Faculty Recruitment Workshop

1. Faculty Recruitment Workshop Rosamaria Gomez-Amaro Director Diversity & Equity Programs rgomezamaro@fullerton.edu Ext. 7404 DEP 1

2. Agenda Introduction Goal Employment Laws & Regulations CSU Policies and Procedures CSUF Policy Statements & Procedures Roles & Responsibilities of Dean, Department Chair, Committee Chair & Committee Members On-line Recruitment Resources and Required Forms Recruitment Process Q&A Period DEP 2

3. Goal Goal for recruitments is to appoint a high quality, diverse faculty utilizing an effective non-discriminatory recruitment process. Each person has a specific role that contributes to meeting these goals. DEP 3

4. Employment Laws & Regulations  Title VII of the Civil Rights Act, as amended California Fair Employment & Housing Act FEHA Age Discrimination in Employment Act ADEA Americans With Disabilities Act ADA Vietnam Era Veterans Readjustment Assistance Act VEVRA EEOC Uniform Guidelines on Employee Selection Procedures DEP 4 Non discrimination: The California State University does not discriminate on the basis of race, color, national origin, sex, religion, sexual preference, marital status, pregnancy, age or disability in the educational programs or activities it conducts. Such programs and activities include but are not limited to admission of students, employment and intercollegiate athletics. Discrimination is prohibited by: Title VI and Title VII of the Civil Rights Act of 1964, as amended – wide scope of protections Title IX of the Educational Amendments of 1972 (gender equity), and Sections 503 and 504 of the Rehabilitation Act of 1973, and the Americans with Disabilities Act of 1990 = disability ADEA = age over 40 protections VEVRA = veterans/disabled vets – Act expanded to include other/new campaign badge vets EEOC interpretation of employment regulations – practices, testing methods, testing validation, recruitment, accommodations, etc Uniform Guidelines = Selection based on Job-related criteria Job-related = essential for successful performance Process is nondiscriminatory & fair Fair = Consistency in the application of procedures Procedures = if you have written employment procedures, follow themNon discrimination: The California State University does not discriminate on the basis of race, color, national origin, sex, religion, sexual preference, marital status, pregnancy, age or disability in the educational programs or activities it conducts. Such programs and activities include but are not limited to admission of students, employment and intercollegiate athletics. Discrimination is prohibited by: Title VI and Title VII of the Civil Rights Act of 1964, as amended – wide scope of protections Title IX of the Educational Amendments of 1972 (gender equity), and Sections 503 and 504 of the Rehabilitation Act of 1973, and the Americans with Disabilities Act of 1990 = disability ADEA = age over 40 protections VEVRA = veterans/disabled vets – Act expanded to include other/new campaign badge vets EEOC interpretation of employment regulations – practices, testing methods, testing validation, recruitment, accommodations, etc Uniform Guidelines = Selection based on Job-related criteria Job-related = essential for successful performance Process is nondiscriminatory & fair Fair = Consistency in the application of procedures Procedures = if you have written employment procedures, follow them

5. CSU Policies Related to Employment CSU Executive Orders HR Policies Proposition 209 DEP 5 CO expectations Due diligence in carrying out the employment process (screening, reference checking, bias-free interview experience, careful consideration of internal candidates) to avoid “negligent hiring” . Risk Management – University is liable for the actions of their employees; individual is liable for their own actions; University representation if employee was acting within the scope of their responsibility and with due diligence; University may not provide legal representation is employees acts outside the scope. California law now attaches liability to non-supervisory employees who influence or make recommendations which result in tangible employment actions. Search committee and department personnel committees are agents of the University in these processes and influence faculty hiring, retention, tenure and promotions actions which also result in compensation actions. Prop 209/ Amendment to California Constitution = Inclusive recruitment strategies & no preferences based on race, ethnicity or gender in State employment and programs Federal affirmative action regulations require the nondiscriminatory selection processes and active outreach to protected groups. CO expectations Due diligence in carrying out the employment process (screening, reference checking, bias-free interview experience, careful consideration of internal candidates) to avoid “negligent hiring” . Risk Management – University is liable for the actions of their employees; individual is liable for their own actions; University representation if employee was acting within the scope of their responsibility and with due diligence; University may not provide legal representation is employees acts outside the scope. California law now attaches liability to non-supervisory employees who influence or make recommendations which result in tangible employment actions. Search committee and department personnel committees are agents of the University in these processes and influence faculty hiring, retention, tenure and promotions actions which also result in compensation actions. Prop 209/ Amendment to California Constitution = Inclusive recruitment strategies & no preferences based on race, ethnicity or gender in State employment and programs Federal affirmative action regulations require the nondiscriminatory selection processes and active outreach to protected groups.

