Table of Contents
Introduction 1
Purpose 1
Glossary 3
Pre-Search Guidelines 6
Search Requirements 6
Limited Recruitment Searches 6
Internal Searches 6
Accelerated Searches 7
Alternative Appointment Requests 7
Promotion 8
Overview of a Search 9
Participants in the Search Process 10
The Equal Opportunity Coordinator 10
The Hiring Authority 10
The Search Committee Chair 11
The Search Support Staff 12
The Search Committee 13
Forming the Search Committee 13
The Charge 14
Confidentiality in the Search Process 14
Typical Duties of the Search Committee 15
Creating a Diverse Applicant Pool 17
Advertising 18
Networking 19
Search Firms 21
Responding to the Applicants 22
Review of Candidates 23
Evaluating the Candidates 23
The Review Process 23
Yes/No/Maybe 24
Conflict of Interest 26
References 27
The Interview 28
Maximizing the On-site or Campus Interview 28
Search Committee Interview Sequence 28
Interview and Reference Check Questions 30
Internal Candidates and Interviews of Other Candidates 31
Interviewing Pitfalls 31
Applicants with Disabilities 32
Tips on Interviewing Candidates with Disabilities 32
Appropriate and Inappropriate Questions During Interactions
with Candidates 35
Closing the Interview 36
Sexual Harassment 36
Notification of Unsuccessful Candidates 36
An Unsuccessful Search 36
The Offer Letter 37
Documenting the Search 38
Questions and Answers that Address Myths and Realities about the
Legal Basis of Equal Employment Opportunity and Affirmative Action 39
Resources 41
References 41
.
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Introduction
Purpose
Colorado State University is committed to
equal access and equal employment
opportunity for all individuals, regardless of
race, age, creed, color, religion, national origin
or ancestry, sex, gender, disability, veteran
status, genetic information, sexual
orientation, gender identity/expression, or
pregnancy. The University promotes equal
opportunity and treatment through a positive
and continuing affirmative action program for
ethnically/racially minoritized individuals,
individuals who identify as female, veterans,
and individuals with disabilities.
Colorado State University has developed and
implemented a process for the recruitment
and selection of faculty and administrative
professional employees which furthers its
land-grant mission and supports its goals of
achieving inclusive excellence. The purpose of
this manual is to provide assistance to those
most directly involved in the search and
screen activities, e.g., the Equal Opportunity
Coordinator, hiring authority, search
committee chair, search committee members
and the search support staff for the search
process.
All searches at the University should be
conducted in a manner that is fair, open, and
procedurally and legally correct. By doing this
the University can meet the mutually
congruent goals of inclusive excellence in an
atmosphere reflective of its commitment to
integrity of process and outcome. This is not
to suggest that all searches will be flawless,
for that is not possible in a process involving
human beings, but all searches should be
conducted to withstand any level of scrutiny
that might be brought to bear.
In the search process, consistency, as long as
it is not carried to an extreme, is a critical
component. The guidelines in this manual are
designed to meet most contingencies; in rare
instances when they may appear
inappropriate, discussion and alteration are
always possibilities. Recall, the search
process is a tool used to achieve the goal of
finding, hiring, and retaining the best
employees who contribute to the University's
mission in as many facets as possible. This
manual exists to enhance the use of the
search process as such a tool.
Colorado State University’s
Commitment to Equal
Opportunity and Non-
Discrimination
Colorado State University is committed to
providing an environment that is free from
discrimination and harassment based on race,
age, creed, color, religion, national origin or
ancestry, sex, gender, disability, veteran
status, genetic information, sexual
orientation, gender identity/expression, or
pregnancy in its employment, programs,
services and activities, and admissions, and,
in certain circumstances, marriage to a co-
worker. The University will not discharge or
in any other manner discriminate against
employees or applicants because they have
inquired about, discussed, or disclosed their
own pay or the pay of another employee or
applicant. Colorado State University is an
equal opportunity and equal access
institution and affirmative action employer
fully committed to achieving a diverse
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workforce, and complies with all Federal and
Colorado State laws, regulations, and
executive orders regarding non-
discrimination and affirmative action.
The Office of Equal Opportunity is located in
101 Student Services.
The Title IX Coordinator is the Director of the
Office of Title IX Programs and Gender Equity,
123 Student Services Building, Fort Collins,
CO 80523-0160, (970) 491-
1715, [email protected].
The Section 504 and ADA Coordinator is the
Director of the Office of Equal
Opportunity, 101 Student Services
Building, Fort Collins, CO 80523-0160, (970)
491-5836, [email protected].
The Coordinator for any other forms of
misconduct prohibited by the University’s
Policy on Discrimination and Harassment is
the Vice President for Equity, Equal
Opportunity and Title IX, 101 Student
Services Building, Fort Collins, Co. 80523-
0160, (970) 491-5836, oeo@colostate.edu.
Any person may report sex discrimination
under Title IX to the Office of Civil Rights,
Department of Education
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Glossary
Ability – Aptitude or competence, the skill or
proficiency needed to perform certain tasks.
Accessibility – The extent to which an
employer’s facilities, programs, and services
are readily approachable and useable by
individuals with disabilities, including areas
such as the worksite, websites, and public
areas.
Accommodation – A change in workplace
methods, procedures, equipment, schedules,
or physical arrangement that facilitates the
performance of job tasks by workers with
special needs.
Adverse Impact – Practices or policies that
result in the selection of members of a
protected identity at a rate lower than that of
other groups.
Affirmative Action (AA) – Actions, policies,
and procedures undertaken by a contractor in
recruiting, hiring, promotions, and all other
personnel actions that are designed to
achieve equal employment opportunity and
eliminate the present effects of past
discrimination. Affirmative action requires
(1) thorough, systematic efforts to prevent
discrimination from occurring or to detect
and eliminate it as promptly as possible and
(2) recruitment and outreach measures.
Affirmative Action Plan (AAP) – A written
set of specific, results-oriented procedures to
be followed by all applicable federal
contractors. The plan is intended to remedy
the effects of past discrimination against or
lower rates of hiring or promoting, or higher
rates of terminating individuals who identify
as female, ethnically/racially minoritized
individuals, individuals with disabilities, and
veterans. The effectiveness of the plan is
measured by the results it actually achieves
rather than by the results intended, and by
the good faith efforts undertaken by the
contractor to increase the pool of qualified
individuals who identify as female,
ethnically/racially minoritized individuals,
individuals with disabilities, and veterans in
all parts of the organization.
Alternative Appointment Request (AAR) –
Under unique circumstances, the multiple
goals of the university may be served by
foregoing the standard national search
process and a direct hire or reappointment is
utilized to appoint an individual to a position.
Such requests are evaluated on a case-by-case
basis.
Applicant – A person who expresses interest
in a vacant position, seeks work at an
employer’s facility, and is considered by the
employer for a particular position.
Availability – The availability of
ethnically/racially minoritized individuals or
individuals who identify as female for a job
group is the percentage of ethnically/racially
minoritized individuals or individuals who
identify as female among persons in the
relevant labor area and/or internal feeder
pools having the requisite qualifications to
perform the positions included in the job
group. The term is broad enough to include
any factor relevant to determining the
availability of individuals for the jobs in the
job group. Availability figures are used in
determining whether there are fewer
ethnically/racially minoritized individuals or
individuals who identify as female than
expected in a job group, and, where a goal is
established, in determining the level of the
goal.
Business Necessity – Specific job-related
requirement that is considered by the
employer to be fundamental to the mission of
the business.
Candidate – An individual who is deemed to
meet the basic qualifications for a specific
vacancy. In contrast, an applicant is an
individual who has applied to an open
position through the Talent Management
System.
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Disability – A physical or mental impairment
that substantially limits one or more of a
person’s major life activities.
Discrimination – Illegally differentiating
between people on the basis of group
membership rather than individual merit.
Discrimination involves treating someone
unfavorably because of that person’s
protected identity.
Disparate Impact – A disproportionate
adverse effect on a particular protected
identity group.
Disparate Treatment – Occurs when
protected identity members are treated
differently from others, whether or not there
is discriminatory intent.
Equal Opportunity Coordinator – The
primary responsibility of the Equal
Opportunity Coordinator (EO Coordinator or
EOC) is to ensure that the search process is
conducted in a procedurally sound and
ethical manner. As the liaison between the
Office of Equal Opportunity and the search
committee, the EO Coordinator serves as a
resource person and provides initial review
and approval of the various search steps
including all OEO approval points.
Equal Employment Opportunity –
Proclaims the right of each person to apply
and be evaluated for employment
opportunities without regard to race, age,
creed, color, religion, national origin or
ancestry, sex, gender, disability, veteran
status, genetic information, sexual
orientation, gender identity/expression, or
pregnancy. It guarantees everyone the right
to be considered solely on the basis of their
ability to perform the duties of the job in
question, with or without reasonable
accommodation(s).
Essential Functions – Duties that are basic
or fundamental to a position. Under the
Americans with Disabilities Act, reasonable
accommodation must be made in order to
allow a qualified individual with a disability
to perform the essential functions of a
position.
Hiring Authority – The hiring authority is
generally the individual holding the
leadership role of the unit conducting the
search and/or the supervisor of the position
being filled (some variation may exist due to
individual unit structure). This person is
responsible for establishing the search
committee, charging the search committee
with its duties, receiving the recommendation
of the search committee, and making the final
decision to offer the position subject to
approval by the appropriate University
authorities.
Ethnically/racially minoritized individuals
– Individuals of those minority groups for
whom EEO-6 reporting is required; that is,
American Indian or Alaska Native, Asian,
Black or African American, Hispanic or Latinx,
Native Hawaiian or Other Pacific Islander.
The term may refer to these groups in the
aggregate or to an individual group.
Nominee – An individual who is nominated
by someone other than themselves for a
specific vacant position.
Office of Equal Opportunity (OEO)– The
office delegated the responsibility for
developing, monitoring, and approving the
process used to recruit and select faculty and
administrative professional employees at
Colorado State University. In fulfilling that
function, the OEO is involved either directly
or through the EO Coordinators in all facets of
the search process. Although the EO
Coordinators may approve certain steps,
some steps must be approved by staff in the
OEO.
Protected Identity – People protected from
discrimination under government regulations
and laws based on group identity. The
specific identities are defined pursuant to
affirmative action as individuals who identify
as female, American Indians or Alaska
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Natives, Asians, Blacks or African Americans,
Hispanics or Latinx, Native Hawaiians or
Other Pacific Islanders, people of two or more
races, people over 40, individuals with
disabilities, Disabled Veterans, Recently
Separated Veterans, Active Duty Wartime or
Campaign Badge Veterans, and Armed Forces
Service Medal Veterans.
Qualified individual with a disability – An
individual with a disability who satisfies the
requisite skill, experience, education, and
other job-related requirements of a position
held or desired, and who, with or without
reasonable accommodation, can perform the
essential functions of the job.
Reasonable accommodation – Used in
connection with individuals with disabilities:
A workplace modification(s) or adjustment(s)
made to a job application process, to a job, or
work environment so that a qualified
individual with a disability can apply for a job
or perform the essential functions of a job
and to ensure that they receive an equal
employment opportunity. Reasonable
accommodations should be such that they do
not create an undue hardship and may
involve such actions as adjusting the physical
environment, equipment, schedules, or
procedures. Used in connection with religion:
Requirement that an employer grant an
employee accommodation for religious
reasons. These accommodations may be
adjustments to hours or days worked or
other similar actions that will make it
possible for an employee to fulfill their
religious obligations.
Search Committee – The role of the search
committee is to identify, recruit, evaluate, and
recommend candidates to fill positions. The
committee is an advisory body empowered to
assess applicants and candidates and report
those assessments to the hiring authority.
