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					University of Utah
Staff Recruitment


 Search Committee Process
   University of Utah
    Staff Recruitment
Search Committee Process
   Advantages
   Expectations
   Roles
   3rdParty Search Consultants
   Best Practices
   Essential Elements of a Successful Search
Search Committee Advantages

    Stakeholder engagement in the selection process
    An additional recruitment channel as Search
     Committee members play an active recruitment role
    A forum for diverse viewpoints to be incorporated
     into the candidate evaluation and selection process
    Shared accountability for the Recruitment Plan
    Provides the Hiring Authority with a sounding board
     and facilitates her/his decision-making process
    Helps insure a defensible hiring process
Search Committee Expectations
Participation on a Search Committee can require considerable time
and effort.

Some of the roles/expectations for Search Committee members include
helping to:
       publicize the search
     recruit candidates
     develop evaluation criteria & interview questions
     interview candidates
     evaluate candidates
     host candidates who interview on campus
     assure that the search process is fair and equitable
     maintain confidentiality
Search Committee Roles:
       Hiring Authority
       Search Committee Chair
       Facilitator / Administrator
       Search Committee Member


Supporting Roles:
• HR Recruiter / Representative
• Third-Party Search Consultant (in a limited
  number of cases)
Search Committee Roles:   Hiring Authority

   Initiates opening (replacement or new position)
   Identifies potential Search Committee members
   Designates Search Committee Chair
   Liaisons with Chair
          Consults with Chair on Position
           Requirements, Selection Criteria, and
           target salary range
   Makes final hiring decision in consultation with
    Search Committee
Search Committee Roles:   Chair

   Works with Hiring Authority to identify potential
    Search Committee members
   Assembles team
   Plays facilitative role and leads meetings
   Reports regularly to Hiring Authority on Search
    Committee activities including the Recruitment
    Plan and projected timeline
   Provides Hiring Authority with committee
    recommendations
Search Committee Roles:   Facilitator / Administrator
   Schedules meetings
   Keep up to date and accurate documentation of all
    search committee meetings
   Assembles candidate materials for review by committee
    members
   Insure all candidates have received an OEO self-
    identification form upon receipt of resume / CV
   Coordinates candidate visits
       Itineraries
       Flight & hotel reservations
       Local transportation
   Prepares Applicant Flow Sheet for signature
Search Committee Roles:   Member

 Plays active role in recruitment
 Attends meetings
 Maintains confidentiality
 Helps formulate and carry out Recruitment
  Plan
 Participates in candidate interviews
 Evaluates candidates and makes
  recommendations
Supporting Roles
   Human Resources Recruiter
       HR Liaison with Search Committee
       Assists with Recruitment Plan
            Helps identify appropriate advertising channels including diversity
             websites
       Assists in evaluation of 3rd-party search consultants (when
        appropriate)

   Human Resources Representative
       May assist with creating/editing Job Posting
       Generates Job ID# and posts job on University of Utah website
       Screens applicants against minimum requirements (optional)
       Initiates Background Screening as appropriate
       Assists with hiring paperwork / e-PAF as needed
Supporting Roles

   Third-Party Search Consultant (when appropriate)
       Contingency, Retained, Hourly ―Researcher‖


   Factors to consider when deciding to engage a 3rd party
    Search Consultant
       National recruitment
       High-level position with specialized skill set required
       Customary / historical practice
       Large number of stakeholders
       Urgent requirement
       Candidate perception of objectivity is of particular importance
3rd Party Search Consultant Engagements

Contingency
     Signed contract specifying fee % of salary
     Consultant provides CVs

     If candidate submitted by consultant is hired,
      consultant is entitled to a percentage of first year total
      compensation (typically 20% - 30%)

       NOTE: It is recommended not to accept unsolicited
        resumes from staffing firms/consultants if a written
        agreement/contract is not in place
3rd Party Search Consultant Engagements

Retained
        Detailed contract specifying fee % of salary, terms of
         payment, handling of expenses, # of candidates provided,
         timeframe for search, etc. May specify a minimum fee (for
         example, $40,000)
        Consultant is much more engaged than in a contingency
         arrangement
        Consultant packages the opportunity to the candidate, and
         packages the candidate to the Search Committee
        Consultant is typically involved in developing and presenting
         the offer to the candidate; may assist with negotiations
        Engagement is concluded when the position is filled
        Minimal guarantee – replacement search only
3rd Party Search Consultant Engagements

