B. Recruitment for Academic Positions

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===Affirmative Action===
===Affirmative Action===
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An Affirmative Action Plan is written annually.  Following U.S. Department of Labor guidelines, Indiana University's plan requires departments 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).  All recruitment is monitored by the Affirmative Action Office for compliance with these requirements. (see  [[Policy B-4|Policies B-4]], [[Policy B-5|B-5]] AND [[Policy B-6|B-6]]).
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An Affirmative Action Plan is written annually.  Following U.S. Department of Labor guidelines, Indiana University's plan requires departments 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).  All recruitment is monitored by the Affirmative Action Office for compliance with these requirements. (see  [[Policy B-4|Policies B-4]], [[Policy B-5|B-5]] and [[Policy B-6|B-6]]).
===Sex Discrimination and Sexual Harassment===
===Sex Discrimination and Sexual Harassment===
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===Interview Approval for Candidates Being Considered for Tenured Positions===
===Interview Approval for Candidates Being Considered for Tenured Positions===
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For candidates being considered for tenured positions; those coming from tenured posts and those who would be newly tenured, hiring units must send a brief memo via email to the [mailto:provost@indiana.edu Provost] describing the candidate’s scholarly expertise and accomplishments, and the evidence used to assess teaching effectiveness. The candidate’s curriculum vitae should be appended to the memo as an electronic attachment. For candidates being considered for tenure who have not previously received tenure at a peer institution, a longer memo that provides substantial assurance about an extensive and rigorous evaluation with regard to research or creative activity, teaching and service should be included.  
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For candidates being considered for tenured positions; those coming from tenured posts and those who would be newly tenured, hiring units must send a brief memo via email to the [mailto:vpfaa@indiana.edu Vice Provost for Faculty and Academic Affairs] describing the candidate’s scholarly expertise and accomplishments, and the evidence used to assess teaching effectiveness. The candidate’s curriculum vitae should be appended to the memo as an electronic attachment. For candidates being considered for tenure who have not previously received tenure at a peer institution, a longer memo that provides substantial assurance about an extensive and rigorous evaluation with regard to research or creative activity, teaching and service should be included.  
This requirement of prior approval for on-campus interviews supplements but does not replace governing policies on faculty recruitment. After completion of this preliminary approval process, hiring units will follow established IUB search & screen policies for new academic appointees-- for example, obtaining approvals for Interview Requests, Offer Requests, and Offers to Recommend Appointments.
This requirement of prior approval for on-campus interviews supplements but does not replace governing policies on faculty recruitment. After completion of this preliminary approval process, hiring units will follow established IUB search & screen policies for new academic appointees-- for example, obtaining approvals for Interview Requests, Offer Requests, and Offers to Recommend Appointments.
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===Interviews===
===Interviews===
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Candidates for faculty, lecturer, and librarian positions are interviewed by the Office of the Dean. All candidates being considered for positions with tenure must also be interviewed by a representative of the Office of the Vice Provost for Faculty and Academic Affairs. Candidates for other types of academic positions are normally interviewed by the unit head or immediate supervisor.
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Candidates for faculty, lecturer, and librarian positions are interviewed by the Office of the Dean. Candidates are also normally interviewed by the unit head or immediate supervisor.
   