The nature and format of the
recommendation are conveyed in the charge
given by the hiring authority.
Search Committee Chair – A key partner in
the process is the individual identified to
chair the search committee. This person is
appointed by the hiring authority and may
often be called upon, along with the EO
Coordinator, to assist in identifying other
committee members. The search committee
chair is responsible for knowing the
procedures to be used during the search
process and seeing to the conduct of an
equitable, efficient, and accurate process.
Search Support Staff – An individual, usually
someone on the staff of the search committee
chair or hiring authority, identified to provide
clerical and other support throughout the
search process. Not typically a voting member
of the committee, this person will often
attend meetings and as such will be held to
the same expectations of confidentiality as
voting members.
Talent Management System (TMS) – The
online applicant tracking system utilized by
the University to recruit, vet, and hire
employees.
Undue hardship – An action that requires
significant difficulty or expense in relation to
the size of the employer, the resources
available, and the nature of the operation.
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Pre-Search
Guidelines
Search Requirements
In accordance with Colorado State
University’s equal opportunity, equal access,
and affirmative action obligations, all faculty
and administrative professional open
positions must be posted (i.e., a public
announcement for qualified applicants must
be made).
Full searches employing advertising in
national and regional journals, websites,
newspapers, or listservs are required for all
positions. There can be exceptions to the
requirement of a full search with approval
from OEO. All postings will be placed on the
University’s jobs webpage. The advertising
time for a full Administrative Professional
search is two weeks and three weekends, and
three weeks with four weekends for tenure-
track Academic Faculty positions.
Limited Recruitment Searches
Limited Recruitment Searches are those for
which advertisements are not placed in a
publication of national circulation or on a
national listserv. Limited searches for some
positions may be restricted to a regional area,
the state of Colorado, the University campus,
or to the unit in which the position resides.
These exceptional searches must be justified
by the qualifications sought and existing
circumstances. The limitations are the reach
of the chosen advertising method as opposed
to the potential for it being seen.
Limited Recruitment Searches are a deviation
from the standard expectation that all faculty
and administrative professional positions be
filled through national searches and as such
may be used only under certain conditions.
For all requests, the unit must be able to
demonstrate that an appropriate applicant
pool can be generated within the limited
target area. Approval must be sought from
OEO to conduct a Limited Recruitment
Search.
A committee cannot release an applicant due
to their geographic location but may let a
candidate know they will have to incur some
travel costs if they accept an invitation to an
on-site interview (and if the required
language appears in the position
announcement). Approved travel expense
language for limited recruitment searches:
“Travel expenses for interviews will be
limited to a maximum of $350 per candidate.”
Requests to fill positions for which only a
bachelor’s degree or experience in lieu of is
required, and for which the salary is $40,000
or less will automatically be approved for a
Limited Recruitment Search. The advertising
time for a limited recruitment search is two
weeks and three weekends.
Internal Searches
Internal searches are those for which the
hiring authority wishes to fill a vacant
position with a current CSU employee. If
approved by OEO, the unit may run a
competitive search that is internal to the unit,
College or Division, or CSU using the search
committee model. Internal search postings
must provide rationale in the TMS for the
limited recruitment, state in the minimum
qualifications that applicants must be a
current CSU employee and will be posted to
the TMS internal job board for a minimum of
one week and two weekends. The internal job
board is only accessible by those with a CSU
electronic identity (NetID), which includes a
username and password.
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Accelerated Searches
Accelerated searches are those for which the
hiring authority and at least one other person,
as well as the EO Coordinator, conduct the
search. The Accelerated Search process is an
alternative to the standard search committee
model and is allowed for non-director level
administrative professional positions with an
annual salary of $60,000 or less. The hiring
authority and other person(s) review the
applications, conduct the interviews and
complete the search. The advertising time for
an accelerated search is one week and two
weekends.
Alternative Appointment
Requests
Each year some appointments are made
without going through the standard search
procedures. There are a few concretely
defined circumstances under which
Alternative Appointment Requests (AARs)
are allowed.
Examples are:
• An individual named in an externally funded
grant award, for whom an appointment at
the University is required.
• A faculty member changing from a tenure-
track to a non-tenure track or staff position.
• Occasional special appointments and
changes recommended by the Provost and
Executive Vice President or the President.
• Dual-career couple hires.
It is the policy of Colorado State University to
fill faculty and administrative professional
positions through a search process that
includes external advertisement of a national
or regional nature to establish a pool of
applicants, which is reviewed by an
appropriately constituted search committee.
Under certain circumstances, the multiple
goals of the University may be served by the
utilization of alternative processes. Search
waivers (direct hires) and reappointments
are such alternative processes. Requests are
evaluated using the following factors, and
relevant information from the unit should be
included in the appropriate fields of the AAR
posting in the Talent Management System
(TMS).
1. Programmatic Congruence: Does the
academic or professional background of
the individual being considered support
the unit’s strategic plan and
programmatic priorities? This
determination is made through the
appropriate administrative channels.
2. Potential Available Applicants: Are there
potential applicants who would support
the probability of achieving our goals
through the search process? The unit
should provide information on the
potential pool, both in terms of
programmatic match and diversity and
inclusion. Information as to why the
individual being proposed would be
unlikely to surface through a search is
also pertinent.
3. Nature of the Position: Requests for
individuals named on contract or grant
funds and members of the research
groups of newly hired faculty are
generally approved without the
application of the above factors. In such
cases, discussion with the unit EO
Coordinator and/or the Office of Equal
Opportunity should be initiated before
formalizing the request.
4. Unit Search History: What has been the
outcome of past searches in the unit
relevant to the achievement of
programmatic and diversity goals? If a
unit has been unsuccessful in the past,
perhaps due to an inability to package
competitive offers, a waiver may be
appropriate. On the other hand, if a unit
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has had few opportunities to fill positions,
a search may be necessary. An additional
consideration is the history of AARs
sought by the unit.
5. Contribution to Diversity and Inclusion:
Does the individual proposed for the
position contribute to increasing the
ability to advance diversity and inclusion
goals of the unit? This is a contributing
factor but not a determinative factor to
approve an alternative appointment
request.
It should be noted that the factors above are
not applied sequentially but as a whole. This
allows for the assembling of data to make a
reasoned decision about implementing a
strategy to achieve programmatic and
diversity and inclusion goals, which may not
be achievable through an external search
process.
Alternative procedures are a deviation from
what the University has identified, and is
required to conduct, as an equal opportunity
employer. The most appropriate mechanism
to hire faculty and administrative
professional employees is a full search, and
AARs will be approved only under
extraordinary circumstances.
The Office of Equal Opportunity is available as
a resource to units should they have any
questions or wish for a review of position
announcements for appointments that the
unit believes may not require a full search. It
is recommended that a meeting be sought
with OEO before an AAR is submitted to
explore the likelihood of approval.
Requests for alternative appointments must
be approved by the Provost or appropriate
Vice President and the Office of Equal
Opportunity.
To seek an alternative appointment to hire a
tenure-track faculty member without a
search, the Office of the Provost and
Executive Vice President has outlined a set of
requirements that must be met. It can be
found in the document “Hiring Tenure-Track
Faculty Without a Search” under the Faculty
Policies, Forms & Resources webpage on the
Office of the Provost website.
Promotion
Promotion for faculty is any advancement in
rank. Faculty promotions along tenure-track
or non-tenure track progression are
considered noncompetitive, insofar as they
are not subject to a competitive external
search process but are granted pursuant to
the Procedures for the Granting of Tenure
and Advancement in Rank. Pursuant to the
Colorado Equal Pay for Equal Work Act, all
faculty promotions must be listed on the TMS
internal job board for a minimum of one day
and will not accept applications.
Administrative professional promotions
pursuant to the Colorado Equal Pay for Equal
Work Act occur when an employee receives
new or different authority, duties,
opportunities, responsibilities, benefits,
salary, title, or access to further advancement.
A change in salary alone is not considered a
promotion. All promotions must be listed on
the TMS internal job board for a minimum of
one day and will not accept applications.
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Overview of a Search
Green = Items in the CSU Talent Management System (TMS); Gold = Items accomplished outside of the TMS 8/22
10 | Page
Participants in
the Search
Process
The Equal Opportunity
Coordinator
The primary responsibility of the Equal
Opportunity Coordinator (EO Coordinator) is
to ensure that the search process is
conducted in a procedurally sound and
ethical manner. The search procedures are
designed to provide a framework for
conducting a process that complies with all
relevant laws and regulations and that allows
the University to identify and hire individuals
who contribute to the fulfillment of
institutional goals, including that of
enhancing diversity and inclusion. As the
liaison between the OEO and the search
committee, the EO Coordinator serves as a
resource person and provides initial review
and approval of the various search steps
including all OEO approval points.
Individuals appointed as EO Coordinators
should have a strong personal and
professional commitment to the concepts of
equal opportunity, equal access, non-
discrimination, affirmative action, and
diversity and inclusion. They should also have
the organizational authority to ensure that
the actions and decisions of the search
committee are consistent with the
University’s policies and goals.
EO Coordinators are expected to attend
search committee meetings, specifically those
where applications and candidates are
discussed, and selection decisions are made.
If possible, they should also attend the
semifinalist interviews, the finalist interviews
with the committee, and open events such as
a presentation or open forum for finalists.
The EO Coordinator must maintain a balance:
being a neutral observer and monitor of the
process, yet actively involved either to
prevent a committee from engaging in actions
that are antithetical to the goals of equal
opportunity, equal access, and non-
discrimination, or to encourage a committee
to be proactive in pursuing affirmative action
goals.
To become an EO Coordinator, a Dean, Vice
Provost, or Vice President must nominate an
employee by sending an email to the leader of
the Office of Equal Opportunity with the
nomination request. To serve as an EO
Coordinator, the successful nominee must
attend search chair training and EO
Coordinator training. All new EO
Coordinators must also shadow a search,
working with an experienced EO Coordinator,
prior to serving in this capacity.
Members of the Office of Equal Opportunity
serve as the EO Coordinators for all Dean,
Vice President, and Vice Provost searches at
CSU unless otherwise delegated.
The Hiring Authority
The hiring authority is generally the
individual who holds the leadership role of
the unit conducting the search and/or the
supervisor of the position being filled (some
variation may exist due to individual unit
structure). This person establishes the search
committee, charges the search committee
with its duties, receives the recommendation
of the search committee, may conduct
reference checks, and makes the final
decision to offer the position, subject to
approval by OEO and other appropriate
University authorities.
To commence the search process, the hiring
authority initially meets with the search
committee to provide the charge and
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complete or update the position description
before it is submitted in the Talent
Management System. Once the position
description has been classified by Human
Resources and the recruitment plan and
screening forms are finalized, the support
staff person enters the search posting request
into the Talent Management System.
In many cases, the hiring authority will write
or update the position description to be used
by the search committee. If the committee
writes or updates the description, however, it
must be approved by the hiring authority
before it is entered into the Talent
Management System.
The recruitment plan should be developed
with input from the hiring authority and must
be approved by that individual before it is
listed in the posting in the Talent
Management System.
In the search committee model, the hiring
authority does not sit as a member or chair of
the search committee but has access to the
applications in the Talent Management
System and other materials submitted to the
committee during the course of the search.
Depending on the position, the hiring
authority may wish to meet with the
committee, following the initial meeting.
These meetings may occur at the time of a
decision on whom to recommend for
interviews and again after interviews have
been held and the committee is making its
final recommendations. It can be very helpful
to a hiring authority to listen to the
discussion of the committee during the
meeting where the final recommendations
are crafted, as the members of the committee
interact with interviewees in lengthier and
different settings than the hiring authority.
