faculty search committee orientation
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Faculty Search Committee OrientationTRANSCRIPT
FACULTY SEARCH COMMITTEE ORIENTATION 2011-12
FACULTY SEARCH COMMITTEE ORIENTATION 2011-12 Emerson College values and has placed an ins4tu4onal priority on mul4culturalism in the campus community. Through its constantly evolving curriculum it prepares students for success in an increasingly mul4cultural society. The successful candidate must have the ability to work effec4vely with faculty, students, and staff from diverse backgrounds. Members of historically under‐represented groups are encouraged to apply. Emerson College is an Equal Opportunity Employer that encourages diversity in the workplace.
Presented by
Richard ZauF, Office of Academic Affairs Gwen Bates, Office of Diversity and Inclusion
OVERVIEW
• Purpose • Diversity Terms • Employment Laws • Unconscious Bias • Elimina9ng Bias in the Interviewing Process • Bad and Good Prac9ces in Diversity Hiring • Interviewing Guidelines (Steps in the Search Process) • Ac9ve Recruitment • Reviewing Applica9ons • Interviews • Interview Dos and Don’ts • Campus Visits
PURPOSE
• These orienta9ons address cultural competence, employment laws, elimina9ng bias in the interviewing process, diversity ini9a9ves, search and screen procedures, best prac9ces, recruitment, search commiIee responsibili9es, and interview techniques.
• These sponsored orienta9ons replace the numerous individual search commiIee orienta9ons in order to address more comprehensively the many issues, topics, and ques9ons surrounding the search and screen process.
• All members of any search commiIee approved by Academic Affairs are required to aIend a search commiIee orienta9on authorized by the Office of Academic Affairs. If a search commiIee member fails to aIend, the member is no longer eligible to serve on that search commiIee and the administrator who called for the search may appoint an appropriate replacement, who also must aIend the orienta9on (Faculty Handbook, Sec9on 5, page 6).
• The offices of Academic Affairs and Diversity and Inclusion will schedule orienta9ons in the fall and spring semesters to accommodate faculty schedules and searches as they develop.
WHAT IS DISCRIMINATION?
• Discrimina9on in the workplace is widely understood as unfairly limi9ng the poten9al of employees on the basis of their skin color, ethnicity, gender, sexual orienta9on, religion, physical, ability or other iden9ty or affilia9on.
• Many laws have been passed making this kind of discrimina9on illegal (e.g., Title VII of the Civil Rights act, ADA, ADEA, etc.).
WHAT IS PERCEPTION?
Workplace percep9ons have significant influence on both how people get along with others and how they are hired and promoted. Regardless of the laws and rules in place for equal‐employment opportuni9es, percep9ons s9ll influence employment decisions. • Mispercep9ons can result in illegal workplace behavior, including sexual
harassment or discrimina9on, homophobia or disability discrimina9on.
• People bring their personal preferences and dislikes to the office, which are some9mes translated into mispercep9ons about the people with which they work.
• The sensi9ve areas that typically influence diversity the most are recruitment, hiring, promo9on. Mispercep9ons can lead to hiring selec9ons and personnel approvals that cannot be jus9fied. These expose the organiza9on to legal risks.
WHAT IS DIVERSITY?
Diversity in the workplace includes sensi9vity and tolerance to others who differ in race, religion or culture. Although discrimina9on in the workplace is illegal, laws do not automa9cally change a\tudes, and encouraging diversity awareness may require proac9ve ac9vi9es.
• Prac9ces prohibited by U.S. an9‐discrimina9on laws include disparate treatment
of employees based on race, na9onal origin, color, sex, age or physical disability. The Equal Opportunity Employment Commission (EEOC) enforces the provisions of the Civil Rights Act of 1964 and other legisla9on that calls for fair employment prac9ces.
• Fostering diversity may require ac9vely recrui9ng members of tradi9onally underrepresented groups. Some techniques of ac9ve recruitment may include widely adver9sing open posi9ons and even direct contact of qualified colleagues from underrepresented groups to inform them of job openings.
