Recruitment for Academic Positions

Recruitment for Academic Positions--Section B
Administrative Explanations and Procedures

RECRUITMENT POLICIES
Recruitment Philosophy
Equal Employment Opportunity
Affirmative Action
Sex Discrimination and Sexual Harassment
Non-Discrimination and Sexual Orientation
Cultural Diversity
Americans with Disabilities Act (ADA)
Recruitment of Minorities and Women
Nepotism
"Ghost" Employees

RECRUITMENT PROCEDURES
Part-time and Visiting Positions
Major Administrative Positions
Full-time, Non-temporary Positions
Process:
Vacancy Notice
Interview Request/Interview
Offer Request
Offer to Recommend Appointment
Offer Letters
Late Offers

FRINGE BENEFITS-SUMMARY OF CONTRIBUTIONS

OFFER LETTERS: Samples
Acting Assistant Professor
Faculty/Lecturer/Librarian
Visiting Faculty

FACULTY AND OTHER ACADEMIC APPOINTEE RECRUITMENT:
Policies and Procedures

Documents
Explanations and procedures in this section are based on the following official documents located at the end of this
Section.

Equal Opportunity DOCUMENT B-I
Sex Discrimination and Sexual Harassment DOCUMENT B-II
Enhanced Understanding of Cultural Diversity DOCUMENT B-III
Affirmative Action Plan, Indiana University: Introduction and General Policies DOCUMENT B-IV
Affirmative Action Plan for the Handicapped DOCUMENT B-V
Affirmative Action Plan Supplement for Veterans and the Handicapped DOCUMENT B-VI
Affirmative Action Recruitment & Retention of Minority & Women Faculty DOCUMENT B-VII
Minority Summer Faculty Recruitment Program DOCUMENT B-VIII
Anti-Nepotism Policy DOCUMENT B-IX
Indiana State Statute--"Ghost Employees" DOCUMENT B-X
Search and Screen Procedures for Indiana University Administrators DOCUMENT B-XI
Search and Screen Procedures for Bloomington Campus Administrators DOCUMENT B-XII
University Search and Screen Procedures (for the Presidency) DOCUMENT B XIII
Initial Offer Letters DOCUMENT B-XIV
Statement on Recruitment and Resignation of Faculty Members DOCUMENT B XV
Non-Discrimination Based on Sexual Orientation DOCUMENT B-XVI
Sexual Discrimination and ROTC DOCUMENT B-XVII
ROTC Contracts DOCUMENT B-XVIII

Recruitment for Academic Positions--Section B

RECRUITMENT PHILOSOPHY

The Dean of the Faculties Office has prepared a booklet entitled "Recruitment Policies and Procedures for Faculty and Other Academic Appointees" which is available from that office (855-2809). The Affirmative Action Office has also prepared a set of guidelines for conducting searches ("IU Bloomington Pointers for Academic Searches"), which is available from that office (855-7559). Together these guidelines provide comprehensive, step-by-step procedures and information on filling academic vacancies. The Dean of the Faculties and the Affirmative Action Officer ask that supplementary recruiting procedures developed by schools and departments be submitted to them for review.

The recruitment policies and procedures in use on the Bloomington campus have been designed to attract outstanding people, utilizing sound management, personnel, and affirmative action principles to achieve this end.

EQUAL EMPLOYMENT OPPORTUNITY

Indiana University is committed to providing equal employment opportunities in its hiring practices in compliance with federal law. The Board of Trustees passed a resolution in 1969 and amended it in 1992 (see DOCUMENT B-I) pledging IU to "continue its commitment to the achievement of equal opportunity" and prohibiting "discrimination based on arbitrary considerations of such characteristics as age, color, disability, ethnicity, gender, marital status, national origin, race, religion, sexual orientation, or veteran status."

AFFIRMATIVE ACTION

An Affirmative Action Plan was approved in 1974 (see DOCUMENTS B-IV, B-V, and B-VI) designed to encourage that all personnel practices be focused on the qualifications of individuals. Following U.S. Department of Health, Education and Welfare guidelines, Indiana University's plan demands special efforts to recruit "qualified members of groups which have previously been denied opportunities for employment." In addition, the plan requires the pursuit of hiring goals that reflect the availability of women and minorities (as defined by the Equal Employment Opportunity Commission of the federal government) in academic positions. It proclaims diversified experience "a distinct and desirable quality which should be taken into account in recruitment." (see DOCUMENTS B-IV, B-V, and B-VI) All recruitment is monitored by the Campus Affirmative Action Office for compliance with these aims and policies.

SEX DISCRIMINATION AND SEXUAL HARASSMENT

In 1988 the University Faculty Council affirmed a commitment to comply with the Sex Discrimination Guidelines issued by the EEOC. In 1998 the University Faculty Council initiated, and the Trustees approved, an Indiana University Policy Against Sexual Harassment. See DOCUMENT B-II.

NON-DISCRIMINATION AND SEXUAL ORIENTATION

In 1991 the BFC affirmed its view that sexual orientation is a factor unrelated to achievement of excellence in the missions of the University and expressed concern that discrimination based on sexual orientation is practiced in the ROTC program. The Council further recommended that active efforts be made to change Defense Department policy, but that if discrimination continues beyond fall 1995-96, the ROTC program be phased out. (See DOCUMENT B-XVI.) Should the program continue, the BFC urged that new contracts take into account the BFC's concerns, including the lack of faculty review of the programs. (See DOCUMENT B-XVIII.)

In 1992 the Board of Trustees passed a set of resolutions which reaffirmed its support of the section of the Code of Student Ethics which states that "the University does not condone discrimination based on sexual orientation" while reaffirming its support of ROTC programs on campus and its view that this section does not preclude ROTC programs. The same set of resolutions urged support of the Defense Department's re examination of policies and of scholarly research on the impact of such a policy on the workplace. (See DOCUMENT B-XVII.)

UNDERSTANDING OF CULTURAL DIVERSITY

The University Faculty Council has adopted recommendations aimed at enhanced understanding of cultural diversity. The recommendations, adopted in 1990, charge academic schools, the Dean of the Graduate School, the Dean of the Faculties, Human Resources, and the campus Chancellor with responsibility for ensuring incorporation of this principle in all respects of the academic enterprise. (See DOCUMENT B-III.)

AMERICANS WITH DISABILITIES ACT (ADA)

The Americans with Disabilities Act is a federal statute designed to eliminate discrimination against individuals with disabilities. Under the ADA, the term "disability" means: (a) a physical or mental impairment that substantially limits one or more of the major life activities of an individual; (b) a record of such an impairment; or (c) being regarded as having such an impairment. The statute mandates that a qualified individual with a disability--an individual who, "with or without reasonable accommodation, can perform the essential functions of the employment position that such individual holds or desires"--be afforded the same employment opportunities as an equally qualified individual without a disability.

Indiana University desires to attract outstanding people for its academic positions and fully supports the national mandate, embodied in the ADA, to eliminate discrimination against individuals with disabilities. Indiana University is, therefore, committed to making reasonable accommodations so that qualified individuals with disabilities are provided access to the same employment opportunities as are qualified individuals without disabilities. Through this policy, the University endeavors to treat equally qualified individuals on an equal basis with respect to hiring and with respect to the material terms, conditions, and privileges of their employment.

Questions concerning eligibility and accommodation may be directed to the Office of Academic Affairs and Dean of the Faculties (855-2809).

RECRUITMENT OF MINORITIES AND WOMEN

Two plans providing additional funding to aid in the recruitment of under represented groups to the faculty of the Bloomington campus were implemented in 1986, and both have met with good success. The first program, the Faculty Recruitment and Retention Program, funds faculty positions for qualified junior or senior level minority and senior level women candidates for positions not advertised or otherwise funded. Nominating departments must document under representation of minorities or senior women on their faculty. For more information, contact Alberto Torchinsky, chair of the campus-wide committee established to review nominations (855-0542). (See DOCUMENT B-VII.)

Under the second program, the Minority Faculty Fellowship Program, qualified minority scholars are brought to the campus for either a summer or an academic year. Departments provide funding for a salary for fellows to teach one course during a summer session (usually the second) or two or more courses during an academic year. In either case, the campus provides a supplementary $ 3,000 fellowship. Further details may be obtained by contacting Alberto Torchinsky, Program director (855-0542).

NEPOTISM

An anti-nepotism policy, approved by the Board of Trustees, June 29, 1974, forbids the employment or transfer of any individual "to a position which establishes an immediate supervisor/employee relationship between two people who are related by blood or marriage." (See DOCUMENT B-IX.)

IMMEDIATE SUPERVISOR

The determination of the immediate supervisor is made, in each instance, by the Dean of the Faculties and the Vice President, Bloomington. It takes into account supervision of day-to-day functions, hiring, retention, promotion and salary-setting. Any instance of the potential employment of two family members in the same unit, where immediate supervision of one by the other might be an issue, should be brought to the attention of the Dean of the Faculties prior to appointment or transfer. The Dean, in consultation with the Vice President, Bloomington, will designate an immediate supervisor in compliance with the anti-nepotism policy.

"GHOST" EMPLOYEES

The university is subject to the state law against ghost employment, which prohibits payment or receipt of a salary without an assignment of duties for the university. (See DOCUMENT B-X.)

RECRUITMENT PROCEDURES

Instructions, information, and procedures applicable to recruitment for academic positions are normally distributed by the Dean of the Faculties and the Affirmative Action Office. The forms are also available electronically via e-mail, and may be requested by calling the Dean of the Faculties Office at 855-4669. All requirements are incorporated in these materials. The most recent procedures booklet, "Recruitment Policies and Procedures for Faculty and Other Academic Appointees," is reprinted at the end of this section. In addition, the Affirmative Action Office makes available a booklet entitled "IU Bloomington Pointers for Academic Searches," which contains useful guidance for search committees and chairs. The Pointers are available from department offices and the Affirmative Action Office.

PART-TIME AND TEMPORARY POSITIONS

For part-time, visiting, and temporary positions, and for acting positions of less than a year's duration, advertising is urged, but not required. If the complete procedures outlined for full-time, non-temporary positions are followed, a waiver may subsequently be granted should the individual be a candidate for shifting to non-visiting, full-time status in the same position.

MAJOR ADMINISTRATIVE POSITIONS

Two faculty councils have taken action which bears on the recruitment of major administrators. The University Faculty Council action ( DOCUMENT B-XI) provides that in filling certain university offices, a search and screen committee must be employed; the action speaks to the composition and procedures of such a committee. The Bloomington Faculty Council action (DOCUMENT B-XII) provides similarly for the selection of certain campus officers. In general, these procedures apply to full deanships and academic administrative positions of similar responsibility. The University Faculty Council has also approved a statement, subsequently accepted by the Trustees of Indiana University, which speaks to the procedures for filling a vacancy in the Presidency (See DOCUMENT B-XIII). If an outside search is to be conducted, the procedures below for full-time, non-temporary positions are to be followed. If only an internal search is anticipated, the Search Committee should seek the counsel of the Affirmative Action Officer at the outset regarding procedures.

A set of instructions titled "General Guidelines for Search and Screen Committees for Major Administrative Positions," available from the Office of The Chancellor of the Bloomington campus, is used in conjunction with the "IU Bloomington Pointers for Academic Searches" for guidance in conducting major administrative searches. The General Guidelines apply to positions for which the Chancellor appoints search committees, including Vice Chancellors, Deans, and other administrative officers with comparable responsibility and substantial policy authority.

NON-IMMIGRANT FOREIGN NATIONALS

The recruitment of non-immigrant foreign nationals presents special procedural concerns, which are discussed in the booklet "Recruitment Policies and Procedures for Faculty and Other Academic Appointees" reproduced below as part of this Guide.

FULL-TIME, NON-TEMPORARY ACADEMIC POSITIONS

Recruiting procedures for full-time, non-temporary academic positions are outlined in the booklet, "Recruitment Policies and Procedures for Faculty and Other Academic Appointees" which is reproduced below.

