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title: "Faculty Searches for Tenure-Track Positions"
canonical: "https://facultystaff.clas.uconn.edu/space/CFSKB/28973498369/Faculty%20Searches%20for%20Tenure-Track%20Positions"
format: markdown
---
**Established:** November 16, 2011  
**Last updated:** August 1, 2022 

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One of the most important facets of faculty work is participation in the hiring of new colleagues. The search process should be ethical, inclusive, and productive. See the [UConn Human Resources (HR) ](https://hr.uconn.edu/)and the [Office for Inclusion and Civil Rights](https://equity.uconn.edu/search-process/) websites for legal requirements and best practices.  

All members of the search committee must complete [training by the Office for Inclusion and Civil Rights](https://equity.uconn.edu/search-orientation-workshops/) prior to approval of their participation in the search. 

## **Search Authorization**

Tenure-track (or tenured) faculty searches require explicit written (electronic) authorization from the dean to the department head and/or unit director. Decisions will typically be made following a call for hiring proposals each spring that is guided by the CLAS strategic plan.

## **The Search Process**

The size and composition of search committees can vary across and within units depending on the nature of the search, the composition of the unit, and availability of faculty. Efforts should be made to constitute a representative committee that takes into account faculty rank, areas of expertise, and faculty diversity. If the hire involves a joint appointment, the committee will include representatives from the specific institute/program/center. For regional campus faculty searches, please refer to specific suggestions below.

Each search committee will have a chair who is either appointed by the unit leader or selected by some other unit procedure (e.g., faculty vote). The chair will direct the search process and ensure that all policies and procedures are maintained and that the search is completed in a timely manner. Advertisements should be written with the goal of generating a diverse pool of qualified candidates; they should be as general as reasonably possible and should avoid the use of language that might cause potential candidates to unnecessarily self-eliminate from applying. The job advertisement (both long and, if there is one, short version) must be emailed to the associate dean for diversity, equity, and inclusion (DEI) for pre-approval prior to posting the ad to PageUP.

Search committees will advertise widely. Advertisements should be placed in both the major venues and in special listserv outlets or journals that serve underrepresented groups, as well as through professional networks. The search chair should consult with the associate dean for DEI on launching an expansive, vigorous search; keep a record of the sites, groups, and individuals with whom the advertisement has been shared.

The OIE and HR websites provide guidance for all phases of the search process including best practices, determining evaluative criteria, recruitment strategies, interviewing guidelines, and hiring procedures. The search committee should identify the minimum and preferred qualifications prior to reviewing applicants and apply the criteria consistently across all applicants. All faculty searches in the College should include a DEI minimum qualification. The associate dean for DEI can offer examples of typical minimums related to the expectations of the position. Applicants who meet the minimum qualifications and most or many of the preferred qualifications are eligible to be interviewed.

Once the committee has identified its interview candidates and the Department Feedback User in PageUP has entered the qualifications for each candidate, the unit should use PageUP to send an email note to the associate dean for DEI to assess the pool. The associate dean will evaluate the pool for its diversity with an awareness that definitions of diversity are field-specific; that good faith efforts and affirmative action recruitment goals are only utilized during the recruitment process; and that race, ethnicity, gender, and other protected characteristics cannot be considered during the process of selecting an applicant. If the pool requires expansion, the associate dean will consult with the search chair on a response, which could include expanding recruitment or reconsidering all candidates’ evaluation against the qualifications posted in the job description. When the interview list has been approved by the associate dean, the Dean’s office will contact OIE through a PageUP note to <u>[searchcompliance@uconn.edu](mailto:searchcompliance@uconn.edu)</u> to begin the OIE approval process. OIE will not begin the interview approval process for CLAS searches without the approval of the Dean’s office.

Once OIE approves the pool, the initial interview process can take place. Search committees are encouraged to interview the pool initially by WebEx, Skype, or Zoom. Search committees should identify interview questions in advance and apply them consistently across applicants. Once the committee has decided on preferred candidates to bring to campus, the unit leader should send that on-campus list by email to the associate dean for DEI. After the associate dean has approved, the search committee can then invite preferred candidates to campus.