EMPLOYMENT LAWS AND EMERSON’S EEO POLICIES Title VII of the Civil Rights Act of 1964, is the primary federal law that prohibits employment discrimina9on. Title VII prohibits employers from making employment related decisions based on a person’s protected characteris9cs.
What are protected characteris9cs?
– Race – Color – Religion – Gender – Na9onal Origin
EMPLOYMENT LAWS AND EMERSON’S EEO POLICIES
• Age Discrimina9on in Employment Act (ADEA) is a federal law that prohibits an employer from refusing to hire or otherwise discriminate against employees or job applicants over the age of 40.
• Americans with Disabili9es Act (ADA and also ADAAA) is a federal law that protects qualified employees and job applicants with disabili9es from discrimina9on by employers. It also requires employers to make reasonable accommoda9ons to support a disabled individuals ability to perform essen9al job func9ons and tasks.
• Affirma9ve Obliga9on and Diversity each broaden the concept of equal employment opportunity. Affirma9ve Ac9on/Obliga9on ensures inclusion and equal employment opportuni9es for (women, minori9es, veterans, and individuals with disabili9es), and also highlight certain metrics that assess the effec9veness of employment prac9ces and/or iden9fica9on of process focused objec9ves.
WHAT IS BIAS?
• Biases are judgments that human beings rely on to make snap decisions.
• Racism, sexism, heterosexism, and classism are forms of bias. • However, the human brain has evolved the ability to make snap decisions as a
survival mechanism; therefore, the ability to develop biases is a characteris9c of a normal func9oning brain.
DISCRIMINATION & BIAS
• So… should a person discriminate when making hiring and promo9on decisions at work?
• Ironically, yes – but only by using valid discriminators that accurately predict a person’s ability to perform. Discrimina9on on the basis of social iden99es is always wrong.
• Does it then follow…that a person should use biases when making hiring and promo9on decisions at work?
• No. Employment decisions are not life‐and‐death situa9ons that require snap judgments.
UNCONSCIOUS BIAS
• Corporate CEO Selec9ons Favored Taller Men* – Less than 15% of American men are over 6
feet tall, yet almost 60% of corporate CEOs are over 6 feet tall.
• Job Applicants With Ethnic‐Sounding Names
Were Disadvantaged** – A recent study shows that people with
“white‐sounding" names are 50% more likely to get a response to their resume than are those with "black‐sounding“ names, regardless of the background of the interviewers.
* USA Today, “Does Height Equal Power?” (7/17/07) ** Na4onal Bureau of Economic Research John Tariq
UNCONSCIOUS BIAS
Biases are most likely to be triggered when:
• You encounter a visible/salient iden9ty (e.g., age, gender, race, a visible disability).
• You are feeling the stress of 9me pressure. • A quick decision is needed. • You are experiencing cogni9ve overload. • You are mul9‐tasking. • Ambiguity is present. • A perceived lack of accountability is present. • You are fa9gued/9red.
UNLOCKING UNCONSCIOUS BIAS
• The key to ensuring that your unconscious biases are not leading to decisions that are detrimental to your success or the success of the organiza9on is self‐awareness.
• Those entrusted with hiring and promo9on decisions should be held accountable for not only their decisions, but the way in which decisions are made.
• Words like “not a good fit” or “just didn’t have a good feeling about him/her” are ooen signs of unconscious bias at work, and should not be accepted at face value during personnel discussions.
• Ooen unconscious bias is ignorance. “I didn’t realize what I said was discriminatory” and “I didn’t mean what I said to sound biased” are ooen signs of unconscious bias at work.
UNLOCKING UNCONSCIOUS BIAS | con4nued
• Discuss important decisions with colleagues you trust.
• If you can’t ar9culate reasons why a person is or isn’t a good hire/promo9on, try wri9ng it down; ooen, the wri9ng process helps to unlock the underlying reasons for your posi9ve or nega9ve reac9ons.
• Take the Implicit Associa9on Test online (Google “Harvard IAT” …each test takes 10‐15 minutes).
• Take advantage of learning opportuni9es to further your own self‐awareness.
• Make a commitment to prac9ce transparency in work and life.
