PIERCE COLLEGE
FACULTY HIRING AND
SELECTION TRAINING
Prepared by Sylvia Silva, J.D.
Pierce College Compliance Officer
December 2004 [Rev. 5/05, 10/05, 3/07]
Statement of Purpose
As a public employer, the LACCD/Pierce
College has an obligation to hire the most
qualified applicant for each job keeping in
mind that faculty hiring should be conducted
in a way that takes into account the
District’s EEO obligations, its goal to employ
a diverse faculty, and its commitment to
affirmatively recruit individuals from groups
that are historically under-represented
among the faculty or within a discipline.
How we accomplish these goals is the
purpose of this workshop.
December 2004 [Rev.3/07]
RESPONSIBILITY FOR
HIRING
The responsibility for recruiting and
selecting well-qualified faculty is a
joint responsibility of the faculty and
administration.
[PFHP, B.2.]
December 2004 [Rev.3/07]
CERTIFICATION OF
PROCESS
The Compliance Officer, or designee,
serves as the EEO Representative on
the faculty hiring committee and
certifies the selection process in
compliance with approved District,
state and federal EEO hiring
procedures.
December 2004 [Rev.3/07]
EQUAL EMPLOYMENT
OPPORTUNITY
Means that all qualified individuals have a
full and fair opportunity to compete for hiring
and promotion and to enjoy the benefits of
employment with the District. Ensuring
equal employment opportunity also involves
creating an environment which fosters
cooperation, acceptance, democracy, and
free expression and is welcoming to men
and women, persons with disabilities, and
individuals from all ethnic and other
protected groups.
[Title 5, Sect. 53001]
December 2004 [Rev.3/07]
NONDISCRIMINATION AND
EQUAL OPPORTUNITY –
PROTECTED CATEGORIES
Race/National Origin/Color/Ancestry
 Religion
 Sex (Pregnancy/Sexual Orientation)
 Disability (Physical/Mental)
 Age (40+)
 Marital Status
 Medical Condition

December 2004 [Rev.3/07]
Discrimination - RACE
Race is rooted in the idea of biological
classification of homo sapians
 Includes:
Alaskan Native/American Indian
Asian/Pacific Islander
Black or African American
White (Origins in Europe)

December 2004 [Rev.3/07]
Discrimination – National
Origin
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Title VI prohibits any employment decision,
including recruitment, hiring and firing or
layoffs, based on national origin.
National Origin refers to the place a person
comes from, his ancestry, or ethnic
background.
Ethnicity is the cultural characteristics that
connect a particular group or groups of
people to each other.
December 2004 [Rev.3/07]
National Origin - Language
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Accent Discrimination
An employer may not base a decision on an
employee’s foreign accent unless the
accent materially interferes with job
performance
English Fluency
A fluency requirement is only permissible if
required for the effective performance of the
position for which it is imposed.
December 2004 [Rev.3/07]
Foreign Nationals

Title VII and other antidiscrimination
laws prohibit discrimination against
individuals employed in the United
States, regardless of citizenship.
However, relief may be limited if an
individual does not have work
authorization.
December 2004 [Rev.3/07]
DISCRIMINATION
MARITAL STATUS
Must treat single person same as
married person
 Candidate/employee may bring claim
where he or she is the object of
adverse action because of his/her
status

December 2004 [Rev.3/07]
ETHNIC MINORITIES
Include American Indians or Alaska
natives, Asians or Pacific Islanders,
African Americans and Hispanics.
[Title 5, Sect. 53001©.]
December 2004 [Rev.3/07]
PERSON WITH A
DISABILITY
Any person who has a physical or
mental impairment which limits one or
more of such person’s major life
activities; has a record of such an
impairment, or, is regarded as having
such an impairment. A person with a
disability is “limited” if the condition
makes the achievement of a the major
life activity difficult.
December 2004 [Rev.3/07]
CANDIDATES WITH
DISABILITIES

It is unlawful to ask an applicant
questions about his/her disability
before a job offer is made. Even if the
committee becomes aware of an
applicant’s disability during the hiring
process, the committee may not ask
about the nature or severity. These
questions can only be asked
after a job offer is made.
December 2004 [Rev.3/07]
WHAT IS “DIVERSITY”
“Diversity” is to be understood as
encompassing racial and ethnic
diversity, as well as differences in
gender, sexual orientation, academic
preparation, marital status,
socioeconomic circumstances, age,
religion and disabilities.
December 2004 [Rev.3/07]
THE VALUE OF DIVERSITY
Through a workforce that is diverse,
we benefit students of all backgrounds
by exposing them to different ideas,
experiences, and worldviews.
 By doing so we improve student
success and educational quality.

