Unclassified Search Guidelines

There are many individuals and steps involved in an unclassified search, from reviewing the vacancy with Human Resources to establishing a search committee, reviewing applications, interviewing candidates by phone, conducting on-campus interviews, extending an offer, closing out the search and more. Please review the Unclassified Search Checklist (PDF) for detailed information on the search process.

Social Media Advertising

A flyer for vacancies will be created by HR and will post on our social media platforms (Facebook, LinkedIn, Instagram) at the department’s request. Please complete this form to request a flyer be created. This posting may be shared to personal social media pages as well as relevant groups, such as:

• Facebook Groups
  • Student Affairs and Higher Education Professionals 
  • Residence Life Professionals 
  • New York Higher Education Professionals 
  • Job Openings in Higher Education
  • Millennials in Student Affairs and Higher Education 
  • Leadership Educators in Higher Education 
  • Higher Education Professionals
• LinkedIn Groups

Timeline

*Please note this is just an example of a timeline. Some searches may take significantly longer to generate a diverse search pool. 

1. Deans complete the Faculty Request Forms (typically completed in the spring semester)
    
2. Provost’s Cabinet identifies priorities for President’s Council (PC) approval
   1. President’s Council determines which positions will be approved (typically completed in May)
       
3. Upon PC approval, the Search Committee is formed and a chair is identified
   1. Dean will meet with the Search Committee to assign their charge
       
4. Dean/Search Committee chair/Department chair collaboratively draft the position description

   1. Search Committee Chair includes a listing of discipline-specific places to advertise. This information should be provided through SPOLR as well.

      Note: a position draft may be developed electronically and/or prior to the formal meeting “charging” the committee.

5. Upon the Dean’s approval, a SPOLR posting should be submitted
   1. The SPOLR posting is approved by the Dean, Provost, Human Resources, Business Affairs, and Affirmative Action/Diversity Officer prior to the live posting.
   2. Human Resources will advertise the position as quickly as administratively possible and indicate in SPOLR the date that each ad was placed
       
6. Search Committee chairs, Department chairs, and Search Committee members must participate in Affirmative Action/Diversity training which will be assigned through Bizlibrary.
    
7. Prior to the initial screening of applications, the Search Committee develops review criteria based on the required and preferred qualifications stated in the job posting
   1. Dean approves the screening criteria
       
8. At the request of the Dean, Human Resources sends the Dean a copy of the Affirmative Action report
   1. Dean determines if the pool is sufficiently diverse or if additional recruitment steps are needed
       

9. If the applicant pool is sufficient, Dean authorizes initiation of the application review

   Note: Formal review of the applications does not begin until the date indicated in the posting

10. Search Committee decides on candidates to recommend for phone interviews
     
11. Search Committee chair completes “reasons for disqualification” table for those not being interviewed - Refer to the Reasons for Disqualification Sample Table (PDF).
     
12. Search Committee chair forwards a list of potential candidates and the candidate table to the Dean
     

13. Search Committee chair meets with the Department chair and Dean to discuss the list of candidates for the selected phone interviews

    Note: this step may be done electronically)

14. Dean sends the disqualification table, Affirmative Action report, and list of recommended candidates for the phone interview to the Provost and Chief Diversity Officer (CDO)
     
15. Within three business days Provost and CDO provides the Dean with approval (or reasons for not recommending candidates)
     
16. Prior to the phone interviews, the Search Committee develops phone interview questions that are consistent with the job posting (i.e., required/preferred qualifications, responsibilities of the position)
    1. Questions must be approved by the Dean
        
17. Phone interviews are held using the approved set of questions
    1. Candidates are notified that the Committee may be making reference calls
        
18. Search Committee identifies potential candidates for on-campus interviews
     
19. Search Committee makes reference calls for candidates to be invited for on-campus interviews
     
20. Search Committee updates the candidate table (i.e., listing reasons for disqualification) and submits to the Dean and Department chair with preferences for on-campus interviews
    1. If needed, the Search Committee chair meets with the Dean and Department chair
        
21. Supervisor/Department chair submits SPOLR requests for on-campus interviews
    1. Prior to scheduling the on-campus interview, the Dean and Affirmative Action Officer must also approve the requests within SPOLR
        
22. Dean forwards the table and list of recommended finalists to the Provost
     
23. Provost forwards request for campus interviews, CVs of the finalists, and candidate table to the President
     
24. Once approval for the on-campus interviews is received from the President, Provost will approve the SPOLR request and notify the Dean
    
    Note: Candidates are NOT to be contacted until this approval is communicated from the Provost to the Dean!
     
