Roles and Responsibilities
Role of the Department Chair/Director/Unit Supervisor:
- Works with the members of the department/unit, discusses and plans for department/unit staffing needs;
- Assists the HA in recommending members of the search committee (to be reviewed by VP & AAO);
- Ensures search committee is making adequate progress in search process;
- Meets with HA and Search Committee Chair to discuss qualifications of finalists;
- Assures that appointment paperwork is completed;
- Takes active role in post-search transition of the candidate to SUNY Plattsburgh.
Role of the Hiring Authority:
- Works with the department/unit to identify needed positions and the initial job description;
- Works with Chair/Supervisor/Director to recommend search committee members;
- Works with AAO to assure that affirmative action procedures are followed;
- Approves expenditures for search (e.g., costly airline tickets, the number of candidates invited to campus, etc.);
- Meets individually with candidates brought to campus;
- After consulting with AAO and department chair/unit supervisor/director, makes final decision about offers;
- Makes the job offer to candidate and negotiates salary.
Role of the AAO:
- Meets with Search Committee to discuss or otherwise trains the committee on affirmative action principles;
- Responsible for implementing campus’ affirmative action policies, in accordance with NY State and Federal regulations;
- Evaluates search plan and works with Search Committee to revise it if indicated;
- Evaluates size and composition of candidate pools at each stage: full pool, qualified pool, telephone interviews, on-campus interviews, and final hire;
- Recommends additional time or advertising if indicated; can request that search be halted and redone;
- May ask for more information on a decision about candidates or request that Search Committee look again at a candidate;
- Available for consultation with regard to AA and EEO requirements at any time during the process;
- Advises the HA and VP about the process of the search, and makes recommendation for hire (the hiring decision is the HA and VP’s);
- Signature or on-line approval is required on ATR (on-line) and hiring proposals (on-line);
- Works with the Affirmative Action Advisory Committee to review search waiver applications.
Role of HRS:
- Available for consultation throughout search process—ASK!;
- Places advertisements
Role of Search Committee Chair:
- Ensures that search is conducted according to College regulations and timetables (detailed in this manual);
- Compiles lists of candidates and dispositions at each “cut” (unqualified, phone interviews, campus interviews, final strengths & weaknesses) & uploads document to online recruitment system;
- Manages candidate lists and search status on Online Recruitment System;
- Acts as contact person for candidates, setting up phone interviews and campus visits;
- Arranges for all meetings needed for campus interviews;
- Acts as liaison with HRS & AAO;
- Completes Search Checklist.
Role of Search Committee Member:
- Maintains confidentiality of all search materials;
- Evaluates candidates based on agreed-upon criteria;
- Meets with HRS Associate and AAO at beginning of search, participates in on-line training;
- Meets as required with Search Committee, HA, etc.;
- Participates in phone interviews and on-campus interviews;
- Acts as representative of SUNY Plattsburgh.
Role of Affirmative Action Advisory Committee
- No role in an individual search process!;
- Monitors overall campus AA policy;
- Subcommittee reviews requests for search waivers.
—Keeping an Open Mind
Determining Selection Criteria & Job Requirements
The search committee should determine selection criteria and screening procedures. Candidate qualifications and judgment standards should be clearly understood, endorsed, and documented by committee members, and (for academic searches) must include all the SUNY Trustees' criteria: teaching, scholarship, and service. Judgments include, for example, the relative weight given to publications (given SUNY Plattsburgh’s strong emphasis on undergraduate teaching), specialization within the discipline, teaching, service, grant writing, community activities, and the ability to enhance cultural diversity and richness. These are to be discussed thoroughly at the start of the search process. Sample candidate assessment sheets are attached (here).
For academic searches, the committee will evaluate the candidate's ability to teach. This can be displayed by the candidate in a number of ways—syllabus development, student feedback, and/or peer evaluations, for example. If the hire is for an entry-level assistant professor, keep in mind that graduate students do not all have the same opportunity to teach classes on their own; some grad students do, some do not. Data show that such chances are often differentially distributed by gender and ethnicity. You want to look for potential.