KEY ELEMENTS IN HIRING INDIVIDUALS UNLIKE ME
• Willingness to step outside my comfort zone and consider individuals who are different.
• Willingness to re‐examine my own assump9ons about diverse individuals.
• Willingness to be challenged by their differences.
• Understanding what my assump9ons are and working through them.
• Understanding that we all have bias.
• Understanding and acknowledging what biases you may have that might impede your objec9vity.
BAD PRACTICES IN RECRUITING
Avoid the following: • Cloning – Seeking candidates who are mirror images of yourself.
• Pendulum Hiring – Hiring someone just because they are very different from the previous posi9on holder.
• Snap Judgments and Seizing of Pretexts – Giving excessive weight to something trivial, in order to
jus9fy quick dismissal of a candidate. • Eli9st Behavior – “Raising the bar” by increasing the qualifica9ons for women and people of color
candidates because their competency doesn’t strike you or other commiIee members as trustworthy or expressing suspicion about the authen9city of the non‐majority candidates’ creden9als or recommenda9ons.
• Wishful Thinking – Insis9ng that racism or sexism no longer exist.
• Disingenuous and Willful Innocence – Insis9ng that a department and its search commiIee can be and
must be gender‐blind and race‐blind in recrui9ng.
GOOD PRACTICES IN DIVERSITY RECRUITING
• Avoid easy excuses and self‐fulfilling myths about how difficult it will be to hire minority and women staff.
• Recruit year‐round like a football coach. • Receive guidance from your Chair, Dean, and VP. • Ensure diversity in the search commiIee’s membership. • Use detailed language about diversity in the job adver9sement, not merely
boilerplate statements. • Follow consistent arrangements for campus visits and interviews of job candidates.
Improvement in recruitment will require substan4al long‐term efforts from many. There is no quick fix. We must make the effort to overcome these “bad prac4ces” or diversity will remain only a slogan.
GOAL
Emerson’s goal is to select and hire the most qualified applicants. Using a fair and balanced hiring and selec9on process helps to ensure that we are hiring the best candidates to fit each job. Screening criteria and interview ques9ons should relate directly to well‐defined job qualifica9ons and du9es. This establishes a standard of fairness in diversity for employees. "Ability to work in a diverse culture" should be a job requirement. Many companies now list this in job pos9ngs and descrip9ons. Ques9ons that should be asked of all candidates in interviews:
• Please give examples of your experience working successfully with diverse popula9ons.
• Have you par9cipated in any diversity ini9a9ves in the past? If so what was your role?
Hiring employees who are familiar with diversity and understand the importance of fairness and equality helps to establish an appropriate work environment.
VALUE STATEMENT
Emerson College values and has placed an ins4tu4onal priority on mul4culturalism in the campus community. Through its constantly evolving curriculum it seeks to prepare students for success in an increasingly mul4cultural society. The successful candidate must have the ability to work effec4vely with faculty, students, and staff from diverse backgrounds. Members of historically underrepresented groups are encouraged to apply.
BEST PRACTICES IN SEARCH PROCESS
• A hallmark of a good search is CONSISTENCY and CONFIDENTIALITY
– Treat all applica9ons and candidates the same way. • Treat “internal” candidates the same as all other applicants.
– Do not discuss the search or applicants with department colleagues. • Discuss the search only with the search commiIee, Chair, Dean, HR, and
Academic Affairs. • AIend all search commiIee mee9ngs, review all applica9ons, par9cipate in discussions,
help determine recommenda9ons, and par9cipate in the interviews. Search commiIee members who do not fully par9cipate cannot offer a complete and consistent considera9on of all candidates.
• Select a single spokesperson to respond to inquiries and contact applicants about missing
applica9on materials so applicants don’t get different informa9on from different people.
BEST PRACTICES IN SEARCH PROCESS
• Do not rely on and use unsubstan9ated informa9on about a candidate found on the web.
• Conduct ac9ve recruitment to expand the applica9on pool to include diverse
candidates. Search commiIee members can contact poten9al candidates as part of their ac9ve recruitment efforts. Do not discuss privileged department informa9on that might give a candidate insider informa9on that would give them an unfair advantage over other candidates. Do not make promises to a candidate. Do not discuss department poli9cs or other internal issues.