ADVERTISING

All full-time, non-temporary positions should be advertised unless there are grounds for a waiver. (See waiver provisions below.)

VACANCY NOTICE

The first step toward filling a full-time non-temporary position, whether or not a full search with advertising and search committee is planned, is submission of a Vacancy Notice Request. The form is to be prepared by the department chair or unit head and is then to be routed as follows: first to the administrative head (dean or division head), then to the Affirmative Action Office, and finally to the Dean of the Faculties Office. On this form a brief position description is provided along with an advertising plan or a request for an advertising waiver, and the names of the members of the search committee. This form is the vehicle for seeking approval for filling a position, for the proposed rank and title, FTE and duration, type of appointment, advertising copy/advertising plan or a waiver of the advertising requirement. When approved and returned to the employing unit, all facets of a plan to fill a vacancy will have been reviewed at all required levels. One form functions to obtain all required approvals.

INTERVIEW APPROVAL

Where a search waiver has been approved, the interview and the Interview Request form are not required. In the absence of a waiver, interview approval should be obtained prior to scheduling any interviews.

INTERVIEW REQUEST
Interview Request form follows the same routing as the Vacancy Notice Request:
The first to the administrative head (dean or division head), then to the Affirmative Action Office, and finally to the Office of the Dean of the Faculties. The Interview Request must be approved prior to conducting interviews.

INTERVIEWS

Candidates for faculty, lecturer, and librarian positions are interviewed in the Office of the Dean of the School or the Office of the Dean of University Libraries. All candidates being considered for positions of associate or full professor must also be interviewed by a representative of the Office of the Dean of the Faculties. Candidates for other types of academic positions are normally interviewed by the unit head or immediate supervisor.

All candidates for academic positions shall be furnished excerpts from the Academic Handbook of relevant appointment terms and conditions along with other items of importance. The Office of the Vice Chancellor for Academic Affairs will supply unit heads and deans offices with copies of these materials.

For candidates being considered for positions as associate or full professor, four items must be provided to the Office of the Dean of the Faculties at least two days before the actual interview:

1. CURRICULUM VITAE, including a bibliography.
2. LETTERS OF RECOMMENDATION. No fewer than six for tenured positions, and at least three for all others.
3. REPRINTS OR COPIES OF PUBLICATIONS. Samples for each dean to be in attendance will suffice.
4. COPIES OF IMPORTANT PREVIOUS CORRESPONDENCE WITH THE CANDIDATE.

The department should be sure to send to the candidate, prior to the interview, relevant information about Indiana University to enable him/her to ask focused questions. The Office of the Dean of the Faculties will provide each candidate with a summary sheet of benefits.

Rank, tenure status, and terms of any offer to a candidate must be agreed to by the School Dean or division head and the Dean of the Faculties. Thus it is well to advise candidates not to make any assumptions with respect to the terms of any forthcoming offer.

OFFERS

When the hiring unit is ready to make an offer, and Offer Request form must be prepared. For offers to faculty, lecturers, and librarians only, an Offer to Recommend Appointment form must also be prepared. The Offer Request and Offer to Recommend Appointment (if applicable) are then to be routed to the administrative head (dean or division head), then to the Affirmative Action Officer, and finally to the Office of the Dean of the Faculties.

OFFER REQUEST

The Offer Request form must be accompanied by a vita on the individual(s) to whom an offer is recommended. For academic positions (other than faculty, lecturers, or librarians), the Offer Request may include a list of persons to whom offers will go should a declination be received. The Office of the Dean of the Faculties need only be informed of declinations for the unit to extend offers to others, in turn, on the list. Should a declinations be received for offers of faculty, lecturer, or librarians positions, an additional Offer Request, Offer to Recommend Appointment, and their respective attachments must be submitted requesting approval for a second offer. Offer Requests must be submitted even if a search has been waived before an offer letter is sent to the candidate.

OFFER TO RECOMMEND APPOINTMENT

In addition to the Offer Request, an Offer to Recommend Appointment must be submitted for candidates for faculty, lecturer, and librarian positions. A draft of the Dean's offer letter must accompany the Offer to Recommend Appointment when it is routed. After reviewing the Offer Request (and, if applicable, the Offer to Recommend Appointment), the Dean of the Faculties will return it, along with the Dean's offer letter, to the department. In accepting the offer, the candidate should sign and return the Offer to Recommend Appointment together with the Personal and Professional History form. If a tenure-related appointment is subsequently approved, the Offer to Recommend Appointment serves as the official tenure agreement between Indiana University and the appointee.

OFFER LETTERS: FACULTY/LECTURER/ LIBRARIAN

Offer letters for faculty/lecturer/librarian positions must be sent from a School Dean, following receipt of the approved Offer Request and Offer to Recommend Appointment. The Offer to Recommend Appointment form and a Personal and Professional History form should be sent to the candidate with the offer letter. Bloomington Faculty Council action requires that the Dean's offer letter describe the kinds of professional duties required, and state how criteria for promotions and tenure are likely to apply. (See DOCUMENT B-XIV.) See also sample offer letters.

In accepting the offer, the candidate should sign and return the Offer to Recommend Appointment together with the Personal and Professional History form. If a tenure-related appointment is subsequently approved, the Offer to Recommend Appointment serves as the official tenure agreement between Indiana University and the appointee.

VISITING OFFERS

In the tightening market situation of today, with the attendant need to conduct thorough searches before filling lines permanently, it has become increasingly important that the terms of visiting appointments be made clear to all parties. As a consequence, formal offer letters from School Deans are required for all visiting appointments, making clear the basis for the temporary appointment. A copy of the offer letter must be sent to the Dean of the Faculties at the time the offer is made. In some cases there is no permanent line to be filled, i.e., the appointment is made utilizing replacement funds or other funds which will not continue to be available. In others, permanent line is being filled temporarily while a thorough search is conducted. In still others, future funding decisions have not yet been made. Whatever the basis, it is well to make future expectations (or the lack of them) clear to the visitor, especially the university's policy that, in general, no individual may be on visiting status for more than two years. Sample offer letters of several types are included. No approvals are required before visiting offers are extended by School Deans, but copies of the offer letters should be supplied to the Dean of the Faculties at the time they are issued.

Note that in general, persons recruited for visiting positions may not convert to non-temporary positions unless a formal advertised search was conducted for the visiting position.

For the specific benefits available to visiting faculty and librarians, contact the Office of the Dean of the Faculties, 855-2809.

ACTING ASSISTANT PROFESSOR

The qualification “Acting” indicates a temporary appointment with the understanding that when a specified condition (e.g., completion of a terminal degree) is met, the appointee will receive a regular appointment as Assistant Professor. Acting appointments may not continue for longer than two years, except in special circumstances approved by the campus� Academic Officer. Acting Assistant Professors are eligible for IU Retirement Plan 10.

A change in title can be made effective as of the beginning of the first (or second) semester if a letter postmarked no later than September 30 (or January 31,) written by the Dean of the Graduate School of the degree-granting institution, certifies that all requirements for the doctorate (or other terminal degree) have been completed, including thesis defense and submission of final copy of the thesis. If the degree requirements are completed after September (or January) the change in title and salary does not become effective until the beginning of the following semester.

In appointing individuals to whom an Acting Assistant Professorship has been offered, the appointment should be minus the emoluments that would accrue to the appointee if the degree were obtained in time. We cannot, even though assurances of early degree completion are reasonably persuasive, process the appointment as Assistant Professor until the above requirements are fulfilled.

It should be made clear to candidates whose terms of appointment involve converting from an Acting Assistant Professorship to a three-year Assistant Professorship that the time spent in the Acting appointment is deducted from the three-year Assistant Professorship. Thus, if, for example, an individual takes one year to complete degree requirements, the Assistant Professorship could be for no more than two years.

IU RETIREMENT PLAN

By action of the Trustees of Indiana University, inclusion in IU Retirement Plan 10 is automatic for professors/librarians appointed after July 1, 1999 with tenure or for a term of one or more years.

TENURE CREDIT

All recommendations for appointment with tenure or with an allowance of time countable toward tenure must be approved by the Office of the Dean of the Faculties. No more than three years' credit toward tenure should be considered. The AAUP permits institutions to require a four year probationary period despite the number of previous years of experience in a comparable position, and the Faculty Council has incorporated this provision into the tenure policy. (See DOCUMENT E-II.)

SABBATICAL CREDIT

Requests to grant time countable toward sabbatical leave should be discussed between the Dean of the School and the Dean of the Faculties when the candidate is not present. Only the Dean of the Faculties may grant time toward sabbatical leave and it would be misleading to suggest the possibility to candidates before approval has been secured. Credit toward sabbatical eligibility is normally granted only to senior appointees who would miss an approaching sabbatical by moving to this institution. If credit toward sabbatical leave is approved the offer letter should specify the terms and indicate the approval of the Dean of the Faculties'. The Offer to Recommend Appointment should also specify the terms of any credit given toward sabbatical.

MOVING EXPENSES

Limited moving expenses may be made available by the Dean of the School.

RESEARCH SUPPORT

Some units expect to assist new appointees with the establishment of a research program. Whenever the needs of the candidate exceed the resources of the unit or the School and a request to the Vice President for Research is contemplated, the unit should specifically request that office's participation in the interview in the Office of the Dean of the Faculties. Any commitment on the University's part will be listed as part of the offer on the Offer to Recommend Appointment form, whether committed by the unit, the School Dean or the Vice President for Research.

LATE OFFERS

Indiana University subscribes to the recommendation of the AAUP that recruitment of faculty members at other institutions should be conducted as early as possible in the academic year and that later offers (i.e., after May 1) for the following fall should not be made to faculty members at other institutions except in cases of emergency. (See DOCUMENT B-XV.)

If, because of an emergency, it is desirable to make an offer to a faculty member at another institution after May 1, please notify the Dean of the Faculties Office immediately. The Dean will contact the other institution and inform you of its response before an official offer letter is authorized.

Indiana University also is a party to a courtesy resolution adopted by the Indiana Conference of Higher Education in 1963 which provides that no institution shall approach the faculty members of other Indiana institutions of higher learning concerning either full-time or part-time appointments without prior consultation with the president of the other institution or her/his designated representative.

BENEFIT INFORMATION FOR FULL-TIME FACULTY, LIBRARIANS, AND OTHER ACADEMIC APPOINTEES*
(January, 1999)

Benefit University Cost Employee Cost

Social Security (FICA) tax
Medicare Tax 6.2% of annual salary up to $72,600 limit and 1.45% of annual salary with no limit Same as University Cost

IU Retirement Plan

Faculty, Librarians and all other Academic Appointee's starting July 1, 1999 or later 10% of actual base salary None

**Life Insurance ($50,000 coverage)
Dependents' Life Insurance
Accidental Death and Dismemberment $150.00 per year None

Unemployment Compensation
Workers Compensation
(Medical and Income) 0.08% of base salary
0.44% of base salary None

Fee Courtesy 0.45% of base salary

HEALTH CARE PLAN Medical Only
Total Premium
(monthly)
IU Contribution Employee Contribution
Medical Only
With Dental

IU PPO HEALTHCARE
$500/1000 Deductible
Employee
Employee/Child(ren)
Employee/Spouse
Family

198.52
392.76
481.08
546.37
142.75
248.39
301.79
324.42
55.77
144.37
179.29
221.95
57.09
150.74
186.97
234.23

IU PPO HEALTHCARE
$900/1800 Deductible
Employee
Employee/Child(ren)
Employee/Spouse
Family
Medical Only
Total Premium
(monthly)
112.13
223.34
273.08
310.16

IU Contribution
111.13
222.34
272.08
309.16
Employee Contribution
Medical Only
1.00
1.00
1.00
1.00

With Dental
1.00
4.35
4.72
6.50

M-PLAN HMO
Employee
Employee/Child(ren)
Employee/Spouse
Family
156.61
317.87
387.36
438.71
142.75
248.39
301.78
324.42
13.86
69.48
85.58
114.29
13.86
73.08
88.79
121.72

IU PRECISION POS
Employee
Employee/Child(ren)
Employee/Spouse
Family
163.38
323.18
395.93
449.59
142.75
248.38
301.78
324.41
20.63
74.80
94.15
125.18
21.95
81.17
101.83
137.46

* The information given here is presented in form of in-lieu-of-pay value to illustrate the overall value of fringe benefits. Variations in benefits may occur, and
employees do not have a claim on the exact dollar values used for illustration.
** Appointees may purchase additional group term life insurance equal to as much as four times their salary, if requested within 60 days of first eligibility, or upon proof of medical insurability.

