Recruitment & Search Committee Information

An unconscious bias is an assumption that we make - a prejudice that we have - that we may not even realize. As a result, these biases can negatively affect a search process. By requiring search committee members to review this training prior to each search they participate in we hope to help individuals identify some biases of their own in order to prevent them from interfering with the search process.

At the start of each search process, the committee is reminded of the interconnected nature of social categorizations such as race, class, and gender as they apply to a given individual or group and is encouraged to consider the search process with respect to intersectionality.  They are challenged to understand how members of various intersectional subgroups are treated during the hiring process and how their performance might compare to those of other groups throughout the process in an effort to ensure fairness and build diversity.

Each search will include an inclusion advocate who will actively participate in the hiring process with the search committee.  Some of the inclusion advocate responsibilities include assisting the search chair and committee members with the screening process, including consistently applying the advertised qualifications to ensure that no particular group of applicants is negatively affected. They are also encouraged to facilitate processes and discussions about less-traditional, new dimensions of candidates' qualifications, and/or gaps they might fill in the department or institution.

The search committee is provided with a document intended them carefully consider what is best for the students  and the College and should not assume that it is preferable to hire someone who has more experience or a more advanced degree than is reflected in the vacancy notice.  The College can consider the person's potential and abilities as well as what they have already achieved.  The College may consider diverse experiences that contribute to an understanding of the socioeconomic backgrounds of many of our students.

It is important that Delta College drafts vacancy notices and conducts the hiring process in a way that will result in hiring talent who will contribute the most to the College, and who will enjoy working here.  Vacancy notices should be carefully written to reflect exactly what is truly needed for the position.  Prior to submission, hiring managers should discuss the vacancy with the Manager of Recruitment and Assistant Director of Human Resources.  

Complete and submit the Request for Personnel (RFP) for approvals.  

The search chair and committee will be determined in conjunction with the Manager of Recruitment. The search committee construction and second level participants will be based on the following chart.

 

As a member of a Delta College search committee, I am acting as an agent of the College and I understand that I am participating in a confidential search process. All of my actions, documentation and conversations related to this process are subject to the laws and regulations relating to equal and fair employment practices. Failure to maintain confidentiality could result in violation of federal or state regulations and could incur liability on behalf of the College.

As a search committee member, I agree not to release any information, including but not limited to the item noted below, to any person outside of the search committee/Human Resources:

1. 1. PeopleAdmin user name or password,
   2. Materials submitted by any applicant,
   3. Evaluations and notes made by the committee members about the applicants,
   4. Interview questions, interview exercises, presentation requests or presentation documents,
   5. Oral discussions by or about applicants of committee members during or following the interview
      process, and
   6. Any other information that relates to the screening process.

I further agree not to discuss any information regarding the applicants or the screening process outside of convened search committee meetings. I also agree to refrain from saving on a computer/smart device, printing (see noted exception) or emailing applicant information or materials. If I print applications/materials as part of my review, I agree to shred the application/materials upon completion my review or return to the Human Resources Office.

I understand that I may be held personally responsible for my unauthorized disclosure of information. If I am asked questions about the process, I will refer the persons and/or questions to Human Resources Office.

I guarantee that I will be fair and objective throughout all phases of the hiring process. Should I learn that a spouse, relative, business partner or close personal friend is part of the applicant pool after signing this agreement, I will disclose the nature of my relationship with the applicant to the Human Resources and/or remove myself from the search committee.

By serving on a search committee, I acknowledge and understand my role, and responsibilities and the requirements as described above.

Any breach of confidentiality will result in the removal of a committee member and abeyance of the recruitment process in order to address appropriate action. Any unauthorized disclosure of confidential information may result in immediate removal from the search committee and may warrant disciplinary action.

The search orientation covers the following topics and provides the committee with the opportunity to begin their search preparation.