   
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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. These materials may be obtained off of the VPFAA website: http://www.indiana.edu/~vpfaa/ For candidates being considered for positions with tenure, prior to the interview four items must be provided to the Office of the Vice Provost for Faculty and Academic Affairs:
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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. These materials may be obtained from the VPFAA website: http://www.indiana.edu/~vpfaa/  
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# CURRICULUM VITAE, including a bibliography.
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# LETTERS OF RECOMMENDATION. No fewer than six for tenured positions, and at least three for all others.
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# REPRINTS OR COPIES OF PUBLICATIONS. Samples for each dean to be in attendance will suffice.
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# COPIES OF IMPORTANT PREVIOUS CORRESPONDENCE WITH THE CANDIDATE.
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It is the responsibility of the department 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 Vice Provost for Faculty and Academic Affairs will provide each candidate with a summary sheet of benefits.
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Rank, tenure status, and terms of any offer to a candidate must be agreed to by the School Dean or division head and the Vice Provost for Faculty and Academic Affairs. Thus it is well to advise candidates not to make any assumptions with respect to the terms of any forthcoming offer.
Rank, tenure status, and terms of any offer to a candidate must be agreed to by the School Dean or division head and the Vice Provost for Faculty and Academic Affairs. Thus it is well to advise candidates not to make any assumptions with respect to the terms of any forthcoming offer.
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Offer Requests and accompanying documents must be submitted, before an offer letter is sent to the candidate. This is required even if a search has been waived.
Offer Requests and accompanying documents must be submitted, before an offer letter is sent to the candidate. This is required even if a search has been waived.
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In accepting the offer, the candidate should sign and return the Offer to Recommend Appointment together with the [http://www.indiana.edu/~uhrs/pubs/forms/hrms/ps.pdf Personal Profile Form (PS)], the [http://www.indiana.edu/~uhrs/pubs/forms/hrms/psa.pdf Personal Profile Form (PSA)], and the [http://www.indiana.edu/~uhrs/pubs/forms/consent.pdf Background Check Consent Form]. The Offer to Recommend Appointment serves as the official agreement between Indiana University and the appointee.
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In accepting the offer, the candidate should sign and return the Offer to Recommend Appointment together with the [http://www.indiana.edu/~uhrs/pubs/forms/hrms/ps.pdf Personal Profile Form (PS)], the [http://www.indiana.edu/~uhrs/pubs/forms/hrms/psa.pdf Personal Profile Form (PSA)], and the [http://www.indiana.edu/~vpfaa/forms/index.shtml Background Check Consent Form]. The Offer to Recommend Appointment serves as the official agreement between Indiana University and the appointee.
===Offer Letters: Faculty/Lecturer/Librarian===
===Offer Letters: Faculty/Lecturer/Librarian===
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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.
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.
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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 Vice Provost for Faculty and Academic Affairs, 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).
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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 (research/creative activity; service) or effective (teaching) in the two other categories. Additional material is available in the Academic Handbook, from the Office of the Vice Provost for Faculty and Academic Affairs, 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.
We sincerely hope you will find it possible to accept our offer and to join us at Indiana University.
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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.
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.
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[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 Vice Provost for Faculty and Academic Affairs, 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).
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[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 (research/creative activity; service) or effective (teaching) in the two other categories. Additional material is available in the Academic Handbook, from the Office of the Vice Provost for Faculty and Academic Affairs, 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.
We sincerely hope you will find it possible to accept our offer and to join us at Indiana University.
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==FRINGE BENEFITS-SUMMARY OF CONTRIBUTIONS==
==FRINGE BENEFITS-SUMMARY OF CONTRIBUTIONS==
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http://www.indiana.edu/~vpfaa/download/benefits_09.doc
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http://www.indiana.edu/~vpfaa/memos/wp-content/uploads/2011/06/Benefit-Information-2011.pdf
==FACULTY AND OTHER ACADEMIC APPOINTEE RECRUITMENT==
==FACULTY AND OTHER ACADEMIC APPOINTEE RECRUITMENT==
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====Vacancy Notice Instructions====
====Vacancy Notice Instructions====
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The Vacancy Notice e-Doc is the vehicle for obtaining all the approvals on one document which are required for beginning recruitment.
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The [http://www.indiana.edu/~vpfaa/policylocker/recruitment/E-DocLiteRecruitmentGuidelines1.pdf Vacancy Notice e-Doc] 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.)
: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.)
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:3. Vice Provost for Faculty and Academic Affairs approval, or tentative approval, of a title, rank code (and consequently benefits), and the content of the position description.
:3. Vice Provost for Faculty and Academic Affairs approval, or tentative approval, of a title, rank code (and consequently benefits), and the content of the position description.
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This e-Doc also serves as the vehicle for placing a notice in the Bulletin for Academic Appointees. The IU Bloomington [[http://www.indiana.edu/~affirm/pdf/Publications/search_guide.pdf Academic Recruitment and Search Guide], provides useful guidance for planning.
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This e-Doc also serves as the vehicle for placing a notice in the Bulletin for Academic Appointees. The IU Bloomington [http://www.indiana.edu/~affirm/pdf/Publications/search_guide.pdf Academic Recruitment and Search Guide], provides useful guidance for planning.
Approvals
Approvals
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:--a closing date--
:--a closing date--
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:--a statement indicating that Indiana University is an Equal Employment Affirmative Action Employer...
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:--a statement indicating that '''Indiana University is an Equal Employment Affirmative Action Employer...'''
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...committed to excellence though diversity.
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'''...committed to excellence though diversity.'''
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...which values diversity.
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'''...which values diversity.'''
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...committed to diversity within its community.
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'''...committed to diversity within its community.'''
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...and encourages applications from candidates with diverse cultural backgrounds
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'''...and encourages applications from candidates with diverse cultural backgrounds'''
:--You may also want to address the dual-career couple by using a statement such as:
:--You may also want to address the dual-career couple by using a statement such as:
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“Indiana University is responsive to the needs of dual career couples.”
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'''“Indiana University is responsive to the needs of dual career couples.”'''
'''Rank or Title'''
'''Rank or Title'''
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'''Duties and Responsibilities'''
'''Duties and Responsibilities'''
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:1. Faculty positions:
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:1. '''Faculty positions''':
:Vacancy announcements for faculty positions commonly identify the area of specialization and 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. 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.  
:Vacancy announcements for faculty positions commonly identify the area of specialization and 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. 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.  
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:2. Non-Faculty positions:
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: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. If the duties change, it may be necessary to readvertise.
: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. If the duties change, it may be necessary to readvertise.
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'''Funding Uncertainty'''
'''Funding Uncertainty'''
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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.
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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'''.
'''Closing Date'''
'''Closing Date'''
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'''Advertisements in Campus Employment Bulletin'''
'''Advertisements in Campus Employment Bulletin'''
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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" may be omitted, since it is provided in the bulletin mastheads.
