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FACULTY SEARCH COMMITTEE ORIENTATION 2011-12

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Faculty Search Committee Orientation

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Page 1: Faculty Search Committee Orientation

FACULTY SEARCHCOMMITTEEORIENTATION2011-12

Page 2: Faculty Search Committee Orientation

FACULTY SEARCH COMMITTEE ORIENTATION 2011-12

Emerson College values and has placed an institutional priority on multiculturalism in the campus community. Through its constantly evolving curriculum it prepares students for success in an increasingly multicultural society. The successful candidate must have the ability to work effectively with faculty, students, and staff from diverse backgrounds. Members of historically under-represented groups are encouraged to apply. Emerson College is an Equal Opportunity Employer that encourages diversity in the workplace.

Presented by

Richard Zauft, Office of Academic Affairs Gwen Bates, Office of Diversity and Inclusion

Page 3: Faculty Search Committee Orientation

OVERVIEW

• Purpose• Diversity Terms• Employment Laws• Unconscious Bias• Eliminating Bias in the Interviewing Process• Bad and Good Practices in Diversity Hiring• Interviewing Guidelines (Steps in the Search Process)• Active Recruitment• Reviewing Applications• Interviews• Interview Dos and Don’ts• Campus Visits

Page 4: Faculty Search Committee Orientation

PURPOSE• These orientations address cultural competence, employment laws, eliminating bias in the

interviewing process, diversity initiatives, search and screen procedures, best practices, recruitment, search committee responsibilities, and interview techniques.

• These sponsored orientations replace the numerous individual search committee orientations in order to address more comprehensively the many issues, topics, and questions surrounding the search and screen process.

• All members of any search committee approved by Academic Affairs are required to attend a search committee orientation authorized by the Office of Academic Affairs. If a search committee member fails to attend, the member is no longer eligible to serve on that search committee and the administrator who called for the search may appoint an appropriate replacement, who also must attend the orientation (Faculty Handbook, Section 5, page 6).

• The offices of Academic Affairs and Diversity and Inclusion will schedule orientations in the fall and spring semesters to accommodate faculty schedules and searches as they develop.

Page 5: Faculty Search Committee Orientation

WHAT IS DISCRIMINATION?

• Discrimination in the workplace is widely understood as unfairly limiting the potential of employees on the basis of their skin color, ethnicity, gender, sexual orientation, religion, physical, ability or other identity or affiliation.

• Many laws have been passed making this kind of discrimination illegal (e.g., Title VII of the Civil Rights act, ADA, ADEA, etc.).

Page 6: Faculty Search Committee Orientation

WHAT IS PERCEPTION?

Workplace perceptions have significant influence on both how people get along with others and how they are hired and promoted. Regardless of the laws and rules in place for equal-employment opportunities, perceptions still influence employment decisions.

•Misperceptions can result in illegal workplace behavior, including sexual harassment or discrimination, homophobia or disability discrimination.

•People bring their personal preferences and dislikes to the office, which are sometimes translated into misperceptions about the people with which they work.

•The sensitive areas that typically influence diversity the most are recruitment, hiring, promotion. Misperceptions can lead to hiring selections and personnel approvals that cannot be justified. These expose the organization to legal risks.

Page 7: Faculty Search Committee Orientation

WHAT IS DIVERSITY?

Diversity in the workplace includes sensitivity and tolerance to others who differ in race, religion or culture. Although discrimination in the workplace is illegal, laws do not automatically change attitudes, and encouraging diversity awareness may require proactive activities.

•Practices prohibited by U.S. anti-discrimination laws include disparate treatment of employees based on race, national origin, color, sex, age or physical disability. The Equal Opportunity Employment Commission (EEOC) enforces the provisions of the Civil Rights Act of 1964 and other legislation that calls for fair employment practices.

•Fostering diversity may require actively recruiting members of traditionally underrepresented groups. Some techniques of active recruitment may include widely advertising open positions and even direct contact of qualified colleagues from underrepresented groups to inform them of job openings.