December 2004 [Rev.3/07]
HOW DO WE ACHIEVE
DIVERSITY SUCCESS
Achieving a rich variety of
backgrounds and perspectives among
faculty members by practicing EEO
hiring practices
 Positive appreciation of cultural
differences
 Producing attitudes in students that
will contribute to elimination of bigotry
in the larger community

December 2004 [Rev.3/07]
COMPOSITION OF HIRING
COMMITTEES
The hiring committees shall be
formed under the direction of
the appropriate Vice President.
Whenever possible, hiring
committees shall include a
diverse membership that will
bring a variety of perspectives
to the assessment of applicant
qualifications.
[PFHP, E.1.; E.3.; Title 5 Sec. 53024(f)]
December 2004 [Rev.3/07]
COMPOSITION OF HIRING
COMMITTEE
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At least three tenured faculty members recommended by
faculty in the discipline and appointed by the Academic
Senate
A majority of the voting members of the committee shall
be faculty in the discipline or a related discipline
An administrator appointed by the appropriate Vice
President
EEO Representative [Compliance Officer or designee
selected by the Compliance Officer (non-voting).]
[PFHP, E.4.]
December 2004 [Rev.3/07]
RESPONSIBLITIES OF
COMMITTEE MEMBERS
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Actively participate in the process
Development of interview questions
Fair evaluation and rating of candidates
Interviewing candidates
Final selection of candidates
Maintain confidentiality before, during, and after the
process has been completed
Be fair and consistent in applying evaluation criteria
Notify EEO Representative/Compliance Officer if you
discover an unfair or bias practice occurring.
December 2004 [Rev.3/07]
CONFIDENTIALITY
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Hiring committee deliberations must be kept
confidential. Revealing information that has
been reviewed or discussed in a committee
with non-committee members compromises
the entire process and those individuals
associated with it.
All information resulting from the hiring
process shall be held in a confidential
manner among committee members and
members of the Office of Academic Affairs
and the Compliance Office even after the
process has been concluded.
December 2004 [Rev.3/07]
BREACH OF
CONFIDENTIALITY
Any breach of confidentiality by a hiring
selection committee member will result in
removal of the committee member and
possible suspension of the recruitment
process. Failure to maintain confidentiality
could constitute a violation of federal or
state regulations, incur liability on behalf of
the District and may result in disciplinary
action.
December 2004 [Rev.3/07]
RESPONSIBILITIES OF
HIRING COMMITTEE CHAIR
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The voting members of the hiring committee shall select the
chair of the committee whose responsibilities will include:
Guiding, directing, facilitating and overseeing committee
meetings
Requesting assignment of Compliance Officer (CO will
designate and train designee)
Maintaining compliance with all district policies and procedures
governing the hiring process
Ensuring all applications and documentation are returned to
Human Resources (Applications returned in alphabetical order.)
Assisting in scheduling interviews
Conducting reference checks
December 2004 [Rev.3/07]
RESPONSIBILITIES OF
EEO REPRESENTATIVE
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Manages and monitors recruitment, hiring
and selection process
Advises members of District’s nondiscrimination policy and confidentiality
guidelines;
Ensures compliance with hiring policy and
procedures for application, consistency and
fairness, and conflict-of-interest issues;
Supervises and coordinates applicant file
maintenance and security
December 2004 [Rev.3/07]
CONFLICTS OF INTEREST
PRINCIPLES
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Every member has a responsibility to
recognize potential biases or conflicts of
interest;
Relatives, friends, personal or financial
relationships (past or present), or a dislike
compelling enough that you cannot remain
fair or impartial;
Not revealing a conflict of interest may result
in a complaint of an unfair hiring practice and
disciplinary action for failing to disclose.
December 2004 [Rev.3/07]
LETTERS OF REFERENCE
May be written by members of hiring
committee so long as member can
remain fair and impartial
 May not be written by Chair of
Department or Hiring Committee to
avoid conflict of interest violation and
claim that such written reference
caused undue influence on other
members of hiring committee

December 2004 [Rev.3/07]
DEVELOPMENT OF
POSITION
ANNOUNCEMENTS
The hiring committee shall develop
and mutually agree upon the faculty
job description, requirements, and
desirable qualifications.
[PFHP, F.1.]
JOB ANNOUNCEMENT
DESCRIPTION
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Duties and responsibilities
Minimum qualifications established by the
Board of Governors of the CCC, including
“Sensitivity to and understanding of the
diverse academic, socioeconomic, cultural,
disability and ethnic backgrounds of
community college students.”
The knowledge, skill, and ability a
successful candidate shall possess.
[PFHP, F.]
December 2004 [Rev.3/07]
DIVERSITY SENSITIVITY
ASSESS:
Personal background, education
and/or experience, other language(s),
mentoring or volunteer experience,
formal training or special skills.
December 2004 [Rev.3/07]
DESIRABLE
QUALIFICATIONS PERMISSIVE
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Excellent and
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extensive knowledge
of discipline; ability to
provide better teaching
and other services