6. CSUF Policies and Procedures UPS 210.001 Recruitment of Full-time Faculty UPS 210.100 Affirmative Action UPS 210.500 Procedures for Search Committees Unit 3 Article 12 Appointment, Section 12.7 & 12.22 Full-time Faculty Recruitment Documentation Procedures http://diversity.fullerton.edu/Recruitment/Default.aspx DEP 6 12.22 Departments elect peer review panel of tenured faculty to review and recommend – President’s discretion to include probationary faculty upon the request of department. 12.31 Posting and approval of announcements12.22 Departments elect peer review panel of tenured faculty to review and recommend – President’s discretion to include probationary faculty upon the request of department. 12.31 Posting and approval of announcements

7. Role & Responsibilities: Dean Being knowledgeable about collective bargaining agreements, campus recruitment procedures & forms, diversity strategies, and fair employment practices. Assuring that position announcements, interview questions and reference call questions are job-related and avoid illegal areas (race, ethnicity, national origin, religion, creed, gender, age, disability, veterans or marital status, sexual orientation, etc). Insisting that Departmental Recruitment Committees follow good practices in their reference calls. DEP 7 Not as easy as it may appear Dean assumes the role of the “affirmative action/equal opportunity officer” while the search progresses Dean audits the process using the documentation forms which the support staff complete with the information the Committee provides. Not as easy as it may appear Dean assumes the role of the “affirmative action/equal opportunity officer” while the search progresses Dean audits the process using the documentation forms which the support staff complete with the information the Committee provides.

8. Role & Responsibilities: Dean (con’t) Implementing a standard/uniform approach for the on-campus visit and interviews. Paying careful attention to fairness (salary equity) and market competitiveness in compensation practices/trends within the College. Discussing committee recommendations with VP (interviews & appointment) Facilitating prompt interaction with the top candidate in making the verbal offer and extending the formal offers after consultation with VPAA. Understanding the ramifications of “problem” searches.  DEP 8 [1] A search becomes a problem for a variety of reasons. Whether the problem is caused by slowness in the review of applications, differences of opinion between the faculty in the evaluation of candidates, a breach of confidentiality or allegations of misapplication of criteria, all have serious consequences. These problems result in lost opportunities for the University to hire from a competitive pool of highly qualified candidates, unrecoverable costs in faculty time and money, and protracted involvement in external compliance agency complaints and/or future litigation [1] A search becomes a problem for a variety of reasons. Whether the problem is caused by slowness in the review of applications, differences of opinion between the faculty in the evaluation of candidates, a breach of confidentiality or allegations of misapplication of criteria, all have serious consequences. These problems result in lost opportunities for the University to hire from a competitive pool of highly qualified candidates, unrecoverable costs in faculty time and money, and protracted involvement in external compliance agency complaints and/or future litigation

9. Role & Responsibilities: Chair Campus recruitment procedures and collective bargaining agreement are followed. Fair employment practices are evident to all (applicants, department faculty, Dean, VP). Adherence to campus timelines to ensure timely offers/acceptances. All available recruitment resources are considered and used. Early completion of position announcements and placement of advertisement. DEP 9 Quasi “recruitment manager” keeps the process moving in concert with the Committee Chair Assures fairness Timelines Quasi “recruitment manager” keeps the process moving in concert with the Committee Chair Assures fairness Timelines

10. Role & Responsibilities: Chair All applicants receive Applicant Data Flow form link and timely communication pertaining to the receipt of their materials and/or missing information. Campus interviews are conducted from early December through February, if not sooner. After consultation with the Dean, may discuss possible appointment and within a reasonable amount of time after campus interviews conclude. Candidates are given a specific date to respond. DEP 10 Quasi “recruitment manager” keeps the process moving in concert with the Committee Chair Assures fairness Timelines Quasi “recruitment manager” keeps the process moving in concert with the Committee Chair Assures fairness Timelines