Page 8: Faculty Search Committee Orientation

EMPLOYMENT LAWS AND EMERSON’S EEO POLICIES

Title VII of the Civil Rights Act of 1964, is the primary federal law that prohibits employment discrimination. Title VII prohibits employers from making employment related decisions based on a person’s protected characteristics.

What are protected characteristics?– Race– Color– Religion– Gender– National Origin

Page 9: Faculty Search Committee Orientation

EMPLOYMENT LAWS AND EMERSON’S EEO POLICIES• Age Discrimination in Employment Act (ADEA) is a federal law that prohibits an employer

from refusing to hire or otherwise discriminate against employees or job applicants over the age of 40.

• Americans with Disabilities Act (ADA and also ADAAA) is a federal law that protects qualified employees and job applicants with disabilities from discrimination by employers. It also requires employers to make reasonable accommodations to support a disabled individuals ability to perform essential job functions and tasks.

• Affirmative Obligation and Diversity each broaden the concept of equal employment opportunity. Affirmative Action/Obligation ensures inclusion and equal employment opportunities for (women, minorities, veterans, and individuals with disabilities), and also highlight certain metrics that assess the effectiveness of employment practices and/or identification of process focused objectives.

Page 10: Faculty Search Committee Orientation

WHAT IS BIAS?

• Biases are judgments that human beings rely on to make snap decisions.

• Racism, sexism, heterosexism, and classism are forms of bias.

• However, the human brain has evolved the ability to make snap decisions as a survival mechanism; therefore, the ability to develop biases is a characteristic of a normal functioning brain.

Page 11: Faculty Search Committee Orientation

DISCRIMINATION & BIAS

• So… should a person discriminate when making hiring and promotion decisions at work?

• Ironically, yes – but only by using valid discriminators that accurately predict a person’s ability to perform. Discrimination on the basis of social identities is always wrong.

• Does it then follow…that a person should use biases when making hiring and promotion decisions at work?

• No. Employment decisions are not life-and-death situations that require snap judgments.

Page 12: Faculty Search Committee Orientation

UNCONSCIOUS BIAS

• Corporate CEO Selections Favored Taller Men*– Less than 15% of American men are over 6

feet tall, yet almost 60% of corporate CEOs are over 6 feet tall.

• Job Applicants With Ethnic-Sounding Names Were Disadvantaged**– A recent study shows that people with

“white-sounding" names are 50% more likely to get a response to their resume than are those with "black-sounding“ names, regardless of the background of the interviewers.

* USA Today, “Does Height Equal Power?” (7/17/07)** National Bureau of Economic Research John Tariq

Page 13: Faculty Search Committee Orientation

UNCONSCIOUS BIAS

Biases are most likely to be triggered when:

• You encounter a visible/salient identity (e.g., age, gender, race, a visible disability).

• You are feeling the stress of time pressure.• A quick decision is needed.• You are experiencing cognitive overload.• You are multi-tasking.• Ambiguity is present.• A perceived lack of accountability is present.• You are fatigued/tired.

Page 14: Faculty Search Committee Orientation

UNLOCKING UNCONSCIOUS BIAS

• The key to ensuring that your unconscious biases are not leading to decisions that are detrimental to your success or the success of the organization is self-awareness.

• Those entrusted with hiring and promotion decisions should be held accountable for not only their decisions, but the way in which decisions are made.

• Words like “not a good fit” or “just didn’t have a good feeling about him/her” are often signs of unconscious bias at work, and should not be accepted at face value during personnel discussions.

• Often unconscious bias is ignorance. “I didn’t realize what I said was discriminatory” and “I didn’t mean what I said to sound biased” are often signs of unconscious bias at work.

Page 15: Faculty Search Committee Orientation

UNLOCKING UNCONSCIOUS BIAS | continued

• Discuss important decisions with colleagues you trust.

• If you can’t articulate reasons why a person is or isn’t a good hire/promotion, try writing it down; often, the writing process helps to unlock the underlying reasons for your positive or negative reactions.

