Search Committee
and Chair Training
Colorado School of Mines
Human Resources

Topics
 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
 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 al conflicts of interest to the chair and the entire
committee.
 Protect confidentiality of the applicants and the decision
making process.
 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
candidates
 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
candidates
 Providing input on recruitment strategies and advertising
plans
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
recruitment:

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
(continued)
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 advertised,
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 overall search process to better serve the
department and candidates.
 Assure that review application materials occurs
individually and that committee work progresses
timely.
 Ensure that all statements made about candidates be
backed up by facts.

Search Sequence/Timeline
continued
 Committee scoring 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 wel , not
ranked high enough.” (Federal Requirement)
 Once al committee members have individual y
scored the applicants, Chair runs the ranking
report. Then schedule a committee meeting to
determine the short list and next steps.
 Conduct phone interviews (optional as needed)
to further reduce the short-list.

Search Sequence/Timeline
continued
 Schedule and conduct on-campus interviews
 Optional – Request a “Welcome” packet from HR.
Requests for packets must be made at least 3 days in advance of
an on-campus visit. If you want the packet mailed, the request
must be made at least 1 week in advance.
 Assures reference checks on top finalists (in addition to
letters of recommendation if previously requested)
 Recommendations submitted to DH
 Offer made by Dean and/or Provost
 Background checks initiated
 Offer accepted and confirmed

Overview of the PageUp
Process
 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 Chair wil run a report to rank applicants
after they have been scored and reviewed.
 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 considered.

Overview of the PageUp
Process continued
 Criteria is submitted/approved prior to the job being
posted.
 The system is designed for al committee members to
review all applications. However, a pass/fail step can be
used if desired.
 Applicant scoring for any review criteria is done on the
following scale:
 0-Not Present
 1-Very Weak
 2-Marginal
 3-Acceptable
 4-Strong
 5-Superior

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.
 The Interview Recommendation Form is no longer a
part of the process.
 Offers wil be approved and made through Pageup.

Getting Familiar with
PageUp
Let’s log in!

Equal Employment
Opportunity
 Equal employment opportunity means that all
individuals must be treated equally in all employment
decisions including at all stages of the recruitment
process.
 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
origin,
age,
disability,
veteran
status,
sexual
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
Status
 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
obligations.
 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
confidentiality.
 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
documentation
focused
on
the
applicants’
qualifications and how they meet the stated job
requirements.

Candidate Evaluation
Tips and Strategies
 All eligible applicants for the position must be
screened and evaluated in the same manner, using
job-related criteria. Adherence to established criteria
wil assist in defending against allegations of unequal
treatment.
 Evaluation criteria --
 As objective and measurable as possible;
 Clearly understood by search committee; and
 Applied consistently to each candidate.
 Should incorporate how a candidate wil advance the
mission of the institution
 “Candidate increases the diversity of the department/campus in
background, experience, perspective, and/or talent.”
 ”Evidence of extraordinary, relevant experience that is not otherwise
rewarded by these criteria.”

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
review
of
this
time
length
is
the
best
counterbalance to unconscious and unintentional
bias or assumptions.
 Evaluate each applicant’s entire file – do not
depend too heavily on one aspect to speak to
evaluation criteria.
 Periodically evaluate the pool 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.

Candidate Evaluation
Unconscious Bias
There is a wealth of information on bias and assumptions
in hiring generally as well as in faculty hiring specifically. It
is important for search committee members to be aware
of the possibilities for bias in screening applications. Some
areas that show potential for bias are:
 Homogeneous search committee
 Poorly articulated screening criteria or rigidity in a
screening matrix
 Inconsistent weighting of criteria among committee
members
 Inaccurate or unconscious assumptions about merit

Candidate Evaluation
Bias and Assumption - Examples
 When evaluators were busy, distracted by other tasks,
and under time pressure, they gave women lower
ratings than men for the same written evaluation of
job performance. Gender bias decreased when they
gave ample time and attention to their assessment of
the applicant (Martel , 1991).
Preference for males was greater when women
represented a small proportion of the pool of
candidates (as is typical in many STEM fields) (Heilman &
Stopeck, 1985).

Candidate Evaluation
Bias and Assumption - Examples
 A study in which emails were sent to more than 6,500
randomly selected professors from 259 American universities
from a (fictional) prospective out-of-town student whom the
professor did not know, expressing interest in the professor’s
Ph.D. program and seeking guidance showed that professors
were more responsive to white male students than to female,
black, Hispanic, Indian or Chinese students in almost every
discipline and across all types of universities. (Chugh, Milkman
and Akinola, 2014).

Candidate Evaluation
Bias and Assumption
Many of these potentials for bias can be mitigated by good
communication in committee meetings regarding these
topics and follow-up with individual members by the
committee chair to ensure that members are clear on
instructions or assignments.
Unconscious bias and
assumptions are less easy to mitigate and the consequences
can range from undesirable to severe.
 Research shows that every one of us brings a lifetime of
experiences and cultural history that shapes our
evaluation of others.
 Results from several studies in which people were asked
to make judgments about human subjects demonstrate
the potentially prejudicial nature of our many implicit or
unconscious assumptions. Examples range from physical
and social expectations or assumptions to those that
have a clear connection to hiring.

Interviews
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
time.

Interviews
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
structure.
 Remember the candidate is also evaluating the search
committee, department and the university during this time.

Interviews
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.

Interviews
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
programs;
 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
position
 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
checks.

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
member.
 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.

Recordkeeping
 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.

Questions?

Credits
 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
Guides

Introduction
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.

Introduction
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