• Be a good ambassador for Emerson and Boston. We are trying to sell the
candidate on us as much as we are trying to determine if a candidate is a good match for our needs.
• Refer candidate ques9ons you cannot answer, or feel uncomfortable answering,
to the Office of Diversity and Inclusion and Academic Affairs.
GUIDELINES FOR SEARCH AND APPOINTMENT | Faculty Handbook Sec9on 6, page 6
The Faculty Handbook has 6 steps for the Search and Appointment of New Full‐9me Faculty Members. Step 1 Each year, the Department Chair, aoer consulta9on with the full‐9me faculty of the Department, sends to the Dean a wriIen request for new or replacement posi9ons. The Dean and the Vice President for Academic Affairs review these requests. When the Vice President for Academic Affairs approves the recruitment of a full‐9me faculty posi9on, the Department Chair ini9ates the recruitment process in consulta9on with the appropriate full‐9me faculty of the Department and the Dean. Step 2 The eligible full‐9me faculty members of the Department (as determined by the Department) elect the search commiIee from a slate of candidates recommended by the Chair in consulta9on with the Dean. In certain circumstances, the Chair, in consulta9on with the Dean, may appoint an addi9onal person. The Chair and faculty strive to include individuals with different perspec9ves and exper9se and with a demonstrated commitment to diversity. The search commiIee elects its own Chair. The search commiIee develops appropriate selec9on criteria and ensures that they apply the criteria consistently to all applicants. The commiIee solicits nomina9ons and applica9ons through appropriate professional channels as well as from within the College. Throughout the search process, the search commiIee holds its mee9ngs and conducts its business independently, without the par9cipa9on of the Chair, unless he or she is invited for a par9cular purpose to a mee9ng.
GUIDELINES FOR SEARCH AND APPOINTMENT | Faculty Handbook Sec9on 6, page 6
Step 3 Aoer the search commiIee reviews all applicants and checks references, the Chair of the search commiIee and the Department Chair consult with the Dean prior to the Dean’s authoriza9on of on‐campus interviews. Only the Dean may authorize on‐campus interviews. Step 4 Subsequent to the on‐campus interviews, the search commiIee reports its findings and recommenda9ons to the full‐9me faculty of the Department. Aoer considera9on of the search commiIee’s report and recommenda9ons, the eligible full‐9me faculty and teaching staff (as determined by the Department) first votes on the acceptability of each candidate interviewed and then rank orders the acceptable candidates. When applicable, the recommenda9on includes suggested rank and/or tenure transfer. The Chair of the search commiIee forwards a wriIen recommenda9on on the acceptability and rank ordering of the candidate(s) to the Dean, with a copy to the Department Chair. The Department Chair forwards his or her independent wriIen recommenda9on on the acceptability and rank ordering of the candidate(s) to the Dean, with a copy to the search commiIee. The search commiIee Chair, the Department Chair and the Dean (with the possible inclusion of the search commiIee) meet to discuss the recommenda9ons.
GUIDELINES FOR SEARCH AND APPOINTMENT | Faculty Handbook Sec9on 6, page 6
Step 5 The Dean recommends to the Vice President for Academic Affairs a candidate for appointment. If the Vice President for Academic Affairs accepts the recommenda9on, the Dean sends a wriIen offer of employment to the recommended candidate as expedi9ously as possible and no9fies the Department Chair and the Chair of the search commiIee that she or he has made the offer. Typically, the leIer of offer from the Dean of the School will state that a tenure‐track faculty member may not serve on any commiIee during the first year of employment. The Dean will also include departmental tenure and promo9on guidelines with the leIer of offer. The faculty member is advised to meet with the Department Chair during the first month of employment to discuss these guidelines. Step 6 Should the Dean find it necessary to reject the recommenda9ons of the faculty, the Dean may ask the faculty to re‐evaluate the candidate pool. Should no acceptable candidate(s) emerge, and aoer consulta9on with the Vice President for Academic Affairs, the Dean may ask the Department Chair to recommence the search procedures outlined above. The Dean may recommend to the Vice President for Academic Affairs an interim term faculty member (as referenced in 4.1.5) to hold that posi9on during the period of the recommenced search. In the case of two unsuccessful searches for a given posi9on, the Dean may ins9tute an alterna9ve procedure accommoda9ng as much of the usual process and involvement of faculty and administrators as is possible.