SAMPLE OFFER LETTER: Acting Assistant Professor

[Bracketed material to be used where and as appropriate]

Ms. I. N. Ventor
Department of Odds & Ends
Midwestern Large University
Small College Town, State

Dear Ms. Ventor:

I write to advise you of our desire to have you join the staff of the [Department or School] at Indiana University-Bloomington.

I will recommend to the Dean of the Faculties your appointment as a Lecturer in [Department or School] under the terms and conditions described on the enclosed Offer to Recommend Appointment, subject to administrative approval, and to your providing the federally required documentation showing you are a citizen or permanent resident of the United States or an authorized alien entitled to be employed in the U.S. for the period of this appointment. Should you have met all requirements for the Ph.D. by September 30, 1996, your appointment would be as an Assistant Professor for a three-year period; by January 31, 1997, your title would be changed to Assistant Professor, beginning the second semester, and your appointment would be for an additional two and one-half years, subject to administrative approval.

We are proud of Indiana University's unusually fine program of benefits. These benefits add significantly to the value of your stated salary. As a lecturer you will be enrolled in the University's group life insurance program and may join its medical plans. The University pays the full cost of the group life insurance and a portion of the cost of the medical insurance. You will be eligible for participation in the IU Retirement Plan 10. A special feature of the retirement program is that it is non-contributory on your part, with the University making the entire contribution. With this arrangement, a greater portion of your salary is retained as "take-home" pay. The retirement program is fully "vested," i.e., you own all of the benefits purchased on your behalf from the vendor.

Should you decide to accept this offer, please sign and return the enclosed Offer to Recommend Appointment form to my office by [date], along with a completed Personal and Professional History form (also enclosed).

[Closing paragraph might consider teaching assignments, with a final sentence such as "We sincerely hope you will find it possible to accept our offer and join us at Indiana University."]

Sincerely,

Dean

cc: Dean of the Faculties
Chairperson, if appropriate

SAMPLE OFFER LETTER: Faculty on Tenure Track
[Bracketed material to be used where and as appropriate]

Dr. I. N. Ventor
Department of Odds and Ends
Midwestern Large University
Small College Town, State

Dear Dr. Ventor:

I write to advise you of our desire to have you join the faculty of the [Department or School] at Indiana University-Bloomington.

I will recommend to the Dean of the Faculties your appointment in the [Department or School] at the rank of [Assistant Professor] under the terms and conditions described on the enclosed Offer to Recommend Appointment. This recommendation is subject to final administrative approval, and to your providing the federally required documentation showing that you are a citizen or permanent resident of the United States or an authorized alien entitled to work in the U.S. for the period of your appointment.

We are proud of Indiana University's unusually fine program of benefits. These benefits add significantly to the value of your stated salary. You will be enrolled in the University's group life insurance program and may join its medical plans. The University pays the full cost of the group life insurance and a portion of the cost of the medical program. You will be enrolled in the IU Retirement Plan 10. A special feature of the retirement program is that it is non-contributory on your part, with the University making the entire contribution. With this arrangement, a greater portion of your salary is retained as "take-home" pay. The retirement program is fully "vested," i.e., you own all of the benefits purchased on your behalf from the vendor.

As generally is the case at Indiana University, teaching, research/creative activities, and service are included in your responsibilities as a faculty member. Please note that Indiana University bases its tenure [if at less than full rank, add, "and promotion"] recommendations upon performance in these three areas. Faculty members are normally expected to excel in one of the categories and to be at least satisfactory in the two other categories. Additional material is available in the Academic Handbook, from the Office of the Dean of the Faculties, and from my office. [For all candidates:] Should you decide to accept this offer, please sign and return the enclosed Offer to Recommend Appointment form to my office by [date], along with a completed Personal and Professional History form (also enclosed).

We sincerely hope you will find it possible to accept our offer and to join us at Indiana University.

Sincerely,

Dean

cc: Dean of the Faculties
Chairperson, if appropriate

SAMPLE OFFER LETTER: Faculty with Tenure
[Bracketed material to be used where and as appropriate]

Dr. I. N. Ventor
Department of Odds and Ends
Midwestern Large University
Small College Town, State

Dear Dr. Ventor:

I write to advise you of our desire to have you join the faculty of the [Department or School] at Indiana University-Bloomington.

I will recommend to the Dean of the Faculties your appointment in the [Department or School] at the rank of [Associate Professor] under the terms and conditions described on the enclosed Offer to Recommend Appointment. This recommendation is subject to the approval of the Board of Trustees, and to your providing the federally required documentation showing that you are a citizen or permanent resident of the United States.

We are proud of Indiana University's unusually fine program of benefits. These benefits add significantly to the value of your stated salary. You will be enrolled in the University's group life insurance program and may join its medical plans. The University pays the full cost of the group life insurance and a portion of the cost of the medical program. You will be enrolled in the IU Retirement Plan 10. A special feature of the retirement pro- gram is that it is non-contributory on your part, with the University making the entire contribution. With this arrangement, a greater portion of your salary is retained as "take-home" pay. The retirement program is fully "vested," i.e., you own all of the benefits purchased on your behalf from the vendor.

[If at less than full rank] As generally is the case at Indiana University, teaching, research/creative activities, and service are included in your responsibilities as a faculty member. Please note that Indiana University bases its promotion recommendations upon performance in these three areas. Faculty members are normally expected to excel in one of the categories and to be at least satisfactory in the two other categories. Additional material is available in the Academic Handbook, from the Office of the Dean of the Faculties, and from my office. [For all candidates:] Should you decide to accept this offer, please sign and return the enclosed "Offer" form to my office by [date], along with a completed Personal and Professional History form (also enclosed).

We sincerely hope you will find it possible to accept our offer and to join us at Indiana University.

Sincerely,

Dean

cc: Dean of the Faculties
Chairperson, if appropriate

SAMPLE OFFER LETTER: Visiting Faculty on Temporary Line Only
(Not filled by Faculty on leave)

Dr. John C. Doe
428 Green Street
Toronto, Ontario
Canada

Dear Dr. Doe:

Upon recommendation of the [Department or School], I am pleased to offer you a position as Visiting Assistant Professor for the academic year beginning August, 19--. To avoid any possible misunderstanding, I must stress that the position is available for one year only; we do not expect to continue it beyond next year. Your appointment is subject to final administrative approval and to your furnishing the federally required documentation showing that you are a citizen or permanent resident of the United States, or an authorized alien entitled to work in the U.S. for the period of your appointment.

We are pleased to offer you a salary of $00,000 for the academic year. [For full-time on academic year only, add:] In addition, the University's medical and life insurance programs will be available to you. Since these are group plans with Indiana University contributing to part of the cost, they are well worth joining if you do not already have equivalent coverage. These plans will be made available to you within a month after your arrival in Bloomington. If you are interested, you may contact our Human Resources Office upon your arrival.

Your teaching and departmental responsibilities will be arranged in your department, and you should discuss these with Professor [Name] if you have not already done so. If you have any questions pertaining to this appointment or related matters, please feel free to contact Professor [Name] or this office. We sincerely hope that you will find it possible to accept our offer and to join us at Indiana University.

Sincerely,

Dean

cc: Dean of the Faculties
Chairperson, if appropriate

SAMPLE OFFER LETTER: Visiting Faculty on Potentially Permanent Line
[Bracketed material to be used where and as appropriate]

Dr. Jean Doe
4668 Brown Street
Columbus, Ohio 43220

Dear Dr. Doe:

Upon recommendation of the [Department or School], I am pleased to offer you a position as a Visiting [Assistant, Associate] Professor at a salary of $00,000 for the academic year beginning August, 1996. Your appointment is subject to the final administrative approval and to your furnishing the federally required documentation showing that you are a citizen or permanent resident of the United States, or an authorized alien entitled to work in the U.S. for the period of your appointment.

We hope that the Department will have a regular [tenure-track] vacancy to be filled the following year. [Use this wording if a full national search has not already been conducted:] If that proves to be the case, you may place yourself in candidacy on an equal basis with all others who apply. [Use this wording if a full national search has already been conducted (i.e., to fill the visiting position with an eye toward possible permanency):] It is our hope that a full-time, tenure-track appointment will be available to you beginning [date].

[For full-time academic year only, add:] The University's medical and life insurance programs will be available to you. Since these are group plans with Indiana University contributing to part of the cost, they are well worth joining if you do not already have equivalent coverage. These plans will be made available to you within a month after your arrival in Bloomington. If you are interested, you may contact our Human Resources Office upon your arrival.

Sincerely,

Dean

cc: Dean of the Faculties
Chairperson, if appropriate

SAMPLE OFFER LETTER: Visitor on Leave from Another Institution
[Bracketed material to be used where and as appropriate]

Dr. Jerry Doe
123 Main Street
Midland, Indiana

Dear Dr. Doe:

Upon recommendation of the [Department or School], I am pleased to offer you a position as visiting [Assistant, Associate] Professor for the academic year beginning August, 1996. Your appointment is subject to final administrative approval and to your finishing federally required documentation showing that you are a citizen or permanent resident of the United States, or an authorized alien entitle to work in the U.S. for the period of your appointment.

We are pleased to offer you a salary of $00,000 for the academic year. [For full-time, academic year only, add:] In addition, the University's medical and life insurance programs will be available to you. Since they are group plans with Indiana University contributing to part of the cost, they are well worth joining if you do not already have equivalent coverage. These plans will be made available to you within a month after your arrival in Bloomington. If you are interested, you may contact our Human Resources Office upon your arrival.

Your teaching and department responsibilities will be arranged in your department and you should discuss these with Professor [Name] if you have not already done so. If you have any questions pertaining to this appointment or related matters, please feel free to contact Professor [Name] or this office. We sincerely hope that you will find it possible to obtain leave from your current position in order to join us at Indiana University for the coming year.

Sincerely,

Dean

cc:Dean of the Faculties
Chairperson, if appropriate

Recruitment Policies and Procedures for Faculty and Other Academic Appointees

Indiana University Bloomington
(1997)

For information and clarification regarding the following procedures, please contact either the Dean of the Faculties Office (855-2809) or the Campus Affirmative Action Officer (855-7559).

Summary of Recruitment Procedures for Academic Positions

Following is a summary of University recruiting procedures for academic positions. These recruitment and affirmative action policies and procedures apply to all nonstudent academic positions listed in Section A. For further information and clarification regarding academic recruiting procedures, please contact the campus Affirmative Action Officer (855-7559) or the Dean of the Faculties Office (855-2809).

All academic positions--full-time, part-time, and visiting--should be advertised locally in the Bulletin for Academic Appointees. The following procedures are mandatory for full-time, non-temporary positions and optional for part-time and visiting positions.

1.Vacancy Notice: Submit this form which provides information on:

a. Description of the position/vacancy announcement
b. Advertising plan or waiver request. Where a waiver is granted Proceed to Step 2.
c. Designation of search committee and/or the recruitment coordinator.

For explanation see:

a. Instructions; form
b. Waiver Requests

If the applicant pool may include non-immigrant foreign nationals, additional requirements must be met. See "Guidelines for Recruitment of Nonimmigrant Foreign Nationals."