25. Dean reviews and approves on-campus itinerary, including questions (developed by the Search Committee and/or by the School)
     
26. Dean (or Search Committee chair) sends the Provost, Associate Provost, and Assistant Provost copies of the itineraries, cover letters and CVs of candidates for the on-campus interviews
     
27. Campus interviews held
    1. Interviews include meeting with the Provost’s Office
        
28. When interviews with all finalists for the position are concluded, Provost’s Office representative sends a brief summary of strengths and concerns to the Dean
     
29. Search Committee chair updates the candidate table (i.e., reasons to disqualify candidates who were interviewed), and submits the following to the Dean and Department Chair:
    1. Unranked list of acceptable candidates
    2. Narrative of strengths and concerns for each acceptable candidate
    3. Updated candidate table
        
30. In consultation with the Provost, the Dean makes off-list reference calls, if warranted and approved, and if candidates are duly notified in advance
31. Dean consults with the Provost to recommend the finalist, rank, and salary range
     
32. Within two business days, Provost confirms finalist with the President
     
33. Provost communicates President’s decision to the Dean
     
34. Supervisor/Department chair initiates request to hire in SPOLR
     
35. Within one week of the request to hire being entered into SPOLR, final candidate approval completed (i.e., approval entered by the Dean, Provost, Human Resources, Business Affairs, and CDO)
     
36. Dean contacts the finalist once approvals are completed in SPOLR
     
37. Dean sends confirmation email related to salary, rank, moving expenses, etc. to the finalist
    1. Dean or designee also notifies Human Resources with the final salary, start date, and rank for generation of the contract.
    2. Dean or designee must also notify Human Resources when the candidates who were not selected have been contacted, and the position can be designated as closed in SPOLR
    3. As soon as possible, Human Resources sends the official contract to the selected candidate
    4. Upon approval from the Dean, the Search Committee chair will change the status of the not selected candidates in SPOLR using the reasons within the system.

Hints for Creating Job Postings

Be sure that there is a clear distinction between "required" and "preferred" qualifications. These distinctions are critical for identifying which candidates to move forward in the search process. For example, committees may include the following as "preferred" qualifications: evidence of effective post-secondary teaching, evidence of/potential for a sustained record of scholarly/creative work in their field, X number of years working in the discipline, experience teaching in an online environment, etc.

In most instances, the job responsibilities should include something to the effect of "the incumbent may be required to teach evening, weekend, off-site, and/or online courses." If this language is not included, departments may find themselves with a new hire who refuses to teach anything but on campus, daytime classes.  It’s best to be transparent regarding possible instructional scenarios.

Make sure that information is consistent across all jobs ads and SPOLR for each position—it is particularly critical that wording related to job responsibilities, required qualifications, and preferred qualifications are verbatim between any job ads and the SPOLR posting.

The Chair of the search committee may or may not be the department Chair or Director. In the case of a search for a department Chair or Director, at least one member of the search committee shall come from outside the affected department. Establishing a strong and credible search committee is essential for the success of the search process.

Because decisions are made more effectively and efficiently by small groups, the committee should have a minimum of three members, and may be as large as deemed appropriate. Committee members are appointed in accordance with the bylaws of the department; or if no bylaws exist, are selected by the Chair/Dean/Director to whom the committee reports. In the spirit of the student-centered campus, serious consideration should be given to having one or more students serve as committee members.  Search committee members will be assigned an Affirmative Action training through Bizlibrary.

The final composition of the search committee and selection of a chair, will be determined in consultation with the appropriate Dean/Director who may add committee members from outside the department.

The search committee should reflect the interests and characteristics of various constituencies, taking into consideration ethnicity, gender, age, and different areas of specialization within the department. If there is not sufficient diversity within a hiring department, serious consideration should be given to including a member from outside the department. In general, if search committees themselves are diverse, we may be more successful in attracting diverse candidates.

