Flexible Best Practices in Recruiting. Prepared by Jennifer Hale, Coordinator Faculty Recruitment & Retention Revised May 1, 2012

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1 Flexible Best Practices in Recruiting Prepared by Jennifer Hale, Coordinator Faculty Recruitment & Retention Revised May 1, 2012 Executive Summary A considerable amount of time is consumed annually in searching for new faculty. A number of different recruiting practices are used across Faculties to identify and screen candidates and to present the University in a favourable light to potential recruits. The following document has incorporated information gathered through personal meetings from Deans and Chairs across all academic units to develop a flexible best practices model for recruiting. This is a working model that will evolve to ensure that best practices are incorporated into the recruiting activities of all Faculties and units. Overriding Goals Individual Faculties and Academic Units: To provide clear guidelines to all academic units in the planning of recruitment activities from position approval to the transition of new faculty members to the University and to the individual units. To help all academic units to incorporate comprehensive and effective recruiting practices model in the search of high quality faculty members. To provide guidance to Faculties and departments to the role of the Office of Faculty Recruitment & Retention in the recruiting process. Audience Academic units, academic administrators and Office of Faculty Recruitment and Retention Planning Documents/General Overview Deans,in collaboration with the academic units in their respective Faculties, develop hiring plans that identify the disciplines and fields that new faculty are required Academic units are charged with the responsibility for developing a strategic hiring plan in collaboration with Faculty Dean. In addition to identifying priority disciplines, fields and sub-fields for new hires, this plan should also indicate the unit s approach to identifying potential candidates Each Academic Unit submits an annual plan that updates the approved four-year plan, and annual budgets are established as an outcome of the annual planning cycle. This document takes into account upcoming faculty retirements, replacement positions and new positions.

2 Appointments Committee of each academic unit prepares ad to effectively identify candidates who fulfill criteria of open position Dean s request authorization from Provost s office to advertise for positions approved in the planning documents subject to budgetary and employer approval. Approval granted/not granted for advertisement, depending on fit with approved plan Advertisement/ Identifying Prospects Advertisements are placed on the Western website and Western News by Faculty Relations. Academic units are responsible for placing the ad in print and online format of both University Affairs, CAUT Bulletin as well as a learned journal or national newspaper and in targeted group sites. Develop advertisement that will attract the widest range of qualified candidates and include required immigration and diversity statement: All qualified candidates are encouraged to apply; however Canadians and permanent residents will be given priority" Appointments Committee should include faculty members committed to excellence and diversity Training may be provided to search committee and appointments committee on unconscious bias Applications to be reviewed by Appointments Committee to determine a short list Some academic units may use conferences to hold preliminary interviews of possible candidates and canvas research colleagues at other universities For certain positions, aggressive approaches can be used which include faculty members of the hiring unit identifying potential candidates and notifying the candidates of the position. The candidate should be encouraged to apply. A shortlist is selected (number of short listed candidate varies according to academic unit) Candidates to be given the formal information package on Western and London (supplied centrally and supplemented locally). For the packages, contact the Faculty Recruitment and Retention Office. Onsite Visit Objectives: Primary objectives of the campus visit are for the Appointments Committee and faculty to evaluate the teaching, research and collegiality of the potential faculty member and secondly, to give the individual a good understanding of the hiring unit and the University, and of London as a potential place to live. Length: Candidates should be brought in for a day and half depending on point of origin. Location: Preferred hotels among academic units include Windermere Manor for easy access to the University and the Station Park to provide the short-listed candidates with a feel for the city of London. Candidate to meet with the Chair and/or Dean for a general overview of the department and Faculty. Candidate to present his/her research. Faculty members from hiring unit with knowledge in the particular area should attend the seminar. Candidate to be interviewed by the Appointments Committee and to meet with other faculty members in the hiring unit. o This entire process is to be held in accordance with A Guide to Screening and Selection in Employment and Equity issues (see attached documentation) It is good practice to have all candidates to give a class lecture to assess his/her ability in the classroom.