11. Role & Responsibilities: Search Committee Understand their formal role and legal obligations in the employment process as “agents” of the University. Have an understanding of the process and screening procedures Are consistent in the application of criteria throughout the screening and recommendation process. Maintain strict confidentiality of information received, reviewed and discussed. DEP 11 You have the most important role and satisfying role – you screen, interview, evaluate and recommend who will be your next colleague Legal implications with hiring – legal claims through agency complaints, internal complaints, lawsuits, grievances, etc Litigation may bring committee back into the process up to two years after a search was completed. Good documentation is essential for recreating the logic of inclusion or exclusion of applicants Consistency in the implementation of campus procedures is a primary defense in employment cases. Confidentiality – Recruitment is an official personnel process leading to a final employment action. All materials are held in strict confidence – only selected application materials are distributed to others not on the committee. Privacy issues as well as “personnel” concerns Department personnel procedures are not uniform. Some have recruitment committees others do not. Some department have “committee of the whole” for the interviews and final discussions. Whatever the arrangements are for your department, follow your procedures, be consistent and fair. CONFIDENTIALITY: Evaluative comments about specific applicants is limited to official committee meetings. Only tenured faculty may vote to recommend the appointment of a tenure-track faculty. The recommendation is advisory to the Department Chair, the Dean and the Vice President. You have the most important role and satisfying role – you screen, interview, evaluate and recommend who will be your next colleague Legal implications with hiring – legal claims through agency complaints, internal complaints, lawsuits, grievances, etc Litigation may bring committee back into the process up to two years after a search was completed. Good documentation is essential for recreating the logic of inclusion or exclusion of applicants Consistency in the implementation of campus procedures is a primary defense in employment cases. Confidentiality – Recruitment is an official personnel process leading to a final employment action. All materials are held in strict confidence – only selected application materials are distributed to others not on the committee. Privacy issues as well as “personnel” concerns Department personnel procedures are not uniform. Some have recruitment committees others do not. Some department have “committee of the whole” for the interviews and final discussions. Whatever the arrangements are for your department, follow your procedures, be consistent and fair. CONFIDENTIALITY: Evaluative comments about specific applicants is limited to official committee meetings. Only tenured faculty may vote to recommend the appointment of a tenure-track faculty. The recommendation is advisory to the Department Chair, the Dean and the Vice President.

12. Problem Searches A search becomes a problem for a variety of reasons. Whether the problem is caused by slowness in the review of applications, differences of opinion between the faculty in the evaluation of candidates, a breach of confidentiality or allegations of misapplication of criteria, all these issues may have serious consequences. These problems result in lost opportunities for the University to hire from a competitive pool of highly qualified candidates, unrecoverable costs in faculty time and money, and protracted involvement in external compliance agency complaints and/or future litigation. DEP 12

13. Recruitment WebsiteDocumentation Procedures and Forms in Adobe pdf and Wordhttp://diversity.fullerton.edu/Recruitment/FacultyRecruitmentForms.aspx Recruitment Plan Group Matrix and/or Search Statement Interview Summary Process Summary Appointment File DEP 13 http://www.fullerton.edu/diversity/recruitment.asphttp://www.fullerton.edu/diversity/recruitment.asp

14. Recruitment Processhttp://www.fullerton.edu/diversity/recruitment.asp Recruitment Plan/Outreach (Department/Search Committee Chair/Faculty/Support Staff) Position Description Screening Levels & Departmental Forms (Committee) Preparations for Interview Day (Committee) Final Recommendations/Verbal Offers Appointment File & Contracts DEP 14 Recruitment Website HANDOUT – 2010 UPDATED CHECKLIST – IN PACKET Develop forms & questions now before the applications start coming in in large numbers.Recruitment Website HANDOUT – 2010 UPDATED CHECKLIST – IN PACKET Develop forms & questions now before the applications start coming in in large numbers.