The committee must also decide how reference information will be collected (e.g., letters, telephone calls, or a combination of both) and how much weight will be assigned to each reference. Documentation given by references is uploaded to ORS for review by the HA.
It is not difficult for a committee to agree that it should hire the best candidate. However, determining the criteria for measuring "the best" and establishing who is "the best" is more difficult. The search committee should evaluate its selection criteria carefully in terms of their validity as predictors of future success. For example, is publication in graduate school a valid or logical predictor of one's performance as a faculty member? Are there other, more appropriate predictors of performance, especially in cases where the candidate's educational, social, and cultural background is significantly different from that of a traditional candidate? Keep an open mind!
Evaluating Candidates and Subconscious Bias
The Search Committee should evaluate candidates in broad and comprehensive terms, carefully examining all of an individual's accomplishments, potential growth, diversity of perspective, and the unique contribution that the candidate will make to the academic unit or department.
The committee should discuss the kinds of stereotypes that exist for women and minorities, and try to make explicit, ahead of time, the criteria the Committee uses in judging people, both casually and professionally.
The committee should discuss openly the implications of stereotypes and biases in evaluating candidates in past searches and this search, as well as ways to prevent biases from influencing their deliberations. The AAO can assist in this process if desired by the Search Committee.
SUNY Plattsburgh is committed to fairly and effectively evaluating a range of career paths, searching for candidates who are highly qualified to join our mission. Hence, the Committee should consider a candidate's entire career when applying its criteria for selection. A woman, for instance, who has earned her degree and entered the academic profession after taking time out to raise a family will probably have fewer publications than a male of the same age whose career has been uninterrupted. However, if one evaluates her publication record in terms of the time period over which it was produced, she may well be the stronger candidate.
Other non-traditional career trajectories, such as having taken time off to earn enough money to attend graduate school, should not be devalued. Many non-traditional students take time to apply their skills to community needs in addition to publishing in academic journals.
Degrees from women's colleges or predominantly black universities must not be seen as inadequate; references from friends or colleagues of the Committee should not be given greater credence than those received from individuals not personally known to the Search Committee; scholarship on feminist or minority issues should be valued. In the same way, publications in innovative but scholarly, peer-reviewed journals should not be devalued because they are not "mainstream."
There are other typical interviewer tendencies that may lead to bias:
The Halo Effect:
Interviewers may use limited information about an applicant to bias their evaluation of that person's other characteristics.
For Example, an applicant who attended the interviewer's alma mater or who agrees with the interviewer's theoretical position is given a subconscious advantage.
Interviewers may harbor prejudice for or against specific groups. Examples:
"I prefer front-line professionals who are younger."
"Some teaching styles are better for men and others for women."
It is vital to eliminate from the evaluation process any stereotyped ideas based on the candidate's race, color, religion, national origin, age, sexual orientation, disability, or gender.
The committee, either as a group or individually, should complete an evaluation form following the review of the candidates’ files. (Sample forms are attached.) Such evaluations must be based on the criteria agreed to by the Committee. As references are checked, whether in writing or orally, the committee should pay attention to these biases as well. The references should be documented and added to the applicant’s file.
Recruiting Protected Class Individuals: Obstacles
HAs and Search Committees should be mindful of historical, but innocent patterns and practices that create a disparate impact on applicant pools. Disparate impact is defined as a category of the government’s employment discrimination policies. Disparate impact discrimination may be found when an institution’s use of a neutral selection standard(s) (e.g., a test, an interview, or other requirements) disqualifies members of a particular race or gender group at a significantly higher rate than others and is not justified by an organizational necessity or job relatedness.
Intent to discriminate is not necessary for this type of employment discrimination. The disparate impact discrimination category may be used to analyze both objective and subjective selection standards.