Potential for creativity,
innovation and
teaching effectiveness 
Strong communication
and other interpersonal
skills
Specific preparation to
offer instruction or other
service narrower in
scope than a discipline;
Potential for overall
college effectiveness
and leadership
Caveat: talented
newcomers with limited
experience should not
be overlooked
[PFHPF2.(b) (1)-(5)]
December 2004 [Rev.3/07]
DESIRABLE
QUALIFICATIONS - CAVEAT
Must be clearly job-related, and do not
function in an exclusionary manner for
candidates otherwise qualified for the
position. If a necessary condition of
employment – effect must be
reviewed by the EEO
Representative/Compliance Officer.
[PFHP, F.3-4.]
December 2004 [Rev.3/07]
RECRUITING
CANDIDATES
The recruitment period should be several
months long (preferably in the early spring
for fall position or at least one semester in
advance of start of assignment) but no
fewer that six weeks (upon recommendation
of Academic Senate to the College
President that interest pool is sufficient.)
[PFHP, G. & G4.; Board Rule 10304, Sec. 2.4]
December 2004 [Rev.3/07]
GENERAL RECRUITMENT
CAMPAIGN
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The positions shall be advertised for at least eight weeks
and include inclusive outreach and recruitment effort to
ensure EEO:
Coordinate with local, state, and national organizations,
such as ACHRO
College Web Site and Administration Bulletin Board
District Web Site
CCC Registry
District Colleges [e-mails to appropriate VP’s, compliance
officers, and others]
State Colleges and Universities (Department Chairs)
District Faculty Recruitment Pool mailing list
Local and regional job fairs
December 2004 [Rev.3/07]
RECRUITING CANDIDATES –
COMPLIANCE REVIEW
Job announcements and
specifications shall be reviewed by the
Compliance Officer before the position
is announced to ensure conformity
with Title 5 regulations and state and
federal nondiscrimination laws.
[PFHP, G.1.]
December 2004 [Rev.3/07]
EVALUATION OF
APPLICATIONS
CONDUCTING INTERVIEWS,
OR OTHERWISE
EVALUATING CANDIDATES
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Candidate’s expertise in the discipline
or subject matter;
Candidate’s demonstrated ability or
potential; and
Candidate’s contribution, directly or
indirectly, to the diversity of the
college, division, and discipline of
employment.
[PFHP, B.2.; Board Rule, 10304.1, Sec. 2.1]
December 2004 [Rev.3/07]
PAPER SCREENING
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What should be
considered
Min. Qualifications
Multi-Cultural Exp.
Position
Description
Announcement
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Rating the
Candidates
According to
criteria that must
be created directly
from position
announcement
Can make written
comments on
rating sheet
December 2004 [Rev.3/07]
APPLICANT FOLDERS
Application materials will be placed in a
folder by discipline. The application
materials may be reviewed by committee
members but not removed.
Materials shall be compiled and collected by
the assigned Personnel Assistant who will
track status of applications, assist in
coordination of interviews and completion of
documentation process with District.
December 2004 [Rev.3/07]
RULES OF SCREENING
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Do not write on any application materials
Do not make copies of any application
materials
Apply criteria fairly and consistently
Read all applications thoroughly
Maintain confidentiality
Do not remove applications from the
designated site.
December 2004 [Rev.3/07]
SELECTING THE INTERVIEW
CANDIDATES
The invited candidates will be
those who best meet the
qualifications for the position;
possess the highest degree of
knowledge, skill, and ability
relevant to the position; and
most closely match the
desirable characteristics
specified in the announcement
of the position.
Meeting the state minimum
qualifications will not guarantee
an interview.
[PFHP, I; Board Rule 10304.1, Sec. 2.7]
December 2004 [Rev.3/07]
SELECTING THE INTERVIEW
CANDIDATES - Procedures
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Members individually review and rate applicant’s files;
Members meet and, after a full discussion of their ratings,
ideally shall select candidates to interview by consensus;
Committee establishes interview schedule;
Compliance Officer analyzes composition of qualified pool
for adverse impact;
Chair assists with letter describing interview process,
location and date/time of interview – letter is sent to
candidates by Personnel Assistant;
Compliance Officer provides notification letter sent to
each unsuccessful candidate.
Successful and unsuccessful candidates are notified in a
timely fashion.
December 2004 [Rev.3/07]
[PFHP, I. 1-6.]
INTERVIEW GUIDELINES
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It is important for both the candidate and the
committee members to be at ease. The interview
process should be humane and create a relaxed
atmosphere conducive to candidate doing their
best;
Inform interviewees of the format and timing of
the hiring process;
The candidate should do most of the talking and
follow-up questions (should be kept to a minimum
and then only when) should be limited to
requesting the candidate to clarify or expand
something he or she has said (to the question
originally asked).
December 2004 [Rev.3/07]
Interview Guidelines
[Continued]
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Questions should ensure thorough assessment;
activities could include writing samples; teaching
demonstrations, etc;
Provide copy of interview questions to Compliance
Officer to review before interviews commence;
Agree on schedule and format- escorting candidates,
campus tours- ensuring respectful and professional
treatment;
Complete rating process which will be kept by
Compliance Office and may be used by President as
part of final interview process.
December 2004 [Rev.3/07]
CONSTRUCTING
QUESTIONS
Discuss as a committee what traits a
successful candidate should possess;
 Make every question count – should
require candidate to draw from their
past experience; make them relay
specific examples
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December 2004 [Rev.3/07]
CONSTRUCTING
EFFECTIVE QUESTIONS
Traditional Question: Describe your
training and experience.
 Results Based Questions:
1. Give a brief overview of your
experience as it relates to our
position.
2. Please describe your most
significant accomplishment in a recent
position.
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December 2004 [Rev.3/07]
IDEAS FOR QUESTIONS
Team: Please describe your
experience working as a member of a
team, the role you played, and the
outcome of the project.
 Professional Development: Please
provide specific examples of how you
have worked toward your own
professional development.

