Conducting Inclusive Faculty Searches Course & Resources
The online course, manual and tools provide an overview of the faculty search and hiring process and best practices used to conduct an inclusive and compliant faculty search. This information is intended for anyone serving on a faculty search committee.
- Identify components and steps in the faculty search process
- Utilize strategies to ensure an inclusive faculty search process
- Identify best practices to diversify the candidate pool
- Comply with federal regulations and university requirements
- Implement strategies to mitigate unconscious bias throughout the search process
Who Should Complete This Course
- Completion of the live consultation/training (in-person or virtual) or online training is required for anyone voting on tenured and tenure-track faculty hires. Again, this must be completed if new to the faculty search process and/or if the training has not been completed within the last three years.
- Faculty members not serving on a search committee but who vote or participate in tenured or tenure-track searches may either take the live virtual consultation with the search committee or complete the online training.
- Anyone participating in a non-tenure-track search is required to take the online training. The live consultation/training (either in-person or virtual) is also available for these search committees upon request.
Faculty Diversity Search Process
The guidebooks provide guidance to hiring authorities, chairs and members involved in faculty search committees. The guidebooks detail the tasks, responsibilities and guidelines for conducting a fair, legally defensible and unbiased search process designed to recruit and hire diverse top talent.
The guidebooks are divided into five guides, presented in the order of tasks to be undertaken by a faculty search committee:
- Getting Started
- Recruitment and Outreach
- Evaluating Applicants
- Conducting Interviews
- Completing the Search
Each guide details processes, steps, best practices, and tools for conducting each phase of the faculty process.
- Guidebook 1: Getting Started
- Guidebook 2: Recruitment and Outreach
- Guidebook 3: Evaluating Applicants
- Criteria Evaluation Best Practices Matrix
- Examples of Bias in the Hiring Process
- The Potential Influence of Unconscious Bias on the Evaluation of Candidates
- Applicant Screening Template
- Applicant Screening Sample
- Diversity Equity and Inclusion Statement Guidance and Sample Questions
- Guidance When Reading Diversity Statements
- Rubric to Assess DEI Statements
- Guidebook 4: Candidate Interviews
- Interview Review Rubric
- Sample Faculty Interview Questions
- Lawful vs. Unlawful Questions
- Sample Candidate Interview Schedule
- Interview Itinerary Sample
- Open Forum Feedback Form
- Universal Design Principles for Accommodation
- Utilizing Inclusive Practices, Reducing Bias, and Considering Diversity in the Interview
- Candidate Care During the Interview Phase
- Guidebook 5: Completing the Search
Inclusive Staff Hiring Process
The online course provides an overview and strategies for how to conduct an inclusive hiring process. This information is intended for anyone participating in the staff hiring process and is supplemental to support provided by the professional recruiter supporting the hire.
- Identify elements and stages of CU’s inclusive staff hiring process
- Apply strategies and best practices that promote diversity and inclusion for each step of the hiring process
- Apply strategies to mitigate unconscious bias
Sponsored Staff Internships for Individuals with Disabilities and Veterans
Two of the most underrepresented groups among the CU Boulder employee population are individuals with disabilities and veterans. Individuals with disabilities and veterans often face challenges when either entering or rejoining the workforce. As part the campus’ broader outreach efforts, the Diversity and Inclusion Program has partnered with the State of Colorado Division of Vocational Rehabilitation (DVR) and Workforce Boulder County (WfBC) to create a paid internship opportunity for individuals with disabilities and veterans.
The purpose of the Internship Program is to:
- Provide individuals with disabilities and veterans the opportunity gain professional employment experience at CU Boulder in order to enhance those individuals’ future employment potential
- Allow program participants to gain occupational skills, obtain professional experience in a university setting, and establish a current work history
In all cases, the prospective interns will be pre-screened to ensure they have the skills needed for the chosen role. DVR and WfBC will decide on a competitive market wage to pay the interns depending on funding availability.