• Take the Implicit Association Test online (Google “Harvard IAT” …each test takes 10-15 minutes).

• Take advantage of learning opportunities to further your own self-awareness.

• Make a commitment to practice transparency in work and life.

Page 16: Faculty Search Committee Orientation

KEY ELEMENTS IN HIRING INDIVIDUALS UNLIKE ME• Willingness to step outside my comfort zone and consider individuals who are

different.

• Willingness to re-examine my own assumptions about diverse individuals.

• Willingness to be challenged by their differences.

• Understanding what my assumptions are and working through them.

• Understanding that we all have bias.

• Understanding and acknowledging what biases you may have that might impede your objectivity.

Page 17: Faculty Search Committee Orientation

BAD PRACTICES IN RECRUITINGAvoid the following:• Cloning – Seeking candidates who are mirror images of yourself.

• Pendulum Hiring – Hiring someone just because they are very different from the previous position holder.

• Snap Judgments and Seizing of Pretexts – Giving excessive weight to something trivial, in order to justify quick dismissal of a candidate.

• Elitist Behavior – “Raising the bar” by increasing the qualifications for women and people of color candidates because their competency doesn’t strike you or other committee members as trustworthy or expressing suspicion about the authenticity of the non-majority candidates’ credentials or recommendations.

• Wishful Thinking – Insisting that racism or sexism no longer exist.

• Disingenuous and Willful Innocence – Insisting that a department and its search committee can be and must be gender-blind and race-blind in recruiting.

Page 18: Faculty Search Committee Orientation

GOOD PRACTICES IN DIVERSITY RECRUITING• Avoid easy excuses and self-fulfilling myths about how difficult it will be to hire

minority and women staff.

• Recruit year-round like a football coach.

• Receive guidance from your Chair, Dean, and VP.

• Ensure diversity in the search committee’s membership.

• Use detailed language about diversity in the job advertisement, not merely boilerplate statements.

• Follow consistent arrangements for campus visits and interviews of job candidates.

Improvement in recruitment will require substantial long-term efforts from many. There is no quick fix. We must make the effort to overcome these “bad practices” or diversity will remain only a slogan.

Page 19: Faculty Search Committee Orientation

GOAL

Emerson’s goal is to select and hire the most qualified applicants. Using a fair and balanced hiring and selection process helps to ensure that we are hiring the best candidates to fit each job. Screening criteria and interview questions should relate directly to well-defined job qualifications and duties. This establishes a standard of fairness in diversity for employees.

"Ability to work in a diverse culture" should be a job requirement. Many companies now list this in job postings and descriptions. Questions that should be asked of all candidates in interviews:

•Please give examples of your experience working successfully with diverse populations.

•Have you participated in any diversity initiatives in the past? If so what was your role?

Hiring employees who are familiar with diversity and understand the importance of fairness and equality helps to establish an appropriate work environment.

Page 20: Faculty Search Committee Orientation

VALUE STATEMENT

Emerson College values and has placed an institutional priority on multiculturalism in the campus community. Through its constantly evolving curriculum it seeks to prepare students for success in an increasingly multicultural society. The successful candidate must have the ability to work effectively with faculty, students, and staff from diverse backgrounds. Members of historically underrepresented groups are encouraged to apply.

Page 21: Faculty Search Committee Orientation

BEST PRACTICES IN SEARCH PROCESS

• A hallmark of a good search is CONSISTENCY and CONFIDENTIALITY

– Treat all applications and candidates the same way.• Treat “internal” candidates the same as all other applicants.

– Do not discuss the search or applicants with department colleagues.• Discuss the search only with the search committee, Chair, Dean, HR, and

Academic Affairs.

• Attend all search committee meetings, review all applications, participate in discussions, help determine recommendations, and participate in the interviews. Search committee members who do not fully participate cannot offer a complete and consistent consideration of all candidates.