15. Recruitment Plan Advertising Institutional Outreach Professional & Discipline-Specific Organizations Networking DEP 15 Provides structure to recruitment efforts (identify sources and establish timeline for advertising which impacts deadlines for application review, on-campus interviews and final selection) Enables widespread dissemination of vacancy Effective use of resources (money, time and individual effort) Outreach to colleagues and institutions of interest with high caliber programs FORM IS SUBMITTED AT BEGINNING OF PROCESS PREFERABLY WITH DRAFT ANNOUNCEMENT Provides structure to recruitment efforts (identify sources and establish timeline for advertising which impacts deadlines for application review, on-campus interviews and final selection) Enables widespread dissemination of vacancy Effective use of resources (money, time and individual effort) Outreach to colleagues and institutions of interest with high caliber programs FORM IS SUBMITTED AT BEGINNING OF PROCESS PREFERABLY WITH DRAFT ANNOUNCEMENT

16. Campus Recruitment Resources Directory of Minority and Women Doctorates CSU Forgivable Loan Directory CSU Careers web site & diversity publications Outreach Brochures CD’s http://x3.ttv.fullerton.edu/others/New_Employee_Orientation_S.mov DEP 16 Directory available later this month. Recent and upcoming ph.d’s listed by discipline. Good information. The CD’s in Diversity Office. Link to web site is on Faculty Opportunities web page and is video-streamed http://x3.ttv.fullerton.edu/others/New_Employee_Orientation_S.mov Brochures in DEP. Directory available later this month. Recent and upcoming ph.d’s listed by discipline. Good information. The CD’s in Diversity Office. Link to web site is on Faculty Opportunities web page and is video-streamed http://x3.ttv.fullerton.edu/others/New_Employee_Orientation_S.mov Brochures in DEP.

17. Applicant Files & Correspondence Support Staff set up individual hard copy or electronic files Applicant files contain a checklist of required application materials, materials sent by applicants and their references, and any communication sent to applicants about his/her status. Date stamp materials received. Communicate with applicants about receipt of materials, provide link to Applicant Data Flow Form, any missing information, and CSUF requirements for those hired – must bring proof of right to work, degree completion date verification from institution or actual degree, etc. Maintain files in secure location – file cabinet with lock and limited access to search committee OR a secured document sharing site. DEP 17

18. Applicant Data Flow Form Mandated by federal government/used for compliance purposes and to assess effectiveness of recruitment advertising strategies. We must send all applicants the form. Our form is accessed via Internet. Web-based form therefore we send applicants the link to url. Completion is voluntary. Data goes directly to Diversity & Equity not the Department DEP 18 Confidential personal information Restricted information - not to be disclosed to search committees Pool information is kept on file in summary format (numbers, percentages, group information not individual names) Data is used to complete PAGE 2 of the Process Summary. Diversity & Equity complete this page when interviews are completed. Process Summary is the form which notifies/verifies to FAR that Department has complied with Search Procedures Confidential personal information Restricted information - not to be disclosed to search committees Pool information is kept on file in summary format (numbers, percentages, group information not individual names) Data is used to complete PAGE 2 of the Process Summary. Diversity & Equity complete this page when interviews are completed. Process Summary is the form which notifies/verifies to FAR that Department has complied with Search Procedures

19. Position Description Elementshttp://diversity.fullerton.edu/ Position Qualifications Rank & Salary Job Control Number Appointment Date Application Deadline Application Procedure Department/University DEP 19 url http://diversity.fullerton.edu/ For posting announcements Web format – Benefits information added by Diversity & Equity Programs POSITION SECTION contains: Duties Teaching Specializations, Range of courses to be taught Level of courses (undergraduate vs. graduate, lower/upper division, department majors vs. general ed, etc Curriculum development Advisement RTP expectations: teaching, scholarly activity like publication, peer-reviewed, grant writing and acquisition of external funding, Department & University service url http://diversity.fullerton.edu/ For posting announcements Web format – Benefits information added by Diversity & Equity Programs POSITION SECTION contains: Duties Teaching Specializations, Range of courses to be taught Level of courses (undergraduate vs. graduate, lower/upper division, department majors vs. general ed, etc Curriculum development Advisement RTP expectations: teaching, scholarly activity like publication, peer-reviewed, grant writing and acquisition of external funding, Department & University service

