but also will convey the University’s commitment to
diversity.
American Council on Education (Maintains resume banks for
top administrative positions)
One Dupont Circle, NW
Washington, DC 20036
Phone: (202) 939-9300
Fax: (202) 833-4760
Web: www.acenet.edu
American Indian Science and Engineering Society
(AISES) (Magazine published quarterly plus online advertising)
P.O. Box 9828
Albuquerque, NM 87119-9828
Phone: (505) 765-1052
Fax: (505) 765-5608
Web: www.aises.org
E-mail: info@aises.org
Search Committees may want to place advertisements in one or
more of the following journals in order to reach a diverse
applicant pool. The list of publications is a sampling of what is
available and is not an exhaustive list. Search Committees are
encouraged to identify diverse advertising sources within their
discipline. Additional recruitment resources are available on the
Office for Equity and Diversity website.
American Society of Women Accountants
(Online job listings plus chapter contacts throughout Missouri)
8405 Greensboro Drive, Suite 800
McLean, VA 22102
Phone: (703) 506-3265 or (800) 326-2163
Fax: (703) 506-3266
Web: www.aswa.org
E-mail: aswa@aswa.org
The Chronicle of Higher Education (The top news source for
college and university faculty members and administrators)
1255 23rd Street, NW, Suite 700
Washington, DC 20037
Phone: (202) 466-1050
Fax: (202) 296-2691
Web: www.chronicle.com
E-mail: jobs@chronicle.com (for advertising)
Association for Women in Science (Research and academic
positions; published six times per year plus online advertising)
1200 New York Avenue, NW, Suite 650
Washington, DC 20005
Phone: (202) 326-8940
Fax: (202) 326-8960
Web: www.awis.org
E-mail: awis@awis.org
Affirmative Action Register (National EEO recruitment
publication directed to females, minorities, veterans, and
individuals with disabilities)
8356 Olive Boulevard, St. Louis, MO 63132
Phone: (314) 991-1335 or (800) 537-0655
Fax: (314) 997-1788
Web: www.aar-eeo.com
E-mail: aareeo@concentric.net
Committee on Institutional Cooperation –
Directory of Minority, PhD, MFA, and MLS
Candidates and Recipients
1819 South Neil Street, Suite D
Champaign, IL 61820-7271
Phone: (217) 333-8475
Fax: (217) 244-7127
Web: www.cic.uiuc.edu/index.shtml
E-mail: cic@uiuc.edu
Academic Careers Online (Global job site of career
opportunities in education and academia)
Five Harford Lane
Radnor, PA 19087
Phone: (610) 254-2420
Fax: (509) 693-3834
Web: www.AcademicCareers.com
E-mail: info@AcademicCareers.com
Committee on Institutional Cooperation –
WISE Directory of PhD Candidates and Recipients, and
Post-doctoral Appointees
(Women in Science and Engineering)
1819 South Neil Street, Suite D
Champaign, IL 61820-7271
Phone: (217) 333-8475
Fax: (217) 244-7127
Web: www.cic.uiuc.edu/index.shtml
E-mail: cic@uiuc.edu
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Chapter
EEO Statement – An EO statement is mandatory on all
announcements and publications. See the Equal Opportunity
Publication Policy for information about the required wording.
Chapter 3: Recruitment
Directory of Scientific Research Centers in
Minority Institutions
(Detailed descriptions that include area of research, facilities,
and principal investigators)
Director, Division of Research Infrastructure
National Center for Research Resources
National Institutes of Health
One Democracy Plaza, Room 934
6701 Democracy Boulevard, MSC 4874
Bethesda, MD 20892-4874
Phone: (301) 435-0788
Fax: (301) 480-3770
E-mail: RIADIR@mail.nih.gov
Institute of Electrical and Electronic Engineers
(Online job postings and networking)
3 Park Avenue, 17th Floor
New York, NY 10016-5997
Phone: (212) 419-7900
Fax: (212) 752-4929
Web: www.ieee.org
Diverse 10520 Warwick Avenue, Suite B-8
Fairfax, VA 22030
Phone: (703) 385-2981 or (800) 783-3199
Fax: (703) 385-1839
Web: www.blackissues.com
National Association of Black Accountants, Inc.
(Online job listings and placement service)
7249-A Hanover Parkway
Greenbelt, MD 20770
Phone: (301) 474-NABA
Fax: (301) 474-3114
Web: www.nabainc.org
Higheredjobs.Com
200 Innovation Boulevard, Suite 205
State College, PA 16803
Phone: (814) 861-3080
Fax: (814) 861-3082
Web: www.higheredjobs.com
Hispanic Outlook in Higher Education
210 Route 4 East, Suite 310
Paramus, NJ 07652
Phone: (201) 587-8800
Fax: (201) 587-9105
Web: www.hispanicoutlook.com
E-mail: pub@hispanicoutlook.com
IEEE Computer Society
(Academic and professional positions)
10662 Los Vaqueros Circle
Los Alamitos, CA 90720-1314
Phone: (714) 821-8380
Fax: (714) 821-4010
Web: www.computer.org
E-mail: advertising@computer.org
(for advertising only)
IMDiversity.com (Online advertising for professional and
technology positions)
909 Poydras Street, 34th Floor
New Orleans, LA 70112
Phone: (504) 523-0154
Fax: (504) 523-0271
Web: www.imdiversity.com
E-mail: sales@imdiversity.com
Minority & Women Doctoral Directory
(Available in the Office for Equity and Diversity )
5908 Featherlight Place
Santa Rosa, CA 95409
Phone: (707) 539-7944
Fax: (707) 539-7916
National Society of Black Engineers (Online
advertising for professional positions)
1454 Duke Street
Alexandria, VA 22314
Phone: (703) 549-2207
Fax: (703) 683-5312
Web: www.nsbe.org
E-mail: info@nsbe.org
Sciweb (The Life Science Home Page, comprehensive online
career resource center)
BioCareer Center
1625 K Street, Suite 1100
Washington, DC 20006-1604
Web: www.sciweb.com
Society for Advancement of Chicano & Native Americans in
Science (SACNAS)
(Published six times per year plus online advertising)
P.O. Box 8526
Santa Cruz, CA 95061-8526
Phone: (831) 459-0170
Fax: (831) 459-0194
Web: www.sacnas.org
E-mail: info@sacnas.org
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Society of Women Engineers
230 E. Ohio Street, Suite 400
Chicago, IL 60611-3265
Phone: (312) 596-5223
Fax: (312) 596-5252
Web: www.swe.org
E-mail: hq@swe.org
Women in Higher Education
5376 Farmco Drive
Madison, WI 53704
Phone: (608) 251-3232
Fax: (608) 284-0601
Web: www.wihe.com
E-mail: career@wihe.com
Women in Technology International (Computing, science,
and technology positions)
13351-D Riverside Drive #441
Sherman Oaks, CA 91423
Phone: (818) 788-9484 or (800) 334-WITI
Fax: (818) 788-9410
Web: www.witi.org
E-mail: info@witi.com
Networking
Making direct contact with professional departments in the field,
professional organizations, and colleagues is an extremely
effective method of expanding the search. In fact, the informal,
word-of-mouth approach to recruitment is one of the most
successful practices for identifying qualified candidates. In
addition to advertising the vacant position in publications
targeting traditional and underrepresented groups, it is also
recommended that Hiring Units utilize any of the following ideas
to assist in expanding the applicant pool.
Personal Contacts
It is highly recommended that the Hiring Unit and Search
Committee make direct contact with professional colleagues in
the field notifying them of the department’s open position and
requesting names of potential qualified candidates. The Hiring
Unit and Search Committee should advise the personal contacts
that the University is committed to hiring women, minorities, and
qualified applicants from other underrepresented groups;
however, it is highly inappropriate to ask the personal contacts
to refer only women and minorities, or conversely, refer only
white males.
Often outstanding potential candidates do not apply for
advertised positions but might be responsive to individual
contacts. Contact the potential candidate and invite him/her to
apply. If an individual declines a nomination or does not
respond to a letter or inquiry, the Hiring Administrator and/or
Search Committee may wish to telephone the person to
determine if his or her reasons for declining can be addressed
and resolved.
Hiring Units and Search Committees are urged to:
Encourage faculty and staff who will be attending professional
conferences or who will be delivering papers at other
universities to combine their visits with recruitment efforts
for present and future positions. They should be encouraged to
solicit curricula vitae from promising applicants.
Make contact with women and minorities who have received
professional recognition or whose work or contributions you
admire and encourage them to apply, as well as to ask for the
names of other promising women and minority candidates who
the University could contact about the position.
Establish a working relationship with departments and units
at institutions with substantial numbers of women and minorities.
This will allow a host of mutually beneficial activities to be
undertaken, such as a sharing of research facilities and
exchanges of faculty and staff. Teaching for a semester,
delivering a paper, or simply making an informal visit will allow
Missouri State University faculty to discuss job openings with
the staff and students at these institutions.
Request names of potential candidates from women and
minorities at Missouri State University, as well as at
institutions with strong graduate programs in the women and
minorities’ discipline(s). These names can be put into a
database along with the names of candidates from previous
searches who either did not accept an offer at the University or
who may now qualify for a departmental position. The database
should be continually updated with new names provided by
women, minorities, students, and alumni from the University and
other institutions.
Request the names of potential candidates from women
and minority caucuses within relevant professional and
academic associations. Maintain ongoing communication with
these caucuses on other issues.
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Chapter
Society for College and University Planning
(Professional and administrative positions related to planning)
339 E. Liberty, Suite 300
Ann Arbor, MI 48104
Phone: (734) 998-7832
Fax: (734) 998-6532
Web: www.scup.org
E-mail: info@scup.org
Chapter 3: Recruitment
Keep national higher education associations informed of
present and possible future positions. Several such
associations contain special interest groups (e.g., the American
Educational Research Association has Hispanic and Black
caucuses).
Maintain ongoing contact with professional organizations,
associations, and agencies that have job referral services.
Maintain close contact with women and minority graduates
of Missouri State University.
Contact women and minorities who have received significant
grants or professional recognition, and ask for the names of
promising women and minority scholars.
Invite women and minority scholars from other institutions to
participate in department-sponsored symposia and visiting
professorships. A one-year visiting professorship to replace a
faculty member who is on leave will not only help a department
in meeting its instructional responsibilities but will also
strengthen the link between the department at Missouri State
University and a similar department at another institution.
Inform alumni publications at universities where women and
minorities are well represented of available positions.
If the college or department is developing plans for creating
an endowed chair, consider the possibility of recruiting an
eminent scholar whose interests lie in women’s issues or
minority studies. This may, in turn, attract other women and
minorities to the department.
If women, minorities, and individuals with disabilities are
underrepresented nationally in a discipline, aggressively recruit
graduate students from these groups so that the pool of
candidates will be greater in the future. A department may wish
to lobby in appropriate professional organizations to develop a
national strategy to attract women, minorities, and students with
disabilities into the field.
Publish statements on the hiring unit’s commitment to
equity and diversity and discussions of affirmative action
issues in department newsletters or brochures sent to
constituent groups and alumni, thereby informing them of the
department’s support of affirmative action goals and enlisting
their assistance.
Request for nominations. When requesting that a person or
agency nominate potential applicants, care must be taken to ask
for nominations of all qualified individuals. It is not permissible
to ask for just the names of minority candidates or, conversely,
only white candidates; however, it is appropriate to emphasize
that Missouri State University is strongly committed to diversity.
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Responding to Applicants
Accompanying the thank-you letter, the Hiring Unit is also
required to provide the following to each applicant:
 The web link to the electronic Application for Employment
 Job description or position announcement.
All applicants for faculty and academic administrative positions
are required to complete a Missouri State University Application
for Employment prior to being invited to campus for an interview.
If an applicant submits a paper application as opposed to the
electronic application, the, the Hiring Unit must enter the
applicants name into the Applicant Summary system and enter
the date the application was received.
IMPORANT NOTE: NEW REQUIREMENT
Chapter
As a matter of courtesy and good public relations, it is advisable
to acknowledge each application. The Hiring Unit should assure
that an acknowledgement letter is sent promptly to all applicants
upon receipt of their materials.
For Per-Course Appointments – The Hiring
Administrator must provide the Application for
Employment to the Office of General Counsel (8366777; Carrington 205) at the same time the appointment
letter and Personnel Action Form are sent to the Office
of the Provost. The Application for Employment must
accompany the Personnel Action Form and
appointment letter. Hiring Administrators will be
contacted by the Office of the Provost if there are
problems or concerns associated with the appointment.
It is a federal requirement that the University provide the
Affirmative Action Identification information to all
applicants; however, the applicant is not required to
complete the form.
Affirmative Action Identification Form – This form is now
incorporated into the electronic Application for Employment. In
those instances where the Hiring Unit needs to mail a print copy
of the form to an applicant, they should contact the Office for
Equity and Diversity to obtain self-mailer forms. On the selfmailer forms, the search number must be listed on the top lefthand side of the form before sending.
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Evaluating/Screening the Applicants
Note: Under NO circumstances should the Hiring Unit and/or
Search Committee begin screening application materials prior to
the published deadline date or date of first consideration.
Creating the Evaluation Form
Although evaluation procedures vary, the Search Committee
should develop an evaluation form based on job-related criteria
or issues that the Committee believes are crucial to the position.
Job relevance should be broadly defined. The Search
Committee should establish a common understanding of the
criteria to be evaluated prior to reviewing resumes. The
evaluation form should be created prior to evaluating the
applicants. A copy of the form should be placed in the Master
Search File. In the evaluation of applicants, the Search
Committee should utilize only information that is relevant to
performance in all aspects of the position.
Written comments reflecting the judgment of each member of
the Committee should be made for each applicant. This will
allow the Search Committee to determine which applicants are
to be interviewed and will also save time if it becomes
necessary to return to the applicant pool later. Equally
important, the evaluation form and notes serve as a permanent
record of the committee’s deliberations, should the selection
process be challenged.
Note: Any individual who reviews applicant materials should
not make any notes/notations directly on the application
materials of any candidate.
Content of Evaluation Forms