Over-Specialization (Academic Positions)
Especially for academic searches, the area of specialization needed should be carefully evaluated. Departments that seek candidates to teach undergraduate courses should be wary of overspecialization. Advertising for a small sub-specialty will exclude many candidates who are qualified to teach the courses actually needed in the department. It is therefore important to fully explore the need and relevance for specific specialization and the extent to which a candidate has the potential to teach existing and future courses in the department. When a vacancy is identified, this is a good time for the department/unit to reevaluate the program and its needs. It is not always best simply to search for a clone of the last person to hold the position!
Legal & Illegal Questions
In general, you can ask only questions directly pertinent to the qualifications of the candidate for the
You may ask:
- About degrees and licenses obtained (only if they are required to do the job);
- About experience in the field; keep in mind that gaps in work experience are not necessarily negative—parents (especially women) sometimes take time off for child rearing, for example;
- About how the candidate would handle a specific situation relevant to the position;
- About memberships in professional organizations, if it is relevant to doing the job (use caution, as some such memberships may reveal personal information about race or religion, for example);
- About language fluency if required for the position;
- For a demonstration of how candidate would do the job;
- Any other job-related question.
You may NOT ask:
- For a photograph;
- National origin;
- Race or color;
- Marital status;
- Religion or creed;
- Children or family plans;
- Whom to notify in case of emergency;
- Age (except to ascertain that the candidate is over 18—but leave that to HRS);
- Disability (leave that to HRS after hire);
- Citizenship (leave that to HRS after hire);
- Military Service (leave that to HRS after hire);
- Sexual Orientation;
- Arrest record;
- Native language or how languages were acquired;
- Any other question NOT related to the job.
As part of the on-line application process, the candidate will have indicated other information that HRS may need to evaluate, but that the Search Committee usually does not. This includes whether or not the candidate has been convicted of a crime, previously-used names, and citizenship. At the time of hire, HRS will evaluate necessary visa procedures for non-citizens, and evaluate necessary reasonable accommodations for disabilities.
It is the responsibility of the HA to obtain the official transcripts from the candidate and to review them.
If a candidate offers information in one of the areas listed above (for example asking about school districts) be circumspect to ensure their privacy and do not seek additional personal information. If someone on the Search Committee or in an audience asks an illegal question during any session, simply state that the question is inappropriate and move on. When in doubt, DON’T ASK! Consult HRS or the AAO.
On-Campus Interview Protocol
During the on-campus interview, we are also being interviewed by the candidates and must present our best face to prospective colleagues. Send each candidate a package containing helpful materials, such as a campus map, department/unit publications, etc. The Search Committee Chair is responsible for assembling and sending this packet.
Arrange the itinerary early and mail or e-mail it to the candidates before their visit. Let them know who will escort them from meeting to meeting. Try not to leave candidates to fend for themselves, except during “free” or “down” time. Build in breaks, meals, and walking/traveling time. The itineraries for all candidates should be as consistent as possible, including those for internal candidates. (Internal candidates should not participate in other candidates’ interviews, though.)
Schedule meetings with:
- Search Committee: Have a set of questions worked out and documented (see “Illegal Questions” below). Use the same questions for all candidates. During the discussions, it is permissible to ask additional, follow-up questions indicated by the candidates’ responses.
- Department chair/unit supervisor/director.
- Dean or other HA.
- Academic & professional colleagues, especially those who should have input in the hiring decision.
- Human Resource Services (schedule about 30 minutes): HRS will discuss benefits and other personnel concerns.
- Students (if appropriate): for academic positions or professional positions dealing with students, it is important for both the candidate and students to have an opportunity to meet.
- Campus tour: we have several highlights, including the Winkle Sculpture Garden, Rockwell Kent Gallery, Feinberg Library, and other sites of particular interest to the applicant, such as the computer classrooms or research labs.
- Public lecture, presentation, or class simulation (if applicable to position): Announce this public session widely, specifically inviting colleagues in other departments/units whose interests may be similar. This is particularly important for creating interdisciplinary opportunities.
