Youngstown State University - The Office of Diversity and Equal Opportunity



	Searches and the Search Committee The Search Committee The Charge The Initial Stage Documenting the Search Evaluating the Candidates The Interview Searches and the Search Committee No committee has greater ability to make profound and substantive changes than a search committee. Therefore, membership on search committees should be reserved for individuals who understand the requirements of the position to be filled and are committed to the mission and goals of the University. The search committee should be composed of individuals from diverse backgrounds in order to provide a variety of perspectives, as well as sensitivity to affirmative action issues. When possible, women and minorities should be represented on all search committees. Since these individuals tend to be asked frequently to serve on an array of committees, this may not always be feasible. In such cases, the individual appointing the committee may wish to enlist the aid of women and minorities from other departments. Back to Top The Search Committee Search committees function as advisory committees, recommending one or more individuals for a position. When a search committee functions in this fashion, the person to whom it reports should not be a member of the committee. Back to Top
	The Charge The charge to the search committee should be clear and precise: ambiguity in the charge, in the role of the committee, or in the extent of the search committee's authority can create confusion that will hamper and delay the selection process at critical points. Back to Top
	The Initial Stage The initial meeting of the search committee shall be held with the Director of Equal Opportunity & Diversity present. At its initial meeting, the search committee will discuss the nature and requirements of the position to be filled. Such assessment and discussion will assist the committee in determining the qualifications and characteristics to be sought in the candidate. Part of the assessment will be a review of the profile to determine what the affirmative action needs are and how those needs may be addressed. Back to Top
	Documenting the Search A department must be able to demonstrate that it has made a "good faith" effort to recruit protected groups. Among the records that should be retained to do this are the following: a copy of the position description a copy of all advertisements used to announce the position a listing of places where the position was posted the core questions asked in the interview a record of the efforts that were made to enlarge the pool of candidates Each department is responsible for completing the "Affirmative Action Appointment Recommendation" form, which documents the disposition of candidates seriously considered (e.g., interviewed) for a position .50 FTE or more. Specific job-related reasons must be given on this form for rejecting minority group members. The reasons must be concrete and directly related to the requirements of the position description (e.g., "did not have 3 years experience," lacked experience in "DNA technology,” "refused offer for personal reasons"). Minutes of meetings are not required, but reasonably informative notes of meetings should be kept by the committee chairperson. Back to Top
	Evaluating the Candidates Although evaluation procedures vary, it is necessary for the search committee to develop a rating form based on job-related criteria. It is not difficult to get a committee to agree that it should hire the best candidate. The search committee may wish to evaluate its selection criteria in terms of their validity as predictors of future success. A search committee should evaluate candidates in broad and comprehensive terms, carefully examining all of an individual's accomplishments, his or her potential for growth, the diversity of the perspective that one will bring, and the unique contribution that the candidate will make to the department. Whatever criteria are used, it is important that the criteria be applied equally to all candidates. When the pool of candidates has been narrowed to a small group of individuals in whom the search committee is seriously interested, the Director of Equal Opportunity & Diversity will review the pool to determine whether protected group members with qualifications have been considered. If any deficiencies are found, appropriate remedies will be recommended and must be implemented prior to granting permission for interviews. Back to Top The Interview The interview is one of the most critical stages in the evaluation process. It is generally the first opportunity for the candidates and the search committee to interact with one another. While the interview allows the search committee to evaluate the candidate, the interview also permits the candidate to judge both the search committee and the University. An interview that is carefully planned, begins on time, allows the candidate to present himself or herself in the best possible light, and elicits the necessary job related information, is a major element in successful recruitment. The questions to be asked of a candidate are of paramount importance in an interview. 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, thereby allowing comparative judgments to be made, while insuring that crucial job-related information is obtained. Developing questions ahead of time need not be unduly restrictive, for follow-up questions based on the responses to predetermined questions will most likely vary with each candidate. Questions should also be examined to determine if any of them will have the effect of screening out protected group members. A patterned interview of this type has the beneficial effect of minimizing unconscious biases. It is convenient to print the questions on a form with space below to record the candidate's responses and committee member's reactions. The written remarks of the search committee members will not only aid in evaluating the candidate, but will also be useful in completing the "Affirmative Action Appointment Recommendation" form, which requires specific reasons for not hiring protected group members. In many instances, a search committee will schedule the candidate for open interview sessions. It is in these situations that care must be taken to avoid asking questions or making comments either directly or indirectly that relate to race, ethnic origin, religion, marital status, age or other personal matters. Such questions or remarks create a negative impression of the search committee, the department and the University. Youngstown State University has long recognized its responsibility to insure equal opportunity in the workplace. The Equal Opportunity & Diversity and Affirmative Action Policy as enunciated in the Affirmative Action Plan is that "Youngstown State University is committed to a campus environment that values all individuals and groups, and to non-discrimination and equal opportunity for all persons without regard to sex, race, religion, color, age, national origin, sexual orientation, handicap/disability, or identification as a disabled and/or Vietnam Era Veteran. The University is also committed to the principles of affirmative action and acts in accordance with state and federal laws." Statutes, executive orders and regulations do not, however, automatically insure equity and equality in employment. That can only be achieved by the full and enthusiastic support of the ideals and goals of affirmative action by all members of the University community. Ultimately, we all have ownership of affirmative action. Back to Top Back to Equal Opportunity