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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" may be omitted, since it is provided in the bulletin mastheads.
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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:
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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 2009. Please apply to Dr. James Thompson, Chairperson, Department of Chemistry.
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 2009. Please apply to Dr. James Thompson, Chairperson, Department of Chemistry.
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The Bulletin for Academic Appointees is published by the Vice Provost for Faculty and Academic Affairs on a bi-weekly basis and is updated online and printed 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.
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The ''Bulletin for Academic Appointees'' is published by the Vice Provost for Faculty and Academic Affairs on a bi-weekly basis and is updated online and printed 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''.
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Text for the Bulletin is submitted on the Vacancy Notice e-Doc, 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 by initiating a new  
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Text for the ''Bulletin'' is submitted on the Vacancy Notice e-Doc, 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 by initiating a new  
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Vacancy Notice e-Doc.
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[http://www.indiana.edu/~vpfaa/policylocker/recruitment/E-DocLiteRecruitmentGuidelines1.pdf Vacancy Notice Request e-doc].
====Waiver Request Instructions====
====Waiver Request Instructions====
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The search procedures may be waived under certain circumstances. The more common circumstances under which a waiver may be considered are outlined below. A department may request a waiver on the Waiver Request e-Doc
The search procedures may be waived under certain circumstances. The more common circumstances under which a waiver may be considered are outlined below. A department may request a waiver on the Waiver Request e-Doc
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:1. Endowed chairs (tenure lines only). 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.
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:1. '''Endowed chairs (tenure lines only)'''. 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.
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: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).
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: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).
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: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 may be waived in such circumstances. This situation occurs under circumstances such as the following:
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: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 may 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.
::a. A regular faculty position is frozen after the position is advertised and the successful candidate is offered a visiting position.
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::c. It is unclear whether the most qualified of the applicants merits an appointment.
::c. It is unclear whether the most qualified of the applicants merits an appointment.
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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.
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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.
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: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.)
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: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.)
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: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.
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: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.
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: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.
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: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.
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: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.
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: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.
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: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.
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: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.
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: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.
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: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.
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:10. Return of a disabled appointee. Advertising and other recruitment procedures may be 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.
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:10.''' Return of a disabled appointee'''. Advertising and other recruitment procedures may be 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.
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:11. Research associates. Advertising and other recruitment procedures may be waived to make the following appointments:
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: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;
::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;
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If a waiver request e-Doc is approved, an Offer Request e-doc may be submitted at once, omitting the Interview Request procedure.
If a waiver request e-Doc is approved, an Offer Request e-doc may be submitted at once, omitting the Interview Request procedure.
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====Interview Request Instructions====
====Interview Request Instructions====
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Recommendations concerning the candidates to be interviewed, along with other information, are recorded on the Interview Request e-Doc. This e-Doc is reviewed and approved by the department chairperson, the appropriate Dean, the Affirmative Action Office, and the Vice Provost for Faculty and Academic Affairs. Once the Interview Request e-Doc has been approved, interviews may be scheduled.   
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Recommendations concerning the candidates to be interviewed, along with other information, are recorded on the [http://www.indiana.edu/~vpfaa/policylocker/recruitment/E-DocLiteRecruitmentGuidelines1.pdf Interview Request e-Doc]. This e-Doc is reviewed and approved by the department chairperson, the appropriate Dean, the Affirmative Action Office, and the Vice Provost for Faculty and Academic Affairs. Once the Interview Request e-Doc has been approved, interviews may be scheduled.   
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See:  Special instructions for Tenured positions
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See:  Special instructions for Tenured positions
====Guidelines: The Advertising Plan====
====Guidelines: The Advertising Plan====
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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.
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.
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:1. Scope of the Search
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:1. '''Scope of the Search'''
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: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 the Recruitment Strategies Table 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.
+
: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 the Recruitment Strategies Table 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
+
:2. '''Other Recruitment Techniques'''
:Various recruitment techniques which the campus has found to be effective are also given in Recruitment Strategies Table 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, an email to appropriate organizations as well as personal contacts is 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. 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 instructions.
:Various recruitment techniques which the campus has found to be effective are also given in Recruitment Strategies Table 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, an email to appropriate organizations as well as personal contacts is 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. 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 instructions.
-
:3. Summary
+
: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.
: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.
Line 605: Line 597:
In most cases a person or committee of persons is appointed to handle 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.
In most cases a person or committee of persons is appointed to handle 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:
+
: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.  
: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.  
-
:2. Charge to the Committee/Coordinator:
+
: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. 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.
:It usually is helpful if a committee is charged in writing or provided some kind of guidelines by the unit head. 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:
+
:3. '''Timing''':
:In establishing a schedule, it is important to remember 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 may involve 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.
:In establishing a schedule, it is important to remember 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 may involve 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.  
:If the position is one without which the unit cannot function, someone may be appointed on an acting or interim basis.  
-
:4. Deliberations:  
+
: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.
: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.
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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.
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.
-
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.
+
'''''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.
=====The Rejection Letter=====
=====The Rejection Letter=====

