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Departmental Hiring

Hiring Departmental

The Office of Access and Equity monitors the hiring process to ensure compliance with affirmative action and equal employment opportunity.

These procedures are designed to:

  • Ensure consistency in the hiring process work flow.
  • Reduce confusion concerning what forms to use in different circumstances.
  • Increase accessibility and ease of form use by departments.
  • Ensure the accuracy of applicant data for compliance with state and federal affirmative action/equal employment opportunity (AA/EEO) regulations.

If you experience any problems or have any specific questions, concerns or comments as you work with these forms, the Office of Human Resources and/or the Office of Access and Equity can assist you. As procedures and forms are updated, these offices will share the changes with hiring departments.

  • Hiring Forms

    Please note: As Hiring Phase II is developed, many of the forms currently being used will no longer be necessary. The Office of Human Resources and the Office of Access and Equity will update departments as these changes are made.

    Most forms can be completed on your computer using Microsoft Word © and then printed out, or printed first and then filled in by hand. After appropriate signatures have been obtained, route the forms to the Office of Access and Equity, 110 Holtzendorff Hall.

    To download any form, you will be required to enter your Clemson UserID and password.

    Read a description of the Applicant Information Tracking Sheet.

    Download additional forms

  • Underutilization Report

    The Underutilization Report is updated biannually and can be used to inform hiring departments of the groups that are underrepresented for each job group. The list is prepared alphabetically by the job code. Departments should use this information to develop advertizing strategies designed to meet affirmative action goals.

  • Best Practices for Faculty Searches

    Checklist of Best Practices for Conducting Inclusive Searches (Diversifying the Faculty: Guidebook for Search Committees, Association of American Colleges and Universities)

    Before the Search

    GOOD:

    • Clearly articulate campus rationale for support of faculty racial and ethnic diversity.
    • Create a search committee that is enthusiastic and genuinely committed to faculty diversity.
    • Develop and distribute a presidential statement outlining meaningful steps to be taken to achieve greater diversity among the student body and faculty.
    • Incorporate the University's commitment of diversity and inclusiveness into campus and community addresses and publications.

     

    BETTER: In addition to the above,

    • Create a diverse search committee comprised of faculty, administrators, and students from both minority and non-minority backgrounds-that brings multiple perspectives and fresh ideas;
    • Make sure that the search process is also viewed as a critical retention tool;
    • Require diversity training for all administrators, chairpersons and staff supervisors;
    • Include and align commitment to diversity efforts in the institutional and departmental strategic plans as well as the mission statement;
    • Create open lines of communications with potential faculty already in your department or school-adjunct or part-time professors, graduate students and research associates.

     

    BEST: In addition to all of the above,

    • Secure all resources needed to conduct a comprehensive search.
    • Make sure that your campus has developed and continually audits a comprehensive plan to address and show a commitment to diversity in every area of campus life-faculty hiring, curricular reform, student enrollment, campus activities, and general campus climate.
    • Establish and cultivate ongoing and routine relationships with local and national minority organizations and special interest groups as well as with students and faculty at colleges and universities that educate graduate students of color.
    • Incorporate new research findings and data about faculty of color into the everyday practices of an institution. For example, convene information forums, roundtables, retreats, presenting emerging research and successful practices.

     

    During the Search

    GOOD:

    • Explain to the committee its charge from the outset — a commitment to the racial and ethnic diversity of the faculty must be a clearly stated goal.
    • Critically analyze the job description and advertisement, making sure they are geared toward inclusiveness.
    • Mail position announcements to minority groups and organizations, such as those included in this guidebook; university and local organizations, such as minority alumni; and local minority churches and organizations.
    • Cover the cost of the candidate's expenses related to the interview (i.e. hotel, food, and travel).
    • During the campus visit, make sure that all interactions with the candidate are honest and genuine.
    • Offer to make available a person of similar background, interests, ethnicity, or gender to give their perspective on the campus and local community climate.

     

    BETTER: In addition to the above,

    • Write a position description that attracts a diverse group of applicants.
    • Contact, by letter and phone previous faculty of color, visiting scholars and/or individuals who have made diversity-related presentations on campus.
    • Establish a vita bank.
    • Use listservs, bulletin boards and other forms of technology to announce positions and recruit potential candidates.
    • Create an institution-wide funding pool to cover departmental expenses for costs associated with the on-campus interview of potential candidates, the cost of advertisements in minority publications and travel costs for off-campus recruiting efforts.

     

    BEST: In addition to all of the above,

    • Educate the search committee — and provide opportunities for discussion, on diversity and equity issues, including affirmative action rules and regulations, hiring myths, stereotypes and biases.
    • Utilize personal and professional networks to seek leads to potential minority candidates.
    • Initiate recruitment trips to universities which prepare a significant number of minority Ph.D. graduates.
    • Establish a pool of potential minority candidates through Visiting Scholars, Faculty Fellows and/or ABD Fellowship programs.
    • Advise the candidate of any incentives that might be negotiable in the salary package (reduce workloads, grant-funded opportunities, etc.).
    • Cover the cost of an additional campus/area visitation to explore housing.


    After the Search

    GOOD:

    • Honor all start-up conditions mentioned in the final letter of agreement.
    • Do not overload the new hire with excessive service demands such as committee memberships, advising, etc.


    BETTER:
    In addition to the above,

    • Follow up with the new hire regularly to help with transitions and to answer any concerns that might develop in the first few days/weeks/months.
    • Provide mentoring and professional development opportunities.


    BEST:
    In addition to all of the above,

    • Continue efforts to diversify the faculty and other campus diversity initiatives.
    • Provide the new hire with clearly stated standards and procedures regarding evaluation and performance.
    • Evaluate the effectiveness of the search process in order to avoid future missteps, and acknowledge the successes and failures and share that information with other search committees.
    • Provide successful departments with recognition and additional dollars to support their operating budget.
    • Sponsor campus and community-wide gatherings to highlight the research, teaching and service contributions of hired faculty of color.