The form should have both qualitative and quantitative
information.
For quantitative information consider ranges (i.e. low,
average, high; 1-3; 3-5; 5-7; etc.)
Include a measurement for every requirement,
including preferred qualifications.
Utilize objective measurements over subjective.
If using subjective measurements, provide a
mechanism for explaining what is meant (i.e.
communication skills – cover letter easy to follow and
no grammatical errors; cover letter poorly written and
spelling errors, etc.).
Include a place for additional comments.
All evaluation forms must identify the name of the evaluator and
become part of the official search record.
Building the Applicant Summary
The Applicant Summary is a web-based form that documents
how the Search Committee screens applicants, and all
committee members should contribute to the completeness of
this form. Access to the Applicant Summary is granted based
on the private IDs designated by Computer Services, so it is
important to submit accurate private IDs in the Recruitment
Plan. To access the Applicant Summary go to
www.missouristate.edu/hiring
Each applicant should be recorded on the electronic Applicant
Summary. Also, a separate paper file must be established for
each applicant. The Hiring Unit should continue to build the
Applicant Summary as applications are received and screening
activities are conducted. Information about applicants which is
added to the Applicant Summary will be saved from one session
to the next.
The Hiring Administrator should not submit the Applicant
Summary to the Major Administrator for approval until it is
complete.
Every applicant who indicated an interest in the position by
submitting a letter of interest and/or curriculum vitae (even if
received after the deadline, if there is one) should be listed on
the Applicant Summary. Specific details should be provided for
all applicants who do not meet minimum qualifications, such as
not possessing minimum requirements as posted in the Position
Announcement, having failed to submit the required documents,
or applying for a position other than the one advertised. Specific
descriptions of the qualifications of all applicants who do meet
minimum requirements should also be provided, including jobrelated justifications for those candidates to be invited for
interview. If applications are received too late in the search
process to be considered (i.e., after screening activities are
complete and interviewees have been invited), the Hiring Unit
should retain those application letters in the hiring file noting on
the letter the date of receipt.
Screening Applications
The Search Committee, in consultation with the Hiring
Administrator, determines the process for screening
applications. While it is not mandatory that the entire Search
Committee screens all applications, that process is highly
recommended. If screening activities are assigned to a
particular member or a group of teams within the Search
Committee, all members must use the same evaluation form
and screening method.
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Chapter
At any time after the published deadline, the Search Committee
and Hiring Administrator, in consultation with the Major
Administrator, may determine that the pool of candidates is
adequate and may proceed with evaluating the applicants. For
more questions to help evaluate the applicants, see the
Interview Question Guide.
21
Chapter 5: Evaluating/Screening the Applicants
Selecting the Search Committee’s top candidates usually
involves more than one Search Committee meeting. The
purpose of the initial screen meeting is simply to determine if the
applicants meet the minimum requirements listed in the
advertisement. It is not a relative review of the applicants’
qualifications. The second review, and any other subsequent
Search Committee meetings, becomes increasingly qualitative
and more difficult.
The Committee should examine a candidate’s entire career
when applying its selection criteria. For example, a female
applicant who has earned her degree and entered the academic
profession after taking time out to raise a family will undoubtedly
have fewer publications than a male applicant of the same age
whose career has been uninterrupted. The Search Committee
should evaluate its selection criteria in terms of whether it is truly
a good predictor of future success. To what degree do
publications in research journals, for example, predict
performance as a faculty member? Are there other predictors of
future performance for women and minorities whose
educational, social, and cultural background are significantly
different from that of a white male?
While publications may be a significant indicator of future
success, they are not the only indicators of the value of a
candidate to a department. A Search Committee should
carefully examine all of an individual’s accomplishments, his or
her potential for growth, the diversity or perspective that he or
she will bring, and any unique contribution the candidate would
make to the unit. Nontraditional career patterns should not
exclude or inhibit otherwise qualified candidates from being
considered for administrative or other appropriate positions.
Search Committees must always be on guard against
biases that may unconsciously intrude into their evaluation
of applicants.
Degrees from unknown colleges or universities must not be
automatically seen as inadequate. Reference letters from
individuals not known to Search Committee members should not
be given less credence and importance than letters coming from
professional peers with a long-standing relationship.
Scholarship on feminist or minority issues should be evaluated
on its academic merits, not devalued because some may
believe that it is not “in the mainstream.” Likewise, it is vital to
eliminate from the evaluation process any stereotypical ideas
based on the candidate’s race, color, religion, national origin or
ancestry, age, marital status, parental status, sexual orientation,
disability, veteran status, gender or any other factor not related
to the requirements for employment. Applicants with disabilities
must be evaluated in terms of the actual job requirements, with
thought given to reasonable accommodations that can be made
to enable them to fill the position. Whatever criteria are used, it
is important that they be applied equally to all applicants.
To achieve the departmental and institutional goals of
diversity and richness in the faculty and academic
administrators, the Hiring Unit must be committed to hiring
both women and minorities, not one or the other.
Internal Candidates
In external searches in which there is an internal applicant(s)
(whether internal to the hiring unit or to the University), applicant
files must not be made accessible to that person(s). The
internal applicant(s) will not attend any activity, presentation, or
interview for any other applicant. In no instance should the
internal candidate vote or decide who is to be interviewed or
offered the position. If tenure deliberations are an element of
the hiring decision, an internal candidate(s) waives his or her
right to participate in those deliberations regarding other
candidates.
Nominated Candidates
No nominee for a position is an applicant until he or she has
contacted the University by letter, or electronically, and
submitted all of the required documents. Only bona-fide
applicants who submitted a letter of interest, resume,
employment application, and provided references, should be
evaluated by the Search Committee.
Telephone Screening Interview
The purpose of the telephone interview is to determine the
applicant’s interest in the position, to clarify, verify and/or
confirm the applicant’s experience, and/or to determine whether
the individual should be brought to campus for a face-to-face
interview. Telephone interviews with applicants are an
extremely helpful evaluation tool during the selection process.
While it is not mandatory that the entire Search Committee be
present for a telephone interview, it is highly recommended that
at least two members be present (i.e. Search Chair and Hiring
Administrator or search member and search member.). If the
telephone interviews are assigned to a particular member or a
group of teams within the Search Committee, all members must
use the same Phone Screen Questionnaire.
The Search Committee should develop a telephone interview
screening questionnaire - a core set of job-related questions - to
ask each applicant during the telephone interview. All questions
asked and issues raised must be job-related and similar for all
candidates. Notes should be taken during the telephone
interview so that a written record of the conversation may be
placed in the applicant’s folder. Notes should be reviewed and
signed by all Search Committee members who participated in
the screening. All notes and completed questionnaires become
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The Search Committee Chair should advise all members who
will be involved in telephone screening activities to review the
Appropriate and Inappropriate Questions.
It is highly recommended that the person conducting the
telephone screening review the position description with the
applicant prior to beginning the interview. It is also permissible
to advise the applicant of the salary or salary range during this
conversation. The person(s) conducting the phone screen
should set aside time to allow the applicant to ask the screening
interviewer(s) questions about the position, the University, and
the Springfield community. A typical telephone screening
interview lasts between 30 to 45 minutes.
Video Conference Screening
Video-conference interviews may also be used as a screening
tool. Video conference interviews must be documented. Notes
from the video interviews should be typed and must clearly
identify the date of the contact, the name of the person
interviewed, and the person(s) conducting the video conference
interview. Notes should be reviewed and signed by all Search
Committee members who participated. The notes from the
video conference interview should be placed in the Master
Search File.
During telephone or video screening interviews, applicants
should be asked if there is anyone the applicant does not wish
the Search Committee to contact at the present time. If one or
more persons are identified, the Search Committee should
document this and place it in the applicant search file. The
Hiring Administrator and Search Committee should not contact
any party who was identified unless that applicant becomes a
candidate under consideration for hire. In that case, another call
should be made to the candidate, informing them that they are a
finalist and previously excluded references will now be
contacted. If the candidate continues to refuse permission to
contact certain references, the Hiring Administrator and Search
Committee should respect the candidate’s request, but may
wish to reconsider the candidate’s status as a finalist or
recommendation for hire.
References
Reference calls are NOT required prior to inviting a candidate
for an on-campus interview. However, they may continue to be
used as an optional screening tool prior to on-campus
interviews. Reference calls are required prior to extending an
offer of employment. Major Administrators (i.e., dean) may
determine when in the search process such calls must be
completed and, in the event a reference cannot be reached, if
adequate background information is known about a candidate to
extent an offer. This flexibility is provided so that the search
5
process is not delayed in the event a reference cannot be
contacted. In most cases reference calls are made after the
individual has been scheduled for an interview and before the
negotiation of an offer, but the exact timing may vary.
Chapter
part of the official search record and should be placed in the
Master Search File.
Applicants are required to submit a list of a minimum of three
professional references when they apply for the position.
Reference letters are NOT required.
General Guidelines Regarding Reference Calls
Information from references should be solicited in good faith, in
an unbiased manner, given appropriate (not sole) weight, and
not used as a pretext for discrimination. Further, it is
recommended that a core set of job-related questions be
developed to ask of each reference contacted. All questions