Hourly
       Consultant identifies target population(s) and sources
        passive candidates through networking
       Pre-qualifies candidates through telephone interviews
       Submits candidate resumes/CVs to Search Committee
       Engaged on an hourly basis through a written contract which
        may specify a minimum number of hours
       Significantly less expensive than a retained search
Search Committee     Best Practices
   The Appointing/Hiring Authority/Supervisor is NOT a
    search committee member.
   Chair is at same or higher level than vacant position
   All discussions among committee members are
    confidential
   Committee must establish selection criteria and scoring
    process before reviewing any applicant materials.
   Internal applicants cannot participate in the evaluation
    process of other applicants
Search Committee          Best Practices
Attendance
Search Committee members are expected to attend all committee meetings
and activities. The work of a search committee is cumulative and it can be
very frustrating if a member who has missed one or more meetings raises
issues and/or questions that have already been discussed at previous
meetings.

More importantly, evaluation of candidates can be hampered when one or
more committee members have missed discussion of all candidates’
qualifications.

In order to help search members attend all committee meetings, it is important
to schedule meetings well in advance. It is recommended that you
establish a schedule of meetings at the outset.
Search Committee          Best Practices
Confidentiality
One of the biggest challenges of maintaining confidentiality is avoiding
off-the-cuff informal comments search committee members may make to
colleagues. To keep the process as focused and self-contained as possible,
specifics of the search should not be discussed with anyone outside
the search committee until finalists are announced. This policy respects
and protects the privacy of candidates and protects the Search Committee.

Those making the selection must be free to discuss the candidates during
committee meetings without fearing that their comments will be shared
outside the deliberations. The names of candidates who have requested
confidentiality should not be brought up even in casual conversations. This
information should be held confidential in perpetuity, not just until the
search is over.
Search Committee          Best Practices
Insuring Active Engagement of Search Committee members
Include in your first meeting at least one exercise in which you ask for a
contribution from each committee member—this might be a discussion of the
essential characteristics of a successful candidate or a brainstorming session
about people to contact to help identify candidates.

Try to note body language or speech habits that indicate someone is trying
unsuccessfully to speak and then give them an opening.

Before leaving a topic, be sure to ask if there are any more comments, or
specifically ask members of the committee who have not spoken if they agree
with the conclusions or have anything to add. Be sure to do this in a way that
implies you are asking because the committee values their opinion; try not to
embarrass them or suggest that they need your help in being heard.
Search Committee            Best Practices
Diversity Awareness
Introducing a wide range of cultures and backgrounds into the
University community is critical for a meaningful, educational
experience. It supports our social responsibility to reach groups who
historically have not had the same level of opportunity afforded them.
It also provides a greater number of role models for diverse students,
and makes our campus a more welcoming environment to people
from diverse backgrounds.
Including women and minority members on your search committee
can offer diverse perspectives and new ideas that may enhance your
efforts to recruit and evaluate candidates.
Search Committee           Best Practices
Affirmative Action Awareness
As a federal contractor, we have an obligation to identify areas at the
University where we have fewer women and minority faculty or staff
than expected, given the composition of the hiring pool. This is
referred to as under-representation. Each year, Deans and Directors
are informed of any under-representation for their area.

If a department is under-represented for women or minorities, they
Should have a plan in place to increase the likelihood that they will
get more qualified women and minorities in the applicant pool. This
will increase the likelihood that the department will have a woman or
minority as the most qualified candidate.
Essential Elements of a Successful
Search
 A   diverse, effective, and efficient search committee
   (typically 5-7 members)
  Establish a reasonable timeline for search
  Active recruitment efforts
  Awareness of unconscious biases and their
   influence on evaluation of candidates
  Establishment of clear position criteria to aide in
   thorough and fair review of all candidates
  Development and implementation of interview
   process that adheres to university and federal hiring
   guidelines

				
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Description: Retained Search document sample