Other considerations:

• Are the interests of non-tenured faculty and staff included? 
• Is someone with prior search committee experience on the committee?
• Are the search committee members aware of the time commitment their participation will involve? 
• Should any members from outside the department be involved in the search? (This may be appropriate in the absence of women and/or minorities in the department.) 
• Is there anyone with access to special networks of talent that the search committee might tap for nominees?

If the position to be searched for is a President, Vice President or Dean, the SUNY Guidelines and Faculty Senate By- Laws require a process different from the one identified above. This process is outlined in Appendix I of the Faculty Handbook.

Note: The direct supervisor, department chair, and/or final decision-maker should not serve on the committee or take part in the initial applicant review as this could potentially be seen as having an undue influence on the search committee.

Search Committee Charge

he Dean/Director/Provost/VicePresident/President should specify the role of the committee. A search committee’s responsibilities typically include recruitment of candidates, establishing selection criteria, arranging and conducting the interview process, and identifying and recommending qualified candidates. The search committee does not select and appoint the candidate.

It is the responsibility of the department head, supervisor, and/or Dean, Director, or Vice President, as appropriate, to give the committee a charge as to what type of skills are needed to fill the open position. The charge given by leadership is vital to the success of the search committee.

Search committee members are in essential to the selection process. 

• Attend and participate in all committee meetings
• Assist with development of search timelines, application assessment tools, and interview questions and review
• Utilize the guest user credentials for the SPOLR posting - View the Search Committee Guide to SPOLR (PDF)
• Review all candidates using established assessment tools and discuss your viewpoint at committee meetings
• Remain unbiased
• Maintain the confidentiality of the search process and all search information
• Participates in all phone and on campus interviews
• Provide feedback to the committee after interviews 

The primary responsibility of the Search Committee Chair is to organize the search process from start to finish.

• Work closely with the hiring supervisor throughout the search process
• Ensures all search information is confidential and notifies the committee of those requirements
• Schedules and leads all search committee meetings.
• Provides the search committee with the charge.
• Guides the committee in developing a search guide, application assessment tools, and candidate questions
• Notifies committee of required search training
• Notifies hiring supervisor of recommended candidates for on-campus interviews
• Coordinates schedule that will accommodate all those involved in the on-campus interview
• Coordinate room for campus forums and announcements as necessary
• Contacts candidates to schedule phone and on-campus interviewsProvide campus constituents with interview itinerary
• Collect and maintain all search documents and records from committee members according to the requirements
• Conduct reference checks of candidates
• Provide the hiring supervisor with committee recommendation based on what they requested

Questions you may not ask a Candidate

• You may not ask questions about race, creed, color, national origin, religion, sex, sexual orientation, disability, age, transgender status or veteran status.
   
• You may not ask questions about marital status, pregnancy, plans for a family, or childcare issues. You may inquire if the applicant has any commitments that would preclude him or her from satisfying job schedules.  If such a question (about job schedules) is asked, it must be asked of all candidates.
   
• You may not ask questions about one's state of health unless it is job-related.
   
• You may not ask questions about disabilities unless this information is necessary to determine one's ability to perform a specific job without significant hazard.
   
• You may not ask questions designed to discover one's age.
   
• You may not ask questions concerning the candidate's place of birth or similar questions about the parents, grandparents, and spouse of the candidate.
   
• You may not ask in a series of interviews for a given position questions of one sex and not of the other.
   
• You may not ask what one’s native tongue is or how one's foreign language ability has been acquired. You may inquire into foreign language skills when the position requires such ability.
   
• You may not ask about one's willingness to work on any religious holiday. You may ask about one's willingness to work a required work schedule.

Note: Use of social media should not be used as part of the hiring process.

View Legal and Illegal Interview Questions (PDF) for legality information about directly/indirectly relevant questions. 