The hiring authority may observe and be
present during the course of the work of the
committee but is not a participant in the tasks
performed by the committee and may not
impede the work of the committee. The hiring
authority must respect the role of the search
committee chair and not usurp that role.
The Search Committee Chair
A key member of the search process is the
individual identified to chair the search
committee. This person must attend search
chair training to serve as search chair to a
committee, is appointed by the hiring
authority, and may be called upon along with
the EO Coordinator to assist the hiring
authority in identifying other committee
members. The search committee chair is
responsible for knowing the procedures used
during the search process and seeing to the
conduct of an equitable, efficient, and
accurate process. The search committee chair
functions as the liaison between the search
committee and the hiring authority. The
search committee chair maintains contact
with the EO Coordinator throughout the
search process, includes the EO Coordinator
in meetings, and notifies the EO Coordinator
of the ongoing status of the search process.
Following an initial planning meeting which
includes the EO Coordinator and search
support staff, the search committee chair
should schedule a meeting of the entire
committee, including the EO Coordinator and
hiring authority. This meeting will allow the
official charge to be given by the hiring
authority, for the EO Coordinator to provide
information about the equal opportunity,
equal access, and affirmative action
responsibilities of the committee, review or
write the position description, and develop
the recruitment plan and evaluating criteria.
The search committee chair should oversee
all communications from the committee
whether to the unit conducting the search,
the hiring authority, or the applicants. The
search committee chair develops all written
communications (i.e., recruitment letters,
letter to nominees, non-selection
notification). The search committee chair
informs all applicants and nominees that
finalists cannot be guaranteed confidentiality.
This individual will be responsible for the
integrity of the search and ensure throughout
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the process that all steps are completed in a
timely manner, communication lines are kept
open, and all TMS actions are completed
properly. A commitment to the goals of
diversity and inclusion and knowledge of how
to achieve them are crucial.
The search committee chair contributes to
the decision making of the committee as a
voting member of the committee. However, it
is best for the search committee chair not to
be the first to share an opinion as this may
chill the conversation of the committee
members. A search committee chair should
allow members of the committee to share
their thoughts before inserting their own
observations. The search committee chair
guides and assists the committee in its task of
making recommendations to the hiring
authority. The search committee chair
collects and maintains all the records of the
search, including committee member notes,
at the conclusion of the search process.
The Search Support Staff
The search support staff is an individual,
usually someone on the staff of the search
committee chair or hiring authority,
identified to provide clerical and other
support throughout the search process. Not a
voting member of the committee, the search
support staff person will often attend
meetings and as such will be held to the same
expectations of confidentiality as voting
members.
Developing and maintaining the candidate
files, scheduling, compiling committee
members’ decisions, arranging travel and
overall recordkeeping are this individual's
responsibility. If questions arise about what
transpired during the search process, the
documentation provided by the search
support staff member may be crucial in
reconstructing the sequence of the search.
Search support staff can access detailed
information on the OEO website to guide
them through the conduct of the search
process.
13 | P a g e
The Search
Committee
The role of the search committee is to
identify, recruit, evaluate and recommend
candidates to fill positions. The committee is
an advisory body empowered to assess
applicants and report those assessments to
the hiring authority, the ultimate decision
maker. The search committee, under the
leadership of the search committee chair,
bears responsibility for the search process.
Search committee members must abide by
the confidentiality requirement that
surrounds the search process. As such, a
signed search committee member
confidentiality pledge is required for each
member of a search. Search committee
members should be active participants
engaged throughout the search process.
It is not unusual for the search committee to
be the only contact many applicants and
candidates have with the University.
Therefore, the search committee is provided
with an excellent opportunity to enhance the
reputation and image of Colorado State
University. Always bear in mind that while a
search committee is evaluating a candidate,
the candidate is also evaluating the search
committee, the unit it represents and,
ultimately, the University.
Because the search committee has the ability
to make profound and substantive changes in
an employment unit, every member of the
search committee should thoroughly
understand the requirements of the vacant
position, the needs of the unit, University
policies regarding equal employment
opportunity, equal access, and affirmative
action, and the mission of the University.
Forming the Search Committee
The search committee should have members
with legitimate and direct interests in the
selection process. Criteria used in selecting
the search committee members often include
the following:
• Knowledge of the substantive area.
• Demonstrated ability to promote a
deliberative process.
• Strong interpersonal and recruitment skills.
• Represents a key constituent to the position
or unit.
• Knowledge of the campus and its
surrounding communities.
The members of the search committee should
possess an understanding of affirmative
action, and diversity and inclusion. When
possible, individuals who identify as female,
ethnically/racially minoritized individuals,
veterans, and individuals with disabilities and
other underrepresented individuals from
within the unit should be represented on all
search committees to offer diverse
perspectives and a variety of ideas that may
enhance efforts to recruit and evaluate
candidates. However, since these individuals
tend to be asked frequently to serve on an
array of committees, this may not always be
feasible. It may be possible to include
individuals from other units or to enlist their
help in the search process to achieve this
goal.
The search committee should evaluate all
steps of its search in terms of equal
opportunity, equal access, and affirmative
action, with particular attention to the danger
of unintentionally introducing any kind of
discriminatory practice or bias into the
process.
14 | P a g e
Staff from the Office of Equal Opportunity is
available as a resource to search committees
at any point in the search process.
The Charge
The charge to the search committee must be
clear and precise. Ambiguity in the charge, in
the role of the committee, or in the extent of
its authority can create confusion that will
hamper and delay the selection process at
crucial points. Ideally, a search committee
should be as small as possible, yet large
enough to include as many legitimate
interests as necessary, typically three to
seven committee members. It must be
remembered that it takes time to meet as
often as a search committee will find
necessary. The more members, the more
difficult it is to have everyone present for the
meetings—all of whom are important.
Confidentiality in the Search
Process
Confidentiality is critical to the search
process. A lack or breach of confidentiality
can negatively impact a current or future
searches conducted by a unit. There are
several aspects of confidentiality that an EO
Coordinator and search chair should guard
and speak about with the members of the
search committee. Confidentiality exists in
connection with who applied, who did or did
not succeed through the different steps of the
search process, application materials,
communications between search committee
members, and the documents produced
throughout the search process.
Confidentiality attaches as soon as an
applicant applies to a vacant position,
remains for the duration of the search, and
continues in perpetuity. The time when
confidentiality detaches is at the point when
invitations are extended and accepted by a
finalist to participate in a finalist interview.
Confidentiality only detaches for finalists, not
for any other applicants or candidates.
A search committee member cannot
acknowledge or deny that an individual has
applied for a position. When asked if someone
has applied, the member of the search
committee should respond by letting the
person asking know that they can forward the
name of the individual being asked about to
the search chair, who will communicate
information about the open position to that
individual. If we do not keep who has and has
not applied confidential, in time, the lack of
confidentiality will impact the numbers and
richness of our applicant pools. Individuals
who might be interested in applying will
choose not to risk applying if the fact that
they applied will be known before they are
notified and invited to a finalist interview.
The list of candidates that participated in a
semifinalist interview is also confidential. It is
only when a candidate accepts an invitation
to a finalist interview that their identity is
revealed. It is at this point that their
application materials with personal
information redacted will be shared with
those participating in the interview
experience, allowing for a robust and
informed exchange between the candidate
and others participating throughout the
interview experience.
The communications of the search committee
and of the search process are confidential
with the exception of logistics, such as the
“when and where” of scheduling meetings.
Emails are not confidential and should not be
used to discuss applications and their merits
or the performance of candidates after
interviews. Email may only be used for these
purposes if the email is password protected.
Other options to guard the confidentiality of
communication and exchanges are Google
Docs, Microsoft Teams, OneDrive and other
similar online tools that are made available
only to the partners in the search process and
allow communications and documents to be
shared and stored in a confidential manner.
Materials related to a search, such as resumes
15 | P a g e
or curriculum vitae, cover letters, rating
sheets, and selection results of search
committee members should be kept in a
manner that is confidential. The Talent
Management System is a confidential system
that requires users to log in. Any printed
materials associated with a search held
outside of the Talent Management System
should be stored in a locked drawer or filing
cabinet, guarding confidentiality, and not left
on desks, for example, where others can see
and have access to the materials.
Confidentiality cannot be overstated or over
communicated. The EO Coordinator and/or
the search chair should speak to
confidentiality at the first meeting and at
every subsequent meeting of the search
committee.
Typical Duties of the Search
Committee
1. Set a timetable for each step of the search
process.
2. Assist in formulating the position
description if afforded by the hiring
authority.
3. Assist in determining job-related criteria
for the position.
4. Develop job-related evaluation forms.
5. Select online recruitment venues,
websites, newspapers, journals, listservs,
and other sources in which the
advertisement will appear, and identify
networking venues and opportunities to
recruit applicants.
6. Draft job announcements to place as
advertisements. Announcements must
include the following equal employment
opportunity and non-discrimination
statement: Colorado State University is
committed to providing an environment
that is free from discrimination and
harassment based on race, age, creed,
color, religion, national origin or ancestry,
sex, gender, disability, veteran status,
genetic information, sexual orientation,
gender identity/expression, or pregnancy
in its employment, programs, services
and activities, and admissions, and, in
certain circumstances, marriage to a co-
worker. The University will not discharge
or in any other manner discriminate
against employees or applicants because
they have inquired about, discussed, or
disclosed their own pay or the pay of
another employee or applicant. Colorado
State University is an equal opportunity
and equal access institution and
affirmative action employer fully
committed to achieving a diverse
workforce and complies with all Federal
and Colorado State laws, regulations, and
executive orders regarding non-
discrimination and affirmative action. The
Office of Equal Opportunity is located in
101 Student Services.
The Title IX Coordinator is the Director of
the Office of Title IX Programs and Gender
Equity, 123 Student Services
Building, Fort Collins, CO 80523-0160,
(970) 491-1715, [email protected]u.
The Section 504 and ADA Coordinator is
the Director of the Office of Equal
Opportunity, 101 Student Services
Building, Fort Collins, CO 80523-0160,
(970) 491-5836, [email protected].
The Coordinator for any other forms of
misconduct prohibited by the University’s
Policy on Discrimination and Harassment
is the Vice President for Equity, Equal
Opportunity and Title IX, 101 Student
Services Building, Fort Collins, Co. 80523-
0160, (970) 491-5836,
Any person may report sex discrimination
under Title IX to the Office of Civil Rights,
Department of Education.
16 | P a g e
7. Plan a search that considers affirmative
action, diversity and inclusion, and build a
diverse pool of candidates.
8. Collect the names and addresses of
persons, institutions, and listservs to
which recruitment letters can be sent.
9. Actively engage in networking to
encourage applicants to apply.
10. Where a goal for individuals who identify
as female or ethnically/racially
minoritized individuals exists in the
Affirmative Action Plan, work with the EO
Coordinator to promote the inclusion of
qualified diverse candidates in the
applicant pool to allow the opportunity to
correct underutilization.
11. Review applications to determine if the
applications meet the advertised
qualifications.
12. Develop a list of core interview questions
related to the essential duties of the
position to ask candidates during
semifinalist and finalist interviews.
13. Participate in the additional screenings of
candidates.
14. Take part in semifinalist and finalist
interviews with candidates.
15. Assist the chair by volunteering for
necessary activities during the finalist
interview experience.
16. Participate in a seminar, class
demonstration, open forum, and formal
interview during the finalist interview
experience.
17. Participate in the evaluation of finalists
and formulation of the final
recommendation to the hiring authority.
18. When the committee sends forward the
final recommendation to the hiring
authority, include reasons why the
particular candidates are recommended
and why the other finalists are not
recommended. All justifications must be
job-related.
19. Attend all meetings and maintain
confidentiality throughout the search
process when speaking about the
applicants and their materials,
candidates, and of the activities of the
search committee.