asked and issues raised must be job-related and similar for all
candidates. No “off the record” information may be solicited
about candidates. Occasionally, a Hiring Administrator and/or
Search Committee will receive unsolicited calls about an
applicant. When this happens, it is advisable to ask the caller to
restrict his or her remarks to job-related issues. The names of
individuals who have provided information about an applicant
must be retained.
References cannot be asked questions that are
impermissible to ask the candidate during an interview.
The Hiring Administrator and/or Search Committee are not
obligated to contact all the references submitted by a candidate;
it may choose to contact only those whom it believes have the
most pertinent information. Notes must be taken during the
conversation so that a written record of the reference call may
be placed in the candidate’s folder. Hiring Administrators and
Major Administrators should ensure that written records of all
reference calls are present in the candidate’s file before
approving an offer of employment.
Required Reference Calls
Reference calls are NOT required prior to inviting a candidate
for an on-campus interview. However, Hiring Administrators
and/or Search Committees are required to make a minimum of
four reference phone calls (at least three to professional
references provided by the applicant and one to an “off the list”
professional reference) prior to extending an offer of
employment. It is strongly recommended that the Hiring
Administrator and/or Search Committee make more calls than
the required minimum to ensure a thorough understanding and
awareness of the candidate’s background and qualifications;
however, documentation of at least four reference calls must be
included in candidate interview folders forwarded to the Hiring
Administrator.
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Chapter 5: Evaluating/Screening the Applicants
Notes must be taken during the conversation so that a written
record of the reference call may be placed in the candidate’s
folder. Hiring Administrators and Major Administrators should
ensure that written records of all reference calls are present in
the candidate’s file before approving an offer of employment.
Off-the-List Reference Calls
It is presumed that an applicant will name persons who would
recommend the applicant for the job as references; therefore, it
is required that the Hiring Administrator and/or the Search
Committee contact at least one “off the list” professional
reference to obtain job-related background information prior to
extending an offer of employment. The Application for
Employment, which is required of all applicants, grants
permission to conduct reference calls to any individual unless
specifically excluded on the form; however, as a courtesy, the
Hiring Administrator and/or Search Committee should contact
the candidate prior to making the reference calls to let them
know reference checking will begin.
Frequently, the question arises as to how to identify an “off the
list” reference. Some recommendations include:
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In most cases, “off the list” references will include
current and past supervisors.
In speaking with the references provided by the
candidate, a Hiring Administrator and/or Search
Committee should ask if there is anyone else with
whom to discuss the candidate’s background and
qualifications. This is an excellent way to obtain “off
the list” names.
For faculty candidate’s who have not completed their
degrees or who have recently completed their
degrees, dissertation chairs or primary faculty are
excellent options for “off the list” references.
A candidate may be a co-PI on a grant, for example,
or a co-author of a refereed journal article or study.
Their colleagues with these projects may be viable
reference sources.
A candidate may have been involved with a significant
“off campus” project – perhaps they were working with
industry as part of their research – the community
contacts may be appropriate “off the list” references.
A candidate may have been involved with a significant
“on campus” project – perhaps they were chair of
faculty senate or headed a Presidential Committee, for
example – persons affiliated with these activities may
be viable “off the list” contacts.
Checklist for Letters of Reference (if required by
the Hiring Unit)
It is important to read reference letters carefully, as it often
happens that a reference will contain what initially appears to be
a glowing recommendation. For instance, the former or current
duties of the candidate may be described, but no qualitative
assessments of how those duties were performed may be
provided.
YES NO
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Does the reference state their relationship to the
applicant?
Is specific knowledge of the applicant’s subject matter
background mentioned?
Is the quality of research and publications mentioned?
Are applicant’s duties in current position noted?
Does the reference state how well the applicant
performs his/her duties?
Are interpersonal relationship abilities noted?
Are administrative skills mentioned?
Is the applicant’s initiative mentioned?
Are specific instances of excellent performance
documented?
Does any part of the letter raise additional questions
about the candidate’s skills, abilities, knowledge, or
judgment?
Are there negative components that are echoed in
other letters of reference?
Do there seem to be any hidden messages (covert
warnings)?
Are any personality traits described?
Are student-professor or superior-subordinate
relations mentioned?
Hiring Administrators and Major Administrators should
determine that all appropriate “off the list” reference contacts
have been made prior to the approval of an offer of employment
and the submission of a hiring package.
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Submitting the Applicant Summary
The Applicant Summary will need to be completed in full. If an
applicant does not meet the minimum qualifications, the
Applicant Summary will need to state the reason why the
applicant does not meet them. Justifications will also need to be
provided as to the ranking of all applicants who meet the
minimum qualifications.
When the Applicant Summary is complete and the top
candidates have been identified for interview, the Search
Committee must forward the Applicant Summary, the Master
Search File and credential files for the top candidates to the
Hiring Administrator for review and approval. After the Applicant
Summary has been submitted to the Hiring Administrator, the
Search Committee should not make changes to it.
The Hiring Administrator should make sure that all sections of
the Applicant Summary have been completed and contain the
required information. The Hiring Administrator should be
looking at the applicant pool to determine whether the pool size
is sufficient, whether the applicant pool is representative of the
availability in the labor market, whether the rationales provided
are job-related, the quality of the applicant pool relative to the
requirements of the job, and any other job-related information to
determine whether the applicant pool is sufficient and whether
the job search should move forward. After reviewing the
Applicant Summary the Hiring Administrator may either approve
or reject the applicant pool.
Accepting the Applicant Pool
If the Hiring Administrator approves the applicant pool, the
Hiring Administrator selects the “Approve” button in the
Applicant Summary. An email will automatically be sent to the
Major Administrator requesting approval of the applicant pool.
The Hiring Administrator should also forward a copy of the
applicant folder(s) for the top candidates, as well as the Master
Search File to the Major Administrator for review and approval.
Rejecting the Applicant Pool
If the Hiring Administrator rejects the applicant pool, he/she
selects the “Reject” button and provides the reasons why
he/she rejected the applicant pool. In addition, the Major
Administrator, Hiring Administrator and Search Committee
should work together to determine the best course of action (i.e.,
extending the posting, increase advertising, etc).
For candidates who are new to Missouri State University, the
interview is one of the most critical stages in the evaluation
process. Keep in mind that while the Hiring Unit and Search
Committee are evaluating each candidate, each candidate is in
turn evaluating the Hiring Unit, College, and University.
Therefore, it is imperative that the Hiring Administrator and
Search Committee create an atmosphere that is friendly, show
the University in the best light, reiterate the University’s
commitment to diversity, and demonstrate that the selection
process is fair and designed to determine whether a person can
perform the essential functions of the job. The degree to which
the interview is valid is the extent to which it predicts job
success.
Guidelines for the Interview
By the time most applicants reach the actual interview, they
have already passed a careful evaluation of their education and
experience and are considered to possess at least the minimum
qualifications for the job. The purpose of the interview should be
to collect additional information on the applicant’s job-related
knowledge, skills, and abilities that would be helpful in deciding
whether s/he is likely to succeed in the job. The guidelines
below will assist you in developing an interview process that will
help you gather additional information about the applicant, as
well as developing an atmosphere conducive for a productive
interview:
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The Interview Approval Process
Once the Hiring Administrator receives notification from the
Major Administrator that he/she may proceed with interviews,
the Hiring Administrator, with the assistance of the Search
Committee, should schedule the interviews.
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Structure the selection interview as much as possible.
Give adequate advance notice so the candidate may
prepare for the interview.
Share pertinent background information about the job,
University, department and Springfield community.
Eliminate interruptions.
Ensure that the environment is comfortable and nonthreatening.
Greet the person and establish rapport.
State the purpose of the interview: to gather relevant
information in order to make a selection decision and
answer the applicant’s questions related to the job.
Explain the format of the interview and the interview
process as a whole.
Use open-ended questions to gather information.
Avoid questions that will result in Yes/No answers.
Take notes! It is important that interviewers record an
applicant’s answers to interview questions and the
questions that the candidate asks, noting any relevant
observations during the interview. The interviewer
notes should be placed in the candidate file. If at all
possible, the responses should be typed.
Remember that interviewers are representing the
University to the candidates. Think about why a
candidate should choose Missouri State University as
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6
Chapter
The Interview
Chapter 6: The Interview
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an employer and what makes the University a good fit
for them.
Answer questions and allow candidates to add any
relevant information that will help the Search
Committee in making its decision.
Simple courtesy and the spirit of affirmative action demand that
all candidates be treated equitably during their interview and
campus visit. When feasible, similar events should be
scheduled, interviews with the same University personnel
should be arranged, and an equal amount of time should be
allotted for each candidate.
A Legal and Meaningful Interview
When employers seek information from job applicants, they
should ask themselves: (1) Will the answers to this question, if
used in making a selection, have a disparate effect in screening
out applicants in protected classes?; and (2) Is this information
essential to judge an applicant’s qualifications for this job?
Federal, State, and Local Employment Laws
The Equal Employment Opportunity Commission (EEOC)
developed a uniform set of guidelines for employers to follow
when using pre-employment selection procedures as a basis for
any employment decision. They apply to all selection criteria