Current revision as of 14:34, 11 September 2013

Contents

RECRUITMENT POLICIES

The Vice Provost for Faculty and Academic Affairs has prepared a booklet entitled “eDoc Lite Recruitment Guidelines” which is available online @ http://www.indiana.edu/~vpfaa/policylocker/recruitment/E-DocLiteRecruitmentGuidelines.pdf. The Affirmative Action Office has also prepared a set of guidelines for conducting searches (Academic Recruitment and Search Guide), which is available online @ http://www.indiana.edu/~affirm/

Together these guidelines provide comprehensive, step-by-step procedures and information on filling academic vacancies. The Vice Provost for Faculty and Academic Affairs and the Affirmative Action Office ask that supplementary recruiting procedures developed by schools and departments be submitted to them for review.

Instructions, information, and procedures applicable to recruitment for academic positions are normally distributed by the Office of the Vice Provost for Faculty and Academic Affairs and the Affirmative Action Office. All recruitment forms are routed through e-Doc lite. For complete instructions on using the system reference the eDoc Lite Recruitment Guidelines. Additional requirements are incorporated at the end of this section titled, “Recruitment Policies and Procedures for Faculty and Other Academic Appointees.”

Recruitment Philosophy

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 in its Equal Employment Opportunity/Affirmative Action statement pledges to continue its commitment to the achievement of equal opportunity" and prohibit "discrimination based on arbitrary considerations of such characteristics as age, color, disability, ethnicity, gender, gender identity, marital status, national origin, race, religion, sexual orientation, or veteran status." (see Policy B-1).