Be sure the candidates know what exactly is expected in these presentations: time allowed, content, audience, etc. It is a good idea to formally solicit input from those attending the meetings. If you hand out a vita or resume at a public presentation, delete all personal information (phone number, home address, family, etc.).
- Tour of Plattsburgh, if candidate desires.
Candidates should not be asked to pay for their meals! Preferably, arrange with the restaurant to bill the College directly. (Several area restaurants allow this arrangement, as does the campus food service.) A limited number of members of the Search Committee may escort the candidate and the College will pay for their meals, also. (Check with the HA for how many and where.) However, meals should not be a continuation of the interview! Relax and help the candidate to enjoy.
Alcoholic beverages will not be paid for or reimbursed by New York State.
Appropriate tipping is limited to 18%. Note that New York State sales tax will not be reimbursed; therefore, a tax-exempt certificate must be presented at the time of the charge.
Flights must be booked according to College and State policy to be reimbursed. Check with Accounts Payable for the most up-to-date procedure.
Please allow sufficient lead-time for scheduling campus visits to ensure reasonable airline ticket costs. All round-trip tickets costing $750 or more must be brought to the attention of the HA for approval before purchasing.
Arrange for a Search Committee member to meet the candidate at the airport or train station. If the candidate arrives at the Burlington airport, ferry tickets can be obtained ahead of time through the Purchasing Office via a purchase order. Costs incurred by search committee members (e.g., mileage, parking, etc.,) are reimbursable.
Candidates who drive their own vehicle to campus will be reimbursed for mileage at the standard allowable rate. Candidates who need to rent a car can do so, and they will be reimbursed for that expense. Arrange for a parking permit for the candidate with University Police before the candidate arrives.
Note that New York State sales tax will not be reimbursed; therefore, a tax-exempt certificate must be presented at the time of the charge.
Arrange for lodging with a local hotel by obtaining a purchase order number (from the HA’s office) so that the College can be billed directly.
Candidates paying for their own lodging will be reimbursed at the standard rate. If a partner/spouse/family member comes with the candidate, make them feel welcome, also. However, we cannot reimburse expenses for them, only for the candidate.
Note that New York State sales tax will not be reimbursed; therefore, a tax-exempt certificate must be presented at the time of the charge.
The reimbursement procedure for candidates is exactly the same as for employees. There is a single search account, administered by the Accounting Office; the expense does not come out of departmental budgets. Have the candidate complete and sign a travel voucher while she/he is oncampus. The department/unit secretary can assist in this process.
Committee members who incur costs must also complete the travel forms, with receipts and documentation.
Note that New York State sales tax will not be reimbursed; therefore, a tax-exempt certificate must be presented at the time of the charge.
Full searches are required.
In some instances, such as when there is a resignation shortly before the semester begins, a search may be waived for a temporary replacement. These instances are rare. There is almost always time to do at least a local search. Even when an academic announces a leave at the end of the spring semester, the summer is time enough to conduct a national search for a temporary replacement.
When the situation arises, the department chair/unit supervisor and/or the dean/director should consult with the Affirmative Action Officer immediately. (Note this first conversation is only a consultation; approval is gained only through the process outlined below.)
The search conducted in an emergency situation will be a temporary appointment, giving the department/unit time to conduct a more complete search for a permanent replacement. Such an appointment is not renewable. Any extension requires a completely new request.
If an employee has been hired in a temporary position, particularly if hired as the result of a search waiver, that position then must have a full, fair, and complete search before it is made permanent (tenure-track). That is, a temporary position will NOT become permanent (tenure-track) without a search. The temporary incumbent may apply for the permanent (tenure-track) job, but must go through the search procedure just like all other candidates for the position.
Waiver requests will NOT be granted for tenure-track academic (continuing appointment) or professional (permanent appointment) positions, or any M/C position at the level of dean or higher. Again, in rare emergencies, a temporary replacement may be hired without a search, but not the permanent/tenure-track replacement.
Process: A “Search Waiver Request Form” must be completed and approval signatures obtained before the job is offered to the intended person. (Download here.)
