pierce college faculty hiring and selection training prepared by sylvia silva, j.d. pierce college...

PIERCE COLLEGE FACULTY HIRING AND SELECTION TRAINING

Prepared by Sylvia Silva, J.D. Pierce College Compliance Officer December 2004 [Rev. 5/05, 10/05, 3/07]

December 2004 [Rev.3/07]

Statement of Purpose

As a public employer, the LACCD/Pierce College has an obligation to hire the most qualified applicant for each job keeping in mind that faculty hiring should be conducted in a way that takes into account the District’s EEO obligations, its goal to employ a diverse faculty, and its commitment to affirmatively recruit individuals from groups that are historically under-represented among the faculty or within a discipline.How we accomplish these goals is the purpose of this workshop.


RESPONSIBILITY FOR HIRING

The responsibility for recruiting and selecting well-qualified faculty is a joint responsibility of the faculty and administration.

[PFHP, B.2.]


CERTIFICATION OF PROCESS

The Compliance Officer, or designee, serves as the EEO Representative on the faculty hiring committee and certifies the selection process in compliance with approved District, state and federal EEO hiring procedures.


EQUAL EMPLOYMENT OPPORTUNITY

Means that all qualified individuals have a full and fair opportunity to compete for hiring and promotion and to enjoy the benefits of employment with the District. Ensuring equal employment opportunity also involves creating an environment which fosters cooperation, acceptance, democracy, and free expression and is welcoming to men and women, persons with disabilities, and individuals from all ethnic and other protected groups.

[Title 5, Sect. 53001]


NONDISCRIMINATION AND EQUAL OPPORTUNITY – PROTECTED CATEGORIES Race/National Origin/Color/Ancestry Religion Sex (Pregnancy/Sexual Orientation) Disability (Physical/Mental) Age (40+) Marital Status Medical Condition


Discrimination - RACE

Race is rooted in the idea of biological classification of homo sapians

Includes:

Alaskan Native/American Indian

Asian/Pacific Islander

Black or African American

White (Origins in Europe)


Discrimination – National Origin

Title VI prohibits any employment decision, including recruitment, hiring and firing or layoffs, based on national origin.

National Origin refers to the place a person comes from, his ancestry, or ethnic background.

Ethnicity is the cultural characteristics that connect a particular group or groups of people to each other.


National Origin - Language

Accent Discrimination

An employer may not base a decision on an employee’s foreign accent unless the accent materially interferes with job performance

English Fluency

A fluency requirement is only permissible if required for the effective performance of the position for which it is imposed.


Foreign Nationals

Title VII and other antidiscrimination laws prohibit discrimination against individuals employed in the United States, regardless of citizenship. However, relief may be limited if an individual does not have work authorization.


DISCRIMINATIONMARITAL STATUS

Must treat single person same as married person

Candidate/employee may bring claim where he or she is the object of adverse action because of his/her status


ETHNIC MINORITIES

Include American Indians or Alaska natives, Asians or Pacific Islanders, African Americans and Hispanics.

[Title 5, Sect. 53001©.]


PERSON WITH A DISABILITY

Any person who has a physical or mental impairment which limits one or more of such person’s major life activities; has a record of such an impairment, or, is regarded as having such an impairment. A person with a disability is “limited” if the condition makes the achievement of a the major life activity difficult.


CANDIDATES WITH DISABILITIES It is unlawful to ask an applicant

questions about his/her disability before a job offer is made. Even if the committee becomes aware of an applicant’s disability during the hiring process, the committee may not ask about the nature or severity. These questions can only be asked after a job offer is made.


WHAT IS “DIVERSITY”

“Diversity” is to be understood as encompassing racial and ethnic diversity, as well as differences in gender, sexual orientation, academic preparation, marital status, socioeconomic circumstances, age, religion and disabilities.


THE VALUE OF DIVERSITY

Through a workforce that is diverse, we benefit students of all backgrounds by exposing them to different ideas, experiences, and worldviews.

By doing so we improve student success and educational quality.