Return of this form to the originating unit with appropriate signatures constitutes approval of:

a. The request to fill the vacancy
b. Terms for the position (FTE, duration, type)
c. Title, rank code, and fringe benefits
d. Advertising copy
e. Advertising plan or advertising waiver

2.Waiver Request: Submit this form with attached detailed explanation

If granted proceed to step 5.

For explanation see:
Waiver Request instructions

3. Advertise and Screen Applicants

a. Place ads and notices
b. Keep a log of applicants
c. Acknowledge application and send IU Applicant Mentoring form to applicants
d. Screen candidates
e. Choose interviewees

For explanation see:
Academic Search and Screen Guidelines are available from the Affirmative Action Office

4. Interview Request: Submit this form prior to scheduling interviews.

It contains:
a. 8 top candidates, rank ordered
b. Indication of persons to be interviewed

For explanation see:
Request for Interview

Return of this signed form to the originating unit constitutes approval to schedule interviews (N.B. Candidate interviews for Associate and Full Professor are to be scheduled with the Dean of the Faculties; for Assistant Professor, with the unit Dean's office; all others with the supervising unit.)

5. Offer Request: submit this form which contains

a. Individual(s) to whom offer will be made, including gender, ethnicity, citizenship
b. Attached vita for individual(s)
c. Terms of the offer
d. For faculty, lecturers, librarians: Attach a copy of the proposed offer letter and the Offer to Recommend Appointment form

For explanation see:
Offer Request form
Guidelines for Recruitment of Nonimmigrant Foreign Nationals
Offer to Recommend Appointment form

Return of this signed form to the originating unit constitutes approval to recommend the offer--subject to formal administrative or Trustees' approval.

INSTRUCTIONS: VACANCY NOTICE

The Vacancy Notice form is the vehicle for obtaining all the approvals on one document which are required for beginning recruitment.

1. Chairperson's/Dean's approval to establish a position or fill a vacancy, and the type of position it will be (full- or part-time, visiting, tenure-line, etc.)
2. Affirmative Action Office approval of the advertising plan and the wording of the advertisement, or of an advertising waiver (see below).
3. Dean of the Faculties' approval, or tentative approval, of a title, rank code (and consequently benefits), and the content of the position description.

This form also serves as the vehicle for placing a notice in the Bulletin for Academic Appointees. Careful planning will be helpful in completing the form. The IU Bloomington Pointers for Academic Searches, available from department offices and the Affirmative Action Office, provides useful guidance for planning.

Approvals
The Vacancy Notice form is to be reviewed and approved by the following persons or offices before a position is advertised:

1. the departmental chairperson or unit head
2. the appropriate dean or division head
3. the Campus Affirmative Action Officer
4. the Dean of the Faculties

Changes
Every effort should be made to develop the Vacancy Notice in a thoughtful manner. After the proposal has been submitted, it should be necessary to change it only when circumstances change. To make a change, mark the requested changes on the original Vacancy Notice and recirculate the form to the relevant administrators for their approval, as provided on p. 2 of the form.

WAIVER REQUESTS
The search procedures may be waived under certain circumstances. The more common circumstances under which a waiver will be considered are outlined below. A department may request a waiver on the Waiver Request form.

1. Endowed chairs. Because endowed chairs frequently are offered in recognition of extraordinary scholarly accomplishments, they usually are not advertised. In requesting a waiver for an endowed chair a department must document that it has systematically canvassed the field of potentially qualified scholars, made special efforts to identify appropriately qualified minorities and women, and systematically screened candidates making a special effort to consider the credentials of minorities and women.
2. Unique individuals. Advertising and other recruitment procedures sometimes are ineffective or counterproductive in hiring individuals who have unique talents or experiences. In requesting a waiver a department must (1) document that the usual advertising procedures are inappropriate, and (2) canvass the field of persons in the relevant discipline and provide evidence that other individuals with similar qualifications or who enjoy similar stature or reputations are not available. (For Foreign Nationals in this category see the special instructions).
3. Faculty or professionals who have served in a visiting or interim capacity and were recruited for the visiting position using a full national search. Additional advertising will be waived in such circumstances. This situation occurs under circumstances such as the following:
a. A regular faculty position is frozen after the position is advertised and the successful candidate is offered a visiting position.
b. The successful candidate will accept only a visiting position because the candidate is unsure about whether to leave her/his current institution.
c. It is unclear whether the most qualified of the applicants merits an appointment.

Note that the search in this case must be a full national search involving all of the elements (e.g., systematic screening of applicants, interviews) appropriate to recruitment for regular faculty positions.

4. Changes in appointment type. Advertising and other recruitment procedures usually are waived when no vacant position exists and a department wants only to appoint an individual holding one type of full-time regular appointment to another type of full-time regular appointment. This situation usually reflects either a reorganization of the unit or changes in the responsibilities associated with the position. (In this context regular appointments are all types of appointments other than visiting or acting.)
5. Expansion of part-time appointments. Advertising and other recruitment procedures may be waived when no vacant position exists and a department wants only to increase a part-time appointment to a full-time appointment to reflect increases in the responsibilities of the incumbent. In recommending this change, a department must document that the part-time position was appropriately advertised.
6. Promotion/Title change. Advertising and other recruitment procedures may be waived when no vacant position exists and a department wants to change a title either to better describe the position or to reflect different or increased responsibilities. In cases where a vacant position does exist the unit is expected to comply with the usual advertising and recruitment procedures.
7. Urgent departmental needs. Under unusual circumstances procedures may be waived if a department has an urgent need to fill a critical position and has identified a candidate with unique or superior talents.
8. Loss of an outstanding candidate. Advertising and other recruitment procedures may be waived if an outstanding candidate has a bona fide job offer for a similar position at another institution and would be lost if the usual advertising and recruitment procedures were carried out.
9. Dual career situations. Advertising and other recruitment procedures may be waived when a candidate for an appropriately advertised position makes her/his decision concerning whether or not to accept an offer contingent upon an offer of employment to her/his spouse. A waiver also may be appropriate where a faculty member has a bona fide offer from another institution and makes her/his decision to remain at Indiana University contingent upon an offer of employment to her/his spouse.
10. Return of a disabled appointee. Advertising and other recruitment procedures are always waived when a person who has been on a disability leave cannot assume the duties of her/his former position and must be placed in an alternative vacant position.
11. Research associates. Advertising and other recruitment procedures may be waived to make the following appointments:
a. a Principal Investigator whose name is written into a grant application, but who lacks faculty or lecturer status and is therefore to be appointed as a research associate or to one of the Research Ranks;
b. persons who are by name written into the grant application as Research Associate;
c. persons, especially students, already employed on the project, or a closely related one, in a part-time (usually student assistant) status who are to be "promoted" to full-time employee status.

If an advertising waiver is granted, an Offer Request form may be submitted at once, omitting the Interview Request procedure.

Additional Copies
Additional copies of the Vacancy Notice and Waiver Request forms may be obtained by calling the Dean of the Faculties Office (855-2809) or the Affirmative Action Office (855-7559). For those with Adobe Acrobat, these forms may be downloaded and printed from your computer

THE INTERVIEW REQUEST FORMS

Recommendations concerning the candidates to be interviewed, along with other information, are recorded on the Interview Request Form. This form is reviewed and approved by the department chairperson, the appropriate Dean, the Campus Affirmative Action Office, and the Dean of the Faculties. When the department receives a fully approved copy of the Interview Request Form, interviews may be scheduled.

GUIDELINES: THE VACANCY ANNOUNCEMENT/POSITION DESCRIPTION

Introduction

A well-written vacancy announcement is essential to a successful search. Who applies for a position depends upon how a position is advertised. Vacancy announcements which are written too broadly may elicit numerous inquiries from unqualified or greatly overqualified applicants and create unnecessary work. Those which are written too narrowly or ambiguously may cause desirable candidates not to apply.

An effective vacancy announcement includes information concerning:

--title or rank
--a definition of responsibilities and/or area of specialization
--a statement of authorization
--minimum qualifications and other desirable qualifications
--a request for additional information, such as a letter of application, a curriculum vita or resume, and names of references or letters of reference
--name and address of person to whom information should be sent
--a closing date--
--a statement indicating that Indiana University is an equal opportunity/affirmative action employer

Rank or Title

The announcement should specify for faculty the desired or preferred rank level: e.g. "entry level" "Assistant Professor," "junior level," "Assistant or Associate Professor," or "senior level." If the rank is open, the announcement should state so. Non-faculty positions should be identified by the appropriate title: e.g. "Counselor," "Research Associate," etc.

Duties and Responsibilities

1. Faculty positions:
Vacancy announcements for faculty positions commonly identify the area of specialization which a department desires; they may also include information on desirable experiences, talents, or areas of expertise. Other duties and responsibilities associated with faculty positions, such as teaching assignments, research expectations, service expectations, and departmental responsibilities may be highlighted if they are especially important or unusual. In general, the area of specialization associated with a faculty position should be defined as broadly as possible, considering the needs of the department and any agreements made with the dean who authorized the position. Overly narrow definitions of specialization tend to limit the number of qualified applicants and often discourage women and minority applicants. Barring unusual circumstances, the area of specialization and other aspects of a position should not be changed after they are advertised. Hence, its determination should be based on careful prior consultation within the department and/or unit. A vacancy announcement should not indicate that a department will consider persons in any specialization or any number of specializations unless the department legitimately and seriously intends to do so.
2. >Non-Faculty positions:
The vacancy announcement should specify as precisely as possible the duties of the position in order of importance. If any special opportunities or privileges are associated with this position they may also be listed. As is the case with faculty positions, it is important that the statement of responsibilities be developed in consultation with members of the unit. Barring unusual circumstances, the duties and responsibilities of the position should not change after the advertisement is published.

Funding Uncertainty

Because of the publication schedule of professional journals, newsletters, or bulletins, some positions must be advertised before they have been officially authorized by the unit Dean or before an expected grant has been awarded. In such cases announcements should indicate clearly that the position is expected or anticipated.

Additional Information Requests

The type of information which is requested in an advertisement depends upon the position to be filled. Common items include a letter of application, a curriculum vita or resume, a brief biographical sketch, a short statement of ideas on some topic (e.g., development of teaching and research programs, philosophy of higher education), and names of references or letters of reference.

In most cases it is advisable to ask for as little information as possible in the advertisement and request additional information from applicants who survive the first screening. Candidates of high quality are more likely to respond if it is relatively easy to submit the information requested in the advertisement. Requesting reference or names of references in an advertisement has an especially chilling effect on applicants who already hold positions. They frequently are unwilling to ask at an early stage in the application process for letters of reference or for permission from colleagues to use their names.

Closing Date

All advertisements should specify a closing date for applications. The closing date can be stated in several ways:

Deadline: (date)
Applications received before (date) will be assured of consideration.
Please send (information) by (date) .

The closing date should be set carefully and thoughtfully, giving applicants as much time as possible from the time the advertisement is actually published. For positions advertised through national or regional publications or mailings, the deadline should be at least 30 days from the time the advertisement appears. For positions advertised only locally or on campus, the closing date should be at least two weeks after the advertisement appears for the second time in the campus-level employment bulletin.

For many reasons applications from excellent candidates sometimes arrive after the closing date, and the purpose of the recruitment process may be defeated by failing to consider them. It is important, however, to remember that late applications should be treated uniformly. For example, a unit may decide to include all applications received after the closing date but before interviews are scheduled in the applicant pool; but a unit should not decide to include some applications and not to include others. The most honest way of communicating to applicants such a procedure is to use the statement, "Applications received before (date) will be assured of consideration."

Advertisements in Campus Employment Bulletin

In general, the preceding comments on position announcements apply also to the text appearing in the Bulletin for Academic Appointees. However, information such as "Indiana University, Bloomington, Indiana, 47405" and "Indiana University is an Equal Opportunity/Affirmative Action Employer" may be omitted, since it is provided in the bulletin mastheads.