GUIDELINES FOR SEARCH AND APPOINTMENT
• All posi9on descrip9on/job ads must be approved by the Chair, Dean and Academic Affairs before it is posted or sent.
• Job ads can be ini9ally developed by the faculty, the faculty search commiIee, the Chair, Dean, or Academic Affairs depending on whether the posi9on is an exis9ng or new. The job ad should be approved by the faculty or search commiIee before being approved by Chairs and Deans.
• Full job ads are first posted on the Human Resources page and the New England Higher Educa9on Recruitment Consor9um (HERC) sites to begin the pos9ng process. Academic Affairs will post job ads on addi9onal selected sites, usually averaging between 8‐13. Abbreviated ads may be developed for pos9ng on other sites with limited space. Search commiIee members may be asked to post ads on professional sites or ones with member access only.
• All applicants will be directed to fill out an online applica9on form on the Human Resources page and
asked to provide op9onal informa9on on their racial and ethnic backgrounds on a Self‐Iden9fica9on Ques9onnaire. This informa9on will not be linked to applicant names, but used only to learn about the diversity of our applicant pools.
GUIDELINES FOR SEARCH AND APPOINTMENT
• Deans make all contractual offers and conduct all nego9a9ons with recommended candidates.
• Search commiIee sends applica9on files, log, and commiIee minutes to Academic Affairs for archiving – files must be kept for three years.
• There are no requirements for bringing in a designated number of candidates for interview. Three or four are best. Too few and there is limited selec9on, and too many puts a strain on resources and 9me.
• The financial cost of recruitment will be covered by Academic Affairs. The cost of interviews, travel, lodging, etc. will be the responsibility of the departments.
• Search commiIee sends no9ces to all applicants aoer hire is made.
ACTIVE RECRUITMENT
• Post job ads on a variety of job banks, publica9ons, and professional web sites, including diversity job banks, publica9ons.
• Network with professional colleagues via phone or email – ask if they are interested or know someone who might be.
• Send the job ad to leading professionals in your field.
• When aIending conferences or professional mee9ngs, distribute job ads and talk to poten9al candidates.
• Iden9fy poten9al candidates at other ins9tu9ons or in your professional and discuss with your Dean about invi9ng them to apply.
• Keep an eye out for poten9al future colleagues at conferences even if a posi9on isn’t currently available – make contact and follow‐up to develop their interest in Emerson.
REVIEWING APPLICATIONS Developing Review Criteria • Search commiIees should develop review criteria based on the job ad requirements before
applica9ons are reviewed.
• Review criteria consists of the minimum qualifica9ons stated in the ad, job responsibili9es, teaching assignments, and other du9es or desirable experience.
Reference Checks • Once the search commiIee has conduced the ini9al review of applicants and has narrowed the
applicant pool down to poten9al candidates, applicants should be no9fied that their references will be contacted.
• Search commiIees are not restricted to contac9ng only the references provided by applicants – inform applicants you will be calling other professional colleagues.
• Search commiIees may not use unverified informa9on found on the web when considering applicants.
• Search commiIee should develop specific ques9ons to ask references – all ques9ons must be job‐related.
Search Commi>ee Minutes • Search commiIees must document the 9me, date, and aIendees of all search commiIee mee9ngs.
• Minutes should include only the topics discussed, not informa9on about specific candidates.
INTERVIEWS
• Search commiIees may choose to conduct phone interviews to iden9fy a smaller, manageable pool of applicants before the final pool of candidates are recommended to the Dean.
• Phone and Skype interviews should be conducted according to the same guidelines as in‐person interviews.
• Interviews begin the moment a candidate arrives and end when the candidate departs. Social events and search commiIee dinners are all part of the interview visit.