The waiver request package requires significant documentation of the situation:
· Justification of the request, including a history of the position (Who was in it? When did s/he leave? Why can’t a search be done?)
· Qualifications (vitae, resume) of the intended appointee.
· On-line Authorization to Recruit Form (indicating “Search Waiver”)
The request form is signed by the department chair/unit supervisor and the dean/director. Then it is reviewed by the Waiver Subcommittee of the Affirmative Action Advisory Committee and the Affirmative Action Officer. If there is (or should have been) opportunity for a search, the waiver request form will be denied. Lack of planning by the department/unit does not constitute an emergency; a search waiver requested for that reason will be denied.
After affirmative action review, the request must still be approved by the appropriate vice president, and sometimes by the President.
What is affirmative action? Do we have to hire a woman or minority?
Affirmative action is the process used to ensure that a wide variety of qualified candidates apply for the position and are fairly considered. It entails advertising widely and in places where people in protected classes are likely to see the ad. It requires, too, that we rethink the way we perceive others and perceive strengths and weaknesses.
SUNY Plattsburgh does not have any “quotas” for hiring members of protected classes. We expect to hire the most qualified of candidates. When candidates are all well qualified, affirmative action principles may be used to make the final hiring decisions.
Protected classes include women, people of color, veterans, and persons with disabilities.
The regulations were designed to overcome unconscious and unintended biases in recruitment processes. The efforts have been important in increasing the diversity of job applicants and successful employees. And diversity among employees, particularly at a college campus, is simply good for the organization.
When can we call references?
Because applicants give us approval when they apply on-line, References that are listed by the candidate on a vita or resume may be called at any time. It is courteous to inform the candidate that you are making those calls.
Other contacts—perhaps the committee members know someone at the candidate’s college—may also be called upon receipt of the on-line application. That process asks for permission to do this, and by submitting it, the applicant is giving permission.
If the candidate asks you not to check references yet, honor that request within reason. Discuss with the candidate when such references can be verified.
References must be verified before a hire is made! It is the Search Committee that checks references. Documentation of these checks should be uploaded to ORS for review by the HA.
Can I tell the candidate about salary?
You can tell the candidate what the minimum salary is—this is on the Authorization to Recruit Form and will be in the ad. HRS will talk with the candidate about benefits and other issues.
Only the HA can discuss specifics of money! This includes salary and moving expenses,
which may be negotiated.
What should I do about an incomplete file?
Early in the process, it is a good idea to review the files for completeness and request that each candidate submit whatever is missing. If the candidate does not submit required material, or if the material submitted is not enough upon which to make a sound judgment of qualifications, the candidate may be “left behind” and not considered further as the search progresses. Once an application has been submitted to the online system, additional documents must be sent to email@example.com to be added to the applicant packet by HRS.
Remember that if reference letters are requested, the candidate has little control over when the referee submits it. Give candidates every chance to complete their files.
There are several options for obtaining reference letters and referee information when establishing the ATR (position):
- Names and contact information for references may be requested instead of letters. (Recommended, since the committee can call or ask for letters of only those candidates being seriously considered.)
- Select Letter of Reference 1, 2 and/or 3 at Optional Applicant Documents (note: this is not recommend to use ‘Required Applicant Documents’ as the candidate can not submit the application unless all required documents are provided).
- Confidential References: If this feature is activated, the applicant provides names and e-mail addresses and the system generates e-mails to the reference providers asking them to upload the confidential reference letter. The candidate can see if the letter was received, but does not have access to view the letter. The search committee can view these references under the Confidential Reference tab. (See ORS manual for details.)
- References letters can be provided to Human Resource Services at firstname.lastname@example.org to be added to the candidate’s application.
The AAO may ask the Search Committee to make additional efforts in getting a complete file for candidates.
An incomplete file is not reason for declaring the candidate “unqualified” (the first “cut”), but the candidate may be deemed not be advanced to later pools (e.g., interview pools) due to lack of needed documentation.
What if a candidate is not a US citizen?