20. Submit all notes and search documents to
the search chair at the conclusion of the
search.
17 | P a g e
Creating a
Diverse
Applicant Pool
One of the most important elements of the
search process is creating a broad and diverse
pool of candidates. The time to discuss
diversity and inclusion is at the beginning of
the search. One often hears the remark that
the pool of individuals who identify as female
or ethnically/racially minoritized individuals
in a specific discipline is meager or even
nonexistent. While certain fields may not
have large numbers of individuals who
identify as female and ethnically/racially
minoritized individuals, there is no field in
which they are nonexistent.
It is important to think broadly and creatively
about recruiting diverse talent. One way to
create a diverse pool of candidates is to
develop a broad definition of the position and
the desired scholarship, experience, and
disciplinary background. Narrowly defined
searches may exclude individuals who
identify as female, ethnically/racially
minoritized individuals, veterans, and
individuals with disabilities and may limit
your ability to consider candidates with a
different profile than candidates previously
hired who qualify for a vacant position. If
appropriate, use “preferred” instead of
“required,” “should” instead of “must,” etc.
when describing qualifications and
developing criteria. Include one of the
following statements (or one with similar
language and purpose) in each position
announcement. The statement may be
included as one of the minimum or preferred
criteria, in the instructions on how to apply,
or in the body of the announcement.
Whether or not a statement on diversity and
inclusion can be a minimum or required
qualification depends on the content of the
statement and how it directly relates to the
work of the position. To be a minimum
qualification, there must be a strong, direct
correlation to the work of the position.
Otherwise, the statement on diversity and
inclusion may be a preferred qualification
when a connection exists between the
statement and the position.
• Personal and professional commitment to
diversity as demonstrated by involvement
in teaching, research, creative activity,
service to the profession and/or
diversity/inclusion activities.
• Ability to advance the department’s
commitment to diversity and inclusion
through research, teaching and outreach
with relevant programs, goals, and
activities.
• Demonstrated knowledge of and relevant
ability with diverse communities among
potential target and constituent
populations.
• Personal or professional commitment to
diversity and inclusion as demonstrated by
persistent effort, active planning, allocation
of resources and/or accountability for
diversity outcome.
• Reflecting departmental and institutional
values, candidates are expected to have the
ability to advance the department's
commitment to diversity and inclusion.
When creating a diverse and broad applicant
pool, think of diversity broadly. The Division
of Inclusive Excellence shares the following
University Diversity Statement:
Colorado State University is committed to
embracing diversity through the inclusion of
individuals reflective of characteristics such
as: age, culture, different ideas and
perspectives, disability, ethnicity, first
generation status, familial status, gender
18 | P a g e
identity and expression, geographic
background, marital status, national origin,
race, religious and spiritual beliefs, sex, sexual
orientation, socioeconomic status, physical
appearance, medical diagnosis,
documentation status, and veteran status
with special attention given to populations
historically underrepresented or excluded
from participation in higher education. The
University’s commitment to diversity and
inclusion is a longstanding one that reflects
our role and mission as a land-grant
institution.
Advertising
Advertising only in the traditional
publications and listservs will often result in a
homogeneous pool of applicants. The typical
route of placing an advertisement and waiting
for applications is no longer sufficient. In this
competitive hiring market, some of the best
applicants may not see your advertising or
may not see themselves in your advertised
position without some encouragement. To
enlarge the pool of applicants, a search
committee must consider advertising in a
variety of publications and contacting a
variety of professional organizations. Many
publications and organizations advertise
faculty and administrative professional
positions for individuals who identify as
female, ethnically/racially minoritized
individuals, veterans, individuals with
disabilities, and other marginalized
individuals. Advertising in appropriate
publications and contacting relevant
organizations will not only assist in enlarging
the pool of applicants but will also convey the
commitment of the unit and institution to
recruit individuals who identify as female,
ethnically/racially minoritized individuals,
veterans, individuals with disabilities, and
other marginalized individuals.
All advertising, including any form of
announcement whether by email, letter, the
internet, listserv, journal, etc., must include
the following Colorado State University Equal
Opportunity and Non-Discrimination
statement:
Colorado State University is committed to
providing an environment that is free from
discrimination and harassment based on race,
age, creed, color, religion, national origin or
ancestry, sex, gender, disability, veteran
status, genetic information, sexual
orientation, gender identity/expression, or
pregnancy in its employment, programs,
services and activities, and admissions, and,
in certain circumstances, marriage to a co-
worker. The University will not discharge or
in any other manner discriminate against
employees or applicants because they have
inquired about, discussed, or disclosed their
own pay or the pay of another employee or
applicant. Colorado State University is an
equal opportunity and equal access
institution and affirmative action employer
fully committed to achieving a diverse
workforce and complies with all Federal and
Colorado State laws, regulations, and
executive orders regarding non-
discrimination and affirmative action. The
Office of Equal Opportunity is located in 101
Student Services.
The Title IX Coordinator is the Director of the
Office of Title IX Programs and Gender Equity,
123 Student Services Building, Fort Collins,
CO 80523-0160, (970) 491-
1715, [email protected].
The Section 504 and ADA Coordinator is the
Director of the Office of Equal Opportunity,
101 Student Services Building, Fort Collins,
CO 80523-0160, (970) 491-
5836, [email protected].
The Coordinator for any other forms of
misconduct prohibited by the University’s
Policy on Discrimination and Harassment is
the Vice President for Equity, Equal
Opportunity and Title IX, 101 Student
Services Building, Fort Collins, Co. 80523-
0160, (970) 491-5836, [email protected].
19 | P a g e
Any person may report sex discrimination
under Title IX to the Office of Civil Rights,
Department of Education
A list of suggested publications in which
search committees may want to place
advertisements in order to reach a diverse
applicant pool can be found on the OEO
website. The list of publications is a sampling
of what is available and is not an exhaustive
list. Search committees are encouraged to
identify diverse advertising sources within
their discipline.
When advertising for a position, the full
consideration date must be a minimum of
four weekends for tenure-track faculty
positions and three weekends for most other
positions after the approval of the position
announcement by the Office of Equal
Opportunity.
If a unit knows they will not sponsor a visa
for a candidate, the posting may state: The
successful candidate must be legally
authorized to work in the United States by the
proposed start date; [the department] will
not provide visa sponsorship for this position.
Networking
In addition to advertising a position in a
variety of publications and listservs, making
direct contact with academic departments,
professional organizations, and colleagues is
an extremely effective method of expanding a
search. The informal word-of-mouth
approach to recruitment is one of the most
successful practices for identifying
candidates.
Departments and units are urged to:
Encourage faculty and staff who will be
attending professional conferences or who
will be delivering papers at other universities
to combine their visits with recruitment
efforts for present and future positions. They
can provide potential applicants with general
information about their department or unit
and Colorado State University.
Establish a working relationship with
departments and units at institutions with
substantial numbers of individuals who
identify as female, ethnically/racially
minoritized individuals, veterans, and
individuals with disabilities. This will allow a
host of mutually beneficial activities to be
undertaken, such as a sharing of research
facilities and exchanges of faculty and staff.
Teaching for a semester, delivering a paper,
or simply making an informal visit will allow
Colorado State University faculty and staff to
discuss job openings with the faculty, staff,
and students at these institutions.
Request names of potential applicants
from individuals who identify as female,
ethnically/racially minoritized
individuals, veterans, and individuals with
disabilities at Colorado State University, as
well as at institutions with strong graduate
programs in their discipline.
Request the names of potential applicants
from individuals who identify as female,
ethnically/racially minoritized
individuals, veterans, and individuals with
disabilities caucuses or organizations
within relevant professional and academic
associations. Maintain ongoing
communication with these caucuses and
organizations.
Keep national higher education
associations informed of present and
possible future positions. Several such
associations contain special interest groups.
Maintain ongoing contact with professional
organizations, associations, and agencies that
have job-referral services.
Maintain close contact with individuals
who identify as female, minority, veteran,
and individuals with disabilities graduates
from your own department who apply and
may be considered for positions in the future.
20 | P a g e
Contact individuals who identify as
female, ethnically/racially minoritized
individuals, veterans, and individuals with
disabilities who have received significant
grants or professional recognition and ask for
the names of promising individuals who
identify as female, ethnically/racially
minoritized individuals, veterans, and
individuals with disabilities.
Use a personal approach in recruiting
applicants. Often outstanding potential
applicants do not apply for advertised
positions but might be responsive to
individual contacts. If an individual declines a
nomination or does not respond to your letter
of inquiry, you may wish to call the person to
determine if their reasons for declining can
be addressed and resolved. Some applicants
may think their credentials do not match, that
they are too junior, or that they do not want
to live in Fort Collins. Talk to prospective
applicants and ask them to let the committee
evaluate their credentials. Remind them that
without knowing who will be in the pool, you
cannot predict how any given applicant will
compare and ask them to postpone making
judgments themselves until a later time in the
process. Once they are in the pool, either side
can always decide that the match is not a
good one, but if applicants do not enter the
pool, the committee loses the opportunity to
consider them. Individual attention and
persistence pays off—there are many
examples from searches of “reluctant”
applicants who needed to be coaxed into the
pool and turned out to be stellar finalists.
Invite individuals who identify as female,
ethnically/racially minoritized, veteran,
and individuals with disabilities scholars
from other institutions to participate in
department-sponsored symposia and visiting
professorships. A one-year visiting
professorship to replace a faculty member
who is on leave will not only help a
department in meeting its instructional
responsibilities but will also strengthen the
link between the department at Colorado
State University and a similar department at
another institution.
Contact the Office of Equal Opportunity for
assistance. Goal data and availability
estimates for individuals who identify as
female and ethnically/racially minoritized
individuals appear in the Colorado State
University Affirmative Action Plan, which is
prepared annually by the Office of Equal
Opportunity and may be accessed on the OEO
website.
Inform alumni publications at universities
where individuals who identify as female,
ethnically/racially minoritized individuals,
veterans and individuals with disabilities are
well represented of available positions.
If your department is developing plans for
creating an endowed chair, consider the
possibility of recruiting an eminent scholar
whose interests lie in topics around women,
ethnically/racially minoritized studies,
veteran affairs, or the area of disabilities. This
may, in turn, attract other individuals who
identify as female, ethnically/racially
minoritized individuals, veterans, and
individuals with disabilities to your
department.
If individuals who identify as female,
ethnically/racially minoritized
individuals, veterans, and individuals with
disabilities are underrepresented
nationally in your discipline, aggressively
recruit graduate students from these groups
so that the pool of candidates will be greater
in the future. A department may wish to lobby
appropriate professional organizations to
develop a national strategy to attract
individuals who identify as female,
ethnically/racially minoritized individuals,
veterans, and individuals with disabilities
into the field.
Publish statements about the
department’s commitment to diversity,
equity, and inclusion and discussions of
affirmative action goals in department
21 | P a g e
newsletters or publications sent to
constituent groups and alumni, thereby
informing them of the department’s support
of affirmative action goals, and commitment
to diversity, equity, and inclusion and
enlisting their assistance.
Search Firms
Increasingly, units at the University are
opting to use the services of search firms.
There are several benefits a firm can afford.
One is the database of potential applicants,
particularly passive applicants (an individual
who is not looking for a new position but is
open to an exciting new challenge), possessed
by the firm that will be the basis for
recruiting a rich and diverse applicant pool.
Therefore, when selecting a firm, it is
important to ensure the firm has expertise,
experience, and a positive reputation in the
field of the vacant position. A search firm can
also provide a level of confidentiality a search
committee cannot. This level of additional
confidentiality allows potential applicants to
explore a vacant position without their name
being revealed unless they are part of the
small applicant pool the firm provides to the
search committee at the University. A third
benefit is that a firm will conduct what is
described as discovery, learning about the
position, the unit, the college/division, and
the university. This discovery activity allows
a firm to engage in active marketing with
potential applicants. These benefits afforded
by a firm allow them to amass an applicant
pool in a manner a search committee may not.