Every college search will be conducted with an awareness of implicit bias. Please see OIE’s frequently asked questions for best practices on the search process. Diversification of the faculty remains a very high college priority, and search committees will be expected to account for their efforts in achieving this goal.

## **On-Campus Interviewing**

The on-campus visit consists of a variety of elements, and the committee should establish parallel schedules, comparable search protocols/process, and consistent interview questions. To ensure an equitable search process, the committee will not rank candidates in advance of the campus interviews.

Committees should prepare concertedly for on-campus visits. Candidates may have questions about faculty demographics, community composition, and student populations; committees should prepare also to highlight any possible research collaborations, academic opportunities, and community partnerships within specific emphases of interest to the candidate. In addition to typical discussions about tenure and promotion, committees should be prepared to discuss faculty mentorship and administrative support within and across units. In addition to a meeting with the CLAS Dean’s Office, the candidates should meet with leadership in any relevant potential institute or program and should be asked whether they wish to meet with any faculty or entity outside the unit.

The on-campus interview is a significant opportunity to welcome candidates, convey research commitments, and publicize the respective values of the unit, College, and University. Accordingly, everyone who connects with a candidate represents UConn and impacts the candidate’s perception of the institution. Informal meetings, discussions, social functions, and meals are part of the interview, and therefore all interview best practices and guidelines apply. Such perceptions involve research legibility, academic fit, collegiality, productive mentorship, and community belonging. Avoid implicit and explicit discriminatory bias in all interactions with candidates. Prejudiced behavior is more likely to surface in informal settings, so proactively consider engagement with candidates. This attention to biases and acknowledgement of potential prejudiced behaviors enhances the College’s diversification efforts with regard to faculty recruitment.

After on-campus visits, committees should circulate rating forms for unit members to offer feedback on the candidates. Please contact the associate dean for DEI for the template, which will be modified to reflect the criteria of the particular job ad (inclusive of minimum and preferred qualifications). By using a consistent form across candidates, the committee will be able to contextualize feedback with regard to field familiarity, subfield expertise, and time spent with the candidate. Committees should set a consistent time frame across candidates for return of the form.

The committee is responsible not only to the parameters of the job ad and DEI efforts; it is also charged with providing recommendations for the number of candidates for which the search was approved (not more).

## **Offer Negotiations**

Before making an offer to the final candidate, the unit leader must provide a rationale (see below) to the area associate dean, copying the associate dean for DEI. The dean must explicitly approve a candidate as acceptable before opening negotiations, and the terms of any offers to a candidate require explicit approval by the dean. This includes both salary and startup considerations including renovations. Unit leaders work through the associate dean overseeing their unit on this process.

The unit leader (in consultation with the search committee chair) should prepare the rationale. General dismissals of candidates based on “fit” or ‘feeling” - without specific explanation of the basis of the assessment - may not shape the rationale.

The rationale should cover the following:

- Provide background on the search process and explain the qualifications of the selected candidate as compared to others; describe the process in terms of unit policy and protocol for faculty votes and feedback. Reflect a sense of the minority opinion as appropriate.
- Explain the offer strategy. Consider whether equipment is shareable and offer detail on renovations or other large-scale requests.
- Describe potential courses that can be taught by the candidate, both within and across units; give an indication of when teaching these courses might begin.
- Starting salary. Provide information on where you plan to start the negotiations and the highest you will go, with rationale (consider years of experience, others in cohort at UConn, etc.).
- In cases of joint appointments, all parties to the search, including institute and program directors, centers, and campuses, must be consulted regarding the proposal and terms of the offer before providing the rationale to the associate dean, and before any representations are made to the candidate. The rationale should reflect consultation with all parties to the search.

Once the Dean’s Office approves the rationale and gives approval to make the offer, the unit leader can contact the candidate. At that point, the unit leader should request a spreadsheet of start-up needs from the candidate. The unit leader should present that spreadsheet to the associate dean.

