The search for quality faculty is a very time consuming process. In an effort to aid departments and the applicant in their search, the following "do list" has been compiled . The suggestions should not be taken lightly. Engaging in an organized search with attention to detail and respect for the applicant will most often result in the department employing the person they need and the person that will fit the long-term plans of the organization. The list is not all inclusive.  Please refer to your college or university Faculty Hiring Guide typically provided by the Office of Compliance and Equity Management (or similar office) for the specific guidelines and process embraced by your institution.  Please feel free to contact me with comments, suggestions, and additions at Steve.Taft@uni.edu

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DO attempt to institute a search as early as possible in the academic year.

JUSTIFICATION: Receiving permission to institute a search can often be a lengthy process, particularly in an academic situation as:

1) various administrators may have to sign-off on the request form,

2) the job description and title of the position may have to be approved,

3) the wording of the advertisement may have to be approved, and

4) the financing of the search may have to be approved.
 

DO assign a faculty member with an eye for detail and the time to head the search.

JUSTIFICATION: The academic search often must follow strict university and federal guidelines. It is imperative to have a member of the team adhere to such policies. In addition, the processing of applications to various members of the search team is a detailed process as one attempts to keep track of all of the applicant's materials which may consist of:

1) a letter of application

2) an academic vita

3) statement of educational philosophy or objectives

4) reference letters that may arrive separate from the applicant's materials

5) video's or slides (sometimes requested of directors and designers - particularly finalist)
 

DO write a full and complete job description to be forwarded to all applicants.

JUSTIFICATION: If the economic climate of the institution requires that an abbreviated job description be advertised, be sure to include information that direct interested persons to a complete job description (i.e. university or department web sight).  All applicants deserve to know the expectations of the employer - including but not limited to teaching duties, production duties and other departmental university and community expectations (i.e. research, service, advising, etc.).
 

DO write a job description for what your organization needs.

JUSTIFICATION: You are searching for a candidate with particular skills. Advertise for what you need or desire. If you don't get what you need you may very well be in the same position you are in now. However, maintain some flexibility. A candidate may have skills that you didn't expect which may benefit your organization.
 

DO advertise with a job title that is consistent with the position.

JUSTIFICATION: A plumber doesn't want to be called a carpenter. In order to receive applications from the most qualified candidates be sure that the title matches the job description. Otherwise you may receive a lot of applications from those carpenters when all the time you wanted a plumber. Ask for what you need.
 

DO be sure the advertised or published information concerning the organization is correct (i.e. number of faculty/staff/majors, facilities)

JUSTIFICATION: The applicant may be applying because of particular faculty or staff support. If the situation changes inform the candidate before a personal interview is arranged.
 

DO be sure to note the academic rank of the position (particularly if the salary or salary range cannot be advertised).

JUSTIFICATION: If the salary cannot be advertised, then the academic rank should provide knowledgeable applicants with a salary range (assuming they keep up to date with such information supplied in the Chronicle of Higher Education or other publications noting such information).
 

DO assign a reasonable deadline to receive applications in order to accommodate the production schedule, yet allow time to accept a reasonable number of applications and interview the best candidates.

JUSTIFICATION: Attempting to discover the best candidate during a heavy production schedule will not allow the team to properly analyze the prospective candidates materials. In addition, the later in the year interviews are scheduled, the less your organizations chances are of hiring the candidate you really want.
 

DO be sure to acknowledge to the candidate in writing that you have received their application materials.

JUSTIFICATION: Communication is important on all levels. It's also the polite thing to do. Such communication can be prepared by the departmental secretary or responsible student assistant.
 

DO carefully read the candidate's vita. Start at the end.

JUSTIFICATION: You may collect the least desirable information about the candidate first.*
 

DO be careful of a functional resume.

JUSTIFICATION: Because this type of resume or vita has no dates, only descriptions of past job functions and the candidates qualifications, it could be an attempt to camouflage a job-jumper or hide the fact that the candidate may not have worked in the field recently.*
 

DO be aware of vague phrasing used in the application letter or vita.

JUSTIFICATION: You want a candidate that can do the job. Be alert to vague phrases such as "involved with . . .," "had knowledge of . . . ," "was exposed to . . ."  If they can't do the job you may end up having to do it.*
 

DO conduct a phone interview with perspective candidates.

JUSTIFICATION: A conference call is much cheaper than a personal interview.  A video conference call is ideal.
 

DO make contact with candidate references.

JUSTIFICATION: A simple phone call may substantiate your instincts about the candidate or provide more questions. However, either way the organizations is more informed.
 

DO consider the intangibles that a candidate has to offer.