The editor of the Bulletin would like advertisements to be similar in form, length, and content. The desired length and style are suggested in the following sample text:

The Department of Chemistry anticipates several tenure-track openings at the assistant professor level. We are interested in candidates with training in analytical, inorganic, organic, or theoretical chemistry. These positions will require the ability to organize and present, effectively, courses at both the graduate and undergraduate levels. Moreover, potential candidates are expected to have a solid record of accomplishment in research and to show promise of developing vigorous, independent programs of scholarly investigation. To apply, submit a brief biographical sketch, a publication list, names of three references, and a short resume of ideas for the development of teaching and research programs. Deadline for application is 1 November 1996. Please apply to Dr. Paul Grieco, Chairperson, Department of Chemistry.

The Bulletin for Academic Appointees is published by the Dean of the Faculties (Bryan Hall 109) on a bi-weekly basis and appears on Tuesdays. The deadline for submission of vacancy notices is noon on Thursday of the preceding week. Each notice will appear twice, in two consecutive issues of the Bulletin.

Text for the Bulletin is submitted on the Vacancy Notice form, along with the advertising plan and an indication of the scope and procedures of the search. After submission, it should be necessary to change the proposal only when circumstances change. In this event, the unit may propose a change simply by circling the element on the original proposal which is to be changed and then indicating what is to replace it.

GUIDELINES: THE ADVERTISING PLAN

Advertising Plan

The goal of the advertising process is to develop a pool of applicants which includes as many outstanding applicants as possible, including a representative number of minorities and women. It is consistent with the campus' commitment to affirmative action for the representation of minorities and women in the applicant pool to at least equal their representation among individuals possessing the basic qualifications for the position being advertised. For example, the proportion of women and minority applicants for an entry level assistant professor position in mathematics should at least equal the proportion of minorities and women among new recipients of the Ph.D. in mathematics. Ideally, the same proportional representation of minorities and women should occur among top-ranked candidates.

It has been the experience of the campus that the foregoing goals are most efficiently achieved through searches which are appropriate in scope, and which use vigorous and creative recruitment techniques.

1. Scope of the Search
With regard to scope, searches may be classified into four categories: full national searches, limited national searches, regional searches, and local searches. The type of position to be filled determines the scope of a search. The standards covering scope of search displayed in Table I are based on a desire to use recruitment resources as effectively as possible. They assume, based on the experience of the campus during the last several years, that applicants from all over the nation can be successfully recruited for full-time faculty, lecturer, librarian, higher level professional, and research associate positions, but that applicants from a narrow geographical area (i.e., regional or local area) can be successfully recruited for lower level professional and those part-time, visiting, and limited term positions which are advertised. Except under unusual circumstances the scope of advertising (i.e., local, regional, national) should be at least as broad as that specified in the Table. Proposals which narrow the scope of advertising below that in the Table will be scrutinized closely by the Affirmative Action Office and must be supported with a strong rationale.
2. Other Recruitment Techniques
Various recruitment techniques which the campus has found to be effective are also given in Table I along with information concerning the applicability of each technique to searches of different scopes. The success of the recruitment process depends to a large degree on the initiative and ingenuity with which a department implements these techniques. Successful recruitment requires more than placing advertisements in appropriate publications. As indicated in the Table, a mailing to appropriate organizations as well as personal contacts are strongly encouraged. Personal contacts are particularly important. Because outstanding potential candidates for many positions already have positions and do not respond to published advertisements, they must be identified and personally encouraged to submit their credentials. Perusing journals and making contacts through professional associations and colleagues are two means by which to identify potential candidates. It is important to note that any efforts to recruit candidates personally should include deliberate efforts to identify and personally encourage qualified minorities and women to apply. Without such efforts, personal recruitment of candidates is nothing more than the "old boy network" which operated in the past to exclude minorities and women disproportionately from consideration for positions. Every search should include special efforts to identify and recruit exceptional applicants, including exceptional minorities and women. A department which expects to have noncitizens in the applicant pool or proceeds to hiring a Foreign National should carefully consult the special instruction.
3. Summary
It is the responsibility of the unit to develop appropriate advertising plans. At the discretion of the unit, some or all aspects of the advertising process may be broader than that specified. Advertising techniques should include as many elements in Table I as possible, taking into account variables such as time constraints, opportunities for recruitment, and recruiting norms which operate in particular disciplines/professions.

TABLE I

TYPE OF POSITION Faculty and Lecturers
(Full-time) Librarians & Physicians
(Full-time) Part-time, Visiting and short term (less than academic year)

RANK CODE IR00-5 LI01-04 & MD00 All rank codes at less than 100% FTE or short term.

SCOPE OF SEARCH Full national search Full national search

ADVERTISING IN PROFESSIONAL JOURNALS, ETC. REQUIRED. Must appear in at least 1 nationally read publication. (If no appropriate publication exists, a direct mailing as described below may be undertaken in lieu of this.) Advertising in the Herald Times is appropriate for some positions.

ADVERTISING IN AFFIRMATIVE ACTION PUBLICATION STRONGLY RECOMMENDED. Advertising in at least one nationally read affirmative action publication--journals, periodicals, newsletters, or job listing specifically directed at minorities or women. Most productive to use a publication directed at members of a specific discipline, e.g., The Black Scholar, The American Political Science Association Women's Caucus Newsletter. Not required

DIRECT MAILINGS STRONGLY RECOMMENDED. A mailing to departments, programs, institutes, foundations, etc., to be posted and to personally apprise qualified candidates of the vacancy. Must be national in scope.

STRONGLY RECOMMENDED. A mailing to caucuses and organizatins directed at concerns of women and minorities requesting they publicize and welcome nominatins.
Not required. A local mailing is appropriate for some positions.

PERSONAL CONTACTS STRONGLY RECOMMENDED. Identify and personally contact strong potential applicants, especially including women & minorities by letter/telephone. Must be national in scope. DESIRABLE. Identify and personally contact local strong candidates, especially women & minorities.

I.U. PUBLICATIONS AUTOMATIC. Submission of the Vacancy Notice form results in publication in two consecutive issues of the Bulletin for Academic Appointees or the Professional Opportunities Bulletin.

POSTING AT NATIONAL MEETINGS APPROPRIATE, where available Usually not appropriate

LISTING WITH PLACEMENT SERVICES APPROPRIATE, where available Usually not appropriate

TRIPS TO MEETINGS, CONFERENCES & OTHER INSTITUTIONS APPROPRIATE, where available Usually not appropriate

TABLE I (continued)

RECRUITMENT STRATEGIES

Professional Staff Level 16 & above (Full time) Research Associates and Scientists (Full time) Professional Staff Below level 16 (Full time)

OA, CN--level 16 and above IR93, 95, 96, 97, 98 OA, CN--below level 16

Limited national search Limited national search Regional search

REQUIRED. Must appear in one nationally read professional publication or a national mailing must be undertaken. REQUIRED. Must run in at least one regionally read publication or at least two major metropolitan newspapers (e.g. Chicago Tribune).

DESIRABLE. Advertising in at least one nationally read affirmative action publication- journal, periodical, newsletter or job-listing specifically directed at minorities or women. Most productive to use a publication directed at members or a specific discipline, e.g. The Black Scholar, The American Political Science Association Women's Caucus Newsletter. DESIRABLE. Advertising in at least one regionally or nationally read affirmative action publication and/or a special edition of a major metropolitan paper directed at minorities or a minority newspaper.

REQUIRED. A mailing of national scope to departments, programs, etc., or an advertisement in a national professional publication.

STRONGLY RECOMMENDED. A mailing to caucuses and organizations directed at concerns of women and minorities requesting they publicize and welcome nominations..
STRONGLY RECOMMENDED. A mailing of regional scope to departments, programs, etc. to be posted and to personally apprise qualified candidates of the vacancy.

DESIRABLE. Identify and personally contact strong potential candidates, especially including women and minorities, by letter or telephone. Must be national in scope. STRONGLY RECOMMENDED. Identify & contact potential candidates, esp. women and minorities by letter or phone.

AUTOMATIC AUTOMATIC. Submission of the Vacancy Notice form results in publication in two consecutive issues of the Bulletin for Academic Appointees or the Professional Opportunities Bulletin.

APPROPRIATE, where available APPROPRIATE, where available

APPROPRIATE, where available APPROPRIATE, where available

APPROPRIATE, where available APPROPRIATE, where available

GUIDELINES: NONIMMIGRANT FOREIGN NATIONAL CANDIDATES

Recruitment for all positions involving classroom teaching should include a print ad in a professional journal with national circulation.

Twenty-first century trends to advertise via electronic media only do not meet U.S. Department of Labor (DOL) requirements for Labor Certification. Labor Certification, with its “special handling” provisions for teaching faculty, is the preferred and simplest method to qualify international faculty for U.S. permanent residence (green card).

To meet DOL requirements for Labor Certification for teaching faculty, the recruitment effort must include at least one print advertisement in a national professional journal. The print advertisement should include (at minimum) the job title, the duties of the position, and the requirements for the position. In this context, “teaching” is defined as classroom teaching of regular university courses listed in the Schedule of Classes, with the international employee listed as an instructor of record.

If a search yielding an international candidate has not included the requisite print advertisement, the hiring department will be faced with either re-opening the position to conduct a new test of the labor market, or delaying sponsorship of permanent residence until the faculty member can document three years of experience and is able to assemble extensive documentation attesting to his/her eligibility for the Outstanding Professor/Researcher category. Further information about University processes for sponsorship of permanent residence is available at
http://www.indiana.edu/~intlserv/Content/Faculty__Staff_and_Visitors/Permanent_Residence/

If you have candidates who may need immigration sponsorship or have related questions, consider arranging an appointment with Office of International Services staff during their visit to the campus. Indiana University provides extensive immigration services and support for its employees, which can be an incentive for recruiting highly qualified international faculty. (Office of International Services, 306 Franklin Hall, intlserv@indiana.edu; 855-9086).

GUIDELINES: THE SEARCH COMMITTEE OR SEARCH COORDINATOR

The diversity and decentralized nature of the campus and the variety of positions which are filled make it difficult to provide guidelines which are very specific. In most cases a person or committee of persons is appointed to handle the complex and time-consuming process of recruiting and screening applicants. Often this person or committee develops the advertising plan, the vacancy announcement, and the criteria for selection, and schedules and coordinates interview visits. Usually the person or committee is appointed by the unit head, although sometimes departments use other processes of appointment.

1. Composition of Committees:
Committees involved in the recruiting and selection process vary in size. Usually they are no smaller than three persons and no larger than eight or ten persons. In most cases, a majority of members of the committee are selected from among members of the unit. Depending upon the position and the size of the committee it may be appropriate to appoint one or two students. Every effort should be made to appoint minority persons and women to serve on the committee. If the representation of minorities and women among members of the unit is small, consideration might be given to appointing graduate students or persons from other units who are minorities or women. Alternatively, consideration might be given to asking women and minorities to serve as consultants to the committee by providing information on the special role, interests, and concerns of minorities and women.

2. Charge to the Committee/Coordinator:
It usually is helpful if a committee is charged in writing or provided some kind of guidelines by the unit head. Since there are very few campus-level norms concerning operation of committees involved in recruitment and selection, it is important for a unit head to specify exactly what a committee is expected to do and how it is expected to operate. The unit head and the committee should hold a discussion to assure that they hold common expectations concerning these matters. The charge, guidelines, or discussion of expectations should cover at least six areas: the nature of the recommendations which the committee is to make; the time schedule; the number of candidates to be interviewed; financial resources; any administrative concerns; and standards of confidentiality. In addition, the charge, guidelines, or discussion of expectations may highlight special concerns with respect to the position to be filled, especially as they relate to challenges to be faced by the successful candidate, the importance of special skills, and long and short range goals of the unit. In dealing with the nature of the recommendations which the committee is to make, instructions should be given or a common expectation achieved concerning whether the committee is to recommend candidates from which the unit head or department will choose those to be interviewed, or is to make a recommendation concerning the specific individuals to be interviewed.