used during the job search process, including educational
degree requirements, job experience, and skills evaluations.
Under the guidelines, selection criteria must be validated and
may not have a disparate impact on applicants in protected
classes. An employment practice (i.e. test, presentation, or
degree requirement) has a disparate impact if it has a significant
adverse impact on a protected group because it creates a
barrier to entry or upward mobility. The employer must make
every effort to ensure that all employment selection tools directly
relate to successful performance of the job. Evaluation criteria
should be carefully chosen based on relevance to successful job
performance. For example, would it be appropriate for a
professional staff person to take a typing test versus doing a
presentation? If these desired qualifications are not really
required for this position or the selection tools employed
disproportionately screen out applicants in protected classes,
they may be discriminatory. Similarly, subjective procedures
may discriminate if they adversely affect a protected class of
applicants. In addition to the EEOC guidelines, many state and
federal laws and regulations, as well as University Policy and
Procedures, govern employment practices and affect the hiring
process.
Consistency in Handling Applicants
Hiring Units and Search Committees must uniformly apply the
evaluation process to all applicants. For criteria that are deemed
to be essential components of the job, it is difficult, if not
impossible, to explain why a certain criterion is necessary for
successful job performance if there is a lack of consistency
regarding that component within the hiring process. For
example, if a search is challenged by a male applicant, how can
the Hiring Unit and Search Committee prove that he was not
qualified for the position if his experience was not evaluated in
the same manner of other applicants?
Interview Process
When scheduling the interview, advise each candidate that if he
or she needs a reasonable accommodation for the interview to
contact the Office for Equity and Diversity. If the candidate has
not supplied a copy of his/her official transcript, the Hiring
Administrator should remind the applicant of this requirement.
The candidate must provide an official transcript prior to a
formal offer of employment.
Faculty candidates will be interviewed by the Search
Committee, Hiring Unit, Hiring Administrator, and Major
Administrator. Candidates for academic administrative positions
will also be interviewed by the Office of the Provost.
The Search Committee should develop an interview
questionnaire. The questions to be asked of a candidate are
very important. The Search Committee should devise a group of
core questions based on the job-related criteria by which
candidates are to be evaluated. These questions should be
asked of all candidates to ensure that crucial job-related
information is obtained and to ensure the consistency of
treatment. Many Search Committees have found that beginning
with open-ended questions relaxes the candidate and
encourages him/her to speak freely. The next section will help
you with developing strategies for questioning.
Developing questions ahead of time need not be unduly
restrictive. Follow-up questions based on the responses to
predetermined questions will most likely vary with each
candidate. One should also examine the questions to make sure
that none of the questions will have the effect of screening out
or discouraging women, minorities, veterans, and individuals
with disabilities. A patterned interview of this type has the
beneficial effect of reducing unconscious biases.
The Search Committee and Hiring Unit should agree on areas to
cover in the interview, and in some cases, assign specific lines
of inquiry to particular members of the Committee. All Search
Committee members should be fully aware of lines of inquiry
that are inappropriate and should review the
Appropriate/Inappropriate Questions List prior to the interview.
The Hiring Unit sets the agenda for the upcoming interview.
The agenda should be designed in such a way to provide the
candidate with information about the department, the University
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The Search Committee may reflect on how to create an
atmosphere of openness in the interview. All parties involved
need to know what expectations the Search Committee has of a
candidate and the candidate has of the position. Before the
interview begins, it is advisable for all members of the Search
Committee and the Hiring Unit to review the candidate’s
credential file, the job description, and the evaluation form. The
Search Committee should know each candidate’s formal
qualifications and accomplishments and have reviewed reports
from screening and reference interviews.
When the Search Committee has concluded with their
questions, the candidate should be provided time to ask
questions of the Search Committee. To some extent, the
quality of the candidate’s questions may indicate how serious a
candidate is about the position.
If the candidate presents/discloses information not related
to their ability to perform the job (i.e., about their race,
marital status, disability), the Search Committee should
make a note for their records indicating that the candidate
disclosed the information. While it is permissible to
discuss these topics with an interviewee once he or she
discloses this information, it is highly recommended that
this line of inquiry NOT be pursued. Instead, the Search
Committee should steer the interviewee back to a line of
inquiry that focuses on the individual’s ability to perform
the job.
Interviewing Pitfalls
Common Interviewing Mistakes
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Failure to plan for the interview
Failure to put applicant at ease
Failure to listen actively
Committee members talking too much
Signaling expected answers to questions or leading an
applicant to a preferred answer
Lack of follow-up on answers to interview questions
Personal bias used during interview
Asking yes/no questions versus open-ended questions
Since candidates are generally concerned about time frames,
they should be informed of the date by which they will next hear
from the Search Committee regarding the search process.
As part of the interview process, candidates often meet with
members of the department, the Major Administrator, and other
appropriate administrators and staff members. To obtain the
maximum benefit from these interviews, the Committee should
circulate to all individuals with whom the candidate will meet his
or her resume, a copy of the job description, and a copy of the
interview schedule.
Often, a Search Committee will wish to set aside a block of time
for the candidate to meet informally with faculty, staff, and
students. Such occasions are intentionally unstructured so that
they may become better acquainted with the candidate. It is in
precisely these situations, however, where care must be taken
to avoid asking questions or making comments — either directly
or indirectly — that relate to race, the derivation of one’s name,
ethnic origin, religion, marital status, parental status, disability,
sexual orientation, age, political affiliations, or any other factor
not related to the applicable job requirements. Such questions
or remarks create a negative impression of the Search
Committee, the department, and the University. It is permissible
to ask these individuals to review the Appropriate and
Inappropriate Questions prior to attending such events.
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6
Chapter
and Springfield. The Office of Human Resources is available to
meet with applicants regarding the Missouri State University
Benefit’s package. Consider scheduling a University tour, a tour
of Springfield, and any other activity that will leave the candidate
with a favorable impression of the University. All candidates
should also be asked if there is anyone at the University or in
Springfield whom they would like to meet with during the
interview. For example, a candidate who is Hispanic may wish
to meet with other faculty or staff who are Hispanic. All
candidates should be given the same opportunity for these
additional meetings.
Chapter 6: The Interview
Personal Biases in Interviewing
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Making judgments too early in the process
Stereotyping
Personal similarity
Projection
Oversimplification
False criteria
Forgetting relevant facts
Trying to find an exact duplicate personality to that of the
incumbent in the new candidate
When Interviewing an Applicant with Any
Disability
Before an offer of employment is made, DO NOT ask an
applicant questions regarding:
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It is important to remember that all interview questions
must be job-related.
Interviewing Applicants with Disabilities
The Americans with Disabilities Act (ADA) requires the
University to provide reasonable accommodation to qualified
individuals with disabilities who are employees or applicants for
employment, except when such accommodation would cause
an undue hardship. The ADA also establishes rules about
“disability related inquiries,” which consist of a question or series
of questions that is likely to solicit information about a disability.
The ADA limits an employer’s ability to make disability-related
inquiries at three stages. First, the ADA prohibits all disabilityrelated inquiries before an offer of employment, even if they are
related to the job. Next, after an applicant is given a conditional
job offer, but before he/she starts work, an employer may make
disability-related inquiries and conduct medical examinations,
regardless of whether they are related to the job, as long as it
does so for all entering employees in the same job category.
Finally, after employment begins, an employer may make
disability-related inquiries and require medical examinations
only if they are job related and consistent with business
necessity.
Reminder: When scheduling the interview, advise applicants
that they may contact the Office for Equity and Diversity should
they require an accommodation.
Tips on Interviewing Applicants with Disabilities
In light of the ADA, an individual may wonder what questions
may and may not be asked when interviewing an applicant with
a disability. In addition, committees are often unsure of
“disability etiquette” when interacting with applicants with
disabilities. These guidelines are provided to help committees in
the interviewing process and to enhance communication skills of
committees when interacting with prospective employees with
disabilities.
the existence of a disability;
the nature of a disability;
the severity of a disability;
the condition causing the disability;
any prognosis or expectation regarding the condition or
disability; or
whether the individual will need treatment or special leave
because of the disability.
When Interviewing an Applicant Who Uses a
Wheelchair
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Do not lean on the wheelchair.
Do not be embarrassed to use such phrases as “Let’s walk
over to the auditorium.”
Do not push the wheelchair unless asked to do so.
Make sure you get on the same eye level with the
applicant if the conversation lasts more than a couple of
minutes.
Keep accessibility in mind. (Is the chair in the middle of
your office a barrier to a wheelchair user? If so, move it
aside.)
When Interviewing an Applicant Who Has a
Visual Impairment
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
Do not be embarrassed to use such phrases as “Do you
see what I mean?”
Do not shout.
Do not touch an applicant’s cane. Do not touch a guide dog
when it is in harness. In fact, resist the temptation to pet a
guide dog.
Identify yourself and others present immediately; cue a
handshake verbally or physically.
Use verbal cues; be descriptive in giving directions. (“The
table is about five steps to your left.”)
Verbalize chair location or place the person’s hand on the
back of the chair, but do not place the person in the chair.
Keep doors either opened or closed; a half-opened door is
a serious hazard.
Offer assistance in travel; let the applicant grasp your left
arm, usually just above the elbow.
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6
When Interviewing an Applicant Who Has a
Hearing Impairment