• • Unconscious Bias 
  • Intersectionality 
  • Rating Bias 
  • PeopleAdmin 
  • Search Documentation 
  • References/Background Checks 
  • Preparing Approvals to Hire 
  • Extending Offer 
  • Onboarding 
  • Inclusion Advocacy 

After the search committee orientation and after each committee member reviews the confidentiality statement and the Unconscious Bias Training, each committee member must complete the Search Committee Acknowledgement Form (this form must be completed prior to the applicant screening process).

The purpose of the Search Strategy is to help guide the search committee through the planning process of both the first and second level interviews prior to starting the search.  Filling out this form in its entirety will help ensure a smooth and efficient scheduling process as it includes the following items:

• Overall search timeline
• Identification of second level interview participants - Committee, Division, Administrators, etc.
• Interview Questions (need examples?)
• Teaching Demonstrations/Open Sessions - length, prompts, etc.

Documentation Screening Matrix
A screening matrix provides an objective method of assessing applicants based on the hiring manager expectations and the job description.  In addition, the matrix allows search committees to compare candidates based on job requirements and applicants' skills and experience.

Credential Check Memo
This memo, specifically intended for faculty positions, must be submitted by the search chair along with the screening matrix, prior to beginning interviews.

The screening matrix (and credential check memo, when applicable) must be submitted to Human Resources in order to begin the interview process.

Please note that all interviews are currently being conducted via Zoom.  First level interviews are generally conducted with the candidate's video off where as second level interviews will have the candidate's video on.

 

Starting the interview

• • Participants should arrive and be ready for the interview 10-15 minutes prior to the start time
  • Search commitee and focus group sessions should start with the following introduction:
    • The successful candidate must demonstrate experience, skills, and commitment to fostering an environment of belonging, diversity, equity,  and inclusion.
    • Remind the candidate of the length of the interview, how many questions/how long to answer each question, who will be asking and that the committee will be taking notes while they answer

During the Interview

• • Mute when not speaking to prevent distractions
  • Look L-I-V-E
  • Alert candidate when 5 minutes remaining (open session/teaching demo)
  • Q & A facilitated through chat box by the search chair (open session/teaching demo)

Closing

• • End on time
  • Remind participants to complete rating sheet/feedback form linked in calendar invite
  • Thank the candidate for interviewing with us and provide an estimate of when a hiring decision will be made

Rating sheets
Rating sheets are used by search committee members to summarize and evaluate the information they gathered during the interview for an individual.  These can then be compiled in order to see the overall perception of a candidate from the entire search committee and/or other interviewers. Search committee members must submit a rating sheet following each candidate interview.

Interview Evaluations
The purpose of the interview evaluation is to provide a brief narrative of the strengths and experience/skills gap for each of the candidates interviewed and identify which candidate will be invited to a second level interview or recommended for hire.

Teaching demonstration rubric
The teaching demonstration rubric is recommended to be used when a search committee is evaluating a teaching demonstration.

General observation forms
General observation forms are used in any search that has teaching demonstrations, open sessions or presentations.  All participants observing the presentations will be asked to submit their feedback on this form.  Responses will be compiled by HR and a summary will be provided to the search chair.

Depending on the position classification (faculty or staff), the recommendation to hire must pass through and be approved at each level before Human Resources can make an offer.

Download the recommendation to hire memo template.

The onboarding process was implemented to decrease the learning curve and increase the self-confidence of new employees.  The process involves an in-depth analysis of the position responsibilities, contribution to the organization and incumbents strengths an weakness which reduced the risk of a career move for candidate and for the organization. This process is based on a 10/100 meaning a ten day plan with over one hundred conversations between the supervisor and employee which creates a solid base for a long lasting relationship.Onboarding guides the supervisor and new hire, identifies who and what is important to know in the first days and weeks of hire, helps  new hires in goal setting for the first 30-60-90 days, certifies the onboarding process has been completed by signatures of the supervisor and hire.  We recommend that that hiring managers complete onboarding plans for new hires in conjunction with the search committee on or before the new employee's start date.

Onboarding template (for external new hires)

Departmental onboarding template (for internal transfers and part-time temps)