3. Timing:

In establishing a time schedule, it is important that a decision concerning whom to hire often has a significant effect on the campus for many years. Although holding a position vacant while a careful search is conducted often involves inconveniences, it usually is in the long-term interest of the unit to proceed slowly, allowing ample time for qualified persons to be appropriately apprised of the position, to apply, and to be carefully considered.

If the position is one without which the unit cannot function, someone may be appointed on an acting or interim basis.

4. Deliberations:

In dealing with administrative concerns, special emphasis should be placed upon the importance of a careful, honest, and thorough search which appropriately apprises qualified persons of the position and carefully scrutinizes and fairly evaluates the credentials of every applicant. Anything less is inconsistent with our affirmative action obligations and reflects negatively both on the basic integrity of the unit and on the campus as a whole. With regard to standards of confidentiality, it is important that names of candidates, professional histories, and personal references should not be shared with persons other than those who are directly involved in the selection process or who otherwise have a need to know. Extreme care should be taken in guarding personal references so as not to undermine future efforts to elicit completely candid information. The committee should discuss and agree upon standards for confidentiality and mechanisms to deflect questions from other concerned persons.

GUIDELINES: THE SCREENING PROCESS

Vitae and application materials should be acknowledged as they are received. The letter of acknowledgment should be mailed within a week of receiving a vita. Enclose with the letter of acknowledgment an IU Applicant Monitoring form (available from the Affirmative Action Office, 855-7559.) At a minimum, the letter of acknowledgment should give some information concerning the timelines of the recruitment process and should ask applicants to return the Applicant Monitoring form to the Campus Affirmative Action Office. It is best if letters of acknowledgment are typed individually or generated on a word processor. If this isn't possible, then preprinted form letters (with individualized salutations) may be used.

SCREENING APPLICATIONS

The screening process usually takes place in three phases: the preliminary screening, the major screening, and the screening for interviews.

THE PRELIMINARY SCREENING

The preliminary screening identifies applicants who obviously lack the strengths necessary for success in the position and eliminates them from consideration early in the screening process. The preliminary screening is conducted as vitae and other application materials are received. Responsibility for the preliminary screening usually is given to a single person or a subcommittee of the committee appointed to deal with recruitment and selection. The best practice is to have two people read each vita. If both agree that an applicant obviously lacks necessary strengths, the applicant may be sent a brief rejection letter. The vitae and application materials of persons who survive the preliminary screening are retained for the major screening.

Recordkeeping: At this point, a simple check list giving common reasons for rejection should be established for the committee's files.

THE MAJOR SCREENING

During the period before the major screening begins, each member of the committee in charge of recruitment and selection should spend some time each week reviewing the credentials of applicants who survive the preliminary screening. Very soon after the deadline, the entire committee should meet to select a list of promising candidates for whom more information will be sought. After the major screening, appropriate letters should be sent to all candidates considered during the screening notifying them of their status. Persons who have been screened out receive rejection letters. Others are notified that they will be considered further. See guidelines concerning the contents of these letters.

This is the point in the recruitment process at which it is appropriate to ask for references and other information from candidates. If a candidate includes names of references in her/his vita, they may be contacted. If a candidate indicates that she/he has an up-to-date placement file, a letter may be sent directly to the appropriate placement office. Candidates who have not provided names of references may be asked for the names. At this point, it also may be helpful to ask for other information such as a brief biographical sketch or a statement on development of teaching and research programs.

It is inappropriate to make phone calls or to address other inquiries to persons at the institution with which a candidate is currently affiliated or to others without first asking the permission of the candidate. The question may be posed to the candidate in a general way (e.g., we may want to ask persons at--to comment on your talents and potential. Do you have any objection to our contacting one or more persons? Is there anyone with whom you would rather we not speak?). It is important to observe the candidate's wishes. If the candidate indicates that she/he would prefer that no inquiries be made, the committee may draw its own conclusions.

Recordkeeping: In the major screening, a list containing a sentence or two explaining why each applicant was retained should be developed and kept for the committee's file.

Screening for Interviews: At this stage, candidates are divided into three groups. Some have been eliminated in the preliminary screening stage and will have received rejection letters. Others will be added to this group at this stage. Some candidates are placed in a group to be interviewed. The remaining candidates are placed in a reserve group. These candidates, although less promising than others, are deemed to be worthy of serious consideration and may be interviewed if persons currently scheduled to be interviewed are less promising that their paper credentials suggested or are uninterested in the position.

Recordkeeping: At this point, detailed notes should be made concerning the reasons why candidates were assigned to one of the groups given above.

THE REJECTION LETTER

Letters of rejection are sent out at several points in the screening process: after the preliminary screening, after the major screening, and after the screening for interviews. As is the case with letters acknowledging receipt of applications, it is best if letters of rejection are typed individually or generated on a word processor. If this isn't possible preprinted form letters (with individual salutations) may be used. It is not appropriate to refer to an applicant's high level of personal accomplishment or unique and impressive background in a form letter which obviously is being sent to more than one person. The letter should merely thank the applicant for her/his interest in the position and for the opportunity to review her/his vita and then indicate that other applicants possess attributes (backgrounds, interests, talents) which are more congruent with the needs of the department, and that only their applications have been retained for further review. If the letter of rejection is sent after references and other materials have been collected, the applicant should be thanked for submitting these materials.

ACTIVE CANDIDATE LETTER

These letters also should be typed individually or generated on a word processor. Except at the very late stages of the screening process, form letters with individualized salutations may be used. These letters usually thank an applicant for her/his interest in the position and for the opportunity to review her/his vita and then request additional information or apprise the candidate that everything which is needed is on file and will be considered as the review process progresses.

VACANCY NOTICE

[This form is downloadable as an Adobe Acrobat PDF file. Go here if you need an Acrobat Reader.]

This form has been divided into two forms. There is now a Waiver Request form in addition to the above.

INTERVIEW REQUEST

[This form is downloadable as an Adobe Acrobat PDF file. Go here if you need an Acrobat Reader.]
OFFER REQUEST

[This form is downloadable as an Adobe Acrobat PDF file. Go here if you need an Acrobat Reader.]

OFFER TO RECOMMEND APPOINTMENT

[This form is downloadable as an Adobe Acrobat PDF file. Go here if you need an Acrobat Reader.]

DOCUMENT B-I
EQUAL OPPORTUNITY/AFFIRMATIVE
ACTION
(Approved: BFC 10/6/92; UFC 10/13/92
Trustees 12/4/92)

Indiana University pledges itself to continue its commitment to the achievement of equal opportunity within the University and throughout American society as a whole. In this regard, Indiana University will recruit, hire, promote, educate, and provide services to persons based upon their individual qualifications. Indiana University prohibits discrimination based on arbitrary considerations of such characteristics as age, color, disability, ethnicity, gender, marital status, national origin, race, religion, sexual orientation, or veteran status.

Indiana University shall take affirmative action, positive and extraordinary, to overcome the discriminatory effects of traditional policies and procedures with regard to the disabled, minorities, women, and Vietnam-era veterans.

DOCUMENT B-II
SEX DISCRIMINATION AND SEXUAL HARASSMENT
(Approved: UFC 4/26/88, 3/10/98; Trustees 6/15/98)

SEX DISCRIMINATION
Indiana University complies with the Sex Discrimination Guidelines issued by the Equal Employment Commission in 1968, and amended in 1969 and 1972. Policies relating to recruitment, development opportunities, working conditions, fringe benefits, pregnancy and childbirth shall not discriminate based on the sex of applicants, appointees, or students.

The Guidelines specifically preclude:

1. separate lines of progression and seniority systems based on gender;
2. discrimination against married women;
3. advertisements which indicate a preference, limitation, specification or discrimination based on sex;
4. pre-employment inquiries as to sex unless made in good faith for a nondiscriminatory purpose;
5. fringe benefits (medical, hospital, accident, life insurance and retirement plans; profit-sharing and bonus plans; leave plans; other terms, conditions, and privileges of employment) which discriminate between men and women;
6. written or unwritten employment policies or practices which exclude from employment applicants or employees because of pregnancy, childbirth or related medical conditions;
7. sexual harassment.

Concerns about compliance with the Guidelines should be brought to the attention of the Campus Affirmative Action Officer. Because of the sensitive and discriminatory nature of sexual harassment charges, specific provisions and procedures have been established.

SEXUAL HARASSMENT
Harassment on the basis of sex is a violation of federal and state law. Indiana University does not tolerate sexual harassment of its faculty, staff, or students. Individuals who believe they are victims of sexual harassment, as well as those who believe they have observed sexual harassment, are strongly urged to report such incidents promptly. Indiana University will investigate every sexual harassment complaint in a timely manner and, when there is a finding of sexual harassment, take corrective action to stop the harassment and prevent the misconduct from recurring. The severity of the corrective action, up to and including discharge or expulsion of the offender, will depend on the circumstances of the particular case.

Once a person in a position of authority at Indiana University has knowledge, or should have had knowledge, of conduct constituting sexual harassment, the university could be exposed to liability. Therefore, any administrator, supervisor, manager or faculty member who is aware of sexual harassment and condones it, by action or inaction, is subject to disciplinary action.

A. Definitions

Following federal guidelines, Indiana University defines sexual harassment as follows:

Unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature, constitute sexual harassment when:

1. submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment or academic advancement;
2. submission to or rejection of such conduct by an individual is used as the basis for employment or academic decisions affecting such individual; or
3. such conduct has the purpose or effect of unreasonably interfering with an individual's work or academic performance or creating an intimidating, hostile, or offensive working or learning environment.

B. Application

This University policy is designed to protect all members of the University community. It applies to relationships among peers as well as to superior/subordinate relationships. It also applies to all individuals, regardless of their gender or sexual orientation.

C. Provisions.

1. Faculty, staff, and students have the right to raise the issue of sexual harassment. Further harassment against complainants or retaliation against complainants or others who participate in the investigation of a complaint will not be tolerated. Appropriate and prompt disciplinary or remedial action will be taken against persons found to be engaging in such further harassment.

2. The university will deal with reports of sexual harassment in a fair and thorough manner, which includes protecting, to the extent possible, and to the extent permitted by law, the privacy and reputational interests of the accusing and accused parties.

3. Education is the best tool for the prevention and elimination of sexual harassment. Each dean, director, department chair, and/or administrative officer is responsible within hi/her area of jurisdiction for the implementation of this policy, including its dissemination and explanation.

4. It is the obligation and shared responsibility of all members of the University community to adhere to this policy., and are protected by faculty and staff personnel policies and student codes. Sexual harassment can be a grievous action having serious and far-reaching effects on the careers and lives of individuals.

D. Enforcement Principles

Enforcement and implementation of this sexual harassment policy will observe the following principles:

1. Each campus must have procedures-consistent with notions of due process-for implementing this policy including where complaints are made, who investigates complaints, how complaints are resolved, what procedures are available for appeals, and how records are kept.

2. The Campus Affirmative Action Officer shall serve as a resource with regard to interpretation of sexual harassment guidelines.

3. Confidentiality of information relating to investigations of complaints of sexual harassment shall be maintained to the extent practical and appropriate under the circumstances and to the extent permitted by law. Individuals charged with implementing this policy shall share information with regard to given incidents of sexual harassment only with those who have a "need to know" in order to implement this policy.

4. Investigations must be conducted promptly and thoroughly.

5. Whether particular actions constitute sexual harassment will be determined from the facts, on a case-by-case basis. The university will look at the record as a whole, as well as the context in which the alleged misconduct occurred.