Do not shout.
Use a physical signal to get the applicant’s attention.
Enunciate clearly. If the applicant is lip reading, keep your
mouth clear of obstructions and place yourself where there
is ample lighting. Keep in mind that an accomplished lip
reader will be able to clearly understand 30 to 35
percent of what you are saying.
If you do not understand what the applicant is telling you,
do not pretend you did. Ask the candidate to repeat the
sentence(s).
If requested, use a sign language interpreter. Keep in mind
that the interpreter’s job is to translate, not to get involved
in the interview in any other way. Therefore, always speak
directly to the applicant.
Plan well in advance, beginning when the candidate’s
campus visit is confirmed, for an interpreter or real-time
captioner.
Chapter



Even though an applicant discloses the need for an
accommodation, before an offer of employment, an
employer still may NOT inquire as to:





the nature of a disability;
the severity of a disability;
the condition causing the disability;
any prognosis or expectation regarding the condition
or disability; or
whether the individual will need treatment or special
leave because of the disability.
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The Hiring Decision
Missouri State University policy requires that a criminal
background check be conducted as part of the hiring
process. Please contact the Office of Human Resources for
details regarding the criminal background check process.
Informal Conversation with the Candidate
The candidate to whom the position will be offered is then called
by the Hiring Administrator to see if he or she is still available for
employment. If the response is positive, some preliminaries and
conditions of employment can be discussed. If an official
transcript showing the highest degree earned has not yet been
received, the Hiring Administrator should remind the candidate
of that requirement. It should be clearly communicated to the
candidate that no formal offer of employment is being extended
during this call. If the candidate appears willing to consider a
formal offer of employment, the hiring process can commence
as described in this section.
Salary negotiation must proceed within the salary range
specified on the Position Authorization. If a negotiated salary
exceeds the range specified on the Position Authorization, the
Hiring Administrator must identify a funding source for the
additional salary amount and provide that information to the
Major Administrator for approval.
Note: If an offer of employment is planned to a foreign national,
the Hiring Administrator must contact the Office for Equity and
Diversity before extending an offer.
Employment Offer Request
The Employment Offer Request specifies the terms and
conditions of employment for candidates who have been found
acceptable for hiring, and also provides justification for the
ranking of interviewees and justification for any interviewee who
will not be extended an offer. After agreement with a candidate
has been reached, the Hiring Administrator completes the
electronic Employment Offer Request (EOR). The Employment
Offer Request is built into the Applicant Summary System. The
Hiring Administrator must also complete and route a Personnel
Action Form.
for hire. The Hiring Administrator submits the EOR to the Major
Administrator for approval.
Appointment Letter
Upon approval, the Major Administrator submits the EOR, the
original Master Search File and the applicant file for the
candidate who has been offered the position. Based on the
information provided in the EOR, the Office of the Provost will
issue an appointment letter to the candidate selected for hire.
Important note: All appointment letters for faculty and academic
administrators must be issued by the Office of the Provost.
Upon receiving the appointment letter signed by candidate, the
Office of the Provost will send the original signed appointment
letter and the original file of the candidate hired to the Office of
Human Resources and will send copies of the Personnel Action
Form and appointment letter to the Hiring Administrator and
their Major Administrator. When approved by the Board of
Governors, the appointment becomes binding subject to the
University’s bylaws and policies. No employment is official until
approved by the Missouri State University Board of Governors.
Finalizing the Search Process
Notification of Unsuccessful Candidates
Each applicant and candidate, especially those interviewed,
have invested time and other resources into the search process.
It is important that the Hiring Unit and Search Committee treat
each of them with courtesy and sensitivity.
Applicants who were not interviewed should be notified by the
Search Committee Chair and the Hiring Administrator of their
non-selection as soon as a firm decision of their non-selection
has been made, rather than waiting until the entire search has
been completed. As soon as possible after an offer is accepted,
interviewees not chosen should be notified by letter. A Hiring
Administrator may also wish to contact the finalists not selected
for the position via telephone. It is important to notify
unsuccessful candidates before public announcements of
appointments.
NOTE: Justifications must be provided in the EOR for nonselection of any candidate interviewed and not recommended
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7
Chapter
The Search Committee will provide a list of candidate strengths
and weaknesses to the Hiring Administrator. In addition, if any
questions remain about a candidate these should be
documented for the Hiring Administrator. The Hiring
Administrator, in consultation with the Major Administrator, will
select the candidate to be offered the position based on the
ability of the candidate to perform the job requirements as
evidenced by the credentials, interviews, references, and other
job-related criteria.
Closing the Search
At the end of the search process, the Hiring Administrator must
provide the outcome (Disposition Code) of each applicant in the
pool that has not been assigned a an outcome (i.e. applicant
declined interview, applicant not qualified, applicant interviewed,
applicant withdrew). This should be done immediately upon
acceptance of the offer.
To add disposition codes, the Hiring Administrator must long
into the Applicant Summary System and select ‘view search’.
On the left side of the screen, select the Employment Offer
Request link. Select “enter code” button and assign each
applicant a disposition code. The Hiring Administrator may
delegate this responsibility to someone; however, it is the Hiring
Administrator’s responsibility to ensure that the disposition
information is accurately recorded. A list of the Disposition
Codes can be found on the website.
Note: It is extremely important that this information be
completed correctly. The University’s Affirmative Action plan is
based in part on the data provided. If you have any questions
regarding whether a Disposition Code should be used, please
contact the Office for Equity and Diversity.
Closing the Search with a Hire
To finalize the search process, the Hiring Administrator must
complete and submit the Employment Offer Request for
approval. After the Major Administrator approves the
Employment Offer Request, the search must be submitted for
contingency checks. When the contingency checks are
approved by Human Resources, the search is automatically
closed in the Applicant Summary system. This action notifies the
Major Administrator and the Office for Equity and Diversity that
the search is closed. The Hiring Administrator will receive an
electronic response indicating that the search is closed and that
the search may be selected for an audit.
Closing the Search without a Hire
The Hiring Administrator and/or the Major Administrator has the
authority to close a search at any point during the process as
long as the basis for closing the search is not discriminatory, i.e.
size and/or quality of the applicant pool; budgetary issues;
departmental changes. The procedural step(s) that must be
taken to close the search depends on where the Hiring Unit is
within the search process.
Search Closure Prior to Interviewing
reasons for non-selection of all applicants in the pool. The
Employment Offer Request must also be submitted with a
rationale for closing the search without a hire. The Hiring
Administrator should select the “Close Search Without Hire”
button in the Applicant Summary, which will notify the Major
Administrator, the Office of the Provost, and the Office for Equity
and Diversity of the search closing. The Employment Offer
Request should be sent directly to the Major Administrator since
a review of the salary is not necessary in this instance. Upon
approval, the Major Administrator forwards the Employment
Offer Record to the Office for Equity and Diversity for review.
If the Search Committee did not begin screening applicants
when the decision is reached to close the search without a hire,
the Applicant Summary and Employment Offer Request still
need to be completed and submitted. The reasons for
selection/non-selection do not need to be completed. On the
Employment Offer Request, the Hiring Administrator must
explain the reasons why the search is being closed prior to
screening applicants. The Employment Offer Request should
be routed through the appropriate supervisory channels.
To finalize the process, the Hiring Administrator, or their
designee, must go to the Applicant Summary and enter the final
Disposition Codes for all applicants in the pool. If the search
was closed prior to screening applicants, the Hiring
Administrator may select Disposition Code X – Position
Administratively withdrawn. If the search was closed after
screening applicants, the Hiring Administrator must select the
Disposition Code that designates whether or not an applicant
met the qualifications for the position. Once completed, the
Hiring Administrator should click on the “Close Search” button.
Search Closure after Interviewing Candidates
If candidates were already interviewed when the decision is
made to close a search without a hire, the Hiring Administrator
must close the search by completing the electronic Employment
Offer Request. The Hiring Administrator must provide
justification for the non-selection of all interviewees, and also for
the non-selection of any other qualified applicant in the pool.
The Hiring Administrator, or their designee, must also go to the
Applicant Summary and enter the final Disposition Codes for all
that have not been assigned a disposition code. Once
completed, the Hiring Administrator should click on the “Close
Search without a hire” button. This action notifies the Major
Administrator and the Office for Equity and Diversity that the
search is closed. The Hiring Administrator will receive an
electronic response from the Office for Equity and Diversity
indicating that the search is closed and that the search may be
selected for an audit.
If no candidates were interviewed prior to the decision to close
the search without a hire, the Hiring Administrator must close
the search by submitting an Applicant Summary detailing
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8
Chapter
Completing the Selection Process
Chapter 8: Completing the Selection Process
Withdrawn Position
Should a position be administratively withdrawn, the Hiring
Administrator should complete and route an Employment Offer
Request specifying that the position is withdrawn
The Hiring Administrator, or their designee, must also enter the
final Disposition Codes for all applicants in the pool on the
Applicant Summary. The Hiring Administrator should select
Disposition Code X – Position Administratively withdrawn.
Once completed, the Hiring Administrator should click on the
“Close Search without Hire” button. This action notifies the
Major Administrator and the Office for Equity and Diversity that
the search is closed. The Hiring Administrator will receive an
electronic response from indicating that the search is closed and
that the search may be selected for an audit.
The Hiring Administrator must also notify all applicants who
applied for the position that the position has been
administratively withdrawn.
Reopened Searches
A reopened search follows the same process as a new search.
Hiring Administrators are required to route a new Position
Authorization form, along with the Recruitment Plan, to the
Major Administrator to approve reopening the search.
Applicants who met minimum qualifications in the initial search
process should be notified of the re-opened search. Depending
on the time frame, it may be advisable to ask candidates to
reapply and send updated application materials. However, it is
permissible to utilize previously submitted application materials
in reopened searches, after getting permission from the
applicant to do so.
Documenting the Search
Committees, hiring authorities, and principal investigators must
document searches to ensure compliance with Missouri State
University and the U.S. Department of Labor records retention
requirements. Information documenting recruitment and
selection procedures should be retained for all searches for two
years.
Information on all individuals who were hired, all individuals who
were rejected, and reasons for selection or non-selection should
be placed in and/or retained with the Master Search File. Among
the records that must be retained to do this are the following:
