Identifying and encouraging talent to apply to
a vacant position is the ultimate reason to
utilize the services of a search firm.
If a unit wishes to work with a search firm,
the hiring authority or search chair and the
EO Coordinator should speak with the Office
of Equal Opportunity to ensure the search is
established properly to work with a search
firm. There are variations to the role a firm
will have in a search. The typical arrangement
is that the firm will gather the small candidate
pool that will then be passed to a search
committee to vet and progress through the
usual interview experience conducted by any
search committee. The small candidate pool
passed to the search committee by the firm
can be thought of as a semifinalist pool with a
number varying from a few to around twenty
applications. The basic role of the firm is to
create an applicant pool, vet the larger pool to
identify the smaller pool that is then provided
to the search committee. The services of a
firm may also include conducting reference
checks prior to providing the search
committee a list of names, or prior to the
finalist interview stage.
How the advertising is posted and what
application portal is utilized can vary
depending on the arrangement between the
firm and the unit at the University. Sometimes
the advertising and application process will
be entirely conducted through the firm. This
means the firm will take care of advertising
the position and applicants will apply through
the system used by the firm. Alternatively, it
may be that the search committee will take
charge of the advertising and the applicants
will be directed to the CSU Jobs website to
apply while the firm will conduct recruitment
and provide additional applicants to the
search committee resulting from their
recruitment efforts. Ultimately, all candidates
that will be considered by the search
committee must apply through the CSU Jobs
website. Any arrangement with a search firm
should include obtaining the aggregate
demographics of the applicant pool compiled
by the firm and kept as part of the search
record.
If a unit wishes to pursue working with a
search firm, Procurement Services should be
contacted to understand how the contractual
arrangement with a firm would work.
If using a search firm is contemplated, contact
the Office of Equal Opportunity to discuss
how the role of the firm will be managed in
the search and how the search will be
22 | P a g e
established in the Talent Management
System.
Responding to the Applicants
The CSU online applicant tracking tool, Talent
Management System (TMS), sends an
acknowledgement email to all applicants
upon submission of their materials. Included
in the message is the University’s non-
discrimination statement.
Through the online application process in the
TMS, each applicant will be requested to
submit self-identification information
pursuant to our affirmative action obligation.
This request will also include the Jeanne Clery
Disclosure of Campus Security Policy and
Campus Crime Statistics Act statement
required to be provided to each applicant, as
well as the CSU Principles of Community.
Due to the number of individuals involved in
the search process, it may be protracted. In
which case it is recommended the support
staff or search chair reach out to the
applicants with a potential timeline. The
hiring process at CSU is rigorous and
thorough, which requires an appropriate
amount of time for completion.
Upon completion of the search process, all
applicants should be notified that the search
has closed.
23 | P a g e
Review of
Candidates
Evaluating the Candidates
The search committee should develop
screening instruments used to evaluate
applicants based on job-related criteria. An
initial screening instrument may be a rating
sheet listing the required and preferred
qualifications stated in the job
announcement. This instrument would be
used to narrow the total pool of applicants to
the smaller pool of candidates the search
committee wishes to pursue. Additional
screening instruments may consist of a series
of job-related questions that the committee
believes are crucial to the position and are
used to conduct semifinalist interviews,
reference checks, or finalist interviews.
Written comments reflecting the judgment of
the committee members should be made for
each candidate that participates in any form
of an interview during the search process.
This includes the decisions made by the
search committee while evaluating each
application. This rationale will be entered
into the TMS with each request to interview
or hire. As the search progresses and the
applicant pool decreases, the rationale at
each decision-making point should increase
and clearly demonstrate why a candidate is
or is not moving forward in the search
process. This will allow the search committee
to determine which candidates to further
pursue and save time if it becomes necessary
to return to the applicant pool later. Equally
important, the screening instruments and
notes will serve as a permanent record of the
search committee’s deliberations, should the
selection process be challenged.
If an applicant, as part of their application
materials, submits a link to their personal
website or to LinkedIn, this information can
be considered. Do not search the internet,
including social media, for an applicant’s
name or details as there is no way to verify
that what is posted on the internet is about
the applicant, or was created by or is
approved by the same individual who applied
for the position.
The Review Process
Most selection processes involve more than
one search committee meeting. Progressive
and subsequent search committee meetings
become increasingly qualitative and more
exhaustive.
It may not be difficult to get a search
committee to agree who is the best candidate.
However, deciding the criteria for
establishing “the best” can be more difficult.
The search committee may wish to evaluate
its selection criteria in terms of their validity
as predictors of future success. To what
degree does each criterion predict
performance as a faculty or staff member?
Are there other predictors of future
performance that could be utilized to ensure
unconscious bias does not affect the
evaluation of candidates who identify as
female, ethnically/racially minoritized
individuals, veterans, individuals with
disabilities and other marginalized
individuals whose educational, social, and
cultural backgrounds may be different from
that of a majority culture?
The search committee may wish to examine a
candidate’s entire career when applying its
criteria. For example, a candidate for a faculty
position who has earned a degree and
entered the academic profession after taking
time away, perhaps to raise a family or care
for a loved one, may undoubtedly have fewer
publications than another candidate whose
career has been uninterrupted. If one
evaluates a publication record in terms of the
time period over which it was produced, the
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individual that took time away may be the
stronger candidate.
While publications may be a significant
indicator of future success, they are not the
only indicators of the value of a candidate to a
department. A search committee should
carefully examine all of a candidate’s
accomplishments, their potential for growth,
the diversity of perspective they will bring,
and any unique contributions the candidate
would make to the department or unit.
Different career patterns should not exclude
or inhibit otherwise qualified candidates from
being considered for faculty or staff positions.
Search committees must always be on guard
against biases that may unconsciously
intrude into their evaluation of a candidate. It
is vital to eliminate from the evaluation
process any stereotypical ideas based on a
candidate’s race, age, creed, color, religion,
national origin or ancestry, sex, gender,
disability, veteran status, genetic information,
sexual orientation, gender
identity/expression, or pregnancy. Notions
about an individual based on group
stereotypes can lead to not considering the
strongest candidate for a position. Applicants
with disabilities must be evaluated in terms
of the actual job requirements, with thought
given to reasonable accommodations that can
be made such that an individual with a
disability may perform the essential functions
of the position.
There are common cognitive errors that can
occur during the evaluation process.
Committee members should take steps to
mitigate the effects of raising the bar, elitism,
first impressions, assumptions, wishful
thinking, and premature ranking. The search
committee should also be aware of the
momentum of the group and ensure it is not
difficult for a minority voice of the committee
to resist the push towards a majority
consensus.
Whatever criteria are used, it is important
that they be applied equitably to all
candidates. It is also important that each
committee member spend considerable time
and attention evaluating candidates fairly and
adequately. Underlying assumptions and
biases are more likely to play a role in
evaluation when the evaluator cannot or does
not give sufficient time and attention to the
task (Fine & Handelsman, 2012, section III,
para. 3). The search committee determines
the list of interviewees and, ultimately, the
recommendation to the hiring authority
based on the members’ evaluations.
It should also be added that no nominee for a
position is an applicant until they have
electronically submitted all of the required
documents in the Talent Management System.
The search committee should evaluate only
bona-fide applicants, who have submitted
complete application materials and have been
deemed by minimum review process to meet
required qualifications.
Finally, to achieve the unit and institutional
affirmative action, diversity, and equity goals
in our faculty and staff, the search committee
must be committed to hiring individuals who
identify as female, ethnically/racially
minoritized individuals, veterans, and
individuals with disabilities. The search
committee is responsible not only for finding
and including highly qualified individuals
who identify as female, ethnically/racially
minoritized individuals, veterans, and
candidates with disabilities, but also for
ensuring that the candidates and the
department/unit and university in general
know that they were selected on the basis of
merit.
Yes/No/Maybe
Yes/No/Maybe is the concept of using pools
as an application screening method to review
large applicant pools and determine which
applications are rising to the top. The first
step in Yes/No/Maybe is to determine if
applicants have provided a complete
application and if the application provided
25 | P a g e
meets minimum qualifications. It is the same
first step as when using a screening/rating
sheet. That first minimum review step is
conducted by the chair of the search
committee in addition to at least one other
search committee member. It can be that the
search chair may ask a second search
committee member to assist if the applicant
pool is large, for example, more than seventy-
five applications. The search chair will review
all applications submitted and the search
committee member(s) will review a divided
portion of the applications determined by the
number of search committee members
assisting. Once a determination has been
made by the search chair and one other
member of the search committee that an
application is complete and meets the
minimums, that application will become part
of the pool of applications that will be moved
forward to the full search committee for
review.
Each member of the search committee will be
asked to review each application that met
minimum qualifications and determine if the
application falls within the yes, maybe, or no
pool. This task is completed by each search
committee member keeping in mind the
minimum and preferred qualifications
determined for the position. Search
committee members do not complete a
screening/rating form for each application.
That form, created at the start of the search
by the search committee, serves as a
reminder of what should be considered when
reviewing applications.
There are two search committee meetings
when using Yes/No/Maybe as a screening
method once search committee members
have reviewed the applications that meet
minimum qualifications. The two meetings
should be scheduled within days of each
other. In preparation for the first meeting, the
search chair, with the assistance of search
support staff, will compile a list of
applications that receive a yes, maybe, or no.
This list is kept confidential and in a secure
manner.
In the first search committee meeting of
Yes/No/Maybe, the search committee will
determine which applications fall in the yes,
maybe, and no pools. The search committee
meeting will begin with the review of any
application that received a yes. The review is
conducted in an objective order such as
alphabetically starting with A or Z.
Determinations will be made as a search
committee about applications falling within
the yes pool by raising each application that
received a yes to understand if as a search
committee there is an understanding that
application should remain in the yes pool.
This screening tool of pools is not a detailed
discussion of every application but rather an
understanding as a search committee of
where an application is falling within the
three pool options. If discussion is lingering in
connection with one application, place that
application in a yes/maybe pool and hold it
for potential further review upon the
conclusion of looking at all applications that
received a yes. At the conclusion of reviewing
the yes pool, the search committee may
decide the yes pool is sufficiently robust and
conclude the review. However, if the yes pool
is not sufficient, the search committee may
revisit the yes/maybe pool and determine if
any of the applications in that pool should be
moved to the yes pool.
Once the applications in the yes pool, and
potentially the yes/maybe pool, have been
reviewed and decisions have been made, the
search chair will quickly confirm the
applications in the no pool and then will ask if
there are any applications any committee
member would like to discuss. This step is the
checks and balances to what for some is a
flexible process of reviewing applications. At
this point any member of the search
committee can raise any application for
discussion regardless of whether the
application fell in the maybe pool or in the no
pool. Once the task of collectively reviewing
the applications in the yes pool, confirming
those in the no pool, and opportunity to
discuss any application has concluded, that
ends this first Yes/No/Maybe search
26 | P a g e
committee meeting. The applications that are
determined to fall in a yes pool will be
considered in greater detail at the second
meeting of Yes/No/Maybe. The reason they
are not considered in this first committee
meeting is because committee members will
be spent and that is not the time to then delve
more deeply into which of the applications in
the yes pool may rise to be a semifinalist for
further consideration. The search chair, in
preparation for the second meeting, will ask
search committee members to complete the
screening/rating sheet in a considered and
thoughtful manner for each application in the
yes pool.