HOW DO WE ACHIEVE DIVERSITY SUCCESS Achieving a rich variety of

backgrounds and perspectives among faculty members by practicing EEO hiring practices

Positive appreciation of cultural differences

Producing attitudes in students that will contribute to elimination of bigotry in the larger community


COMPOSITION OF HIRING COMMITTEES

The hiring committees shall be formed under the direction of the appropriate Vice President.

Whenever possible, hiring committees shall include a diverse membership that will bring a variety of perspectives to the assessment of applicant qualifications.

[PFHP, E.1.; E.3.; Title 5 Sec. 53024(f)]


COMPOSITION OF HIRING COMMITTEE At least three tenured faculty members recommended by

faculty in the discipline and appointed by the Academic Senate

A majority of the voting members of the committee shall be faculty in the discipline or a related discipline

An administrator appointed by the appropriate Vice President

EEO Representative [Compliance Officer or designee selected by the Compliance Officer (non-voting).]

[PFHP, E.4.]


RESPONSIBLITIES OF COMMITTEE MEMBERS Actively participate in the process Development of interview questions Fair evaluation and rating of candidates Interviewing candidates Final selection of candidates Maintain confidentiality before, during, and after the

process has been completed Be fair and consistent in applying evaluation criteria Notify EEO Representative/Compliance Officer if you

discover an unfair or bias practice occurring.


CONFIDENTIALITY

Hiring committee deliberations must be kept confidential. Revealing information that has been reviewed or discussed in a committee with non-committee members compromises the entire process and those individuals associated with it.

All information resulting from the hiring process shall be held in a confidential manner among committee members and members of the Office of Academic Affairs and the Compliance Office even after the process has been concluded.


BREACH OF CONFIDENTIALITY

Any breach of confidentiality by a hiring selection committee member will result in removal of the committee member and possible suspension of the recruitment process. Failure to maintain confidentiality could constitute a violation of federal or state regulations, incur liability on behalf of the District and may result in disciplinary action.


RESPONSIBILITIES OF HIRING COMMITTEE CHAIR

The voting members of the hiring committee shall select the chair of the committee whose responsibilities will include:

Guiding, directing, facilitating and overseeing committee meetings

Requesting assignment of Compliance Officer (CO will designate and train designee)

Maintaining compliance with all district policies and procedures governing the hiring process

Ensuring all applications and documentation are returned to Human Resources (Applications returned in alphabetical order.)

Assisting in scheduling interviews Conducting reference checks


RESPONSIBILITIES OF EEO REPRESENTATIVE Manages and monitors recruitment, hiring

and selection process Advises members of District’s non-

discrimination policy and confidentiality guidelines;

Ensures compliance with hiring policy and procedures for application, consistency and fairness, and conflict-of-interest issues;

Supervises and coordinates applicant file maintenance and security


CONFLICTS OF INTEREST PRINCIPLES

Every member has a responsibility to recognize potential biases or conflicts of interest;

Relatives, friends, personal or financial relationships (past or present), or a dislike compelling enough that you cannot remain fair or impartial;

Not revealing a conflict of interest may result in a complaint of an unfair hiring practice and disciplinary action for failing to disclose.


LETTERS OF REFERENCE

May be written by members of hiring committee so long as member can remain fair and impartial

May not be written by Chair of Department or Hiring Committee to avoid conflict of interest violation and claim that such written reference caused undue influence on other members of hiring committee

DEVELOPMENT OF POSITION ANNOUNCEMENTS

The hiring committee shall develop and mutually agree upon the faculty job description, requirements, and desirable qualifications.[PFHP, F.1.]


JOB ANNOUNCEMENT DESCRIPTION Duties and responsibilities Minimum qualifications established by the

Board of Governors of the CCC, including “Sensitivity to and understanding of the diverse academic, socioeconomic, cultural, disability and ethnic backgrounds of community college students.”

The knowledge, skill, and ability a successful candidate shall possess.

[PFHP, F.]


DIVERSITY SENSITIVITY

ASSESS:

Personal background, education and/or experience, other language(s), mentoring or volunteer experience, formal training or special skills.