December 2004 [Rev.3/07]
SAMPLE QUESTIONS
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Teaching Methods: Please provide a
specific example of a challenge you have
encountered in the classroom that dealt with
teaching a diverse student population, the
steps you took to address it, and the
learning outcome
Ethics: Please tell us about a time when you
faced a difficult ethical dilemma on the job.
How did you handle this situation? Would
you do the same thing in the future?
December 2004 [Rev.3/07]
SAMPLE QUESTIONS
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Diversity:
Give an example of a specific event in your past that
has shaped your approach in dealing with diverse
groups of students.
What steps would you take, if any, if confronted with a
faculty member who exhibited intentionally
discriminatory behavior toward a colleague or student?
Tell us what experience you have had working with
and/or teaching a diverse group of persons, including
those of diverse races, ethnicity and/or learning or
physical disabilities? What accommodations have you
made or could you envision having to make, if any, in
such a setting?
December 2004 [Rev.3/07]
SAMPLE QUESTIONS
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[Teaching Demonstration]: We’d like you to
give an 8-10 minute presentation on the
concept of [area in subject discipline]
Assume we are an introductory class.
Tell us what innovative techniques of
presenting material you would like to use in
the classroom and why they would be
effective with students? Are there any
drawbacks in using these techniques?
December 2004 [Rev.3/07]
INTERVIEW RATING
PROCESS
Use a rating process and forms
agreed upon before beginning the
interviews.
 Hiring committee may schedule
second-stage interviews for those
considered best qualified.
 Progress towards reaching
consensus on the top candidates
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December 2004 [Rev.3/07]
SELECTING THE
FINALISTS
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Upon completion of interviews, provide time for a full,
open, and professional discussion toward reaching
consensus on top candidates;
Names of finalists shall be provided to Compliance
Officer for review;
Up to three candidates shall be forwarded to President
and VP;
The committee may include rankings and shall include a
written in-depth summary of the perceived strengths and
weaknesses of each forwarded candidate;
If only two candidates are forwarded then committee shall
provide a written rationale for this exception.
[PFHP, K.1-5]
December 2004 [Rev.3/07]
CONDUCTING
REFERENCE CHECKS
By an administrator and faculty
member selected by the committee
and shared with hiring committee
members before names are forwarded
to President;
 Checks shall include academic
background, professional experience,
and personal qualities relevant to
performance. [See, Reference Form]

[PFHP, L.]
December 2004 [Rev.3/07]
INTERVIEWING THE
FINALISTS
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VP shall participate
Committee nominates two faculty
committee members one of whom is
selected by President
Selection of finalist recommended to
Chancellor and Board made by President in
joint consultation – ultimate decision rests
with the President.
[PFHP, M.1.]
December 2004 [Rev.3/07]
COMPLETING THE HIRING
SELECTION
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Final selection within two weeks of final
interview;
Upon final clearance by District,
President or designee notifies candidate
of offer;
Unsuccessful candidates informed in
writing;
Job offer confirmed in writing
December 2004 [Rev.3/07]
[PFHP, N.]
Completing the Hiring Selection
Required Documentation
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Campus Interview Report
(Signed by the President)
Intent to Fill (Copy)
Evidence of Effort (President)
Campus Review Agreement
Campus Interview Agreement
Complete Application Packet for 2-3
finalists [Official transcripts for recommended
candidate only]
District Pool List
Evaluations
Correspondence
Position Announcement
December 2004 [Rev.3/07]