• Select a single spokesperson to respond to inquiries and contact applicants about missing application materials so applicants don’t get different information from different people.

Page 22: Faculty Search Committee Orientation

BEST PRACTICES IN SEARCH PROCESS

• Do not rely on and use unsubstantiated information about a candidate found on the web.

• Conduct active recruitment to expand the application pool to include diverse candidates. Search committee members can contact potential candidates as part of their active recruitment efforts. Do not discuss privileged department information that might give a candidate insider information that would give them an unfair advantage over other candidates. Do not make promises to a candidate. Do not discuss department politics or other internal issues.

• Be a good ambassador for Emerson and Boston. We are trying to sell the candidate on us as much as we are trying to determine if a candidate is a good match for our needs.

• Refer candidate questions you cannot answer, or feel uncomfortable answering, to the Office of Diversity and Inclusion and Academic Affairs.

Page 23: Faculty Search Committee Orientation

GUIDELINES FOR SEARCH AND APPOINTMENT | Faculty Handbook Section 6, page 6

The Faculty Handbook has 6 steps for the Search and Appointment of New Full-time Faculty Members.

Step 1Each year, the Department Chair, after consultation with the full-time faculty of the Department, sends to the Dean a written request for new or replacement positions. The Dean and the Vice President for Academic Affairs review these requests. When the Vice President for Academic Affairs approves the recruitment of a full-time faculty position, the Department Chair initiates the recruitment process in consultation with the appropriate full-time faculty of the Department and the Dean.

Step 2The eligible full-time faculty members of the Department (as determined by the Department) elect the search committee from a slate of candidates recommended by the Chair in consultation with the Dean. In certain circumstances, the Chair, in consultation with the Dean, may appoint an additional person. The Chair and faculty strive to include individuals with different perspectives and expertise and with a demonstrated commitment to diversity. The search committee elects its own Chair. The search committee develops appropriate selection criteria and ensures that they apply the criteria consistently to all applicants. The committee solicits nominations and applications through appropriate professional channels as well as from within the College. Throughout the search process, the search committee holds its meetings and conducts its business independently, without the participation of the Chair, unless he or she is invited for a particular purpose to a meeting.

Page 24: Faculty Search Committee Orientation

GUIDELINES FOR SEARCH AND APPOINTMENT | Faculty Handbook Section 6, page 6

Step 3After the search committee reviews all applicants and checks references, the Chair of the search committee and the Department Chair consult with the Dean prior to the Dean’s authorization of on-campus interviews. Only the Dean may authorize on-campus interviews.

Step 4Subsequent to the on-campus interviews, the search committee reports its findings and recommendations to the full-time faculty of the Department. After consideration of the search committee’s report and recommendations, the eligible full-time faculty and teaching staff (as determined by the Department) first votes on the acceptability of each candidate interviewed and then rank orders the acceptable candidates. When applicable, the recommendation includes suggested rank and/or tenure transfer. The Chair of the search committee forwards a written recommendation on the acceptability and rank ordering of the candidate(s) to the Dean, with a copy to the Department Chair. The Department Chair forwards his or her independent written recommendation on the acceptability and rank ordering of the candidate(s) to the Dean, with a copy to the search committee. The search committee Chair, the Department Chair and the Dean (with the possible inclusion of the search committee) meet to discuss the recommendations.

Page 25: Faculty Search Committee Orientation

GUIDELINES FOR SEARCH AND APPOINTMENT | Faculty Handbook Section 6, page 6

Step 5The Dean recommends to the Vice President for Academic Affairs a candidate for appointment. If the Vice President for Academic Affairs accepts the recommendation, the Dean sends a written offer of employment to the recommended candidate as expeditiously as possible and notifies the Department Chair and the Chair of the search committee that she or he has made the offer. Typically, the letter of offer from the Dean of the School will state that a tenure-track faculty member may not serve on any committee during the first year of employment. The Dean will also include departmental tenure and promotion guidelines with the letter of offer. The faculty member is advised to meet with the Department Chair during the first month of employment to discuss these guidelines.