• Sample Interview Rating Form (.docx)
• Candidate Evaluation & Rubric (PDF)

Information gathered in the search process must be kept confidential and shared only with individuals involved with the search. Resumes, vitae, cover letters, letters of reference and all other submitted information are all confidential material to be used only in determining the qualifications of the candidate for the position. This material should not be used for any other purpose. It is the intention of the College to maintain the integrity of the search process by protecting applicant confidentiality. If the committee utilizes an open forum, the names and credentials, with personal information redacted, of applicants will only be released to the campus when a candidate becomes a finalist and has been invited to campus for an interview. However, the Dean/Vice President/President/Human Resources or Affirmative Action Officer may access the files at any time. 

Discussions within the committee are also confidential. Be sure at the first committee meeting to stress that confidentiality is required and expected.

Faculty members of a department should be afforded the opportunity to review the credentials of all applicants and share their opinions with the search committee. The department faculty should, at the minimum, be given the opportunity to review the credentials of candidates proposed for interviewing and review the list of interviewees.

Privacy of applicants should be managed responsibly by all search committee members and other individuals who are involved in the search. Breaches of confidentiality or privacy can jeopardize a search and cause candidates to withdraw or decline employment offers as well as cause other legal issues.

Use of the Internet and Social Media

Search committees may not access information on applicants through the Internet or social media. Although the Internet, and social media in particular, may provide an employer with information that could qualify or disqualify an applicant, employers may also learn inappropriate information through these means. Such information includes membership in protected classes not otherwise disclosed on the application, status as an individual with a disability, political or religious views, or memberships in organizations. This information is irrelevant to an applicant’s candidacy and impermissible to consider.

What is a conflict of interest?

A conflict of interest may include: 

• any professional and/or personal relationship with an applicant or another person involved in the recruitment and selection process which may create a conflict of interest for example, prior knowledge of an applicant from a supervisory relationship, friend or family member

What is an example of a conflict of interest?

A conflict of interest arises primarily when a member of a departmental search committee or a member:

• Is serving as a references for a candidate
• Is involved in the search when a candidate who is a spouse, partner, close friend
  or other family member;
• Is a supervisor of a candidate who has applied for a job;
• Has a close working relationship with a candidate who has applied for a job

What do I do if a conflict of interest exists?

Notify the search chair who will contact Human Resources for further guidance. The committee member may be asked to recuse themselves from the search.

Equal Opportunity

Federal equal opportunity laws prohibit discrimination on the basis of race, gender, creed, color, national origin, religion, disability, age, marital, sexual orientation, transgender status or veteran’s status. In addition, New York State agencies are prohibited from discrimination on the basis of sexual orientation and gender identity. These laws and policies mean that neither the College nor any of its representatives discriminate in any employment decisions, including recruitment, selection, promotion, compensation, training opportunities, job assignments, disciplinary actions, discharge or any other conditions of employment.

Affirmative Action

Federal affirmative action law requires employers to take positive measures to recruit and employ qualified women and minorities to correct the effects of past discrimination, to eliminate present discrimination and to prevent future discrimination. An affirmative action program is a set of specific and result-oriented procedures done in good faith to encourage the ideals of equal employment opportunity. Affirmative action is not a quota system and does not give hiring preference to those who are not qualified for positions.

Affirmative action measures are designed to cast the net as far and wide as possible to reach the greatest number of minority and women candidates. These measures require more than simply placing a recruitment ad. Extra efforts must be made to reach out specifically to minority and women candidates. A function of the Affirmative Action Officer is to monitor and evaluate the college’s implementation of Federal and State laws, and local and SUNY-wide policies regarding equal opportunity and affirmative action.

In order to support SUNY Potsdam’s Affirmative Action policy, it will be our policy to:

• Post all open positions on the SPOLR (SUNY Potsdam Online Recruitment) website. 
• Include the SPOLR web address in all national advertisements.

Diversity, Equity & Inclusion (DEI)

In an effort to diversify both the makeup of its faculty and staff and the offerings available to its students, SUNY Potsdam has added a diversity criterion to the list of standards by which the quality of candidates may be assessed or evaluated.

A potential candidate can contribute to the institution’s commitment to fostering diversity, equity and inclusion (DEI) in a variety of ways irrespective of their background. The College broadly defines diversity to include but not limited to race, ethnicity, gender, gender identity and expression, and religion. Refer to the College’s diversity statement. 
Candidates could also contribute in fostering the College’s DEI goals based on their specific areas of research/skills as well as their service on campus and in the community.

