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Select Candidate and Make Offer

Responsible party: Search chair & committee, Hiring manager, Departmental leadership 

  • Create an agenda for the discussion that re-states the must-haves and the philosophy for candidate selection: no opinions, vibes, energy, fit; yes to facts, observations, and linking to job description. Review this sample Search Committee Meeting Agenda for ideas.
  • Have interviewers rate candidates before beginning discussion to ensure independent perspectives 
  • Use inclusion rather than exclusion strategies in making selection decisions (e.g.: include for further consideration those applicants the search committee deems to be qualified as opposed to excluding those it deems to be unqualified).  
  • Continue to audit your biases. Ask how your assumptions might impact your rating, whether information supports your conclusions, and how you may be excluding the candidate 
  • Discuss strengths first. Make the default in evaluations and selection processes "All are qualified." To minimize unspoken assumptions, require data before deciding a candidate doesn't meet a qualification.
  • Share candidate materials for all finalists with hiring manager. 
  • Submit hiring checklist to your SALT representative and SAHR. 

 

Responsible party: Hiring manager in collaboration with departmental leadership, HR, and SAHR.  

  • Complete the Approval to Hire form and submit it to SAHR Talent Acquisition (TA) to consult on pay equity. Salary offers should be fair and consistent, without consideration of past salaries or previous inequitable employment experiences. 
  • After SAHR and TA approve, either hiring manager or TA extends offer. Opt for TA if you are not fully comfortable negotiating salary. 
  • If candidates request feedback, discuss with your SALT representative whether and how you might give objective, job-related feedback verbally to improve candidate experience. If you aren’t comfortable, decline to give feedback. 
  • Work with TA to complete a standardized reference and background check. Avoid social media and Google searches as it may contribute to bias. Consult TA if you have questions.  
  • After TA sends the offer letter, work with TA to ensure other candidates receive rejection letters and are rejected in myHR. 
  • Announce the new hire to the division. In the announcement, thank your committee members for their work by name and praise particular strengths. 
  • Provide feedback on the checklist about your experience and the process