INTERVIEWS
• Search commiIees and department Chairs will submit the Informa4on Sheet for Searches form to the Dean before permission is granted to interview finalist candidates.
• Searches that do not follow procedures or do not generate a sufficient or
acceptable pool of applicants may be postponed or cancelled by the Dean.
• Search commiIees are asked to interview their top candidates via Skype or some other interac9ve online interview applica9on. The search commiIee will then send their recommenda9ons to the Dean, and if approval is granted, the top candidates will be brought to campus for an on‐site interview. If the search commiIee recommends hire, and the Dean agrees, the search will be concluded if an offer is made and accepted.
ITINERARY FOR CAMPUS VISITS
• Once a final candidate is approved for campus visit, search commiIees should arrange the i9nerary.
• If mul9ple candidates visit campus, then each candidate must be given the same 9me and opportuni9es.
– All candidates should give a presenta9on to the home department faculty. This can be a formal presenta9on on research, teaching a class, or other forum decided by the department.
– Interview with the search commiIee. – Interview working dinner with search commiIee. – Meet individually with the Chair. – Meet individually with the Dean. – Meet individually with the VPAA or Associate VPAA. – Meet with the President if the candidate has tenure and tenure transfer is a possibility. – Meet with HR. – Meet department faculty and staff at an open recep9on or lunch.
• The search commiIee serves as the host for all candidate visits.
ITINERARY FOR CAMPUS VISITS
• The search commiIee serves as the host for all candidate visits.
• A member of the search commiIee should accompany candidates to all campus mee9ngs and provide introduc9ons.
• Department faculty and staff members (other than Chairs, Deans and Senior administrators) should not meet alone with candidates in order to avoid future poten9al accusa9ons of unfair prac9ces, harassment, or for inside informa9on or personal agendas being forwarded in the event the candidate becomes unhappy that they were not offered the posi9on.
• All faculty and staff members should remember they are ambassadors of Emerson College and Boston.
INTERVIEW STRUCTURE AND CONSIDERATIONS
• Welcome candidate. • Introduce everyone. • Consider dividing the interview into four parts:
– Pre‐determined ques9ons the search commiIee asks all candidates. – Follow‐up ques9ons based on candidate’s responses. – Ques9ons specific to that candidate’s experience. – Ques9ons from the candidate to the search commiIee.
• Designate who will ask what ques9ons – share the ques9ons so it’s not just the search commiIee chair doing all the asking.
• Interviews should be scheduled for 90 minutes to avoid running out of 9me for all ques9ons.
• All candidate interviews should follow the same structure and 9me in order to be consistent
• Ques9ons can only be job‐related. • Cannot ask ques9ons that might indirectly reveal protected status informa9on. • Dinner with candidates are part of the interview process.
INTERVIEW DOS AND DON’TS
• Put the applicant at ease with introductory and welcoming remarks.
• S9ck to the job‐related interview ques9ons determined ahead of 9me.
• Ask open‐ended ques9ons that focus on behavioral descrip9ons rather than simply “yes or no” ques9ons (i.e. have them describe a work situa9on in which they handled stress well rather than asking if they can “handle stress well”).
• Avoid hypothe9cal or leading ques9ons – ques9ons that might “test” a candidate’s response but result in “canned, predictable” answers.
• Recognize illegal ques9ons – intervene if they are asked and return to asking job‐related ques9ons.
• Stay away from ques9ons about personal lifestyles rather than job experience – phrase the ques9on so that the answer will describe on‐the‐job quali9es instead of personal quali9es – if the ques9on is not related to performance on the job, it should not be asked.
• Listen – don’t do all the talking.
TOPICS TO AVOID IN AN INTERVIEW
• Race, skin color, religion, sex, or naConal origin – EEOC guidelines prohibit asking ques9ons that may reveal this informa9on; rejected applicants could have grounds for a discrimina9ons suit if any of these ques9ons were part of the applica9on process.
• Age – is irrelevant unless you are concerned about child labor viola9ons under the Fair
Labor Standards Act, in which case you can ask for proof that he/she is old enough to work.
• Disability – the Americans with Disabili9es Act makes it illegal to ask ques9ons about an
applicant’s disability or perceived disability – it is crucial to focus on the job, not on the disability.