The Search Committee does not need to consider citizenship. Indeed, the Search Committee should not ask.
At the time of offer, HRS will determine whether the candidate is legally permitted to work in the country and assist her/him with visa issues.
If the candidate indicates there are visa issues, HRS should be contacted. HRS will know where to find the answers. Please note that certain conditions of hire may be problematic for non-US citizens. For example:
- Future immigration status may require that the person be deemed “most qualified” from a pool of candidates; hence a full search must have been conducted.
- Immigration status may require that the candidate be appointed at the level advertised; thus, a higher rank should not be negotiated. (Note that this is true for all candidates.)
Human Resource Services is the best source to answer these questions. Do not try to consider
this on your own. ASK! Refer the candidate to HRS.
What if someone asks an illegal question during an interview?
If that happens, the Search Committee Chair (or other member) should clearly state that the question is inappropriate and move on. For instance:
“That’s not relevant to the job. The next question we have is …. .”
“We don’t need to discuss your family. But what attracts you to SUNY Plattsburgh?”
You should make note that the incident occurred. You may wish to report it to HRS and the AAO, depending on the severity or reaction by the candidate.
What about internal candidates?
Internal candidates should be treated in the same way as other candidates—take them to dinner if other candidates are; schedule the same series of meetings as for other candidates; ask them the same questions; arrange the same presentations.
The internal candidate should not, however, participate in any way in external candidate interviews. The internal candidate should not, for example, attend any interview sessions, including any open sessions, or go to meals with other candidates.
Rules of confidentiality apply to the applications of internal candidates—don’t discuss it! And don’t discuss the process of the search with any internal candidate unless external candidates are given the same information. This need for confidentiality applies after the search as well.
From whom do we need to get approvals?
The Human Resource Associate can answer questions about the search procedure and assist in handling “snags”. The HRA may direct questions to the AAO or HA.
The HA and the VP are in charge of the search. If the request concerns spending money—such as how many candidates can come to campus—ask the HA. The HA’s approval is always required to move to the next stage.
The Affirmative Action Officer is charged with assuring compliance with College policies regarding AA. The HA and VP will consult with the AAO on cuts and the final hire before the HA or VP gives permission for searches to move to the next level. On cuts or narrowings, then, make sure you hear from both the HA and the AAO via ORS.
How should a Vita Bank Search be handled?
Vita Banks are established in most academic departments and certain other offices/areas. Vitae are solicited regularly via a regional search, so that there is a “bank” of candidates indicating a willingness and ability to fill a position on a temporary and usually part-time basis. When a vacancy arises—this is usually an adjunct position, teaching a course or two—the collection of vitae must be examined.
The requirements of a “regular” search must be met:
- The vitae are examined according to the requirements of the vacant position;
- All candidates are considered and treated consistently;
- Reasons for not considering a candidate are job-related;
- All forms (CP-1 via the Hiring Proposal on ORS) are completed and approval signatures obtained.
How do the records of the search need to be stored?
Records need to be for a statutory period. The Search Committee Chair should collect all the created documents. Contact HRS for details on how and where to send to storage.
May we use information from social media or the internet to make decisions?
SUNY Counsel says that could introduce inappropriate, perhaps illegal, considerations into your decisions. You should consider only someone’s professional qualifications. See full discussion above.
It is the responsibility of the hiring authority to hear and evaluate requests for partner employment.
DO NOT PROMISE employment for a spouse/partner.
On-Line Recruitment System (ORS)
See User’s Guide
EXAMPLE RECRUITMENT PLAN AND TIMELINE
Paid Advertising. In some cases a full-length ad may be too costly, and the strategy of directing applicants to our website may be employed. Furnish the following information:
Sources: Contact information: Costs: Deadline:
Letter Writing. Secretarial or work-study employees can create mail merge and handle mailings. Review available information and refer potential candidates to www.plattsburgh.edu/hr, make personal contact to invite an applicant to apply. Direct candidates to SUNY Plattsburgh website and on-line applications.
Personal Contacts. Please keep a record of any personal contact made.