Affirmative Action

An Affirmative Action Plan is written annually. Following U.S. Department of Labor guidelines, Indiana University's plan requires departments 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). All recruitment is monitored by the Affirmative Action Office for compliance with these requirements. (see Policies B-4, B-5 and B-6).

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 Policy B-2.

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 Policy B-16). 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 Policy B-18). 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 Policy B-17.)

Cultural Diversity

Academic schools, the Dean of the Graduate School, the Vice Provost for Faculty and Academic Affairs, Human Resources, and the campus Provost/Chancellor are charged with the responsibility for ensuring incorporation of cultural diversity principles in all respects of the academic enterprise. (See Policy B-3)

Americans with Disabilities Act (ADA)

The Americans with Disabilities Act is a federal statute designed to eliminate discrimination against individuals with disabilities. Indiana University is 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. The University treats qualified individuals equally in the hiring process and with regard to the terms, conditions, and privileges of their employment. The full policy can be viewed @ http://www.indiana.edu/~affirm/pdf/Policies%20&%20Procedures/ADA%20Policy&Procedures.pdf Questions concerning eligibility and accommodation may be directed to the Office of the Vice Provost for Faculty and Academic Affairs (855-2809).

Recruitment of Underrepresented Faculty

A recruitment program to aid in the recruitment of underrepresented groups to the faculty of the Bloomington campus were implemented in 1986. The Faculty Recruitment and Retention Program, funds faculty positions for qualified underrepresented junior or senior level faculty. For more information, contact Strategic Hiring or Vice Provost for Faculty and Academic Affairs. (see Policy B-7.)

Nepotism

IU anti-nepotism policy addresses 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." The determination of the immediate supervisor is made, by the Dean, Vice Provost for Faculty and Academic Affairs and the Provost, 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 or Vice Provost for Faculty and Academic Affairs prior to appointment or transfer. The Dean and Vice Provost, in consultation with the Provost, Bloomington, will designate an immediate supervisor in compliance with the anti-nepotism policy. (See Policy B-9)

“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 Policy B-10)

RECRUITMENT PROCEDURES

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

The University Faculty Council (Policy B-11) requires that in filling certain university offices, a search and screen committee must be employed; the document describes the composition and procedures of the committee. The Bloomington Faculty Council (Policy B-12) provides direction for the selection of certain campus officers. In general, these procedures apply to dean and academic administrative positions of similar responsibility. The University Faculty Council has also approved a policy adopted by the Trustees of Indiana University, for filling a vacancy in the Presidency (See Policy B-13). 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 Provost 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 Provost appoints search committees, including Vice Provosts, 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 section below titled “Recruitment Policies and Procedures for Faculty and Other Academic Appointees.”

Full-time, Non-Temporary Academic Positions

Recruitment procedures for full-time, non-temporary academic positions are outlined in the section below titled, "Recruitment Policies and Procedures for Faculty and Other Academic Appointees."

Advertising

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

RECRUITMENT PROCESS

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 e-Doc. The e-Doc is initiated by the department and is automatically routed through the approval hierarchy to the administrative head (dean or division head), then to the Affirmative Action Office, and finally to the Vice Provost for Faculty and Academic Affairs. The vacancy should include a brief position description along with an advertising plan or a request for an advertising waiver, and the names of the members of the search committee. This e-Doc 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. One e-Doc functions to obtain all required approvals.

Interview Approval for Candidates Being Considered for Tenured Positions

For candidates being considered for tenured positions; those coming from tenured posts and those who would be newly tenured, hiring units must send a brief memo via email to the Vice Provost for Faculty and Academic Affairs describing the candidate’s scholarly expertise and accomplishments, and the evidence used to assess teaching effectiveness. The candidate’s curriculum vitae should be appended to the memo as an electronic attachment. For candidates being considered for tenure who have not previously received tenure at a peer institution, a longer memo that provides substantial assurance about an extensive and rigorous evaluation with regard to research or creative activity, teaching and service should be included.

This requirement of prior approval for on-campus interviews supplements but does not replace governing policies on faculty recruitment. After completion of this preliminary approval process, hiring units will follow established IUB search & screen policies for new academic appointees-- for example, obtaining approvals for Interview Requests, Offer Requests, and Offers to Recommend Appointments.