• Height and Weight – can be discriminatory against females, Hispanics, and/or Asians – it is
important to focus on what the job requires, not the person’s physical characteris9cs.
• Marital status/name changes/spouse/children – any ques9ons rela9ng to these issues may be construed as discriminatory, especially against women – none are job‐related.
TOPICS TO AVOID IN AN INTERVIEW
• CiCzenship – unless required by law or regula9on, you may not ask applicants if they are U.S. ci9zens since it is considered discriminatory under the Immigra9on Reform and Control Act. You may ask if candidates are authorized to work in the United States.
• English language skills – only if it is a requirement of the job (i.e. an English teacher_ ‐otherwise it could be construed as na9onal origin discrimina9on.
• Veteran status/military records – general ques9ons about a person’s background in the military should only be asked if based on business necessity or job‐related reasons. If requested, such informa9on should include a statement that general or dishonorable discharge will not be an absolute bar to employment but that other factors will be taken into considera9on.
• Bankruptcy and credit affairs – never ask about bankruptcy since it is illegal to discriminate on this basis under the Federal Bankruptcy Law ‐ all credit inquires must comply with the Fair Credit Repor9ng Act.
• Arrest record – you may ask about convic9ons, but even then it would have to be relevant to the posi9on in order to lead to immediate rejec9on.
• OrganizaCon or club membership – this might reveal protect class informa9on and it is irrelevant (i.e. Knights of Columbus, NAACP or Diabetes Associa9on).
TOPICS TO AVOID IN AN INTERVIEW | con4nued
• Union affiliaCon – could be considered an unfair labor prac9ce under the Na9onal Labor Rela9ons Act if the applicant claims he or she was not hired because of the union affilia9on.
• Weekend work/shiS changes – unless required for the job, the applicant should not have to state
whether or not they can work on the weekends – this could screen out applicants who cannot work on some weekend days because of their religious beliefs.
• Protected Status Cannot be Revealed through Indirect QuesCons – Any inquiry should be avoided
that, although not specifically listed above is designed to elicit informa9on as to race, color, ancestry, age, sex, religion, disability or arrest and court record unless based upon a bona fide occupa9onal qualifica9on.
• The only ques9ons and evalua9on criteria that are legal are:
– Job related – ques9ons pertain only to the job – Valid – accurately predicts success on the job – Used in a non – discriminatory manner – every applicant asked similar ques9ons and evaluated
on same criteria
RACE/ETHNICITY DEFINITIONS
• Hispanic/LaCno(a) American: A person of Cuban, Mexican, Puerto Rican, South or Central American, or other Spanish culture or origin regardless of race.
• American Indian or Alaska NaCve: A person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian Subcon9nent, including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand and Vietnam.
• Black or African American: A person having origins in any of the black racial groups of Africa.
• NaCve Hawaiian or Other Pacific Islander: A person having origins in any of the peoples of Hawaii, Guam, Samoa or other Pacific Islands.
• White: A person having origins in any of other original peoples of Europe, the Middle East, or North Africa.
• Two or More Races: All persons who iden9fies with more than one of the above five racial/ethnic groups.
SELF-IDENTIFICATION QUESTIONNAIRE | online applica9on op9on
You are invited to provide informa9on to assist Emerson College in mee9ng government repor9ng requirements and furthering its diversity efforts in the employment and advancement of underserved minori9es and women. Providing this informa9on is strictly voluntary and any informa9on you provide will kept confiden9al, separate from your employment applica9on, and will not be used as the basis for any employment decision.
Position Applied For: [Automated] Name: (Optional) Gender: Female Male I do not wish to self-identify
Race/Ethnicity: (See next page for Race/Ethnicity Definitions) Hispanic or Latino American Indian or Alaska Native Asian Black or American-American Native Hawaiian to Other Pacific Islander White Two or More Races I do not wish to self-identify
FACULTY SEARCH COMMITTEE ORIENTATION 2011-12
Presented by Richard ZauF, Office of Academic Affairs [email protected] Gwen Bates, Office of Diversity and Inclusion [email protected]