6. Both the charging party and the respondent will be notified of the outcome of the investigation.

7. In the event it is found that sexual harassment has occurred, corrective action, up to and including discharge or expulsion of the offender, will be taken through the appropriate channels of the university. The corrective action will reflect the severity and persistence of the harassment, as well as the effectiveness of any previous remedial action. In addition, the university will make follow-up inquiries to ensure the harassment has not resumed and the complainant has not suffered retaliation.

DOCUMENT B-III
RECOMMENDATIONS FOR ENHANCED UNDERSTANDING OF CULTURAL DIVERSITY
(Approved: UFC 4/17/90)

1. The campus chancellor should ensure the implementation of programs targeted at all in-coming undergraduate and graduate students in which the behavioral norms set out in the Code of Student Ethics--specifically including behaviors related to cultural diversity and racial, ethnic, and gender discrimination--are clearly described. To the extent possible, this program should be required and should take place at the earliest practicable time. Students who violate these standards should be subject to the complaint procedures of the code, which should be vigorously enforced by the responsible administrators.
2. The faculty of each undergraduate degree-granting-unit should adopt a cultural diversity degree requirement appropriate to their curriculum. Adoption of a requirement which has a focus on the issues of cultural diversity and racial, ethnic, and gender discrimination within the context of the United States would be especially useful in achieving the objectives of these recommendations. In any event, courses which focus on diversity and discrimination in the United States should be among those which satisfy the requirement.
3. The Dean of the Faculties should implement a program targeted at all current faculty and librarians in which standards of conduct set out in the Academic Handbook-- including those behaviors related to cultural diversity and racial and sexual discrimination-- are highlighted. The program shall be repeated annually for new faculty and librarians.

Faculty and librarians who violate these standards should be subject to enforcement procedures associated with the Code of Academic Ethics, which should be vigorously enforced by responsible administrators.

4. The Dean of the University Graduate School should ensure the implementation of programs targeted at all new associate instructors on the Bloomington campus in which standards of conduct set out in the Academic Handbook-- including those behaviors related to cultural diversity and racial, ethnic, and gender discrimination--are clearly described. Associate instructors who violate these standards should be subject to enforcement procedures associated with the Code of Academic Ethics, which should be vigorously enforced by the responsible administrators.

5. The Assistant Vice President for Human Resources should ensure the implementation of measures similar to Recommendations 3 and 4 which would apply to all other Bloomington campus employees.

6.A. The target date for implementation of Recommendations 1, 2, 4, and 5 should be no later than the beginning of Fall Semester 1991.

6.B. The faculty should act on Recommendation 2 during the 1990-91 academic year.

DOCUMENT B-IV
AFFIRMATIVE ACTION PLAN, INDIANA UNIVERSITY: INTRODUCTION AND GENERAL POLICIES
(Approved: Trustees 6/29/74)

[Note: A new Affirmative Action Plan is adopted annually. The current Plan is available from the Affirmative Action Office, 855-7559]
(Portions of the Affirmative Action Plan relevant to grievance procedures, tenure/reappointment/promotion, leaves, and salary policy will be found under DOCUMENTS, D-XIX, E-XVII, E-XX.)

I. Commitment of Indiana University

The commitment of Indiana University to the goal of equal opportunity has been evidenced in many ways. It was one of the earliest of the major universities in this country to admit women and minority group students on an equal footing with non-minority males. In recent years it has been among the leaders in developing programs for the special recruitment, counseling, and assistance of disadvantaged students. The University's "Groups" programs have been emulated elsewhere in the country and efforts will soon be made to support similar programs at the graduate level for minority group students entering Big Ten universities. At the graduate level, special programs were launched to increase the numbers of Black students in Business, Library Science, and other fields.

The University has introduced non-credit courses, credit courses, and interdisciplinary departments and programs designed to increase awareness of the contribution women and minorities have made to various aspects of American life. These study programs also emphasize the special problems which must be overcome by women and minorities in advancing themselves socially, politically, and economically.

Affirmative action officers have been named on all the campuses of Indiana University and committees have been established to consider the special needs of minority group persons and women.

The commitment of the Trustees of Indiana University to positive action in this area is contained in the resolution on Equal Opportunity, which was passed unanimously by the Trustees of Indiana University on November 21, 1969. This action, which broadened and extended a previous resolution adopted in 1967, provided:

RESOLUTION

WHEREAS, it is and has been the policy of Indiana University over a period of years to adopt and support measures designed to prevent discrimination against any individual student, faculty member, or employee of Indiana University on the sole basis of his race, color, religion, sex or national origin;

AND, WHEREAS, it is also the policy of our country and of our state to eliminate such discrimination in our society;

NOW, THEREFORE, BE IT RESOLVED by the Trustees of Indiana University, that the University Administration be directed to take such steps as may be necessary and desirable to accelerate the final elimination of such vestiges of discrimination as may still exist, based on race, color, religion, sex, or national origin, from all phases of University life including official employment and other personnel policies and participation in campus activities and organization.

II. The Significance of Affirmative Action

Indiana University pledges itself to continue its commitment to the achievement of equal opportunity within the university and throughout American society as a whole. In employing and advancing the careers of academic appointees and staff, in admitting students, and in planning academic programs, it is not only morally but also educationally sound that decisions should focus upon the qualifications of the individual rather than upon such arbitrary considerations as race, ethnic or national origin, sex, marital status, religion or age (within the legitimate limits imposed by university regulations).

We recognize today, however, that neutrality on these issues--especially with regard to discrimination based upon race, national origin, and sex--is not sufficient to bring about the desired goal of equal opportunity. Traditional recruitment practices, even when there was no intention of discriminating, have frequently overlooked significant pools of qualified talent. The resultant exclusion has meant that our faculties, staffs, and student bodies have tended to be deficient in two major respects. First, they have tended to exclude from consideration for certain positions within the university segments of potential talent including women, members of minority groups, and others whose aspirations at all levels were thereby either lowered or completely frustrated. Second, exclusion denied the non-minority males the enrichment which would have resulted from intellectual, social, and other forms of contact with minorities and women in a university setting. Thus the premise of the affirmative action concept is that unless positive and extraordinary action is undertaken to overcome the discriminatory effects of traditional policies and procedures, a benign neutrality will tend to perpetuate the status quo. In addition the law requires that there be an examination of all employment policies and procedures to ensure that they do not operate to the detriment of any persons on grounds of minority status, religion, sex, national origin, age, or any other irrelevant factor. And where discrimination is evidenced, forthright action must be taken to correct the situation. This requirement of non-discrimination applies to all persons, whether or not the individual is a member of a conventionally defined "minority group."

For those who are fearful that affirmative action will result in "reverse discrimination" it should be expressly stated that it is not the intention of this Plan that there should be, or will be, a lowering of standards in terms of achieving academic excellence or that unqualified persons must be admitted as students or hired for academic or staff appointments. Moreover, it does not mean that meeting the minimum requirements expected of any serious applicant for a position will automatically make all such applicants equal in terms of their suitability for that position. Affirmative action does not preclude a university from continuing to provide logical and balanced programs which meet the educational needs of a broad spectrum of society. Nor, does affirmative action automatically take priority over all other legitimate goals and policies of the university. It does mean the university is required to demonstrate that it has engaged in good faith efforts to increase access of women, minorities, and others to all phases of university life.

III. Definition of Minorities1

A. For the purposes of affirmative action, the Equal Employment Opportunity Commission of the Federal Government has identified the following minority categories of United States citizens:

1. Black--Includes Americans of black African origin or descent as well as those of the black race identified as Jamaican, Trinidadian, and West Indian.
2. Spanish Surnamed (Latino)--Includes all persons of Mexican, Puerto Rican, Cuban, Latin American or Spanish descent including all persons whose native language, cultural heritage, and/or ancestry are rooted in Spain or Latin America.
3. American Indian--Includes persons who identify themselves or are known as such by virtue of tribal association or consider themselves native Americans.
4. Asian American--Includes persons of Japanese, Chinese, Korean, or Filipino descent or whose appearance reveals East Asian or Polynesian origins (but not Pakistani and East Indians, who are classified along with all persons of Indo-European descent as White).
5. Other--Includes Aleuts, Eskimos, Malayans, Thais, and others not covered in the specific minority categories above and not classified as White.

B. For the purpose of defining minorities, noncitizens employed by the university will be reported under "Other."

IV. Definitions of Appointments

For the purposes identified in the Affirmative Action Plan, appointments are classified as follows:

A. Academic Appointments: Faculty (IR00-IR04), Lecturer (IR05), Teacher (IR92), Research Associate (IR93-IR94) and Librarian (LI00-LI04).Counselor (CN00-CN02), Other Academic (0A00), and student academic appointments as Associate Instructor (IR81), Research Assistant (IR88), Faculty Assistant (AA81), Graduate Assistant (AA82), Student Counselor (AA83) will be covered by certain parts of the Plan insofar as they are covered by similar policies currently. Certain policies in the Plan should be modified to fit these categories. For example, in the determination of goals, local and regional availability as opposed to national availability may control.

B. Staff Appointments: Administrator (AD), Professional (PR), Clerical (CL), Technical (TE), Service and Maintenance (SM), Food Service (FS), Health Center Physician (MD), Resident/Intern (RI), Nurse (NU), Nursing Assistant (NA), Practical Nurse (PN), and others.

V. Affirmative Action Officers

Crucial to the effectiveness of an affirmative action plan is the role and the authority of the affirmative action officers. The President shall nominate to the Trustees of Indiana University a University Affirmative Action Officer (UAAO) who shall have responsibility with respect to the university as a whole and particular responsibility with respect to those operating units reporting directly to the University System. Each campus chancellor or director shall nominate to the President for the approval of the Trustees of Indiana University, a Campus Affirmative Action Officer (CAAO).

Prior to making a recommendation the President should consult with the University Affirmative Action Committee (see Introductory section VI. below) regarding the qualifications of the candidate or candidates being considered. The appointment process at the campus level would follow the same procedure.

The Affirmative Action Officer should possess at least two major qualifications. First of all, the individual should be one who by reputation and experience is aware of the recruitment and employment problems of women and members of minority groups and has made a demonstrated contribution in this area. Secondly, the individual should be one who understands the operations of a university and whose reputation (or that of the combined staff of the
Affirmative Action Officer) will command the respect of faculty, staff, and students necessary to make affirmative action procedures a way of life within the university. The success of an UAAO or CAAO and his or her staff will depend far more upon an ability to educate and persuade rather than upon authority to command or recommend punitive sanctions with respect to violators of affirmative action policies.

Although the UAAO would be a staff officer to the President and the CAAO a staff officer to a chancellor or director, the responsibilities would be of an extraordinary nature. With respect to the level of university administration involved, the UAAO or the CAAO would be the principal advisor on affirmative action matters, and there would be a mandatory involvement of the officer in crucial points in the process of recruiting, promoting, providing equity adjustment, and other phases of employment. There would not only be the monitoring of performance after the fact, but there would be involvement prior to the initiation of actions which could significantly affect the progress of affirmative action. At their respective levels, the UAAO and the CAAO would be directly accessible to members of the university community seeking advice on matters relating to affirmative action. The UAAO or the CAAO would have the authority to see that a problem situation is brought through channels to the immediate attention of the administrative official who could deal with or correct an adverse situation. Rather than by-passing the vice chancellors, deans, and department or division heads, the objective of the affirmative action officer should be to work through the existing channels in order to make them more responsive to affirmative action objectives.

Academic and staff appointees involved in the establishment of unit affirmative action goals and recruitment of new employees should be encouraged to solicit directly the advice of the UAAO and CAAO. To assist in compliance with affirmative action objectives, the UAAO and CAAO should conduct periodic training seminars for academic and staff administrators.