A list of colleagues and professional organizations from
which nominations were solicited.
Job Description (for academic administrative position);
Approved Applicant Summary.
Any correspondence related to the recruitment and
selection process, including the application
acknowledgement letter.
Core questions and typewritten notations of telephone or
face-to-face interviews, including the responses of the
applicants and references.
All application materials submitted by all applicants,
including those who were interviewed, and those who
applied too late to receive consideration;
Approved Employment Offer Request
Copy of the appointment letter.
Approved Personnel Action form.
All evaluation instruments used in the search process.
All/any information regarding reasonable accommodations
under the ADA with the exception of any medical
information – medical information must be sent to the
Office for Equity and Diversity.
The Search Committee must retain minutes of their
meetings, since these may prove valuable in reconstructing
the search process in case a problem arises. The
minutes should include the dates the committee met and
dates when contacts were made with applicants and
nominees.
Careful completion and retention of these files by the Hiring Unit
provides protection in two ways. The files provide
documentation of "good faith" recruiting procedures. Should it
be necessary, they also provide an official record for use in
investigating complaints of discrimination in the selection
process.
The Hiring File, including the application materials of all
applicants for a position, must be retained by the hiring unit
for a minimum of two years from the date of the personnel action
as required by federal regulations. At the end of two years, the
records regarding unsuccessful applicants should be destroyed.
Approved Position Authorization Form.
Approved Recruitment Plan.
Copies of advertisements, including dates and
publications in which the advertisements appeared.
Copies of announcements mailed and a list of where they
were sent.
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Missouri State University, in accordance with state and federal
law and university policy, is committed to providing equal
opportunity in employment through nondiscriminatory open
recruitment and hiring practices. Occasionally, such factors as
financial constraints, program continuity, the inability of a
reasonable number of qualified applicants, or the existence of
highly specialized qualifications and requirements for a
particular position, require making an exception to the
University’s normal employee recruitment and selection
procedures. In these instances, the Hiring Administrator may
request an exception to the University’s normal recruitment and
selection procedures by forwarding a Recruitment Plan via the
appropriate administrative authority to the Office for Equity and
Diversity detailing the basis for requesting an abridgement to the
procedures.
In order to achieve equal access and equal employment
opportunity, it is generally necessary to post all positions. There
are few concretely defined circumstances under which a waiver
of posting may be permitted. In those instances, the Hiring
Administrator must provide a written rationale to the Major
Administrator on the Recruitment Plan and submit for approval
prior to proceeding with the search. All abridged searches must
also be approved by the Office for Equity and Diversity.
Any request for an abridgement must be made in advance and
endorsed (where appropriate) by the Hiring Administrator, Major
Administrator, and Provost. In all instances, the request must
be provided to the Office for Equity and Diversity for review and
approval. The decision to waive any portion of the recruitment
and selection procedures is made on a case-by-case basis and
shall include consideration of equal opportunity, fairness, and
the achievement of a diverse workforce.
If at any point during the above process an approval is not
granted, the non-approving administrator must provide
justification for the denial and course of further action.
Request to Abridge Procedures
To fill a position by abridged procedures, the department will
ordinarily use the same forms as required for a regular hire with
a full search. The Hiring Administrator will describe and justify
the rationale for the request to abridge the procedures on the
Recruitment Plan. To the extent possible, all the requirements
of a full search must be met. While it must be recognized that
there are occasions when no search is feasible, whether
because of timing, funding, or position duration, there will be
other times when it makes sense to conduct a search that is
merely shorter in duration or smaller in scope (local or regional
rather than national, for example). In all cases, the criteria for
selection of a candidate must be job-related and nondiscriminatory.
Important: All abridged search requests must be reviewed
by and approved by the Office for Equity and Diversity.
Exceptions and/or Variances to the
Normal Posting Requirements
If a Hiring Unit wishes an exception or variance to the normal
position vacancy posting requirements, a Recruitment Plan must
be submitted outlining the circumstances necessitating the
request. Requests for exceptions or variances may be granted
under the following circumstances:
Internal Searches - Internal searches should not be conducted
for faculty positions. Missouri State is committed to fostering
promotional opportunities for its regular, full-time employees by
conducting internal searches for open academic administrator
positions whenever consistent with the Affirmative Action Plan.
Regular full-time Missouri State employees can receive
consideration in internal searches for academic administrator
positions based on job-related qualifications as determined by
the job description and Position Announcement, except that fulltime non-renewable lecturer appointees who were hired on an
emergency basis will not be considered for these positions.
Applicants should refer to the required qualifications in the job
description and as announced in the Position Announcement.
Individuals not employed by the University on a full-time basis
are not eligible to apply for positions posted with the statement
"Internal posting for promotion and transfer consideration of fulltime, regular University employees only." However, in rare
cases of business necessity upon the recommendation of the
Vice President of the area in which the vacancy is being posted
and with the prior approvals of the Director of Human Resources
and the University’s Equal Opportunity Officer, an individual not
employed on a full-time basis may be allowed to apply.
Internal searches may not be appropriate when: (a) no regular
full-time employee is qualified for the vacancy, or (b) the Hiring
Administrator requests an external search to fill the vacancy, or
(c) diversity issues cause the policy to be inappropriate, as
outlined in the Affirmative Action Plan.
The procedures for an internal search are the same as those for
an external search, except that the open position is only
advertised at the University A brief summary follows:
The Hiring Administrator should verify that the current position
description is accurate. If changes are warranted, the Hiring
Administrator should work with the Office of Human Resources
to revise the job description, or create a new job description if
necessary.
The Hiring Administrator will complete a Position Authorization
form and electronic Recruitment Plan and forward them to the
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9
Chapter
Abridged Procedures and Other Considerations
Major Administrator. The rationale for an internal search should
included in the justification section of the Recruitment Plan.
Once approved by the Major Administrator and the Office for
Equity and Diversity, the Hiring Administrator will be notified that
the approved Position Announcement may be distributed as
described in the Recruitment Plan.
Chapter
9: Abridged
Procedures
and Other Considerations
The
Hiring
Administrator
is responsible
for ensuring that all
eligible University employees are notified of the open position
and given an opportunity to apply.
The screening, interviewing, and selection process and required
documentation will follow the normal procedures for an external
search.
Whenever this promotion policy is utilized to fill a vacancy, the
resultant vacant position must be filled through a formal search
process.
Business and/or Instructional Necessity – An abridged
search may be requested when conducting a full recruitment
effort would have a seriously negative impact on the operational
effectiveness of a department/unit or would violate a formal
contractual obligation of the University. The Recruitment Plan
must specify the business necessity reasons to abridge the
standard recruitment and selection procedures.
Qualified, Diverse Applicant Pool – An abridged search may
be requested if a hiring unit has recently conducted a full search
that yielded a diverse applicant pool. A second opening in the
same job title within a 120-day period would allow the hiring unit
to make a selection from the original applicant pool. The
Recruitment Plan must specify the demographic profile of the
interview pool from the prior search and the qualifications of the
candidates being recommended for consideration.
Special Circumstances
There may be other special circumstances that justify abridging
the standard hiring procedures. If a unique situation is identified
when a full search is not in the University’s best interests (for
example, a time-constrained opportunity to hire a person with
truly exceptional qualifications), the Hiring Administrator may
seek to use an abridged hiring process by discussing the
circumstances with the Major Administrator, the Office of the
Provost and the Office for Equity and Diversity. Abridging the
standard hiring procedures because of special circumstances
requires the concurrence of the Major Administrator, the
Provost, and the Equal Opportunity Officer.
Appointment to an Interim or Acting
Position
An appointment to an interim or acting position is considered to
be a temporary appointment for which only full-time regular
employees can be considered. Consideration is based on jobrelated qualifications as determined in the applicable job
description and Position Announcement. In order for the Hiring
Administrator to appoint an employee to an interim or acting
position without posting the vacancy internally, the Hiring
Administrator must demonstrate the intent to fill the vacancy on
a permanent basis by immediately beginning the formal search
process, as indicated by the routing of a Position Authorization
form and Recruitment Plan.
If the Hiring Administrator does not intend to immediately begin
the formal search process to fill the vacancy, the vacancy must
be posted internally and filled through the search process for
internal searches as outlined above.
Extending Temporary/Time-Limited
Appointments
Temporary and time-limited appointments cannot be extended
beyond the stated ending date without a written request to and
approval from the Office for Equity and Diversity. The request
should state the reason(s) for the extension and the new ending
date. A maximum of two extensions will be considered for
approval.
Guidelines for Emergency Hiring from an
Existing Pool of Applicants
The Hiring Administrator must complete and route the following
documents:
 If the emergency hire is due to a failed search, an
Applicant Summary or Employment Offer Request to
close the search.
 A Position Authorization Form and Recruitment Plan to
authorize the emergency hiring (typically a limited-term
lecturer, which is a non-renewable position). The Hiring
Administrator should note the request for an emergency
hire on the Position Authorization form, and should provide
a statement of justification for the emergency hire in the
Recruitment Plan.
Note: This only applies if there is an existing pool of
applicants from which the selection will be made. If the
department must advertise to identify suitable candidates,
the entire Recruitment Plan must be completed and
approved prior to placing ads, and the search becomes an
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abridged search for a person to fill a limited-term nonrenewable appointment.