During the second Yes/No/Maybe search
committee meeting, typically a few days after
the first, the search committee members will
have completed a screening/rating sheet for
each application in the yes pool. That
information will be collected by the search
chair in a confidential and secure manner in
preparation for this meeting. At this second
Yes/No/Maybe search committee meeting,
the search committee members will discuss
each application in greater detail and
determine which applicants should move
forward to a semifinalist interview.
The search chair, with the assistance of
search support staff, is responsible for
documenting the decisions of the search
committee of which applications fall within
the yes, no, and maybe pools. It is sufficient to
indicate that due to using Yes/No/Maybe as a
screening tool, an application fell within the
no pool or maybe pool. For applications
falling in the yes pool, it is important to
document if there was brief discussion
around that application and why it is within
the yes pool. Key decision-making points
discussed during the second Yes/No/Maybe
search committee meeting must also be
documented, as this information will be the
basis to create rationales entered into the
Talent Management System.
Ultimately, the goal of Yes/No/Maybe as a
screening tool is to focus time and energy on
the applications in a large applicant pool that
are rising to the top for close consideration.
Conflict of Interest
In some instances, search committee
members may have worked with or
supervised an applicant, or a faculty member
served as major professor to an applicant. A
conflict of interest exists when a search
committee member is not able to be objective
in a review of an applicant.
At the first search committee meeting after
the full consideration date a search
committee member should disclose to the
other search committee members when they
have supervised, served as major professor,
or have had a significant work relationship
with an applicant. Typically, prior knowledge
of an applicant does not create a conflict of
interest. However, a significant former work
or personal relationship that affects the
committee member’s ability to be objective
can be a conflict of interest, resulting in the
committee member recusing themselves from
evaluating that applicant. Examples would be
an advisor/advisee relationship between a
faculty member and an applicant, a
supervisor and supervisee relationship, or a
family member or close friend. Recusal from
involvement in the consideration of one
applicant does not necessarily require a
committee member to stop serving on the
search committee or evaluating other
applicants.
During an internal search, there is an
understanding that many if not most of the
search committee members may know one or
more of the applicants. During internal or
national searches with internal applicants,
members of the search committee are not
recused except for those specific instances
previously described.
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References
Search committees may ask candidates for
letters of reference or a list of names and
contact information of references willing to
be contacted.
If a list of references with contact information
is requested, reference checks may be
conducted by the hiring authority, or the
hiring authority may delegate this task to the
search committee. A candidate should be
informed that reference checks will be
conducted prior to contacting any references.
The search committee is not obligated to
contact all the references submitted by the
candidate; it may choose to contact only those
whom it believes have the most pertinent
information. When contacting a reference, it
is advisable to send a copy of the position
announcement and non-discrimination
statement along with whatever questions
concerning the candidate’s experience,
qualifications, and accomplishments the
search committee wishes the individual to
address.
Specific job-related questions should be
developed prior to the reference check and
consistently applied for each reference
conversation. If the search committee is
conducting reference checks, it is advisable
that at least two members of the search
committee participate in each reference
check. The hiring authority alone may
conduct reference checks. You may not ask
questions of a reference that you are not
permitted to ask of the candidate during an
interview. Notes should be taken during the
conversation so that a written record of the
conversation may be placed in the search file.
The search committee or hiring authority
may conduct off-list reference checks. If there
are select or additional individuals who the
search committee would like to contact about
the candidate’s qualifications, the search
committee must notify the candidate. The
candidate does not have to be told who is
going to be contacted, but they must be
notified if the committee will go off-list. If a
candidate insists that a certain individual not
be contacted, this request must be honored.
All questions asked and issues raised must be
job-related and similar for candidates.
In addition, information cannot be “off the
record.” Occasionally, members of a search
committee will receive unsolicited calls or
information about a candidate. When this
happens, the member of the search
committee should not engage in the call. The
search chair should be notified if any
information about a candidate is received by
a committee member and that information
should be given to the search chair. The
names of individuals who have provided
information about a candidate to the search
committee must be retained.
It is important to read letters of reference
carefully, as it often happens that a reference
will contain what initially appears to be a
glowing recommendation. For instance, the
former or current duties of the candidate may
be described, but no qualitative assessments
of how those duties were performed may be
provided.
Search committee members cannot serve as
references for an applicant or a candidate.
Sample reference questions can be requested
from the OEO.
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The Interview
For candidates who are new to Colorado State
University, the department, or unit, the
interview is one of the most critical stages in
the evaluation process. It is generally the first
opportunity for the candidate and the search
committee to interact in person. While the
interview allows the search committee to
evaluate the candidate, it also allows the
candidate to evaluate the search committee,
the unit, and the University.
Maximizing the Finalist On-site
or Campus Interview
Before the candidate arrives, a detailed
agenda should be established that includes
the individuals with whom the candidate will
meet, facilities to be visited, and faculty or
staff who will escort the candidate from place
to place. The agenda items should be the
same for all candidates, but do not necessarily
have to be in the same order if it is not
possible. This agenda should be sent to all
members of the search committee and to the
candidate or, at a minimum, shared with
them at the beginning of the on-site or
campus visit.
Before an on-site or campus visit, it is
advisable to ask all the candidates if they will
need any accommodations for their
interview. This is different from asking if the
applicant has a disability—an individual can
need an accommodation without necessarily
having a disability. At no time may a
candidate be asked if they have a disability or
medical condition, and no medical
documentation may be requested.
Accommodations may be related to a person’s
disability or a variety of other reasons (e.g.
dietary needs, specific times for breaks, etc.).
Inviting a candidate to share they may need
an accommodation can be done when
contacting the candidate to arrange the
campus or on-site visit.
If a candidate asks a question that the escort
or members of the search committee do not
have sufficient information to answer, inform
the candidate that a member of the search
committee will obtain and provide the
requested information. If the search
committee is unable to find the information
during the interview, then inform the
candidate that the search committee will
either write or call with the answer within a
specified number of days.
Search Committee Interview
Sequence
Before interviews begin, it is advisable for all
members of the search committee to review
the candidate’s dossier, the job
announcement, and the evaluation form. The
members must know the candidate’s formal
qualifications and accomplishments, have
letters of reference or reports of
conversations with references (if collected or
conducted by the committee prior to the
finalist interview), and must have reviewed
the candidate’s transcripts when applicable.
The committee members should agree on
areas to cover in the interview, and in some
cases, have assigned specific lines of inquiry
to particular members. All committee
members should be fully aware of lines of
inquiry that are inappropriate (see page 35).
You may also wish to reflect on how to create
an atmosphere of openness in the interview.
Both sides need to know what expectations
the search committee has of a candidate and
the candidate has of the position.
The search chair and search committee
members should greet the candidate when
they are brought into the interview. The
candidate needs to be given evidence that the
committee and department or unit are
friendly and welcoming. Give the candidate a
chance to interact with the department or
unit’s faculty and/or staff in multiple venues.
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The questions to be asked of a candidate are
very important. The search committee should
devise a group of core questions based on the
job-related criteria by which candidates are
to be evaluated. These questions should be
asked of all candidates to ensure that crucial
job-related information is consistently
obtained. Many search committees have
found that beginning with open-ended
questions relaxes the candidate and
encourages them to communicate freely.
Develop questions ahead of time. Follow-up
questions based on the responses to
predetermined questions will most likely
vary with each candidate. One should also
examine the questions to make sure none will
have the effect of screening out or
discouraging individuals who identify as
female, ethnically/racially minoritized
individuals, veterans, or individuals with
disabilities. An organized and patterned
interview of this type has the beneficial effect
of reducing unconscious biases.
When search committee members have asked
all the questions needed, the chair should
provide the candidate with time to ask
questions. By now, the candidate should have
developed a number of questions. To some
extent, the quality of the candidate’s
questions may indicate how serious a
candidate is about the position.
Since candidates are generally concerned
about time frames, they should be informed
of the remaining steps in the search process
and an approximate date by which they will
next hear from the search chair.
As part of the interview process, candidates
often meet with members of the department
or unit, the department or unit leader,
appropriate administrators, and relevant
colleagues of the unit. To obtain the
maximum benefit from these interviews, the
search committee should circulate the
candidate’s cover letter and resume or
curriculum vitae (with any personal
information redacted), a copy of the job
announcement, and a copy of the evaluation
form to all individuals with whom the
candidate will meet. The search committee
should also inform the search chair in
advance if it wishes to receive evaluations
from these other interviewers and to have
them explore specific areas. A dean, for
instance, may be asked to assess a candidate’s
research record or to comment on the
scholarly potential of a candidate. Such
suggestions will give focus for interviews and
provide vital information for the selection
process. It is recommended that evaluation
instruments be provided to the various
constituents that will meet with a candidate
throughout the interview experience to assist
the search committee and hiring authority to
make the best, most informed decision.
If a faculty appointment is involved, the
department chair/head should review with
the candidate the policies regarding tenure,
or the criteria and procedures for promotion.
Salary considerations, leave, and medical and
fringe benefits should be shared with all
candidates participating in finalist interviews.
When individuals who identify as female,
ethnically/racially minoritized individuals,
veterans, or individuals with disabilities
participate in a finalist interview, it may be
reassuring to have a chance to visit privately
with other individuals who identify as female,
ethnically/racially minoritized individuals,
veterans, and individuals with disabilities at
Colorado State University so there is an
affinity with fellow members of CSU. Time
should be set aside for that purpose and
candidates asked if they desire to meet with a
particular group. Of course, each finalist will
have a chance to meet individuals who
identify as female, ethnically/racially
minoritized individuals, veterans, and
individuals with disabilities in the unit to
which they are applying, but there is no need
to limit them to individuals in their field or
unit. The Office of Equal Opportunity can help
in arranging meetings with others at the
University or in the larger community.
30 | P a g e
Often, a search committee will wish to set
aside a block of time for candidates to meet
informally with faculty, staff, and students.
Such occasions are intentionally unstructured
so that they may become better acquainted
with the candidate. It is in precisely these
situations, however, where care must be
taken to avoid asking questions or making
comments—either directly or indirectly—
that relate to race, the derivation of one’s
name, ethnic origin, religion, marital status,
parental status, disability, sexual orientation,
gender identity/expression, age, political
affiliations, or other personal matters. Such
questions or remarks create a negative
impression of the search committee, the
department or unit, and the University, and
may be illegal. It is advised that the list of
Appropriate and Inappropriate Questions
During Interactions with Candidates (page
35) be shared with all individuals
participating in the finalist interview.
Search committees often ask a faculty
candidate to teach a class or seminar or to
make a presentation to a group of faculty
and/or students. Similarly, a staff candidate
may be asked to participate in an open forum
or provide a presentation to staff and others.
Such occasions provide students, staff, and
faculty with the opportunity to judge the
ability of a candidate while allowing
individuals not on the search committee to
offer their evaluation.
Ethics, integrity, courtesy and the spirit of
equal opportunity and equal access demand
that all candidates be treated equitably
during the search process and particularly
during their interview visit. When feasible,
similar events should be scheduled,
interviews with the same university
personnel should be arranged, and an equal
amount of time should be allotted for each
candidate.
Interview and Reference Check
Questions
Members of the search committee, facilitated
by the search chair, prepare separate sets of
questions for the semifinalist interview,
finalist on-site or campus interview with the
search committee, and for reference checks.
The questions selected for the semifinalist
interview are a set number of questions, are
prepared before the first interview takes
place, and are asked of each candidate being
interviewed. Given the structured nature of
the semifinalist interview and the limited
time for these interviews, the members of the
committee may not alter or add any
questions. It is advised that the search chair
or EO Coordinator remind members of the
search committee before the first telephone
or video interview that questions should not
be altered, or new questions added. To
ensure consistency and fairness in these
limited interview interactions, the set of
questions that is prepared is all that is asked
of the interviewees. Clarifying questions that
do not add new elements to a question may
be asked.