In cases of joint appointments, a Memorandum of Understanding (MOU) shall be discussed with the candidate as part of the negotiations. The MOU should clearly and unambiguously specify research, teaching, and service duties; salary responsibilities and future merit awards; tenure home and responsibilities of parties involved (i.e., department heads, department head and institute director, etc.), responsibilities for space and basic supplies as well as for more substantial types of support (e.g., computer upgrades).

Once negotiations are finalized and verbal offers extended, the hire request must be submitted in PageUp for approval through the defined search workflow. Evaluations for all interviewed candidates and the selected candidates must be provided.

### **Space, Renovations, Computers, and Furniture**

- Laboratory space requirements, including any generic renovation work, should be identified before a search can be authorized.
- At the time an offer is made, any faculty member-specific adjustments to the space are to be discussed and the work initiated as soon as possible upon acceptance of the offer.
- Office and/or laboratory space should be ready for occupancy when the faculty member arrives at the university to begin their appointment.
- Furniture purchases are at unit/department or regional campus expense.
- CLAS IT will provide a standard computer, printer, and software package for incoming tenure-track faculty only. Computer choices will be limited to university-contracted vendors (currently Dell and Apple) and will be purchased with the maximum warranty coverage available.
- Please consider any ADA accommodations that may be needed by a new faculty member and discuss how they are resourced with the Dean's Office.

## **Financial Arrangements Pertaining To Searches (Including Start-Up)**

- The College typically pays for advertising costs associated with tenure-track searches, including searches at regional campuses, as reflected in the plan submitted by the unit with a request to hire.
- The College provides up to $2,000.00 per position for candidate travel and associated expenses, including such costs incurred by regional campus searches.
- Background searches on finalized candidates will be covered centrally by the Dean's Office.

The hiring unit is expected to contribute 20% of a newly hired faculty member's start-up package. Units must receive approval from the Dean’s Office prior to finalizing the start-up package.

### **Partner Hires**

It is not appropriate to ask a candidate about their partner at any point during the hiring process; it is the candidate's prerogative to bring this matter under discussion.

CLAS is committed to working with units to provide reasonable and appropriate accommodations for partner hires, keeping in mind budget constraints and the needs and views of relevant stakeholders. Such opportunities (across the range of available appointment types) will be considered when the additional hire makes a positive contribution to the University, when the unit hosting the partner finds them to be a strong candidate, and when there are resources available to make the additional hire.

## **Faculty Searches at Regional Campuses**

The search and hire of faculty at regional campuses should be a joint effort involving the regional campus director and faculty working in close collaboration with the relevant CLAS head/unit leader and faculty. All faculty searches at regional campuses must be requested by the head/unit leader in consultation with the regional campus director. All procedures outlined above regarding search authorization, the search process, search costs, and offer negotiations should be followed for all regional campus searches. Information concerning candidates invited for campus interviews will be provided to the campus director.  

Units are in charge of selecting the search committee membership, managing the search, and choosing the final candidate. Because the individual will be engaged primarily on the regional campus, CLAS requires that the regional campus also be an active part of the search. Additionally, any candidate for a faculty position on a regional campus should meet with the campus director or their representative. While the hiring decision is the prerogative of the home unit, candidates should also be supported by the regional campus director or their representative.

### **Knowledge of Regional Campus/Programs**

Search Committee members need to know, or learn, about the regional campus and its relevant instructional or programmatic needs, and should gain an understanding of its teaching, research, service and/or community outreach. Search committee members from Storrs or other campuses may consider an orientation visit to familiarize themselves with the campus and/or with any academic programs related to the job description.

### **Representation on Search Committees**

A faculty member from the regional campus should be included on the search committee. Although ideally the regional campus committee member would be from the hiring unit, when such an individual is not available or for other legitimate reasons, the campus director can recommend a faculty member from a related CLAS discipline. Some minimal number of search committee members should see both Storrs and regional campus presentations face-to-face or remotely (otherwise there is no common ground for committee deliberation). Ample time should be allowed to ensure that the distance between campuses does not prevent full discussion and consideration of unit and campus needs, interests, and judgments about candidates, weighing the recognition that timeliness can make the difference between recruiting and losing a strong candidate. The search committee should ensure an avenue for timely comments from the relevant regional campus community.