Search Committees and Supervisors

Things to Remember

A search committee is not required for all positions; however, search committees are required for all faculty and administrative/professional  positions level 9 and above ( this includes: faculty, department chairs/directors, deans, executives ). The use of a search committee in the hiring process is strongly recommended to ensure that the search process is consistent for all applicants and the hiring criteria are objectively applied. 

• The Hiring Authority (Director/Department Chair/Dean/VP, etc.) should select the Search Committee Chair. 
• When selecting search committee members, seek out individuals who:
  • Are familiar in the field's responsibilities, knowledge, skills and abilities of the advertised position.
  • Are respected within the University community and their respective disciplines or professions.
  • Are open-minded and committed to diversity, inclusion, and a fair process.
  • Are able to negotiate conflict to achieve group results.
• To ensure an effective and efficient decision-making process, Human Resources recommends that a search committee does not exceed 5-8 people, but no less than 3 people.

Recruitment efforts should be strategic and show the University’s good faith efforts in generating a diverse applicant pool.  For assistance in developing an effective and inclusive recruitment plan you may find the  helpful, or you may reach out to the Office of Human Resources.

Best Practices

• Include individuals who are committed to diversity, equity, and inclusion. Consider appointing a diversity champion/advocation whose role will be to ensure the search is consistent with best practices and that consideration is given to all candidates. 

• Be sure that unrepresented members (women, minorities, individuals with disabilities, veterans)  have equal opportunities to participate in searches. 

  
  

• Include language in your advertisement that shows interest in candidates 

  
  

• who have a commitment to diversity, equity, and inclusion.  See 

• Broaden job descriptions/requirements to attract the widest possible group of qualified candidates. 

• Advertise/recruit in areas that reach women and underrepresented minorities. 

• Note that ETSU has family friendly policies and great benefits. 

• Go beyond your "usual" range of advertising and recruiting.

• Consider candidates  who may be under placed and thriving at other institutions.

• Be aware of your own unconscious bias and learn how to self-correct. 

• Develop candidate evaluation criteria/rubric and ground rules before evaluations and stick to them. 

Resources

• Recruitment and Hiring Standards
• ADA and the Search Process
• ADA Job Description
• Advertisement Verbiage
• Campus Visits and Interviews
• Common Biases
• Diversity Links
• EEO/AA
• Essential Duties
• Evaluation of Oral and Written English Proficiency
• International Hires
• Interview Guidelines
• Minimum and Preferred or Desirable Qualifications
• Records Disposal Policy
• Common Biases
• Interiew Guidelines
• Search Committee Guide
• eJobs User Guide
• Meet your HR Business Partner

Helpful Tools and Links

• Chart of Hiring and Recruitment Roles and Responsibilities
• Academic Administrative Personnel Recruitment and Hiring Process
• Gender Decoder
• Effective and Inclusive Recruitment Strategies
• Harvard Implicit Bias Assessment
• Equivalences for Education and Experiences
• Search Committee Guide
• Sample Interview Schedule
• Applicant Rating Matrix
• Candidate Rating Form
• Reference Checks/Telephone Conversation Notes (Blank)
• Reference Checks/Telephone Conversation Notes
• Personal Contact Log
• Recruitment and Hiring Checklist
• eJobs Recruitment Plan
• Advertisement Examples
• External Advertisement Decision Tree
• E-mail Request to Certify Applicant Pool for Interview