Interview Request

Interview request eDocs follow the same routing as the Vacancy Notice Request: Where a search waiver has been approved, an interview request e-doc is not required. In the absence of a waiver, interview approval is obtained via initiation of an Interview Request e-Doc. Final campus approval must be secured prior to scheduling any interviews.

Interviews

Candidates for faculty, lecturer, and librarian positions are interviewed by the Office of the Dean. Candidates are also 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. These materials may be obtained from the VPFAA website: http://www.indiana.edu/~vpfaa/

Rank, tenure status, and terms of any offer to a candidate must be agreed to by the School Dean or division head and the Vice Provost for Faculty and Academic Affairs. 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, an Offer Request eDoc must be initiated. For offers to faculty, lecturers, clinical faculty, academic specialist, and librarians, an Offer to Recommend Appointment must also be prepared (optional for all other ranks). The Offer to Recommend Appointment (if applicable), updated vita, and draft of the Dean’s offer letter should be attached to the Offer Request e-Doc which will automatically route to the administrative head (dean or division head), then to the Affirmative Action Office, and finally to the Office of the Vice Provost for Faculty and Academic Affairs.

Offer Requests and accompanying documents must be submitted, before an offer letter is sent to the candidate. This is required even if a search has been waived. In accepting the offer, the candidate should sign and return the Offer to Recommend Appointment together with the Personal Profile Form (PS), the Personal Profile Form (PSA), and the Background Check Consent Form. The Offer to Recommend Appointment serves as the official agreement between Indiana University and the appointee.

Offer Letters: Faculty/Lecturer/Librarian

Offer letters for faculty/lecturer/clinical faculty/librarian positions must be sent from a School Dean, following receipt of the approved Offer Request and Offer to Recommend Appointment. The Dean's offer letter should describe the kinds of professional duties required, and state how criteria for promotions and tenure are likely to apply. (See Policy B-14). See also sample offer letters below.

Visiting Offers

Formal offer letters from School Deans are required for all visiting appointments. It is important that the terms of the visiting status are made clear to the appointee. 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 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. Visiting offers may be extended by Deans without any prior approval of the offer letter, but copies of the offer letters should be attached to the Hire e-Doc and routed for approval as offers 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.

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 Vice Provost for Faculty and Academic Affairs. 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 initial 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 academic appointees appointed at 50% fte or greater.

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 Vice Provost for Faculty and Academic Affairs. 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 Policy E-2).

Sabbatical Credit

Requests to grant time countable toward sabbatical leave should be discussed between the Dean of the School and the Vice Provost for Faculty and Academic Affairs when the candidate is not present. Only the Vice Provost for Faculty and Academic Affairs 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 Vice Provost for Faculty and Academic Affairs. 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. Any commitment on the University's part will be listed as part of the offer on the Offer to Recommend Appointment form.

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 Policy B-15).

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 Office immediately. The Vice Provost will secure the necessary approvals from the other institution. 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.

Sample Offer Letters

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 Vice Provost of Faculty and Academic Affairs 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: Vice Provost for Faculty and Academic Affairs 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 Vice Provost for Faculty and Academic Affairs 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 (research/creative activity; service) or effective (teaching) in the two other categories. Additional material is available in the Academic Handbook, from the Office of the Vice Provost for Faculty and Academic Affairs, 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: Vice Provost for Faculty and Academic Affairs 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 Vice Provost for Faculty and Academic Affairs 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 (research/creative activity; service) or effective (teaching) in the two other categories. Additional material is available in the Academic Handbook, from the Office of the Vice Provost for Faculty and Academic Affairs, 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: Vice Provost for Faculty and Academic Affairs 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: Vice Provost for Faculty and Academic Affairs 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.

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: Vice Provost for Faculty and Academic Affairs 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: Vice Provost for Faculty and Academic Affairs Chairperson, if appropriate

FRINGE BENEFITS-SUMMARY OF CONTRIBUTIONS

http://www.indiana.edu/~vpfaa/memos/wp-content/uploads/2011/06/Benefit-Information-2011.pdf

FACULTY AND OTHER ACADEMIC APPOINTEE RECRUITMENT

Recruitment Policies and Procedures for Faculty and Other Academic Appointees

Indiana University Bloomington (2009)

For information and clarification regarding the following procedures, please contact either the Vice Provost for Faculty and Academic Affairs (855-9092) or the Affirmative Action Office (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.