Similarly, a core set of questions is prepared
for the finalist interview prior to the first
interview. The finalist interview with the
search committee is a more fluid
conversation that explores the candidate’s
particular experiences, knowledge, skills, and
abilities. During this interview the candidate
is learning about the unit/department, its
members, and the University. Therefore, a
core set of questions is prepared in order to
provide a consistent structure to the
interview conversation. However, as the
search committee explores the candidate’s
particular background, knowledge, skills, and
abilities, what typically ensues is an exchange
that prompts other questions to come to
mind and be asked. This is acceptable, as the
wish is for more of a conversational exchange
allowing the search committee to learn about
a candidate in addition to the candidate’s
experiences, knowledge, skills, and abilities.
31 | P a g e
The core set of questions become the
common beginning to a conversation with the
candidate. Questions may be asked that are
not part of the core set of questions as long as
the questions are appropriate and job related.
If the members of the search committee have
been asked to conduct reference checks, the
search chair and the committee create a set of
questions prior to conducting references that
are consistently asked of references. Similar
to the finalist interview, questions may be
asked beyond the set of prepared questions in
an effort to explore a specific aspect of a
candidate’s experience, knowledge, and skills
if they are appropriate questions and job
related. Questions that cannot be asked of a
candidate, see Appropriate and Inappropriate
Questions During Interactions with
Candidates (page 35), may not be asked of a
reference.
Ideally, the same person asks the same
question during the semifinalist interview
and finalist on-site or campus interview
ensuring consistency in how the question is
asked. It is not always possible to have the
same person ask the same question, however,
if possible, it would be best. All questions
should be appropriate and related to the job.
Internal Candidates and
Interviews of Other Candidates
An internal candidate that participated in a
semifinalist interview and was not selected to
progress to a finalist interview may
participate in the interviews of the finalist
candidates. It is not a conflict for an internal
candidate who is no longer being pursued to
attend interview events of finalists. A
reminder, it is important to inform an
internal candidate they have not been
selected as a finalist before the finalists are
announced for interviews.
An internal finalist candidate that is invited to
participate in a finalist interview may not
attend any interview events of other finalists
as this would be a conflict. Search chairs
should ensure that internal finalist candidates
understand they may not participate in the
interviews of other finalists.
If a tour of an office or site is conducted for
other finalists and the internal finalist
candidate is in the work area, that person
should be briefly introduced if other
members of the unit are being introduced. It
is not necessary to elaborate that the person
is also a finalist for the position. It is sufficient
to provide a brief introduction and move
forward with the tour. Should the external
finalist being interviewed later ask if the
individual they met is an internal candidate,
the response should be to confirm that they
are also a candidate and proceed with the
conversation not elaborating on the internal
candidate’s candidacy.
Interviewing Pitfalls
Common Interviewing Mistakes
• Failure to put a candidate at ease.
• Signaling expected answers to questions or
leading candidates to the preferred answer.
• Failure to listen actively.
• Committee members talking too much.
• Lack of follow-up on questions to clarify
ideas.
• Failure to plan for the interview.
• Not organizing the interview experience
well.
• Personal bias used during interview.
• Committee does not keep an open mind
about candidates.
• Asking yes/no questions versus open-ended
questions.
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Personal Biases in Interviewing
• Making judgments too early in the process.
• The halo effect—the last candidate was so
bad that the present candidate looks
exceptionally good.
• The horn effect—opposite of the halo effect.
• Stereotyping.
• Personal similarity.
• Projection.
• Oversimplification.
• Verbal facility.
• False criteria.
• Forgetting the details of the interview visit
of one or more candidates.
• Trying to find an exact duplicate personality
to that of the incumbent in the new
candidate.
• Wishing to select someone like yourself.
It is important to remember that all
interview questions must be job-related.
Applicants with Disabilities
The Americans with Disabilities Act (ADA)
and the ADA Amendments Act of 2008
(ADAA) require the University to provide
reasonable accommodation(s) to qualified
individuals with disabilities who are
employees or applicants for employment,
except when such accommodation(s) would
cause an undue hardship.
The ADA also establishes rules about
“disability related inquiries,” which consist of
a question or series of questions that are
likely to solicit information about a disability.
The ADA limits an employer’s ability to make
disability-related inquiries at three stages.
First, the ADA prohibits all disability-related
inquiries before an offer of employment, even
if they are related to the job. Next, after an
applicant is given a conditional job offer, but
before they start work, an employer may
make disability-related inquiries and request
medical examinations, regardless of whether
they are related to the job, as long as it does
so for all entering employees in the same job
category. However, it is prudent that all
disability-related inquiries made at this stage
be job-related. Finally, after employment
begins, an employer may make disability-
related inquiries and require medical
examinations only if they are job-related and
consistent with business necessity.
For assistance in arranging a reasonable
accommodation for an applicant or
candidate, please contact the Office of
Equal Opportunity at (970) 491-5836 or
[email protected]. The Office of Equal
Opportunity is also available to provide
education in the area of disabilities.
Tips on Interviewing
Candidates with Disabilities
In light of the ADA, an individual may wonder
what questions may or may not be asked
when interviewing a candidate with a
disability. In addition, search committees are
often unsure of “disability etiquette” when
interacting with individuals with disabilities.
These guidelines are provided to help search
committees in the interviewing process and
to enhance the communication skills of
search committee members when interacting
with prospective employees with disabilities.
When Interviewing a Candidate with
Any Disability
First, ensure that interviews, presentations,
lodging, and dining arrangements are
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accessible. Use the term “accessible parking”
rather than “handicapped parking.”
Before an offer of employment is made, do
not ask a candidate questions regarding:
• the existence of a disability;
• the nature of a disability;
• the severity of a disability;
• the condition causing the disability;
• any prognosis or expectation regarding the
condition or disability; or
• whether the individual will need treatment
or special leave because of the disability.
When Interacting with a Candidate
with a Disability
• Offer to shake hands when introduced if you
do so for every candidate. People with
limited hand use or an artificial limb can
usually shake hands, and offering the left
hand is an acceptable greeting.
• If you offer assistance, wait until the offer is
accepted. Then listen or ask for instructions.
• Do not refer to an individual by their
disability, i.e., “that deaf person” or “the one-
legged person.” A person is not a condition.
• Do not emphasize disability over other
characteristics when describing a person
with a disability. It is okay to say that a
person uses a wheelchair, especially when
dealing with questions of parking and
making accommodations. Do not make it the
major emphasis of what the person has to
offer when interacting with people
individually.
• Be considerate of extra time it may take a
person with a disability to perform a major
life activity and be patient.
• Listen attentively when talking with people
who have difficulty speaking and wait for
them to finish.
• Never pretend to understand; instead
repeat what you have understood and allow
the person to respond.
• Everyone makes mistakes from time to time.
If you make a mistake and offend someone,
apologize.
• Relax. People with disabilities are people
first.
• Do not request or accept any medical
documentation.
When Interviewing a Candidate Who
Uses a Wheelchair
• Do not lean on the wheelchair.
• Do not be embarrassed to use such phrases
as “Let’s walk over to the auditorium.”
• Do not push the wheelchair unless asked to
do so.
• Make sure you get on the same eye level
with the candidate if the conversation lasts
more than a couple of minutes.
• Keep accessibility in mind. (Is that chair in
the middle of your office a barrier to
someone who uses a wheelchair? If so, move
it aside.)
When Interviewing a Candidate Who
Has a Visual Impairment
• Do not be embarrassed to use such phrases
as “Do you see what I mean?”
• Do not shout.
• Do not touch a candidate’s cane. Do not
touch a guide dog when it is in a harness.
Resist the temptation to pet a guide dog.
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• Identify yourself and others present
immediately; cue a handshake verbally or
physically.
• When conversing in a group, remember to
identify the person to whom you are
speaking.
• Use verbal cues; be descriptive in giving
directions. (“The table is about five steps to
your left.”)
• Verbalize chair location or place the
person’s hand on the back of the chair if
requested, but do not place the person in
the chair.
• Keep doors either opened or closed; a half-
opened door is a serious hazard.
• Offer assistance in travel; let the candidate
grasp your left arm, usually just above the
elbow.
When Interviewing a Candidate Who Is
Deaf or Hard of Hearing
• Do not shout.
• In order to get the attention of a person
with a hearing impairment, tap the person
on the shoulder or wave your hand.
• Enunciate clearly. If the candidate is lip
reading, keep your mouth clear of
obstructions and place yourself where there
is ample lighting. Keep in mind that an
accomplished lip reader may be able to
clearly understand 30 to 35 percent of what
you are saying.
• Keep in mind a candidate may also rely
somewhat on facial expressions or other
body language to help in understanding.
• If you do not understand what the candidate
is telling you, do not pretend you did. Ask
the candidate to repeat the sentence(s).
• Consider using written notes if you are
having difficulty communicating.
• If requested, use a sign language
interpreter. Keep in mind that the
interpreter’s job is to translate, not to get
involved in the interview in any other way.
Therefore, always speak directly to the
candidate.
• Plan well in advance, beginning when the
candidate’s finalist visit is confirmed, for an
interpreter or real-time captioner.
• Consider turning on captioning during video
interviews and placing the questions in the
chat as each question is asked.
Reminder
Even though a candidate discloses the need
for an accommodation, before an offer of
employment, an employer still may not
inquire as to:
• if the candidate has a disability;
• the nature of a disability;
• the severity of a disability;
• the condition causing a disability;
• any prognosis or expectation regarding a
condition or disability;
• whether the individual will need treatment
or special leave because of a disability; or
• whether the individual will require
reasonable accommodations.
For further assistance in the area of
disabilities, contact the Office of Equal
Opportunity at 491-5836 or
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Appropriate and Inappropriate Questions During Interactions with Candidates
SUBJECT
APPROPRIATE
INAPPROPRIATE
ADDRESS
How long have you lived “in this
area?”
List of previous addresses. How long have you
lived at specific address?
AGE
None.
Questions about age or questions that would
reveal age. Requests for birth certificate.
ARREST RECORD
None.
Questions about pending charges.
BIRTHPLACE
None.
Birthplace of candidate or candidate’s parents,
spouse/partner, or other close relatives.
CITIZENSHIP
May ask questions about legal
authorization to work in the specific
position if all candidates are asked.
May not ask if person is a U.S. citizen has a green
card or a visa.
CONVICTIONS
Colorado State University conducts
background checks of finalists.
Questions about convictions should
not be asked.
Questions about convictions. Questions that
would reveal arrests without convictions.
DISABILITY
May ask about candidate’s ability to
perform essential job-related
functions.
Questions (or series of questions) that are likely
to solicit information about a disability or a
medical condition.
EDUCATION
Inquiries about degree or equivalent
experience.
Questions about education that are not related to
job performance.
FAMILY
None.
Number and ages of children.
Childbearing/rearing queries.
MARITAL OR
FAMILY STATUS
Whether candidate can meet work
schedule or job requirements.
Should be asked of all individuals.
Any inquiry about marital or partner status,
children, pregnancy, or child-care plans.
MILITARY
May ask if a candidate has served in
the Armed Forces of the United
States or in a State Militia.
May not ask about military service in the armed
forces of any country except the U.S., nor may you
inquire into one’s type of discharge.
NATIONAL ORIGIN
May ask questions about legal
authorization to work in the specific
position if all candidates are asked.
May not ask if person is a U.S. citizen, has a green
card or a visa.
ORGANIZATIONS
Inquiries about professional
organizations related to the
position.
Inquiries about professional organizations
suggesting race, age, creed, color, religion,
national origin or ancestry, sex, disability,
veteran status, sexual orientation, gender
identity/expression, or pregnancy.
PERSONAL
FINANCES
None.
Inquiries regarding credit record, owning a home,
or garnishment record.