20. Position The core functions of the position/what the incumbent will be expected to do. (Sample Announcement) The successful candidate will teach core course in cellular basis of life and upper-division course in general microbiology and other microbiology-associated courses. The opportunity to develop upper-division/Master’s level elective course(s) in the candidate’s area of expertise is available. Faculty are expected to establish an active, extramurally-funded research program supporting undergraduate and Master’s student research in microbiology that will lead to peer-reviewed scientific publications. The incumbent will join the faculty of the Center for Applied Biotechnology Studies and participate in one of the department’s concentrations (Biodiversity-Ecology-Conservation, Cell & Developmental Biology, Marine Biology, and Molecular Biology & Biotechnology). DEP 20 Each faculty must have a position description. PD represents the core functions of faculty Provides a fuller description of assignment and expectations for evaluation. Position = Duties, areas of responsibilities, regular activities & tasks TEACHING: LEVEL OF COURSES, AREAS OF ASSIGNMENT OPPORTUNITIES FOR CURRICULUM DEVELOPMENT RTP expectations for SCHOLARLY ACTIVITY, UNIVERSITY SERVICE, OUTCOMES SPECIAL CHARACTERISTICS OF POSITION Each faculty must have a position description. PD represents the core functions of faculty Provides a fuller description of assignment and expectations for evaluation. Position = Duties, areas of responsibilities, regular activities & tasks TEACHING: LEVEL OF COURSES, AREAS OF ASSIGNMENT OPPORTUNITIES FOR CURRICULUM DEVELOPMENT RTP expectations for SCHOLARLY ACTIVITY, UNIVERSITY SERVICE, OUTCOMES SPECIAL CHARACTERISTICS OF POSITION

21. Qualifications The competencies (knowledge, experience, skill sets, abilities) and level of education (degrees, certifications, licenses, etc) that are essential for successful performance. Applicants must have a Ph.D. and postdoctoral research experience with a strong background in studying microbiology.  Evidence of successful teaching experience and commitment to excellence in teaching at the undergraduate and Master’s levels. Ability to communicate effectively with an ethnically and culturally diverse campus community is essential. Preference will be given to applicants who have demonstrated a strong commitment to innovative teaching at the university level especially using active-learning and inquiry-based pedagogy. Ability to contribute from the prokaryotic perspective to our core course in cellular basis of life and to teach upper-division course in general microbiology and other microbiology-associated courses is required. DEP 21 Qualifications provide the criteria for screening Terminology for screening Required, Must have = essential for successful performance Preferred = extra consideration and entitlement; signals that the candidate with this skill/knowledge/ability or expertise will receive the equivalent of “extra points”. Desired = areas of interest for the department but not essential for successful performance. The department not required to confer additional consideration. Screening Criteria has specific YES/NO elements (degree, post-doc experience and academic preparation) so paper screening can eliminate some applicants. Additional screening from letter of application is facilitated since applicant or letters of recommendation should address the “will haves” and “are required” Qualifications provide the criteria for screening Terminology for screening Required, Must have = essential for successful performance Preferred = extra consideration and entitlement; signals that the candidate with this skill/knowledge/ability or expertise will receive the equivalent of “extra points”. Desired = areas of interest for the department but not essential for successful performance. The department not required to confer additional consideration. Screening Criteria has specific YES/NO elements (degree, post-doc experience and academic preparation) so paper screening can eliminate some applicants. Additional screening from letter of application is facilitated since applicant or letters of recommendation should address the “will haves” and “are required”

