Recruitment and Selection Guide Human Resource Services The

Recruitment and Selection Guide Human Resource Services

The Reason We Are Here… • SOU’s Mission Statement • Southern Oregon University is a regionally-engaged learning community committed to being the educational provider of choice for learners throughout their lives. • We inspire curiosity and creativity, compel critical thinking, foster discovery, and cultivate bold ideas and actions. • We achieve student success, professional preparation, and civic engagement through service excellence, evolving technologies, and innovative curriculum. • We foster access, equity, inclusion and diversity in thought and practice. • We prepare our learners to be responsible, engaged citizens in our democracy. • We promote economic vitality, sustainability, cultural enrichment, and social well-being in our region, the state, the nation, and the world. • SOU’s Commitment to Diversity • “Southern Oregon University is a welcoming community committed to inclusive excellence and the celebration of diversity. Without diversity, our educational process is diminished. Working together in support of our commitment to diversity, we strengthen and enrich our role as learners, educators and members of a tightly connected global community. We encourage those who share in our commitment to diversity, to join our community and we expect all our employees to demonstrate an ability and desire to create an inclusive campus community. ”

Getting the legal stuff out of the way… Affirmative Action and Equal Opportunity • “SOU is an equal access Affirmative Action/Equal Opportunity Employer committed to achieving a diverse and inclusive workforce. ” • Affirmative Action: Actively engaging to ensure equal opportunity in our employment processes by making positive and continuous efforts to minimize the present effects of past discrimination and unintentional present-day biases. • Equal Employment Opportunity is the law: Applicants and employees have the right to fair and non-discriminatory treatment and are protected under Federal Law from discrimination on the following bases: – Race, color, religion, sex, national origin, disability, age, marital status, genetic information, veterans status – A common misconception: Applicants are selected on the basis of race, gender, religion, national origin, or other identity characteristics. Selection is based upon being the most qualified to perform the position. – Avoid having conversations (including small talk) or asking questions that could unintentionally solicit information about one’s protected status. • Oregon Equal Pay Act 2017: Restricts employers from obtaining pay history of applicants “If I can’t measure it, I can’t pay for it. ”

Oregon Veterans’ Preference • As a public employer, the Oregon Veteran’s Preference in Public Employment Law requires SOU to give preference to eligible Veterans. • "Veteran" is defined as a person who served on active duty with the Armed Forces of the United States for a period of more than 180 consecutive days and was discharged or released therefrom with other than a dishonorable discharge; or a person who served on active duty with the Armed Forces of the United States for 180 days or less and was discharged or released therefrom with other than a dishonorable discharge because of a service-connected disability. (ORS 408. 225(1)) • In order to be considered for veterans’ preference during the interview and appointment process, proof of eligibility (DD-214 or DD-215) must be submitted to HR by the priority consideration date. • What does this look like………. ? ? 1 preference step for qualifying veterans 2 preference steps for qualifying disabled veteran (Does not apply to reference checks which can be used as a “tie-breaker”)

Veterans’ Preference Cont…. .

Recognizing Bias https: //member. hercjobs. org/recruitment/selection/search-committee-training-toolkit • Unconscious bias refers to a bias that we are unaware of, and which happens outside of our control. It is a bias that happens automatically and is triggered by our brain making quick judgements and assessment of people and situations that are influenced by our background, cultural environment and personal experiences. • Status quo bias - tendency to like things to remain the same. • Negativity bias - tendency to pay more attention to negative experiences. • Similar to me bias - tendency to rate higher those people who look, act, or have a background most like the interviewer. • First impression bias - making the hiring decision within the first few minutes of the interview, instead of evaluating all the information from the full interview. • Structural bias - institutional patterns and practices that confer advantage to some and disadvantage to others based on identity. When we accept that we have unconscious biases and commit to addressing them through selfawareness, committee discussions, and structural enhancements to the process, we reduce the chances that someone will be harmed by bias in the search process. Unconscious biases, even on the part of open-minded, well-intentioned decision-makers, unfairly disadvantages qualified applicants.

Committee Member Responsibilities • Defining the Position Description • Qualifications, essential functions, and the skills, knowledge and abilities required of the position. • Performance, compensation planning, training and development, reasonable accommodations, benchmarking. • Evaluating the Applicants • Screening is based on criteria directly related to the Position Description and job announcement. • Review all applications and subjecting the stated qualifications to intense scrutiny to determine which applicants are the most qualified for the position. • Transferable skills from non-traditional career paths should be considered. • Send list of candidates to Human Resources for internal Vet/AA/EEO review.

Committee Member Responsibilities Cont. • Creating Questions and Conducting the Interview • Develop clear job-related questions. Send draft to Human Resources for review. • Avoid asking questions that elicit personal information or non-job related information. • Care must be taken to gather the same, consistent job-related information. This includes applicable follow-up questions. • Telephone, virtual, and in-person. Inquire as to if there any special considerations that need to be considered while arranging for the interview. • Exercises (e. g. open forums, mock presentation, written, spreadsheets) - Remember to redact any personal identifying information • Candidate Assessment • Recommend finalists by providing a detailed report of the strengths and weaknesses of each candidate. • Remaining steps are conducted in accordance with the Oregon State Board of Higher Education Executive Searches, Appointments and Management.

Hiring Philosophy and Best Practices • Every hire is an opportunity to enhance our community and demonstrate SOU’s core mission. We do this by using fair and effective hiring practices that are mindful of culture, climate and diversity. • Maintain strict confidentiality of deliberations, applicant information, and applicant identities. • Recuse yourself when listed as a reference/supervisor for an applicant, have a conflict of interest, or are unable to remain objective and impartial. • Each interaction during the entire recruitment process (phone calls, logistics, interview questions, conversation during meals, hiring negotiations, etc. ) are all opportunities the candidate will use to evaluate SOU and determine whether the offer is accepted.

Resources • A Summary of Protected Classifications, BOLI – Oregon. gov • Oregon Revised Statute- ORS 408. 230 and Federal Regulation 41 C. F. R. § 60 -300. 2 • Equal Employment Opportunity is the Law, EEOC • Human Resources Services, SOU • Diversity Advocates (contact Office of Diversity and Inclusion) • Search Chair Checklist • Interview Guide • Interview Questions Grading Sheet • Guidelines for Hosting a Candidate • Virtual Interviewing Guide (Skype, Zoom) • Reference Check Guide and Sample Telephone Reference Check Form • Consent to Background Check Form • Search Committee Recommendation Form • HR Contact Information: hrs@sou. edu, 541 -552 -8553

Recruitment Life Cycle

Recruitment Checklist • Search Committee Training – (attendance required for PA access) • Keep HR Informed (Criteria, Rankings, List of Applicants) • Search Committee Recommendation Form/Veterans Preference Chart • Background Check/Reference Checks • Search Packet (Should include: interview notes, reference check notes, email correspondence with applicants, and any other documentation regarding the recruitment)

https: //jobs. sou. edu/ hr/