Academic Search
Committee and
Chair Training
Colorado School of Mines
Human Resources

 Roles & Responsibilities
 Use of Page Up
 Equal Employment Opportunity and Affirmative Action
 OFCCP/Federal Contractor Status
 Candidate Evaluation
 Interviews
 References
 Recordkeeping

Roles and Responsibilities
Search Committee Chair Responsibilities:
 Has overall responsibility for managing a proactive,
timely, fair, and legal search process. Is responsible
for defining what the roles and expectations are
for the search committee as wel as each
individual committee member. This wil include
adherence to university, EEO and Affirmative
Action regulations.

Roles and Responsibilities
Search Committee Members and Chair
 Attend a Hiring Excellence Workshop with Dr. Amy
 Engage in a fair and equitable recruitment process.
 Put aside personal agendas, biases or political
positions so that each candidate has an honest, fair
and consistent evaluation.
 Disclose all conflicts of interest to the chair and the
entire committee.
 Meet obligations and deadlines, working promptly
and efficiently to help ensure that top candidates are
not lost to other employers.

Roles and Responsibility
Proactively recruit highly qualified candidates by:
 Tapping into formal/informal networks to identify potential
 Proactively reaching out to national peers by email,
letter, or phone to identify potential candidates, including
potential nominations
 Researching peer institution col eagues to find potential
 Providing input on recruitment strategies and advertising
Remember – you are a SEARCH committee, not merely a
SELECTION committee!

Active Recruitment –
Broadening the Applicant Pool
 Active recruitment is the process of “generating a
pool rather than merely tapping it” (NSF ADVANCEMichigan, 2007).
 Active recruitment strategies recognize that simply
posting an announcement is not sufficient in achieving
a diverse applicant pool.
 In order to identify the broadest possible pool of
potential candidates, all members of the search
committee must actively recruit candidates.
 Fol owing is a list of best practices for active

Strategies to Increase Diversity
 Establish and cultivate long-term relationships and
connections with those who may become applicants
for a position at some future point, especially those
from underrepresented groups.
 Ask current staff, faculty and graduate students to
help identify under represented candidates.
 Attend conferences that provide opportunities to
recruit candidates. Consider special subgroups of
professional organizations or focused conferences.
 Identify individuals who have achieved excellence
outside academia.

Strategies to Increase Diversity
Diversity isn’t limited to gender and ethnicity but
also encompasses experience. Examples:
 Advised a summer academic support program for
low-income students
 Created STEM research program for first-generation
col ege students
 Participated in postdoc program for under-
represented students
 Co-authored an interdisciplinary research article on
ethnic studies and psychology

Roles and Responsibilities
Hiring Manager Responsibilities:
 Facilitates the search process within the PageUp
system. In most cases this wil be the Department
Assistant. This is a different definition than currently used on
campus where the hiring manager is the person who decides
who gets hired.
 The Hiring Manager initiates the requisition (formerly
RAF), changes status of applicants, creates and books
phone and campus interviews, and initiates the offer
card in PageUp. Also ensures that all applicants
receive notice of their status. Emails are generated by
PageUp depending upon applicant status.

Roles and Responsibilities
Human Resources
 Resource for Search Chairs and committees.
 Provide guidance and advice to departments on
recruitment and hiring policies, use of PageUp,
processes and regulations.
 Provide guidance on EEO/AA compliance.
 Investigate complaints of discrimination.

Search Sequence / Timeline
After requisition is submitted and position is
Search Chair --
 Establish initial committee meeting where you
explain ground rules, expectations, timelines and
end product. Discuss “lessons learned” from
previous searches and establish how the
committee wil manage the overal search
process to better serve the department and
 Assure that review application materials occurs
individually and that committee work progresses

Search Sequence/Timeline
 Ensure that all statements made about
candidates be backed up by facts.
 Committee documentation must include a
job-related reason for an applicant’s
removal from consideration at each step in
the process. It is not sufficient to say “didn’t
score well, not ranked high enough.”
(Federal Requirement)
 Conduct phone interviews (optional as
needed) to further reduce the short-list.