DESIRABLE QUALIFICATIONS - PERMISSIVE

Excellent and extensive knowledge of discipline; ability to provide better teaching and other services

Potential for creativity, innovation and teaching effectiveness

Strong communication and other interpersonal skills

Specific preparation to offer instruction or other service narrower in scope than a discipline;

Potential for overall college effectiveness and leadership

Caveat: talented newcomers with limited experience should not be overlooked

[PFHPF2.(b) (1)-(5)]


DESIRABLE QUALIFICATIONS - CAVEAT

Must be clearly job-related, and do not function in an exclusionary manner for candidates otherwise qualified for the position. If a necessary condition of employment – effect must be reviewed by the EEO Representative/Compliance Officer.

[PFHP, F.3-4.]


RECRUITING CANDIDATES

The recruitment period should be several months long (preferably in the early spring for fall position or at least one semester in advance of start of assignment) but no fewer that six weeks (upon recommendation of Academic Senate to the College President that interest pool is sufficient.)

[PFHP, G. & G4.; Board Rule 10304, Sec. 2.4]


GENERAL RECRUITMENT CAMPAIGN The positions shall be advertised for at least eight weeks

and include inclusive outreach and recruitment effort to ensure EEO:

Coordinate with local, state, and national organizations, such as ACHRO

College Web Site and Administration Bulletin Board District Web Site CCC Registry District Colleges [e-mails to appropriate VP’s, compliance

officers, and others] State Colleges and Universities (Department Chairs) District Faculty Recruitment Pool mailing list Local and regional job fairs


RECRUITING CANDIDATES – COMPLIANCE REVIEW

Job announcements and specifications shall be reviewed by the Compliance Officer before the position is announced to ensure conformity with Title 5 regulations and state and federal nondiscrimination laws.

[PFHP, G.1.]

EVALUATION OF APPLICATIONS


CRITERIA WHEN REVIEWING APPLICATIONS, CONDUCTING INTERVIEWS, OR OTHERWISE EVALUATING CANDIDATES Candidate’s expertise in the discipline

or subject matter; Candidate’s demonstrated ability or

potential; and Candidate’s contribution, directly or

indirectly, to the diversity of the college, division, and discipline of employment.

[PFHP, B.2.; Board Rule, 10304.1, Sec. 2.1]


PAPER SCREENING

What should be considered

Min. Qualifications Multi-Cultural Exp. Position

Description Announcement

Rating the Candidates

According to criteria that must be created directly from position announcement

Can make written comments on rating sheet


APPLICANT FOLDERS

Application materials will be placed in a folder by discipline. The application materials may be reviewed by committee members but not removed.

Materials shall be compiled and collected by the assigned Personnel Assistant who will track status of applications, assist in coordination of interviews and completion of documentation process with District.


RULES OF SCREENING

Do not write on any application materials Do not make copies of any application

materials Apply criteria fairly and consistently Read all applications thoroughly Maintain confidentiality Do not remove applications from the

designated site.


SELECTING THE INTERVIEW CANDIDATES

The invited candidates will be those who best meet the qualifications for the position; possess the highest degree of knowledge, skill, and ability relevant to the position; and most closely match the desirable characteristics specified in the announcement of the position. Meeting the state minimum qualifications will not guarantee an interview.

[PFHP, I; Board Rule 10304.1, Sec. 2.7]


SELECTING THE INTERVIEW CANDIDATES - Procedures

Members individually review and rate applicant’s files; Members meet and, after a full discussion of their ratings,

ideally shall select candidates to interview by consensus; Committee establishes interview schedule; Compliance Officer analyzes composition of qualified pool

for adverse impact; Chair assists with letter describing interview process,

location and date/time of interview – letter is sent to candidates by Personnel Assistant;

Compliance Officer provides notification letter sent to each unsuccessful candidate.

Successful and unsuccessful candidates are notified in a timely fashion.

[PFHP, I. 1-6.]


INTERVIEW GUIDELINES It is important for both the candidate and the

committee members to be at ease. The interview process should be humane and create a relaxed atmosphere conducive to candidate doing their best;

Inform interviewees of the format and timing of the hiring process;

The candidate should do most of the talking and follow-up questions (should be kept to a minimum and then only when) should be limited to requesting the candidate to clarify or expand something he or she has said (to the question originally asked).