The Major Administrator must approve the Position
Authorization Form and the Recruitment Plan. If approved
then the Hiring Administrator prepares the Employment
Offer Request.
The Hiring Administrator is responsible for documenting all steps
taken to fill the position. As applicable, all documents required for a
full search are to be included in the abridged search file. The
department is responsible for completion and retention of a hiring file
for an emergency hire. Completed hiring files must be retained by
the department for a minimum of two (2) years.
9
Other Considerations
Chapter
Visa Status of Candidate
Non-citizen candidates for academic administrator positions are
required to have or be eligible for visa status appropriate for the
position. Inquiries regarding the national origin of an applicant
are illegal; however, it is legal and appropriate to verify that
applicants are eligible to accept employment in the United
States. Applicants for academic administrator positions are
asked to provide this information on the Applicant Disclosure
Form for Faculty and Academic Administrators. Applicants may
be excluded from consideration on the basis of citizenship,
unless that exclusion is a pretext for illegal discrimination on the
basis of national origin.
Granting Tenure as a Condition of Hire
When a Hiring Administrator seeks to hire an academic
administrator with tenure, the department or school to which the
faculty member would be initially assigned must be asked to
conduct a tenure vote, and a statement of the departmental
faculty vote should be submitted with the Employment Offer
Request.
Nepotism
The University’s policy regarding the employment of relatives is
set forth in the nepotism provision of the Conflict of Interest
Policy.
Decision Authority
If there are instances in which the search and selection process
does not receive concurrence by the Major Administrator, the
Office of the Provost will make a decision as to whether an offer
of employment can be extended. No employment offer is
official until approved by the Missouri State Board of Governors.
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Guidelines for Internal Staff Promotions
Missouri State University Promotion Policy
In keeping with its overall commitment to service and excellence, Missouri State University seeks to hire or promote the most qualified candidate for each
employment opening. Because Missouri State University recognizes and values diversity for the enrichment and depth it provides to the campus community it is
committed to hiring a diverse workforce. Missouri State University also desires to promote the professional growth and development of its employees as well as
to reward individual achievement. Missouri State University is committed to fostering promotional opportunities for its employees whenever possible and
consistent with the Affirmative Action Plan. As with all employment decisions, Missouri State University strives to provide fair and equitable treatment and to
award promotions based on non-discriminatory factors and criteria.
OBJECTIVE
The objective of the Internal Search and Promotion Policy is to increase employee morale, productivity, and employment satisfaction as well as to improve
retention of highly qualified employees by rewarding those employees through advancement within the University organization.
DEFINITION
Promotion – is the process of selecting an employee for advancement by conducting an internal search. The employee selected for promotion will have
increased responsibilities that require a higher level of knowledge, skills, and abilities and for which the employee will receive a salary increase.
APPLICABILITY
This policy applies to regular, full-time staff at Missouri State University, including administrative, professional, and support staff employees. This policy
does not apply to bargaining unit positions; and the bid process outlined in the Memorandum of Agreement will apply to employees in bargaining unit
positions.
This policy may not be appropriate when: (a) no regular, full-time employee is qualified for the vacancy, or (b) the hiring official requests an external
search to fill the vacancy, or (c) diversity issues cause the policy to be inappropriate, as determined by the Equal Opportunity Officer, based on
consideration under the Affirmative Action Plan and prevailing law.
ELIGIBILITY
To be eligible for promotion consideration, a regular full-time employee should have an evaluation by his/her supervisor which documents: (1) satisfactory
performance of his/her present job, and (2) demonstrated ability to handle greater responsibilities.
Temporary and part-time employees are not eligible for promotion.
This policy is not appropriate for the position of vice president or provost or the position of President of the University, in the interest of ensuring
competitive qualifications and avoiding parochialism. This limitation does not disqualify any internal candidates, but would require that internal candidates
demonstrate qualifications competitive within the appropriate pool.
PROCEDURES
A.
The procedures listed below will be followed to ensure that eligible employees are considered for promotion whenever a staff position is vacant.
1.
The hiring official will notify the Office of Human Resources that a position vacancy exists within the unit, and will verify that the current positions
description is accurate or will recommend appropriate changes.
2.
The hiring official will provide a written rationale to the appropriate vice president explaining why an external search should not be conducted to fill
the vacancy, will complete a POSITION AUTHORIZTION FORM for the vacancy and forward it through the appropriate channels for approval. If
the vice president supports the recommended approach, concurrence will be sought from the Office of Human Resources and the Office for
Equity and Diversity. If either Office of Human Resources or the Office for Equity and Diversity do not concur, all information will be forwarded to
the President of the University for a decision.
3.
Subject to the concurrence of the Office of Human Resources and the Office for Equity and Diversity and/or approval by the President, a
POSITION ANNOUNCEMENT will be posted internally. Only regular, full-time employees will be eligible to apply.
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4.
Any regular, full-time employee who desires to apply for the vacancy must complete a Request-Consideration for Transfer/Promotion form or
apply as specified in the POSITION ANNOUNCEMENT.
5.
Upon receipt of a Request-Consideration For Transfer/Promotion form or other application document(s) for a vacancy, the Office of Human
Resources will review the employee’s personnel file and conduct any necessary job-related testing as part of the screening process.
6.
The screening, interviewing, and selection process and required documentation will follow the normal procedures for an external search as
outlined in the Hiring Procedures Handbook.
7.
Whenever this promotion policy is utilized to fill a vacancy, the resultant final vacant position must be filled through a formal search process as
outlined in the Hiring Procedures Handbook.
PROMOTION TO AN INTERIM OR ACTING POSITION
A.
A promotion to an interim or acting position is considered to be a “temporary appointment” for which only full-time, regular employees are eligible. The
following procedures will apply for a promotion to an interim or acting position.
1.
In order for the hiring official to promote an employee to an interim or acting position without position the vacancy, the hiring official must demonstrate
the intent to fill the vacancy on a permanent basis by immediately beginning the formal search process as outlined in the Hiring Procedures Handbook.
2.
If the hiring official does not intend to immediately begin the formal search process to fill the vacancy, the vacancy must be posted internally as
outlined in the procedures above.
Guidelines for Internal Searches for Administrative Positions Requiring Faculty Rank
These guidelines will follow the internal promotion policy with the following exceptions:
A.
Internal searches should not be conducted for positions of Vice President, Provost, or President.
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Reduction of Required Signatures Memo
MEMORANDUM
November 18, 2005
TO:
Vice Presidents, Deans, Department Heads, and Directors
FROM:
Michael T. Nietzel
President
RE:
Reduction of Required Signatures on Position Authorization and Personnel Action Forms
Effective immediately, a reduced number of signatures will be required on Position Authorization and Personnel Action forms.
In an effort to shift authority and accountability for personnel and budgets to the unit level and streamline hiring processes, I recently asked the Process
Improvement Committee to recommend a reduced number of signatures for each of these two forms above. I have accepted their recommendations. As a
result, the number of approval signatures required for both the Position Authorization Form and the Personnel Action Form are immediately reduced from six
each to three each. (Note that actions involving faculty through the College of Continuing Education have required up to nine approval signatures in the past.)
In two specific situations, four signatures will be required (see below).
The approvals required for specific hiring-related actions are as follows:
Position Authorization Form

