Implementation of MyTrack changes UO recruitment processes. Beginning October 18, all new recruitments should be launched, approved and posted in MyTrack. Visit the MyTrack Support webpage for more information.
The information provide below is for recruitments underway prior to the launch of MyTrack. It is not applicable for new recruitments launched in MyTrack after October 18.
Evaluating candidates from initial application to onsite interview is a critical step in selecting the best candidate for a position. Key components of the evaluation process include:
- UO Policy Statement-Faculty: Hiring of Women and Minority Faculty Members
- Selection criteria established by search committee
Evaluation Process: Prepare, Screen, Interview, Select
Prior to reviewing applications, develop a selection criteria by which the candidates will be evaluated. Criteria should be based on the essential functions documented in the position description and on the education, skills and experience needed to be successful in the position.
- Must be nondiscriminatory, and directly related to job performance.
- Must be grounded in the position as announced – either addressed in or reasonably inferred from the job announcement.
- Must be free from non-job-related considerations, particularly any that negatively affect members of protected groups, such as considerations related to age, disability, ethnicity, gender, race, religion, sexual orientation, etc.
- Must be specified as either “required” (minimum qualifications) or “preferred” (desired qualifications). Required qualifications should reflect minimum levels of knowledge, skills, experience, and education required to be successful in the position.
- Should include criteria that evaluate potential candidates’ experience with and/or commitment to ensuring a supportive educational environment for all students, faculty, and staff in a diverse workplace.
- Should be defined specifically enough to be useful in guiding the selection decision but should not be defined in a way that is needlessly conventional or rigid and that may have the unintended consequence of eliminating candidates with transferable knowledge and skills obtained from non-traditional career paths. Narrowly defined criteria may frustrate progress toward diversity because members of under-represented groups may be more likely to have traveled non-traditional career paths or to have framed non-conventional research questions.
- Can include the term “or equivalent” where appropriate; however, the hiring department must be able to specify acceptable equivalent substitutions for education and/or experience.
- For department head, dean, or administrator must include "ability to administer affirmative action policies effectively and supervise in a culturally diverse workforce."
Though the university does not specify a particular method, some form of documented methodology is required for evaluating applicants and is to be applied across the entire applicant pool. All non-selection reasons must be documented through each step of the selection process.
All applications are screened to determine if the applicant meets the minimum qualifications of the position.
- All applications for applicants who meet the minimum qualifications are screened by the entire committee, based on the selection criteria previously established by the committee.
- If the search committee is challenged in deciding how many candidates to include on the "short list" for ongoing consideration, the search chair should contact AAEO to see if the short list of candidates includes women and people of color, and if not, whether including additional candidates in order of ranking by the committee would increase diversity in the pool of candidates under active consideration.
The screening process identifies the candidates to be considered further in the interview process.
The interview phase of the evaluation process can occur in the form of phone and in-person interviews with the understanding that identified candidates are treated equitably. In preparation of in person interviews, a Request for Authorization for Campus Visit must be submitted if a candidate's expenses are to be paid by the university.
As with all steps in the selection process, consistency and fairness are critical.
- Interview questions must be clearly job-related and designed to help the search committee determine which candidates have the training, experience, skills and ability to best perform the essential functions of the job.
- Each campus interview should include the same opportunities – meetings with constituency groups, administrators, etc.
- Care must be taken to gather the same job-related information for each candidate through consistency in questions posed by the search committee and input received from other constituency groups involved in the on-campus interview process.
To ensure equity in the selection process, avoid:
- Asking additional questions of one candidate that are not asked of others except where necessary to obtain or clarify an answer to a question asked of all candidates or to clarify information in a candidate’s application materials.
- Asking questions that elicit personal information rather than job-related information. Some non-job-related information, such as number and age of children, can lead to impermissible discrimination. The less non-job-related information you have, the less that could possibly enter into, or be perceived as entering into, a selection decision.
We have an obligation under the law to provide reasonable accommodation to both applicants and employees with disabilities. An applicant with a disability may require accommodation in order to participate in the selection process. For example, someone with a mobility impairment will require that interviews be conducted in locations that are physically accessible.
- Our duty to accommodate applies only to KNOWN disabilities. However, we are precluded under the ADA from making pre-employment inquiries that reasonably are intended to elicit disability-related information.
- In order to meet our accommodation obligation without violating the ADA, when inviting candidates for on-campus interviews it is useful to ask a carefully worded question that gives candidates the opportunity to identify any special needs without asking about a disability. Example: “Are there any special considerations of which we should be aware in planning your visit to Eugene?”
Checking references is a critically important part of the selection process. As with all other steps in the selection process, consistency and fairness are paramount. Reference questions must be clearly job-related and directly relevant to a candidate’s potential success in the position. The search committee or hiring authority should take care to be gathering the same body of information for each candidate.
The search committee/hiring authority is not limited to contacting those references identified by the candidate. However, to ensure respect for candidates in the selection process, it is a professional courtesy to let candidates know if additional references are being contacted.
Where additional references are contacted, the search committee or hiring authority should have a clear and job-related rationale for contacting those references.
Select a Final Candidate
The search committee makes its recommendation(s) to the hiring authority, documenting job-related reasons supporting their recommendations for all finalists.
All search documentation is forwarded to the search chair (or designee), for inclusion in the official search file.