All academic positions--full-time, part-time, and visiting--should be advertised 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 e-Doc provides information on:
a. Description of the position/vacancy announcement
b. Advertising plan or waiver request. (If requesting a waiver of search proceed to Step 2.
c. Designation of search committee and/or the recruitment coordinator

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

Approval of this e-Doc constitutes approval of:

The request to fill the vacancy

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

For detailed instructions see:

VACANCY REQUEST

2. Waiver Request e-Doc: Initiate this e-Doc and attach a memorandum providing the rationale for the waiver request. If approved proceed to Step 5.


For detailed instructions see:

WAIVER REQUEST

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

For detailed instructions see: Academic Recruitment and Search Guide


4. Interview Request e-Doc: Submit this e-Doc prior to scheduling interviews (see special instructions for tenured positions. It contains:
a. top candidates,
b. Indication of persons to be interviewed

For detailed instructions see:

Interview Request

Approval of this e-Doc constitutes approval to schedule interviews (Candidate interviews for Associate and Full Professor must also be conducted with the Office of the Vice Provost for Faculty and Academic Affairs; for Assistant Professor, with the unit Dean's office; all others with the supervising unit.)

5. Offer Request e-Doc: this e-Doc 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, clinical faculty, academic specialist, and librarians attach a copy of the proposed offer letter and the Offer to Recommend Appointment form

For detailed instructions see:

Offer Request

Guidelines for Recruitment of Nonimmigrant Foreign Nationals

Approval of this e-Doc constitutes approval to recommend the offer--subject to formal administrative or Trustees' approval.

6. Search Status e-Doc: this e-Doc confirms if the position was filled and/or if the search will be reopened

For detailed instructions see http://www.indiana.edu/~vpfaa/policylocker/recruitment/E-DocLiteRecruitmentGuidelines.pdf:

Vacancy Notice Instructions

The Vacancy Notice e-Doc 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. Vice Provost for Faculty and Academic Affairs approval, or tentative approval, of a title, rank code (and consequently benefits), and the content of the position description.

This e-Doc also serves as the vehicle for placing a notice in the Bulletin for Academic Appointees. The IU Bloomington Academic Recruitment and Search Guide, provides useful guidance for planning.

Approvals

The Vacancy Notice e-Doc 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 Office
4. the Vice Provost for Faculty and Academic Affairs

Changes

Every effort should be made to develop the Vacancy Notice in a thoughtful manner. After the e-Doc has been submitted, it should be necessary to change it only when circumstances change. To make a change, initiate a new e-Doc for approval

Guidelines: The Vacancy Announcement/Position Description

Introduction

A well-written vacancy announcement is essential to a successful search. Vacancy announcements which are written too broadly may elicit numerous inquiries from unqualified or greatly overqualified applicants. 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
--minimum and desirable qualifications
--a request for additional information, such as a letter of application, a curriculum vita or resume, and names of references or a request for letters of reference
--search coordinator to whom information should be sent to
--a closing date--
--a statement indicating that Indiana University is an Equal Employment Affirmative Action Employer...

...committed to excellence though diversity.

...which values diversity.

...committed to diversity within its community.

...and encourages applications from candidates with diverse cultural backgrounds

--You may also want to address the dual-career couple by using a statement such as:

“Indiana University is responsive to the needs of dual career couples.”

Rank or Title

The announcement should specify for desired or preferred rank. If the rank is open, the announcement should state so. Non-faculty positions should be identified by the appropriate title: e.g. "Postdoctoral Fellow," "Research Associate," etc.

Duties and Responsibilities

1. Faculty positions:
Vacancy announcements for faculty positions commonly identify the area of specialization and 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. 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.
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. If the duties change, it may be necessary to readvertise.

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.

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 limited searches (see Recruitment Strategies Table), the closing date should be at least two weeks after the advertisement appears for the second time in the Bulletin for Academic Appointees.

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" or “Position will remain open until filled.”