22. Applicant Screening Level 1 Paper Screening for Basic Criteria and Minimum Qualifications Applicants Level II Comparative Process, Reference Calling & Preliminary Phone Interviews Candidates & Serious Candidates Level III On-Campus Interviews Finalist Group DEP 22 Level I: Use individual applicant screening form with Yes/No/Maybe/No Information and a comment section for basic criteria Level II: Breadth/Depth and comparison between candidates. Requires discussion among committee members and “grouping” of candidates based on job-related criteria those who have it all and exhibit the breadth and depth = Serious Candidates/Definitely Pursue further those who have it all but lack the scope of experience or are not communicating it in their cv/written statements or letters are inadequate = Candidates/Do Not Pursue Further & Reject Level III Finalist Group Evaluate their overall performance (interviews with the committee, department, subject matter expertise, teaching demonstration, interaction with peers and students) individually and comparatively. Level I: Use individual applicant screening form with Yes/No/Maybe/No Information and a comment section for basic criteria Level II: Breadth/Depth and comparison between candidates. Requires discussion among committee members and “grouping” of candidates based on job-related criteria those who have it all and exhibit the breadth and depth = Serious Candidates/Definitely Pursue further those who have it all but lack the scope of experience or are not communicating it in their cv/written statements or letters are inadequate = Candidates/Do Not Pursue Further & Reject Level III Finalist Group Evaluate their overall performance (interviews with the committee, department, subject matter expertise, teaching demonstration, interaction with peers and students) individually and comparatively.

23. Careful Consideration Article 12.7 of collective bargaining agreement and other campus policies, procedures and guidance on this matter. Timing of review Department Chair and/or Search Committee Chair review the annual evaluations and Student Opinion surveys DEP 23

24. Level 1 CV ScreeningApplicant Evaluation Individual Form or Group Matrix Used by each screener to assess if applicants meet the required criteria and preferred/desired skills, knowledge, abilities. May be the Group Matrix spreadsheet or individual form. Allows screener to document job-related reason(s) for rejecting applicants Facilitates comparing strengths and weaknesses of remaining candidates in the pool prior to the search committee meeting and discussion of pool. Applicants who do not meet the basic advertised criteria (the YES/NO criteria) are defined as APPLICANTS. DEP 24 Handouts Use Qualifications section of the position announcement to establish your screening criteria Form should have room for comments. If using Excel spreadsheet use columns for criteria and enter Comments or “Yes/No” or Ratings such as numerical ratings 1 – 5 or values (strong, weak, excellent, etc no evidence of See diversity website for forms Handouts Use Qualifications section of the position announcement to establish your screening criteria Form should have room for comments. If using Excel spreadsheet use columns for criteria and enter Comments or “Yes/No” or Ratings such as numerical ratings 1 – 5 or values (strong, weak, excellent, etc no evidence of See diversity website for forms

25. Level II Candidates & Serious Candidates Breadth/depth and comparison between candidates. Requires discussion among committee members and “grouping” of candidates based on job-related criteria. If additional information is needed for “serious candidates” before making a recommendation to invite her/him for a campus interview, FAX release forms and call these candidates to receive permission to contact their referees and past employers. If telephone interviews are conducted, then a standardized list of questions must be used and the same group should participate in these interviews. DEP 25 Level II Breadth/Depth and comparison between candidates. Requires discussion among committee members and “grouping” of candidates based on job-related criteria and consensus or vote to include/reject Those who have it all and exhibit the breadth and depth = Serious Candidates/Definitely Pursue further; These can be your safety net if top people do not accept invitation to campus interviews. Those who have it all but lack the scope if experience or are not communicating it in their cv/written statements or letters are inadequate = Candidates/Do Not Pursue Further & Reject Applicant Release Form ( web site url – diversity in Recruitment then Forms) Purpose is to document that notice was given and consent received. Limit distribution of form to Serious Candidates and/or short list (On-campus Interviews). Can be sent as email or FAXed ahead of time. Handout for Legal & Unlawful Questions Level II Breadth/Depth and comparison between candidates. Requires discussion among committee members and “grouping” of candidates based on job-related criteria and consensus or vote to include/reject Those who have it all and exhibit the breadth and depth = Serious Candidates/Definitely Pursue further; These can be your safety net if top people do not accept invitation to campus interviews. Those who have it all but lack the scope if experience or are not communicating it in their cv/written statements or letters are inadequate = Candidates/Do Not Pursue Further & Reject Applicant Release Form ( web site url – diversity in Recruitment then Forms) Purpose is to document that notice was given and consent received. Limit distribution of form to Serious Candidates and/or short list (On-campus Interviews). Can be sent as email or FAXed ahead of time. Handout for Legal & Unlawful Questions