In developing a pool of qualified candidates, departments should ask how each of those individuals could contribute to the DEI mission of the College.

Americans with Disabilities Act (ADA)

Under the regulations of ADA, employers are required to make “reasonable” accommodations for an individual’s mental or physical limitations as long as these accommodations do not present an undue hardship on the employer. It is the employer’s responsibility to clearly identify all essential duties necessary for the position versus those which could be easily accommodated. Under the ADA, SUNY Potsdam is required to hire individuals with disabilities, if, absent the disability, they are the best qualified for the position and can perform the essential duties with reasonable accommodation.

Responsibility/Authority for Implementing the College’s Equal Employment/Affirmative Action Plan

The College recognizes that equal employment opportunity is everyone's responsibility. It also recognizes, however, the necessity to affix responsibility and accountability for the direction, support, and implementation that is required to assure maximum effectiveness.  The College has designated initial employment responsibilities as follows:

• President
  The President, as chief administrative officer of the College, has the ultimate responsibility and authority for the College's Equal Employment/Affirmative Action program. The President may take such actions they deem necessary to ensure the implementation of policies that will successfully carry out the affirmative action program.
   
• Leadership Forum
  Responsibility for implementation of the program has been delegated by the President to the top administrative personnel in each major area. Leadership Forum members have responsibility for the implementation of the Equal Employment Opportunity/Affirmative Action program in their areas and may delegate authority for such implementation to their staff members. While responsibility for implementing the Affirmative Action Program and the evaluation of progress toward goals remain with the President, the Provost, the Vice Presidents, Deans and Directors are charged with the responsibility for seeing that Equal Employment Opportunity/Affirmative Action procedures are carried out in their own areas.
  
  In addition, Leadership Forum members shall report to the Affirmative Action Officer any failure to comply with SUNY Potsdam's Equal Employment Opportunity/Affirmative Action policies and procedures. The President may take any appropriate action, including refusal to approve any recommendation which does not adhere to these policies and guidelines.
   
• Affirmative Action Officer
  Staff authority and responsibility for the implementation, monitoring and evaluation of the Affirmative Action program have been delegated by the President to the Affirmative Action Officer. The officer is responsible for coordinating the development, implementation, modification, monitoring and evaluation of the College’s Affirmative Action plan.
   
• College Personnel
  All personnel involved in the recruitment, appointment and promotion processes, have the responsibility to ensure that proper affirmative action procedures are followed in their departments or divisions. All appropriate personnel must guarantee that all recruitment, assignments, transfers, salary adjustments, promotions, and in-service training opportunities will be made available without regard to the protected classes outlined below in our Non-Discrimination Notice:
  
  "Pursuant to the State University of New York policy, SUNY Potsdam is committed to fostering a diverse community of outstanding faculty, staff, and students, as well as ensuring equal educational opportunity, employment, and access to services, programs, and activities, without regard to an individual’s race, color, national origin, religion, creed, age, disability, sex, gender identity, gender expression, sexual orientation, familial status, pregnancy, predisposing genetic characteristics, military status, domestic violence victim status, or criminal conviction. Employees, students, applicants, or other members of the campus community (including, but not limited to, vendors, visitors, and guests) may not be subjected to harassment that is prohibited by law or treated adversely or retaliated against based upon a protected characteristic."

The University’s policy is in accordance with federal and state laws and regulations prohibiting discrimination and harassment. These laws include the American with Disabilities Act (ADA), Section 504 of the Rehabilitation Act of 1973, Title IX of the Education Amendments of 1972, and the New York State Human Rights Law. These laws prohibit discrimination and harassment, including sexual harassment and sexual violence.

Inquiries regarding the application of Title IX and other laws, regulations, and policies prohibiting discrimination may be directed to Title IX Coordinator at (315) 267-2224 or titleix@potsdam.edu. Inquiries may also be directed to the United States Department of Education’s Office of Civil Rights, 32 Old Slip 26th Floor, New York, NY  10005-2500; Tel. (646) 428-3800; email OCR.NewYork@ed.gov.