Step 6Should the Dean find it necessary to reject the recommendations of the faculty, the Dean may ask the faculty to re-evaluate the candidate pool. Should no acceptable candidate(s) emerge, and after consultation with the Vice President for Academic Affairs, the Dean may ask the Department Chair to recommence the search procedures outlined above. The Dean may recommend to the Vice President for Academic Affairs an interim term faculty member (as referenced in 4.1.5) to hold that position during the period of the recommenced search. In the case of two unsuccessful searches for a given position, the Dean may institute an alternative procedure accommodating as much of the usual process and involvement of faculty and administrators as is possible.

Page 26: Faculty Search Committee Orientation

GUIDELINES FOR SEARCH AND APPOINTMENT

• All position description/job ads must be approved by the Chair, Dean and Academic Affairs before it is posted or sent.

• Job ads can be initially developed by the faculty, the faculty search committee, the Chair, Dean, or Academic Affairs depending on whether the position is an existing or new. The job ad should be approved by the faculty or search committee before being approved by Chairs and Deans.

• Full job ads are first posted on the Human Resources page and the New England Higher Education Recruitment Consortium (HERC) sites to begin the posting process. Academic Affairs will post job ads on additional selected sites, usually averaging between 8-13. Abbreviated ads may be developed for posting on other sites with limited space. Search committee members may be asked to post ads on professional sites or ones with member access only.

• All applicants will be directed to fill out an online application form on the Human Resources page and asked to provide optional information on their racial and ethnic backgrounds on a Self-Identification Questionnaire. This information will not be linked to applicant names, but used only to learn about the diversity of our applicant pools.

Page 27: Faculty Search Committee Orientation

GUIDELINES FOR SEARCH AND APPOINTMENT

• Deans make all contractual offers and conduct all negotiations with recommended candidates.

• Search committee sends application files, log, and committee minutes to Academic Affairs for archiving – files must be kept for three years.

• There are no requirements for bringing in a designated number of candidates for interview. Three or four are best. Too few and there is limited selection, and too many puts a strain on resources and time.

• The financial cost of recruitment will be covered by Academic Affairs. The cost of interviews, travel, lodging, etc. will be the responsibility of the departments.

• Search committee sends notices to all applicants after hire is made.

Page 28: Faculty Search Committee Orientation

ACTIVE RECRUITMENT

• Post job ads on a variety of job banks, publications, and professional web sites, including diversity job banks, publications.

• Network with professional colleagues via phone or email – ask if they are interested or know someone who might be.

• Send the job ad to leading professionals in your field.

• When attending conferences or professional meetings, distribute job ads and talk to potential candidates.

• Identify potential candidates at other institutions or in your professional and discuss with your Dean about inviting them to apply.

• Keep an eye out for potential future colleagues at conferences even if a position isn’t currently available – make contact and follow-up to develop their interest in Emerson.

Page 29: Faculty Search Committee Orientation

REVIEWING APPLICATIONS

Developing Review Criteria• Search committees should develop review criteria based on the job ad requirements before

applications are reviewed.• Review criteria consists of the minimum qualifications stated in the ad, job responsibilities,

teaching assignments, and other duties or desirable experience.

Reference Checks• Once the search committee has conduced the initial review of applicants and has narrowed the

applicant pool down to potential candidates, applicants should be notified that their references will be contacted.

• Search committees are not restricted to contacting only the references provided by applicants – inform applicants you will be calling other professional colleagues.

• Search committees may not use unverified information found on the web when considering applicants.

• Search committee should develop specific questions to ask references – all questions must be job-related.

Search Committee Minutes• Search committees must document the time, date, and attendees of all search committee

meetings.• Minutes should include only the topics discussed, not information about specific candidates.

Page 30: Faculty Search Committee Orientation

INTERVIEWS

• Search committees may choose to conduct phone interviews to identify a smaller, manageable pool of applicants before the final pool of candidates are recommended to the Dean.

