青青草app

Strategic Planning

This initial phase of the faculty hiring process typically involves department/unit leaders, college deans, business managers, department recruitment coordinators, along with input and approval from the Office of the Provost.

When considering faculty positions, Human Resources (HR) encourages the hiring department to pause and consider the items in this section before replacing the same faculty or research line. A successful faculty hire builds for the future of the department. The Office of the Provost or the Faculty Recruiter are available to engage in strategic planning discussions either from a long-term department planning perspective or in envisioning a specific position or role.

Review of departmental needs:

• Where is the discipline or field of study headed?
• What specific areas of focus need to be strengthened?
• How does student demand for courses and/or research opportunities impact the needs of the department?
• Are there program growth or retraction considerations?

School/College reviews departmental proposals:

The process of identifying priorities may be school/college specific. Please confirm the requirements and steps for approval from the dean or college business manager in your college.

Clinical Faculty and Lecturers: Clinical faculty or lecturer lines are approved at the college dean level for all colleges.

Tenure Track Positions: Each school/college approves tenure track positions internally, and then submits a recruitment plan to the Provost for approval. The Provost will review requests and may approve or deny them based on their evaluation of position rank, college resources, and overall academic strategy.

Note: Typically in June a communication will be sent to all deans from the Office of the Provost requesting the faculty recruitment plans for the upcoming academic year. These requests are then reviewed and discussed with the Provost and Dean directly. Provost approval of the plan must be received before recruiting for positions.

Adjunct Faculty Positions: Hiring of adjunct faculty does not need dean or provost approval.

Department/unit leaders:

After receiving Provost (Tenure Track) and/or dean approval (Clinical/lecturer), reach out to the Human Resources Faculty Recruiter to discuss best practices for launching a successful faculty search, including goals, timing, and other considerations for the approved search(es).

Questions related to faculty salaries and budgets can typically be answered by the School/College business manager or Dean鈥檚 office. The business manager in the Office of the Provost is also a resource for these questions.

Adjunct hiring is handled via Letter of Appointment (LOA) actions in Bronco Hub. More information on adjunct faculty pay and . Questions related to the adjunct hiring/LOA process can be directed to HRProcessor@boisestate.edu.

Note: HR is able to 青青草app the advertising (posting to the career site and/or HigherEd Jobs) of open adjunct positions either on a limited need or ongoing basis. To discuss a department’s adjunct needs, please reach out to the HR Faculty Recruiting Team.

Search Preparation

This section is arguably the most important stage of the entire process, as it requires work from the department/unit leader in creating a clear vision for the position, establishing a well-prepared and diverse search committee, and partnering with Human Resources (HR) to build a marketing/search plan. The department/unit leader is also responsible for providing the committee with a clear charge which clarifies the needs of the department as it relates to a specific position and search.

As a best practice recommendation, HR encourages department leaders to consider including an (EA) as part of the search committee. An EA is a trained faculty colleague who serves as a non-voting member of the committee to 青青草app effective search practices at each step in the search process. For more information on the Equity Advocate program, please reach out to Reshmi Mukherjee or complete the . It is best to identify a potential EA to work with the committee before a job ad is completed/posted.

Best practice workflow:

1. Department/unit leader forms a search committee.
2. Department/unit leader selects a search committee chair and charges them with a goal.
3. Search chair meets with an Equity Advocate to make final decision about integrating an EA into the search process. (optional)
4. Committee crafts a , in light of the committee鈥檚 charge, partnering with the HR Faculty Recruiter. Please review these resources related to with consideration of the .
5. Department Recruiting Coordinator (DRC) submits requisition in PageUp. This will require approval from the department/unit leader, Office of the Provost and Human Resources Faculty Recruiting Team.
6. Committee discusses and creates evaluation criteria and process for review of applicant files. See Stage 4 “Screening and Evaluation”.
7. Once the position description has been drafted, the committee should create a long range scheduling plan with calendar appointments for recruiting, reviewing applications, meeting as committees, interviews, and final selections. This will avoid scheduling conflicts. Account for holidays, grading periods, and other times when it may be difficult to get faculty members鈥� attention or time.