POLITICAL
AFFILIATION
None.
Inquiries about membership with a political
party.
RACE, COLOR,
SEXUAL
ORIENTATION OR
GENDER IDENTITY
None.
Comments about complexion, color of skin, hair,
height, weight, sexual orientation, or gender
identity/ expression.
RELIGION
Describe the work schedule and ask
whether candidate can work that
schedule. Also, suggest that
accommodations to the schedule are
possible.
Inquiries about religious preferences, affiliation,
denominations, or religious holidays observed.
WORK EXPERIENCE
Candidate’s previous employment
experience.
Stereotypical inquiries regarding protected
identity membership.
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Closing the Finalist Interview
Make sure that you have not overlooked any
questions and encourage the candidate to
suggest anything that might expand on or
clarify their training and experience. Be sure
the candidate does not have any other
questions.
You may inform the candidate of the timing
for filling the position, how many candidates
are being interviewed, and how and when
you will communicate your employment
decision.
If you have any questions about the interview
process, contact the Office of Equal
Opportunity at (970) 491-5836 or
Sexual Harassment
Search committee members should
understand the University’s policy on sexual
harassment, what constitutes sexual
harassment, and avoid any appearance of any
harassment. Sexual harassment involves
situations where employment benefits
depend upon a person’s submission to
unwanted sexual advances or where sexual
harassment creates a working environment
that is hostile and intimidating. All
individuals are protected from sexual
harassment. Colorado State University will
investigate complaints and effectively
address sexual harassment.
Notification of Unsuccessful
Candidates
Each applicant and candidate, especially
those interviewed, has invested time and
other resources into the search process. It is
important the search committee treat each of
them with courtesy and sensitivity.
Applicants who were not interviewed, and
who the search committee would not pursue
at any point, can be notified of their non-
selection as soon as a firm decision of their
non-selection has been made, rather than
waiting until the entire search has been
completed.
As soon as possible after an offer is accepted
in writing, interviewees not chosen should be
notified by email or by telephone. If an
interviewee is an internal candidate, it is
important to notify them if they were
unsuccessful before public announcements of
appointments are made. Also notify by email
all applicants who were held and did not rise
to an interview stage.
An Unsuccessful Search
If a search does not produce a qualified
candidate, the EO Coordinator should request
OEO approval to close the search without a
hire and provide the rationale for doing so. If
a new search is opened for the same position,
consider expanding advertising and
networking efforts and reviewing the search
process to understand if there are any
barriers to success, such as an unclear job
announcement. Steps can be taken, including
greater advertising and networking, which
may prove to be useful in having a more
successful search.
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The Offer
Letter
The offer letter is a binding commitment by
the University and must, therefore, be written
carefully. The Office of the Provost and
Executive Vice President has standard offer
letters for faculty and administrative
professional positions that should be used for
hires. The template is available on the Office
of the Provost’s website
https://provost.colostate.edu/faculty-
policies-forms-resources, under Faculty
Policies, Forms & Resources. The Office of the
Provost must approve all faculty offer letters.
When utilizing a candidate’s legal name in the
offer letter, it should be stated in the address
block at the top of the letter. When utilizing a
candidate’s preferred name, it should be
included in the letter salutation.
Before sending the letter of offer to an
individual who identifies as a woman,
ethnically/racially minoritized individual, a
veteran, candidate with a disability or other
marginalized individual who a department
wishes to hire, the department or unit leader
must make sure that the proposed pay level,
academic rank, and start-up package are no
less than they would be for a similarly
qualified individual who may not possess a
protected identity.
The Colorado Equal Pay for Equal Work Act
prohibits hiring authorities from inquiring
about previous salary history. A hiring
authority may ask a candidate about their
salary expectations for the position but may
not ask about past salary history.
Special circumstances may be noted in the
letter as needed. For example, if the
prospective Assistant Professor or staff
member has not yet completed their PhD or
other appropriate degree by the date of offer,
it is permissible to include a statement
indicating that if not all degree work is
complete by the start of the appointment, an
adjustment in the title, salary, or percentage
of appointment will be necessary.
If there are unusual or special circumstances
involved in your offer to a candidate, please
contact the appropriate administrator within
your college or division. If the unusual
circumstances involve a faculty hire, contact
the Office of the Provost.
Finally, an offer letter may be extended to the
successful candidate contingent upon the
successful completion of the background
check with satisfactory results to the
University. A formal acceptance of the offer,
either by a return letter or by signing a copy
of the offer letter is required.
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Documenting
the Search
Search committees, hiring authorities, and
principal investigators must document
searches to ensure compliance with Colorado
State University and the U.S. Department of
Labor records retention requirements.
Information documenting recruitment and
selection procedures should be retained for
all searches. Units must maintain records
for three years from the date of hire or
date the posting closed without a hire,
documenting information on all individuals
who were hired, all individuals who were
eliminated, and reasons for selection or non-
selection. The Talent Management System
retains the position description, posting
announcement, applicants’ materials, letters
of recommendation, references, recruitment
plan, and rationales for selection and non-
selection of applicants and candidates. If the
committee adds notes to any of the applicant
materials, they must be retained.
The following records must be retained either
in the TMS or separately in a secure location,
such as a password protected shared drive,
Microsoft Team, or cloud-based password
protected search folder:
• The names of all members of the search
committee and who served as chair.
• A copy of the approved position
announcement and advertisements.
• Job description and selection criteria used
to evaluate individuals.
• A list and a copy of published
advertisements and other publicity
materials including a list of recruiting
sources (e.g., conferences, meetings,
networking listservs).
• A list of colleagues and professional
organizations from which nominations were
solicited.
• A list of all applicants and nominees.
• Letters of recommendation received, or
materials created while conducting
references, including notes taken.
• Sample correspondence sent to applicants
and candidates.
• Copies of questions posed in the interview
process and questions posed to candidate’s
references.
• All notes taken by any individual that
participated in the search process, and
copies of search committee meeting
minutes if minutes are taken.
• All evaluation instruments used in the
search process.
• Any or all information regarding reasonable
accommodations under the ADA. Medical
information should not be accepted.
The search committee must not compile
demographic information on the applicants
such as sex, race, ethnicity, and veteran or
disability status.
The search chair must ensure all of the
documentation noted is retained in a
confidential manner for at least three years
per regulation, and it may prove valuable in
reconstructing the search process in case a
challenge arises or we are audited by the
Office of Federal Contract Compliance
Programs, a division of the Department of
Labor. Generally, the documentation of a
search is held in the unit where the position
searched resides.
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Questions and Answers that Address Myths and Realities about the
Legal Basis of Equal Employment Opportunity and Affirmative
Action
What are affirmative action and equal employment opportunity, and are they the same?
The ideas underlying affirmative action and equal employment opportunity (EEO) are similar with
respect to selection, employment, and promotion, but affirmative action and EEO embody different
concepts. EEO means that all individuals must be treated equitably in the hiring process, in training,
and in promotion. Each person has the right to be evaluated on their qualifications as an individual,
without discrimination, based on stereotypic conceptions of what members of ethnically/racially
minoritized groups or any other protected identities are like. Identities protected under federal and
state EEO laws are those of race, creed, color, ancestry, national origin, sex, gender, religion, age,
veteran status, disability, genetic information, sexual orientation, gender identity/expression, or
pregnancy. Local governments may have identified additional EEO protected identities as well.
Affirmative action goes further than EEO. It means affirming that organizations and individuals in
organizations will proactively and aggressively seek to overcome the effects of past discrimination
against groups, such as individuals who identify as female and ethnically/racially minoritized
individuals, individuals with disabilities, and veterans by making a positive and continuous effort in
their recruitment, employment, retention, and promotion. Affirmative action also means that
organizations must actively seek to remove any barriers that artificially limit the professional and
personal development of individuals who are members of protected identities. Affirmative action
applies to all job categories and levels.
Does affirmative action mean that we are applying different standards for white males than
for individuals who identify as female, ethnically/racially minoritized individuals,
individuals with disabilities and veterans?
Affirmative action was meant to encourage the hiring of candidates who are qualified. One standard
should be applied to all candidates. Assuming that there is a double standard implies that
ethnically/racially minoritized individuals, individuals who identify as female, individuals with
disabilities, and veterans are less qualified than white males. It is important that consistent job-
related criteria be used during the search process and that all candidates are screened according to
those criteria.
It is important to note that the term “best qualified” is often subjective, particularly in the absence
of job-related criteria. One person’s best is someone else’s average. Often, people are differently
qualified to do the job and bring different but equally important assets. Candidates are often
described as “best qualified” based on years of experience. That measure of qualification is often
not valid, and works against individuals who identify as female, ethnically/racially minoritized
individuals, individuals with disabilities and veterans who may be newer in their fields, but who
may be equally or better qualified than candidates who have more years of experience.
Qualifications measured by the candidate’s degree-granting institution may introduce bias. This
emphasis on top-tier schools (a subjective description) may work adversely against individuals
who identify as female, ethnically/racially minoritized individuals, individuals with disabilities and
veterans. By themselves, years of experience or degree-granting institutions do not always provide
enough information to predict the potential of a candidate.
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Is affirmative action a form of reverse discrimination?
Reverse discrimination is a myth and perpetuates inequity because it ignores the power and
privilege dynamic of those involved. The concept of affirmative action includes the idea that there
has been historical discrimination against members of ethnically/racially minoritized groups,
individuals who identify as female, individuals with disabilities, and veterans and that every
individual must be treated equitably so that a position should be awarded to the most qualified
candidate based on their skills and qualifications. Effective recruitment will ensure the greatest
likelihood of producing a diverse pool of applicants that includes ethnically/racially minoritized
individuals, individuals who identify as female, individuals with disabilities, and veterans.
Do we have a quota of individuals who identify as female and ethnically/racially minoritized
individuals that the University or its units must hire?
The University and its units have hiring goals, not quotas. The use of goals is designed to achieve
greater inclusion of individuals who were previously excluded or granted limited access. Ideally,
the percentage of individuals who identify as female and ethnically/racially minoritized individuals
working in a department, school, or unit at the University should be similar to the percentage of
individuals who identify as female and ethnically/racially minoritized available applicants for such
positions. Hiring goals are established for each college, department, unit, school, or division, as
appropriate, in accordance with the U.S. Department of Labor regulations. Goals are determined
through consultation with the appropriate dean, director, or department head/chair. Affirmative
action means advertising broadly to reach applicants and give all applicants fair consideration
throughout the process. Please visit the Affirmative Action page on OEO’s website for detailed
information and a copy of the Utilization and Placement Goals Analyses:
https://oeo.colostate.edu/affirmative-action/.
Courts can require an employer to have affirmative action goals to correct a pattern of
discriminatory employment practices when an employer has been found by a court to have
discriminated against a protected group.
Is it true that once we hire an ethnically/racially minoritized individual, individual who
identifies as female, individuals with disabilities, or veterans we cannot ever fire the
individual?
According to the principles of affirmative action, the standards for achievement, job requirements,
and job expectations must be applied fairly to all individuals. The terms of employment are the
same for everyone. The same standards and the same degree of discretion should be accorded all
employees.
*Adapted from the University of Wisconsin-Madison Searching for Excellence and Diversity: A Guide
for Search Committees handbook
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Resources
For additional resources regarding the CSU search process,
please see the following websites:
• Talent Management System, including FAQs, training guides, and login link:
https://oeo.colostate.edu/talent-management-system-tms/
• Search Process Resources: https://oeo.colostate.edu/search-resources/
• The most current search manual:
https://oeo.colostate.edu/media/sites/160/2017/04/CSUSearchManual.pdf
References
Fine, E. & Handelsman, J. (2012). Searching for excellence and diversity: A guide for search
committees. Second edition. University of Wisconsin-Madison.