• Phone and Skype interviews should be conducted according to the same guidelines as in-person interviews.

• Interviews begin the moment a candidate arrives and end when the candidate departs. Social events and search committee dinners are all part of the interview visit.

Page 31: Faculty Search Committee Orientation

INTERVIEWS

• Search committees and department Chairs will submit the Information Sheet for Searches form to the Dean before permission is granted to interview finalist candidates.

• Searches that do not follow procedures or do not generate a sufficient or

acceptable pool of applicants may be postponed or cancelled by the Dean.

• Search committees are asked to interview their top candidates via Skype or some other interactive online interview application. The search committee will then send their recommendations to the Dean, and if approval is granted, the top candidates will be brought to campus for an on-site interview. If the search committee recommends hire, and the Dean agrees, the search will be concluded if an offer is made and accepted.

Page 32: Faculty Search Committee Orientation

ITINERARY FOR CAMPUS VISITS

• Once a final candidate is approved for campus visit, search committees should arrange the itinerary.

• If multiple candidates visit campus, then each candidate must be given the same time and opportunities.

– All candidates should give a presentation to the home department faculty. This can be a formal presentation on research, teaching a class, or other forum decided by the department.

– Interview with the search committee. – Interview working dinner with search committee.– Meet individually with the Chair.– Meet individually with the Dean.– Meet individually with the VPAA or Associate VPAA.– Meet with the President if the candidate has tenure and tenure transfer is a possibility.– Meet with HR.– Meet department faculty and staff at an open reception or lunch.

• The search committee serves as the host for all candidate visits.

Page 33: Faculty Search Committee Orientation

ITINERARY FOR CAMPUS VISITS

• The search committee serves as the host for all candidate visits.

• A member of the search committee should accompany candidates to all campus meetings and provide introductions.

• Department faculty and staff members (other than Chairs, Deans and Senior administrators) should not meet alone with candidates in order to avoid future potential accusations of unfair practices, harassment, or for inside information or personal agendas being forwarded in the event the candidate becomes unhappy that they were not offered the position.

• All faculty and staff members should remember they are ambassadors of Emerson College and Boston.

Page 34: Faculty Search Committee Orientation

INTERVIEW STRUCTURE AND CONSIDERATIONS• Welcome candidate.• Introduce everyone.• Consider dividing the interview into four parts:

– Pre-determined questions the search committee asks all candidates.– Follow-up questions based on candidate’s responses.– Questions specific to that candidate’s experience.– Questions from the candidate to the search committee.

• Designate who will ask what questions – share the questions so it’s not just the search committee chair doing all the asking.

• Interviews should be scheduled for 90 minutes to avoid running out of time for all questions.• All candidate interviews should follow the same structure and time in order to be consistent • Questions can only be job-related.• Cannot ask questions that might indirectly reveal protected status information.• Dinner with candidates are part of the interview process.

Page 35: Faculty Search Committee Orientation

INTERVIEW DOS AND DON’TS

• Put the applicant at ease with introductory and welcoming remarks.

• Stick to the job-related interview questions determined ahead of time.

• Ask open-ended questions that focus on behavioral descriptions rather than simply “yes or no” questions (i.e. have them describe a work situation in which they handled stress well rather than asking if they can “handle stress well”).

• Avoid hypothetical or leading questions – questions that might “test” a candidate’s response but result in “canned, predictable” answers.

• Recognize illegal questions – intervene if they are asked and return to asking job-related questions.

• Stay away from questions about personal lifestyles rather than job experience – phrase the question so that the answer will describe on-the-job qualities instead of personal qualities – if the question is not related to performance on the job, it should not be asked.

• Listen – don’t do all the talking.

Page 36: Faculty Search Committee Orientation

TOPICS TO AVOID IN AN INTERVIEW

• Race, skin color, religion, sex, or national origin – EEOC guidelines prohibit asking questions that may reveal this information; rejected applicants could have grounds for a discriminations suit if any of these questions were part of the application process.

