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UNF Search Committee Guidelines

  • Creating a Diverse Search Committee
    A search committee can be an effective tool in the recruitment and selection process. Because search committees play pivotal roles in diversifying campus staff, it is important that they include representation from minorities and women. Such persons can provide diverse perspectives and access to nontraditional networks and contacts, as well as lending general expertise and credibility to the work of the committee. It is important that minority and female committee members be of the same general rank or status as other members of the committee and have general familiarity with the position and with the unit doing the hiring. Ideally, such representation can come from within the staff in the unit; if no one is available, every effort should be made to identify persons from other campus units or from the community or seek advice from EOI.
  • Appointing a Search Committee
    Search committees are required at the Director level or above and are optional for other A&P positions. Along with the chair, the committee members are usually appointed by the Hiring Official. The Hiring Official may not serve on the search committee. A good faith effort should be made to appoint minorities and women members to a search committee. Committees should include a minimum of five individuals with a general knowledge of the department. If the unit conducting the search cannot identify a diverse pool of candidates to serve on the committee, it should look externally to the campus for individuals with the expertise and time to serve. An individual who accepts appointment to a search committee cannot become a candidate for the position.

    Search committee members should not be related by kinship, personal relationships, or be engaged in business ventures with persons who may apply for the vacant position. A committee member having a relationship with a candidate, thus creating or giving the appearance of a conflict of interest should not be a member of the search committee. It is incumbent upon a search committee member to disclose these issues when such a conflict arises. Upon having knowledge of any potential conflict of interest, the committee chair should discuss the matter with the appropriate Hiring Official.
  • Responsibilities of the Search Committee Chair
    1. Consults with the Hiring Official to review the search process. If a consultation is needed, contact EOI or HR.
    2. Schedules and directs all search committee meetings.
    3. Conducts or assists with reference checks.
    4. Arranges travel accommodations for interviewees, as needed.
    5. Assesses and discusses with department head/administrator any conflict of interest issues.
    6. Submits a list of recommended candidates to be interviewed to the Hiring Official.
    7. Forwards committee’s recommendations to Hiring Official regarding recommended candidates’ strengths and weaknesses.
    8. Collects all records from committee members and forwards these records to HR for 3 year retention period.
  • Responsibilities of the Search Committee Member
    1. Attend all meetings scheduled by the chair.
    2. Review all applications for education, experience, quality, and other relevant criteria.
    3. Assist in establishing a timetable.
    4. Develop a list of questions for reference checks, if requested.
    5. Contact references/former employers, when assigned, and report finding to committee.
    6. Recommend top candidates to the Hiring Official.
    7. Assist the chair with travel accommodations and interviewing schedules, as needed.
    8. Participate actively in all search phases, interviews, receptions, etc.
    9. Forward official search records to Human Resources after the recruitment has completed.
  • Responsibilities of the Committee Liaison
    1. Serves as a liaison between search committee members and candidates.
    2. Attend all meetings scheduled by the chair.
    3. Assist the chair with travel accommodations and interviewing schedules, as needed.
    4. Collects and forwards all pertinent records to be included in the official search record to the chair after completion of the search.
    5. Serves as a contact person and sends acknowledgement of applications.
    6. Sends letters to candidates as needed.
    7. Maintains minutes of all search committee meeting, including information regarding how applicants were screened.
    8. Sends notification letters to all applicants after an employment offer is accepted.
  • Search Record Requirements

    The official search record should contain all documents pertaining to the search. All search records, regardless of medium, are public record under Florida’s Sunshine Law. The only exemption to search committee record requirements is personal notes. Search records do not need to include information recorded in OASys or personal notes. Minutes of the final search committee meeting should reflect the rationale for any and all recommendations made. All documents related to the search, including any e-mail communications, must be provided to Human Resources when the search is completed. The official search record should include a cover page with the position title, position number, recruitment posting date, recruitment close date, and date filled.

    Examples of search record documentation to include in the official search record:  

    • Information on advertising
    • Recruitment letters
    • E-mails to all applicants, references, etc.
    • List of candidates invited for telephone interviews
    • List of candidates invited for on-campus interviews
    • Minutes of search committee meetings
    • Letters of appointment
    • Letters of rejections
    • List of candidates and reason for non-selection
  • Creating a Diverse Qualified Pool of Applicants

    Creating a broad, diverse pool of qualified candidates is one of the most important functions of the search process. To be effective, the committee must be creative and aggressive in seeking to identify candidates from diverse groups. The following points should be considered when conducting a search:

    Care should be taken to identify and utilize those publications and search strategies that will produce a diverse pool of applicants. Relying on “traditional” publications to announce a position will typically result in a traditional pool of applicants. For career- and diversity-oriented publications, job boards and websites, see the Diversity Recruitment Resource Guide.

    People contacts are the most effective means of generating candidates. Efforts should be made to contact colleagues and other professionals to inform them of the vacancy and to request nominations. Follow-up should be provided with a letter and a position announcement that they can share with others.

    Forward an announcement, with cover letter, to professional associations serving specific populations (e.g., Women and Minorities in Engineering, Association of Black Psychologists, etc.). Also, recruit in person at national meetings or contact special interest groups for specific information regarding possible candidates. Ask for nominations and follow-up appropriately.

    Where applicable, send announcements with a cover letter seeking assistance from Historically Black Colleges and Universities (HBCUs). Send them to specific departments rather than to the office of the Presidents or Vice President. Ask for nominations and follow-up appropriately.

    Utilize annual directories of Ph.D. recipients. Contact potential candidates by phone to inform them of the position and follow-up with an announcement and cover letter. If the person contacted is not available or interested, ask for nominations of other potential candidates.

    Where appropriate, campus based networks should be utilized, such as those available through EOI.

  • Review of Applicants
    In reviewing applicants, members of the committee should be sensitive to the following:

    Biases against individuals from lesser known institutions and organizations. Insistence on considering only candidates with degrees or prior work experience at large, elite institutions may be incompatible with equal opportunity goals.

    Biases against candidates who are not active participants in mainstream organizations or networks. Devaluing research and scholarship which focuses on areas not considered mainstream. Thus, the quality of the research and scholarship should be the main focus as well as an assessment of the individual’s potential for future research and scholarship activity.

    Devaluing candidates whose prior professional experience focused on working with special populations. Assumptions that a position calls for a narrow or restrictive set of skills that are not transferable are shortsighted.

    Making a concerted effort to invite minorities and women to campus for interviews. Ensure that the process evaluates each applicant fairly. If necessary, request additional references, copies of research articles or other work samples to assist in the evaluation. Consult with EOI if assistance is needed.