Search Sequence/Timeline
 Schedule and conduct on-campus interviews
 Assure reference checks on top finalists (in
addition to letters of recommendation if
previously requested)
 Recommendations submitted to DH and Dean
All candidates recommended for hire are
required to meet with President and Provost
 Offer extended by Academic Affairs
 Offer accepted and confirmed
 Background check initiated

Overview of the PageUp
 Committee members can view, score and
comment on applicants as soon as their
materials are submitted. It’s al done in the
PageUp system now!
 Search Committee wil use an evaluation rubric
 Search Chair and committee cannot change
applicant status; “Hiring Manager” does this.
“Hiring Manager” is the Department Assistant
who is facilitating the search process.
 Candidates receive system-generated email
notices when they are no longer being

Overview of the PageUp
Process continued
 Search Chair partners with Hiring Manager who
creates events (phone and campus interviews) in
PageUp. Applicants wil select day/time in the system.
 There is a reference check feature in PageUp.
References can upload letters directly into the system
OR Hiring Manager can notify applicants via PageUp
that their references wil now be contacted.
 Al documentation (interview notes, information from
references, etc.) will be uploaded into PageUp.
 Offers are approved and made through Pageup.

Getting Familiar with
Let’s log in!

Equal Employment
 Equal employment opportunity means that all
individuals must be treated equally in all employment
decisions including at all stages of the recruitment
 Each applicant must be evaluated solely on the basis
of his or her ability to perform the duties of the position
without regard to race, color, religion, sex, national
orientation, or gender identity.

Affirmative Action
 Affirmative action requires that additional efforts be
made to increase employment opportunities for
women and members of underrepresented groups.
 Affirmative action also requires an organization to
demonstrate a good faith effort to recruit, employ and
advance in employment qualified individuals with
disabilities and veteran status.
 These efforts may include expanded efforts in
outreach and recruitment to increase the pool of
qualified women, people of color, individuals with
disabilities, and veterans.

OFCCP/Federal Contractor
 Office of Federal Contract Compliance and Programs (OFCCP)
 “The purpose of the Office of Federal Contract Compliance
Programs is to enforce, for the benefit of job seekers and wage
earners, the contractual promise of affirmative action and equal
employment opportunity required of those who do business with
the Federal government.”
Mines is a federal contractor
 Required by OFCCP to maintain specific information about the
search process, applicants and hires.
 Search processes must be fol owed - all required documents sent
to HR in order for Mines to meet its federal compliance
 Failure to comply could have costly implications for Mines
 Federal Compliance Audits – not “IF” but “WHEN”

Process Detail
 Confidentiality –
 The search process is confidential, and it is the
responsibility of the search committee to ensure
 Applicants should not be discussed with others who
are not part of the search committee.
 Applications should not be shared with others who
are not involved with the decision making process.
 CVs and letters of interest may be shared for informational purposes
once candidates are invited to campus.
Reference lists or
recommendation letters should not be included in any distribution.
 Discovery –
 All committee discussions and documentation are
subject to discovery in the event we receive a formal
complaint about the search process.
 It is important to keep all discussions and
qualifications and how they meet the stated job

Candidate Evaluation
Tips and Strategies
 Al eligible applicants for the position must be
screened and evaluated in the same manner,
using the evaluation rubric. Consistency in
scoring wil assist in defending against al egations
of unequal treatment.
 A simple 1-5 scale wil be used to evaluate
experience and contributions to diversity,
research, online education, etc.
 Two rubrics wil be used, one for the first review of
materials and the second for phone and
campus interviews.

Candidate Evaluation
Tips and Strategies (continued)
 Spend sufficient time evaluating each applicant.
Most research on this topic recommends at least 20
minutes for each application. Many researchers
have concluded that an undistracted, thorough
counterbalance to unconscious and unintentional
bias or assumptions.
 Evaluate each applicant’s entire file – do not depend
too heavily on one aspect.
 Use the EEO Report in PageUp to determine whether
women and people from underrepresented groups
are included and consider whether biases and
assumptions are influencing your decisions.
 Committee discussion - ensures no candidate is
eliminated by a member based upon a non-job-
related reason or bias.