• Age – is irrelevant unless you are concerned about child labor violations under the Fair Labor Standards Act, in which case you can ask for proof that he/she is old enough to work.

• Disability – the Americans with Disabilities Act makes it illegal to ask questions about an applicant’s disability or perceived disability – it is crucial to focus on the job, not on the disability.

• Height and Weight – can be discriminatory against females, Hispanics, and/or Asians – it is important to focus on what the job requires, not the person’s physical characteristics.

• Marital status/name changes/spouse/children – any questions relating to these issues may be construed as discriminatory, especially against women – none are job-related.

Page 37: Faculty Search Committee Orientation

TOPICS TO AVOID IN AN INTERVIEW

• Citizenship – unless required by law or regulation, you may not ask applicants if they are U.S. citizens since it is considered discriminatory under the Immigration Reform and Control Act. You may ask if candidates are authorized to work in the United States.

• English language skills – only if it is a requirement of the job (i.e. an English teacher_ -otherwise it could be construed as national origin discrimination.

• Veteran status/military records – general questions about a person’s background in the military should only be asked if based on business necessity or job-related reasons. If requested, such information should include a statement that general or dishonorable discharge will not be an absolute bar to employment but that other factors will be taken into consideration.

• Bankruptcy and credit affairs – never ask about bankruptcy since it is illegal to discriminate on this basis under the Federal Bankruptcy Law - all credit inquires must comply with the Fair Credit Reporting Act.

• Arrest record – you may ask about convictions, but even then it would have to be relevant to the position in order to lead to immediate rejection.

• Organization or club membership – this might reveal protect class information and it is irrelevant (i.e. Knights of Columbus, NAACP or Diabetes Association).

Page 38: Faculty Search Committee Orientation

TOPICS TO AVOID IN AN INTERVIEW | continued

• Union affiliation – could be considered an unfair labor practice under the National Labor Relations Act if the applicant claims he or she was not hired because of the union affiliation.

• Weekend work/shift changes – unless required for the job, the applicant should not have to state whether or not they can work on the weekends – this could screen out applicants who cannot work on some weekend days because of their religious beliefs.

• Protected Status Cannot be Revealed through Indirect Questions – Any inquiry should be avoided that, although not specifically listed above is designed to elicit information as to race, color, ancestry, age, sex, religion, disability or arrest and court record unless based upon a bona fide occupational qualification.

• The only questions and evaluation criteria that are legal are:– Job related – questions pertain only to the job– Valid – accurately predicts success on the job– Used in a non – discriminatory manner – every applicant asked similar questions and evaluated on

same criteria

Page 39: Faculty Search Committee Orientation

RACE/ETHNICITY DEFINITIONS

• Hispanic/Latino(a) American: A person of Cuban, Mexican, Puerto Rican, South or Central American, or other Spanish culture or origin regardless of race.

• American Indian or Alaska Native: A person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian Subcontinent, including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand and Vietnam.

• Black or African American: A person having origins in any of the black racial groups of Africa.

• Native Hawaiian or Other Pacific Islander: A person having origins in any of the peoples of Hawaii, Guam, Samoa or other Pacific Islands.

• White: A person having origins in any of other original peoples of Europe, the Middle East, or North Africa.

• Two or More Races: All persons who identifies with more than one of the above five racial/ethnic groups.

Page 40: Faculty Search Committee Orientation

SELF-IDENTIFICATION QUESTIONNAIRE | online application option

You are invited to provide information to assist Emerson College in meeting government reporting requirements and furthering its diversity efforts in the employment and advancement of underserved minorities and women. Providing this information is strictly voluntary and any information you provide will kept confidential, separate from your employment application, and will not be used as the basis for any employment decision.

Page 41: Faculty Search Committee Orientation

FACULTY SEARCH COMMITTEE ORIENTATION 2011-12

Presented by

Richard Zauft, Office of Academic [email protected]

Gwen Bates, Office of Diversity and [email protected]