The HR Faculty Recruiting Team is available to partner with you and your department through any piece of this stage.

Resources:

• Search Committee Training Course
• Search Waiver form
• Job Aid –
• Job Aid –

Advertise and Outreach

Search Committee:

All members of the search committee are required to complete the search committee training course.

As a baseline, all open, national-search faculty positions will be posted both to the 青青草app State Career site and to HigherEd Jobs. The minimum posting time for a national search is five business days, but Human Resources (HR) recommends at least 30 days for a thorough search and to allow candidates the necessary time to apply. The HR Faculty Recruiting team will also post to a variety of other sites (PhDJobs, Handshake, LinkedIn, etc.), and will work to locate and reach out to sources for nominations and directly to potential candidates.

Before any position is posted for applications, the department/unit leader and search committee, in partnership with the HR Faculty Recruiting team, drafts an initial search plan for the approved search. This search plan outlines active outreach efforts, including:

• Reaching out to other universities or organizations by the department/unit leader or other colleagues for both nominators (potential sources for candidates) and nominees (potential candidates).
• Determining if there are listservs, blogs and other online venues relevant to this field/discipline where there may be benefits in posting the position.
• Confirming if there are any conferences that faculty are attending before or during the sourcing window where candidates can be scouted. Or where additional advertising may be beneficial.
• Reviewing award lists that can be searched for potential nominees.
• Looking at available venues for advertisements. See Academic Job Board Menu and Diversity Job Boards listing.
• Posting on social media (department and/or individual profiles) to feeds, industry groups, diversity groups and more.

People who are members of the hiring discipline are the best resource to locate high quality candidates and to develop relationships with nominators who can provide referrals to great potential candidates. It is recommended that all department faculty be included in this sourcing phase of the process.

Questions to Ask to Help Create a Diverse Applicant Pool:

• What groups do we tend to miss attracting to our applicant pool, and where might we find them?
• Who can we ask to recommend strong potential candidates interested in advancing diversity in research and teaching?
• Will each committee member contact colleagues seeking recommendations and then personally or in partnership with the Faculty Recruiting Team invite those potential candidates to apply?
• Will we reach colleagues and candidates from demographically diverse institutions this way?

Search Committee Chair:

This posting period is a great time to meet as a committee and determine how to evaluate candidates聽who end up in your candidate pool. Preparing for how candidates will be reviewed and evaluated will speed up the review process when the window for applications closes. An Equity Advocate can be a particularly useful partner for this stage of the process.

Resources:

Screening and Evaluation

Now that the application window has closed, or the initial review date has arrived, it is time to evaluate candidates and select those who will proceed to an initial interview. The committee should use the evaluation tool or screening rubric that was ideally developed alongside the position description to 青青草app an intentional process to review candidates individually and as a committee. There is a natural tension at this step of the process between speed/efficiency and thoroughness. The primary goal in this stage is evaluate each candidate fairly, based intentionally on the criteria in the job description, and to make an initial assessment of candidacy. Rushing through the process can create a scenario in which committee members miss potential candidate strengths or evaluate candidates based on superficial features.聽 At the same time, taking too much time in this stage can cause the process to draw out, which can be frustrating and聽 risk losing candidates to other institutions.

Building evaluation tools:

If evaluation tools were not created in the earlier stages, start by defining clear criteria around the following qualifications:

• Scholarly impact (avoid shortcuts such as substituting quantity of publications or journal impact factors for the actual evaluation of the impact of the work).
• Scholarly productivity and potential for continued contributions and impact.
• Research/creative activities funding and future potential for such funding.
• Ability and potential to attract and mentor graduate students.
• Ability and potential to teach and supervise undergraduates.
• Ability and potential to successfully attract, teach, and advise a diversity of students.
• Commitment to collaboration with colleagues and community partners.
• Commitment to the university and department鈥檚 strategic plan.
• Investing positive contributions to the department鈥檚 climate.
• Being a conscientious department citizen.