3 Candidates to be given contact information for the Office of Faculty Recruitment and Retention. Meetings can also be arranged between short-listed candidates and the Office of Faculty Recruitment and Retention to address any issues regarding University life or living in London. Candidates are to be taken on a social outing such as dinner. Meeting with candidates in an informal social setting provides the academic unit with a sense of the individual s match with the collegiality of the hiring unit. The assessment of the candidate s collegiality must not inhibit diversity. Selection Hiring committees are to deliberate and select a recommended candidate, if any. Other candidates may or may not be rank ordered, as fall backs depending on academic units and quality of candidates. If candidates do not meet necessary requirements of academic unit and the University, the unit may decide to re-advertise. Appointments Committee should make strong case that the candidate is the best available choice for the open position, and that he/she meets the standards of the hiring unit and the University. In screening candidates, it is important to confirm that the candidate is a good match with the University s mission and strategic vision. It is important to maintain fairly intensive contact with the individual and his/her partner both centrally and at local unit until the candidate has reached a decision. Candidate should be made aware of the services provided by the Office of Faculty Recruitment and Retention. Offer The name of the successful candidate is sent to the Dean of the Academic Unit, who gives approval to hire. The Dean or Chair negotiates salary rate to be offered to candidate in accordance to budget, market and University policy (set by Provost s policy). Some elements of the package are fixed by University policy (such as the moving allowance); however, Deans have latitude to negotiate workload, start-up research funds, and equipment. All elements of the offer in the letter of offer must be reviewed and approved by Vice-Provost (Policy, Planning & Faculty) including any variations in subsequent offers, and Provost must sign off the letter to the candidate. Negotiations are usually conducted via telephone between the Chair and the candidate with a written offer of employment coming from the Dean and Provost at the conclusion. Typically Chair communicates hot topics (e.g. spousal employment opportunities to Dean) prior to negotiations. For hot topics, Chair or Dean may contact Office of Faculty Recruitment & Retention to discuss possible alternatives or solutions. Candidate may or may not accept offer. In circumstances that the candidate is non-canadian, it is suggested that the Faculty or department pay the immigration costs for the individual. Although costs are subject to change, the cost of a work permit (necessary to work in Canada) is $150/per person and permanent residence fees are $1500/per person. Payment of these costs is an excellent sign of Western s commitment to the new faculty member and his/her family.

4 Letter of appointment sent to Faculty Relations after it has been signed back by the new faculty member. Acceptance of Offer After the individual has agreed to join the hiring unit, it is important to continue liaising with the new faculty member and his/her family. Coordinator, Faculty Recruitment and Retention will contact each new faculty member to establish a relationship and to communicate information on the University and London. Immigration process initiated by Office of Faculty Recruitment & Retention, if appropriate. Each new faculty member will be sent an electronic copy of the Orientation Handbook for New Full-Time Faculty Members by the Coordinator, Faculty Recruitment & Retention. Arrival of New Faculty Member- Best Practice at Unit level All units should ensure that new faculty offices and labs are ready, clean and equipped upon arrival of new faculty. All necessary appointments and general information pertaining to office set-up and PeopleSoft requirements needs to be relayed to the new faculty member during the first two weeks of his/her arrival: o Pension and Benefits Appointment o Employee Number/ UWO Identification card o Payroll Information o Keys o Parking o Telephones o Account o Business Cards o General administration (e.g. mail, office supplies, speedcodes, copying) All new faculty members should be formally introduced to all unit colleagues and staff. Chair should discuss expectations related to the faculty member s teaching, research and service responsibilities. For joint appointments, it is critical that the Chair discuss expectations from faculty regarding teaching, research and service between home unit and secondary unit. Chair should discuss the tenure and promotion process and expectations associated with tenure and promotion decisions. Chair should encourage the new faculty to connect with the broader university community by attending the Faculty Mentoring Sessions and the President s reception for new faculty Each unit should brief new faculty on academic regulations and how they are applied and provide information on the various support services available to them related to teaching and research. Orientation Each academic unit to hold an orientation for the new faculty member, whether formally or informally. New faculty members should be encouraged to attend orientation sessions put on the Teaching Support Centre. Each new faculty member is invited to attend the President s reception held each year in the fall.

5 Office of Faculty Recruitment and Retention should hold a social event for all new faculty members at which they are introduced to each other in addition to the President s Welcome. At this function, the Office of the President will explain the role and organization of the Office of the President and to introduce Vice-Provosts Follow-up during First Year Vice-Provost (along with Coordinator, Faculty Recruitment and Retention) to hold periodic informal meetings with cohorts of new faculty to talk about how they are settling in and to ensure smooth transition. Mentoring Office of Faculty Recruitment and Retention provides ongoing resources to faculty seeking information and help on matters to ensure transition to the greater University Community.