Interview Guidelines [Continued] Questions should ensure thorough assessment;

activities could include writing samples; teaching demonstrations, etc;

Provide copy of interview questions to Compliance Officer to review before interviews commence;

Agree on schedule and format- escorting candidates, campus tours- ensuring respectful and professional treatment;

Complete rating process which will be kept by Compliance Office and may be used by President as part of final interview process.


CONSTRUCTING QUESTIONS

Discuss as a committee what traits a successful candidate should possess;

Make every question count – should require candidate to draw from their past experience; make them relay specific examples


CONSTRUCTING EFFECTIVE QUESTIONS Traditional Question: Describe your

training and experience. Results Based Questions: 1. Give a brief overview of your

experience as it relates to our position.

2. Please describe your most significant accomplishment in a recent position.


IDEAS FOR QUESTIONS

Team: Please describe your experience working as a member of a team, the role you played, and the outcome of the project.

Professional Development: Please provide specific examples of how you have worked toward your own professional development.


SAMPLE QUESTIONS

Teaching Methods: Please provide a specific example of a challenge you have encountered in the classroom that dealt with teaching a diverse student population, the steps you took to address it, and the learning outcome

Ethics: Please tell us about a time when you faced a difficult ethical dilemma on the job. How did you handle this situation? Would you do the same thing in the future?


SAMPLE QUESTIONS

Diversity: Give an example of a specific event in your past that

has shaped your approach in dealing with diverse groups of students.

What steps would you take, if any, if confronted with a faculty member who exhibited intentionally discriminatory behavior toward a colleague or student?

Tell us what experience you have had working with and/or teaching a diverse group of persons, including those of diverse races, ethnicity and/or learning or physical disabilities? What accommodations have you made or could you envision having to make, if any, in such a setting?


SAMPLE QUESTIONS

[Teaching Demonstration]: We’d like you to give an 8-10 minute presentation on the concept of [area in subject discipline] Assume we are an introductory class.

Tell us what innovative techniques of presenting material you would like to use in the classroom and why they would be effective with students? Are there any drawbacks in using these techniques?


INTERVIEW RATING PROCESS

Use a rating process and forms agreed upon before beginning the interviews.

Hiring committee may schedule second-stage interviews for those considered best qualified.

Progress towards reaching consensus on the top candidates


SELECTING THE FINALISTS Upon completion of interviews, provide time for a full,

open, and professional discussion toward reaching consensus on top candidates;

Names of finalists shall be provided to Compliance Officer for review;

Up to three candidates shall be forwarded to President and VP;

The committee may include rankings and shall include a written in-depth summary of the perceived strengths and weaknesses of each forwarded candidate;

If only two candidates are forwarded then committee shall provide a written rationale for this exception.

[PFHP, K.1-5]


CONDUCTING REFERENCE CHECKS By an administrator and faculty

member selected by the committee and shared with hiring committee members before names are forwarded to President;

Checks shall include academic background, professional experience, and personal qualities relevant to performance. [See, Reference Form]

[PFHP, L.]


INTERVIEWING THE FINALISTS VP shall participate Committee nominates two faculty

committee members one of whom is selected by President

Selection of finalist recommended to Chancellor and Board made by President in joint consultation – ultimate decision rests with the President.

[PFHP, M.1.]


COMPLETING THE HIRING SELECTION Final selection within two weeks of final

interview; Upon final clearance by District, President

or designee notifies candidate of offer; Unsuccessful candidates informed in

writing; Job offer confirmed in writing

[PFHP, N.]


Completing the Hiring SelectionRequired Documentation

1. Campus Interview Report(Signed by the President)

2. Intent to Fill (Copy)3. Evidence of Effort (President)4. Campus Review Agreement5. Campus Interview Agreement6. Complete Application Packet for 2-3

finalists [Official transcripts for recommendedcandidate only]

7. District Pool List8. Evaluations9. Correspondence

10. Position Announcement

pierce college faculty hiring and selection training prepared by sylvia silva, j.d. pierce college...

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