Printed on: 12/10/2018. Please go to http://policy.umn.edu for the most current version of the Policy or related document.
Procedure

Hiring Senior and Other High-Level Leaders (93xx)

Administrative Procedure

Steps in Conducting a National Search for Senior and other high-level leaders

NOTE: Starred (*) items indicate required steps.

Each administrative unit establishes its own authorization process to fill a vacancy or create a new position. Check with your supervising administrative unit for instructions on how to gain approval to begin the search process.

  1. *Consult with the Director of Equal Opportunity and Affirmative Action (EOAA)

    Hiring authorities are required to consult with the Director of Equal Opportunity and Affirmative Action about the search process as well as the decision on whom they wish to hire; however, such consultation does not require approval by this office.

  2. *Consult with the Vice President of Human Resources

    Hiring authorities are required to consult with the Vice President of Human Resources about the search process, as well as the decision on whom they wish to hire: However, such consultation does not require approval by this office.

  3. *Prepare Position Description and Complete Requisition

    A position description must be completed for all senior and other high-level leader positions. This should include a description of the major functions and responsibilities, as well as the basic terms and conditions, of the position. For appointments with more than one title (e.g., Dean plus tenured faculty), information about all titles must be included (see the Full Position Description and Essential Qualifications and Preferred Qualifications sections in Appendix G: Documentation for Recruiting and Appointing Academic Personnel). Position description and job requisition must reflect that a background check is required.

  4. *Appoint Search Committee

    A search committee with a well-defined charge will be assembled by the appointing authority, in consultation with the department's regular faculty or appropriate leader(s), the dean or appropriate unit senior leader, and the unit EOAA Liaison or Director of Equal Opportunity and Affirmative Action (see Appendix D - Getting the Most from the Search Committee Process).

    The appropriate Senate committees will be consulted prior to the selection of search committee members and chairs by the appointment authority for senior and other high-level leader positions. Follow the steps in the Administrative Procedure: Hiring Senior and Other High Level Leader Positions: Senate Committee Involvement.

  5. *Prepare Search Plan

    After the position description is prepared, the appointing authority must prepare the search plan. To develop the plan, the appointing authority should consult with the search chair, particularly regarding recruitment strategies (see Appendix A - Recruiting a Diverse, Qualified Pool of Applicants).

    In formulating and executing the search plan, the appointing authority should begin by reviewing the departmental faculty composition, availability of women and minority individuals in the discipline(s) and specialty area(s), applicable goals for women and minority individuals, and results from previous recruiting and searches. These data (e.g., the "Summary of Academic Non-Faculty Goals") are available from the unit EOAA Liaison or the Director of Equal Opportunity and Affirmative Action. (See Appendix G - Documentation for Recruiting and Appointing Academic Personnel for instructions on preparing search plan and approval to hire documentation.)

  6. *Begin Selection Process with Final Approval Granted by the President or Designee

    The President, Executive Vice President and Provost, Senior Vice President, Vice Presidents, and Chancellors are responsible for defining required approval procedures for units within their administrative areas.

  7. *Advertise Position

    A national advertising strategy should target appropriate professional journals, publications, and electronic media designed to attract qualified applicants. The advertising sources chosen will depend on the position's qualifications and discipline(s) or specialty area(s). When planning an advertising strategy, keep in mind the need for an open public search and the need to attract a diverse pool (see the Advertising Your Position section in Appendix A - Recruiting a Diverse, Qualified Pool of Applicants).

  8. *Recruit Candidates

    In addition to standard forms of advertising, search committees are encouraged to identify alternative recruitment strategies early in the search process. Search committees are expected to engage in aggressive recruitment as a means of attracting a qualified, diverse pool of applicants (see Appendix A - Recruiting A Diverse, Quality Pool of Applicants).

  9. *Screen Applicants and Evaluate the Pool Composition

    To evaluate the effectiveness of search strategies, the search committee must screen applicants to determine which candidates meet the essential qualifications, identify a tentative list of candidates to interview and, if required, receive appropriate pool approval (see the Checking the Applicant Pool: Has Your Search Been Effective and Reopening a Search sections in Appendix A - Recruiting a Diverse, Quality Pool of Applicants).

  10. *Conduct Interviews, Select Finalists, and Forward Recommendations

    Based on a thorough screening and review of the application materials, a pool of applicants is identified for interview by members of the search committee. The search committee interviews applicants, makes assessment, and compiles recommendations. Recommendations are forwarded to the President or Designee (see Appendix F - Building a Positive Relationship with A Future Colleague).

    The appropriate Senate committee will be engaged in interviewing the finalists for select senior and other high-level leader positions.

  11. *Review Search Committee Recommendations

    The President (or designee) reviews the search committee's evaluation of all candidates who were interviewed, the list of candidates who were not recommended for selection, and the reasons candidates interviewed by the search committee were not referred for selection. The President (or designee) and EOAA and HR should review the goals for the department at this point.

    The President may now:

    1. Initiate the interview process for the finalists following University procedures; or
    2. Determine the pool of finalists is not adequate and ask the committee to reevaluate the pool and examine files of any/all applicants in the pool at any point; or
    3. Determine the pool of finalists is not adequate and personally reevaluate the candidates and examine files of any/all applicants in the pool at any point; or
    4. Reopen the search process to expand the pool of applicants (see the Reopening a Search section in Appendix A - Recruiting a Diverse, Qualified Pool of Applicants); or
    5. Close the search and possibly reopen at a later time.
  12. *Pre-Hire Background Verification

    Background verifications are a requirement for senior and other high-level leader positions before an offer of employment is finalized. Verifications are handled through the Office of Human Resources Administration. Please refer to the Administrative Policy: Pre-hire Background Verification.

  13. *Recommend Appointment with Tenure

    If the appointment involves the conferral of tenure, University and collegiate policies require that this appointment may only be made at the rank of associate professor or professor. Such appointments may be made only after receiving the recommendation of the regular faculty holding indefinite tenure in the academic unit concerned. If receiving a timely recommendation of the regular faculty is not possible, the appointment may only be offered with the condition that it is contingent upon a positive recommendation by the tenured faculty of the academic unit.

  14. *Obtain Approval for Appointment with Tenure

    When senior and other high-level leader positions carry a concurrent tenured faculty position, Executive Vice President and Provost must review credentials of the proposed candidate and provide approval to the President before the hire can be made.

  15. *Make Offer to Prospective Senior or Other High-Level Leader Subject to Approval by the Board of Regents

    The President or Chancellor makes the offer to the Prospective Senior or other high-level leader, which must be approved by the Board of Regents.

  16. *Prepare Letter of Offer

    Once official approval to hire has been granted, a letter of offer must be prepared by the appointing authority. Such letters should include information about the terms and conditions of the appointment.

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