The UAAO and CAAO would work directly with administrators in the Management Information Service, the Office of Institutional Research, the Office of Budgetary Affairs, other officials, and faculty and students in securing data on availability of women and minority group persons and preparing studies and annual reports on the progress of affirmative action within the university. It would be of special importance that he or she have access to data on the immediate status of representation or under representation of each unit in terms of its formulated employment goals.

The UAAO would have the responsibility of preparing new policy statements on affirmative action and recommending changes in existing policies and procedures. Within broad university policies and procedures, the CAAO would similarly advise the campus Chancellor. The UAAO would assist the official designated by the President to conduct the annual review of the Affirmative Action Plan for the Trustees of Indiana University.

The UAAO at the university level and the CAAO at the campus level have the responsibility of post hoc of the recruitment process to ensure overall compliance of the university with affirmative action goals and procedures. In the case of a specific allegation of abuse, and with the specific approval of the chancellor (in the case of the CAAO) or the President (in the case of the UAAO) indicating that the situation warrants it, the affirmative action officer may conduct a review which involves contacting present and prospective academic appointees, unsuccessful candidates for positions, and other relevant parties.

Although the CAAO operates under the authority of the campus Chancellor, UAAO and the Affirmative Action Officers from the several campuses may meet jointly to discuss progress of the Affirmative Action Plan, suggested changes in policies or procedures, or other matters which would be forwarded to the Administrative Committee, the University Faculty Council, or other bodies for action.

The office of the UAAO and the CAAO should be staffed so that the differing needs of faculty, staff, and students can be adequately handled. Depending upon the size of the campus, individuals may be employed part-time and specialize in handling the problems of the various constituencies of the university community.

The UAAO and the CAAO will be appointed for a specific term, subject to renewal following a review by the committee designated by the President or the Chancellor to handle affirmative action at the university or the campus level. Taking into account the extraordinary character of the office, the UAAO or the CAAO may be removed by the President or the Chancellor, but only after the reasons for dismissal have been explained to the university or campus committee designated to deal with affirmative action matters.

The appointment of a UAAO and the CAAO is not intended to limit or interfere with the line authority of the President or Chancellor in their relationships with deans, department or division heads, or the faculty and staff in general.

VI. Affirmative Action Committees

The President shall designate a university-wide committee on affirmative action to give advice on policies; review suggested procedural changes; consult with the President on the nomination, reappointment, or replacement of the UAAO; review affirmative action goals; and be involved in other matters relating to affirmative action as the President directs.

The University Committee on Affirmative Action shall include academic appointees, staff, and students, and should include women and minority group representatives. Faculty representation shall be selected from among the membership of the University Faculty Council committee which handles affirmative action issues.

Affirmative action committees organized at the campus level shall have similar responsibilities and representation of women and minority group persons. Where the size of the faculty and staff and the complexity of the problems involved warrant it, a campus may have separate staff and faculty/student affirmative action committees, but they shall meet jointly when discussing campus-wide problems. The faculty/student committee may be a standing committee of the faculty council or senate.

VII. Anti-nepotism Policy

A. INTRODUCTION
During the past two decades the Trustees of Indiana University have acted to eliminate policies or practices which prohibit or limit the simultaneous employment of two members of the same family. Current policy contains only two significant restrictions, and neither, on its face, is related to the question of discrimination based upon sex, race, ethnic origin, religion, or age.

B. CURRENT POLICY OF INDIANA UNIVERSITY ON ANTI-NEPOTISM

1. General Provisions

a. No person shall be recommended for employment on an appointment basis who is related by blood or marriage to a member of the State Board of Education, or to a member of the Trustees of Indiana University.

b. No person, including full-time, part-time, or temporary employee, may be employed in or transferred to a position within the scope of immediate supervision or authority of a member of one's own family.

c. The degrees of relationship included in the above restrictions are as follows:
By blood: Parent, child, grandparent, grandchild, brother, sister, uncle, aunt, nephew, niece, first cousin.

By marriage: Husband, wife, stepparent, stepchild, brother-in- law, sister-in-law, father-in-law, mother-in-law, son-in-law, daughter-in-law, half-sister, half-brother, uncle, aunt, nephew, niece.

2. In the event of marriage between university appointees creating a relationship not in accord with provisions of paragraph 1.b., one of the persons affected must give up that position by the end of the fiscal year or within six months from the date the relationship was established, whichever is the greater period, but may be re-employed in another position compatible with the provisions of paragraph 1.b.

3. Stipends to students as scholarships, fellowships, or assistantships shall not constitute employment within the provisions of this regulation.

4. Whenever a person recommending, or considering the acceptance of, an appointment to a staff, faculty, or other position has reason to believe that a relationship by blood or marriage of the kind described exists or may exist, he should report the facts to the Office of University Counsel so that a determination may be made prior to the actual appointment.

(Trustees action)
C. MODIFICATION OF CURRENT POLICY
The following additions to, and modifications of existing policies are recommended to the Trustees of Indiana University for their approval, with the adoption of this plan.

1. Transfer of Employees
Section 1.b. in the current policy statement should be amended to read:
"It is contrary to university policy that any full-time, part-time, or temporary employee be employed in or transferred to a position which establishes an immediate supervisor/employee relationship between two individuals who are related by blood or marriage."

2. Definition of Immediate Supervision
The determination of what is "immediate supervision" in each instance shall be made by the Chancellor of each campus or the Vice President for units that report to the Central Administration, and it shall take into account the following factors:

a. does the supervision involve day-to-day functions?
b. is the supervisor the only one competent to judge such issues as hiring, retention, promotion, salary?

3. Notification of Potential Nepotism
The Chancellor (or Vice President) shall bring to the attention of the Trustees of Indiana University before appointment or transfer instances in which two members of the same family will be employed in the same unit and will demonstrate that immediate supervision, as defined in this policy, is not involved.

4. Alternate Procedures
In the recruitment of new academic appointees, the university should adhere strictly to its current anti-nepotism policy. The implementation of Section 1.b. and Section 2 of the modified current policy, however, may work a severe hardship on current employees, and the policy in practice may tend to have more of an adverse impact upon one sex than another. It is, therefore, recommended to the Trustees of Indiana University th

Benefit	University Cost		Employee Cost
Social Security (FICA) tax Medicare Tax	6.2% of annual salary up to $72,600 limit and 1.45% of annual salary with no limit		Same as University Cost
IU Retirement Plan
Faculty, Librarians and all other Academic Appointee's starting July 1, 1999 or later	10% of actual base salary		None
**Life Insurance ($50,000 coverage) Dependents' Life Insurance Accidental Death and Dismemberment	$150.00 per year		None
Unemployment Compensation Workers Compensation (Medical and Income)	0.08% of base salary 0.44% of base salary		None
Fee Courtesy	0.45% of base salary
HEALTH CARE PLAN	Medical Only Total Premium (monthly)	IU Contribution	Employee Contribution Medical Only	With Dental
IU PPO HEALTHCARE $500/1000 Deductible Employee Employee/Child(ren) Employee/Spouse Family	198.52 392.76 481.08 546.37	142.75 248.39 301.79 324.42	55.77 144.37 179.29 221.95	57.09 150.74 186.97 234.23
IU PPO HEALTHCARE $900/1800 Deductible Employee Employee/Child(ren) Employee/Spouse Family	Medical Only Total Premium (monthly) 112.13 223.34 273.08 310.16	IU Contribution 111.13 222.34 272.08 309.16	Employee Contribution Medical Only 1.00 1.00 1.00 1.00	With Dental 1.00 4.35 4.72 6.50
M-PLAN HMO Employee Employee/Child(ren) Employee/Spouse Family	156.61 317.87 387.36 438.71	142.75 248.39 301.78 324.42	13.86 69.48 85.58 114.29	13.86 73.08 88.79 121.72
IU PRECISION POS Employee Employee/Child(ren) Employee/Spouse Family	163.38 323.18 395.93 449.59	142.75 248.38 301.78 324.41	20.63 74.80 94.15 125.18	21.95 81.17 101.83 137.46

TYPE OF POSITION	Faculty and Lecturers (Full-time)	Librarians & Physicians (Full-time)	Part-time, Visiting and short term (less than academic year)
RANK CODE	IR00-5	LI01-04 & MD00	All rank codes at less than 100% FTE or short term.
SCOPE OF SEARCH	Full national search	Full national search
ADVERTISING IN PROFESSIONAL JOURNALS, ETC.	REQUIRED. Must appear in at least 1 nationally read publication. (If no appropriate publication exists, a direct mailing as described below may be undertaken in lieu of this.)		Advertising in the Herald Times is appropriate for some positions.
ADVERTISING IN AFFIRMATIVE ACTION PUBLICATION	STRONGLY RECOMMENDED. Advertising in at least one nationally read affirmative action publication--journals, periodicals, newsletters, or job listing specifically directed at minorities or women. Most productive to use a publication directed at members of a specific discipline, e.g., The Black Scholar, The American Political Science Association Women's Caucus Newsletter.		Not required
DIRECT MAILINGS	STRONGLY RECOMMENDED. A mailing to departments, programs, institutes, foundations, etc., to be posted and to personally apprise qualified candidates of the vacancy. Must be national in scope. STRONGLY RECOMMENDED. A mailing to caucuses and organizatins directed at concerns of women and minorities requesting they publicize and welcome nominatins.		Not required. A local mailing is appropriate for some positions.
PERSONAL CONTACTS	STRONGLY RECOMMENDED. Identify and personally contact strong potential applicants, especially including women & minorities by letter/telephone. Must be national in scope.		DESIRABLE. Identify and personally contact local strong candidates, especially women & minorities.
I.U. PUBLICATIONS	AUTOMATIC. Submission of the Vacancy Notice form results in publication in two consecutive issues of the Bulletin for Academic Appointees or the Professional Opportunities Bulletin.
POSTING AT NATIONAL MEETINGS	APPROPRIATE, where available		Usually not appropriate
LISTING WITH PLACEMENT SERVICES	APPROPRIATE, where available		Usually not appropriate
TRIPS TO MEETINGS, CONFERENCES & OTHER INSTITUTIONS	APPROPRIATE, where available		Usually not appropriate

Professional Staff Level 16 & above (Full time)	Research Associates and Scientists (Full time)	Professional Staff Below level 16 (Full time)
OA, CN--level 16 and above	IR93, 95, 96, 97, 98	OA, CN--below level 16
Limited national search	Limited national search	Regional search
REQUIRED. Must appear in one nationally read professional publication or a national mailing must be undertaken.		REQUIRED. Must run in at least one regionally read publication or at least two major metropolitan newspapers (e.g. Chicago Tribune).
DESIRABLE. Advertising in at least one nationally read affirmative action publication- journal, periodical, newsletter or job-listing specifically directed at minorities or women. Most productive to use a publication directed at members or a specific discipline, e.g. The Black Scholar, The American Political Science Association Women's Caucus Newsletter.		DESIRABLE. Advertising in at least one regionally or nationally read affirmative action publication and/or a special edition of a major metropolitan paper directed at minorities or a minority newspaper.
REQUIRED. A mailing of national scope to departments, programs, etc., or an advertisement in a national professional publication. STRONGLY RECOMMENDED. A mailing to caucuses and organizations directed at concerns of women and minorities requesting they publicize and welcome nominations..		STRONGLY RECOMMENDED. A mailing of regional scope to departments, programs, etc. to be posted and to personally apprise qualified candidates of the vacancy.
DESIRABLE. Identify and personally contact strong potential candidates, especially including women and minorities, by letter or telephone. Must be national in scope.		STRONGLY RECOMMENDED. Identify & contact potential candidates, esp. women and minorities by letter or phone.
AUTOMATIC	AUTOMATIC. Submission of the Vacancy Notice form results in publication in two consecutive issues of the Bulletin for Academic Appointees or the Professional Opportunities Bulletin.
APPROPRIATE, where available		APPROPRIATE, where available
APPROPRIATE, where available		APPROPRIATE, where available
APPROPRIATE, where available		APPROPRIATE, where available