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" 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 2009. Please apply to Dr. James Thompson, Chairperson, Department of Chemistry. The Bulletin for Academic Appointees is published by the Vice Provost for Faculty and Academic Affairs on a bi-weekly basis and is updated online and printed 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 e-Doc, 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 by initiating a new Vacancy Notice Request e-doc.

Waiver Request Instructions

The search procedures may be waived under certain circumstances. The more common circumstances under which a waiver may be considered are outlined below. A department may request a waiver on the Waiver Request e-Doc

1. Endowed chairs (tenure lines only). 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 may 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 or due to visa restrictions.
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 may be 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 a waiver request e-Doc is approved, an Offer Request e-doc may be submitted at once, omitting the Interview Request procedure.

Interview Request Instructions

Recommendations concerning the candidates to be interviewed, along with other information, are recorded on the Interview Request e-Doc. This e-Doc is reviewed and approved by the department chairperson, the appropriate Dean, the Affirmative Action Office, and the Vice Provost for Faculty and Academic Affairs. Once the Interview Request e-Doc has been approved, interviews may be scheduled. See: Special instructions for Tenured positions

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 the Recruitment Strategies Table 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 Recruitment Strategies Table 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, an email to appropriate organizations as well as personal contacts is 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. 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 instructions.
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.

RECRUITMENT STRATEGIES TABLE

Guidelines: Non-Immigrant Foreign National Candidates

Recruitment for all positions involving classroom teaching must include a print ad in a professional journal or other print media-with national circulation.

Advertisements via electronic media only do not meet U.S. Department of Labor (DOL) requirements for Labor Certification.

The print advertisement should include (at minimum) the job title, the duties of the position, and the requirements for the position. When a degree field is specified, “or related” should be included in the advertisement if consideration for hire would be made to a candidate who holds a degree in a related field. 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 required to 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/scholars/pr/index.php

An appointment for a meeting with a visa specialist at the Office of International Services (OIS) should be arranged for all candidates for academic positions who are not U.S. citizens or permanent residents. The meeting not only provides the candidate an opportunity to ask individually specific questions about the visa services provided by the university, but also alerts OIS and the hiring unit at an early stage to any potential visa problems, including possible late starting dates on appointments. 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).

It is the policy of Indiana University that only individuals who are U.S. citizens or permanent residents be appointed to tenured positions. Appointments to positions with tenure that are offered to non U.S. citizens or permanent residents will be temporarily converted to tenure-probationary appointments until permanent residence in the U.S. has been obtained at which time the appointment will be converted to a tenured position as originally offered.

Guidelines: The Search Committee or Search Coordinator

In most cases a person or committee of persons is appointed to handle 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.
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. 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 schedule, it is important to remember 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 may involve 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. 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. The vitae and application materials of persons who pass the preliminary screening are retained for the major screening and those who have not, should be sent a brief rejection letter.

The Major Screening

During the period before the major screening begins, each member of the committee in charge of recruitment and selection should review the credentials of applicants who pass the preliminary screening. Shortly after the deadline, the entire committee should meet to select a list of promising candidates. 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 may be 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. 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.

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.

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 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 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.

Policies

Policy B-1- Equal Opportunity/Affirmative Action

Policy B-2- Sex Discrimination and Sexual Harassment

Policy B-3- Recommendations for Enhanced Understanding of Cultural Diversity

Policy B-4- Affirmative Action Plan, Indiana University: Introduction and General Policies

Policy B-5- Affirmative Action Plan for the Handicapped

Policy B-6- Affirmative Action Plan Supplement on Rights of Disabled Veterans, Vietnam Veterans, and Handicapped Individuals

Policy B-7- Affirmative Action Recruitment and Retention of Minority and Women Faculty

Policy B-8- Minority Summer Faculty Recruitment Program

Policy B-9- Anti-Nepotism Policy

Policy B-10- Indiana State Statute--"Ghost Employment"

Policy B-11- Search and Screen Procedures for Indiana University Administrators

Policy B-12- Search and Screen Procedures for Campus Administrators

Policy B-13- University Search and Screen Procedure

Policy B-14- Initial Offer Letters

Policy B-15- Statement on Recruitment and Resignation of Faculty Members

Policy B-16- Non-Discrimination Based on Sexual Orientation

Policy B-17- Sexual Orientation and ROTC

Policy B-18- ROTC Contracts

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