Candidate evaluation tools can vary by search but should be consistently applied to every candidate, tied to posted position description requirements, and clear about committee scoring and candidate qualification criteria. This evaluation can be completed , file notes, and assign a basic score. The evaluation tool can range from a , to a more complex and customized scoring spreadsheet. How candidates are evaluated is a committee decision, but the methods for evaluation need to be clear, measurable, documented for decision-making, and consistently applied to all candidates by all members of the committee. With open rank searches, it is a best practice recommendation to create separate evaluation criteria for each level (i.e. assistant vs. full professor).

HR Note: If the committee opts to download applicant files for review outside of the PageUp system, please note that there are often flags related to visa sponsorship, veterans status, and current employment status that will not transfer to a packet download. Department Recruitment Coordinators (DRCs) and Search Committee Chairs have a responsibility to ensure that these flags are taken into account for the selected interview pool.

Reviewing candidate files:

Ideally all committee members review all applications. At minimum, all applications should be reviewed by more than one person. If there are hundreds of applicants, the search chair should assign subsets to each committee member and should vary the pairings of reviewers to avoid creating 鈥渕ini-committees of two.鈥�

Ensure all candidate files are thoroughly reviewed. As the committee identifies strong candidates, also look for reasons to keep candidates under consideration, rather than exclude them, to ensure all candidates are fully considered.

At this stage, keep in mind the effect of unconscious bias in the evaluation process. To avoid negative impacts on candidate evaluations, take time to review . If the search was set up with an 鈥榦pen until filled鈥� status with a review date, keep in mind that candidate files received need to be reviewed and evaluated with the same process as the initial pool. In some cases this is a handful of additional applicants to review, and in some it may be quite a few. If you have a larger second group of candidates we suggest going with a 鈥楶ool A鈥� and 鈥楶ool B鈥� mentality and evaluating all applicants completely.

Candidate interview selection:

Once the committee reaches consensus on the candidates to invite for an initial interview, the DRC will need to mark those candidates as 鈥榯o be interviewed鈥� in PageUp so that Human Resources (HR) can review the pool. In most cases, this is a list of 8 to 12 candidates (number can vary by pool). If the position is remote-eligible, HR and the General Counsel office will review the list of candidates to ensure the committee has the information needed as it relates to limitations and costs of hiring candidates in other locations.

Resources:

• Job Aid –

Initial Interview

Candidate interviews:

Once the interview pool is certified, the committee can begin inviting candidates for an initial interview. This interview is generally conducted virtually. Some things to consider to prepare for interviews:

• All interviews are a two-way street. Search committee members are determining if a candidate is a good fit for the position and candidates are determining if 青青草app State is a place where they can see themselves being successful. Maintain that mindset when communicating and interacting with candidates.
• As a committee, determine what . These questions should be consistent and asked of each candidate. It also helps to assign questions to committee members in advance. Determine which questions are most critical given the time allotted for the interview.
• This may mean asking fewer questions, determining which questions are most critical, and which might be extracted from candidate submissions.
  The timing and format of the interview with each candidate should be as consistent as possible (e.g., giving some candidates more time or asking different follow-up questions can mean that at this stage not every candidate has the same opportunity to demonstrate what they have to offer). It can be useful to have a 鈥渞un of show鈥� and timekeeper to maintain consistency.
• In addition to determining which questions to ask, please review the .
• To open the virtual interview, the search chair should introduce themselves and the committee and give an overview of the agenda.
• ALWAYS allow a few minutes at the end of the interview for the candidate to ask questions of the committee. This time is valuable from a candidate experience perspective and can also give the committee additional insight into the candidate.
• Take notes during the interview to allow for clear reflection on candidates later in the process.

Selecting on-campus interviews:

At the conclusion of the initial interviews, each committee member should review their notes and the rating system to determine final on-campus interviews. Candidates not selected to move forward to an on-campus interview should be updated to 鈥業nterview unsuccessful鈥� and notified via PageUp.

Notifying reserve or not-selected candidates:

It is recommended that candidates not being selected for interviews be notified of this decision as soon as possible. Transparency and clear communication is associated with a positive candidate experience, even when a candidate is not selected. Please review this attached guide which outlines the different candidate statuses available, what notification messages are attached to each, and best practice recommendations for reserve candidates.

Candidate Materials and Documentation:

All candidate materials are to remain confidential and should be utilized only by the designated search committee. Sharing of materials or discussion of specific candidates outside of the committee is a violation of university policy and candidate trust.