26. Level II Candidates & Serious Candidates Document the committee’s reasons for eliminating candidates on the Group Matrix (Excel) or Academic Recruitment Record. Present files of proposed Finalists and Group Matrix to the Dean. Meet with Dean, Department Chair and Search Committee Chair to discuss proposed finalists. DEP 26

27. Level III On-Campus Interviews Finalist Group Use a standardized list of questions. Same group should participate in these interviews. Evaluate overall file and specific performance in: Interviews with the committee/department Subject matter expertise Teaching demonstration Interaction with peers and students Document the committee’s reasons for eliminating candidates on the Academic Recruitment Record: Interview Summary DEP 27 Level III Finalist Group INTERVIEW SUMMMARY FORM Evaluate their overall performance (interviews with the committee, department, subject matter expertise, teaching demonstration, interaction with peers and students) individually and comparatively. All faculty can review cv, pubs and letter of application (do not take copies home) – personnel documents must be maintained in the Department. Using Blackboard or other secured file-sharing application is allowable with proper oversight. May be possible to use BRASSRING electronic application management system to keep records of all applicants and access the cv's from any computer with access to internet 24/7. Reference Checking: Written or oral checking of references should be done for finalists. Interview Summary Form must be submitted to Diversity & EquityLevel III Finalist Group INTERVIEW SUMMMARY FORM Evaluate their overall performance (interviews with the committee, department, subject matter expertise, teaching demonstration, interaction with peers and students) individually and comparatively. All faculty can review cv, pubs and letter of application (do not take copies home) – personnel documents must be maintained in the Department. Using Blackboard or other secured file-sharing application is allowable with proper oversight. May be possible to use BRASSRING electronic application management system to keep records of all applicants and access the cv's from any computer with access to internet 24/7. Reference Checking: Written or oral checking of references should be done for finalists. Interview Summary Form must be submitted to Diversity & Equity

28. Preparations forInterview Day (Committee & Support Staff) Travel Arrangements Financial Service Website http://finance.fullerton.edu/Controller/Travel/ Location of Interviews, Teaching Demonstration, Meals, Social Events, etc. Recruitment Packets CSU-1 Forms ready for completion by Finalists DEP 28 Financial Services WEBSITE http://finance.fullerton.edu/Controller/Travel/ Travel Workshops CONFERENCE ROOMS IN DIRECTORY Airport Pick-up: Defensive Driving course clearance, Use of State Car vs. Private vehicle (insurance & liabilities). Check with your Deans regarding College practice TRAVEL REIMBURSEMENT • LODGING (SELF & FAMILY) •Travel Authorization Form - Complete 30 days in advance, get Travel Number, with this number a finalist can make own arrangements with travel agency in TSU for airfare, shuttle and not have to pay so much out of pocket. •PACKETS – ACADEMIC AFFAIRS, RESOURCES FOR PROSPECTIVE FACULTY URL, REALTORS, UNIVERSITY GABLES & UNIVERSITY HEIGHTS CSU-1 Forms: Have finalists complete these before they leave campus. This will help expedite processing of written contract. Financial Services WEBSITE http://finance.fullerton.edu/Controller/Travel/ Travel Workshops CONFERENCE ROOMS IN DIRECTORY Airport Pick-up: Defensive Driving course clearance, Use of State Car vs. Private vehicle (insurance & liabilities). Check with your Deans regarding College practice TRAVEL REIMBURSEMENT • LODGING (SELF & FAMILY) •Travel Authorization Form - Complete 30 days in advance, get Travel Number, with this number a finalist can make own arrangements with travel agency in TSU for airfare, shuttle and not have to pay so much out of pocket. •PACKETS – ACADEMIC AFFAIRS, RESOURCES FOR PROSPECTIVE FACULTY URL, REALTORS, UNIVERSITY GABLES & UNIVERSITY HEIGHTS CSU-1 Forms: Have finalists complete these before they leave campus. This will help expedite processing of written contract.