This form is primarily used to either request permission to create a new position or refill a vacancy.

For replacement positions, the originating department will enter the line number when the form is originally completed. For new positions, the
originating department will leave the line number blank; Financial Services will provide the line number after the approval signatures have been
obtained.

The last approving office in each scenario will send the original Position Authorization Form to the Office of Human Resources within two business
days of approval. The Office of Human Resources will retain the original and distribute copies to all other parties as required for processing.

Three Required Signatures for a Faculty Position not involving Continuing Education:
o Director/Department Head
o Dean
o Provost

Four Required Signatures for a Faculty Position involving Continuing Education:
o Director/Department Head
o Dean of faculty member’s college
o Dean, College of Continuing Education
o Provost

Three Required Signatures for a Staff Position in a Non-Academic Department/Unit:
o Director/Department Head
o Vice President
o Office of Human Resources

Four Required Signatures for a Staff Position in an Academic Department/Unit:
o Director/Department Head
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o
o
o
Dean
Provost
Office of Human Resources
Personnel Action Form

This form is used to initiate a significant number of personnel-related actions, including hiring actions, salary increases, title changes, terminations,
resignations, etc.

The last approving office in each scenario will send the original Personnel Action Form to the Office of Human Resources in a timely manner in order
to meet payroll deadlines. The Office of Human Resources will retain the original and distribute copies to all other parties as required for processing.

Three Required Signatures for a Faculty Position not involving Continuing Education:
o Director/Department Head
o Dean
o Provost

Four Required Signatures for a Faculty Position involving Continuing Education:
o Director/Department Head
o Dean of faculty member’s college
o Dean, College of Continuing Education
o Provost

Three Required Signatures for a Staff Position in a Non-Academic Department/Unit:
o Director/Department Head
o Vice President
o Office of Human Resources

Four Required Signatures for a Staff Position in an Academic Department/Unit:
o Director/Department Head
o Dean
o Provost
o Office of Human Resources

Three Required Signatures for a Graduate Assistant:
o Director/Department Head
o Dean (for academic units) or Vice President (for non-academic units)
o Dean of the Graduate College
Please note that “pre-action” approval signatures from Financial Services, the Office of Human Resources (for faculty positions only), and the Office for Equity
and Diversity are no longer required on these two forms. Instead, these offices will obtain clarification from, and possibly provide feedback to, appropriate
responsible administrators after the form is processed. Hiring administrators will be responsible to serve as their own subject matter experts regarding
hiring/personnel laws and regulations, managing the financial impact of their personnel actions, and complying with equity/diversity requirements (e.g.,
completing the Applicant Summary and Employment Offer Request forms). Additional training offerings will be provided in these subject areas. The offices of
Equity and Diversity, Financial Services, Human Resources and General Counsel are available to provide assistance.
The Office of Human Resources still has a small stock of these forms, as do many of your departments. Please continue to use existing forms per the abovelisted guidance by placing an “X” in the signature lines no longer required for that particular hiring action. The Office of Human Resources will order replacement
forms soon that will reflect the new signature requirements.
I would also like to note that the HR Workflow Team is developing web-based versions of these two forms. The eventual automation of this process presents the
potential to greatly increase the efficiency and effectiveness of our hiring actions in the future.
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Questions and Answers That Address Myths and Realities About the Legal Basis of Equal Employment
Opportunity and Affirmative Action
What are affirmative action and equal employment opportunity, and are they the same thing?
The ideas underlying affirmative action and equal employment opportunity are similar with respect to selection, employment, and promotion, but affirmative
action and equal employment opportunity embody different concepts. Equal employment opportunity means that all individuals must be treated equally in the
hiring process, in training, and in promotion. Each person has the right to be evaluated as an individual on his or her qualifications without discrimination based
on stereotypic conceptions of what members of minority groups or any other protected class are like. Classifications protected under federal equal employment
opportunity (EEO) laws are those of race, color, national origin, sex, religion, age, or disability. State and local governments have identified additional EEO
protected classifications as well.
Affirmative action goes further than equal employment opportunity. It means affirming that organizations and individuals in organizations will proactively and
aggressively seek to overcome the effects of past discrimination against groups such as women and minorities, people with disabilities, and veterans by making
a positive and continuous effort in their recruitment, employment, retention, and promotion. Affirmative action also means that organizations must actively seek
to remove any barriers that artificially limit the professional and personal development of individuals who are members of protected classes. Affirmative action
applies to all job categories and levels.
Does affirmative action mean that we are applying different standards for white males than for women and minorities?
Affirmative action was never meant to encourage the hiring of any candidate who is less than qualified. One standard should be applied to all candidates.
Assuming that there is a double standard implies that minorities and women are less qualified, generally, than white males. It is important that job-related criteria
be used during the search process and that all candidates are screened according to those criteria.
It is important to note that the term “best qualified” is often very subjective, particularly in the absence of job-related criteria. One person’s best is someone else’s
average. Often, people are differently qualified to do the job and bring different but equally important assets. Candidates are often described as “best qualified”
based on years of experience. That measure of qualification is often not valid, and also works against women and minorities who are frequently newer in their
fields but who may be equally or better qualified than candidates who have more years of experience. Qualifications also are often measured by the candidate’s
degree-granting institution. This emphasis on the top tier schools (a very subjective description) also tends to work adversely against women and minorities. By
themselves, years of experience or degree-granting institutions do not always provide enough information to predict the potential of a candidate.
Is affirmative action a form of reverse discrimination?
The concept of affirmative action includes the idea that there has been historical discrimination against members of minority groups and women, and that every
individual must be treated equally so that a position should be awarded to the most qualified candidate. The fact that a qualified candidate is able to provide
diversity to a department, is able to serve as a role model for other employees and students, and can offer a range of perspectives also are factors in the
evaluation and selection process. Effective recruitment will ensure the greatest likelihood of producing a diverse pool of candidates that includes minorities and
women.
Do we have a quota of women and minorities that the University or its departments must hire?
The University and its departments have hiring goals, not quotas. The use of goals is designed to achieve greater inclusion of individuals who were previously
excluded or underutilized. Ideally, the percentage of women and minorities working in a department, school, or unit at the University should be similar to the
percentage of women and minorities available for such positions. Hiring goals are established for each department, school, or division, as appropriate, in
accordance with the U.S. Department of Labor Regulations. The goals are determined through consultation with the appropriate dean, director, or department
Chair. Affirmative action means reaching out to candidates and giving all candidates fair consideration throughout the process. Quotas, as opposed to goals, are
assigned by courts to correct a pattern of discriminatory employment practices.
Is it true that once we hire a minority or woman, we cannot ever fire him or her?
According to the principles of affirmative action, the standards for achievement, job requirements, and job expectations must be applied fairly to all individuals.
The terms of employment are the same for everyone. The same standards and the same degree of discretion should be accorded all employees.
*Adapted from the University of Wisconsin-Madison Search Handbook
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Missouri State University
Non-Discrimination Policy
Missouri State University is a community of people with respect for diversity. The University emphasizes the dignity and equality common to all persons and
adheres to a strict nondiscrimination policy regarding the treatment of individual faculty, staff, and students. In accord with federal law and applicable Missouri
statutes, the University does not discriminate on the basis of race, color, religion, sex, national origin, ancestry, age, disability, or veteran status in employment
or in any program or activity offered or sponsored by the University. In addition, the University does not discriminate on any basis (including, but not limited to,
political affiliation and sexual orientation) not related to the applicable educational requirements for students or the applicable job requirements for employees.
This policy shall not be interpreted in a manner as to violate the legal rights of religious organizations or military requirements for students or the applicable job
requirements for employees.
The University maintains a grievance procedure incorporating due process available to any person who believes he or she has been discriminated against.
Missouri State University is an Equal Opportunity/Affirmative Action employer.
Inquiries concerning the grievance procedure, Affirmative Action Plan, or compliance with federal and state laws and guidelines should be addressed to Jana
Estergard, Equal Opportunity Officer, Park Central Office Building Ste. 111, 901 South National, Springfield, Missouri 65897, (417) 836-4252.
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