At the end of every search, Human Resources will also reach out to gather materials related to the selection process. This will include things like: evaluation rubrics/scoring sheets, interview questions and notes, committee surveys/notes, reference check notes and other documentation related to the search process etc. HR best practice recommendation is to store search and interview materials in a shared folder that the department DRC can share with HR at the conclusion of the search.

Resources:

On Campus Interview

It is easy to think of the on-campus visit as just another interview stage, but in reality, this is where the focus of a search should shift from selection to recruitment. Each candidate who comes to campus should leave with a favorable impression of 青青草app State, regardless of whether a candidate is chosen as the finalist. The on-campus visit allows finalists to showcase their professional and scholarly pursuits, and is also an opportunity for the unit to welcome finalists into a new community. Remember to consider a candidate鈥檚 experience when building out interview plans.

The visits, including interviews, presentations, and preparation time should be carefully planned to ensure that all candidates receive the same treatment and are evaluated in the same manner. It is best practice to interview internal candidates first from a finalist pool. This practice avoids internal candidates having a potential advantage of firsthand information about other candidates’ final interviews.

The Search Chair (or designated faculty ambassador) should check with the candidates throughout the visit to ensure interviews are proceeding in a positive manner and to address any potential issues. All visiting candidates should have direct contact information for the search chair.

If there are finalists who require visa sponsorship (as flagged in PageUp), and the search chair has not yet connected with the Center for Global Engagement office, please do so immediately.

Best practices for executing a successful on-campus search:

• Identify primary staff 青青草app to coordinate all necessary documentation, travel arrangements, and reimbursements.
• Develop an agenda for the visit which includes (when relevant) the names of individuals who will be helping candidates move from one location to another, and provides the cell phone numbers of those individuals.
• There are a variety of different resources on campus that it may be valuable to connect your candidates with on their visit. This could include things like HR Benefits, Center for Teaching and Learning (CTL), Center for Research and Creative Activity, eCampus, Global Engagement, etc. The Faculty Recruiting Team is happy to consult on what options are available around campus, what might be a good fit for your candidates, and how to best connect with those areas.
• Assemble an information packet to share with each candidate with a detailed schedule identifying the name and affiliation of each person they will meet. Photographs, websites, and a map make it easier for candidates to orient themselves before arriving.
• Involve candidates in interactions with faculty and students in multiple venues, including talks, individual and group meetings, and meals.
• Gather relevant materials from around campus for a 鈥榟otel packet鈥� for each candidate. This can include HR benefits information, campus brochures, faculty development resources, employee resource groups, or research tools available on campus. Also consider including Information about the City of 青青草app, a variety of restaurant menu options, and a list of local attractions to showcase what the Treasure Valley has to offer a prospective candidate. The Faculty Recruiting Team is available to help assemble information packets, or guide you in putting it together.
• If a job talk is expected, notify each candidate, providing clear guidance about what is expected. For example, indicate the anticipated length of the talk and clarify whether the unit is interested in a specific research topic or a broad overview of the candidate鈥檚 research program and future research plans. If the candidate is asked to do a teaching demonstration, clarify what is expected and who the audience will be.
• Faculty in the department should also know what the candidate has been asked to prepare and what instructions were given for the candidate鈥檚 public presentation.
• Schedule candidate interviews with the unit administrator (chair, director, or dean)
• Ensure that all faculty and community members interacting with candidates are reminded about professional standards of conduct and legal limitations for questions. Review Interview Topics to Avoid.
• All committee members should attend all job talks/presentations in person, or at minimum watch recordings of those sessions. Ideally, all voting members of the department would also attend or view all job talks/presentations. Without consistent attendance, committee members and others may inadvertently give more weight to candidates whose talks they attended.
• Enlist graduate and undergraduate students to attend job talks/presentations to ensure they are well attended. The committee should encourage students to ask questions (and solicit their feedback).

If the search or hiring committee committed to providing the candidate follow-up information, provide it as soon as possible.