Phone Interview (optional)
 Al members of the search committee are involved in the
phone interview process.
 If a committee member cannot participate in any one
phone interview, s/he cannot be part of the decision that
either eliminates an applicant from or moves an applicant
forward in the process
 Critical to treat al candidates the same.
 Skype or video conferencing is acceptable if done for al
of the applicants.
 Remember the candidate is also evaluating the search
committee, department and the university during this

On-Campus Interview
 Search committee members should view themselves as
“recruiters” and commit to providing “concierge-level” service to
all candidates. This commitment sends the message that Mines is
serious about attracting and retaining top-quality talent.
 All members of the search committee are involved in the on-
campus interviews
 Visit may include formal interview with search committee, lunch
or dinner with the candidate, campus tour, presentation by
candidate, meeting with faculty and/or students, meeting with
special interest groups.
 Critical to treat all candidates the same; visits should be similar in
 Remember the candidate is also evaluating the search
committee, department and the university during this time.

On-Campus Interview continued
 During on-campus interviews, part of the concierge-
level service means that the search committee is
attentive to balancing the interview with the interests
of the candidate.
 Search committees are encouraged to use a
consistent interview schedule, but also encouraged to
give individual consideration to candidates, tailoring
the schedule to accommodate each candidate’s
personal and professional interests.
 Search committees should provide candidates with
clear and comprehensive information regarding the
position, the campus, and the Golden community
prior to or during the visit.

On-Campus Interview continued
This information may include (but is not limited to):
 Institutional and departmental strategic plans;
 Institutional and departmental financials;
 Institutional and departmental histories and fact sheets;
 Institutional and departmental summaries in education
and research;
 Selected summaries or excerpts of departmental reviews;
 Details on important strategic initiatives, and/or new
 Brief bio-sketches on al individuals with whom the
candidate wil meet;
 Other important non-confidential materials such as
information on university benefits, etc.

Reference Checks
 Timing varies – academic faculty process v. administrative
faculty process.
 Administrative - in general, check references prior to
submitting the recommendation to invite finalists to campus.
Al ows the committee an opportunity to obtain additional
information about the finalists prior to the interviews.
 Academic – extensive reference checks prior to offering
 The Search Committee Chair should notify the finalists
prior to any references being contacted to confirm that
the candidate is stil interested in the position.
 It is not necessary during the reference check process to
include each member of the search committee. This
duty can be assigned to a smal er group of search
committee members who can then report back to the
committee as a whole of the findings in the reference

Reference Checks
 Search committee members may not be references
for applicants, nor may they write letters of
recommendation for applicants in the search for
which they are serving as a search committee
 If a search committee member has been identified as
a reference or asked to write a letter of
recommendation, the search committee member
must decline the designation as a reference.
 It is recommended and permissible to contact
references that have not been disclosed by an
applicant. Professional courtesy dictates that prior to
doing so, the applicant must be advised.

 The search committee must keep records (Federal
Requirement). These must contain, at a minimum,
committee notes, scoring and ranking reports,
interview notes, supporting documents, reference
letters, correspondence letters from the search
committee, and any other created or obtained as
part of the application process. All documentation is
now stored in PageUp.
 It is the responsibility of the Search Chair to ensure that
all documents used in the search process are included
in PageUp. All search records must be maintained for
three years from the date search is completed.


 Interrupting Bias in the Faculty Search Process
 University of Washington, ADVANCE Center for
Institutional Change
 University of Utah
 Women in Science and Engineering Leadership
Institute (WISELI) at the University of Wisconsin-Madison.
 OFCCP Mission Statement and Technical Assistance

As a public institution of higher education, Mines has a
particular interest in promoting diversity among faculty, staff,
and students. Exposure to diversity is at the core of a meaningful
educational experience at Mines.
To best prepare students for future challenges and develop
critical skil sets, diversity in our faculty and staff is essential.
Research has shown that contact with faculty, especially a
diverse faculty, is the single largest contributor to students’
retention and graduation.
Actively working to hire the brightest and most innovative and
diverse faculty and staff provides untold educational benefits
for our students as wel as the skills they need to succeed in a
competitive and diverse workforce.

Mines is making strides to achieve increased diversity
in our student population. However, we have not
been as successful in attaining racial, ethnic and
gender diversity within our faculty and staff.
This training was developed to offer faculty search
committees the information and resources necessary
to achieve greater awareness of hiring within
institutional values, as wel as to provide an overview
of proven best practices for recruiting, attracting,
and retaining diverse, highly qualified faculty and
staff members.

Document Outline