JUSTIFICATION: The intangibles (i.e. work ethic, sense of integrity, commitment to quality education, collaborative spirit) will make a dramatic difference in the lives of your students and the success of your organization.
 

DO attempt to make travel arrangements (including flight, hotel and meal accommodations) for final candidates. If the candidate must make arrangements (financially) be sure to reimburse the candidate in a timely manner.

JUSTIFICATION: Who pays for what when can be a direct reflection upon the operational procedures of a university.
 

DO be sure that the itinerary for all final candidates is accurate and the itinerary is forwarded to the candidate prior to their departure (preferably a few days in advance).

JUSTIFICATION: The candidate should be afforded every opportunity to prepare for the interview. It is imperative that the itinerary is accurate (particularly concerning the length of their presentation and meetings with the administration). Be prepared to answer a number of questions from the candidate preparing a presentation (room environment, available equipment for the presentation, placement of electrical outlets, student knowledge or experience concerning the material to be conveyed, etc.).
 

DO be sure that all requested equipment for candidate presentation is available and working correctly.

JUSTIFICATION: It is embarrassing for all parties if equipment fails.
 

DO recognize that the organization is after the most qualified candidate that will become a valuable member of your team. Therefore, be organized, be prepared, and be open and honest concerning the positive aspects of the organization and the current challenges.

JUSTIFICATION: Anything other than honest may result in a disgruntled employee in the long run.
 

DO have a member of the team with a positive attitude make first contact with the candidate (phone or in person).

JUSTIFICATION: There is something to be said about first impressions.
 

DO insure that the candidate has the opportunity to talk with faculty and students in private. This can be a scheduled meeting, over lunch or dinner.

JUSTIFICATION: An impression of distrust may result if the Department Head or Dean do not allow for such an opportunity.
 

DO recognize that the applicant may also be interviewing the organization as well. In fact, be leery of applicants that do not ask questions.

JUSTIFICATION: Questions asked by the candidate will provide insight into their personality, expectations, expertise and professionalism. However, be sure to remain the interviewer--don't change places with a prospective employee.
 

DO offer the more sensitive information to the candidate if possible (i.e. salary, benefits, vacation)..

JUSTIFICATION:  Although such topics should not be a primary consideration for the candidate, salary, benefits, and vacation are extremely important to the long-term well-being of a faculty member.  Make everyone comfortable and provide it first.
 

DO answer all questions the candidate may have as honestly as possible.

JUSTIFICATION: It's the right thing to do.
 

DO provide the candidate with as much program, organizational and community information as possible.

JUSTIFICATION: If you can't sell yourself it will be difficult to attract top talent.
 

DO make arrangements for a detailed tour of the organizations facilities, campus and community.

JUSTIFICATION: If you can't sell yourself it will be difficult to attract top talent.
 

DO keep track of the questions you've asked a candidate (particularly if you've had a phone interview first).

JUSTIFICATION: If you (or other members of the committee) repeat the same question several times, the candidate may wonder if you've been listening or if you're searching for another answer. Take notes for each candidate you interview. The candidate should be consistent with their answers no matter how often you ask a question. Otherwise the candidate may be attempting to say what you want to hear.
 

DO put salary, rank, tenure time-line, academic year dates, teaching/production load, etc., in written form once a verbal offer is made.

JUSTIFICATION: If it's not in writing it may not be there. If an organization is not willing to put it in writing, be careful.
 

DO update all applicants once a candidate has been offered a position and has accepted. Afford all candidates respect by thanking them for their application and wishing them the best in their future endeavors.

JUSTIFICATION: It's the right thing to do.
 

DO be professional.

JUSTIFICATION: When interviewing set a time limit and hold all calls. Entertain, but use common sense.
 

DO aid the candidate in their transition.

JUSTIFICATION: All transitions are difficult and often exhausting. Have a group of students available to help unload a moving van, organize a barbecue, assign a faculty member to the new employee to make them feel welcome and answer various questions about the campus and community.
 

DON'T excuse a messy vita or careless mistakes.

JUSTIFICATION: The candidate that does not care enough to make his vita letter-perfect raises doubts about his/her desirability.
 

DON'T take too long to make a decision.

JUSTIFICATION: You may lose the candidate due to another job offer or cause doubt about the organization before the new employee begins.
 

DON'T exaggerate, conveniently not know, make promises you can't keep, or lie.

JUSTIFICATION: It's not professional.
 

DON'T deliver the candidate to the wrong airport upon departing after the interview process.

JUSTIFICATION: It's time consuming to correct the action, it adds to the expense of the interview and it's embarrassing to all parties. However, if it happens and your candidate smiles, and understands that mistakes are part of life, he/she just might be a good fit.