Immediately following an on-campus visit, the Search Chair should email everyone who interacted with the candidate, and ask for feedback, on a standardized form. These sample forms can be used for initial candidate review as well as this broader collection of feedback on job talks, meetings, and interviews. Creating a google form is a great method to collect feedback.

Once all campus interviews have been completed, hold a search committee meeting to select a preferred candidate and an alternate candidate in the event that the top choice declines. The committee will typically draft a statement for the department/unit leader that outlines their rationale for the final decision. This should include why they are recommending the candidate(s) in relation to the position description, evaluation criteria, and feedback received.

Resources:

• Embargoed, Sanctioned, or Prohibited Destinations, Organizations, or Individuals
• Visit Expense Information (Meals, Hotels, Transportation)

Verbal and Written Offer

Next Steps After Interviews:

After interviews are complete and feedback has been gathered from faculty and department stakeholders, it鈥檚 time to check references for final candidates. This is typically done via phone call and many committees utilize this . It is possible to conduct reference checks via the .

Reference Check notes:

• Be sure to notify candidates that you are starting to contact references.
• General rule is to conduct three reference checks. If references listed by the candidate are not responsive, make at least two communication attempts for each listed reference to ensure due diligence.
• Three references are generally gathered as part of the candidate application (in PageUp).
• It is an HR best practice recommendation to limit reference calls to names that were given by or approved by the candidate. If you feel additional references are needed, please discuss directly with the candidate who may be able to provide additional references or context for why they would not want you to call certain references. In the interest of candidate experience and professional courtesy, calling off-list references should be used sparingly if at all. Calling references not approved by the candidate opens the candidate up to risks in their current position, can damage their current working relationships, and the value of information gathered may not outweigh the potential ramifications.
• Reference letters satisfy the reference requirements, so additional phone calls would not be required.
• Be sure to ask references about skills and/or abilities relevant to the position.
• DO NOT ask about anything related to the person鈥檚 age, race, gender or personal life.
• If a reference is poor, try to understand the performance issue and potential causes by asking questions. Consider how these issues might continue in the new position.

If a final candidate requires visa sponsorship, be sure to update the Center for Global Engagement office on the status of the search.

Once a final candidate has been selected by the committee and presented to the department/unit leader or hiring manager, the decision will be confirmed or finalized by the department/unit leader and dean. In tenure track searches, Provost approval is required prior to making a verbal offer. To receive that approval, the Dean should submit a selection statement and copy of candidate鈥檚 CV directly to the Provost (cc Kristen DeBoer).

After approval to make the offer is received, the typical first step is for the department/unit leader or dean to contact the finalist and make a verbal offer. This verbal offer stage will typically involve candidate negotiations related to salary, pre-tenure course reductions, credit for prior service toward tenure, startup funds, and graduate assistantships. All candidate agreements should be communicated to Human Resources (HR) and the Faculty Recruiter to ensure it is included in the final offer letter.

Once a verbal offer is accepted, information related to salary, start up funds, space allocation, moving expenses, tenure and promotion credits should be relayed to the Department Recruitment Coordinator (DRC) for entry into the . Submission of the offer card will launch a back青青草app check and degree verification process in HR. HR will also draft an offer letter which will be sent electronically to the candidate after it is reviewed by the hiring manager, budget approver, and Provost. Be sure to communicate with HR all verbal negotiations with the candidate.

When the candidate accepts the written offer (sent electronically), the candidate will receive new employee paperwork, and move to HR onboarding.

Notify unsuccessful final candidates only after an offer has been accepted, but prior to public announcements about who has accepted the appointment. It is a best practice recommendation for the department or search chair to contact finalists directly to let unsuccessful candidates know they were not selected. In addition, any internal candidates should receive a direct communication if they are not selected. All candidates should also be updated in PageUp so applications status is updated. There is a two-day delay on notification emails from the system, so system updates and finalist contacts can occur simultaneously.

The HR team will contact the DRC (and possibly search chair) to gather final documentation related to the search. As a reminder, this includes evaluation rubrics and scoring sheets; interview questions and notes; committee surveys and notes; and reference check notes.

In the event of a failed or unsuccessful search, candidate statuses should be updated via PageUp. It is recommended that any finalist who came to campus receive a direct communication of the decision to close the search without an offer. In the event of reposting, please connect with the Faculty Recruiter to strategize for the next search.