Disciplinary graduate school departments. Information can be found in the library in Peterson’s Guide and other sources. Keep a list of institutions contacted.
Listservs: The Search committee will prepare versions of advertisements for listservs. Keep a record of listservs posted to and any responses.
Recruitment at Conferences. Recruitment must be arranged on an individual basis between the dean/director and the search committee.
RECRUITMENT PLAN: COMMUNICATION DISORDERS AND SCIENCE
- Additional Ads: ASHA Leader – National publication received by all Speech-Language Pathologists, $110.50 per Edition, recommend Oct, Nov, Dec.
- Job Vacancy Book at the ASHA Placement Center – National Convention in San Francisco in November. (Ad and payment by October 18th for best rates; $65.00.)
- Other: Send letters to 53 Ph.D. programs, including Howard University, in US and 4 programs in Canada.
- Advertise position with the National Black Association for Speech-Language and Hearing. (No charge.)
- Letters to identified individuals from AASCU list and directories: National Minority Faculty Identification Program, Minority and Women Doctoral Directory, and Hispanic Caucus.
SAMPLE CANDIDATE ASSESSMENT SHEET: Narrative (Academic)
Name:_____________________________________________ File #:______________
Highest Degree:_________ Year Awarded: ________
Area of Specialization:
- Teaching experience. Evidence of effective teaching.
- Scholarly record. Potential for scholarship.
- Service contributions.
Positive: Rank from 1-5 with 1 weakest, 5 the strongest.
SAMPLE CANDIDATE ASSESSMENT SHEET: Narrative (Professional)
Name of Candidate:_______________________________________
1. Appropriate academic degree:
2. Record of professional accomplishments:
3. Record of leadership and advocacy:
4. Experience in academic planning and management:
5. Experience in faculty/staff development and evaluation:
6. Experience working with students and culturally diverse populations:
7. Appropriate educational and administrative philosophy:
8. Experience in budget preparation and management:
_____ Negative (reject file)
SAMPLE CANDIDATE ASSESSMENT SHEET: Spread Sheet
TELEPHONE INTERVIEW QUESTIONS SAMPLE: For Professional Search
(It is a good idea to go around the table and introduce the members of the search committee that are present to the candidate.)
Candidate: _____________________________________ Date:___________________________
1. What attracted you to apply for this administrative, supervisorial position at SUNY Plattsburgh?
2. Tell us about a successful supervision experience you have had. An unsuccessful one?
3. What experiences do you have working on a college campus?
4. Tell us about an instance of you working with others on a team project.
5. Do you have any questions for us?
Thank the candidate for their time, and tell them the general timeline for the rest of the search. You’ll be
in touch with them in the next two weeks.
Sample #2 (from Chemistry)
Candidate: __________________________________ Date: _____________________________
1. Why have you chosen to pursue a career in a four-year school like SUNY Plattsburgh?
2. With reference to your research plan, is this plan flexible enough to provide opportunities for several student of varying backgrounds and abilities?
3. Would you elaborate on your plans to carry out your research program so that it is a part of the educational mission of a school like SUNY Plattsburgh?
4. What equipment and resources are essential to starting your research program?
5. How long would you need for your research program to get on track?
6. How would you handle a student who questions your grading judgment?
7. How would you handle a question in class pertaining to material already covered that you think the students should have already grasped and understood?
8. What three courses would you most like to teach? What course of a basic chemistry curriculum would you not want to teach?
9. What is the most important concept that needs to be learned by students in a basic ________ (wherever their specialty lies) course?