While the interns are paid for their work by DVR and WfBC, the departments agree to monitor the work of interns and provide supervision just as the department would for any employee. Supervisors of the interns must provide required evaluations of the work performed, as well as verify the hours worked of the intern to provide to DVR and WfBC. The internship can last up to 6 months, depending on the source of funding and the hours worked per week. Departments who are interested in hosting an intern should contact David Pacheco with the Diversity and Inclusion Program.
Setting Up an Internship
- Contact the Diversity & Inclusion Team
- David Pacheco from the D&I team will meet with any individuals from the interested department to discuss the Internship Program, explain the requirements in detail, and answer questions about what to expect.
- Create a Job Description
- The department should have an idea about a specific position, role, or project for the intern. Based on the desired role for the intern, the department should create a job description, with desired qualifications, for the intern to be submitted to DVR and WfBC. Because the internship is for a limited time and could be for a specific project, the job description does not have to be at the same level of detail as a job description for a permanent employee at CU Boulder. However, the duties listed in the job description should be similar to those of a permanent or regular employee, and not just “busy work” that the department needs done. The D&I Team, as well as the Position Management Team in Human Resources, can provide feedback on any proposed job description for the intern.
- Template: Workforce Boulder County Sample Job Description Template
- Submit the Job Description
- The job description will be submitted to DVR and WfBC. Based on a review of the duties, requirements, and desired qualifications provided by the department, DVR and WfBC will refer potential interns from individuals registered with each respective agency and whose skills and background seem like a match. DVR and WfBC will send the resumes of the potential interns to the interested department to review.
- Conduct Interviews
- The department will interview the potential interns to get to know the individuals and determine if the individuals have the skills and qualifications to perform the proposed duties. The department can explain what work it would like to see performed and its expectations in order to allow the proposed intern and department to both decide whether the arrangement would be mutually beneficial. There is no obligation on the department to select any of the potential internship candidates.
- Requirements & Assessment
- If and when a match is made between the department and an intern, the D&I team, DVR, and/or WfBC will all meet with the department and potential supervisor to review the internship program requirements, provide job evaluation forms, timesheets, etc. The D&I Team can work with the department to assist in any training or evaluation needed.
- Setting up the Internship
- If the intern has never been a student or employee at CU Boulder, the department should set up the intern as a POI in HCM so that the intern have an IdentiKey created, key, or anything else necessary for the intern to begin working. The process should be similar to the onboarding of a new employee.
DVR assists “individuals with disabilities prepare for, obtain, advance in, and maintain employment by providing a range of services based on [the person’s] individual employment needs and goals.” For more information about DVR and eligibility for their program, please visit the Workforce Boulder County website.
WfBC offers unique, hands-on opportunities to help people find the right career path, enhance their ability to land a job, and better their personal finances and economic stability. WfBC works with local employers to determine their specific hiring and business needs, develop strategies to boost talent recruitment, and connect them with quality people ready to do the work. To discover more about what WfBC can do for you, visit the WfBC website.
- Interview and select clients referred by DVR and WfBC.
- Provide sufficient tasks per the job description to occupy the intern during work hours.
- Provide sufficient equipment/materials so that work assignments may be carried out in accordance with the job description.
- Designate a supervisor for each intern assigned.
- Complete progress reports or evaluations on a monthly basis (or other designated timeframe) and provide to the host agencies. Both DVR and WfBC have progress reports/evaluation forms that can be used by the department.
- Approve/sign client’s weekly timesheets to verify hours worked during the duration of the internship. In no circumstances may an intern ever work more than 40 hours per week.
- Comply with the requirements of the Fair Labor Standards Act and other pertinent federal, state, and local employment laws.
Most importantly, the intern should be treated as part of the team in the department, just like any other employee. The intern should be introduced to other coworkers and included in all employee activities. The intern should be provided training not only for the job, but also any other employee development opportunities provided in the department. Remember, the internship is meant to provide professional job experience for the intern to assist with future employment opportunities, not simply conduct “busy work” for the department or provide free labor.