At the conclusion of each search, all members of the search committee, DRC, department/unit leader, and dean (if applicable) will be sent a survey to gather feedback related to the search. The HR Faculty Recruiting team is committed to 青青草apping campus in all aspects of the faculty search process and will utilize this survey data to build future tools and direct process updates.

Resources:

• Embargoed, Sanctioned, or Prohibited Destinations, Organizations, or Individuals
• *
• Job Aid –
• Job Aid –
• (Non-Faculty Spouse/Partner)
• Dual Career Policy (Faculty Spouse/Partner)
• Standard Employment Dates
• Job Aid –
• Job Aid –

Onboarding

Once a candidate has accepted an offer, it is time to start building an onboarding plan. Keep in mind that onboarding a new faculty member is as important as any part of the selection process. The best way to 青青草app a new faculty member is to help them build connections and integrate with their peers, colleagues and key individuals across campus. This will help them assimilate to their new career at 青青草app State, and increases employee engagement and retention. Onboarding is more than an initial setup and welcome to campus. Successful onboarding is at least a one year commitment. This responsibility lies primarily with the department/unit leader, but the entire unit should be involved and commit to creating a welcoming environment. The HR Organizational Development Team (OD) is available to partner with leaders and offer best practices.

When a candidate accepts their electronic offer from Human Resources (HR), they will complete the IDBSU information form which will start the process of building an electronic employee profile in the HR and payroll systems. This will also launch HR onboarding emails to provide them with information on essential tasks, required paperwork and instructions for how to sign up for their employee benefits. The department/unit leader will also receive a link to HR鈥檚 .

Before their start date, HR recommends spending time building out an for a new hire. If there are any issues raised during the search process related to your candidate鈥檚 strengths or weaknesses, those can be addressed in this development plan.

It鈥檚 important to let new faculty know about New Faculty Orientation and the Interdisciplinary Mentoring Program. This orientation is a great welcome to campus, and helps build a network with other incoming faculty. Please encourage them to arrive in 青青草app in time for this orientation (typically the Wednesday to Friday before the first week of classes). If your department has a culture of faculty mentoring, connect the new faculty member with colleagues who can 青青草app their professional development. Think through what resources a new faculty member needs to be successful in research, teaching, service, and work-life balance. Share information about the program and course learning outcomes in your department; share syllabi for the courses the new faculty member will be teaching; provide information about how to order course materials, etc. Intentionally connect new employees with research-related resources and potential research partners both in the department and in other areas of the university (for example, the Office of Sponsored Programs, the Center for Research and Creative Activities). As you engage new colleagues, be aware that new employees can easily be overwhelmed by too much information given at once. Think best how to prioritize information and distribute it across the first semester and even the first year.

Generally speaking, you will make an offer to a faculty candidate in the spring for that person to start in late summer or fall of the following semester. This can be a lengthy period of time where there is little communication from 青青草app State. Be sure to intentionally stay in contact with your incoming faculty to keep them engaged, help with their transition and to reinforce that they have made the right decision to come to 青青草app State. It is also a good idea to notify your candidate of any pre-semester department retreats or other events for which the dates are known. Knowing these dates can be especially important for people timing their move to the 青青草app area. If dates are not known, letting new faculty know that dates for these events will be communicated as soon as they are known is helpful. 青青草app State offers several resources that can potentially help you 青青草app your candidate with things like housing, , and .

Complete the I-9 form:

All new hires are required by law to complete an I-9 form on or before their first day of employment. This can be completed remotely if they are not in 青青草app on their contract date (July). The HR offices are open from 8 a.m. to 5 p.m. Monday through Friday. The I-9 form should be completed no later than close of business on the Friday before classes start. Questions related to I-9 forms can be directed to i9information@boisestate.edu or 208-426-1616.

Resources:

• Global Engagement – Visa Assistance
• Employee Housing Assistance Program
• Dual Career Assistance Program
• Human Resources I-9 Information Page
• Human Resources Payroll information
• Human Resources Benefits Information
• Office of the Provost – Faculty Handbook