SAMPLE REFERENCE VERIFICATION FORM
Identify yourself as a member of a search committee at SUNY Plattsburgh University. Describe the
position, and that you are calling to get a reference for applicant X. Secure the permission of the reference
Applicant’s Name: ___________________________ Position: _____________________________
Employer Contacted: _________________________ Telephone#: __________________________
Institution: _________________________________ Title: ________________________________
Dates of employment:_________________________ Position held: _________________________
1. How do you know the candidate: ______________________________________________________
2. How well do you know the candidate: __________________________________________________
3. Reason why applicant left this job: ____________________________________________________
4. Applicant’s strengths:
5. Areas the applicant needs improvement:
6. Is there any additional information you feel we should know about this candidate?
7. Would you hire this candidate again for the same or a similar position? Why?
8. Are there any other people you could recommend that we contact about this candidate? (Ask for contact information.)
Reference verification conducted by: ___________________________ and ______________________
Sample Interview Itinerary #1 – Academic Candidates
- Candidate arrives in Plattsburgh for dinner -- Casual, non-interview setting.
- Escort to hotel accommodations
- Breakfast with one or two faculty members -- Casual, non-interview setting; accompany to campus
Breakfast alone in hotel;
search committee member picks up at hotel to accompany to campus
- Offer to tour city
- Morning research colloquium (9am - 10am) –
If done before any individual interviews, candidate will not have to repeat the same story to everyone (Invite dean, provost,president, any interested faculty campus-wide)
- Break (10:00-10:15)
- Individual or small groups meetings with department members, maybe 15-minute intervals (10:15 - 12:00) (with appropriate bathroom breaks!)
- Lunch (so candidate can eat, not an interview) with one or two department members and/or with faculty from interested interdisciplinary program(s) (12:00 - 12:45)
- Tour campus (12:45 - 1:00)
- Meet with Dean, accompanied by faculty member (1:00 - 1:30)
- Meet with Provost, accompanied by faculty member (1:40 - 2:10) (At discretion of Provost)
- Meet with President (2:20 – 2:35pm) (At discretion of President)
- Meet with students/teaching colloquium (2:45 - 3:30)
- Meet with interested faculty, staff from other departments (3:30 - 4:00)
- Meet with Human Resource Services to discuss benefits (4:10– 4:40)
- Break (4:40-4:50)
- Formal interview with search committee (4:50 - 5:30)
- Dinner again? Or take to airport/train
Sample Interview Itinerary #1 –Professional Candidates
- 9 am Breakfast with members of Search Committee
- 10:30 am Entrance interview with director/department head
- 11 am Meet with Appropriate vice president
- 12 Noon Lunch with Search Committee and department personnel (College Center)
- 1 pm Campus Tour
- 2 pm Meet with President (At discretion of President)
- 3-3:30pm Meet with Human Resource Services office to discuss employee benefits
- 3:30 Preparation time
- 4 pm Presentation to campus and/or community (if applicable)
- 5 pm Exit interview with members of Search Committee
- Submit receipts to department secretary
- 7 pm Dinner with Search Committee
*Note: depending on the level of the vacant position, actual interview schedule may range from
½ day to 2 days.
Sample Report to AAO/HA: Unqualified & Phone Interview Cut
Candidate Assessment Outcome
1025-1 J. Smith No Ph.D. Unqualified
1025-2 L. Lars Ph.D. in hand Phone interview
Good teaching exp, scholarly promise
1025-3 J. Valdez Ph.D. in hand Qualified; hold
Sample Report to AAO/HA: Campus Interview Cut
Candidate Assessment Outcome
1077-3 K. Jackson
Articulate in phone interview; promising teaching philosophy; solid scholarly agenda
1077-6 S. Aconda
Strong phone interview; promising teacher & scholar; strong references when called
1077-15 S. Wright
Vague teaching philosophy; no articulated scholarly agenda; weak references
Sample Report to AAO/HA: Final strengths & Weaknesses
2001-5 J. Alexander
Strengths: great potential for excellent teaching; strong research skills and active research agenda; excellent teaching presentation; good potential for interdisciplinary work
Weaknesses: some overlap with existing faculty; no publications yet, though two articles under review
2001-8 S. Verlun
Strengths: lots of publications; strong research agenda
Weaknesses: lackluster teaching presentation; no potential for interdisciplinary work; generally weak teaching evaluations
NOTE that all candidates are listed one-by-one with appropriate notations on qualifications.