29. Preparations for Interview Day (Committee & Support Staff) The Itinerary Search Committee/Department Meeting the Department Chair, Dean & Vice President Teaching Demonstration & Feedback Social Interaction (Meals / Receptions) Select Hosts for Each Activity Communicate the Itinerary to Department DEP 29 Best practice: at least 2 faculty at social activities like breakfast/lunch/dinner. Legal issues – harassment, inappropriate conduct, allegations of discrimination or negligent hiring Best practice: at least 2 faculty at social activities like breakfast/lunch/dinner. Legal issues – harassment, inappropriate conduct, allegations of discrimination or negligent hiring

30. PROCESS SUMMARY (Department/Search Committee Chair &/or Support Staff) Must be received by FAR from Diversity & Equity Source of data is the EXCEL Template Demographic data is entered by Diversity & Equity staff Diversity sends to FAR & Department DEP 30 Diversity & Equity complete this page when interviews are completed. Process Summary is the form which notifies/verifies to FAR that Department has complied with Search Procedures. EXCEL Template is the source of the data – overview of everyone who applied. Contains a listing of names, residence, degree, demographic data, selection criteria, ratings and status (Applicant, Candidate, Serious Candidate, Finalist). Diversity & Equity complete this page when interviews are completed. Process Summary is the form which notifies/verifies to FAR that Department has complied with Search Procedures. EXCEL Template is the source of the data – overview of everyone who applied. Contains a listing of names, residence, degree, demographic data, selection criteria, ratings and status (Applicant, Candidate, Serious Candidate, Finalist).

31. Recommendation Process Department Chair/Search Committee Chair discuss Committee Recommendations with Dean Dean Approves/Rejects Committee Recommendations Dean Discusses Committee Recommendations with VP Dean Makes Verbal Offer with Specific Timeline for Response Department Chairs may engage in informal discussions with finalists but it is only INFORMAL. Offer is Accepted/Rejected DEP 31 Department Chairs may engage in informal discussions with finalists but it is only INFORMAL. Finalists may misunderstand the conversation and assume that it is an offer. Can ask about their continued interest in position and that an offer is being considered but only the Dean makes a verbal offer and the formal offer is issued when the prospective appointee speaks with the Dean about terms and conditions. Negotiations and offers are made by the Dean. No offer is formal except the written letter of appointment which is our contract.Department Chairs may engage in informal discussions with finalists but it is only INFORMAL. Finalists may misunderstand the conversation and assume that it is an offer. Can ask about their continued interest in position and that an offer is being considered but only the Dean makes a verbal offer and the formal offer is issued when the prospective appointee speaks with the Dean about terms and conditions. Negotiations and offers are made by the Dean. No offer is formal except the written letter of appointment which is our contract.

32. Appointment File &  Contract Issuance Letter From Committee to Department Chair Letter from Department Chair to Dean Letter from Dean to VP Applicant File CV, Three (3) Letters of Recommendation, Application Letter, Statement of /Letter of Interest, Evaluations CSU-1 and Position Description Position Description Academic Recruitment Records Diversity Process Summary from DEP Degree Verification Post Offer - IRCA/Right to Work DEP 32 Copy of Appointment File must be sent to Diversity & Equity Programs Real letters with signatures CSU-1 can be downloaded by applicant, completed and saved. Wet signature occurs on-campus on Interview Day.Copy of Appointment File must be sent to Diversity & Equity Programs Real letters with signatures CSU-1 can be downloaded by applicant, completed and saved. Wet signature occurs on-campus on Interview Day.

33. Records Management (Department/Search Committee Chair &/or Support Staff) All recruitment records are maintained by the Department for 4 fiscal years after the date of hire. Records include correspondence with applicants, screening forms, individual applicant files with cv’s, letters of application/interest, recommendations, references, University search documentation forms, appointment file, financial records, advertising expenses and tearsheets, copies of web announcements, PCARD expense, receipts, relocation costs, etc. Secured location for e-files and/or archive box . Contents intended for confidential shredding at end of full 4 year period. Call Logistical Services for pick-up arrangements. DEP 33

34. Labor Certification HB-1’s VISA’s Correspondence to all applicants can provide notice of the his/her need to have proper labor certification in place ASAP and months before time of appointment. Start early when you are aware of a strong candidate who may require obtaining such certification. FAR Website instructions Copies of print ads needed to substantiate recruitment methods. DEP 34