Guidelines for Conducting Effective Employment Interviews

When selecting a candidate to fill a vacant position, it is important to assure the individual is well-qualified for the position, and to assure the hiring process is fair to all applicants and conducted in accordance with local, state, and federal laws. Hiring the right person for the job takes a good deal of planning and thought, and is vitally important for the success of the department and College. The steps outlined below will help assure a successful outcome to the search.

Before starting a search, please read the “Hiring Procedures for Professional Staff”, available on the Human Resources web pages. Although much of the information below is relevant for both professional staff and faculty searches, those hiring faculty members should contact the Office of the Provost for information relevant to faculty searches.

Commitment to Providing Equal Employment Opportunities

Franklin & Marshall is committed to having an inclusive campus community where all members are treated with dignity and respect. It is the policy of Franklin & Marshall College to offer equal employment opportunities to all qualified applicants and employees regardless of gender, sex, race or ethnicity, color, national origin, birthplace or ancestry, religion, age (40 and older), handicap or disability and use of a service animal, veteran’s status, family or marital status, pregnancy or childbirth, sexual orientation, or membership in any other protected group based on federal, state, or local law. In addition, Lancaster City ordinance prohibits discrimination based on an applicant's possession of a G.E.D. vs. a high school diploma. Discrimination based on a candidate's caregiving responsibilities (responsibilities for providing childcare or eldercare) is also prohibited. It is the College's fundamental policy to provide equal opportunity in all areas of employment practice. This policy extends to recruitment and hiring, working conditions, pay and benefits, employee treatment, training programs, promotions, and all other terms and conditions of employment.

Before the Search Begins; Preparation

Assure the written position description is up-to-date-- The department manager with the vacancy is asked to review the position description and update it if necessary to reflect current duties and responsibilities. The job description must accurately reflect what the job holder will be expected to accomplish; describe the key competencies necessary for successful job performance; and must identify "essential" functions as required by the Americans with Disabilities Act. Please contact Human Resources for the appropriate job description forms. It is important to have an accurate position description on which to base selection criteria.

Identify and document competencies necessary to perform the position effectively--Identify the knowledge, skills, abilities, educational requirements, and experience necessary to perform the job effectively:

Identify knowledge the job holder must possess (knowledge about the competitive / business environment; expertise in his/her field; knowledge of current trends in the field; general knowledge of challenges facing higher education, etc.)

Define “technical skills” necessary for successful job performance (i.e., word processing skills, fundraising expertise, knowledge of accounting regulations, ability to manage projects...)

Identify interpersonal skills and attributes necessary for successful job performance (the ability to effectively lead and supervise people, the ability to motivate others, ability to collaborate with others, respect for diversity, respect for confidentiality...)

Define what the job holder must be able to do / accomplish in order to be successful in the position

Think about the skills and abilities that will compliment those already present among your staff members

Consider the kinds of past work experiences and other educational, professional, or community service experiences that may have helped develop desired skills and abilities

Think about the importance of commitment to the mission of Franklin & Marshall and ability to help achieve strategic objectives

Determine in advance whether any skills or abilities will be weighed more heavily than others. Also, determine whether prior work experience is an acceptable substitute for formal education. Refer to the written job description when identifying required skills and abilities. When determining what it will take to be successful in the position, consider getting input from those with whom the job holder will interact. Also, think about what made prior job holders either successful or unsuccessful in the position.

Be sure to avoid requirements that could be construed as discriminatory-- For example, avoid requiring candidates be "recent graduates" or "energetic", which might be perceived as wanting young candidates. Instead, you may require that the successful candidate be "able and willing to work long hours and a flexible schedule".

Be sure all required skills and abilities, prior work experience requirements, and required degrees or certifications are truly necessary for effective job performance--For example, requiring a college degree when one is not truly necessary for effective job performance may unnecessarily screen out a large number of potential employment candidates. It is important to document the skills, abilities, and other qualifications upon which each candidate will be evaluated so there is a record of selection criteria.

Form the search committee-- Generally, several individuals participate in the search process, forming a search committee. The search committee is typically comprised of College employees (and students, depending on the vacant position) who will frequently interact with the individual hired, both from within and outside the department. A diverse search committee will help assure different perspectives are considered.

Search committee members generally (1) develop and/or refine the list of skills, abilities, knowledge, and experience the successful candidate must possess to perform the job effectively; (2) screen resumes and determine who to interview, based on who appears to possess necessary job skills and experiences; (3) develop an interview guide, and coordinate, schedule, and conduct interviews; (4) evaluate each candidate based on job related criteria; (5) check the references of the top (most qualified) candidates; (6) recommend the most qualified few candidates to the department manager and/or Vice President/Provost; (7) document the reasons for the committee's recommendation; (8) notify all candidates who were interviewed but will not be offered the position. Search committee members also perform the important task of helping each candidate feel welcome, and helping to assure each candidate forms a positive impression of the College.

The manager with the vacancy should discuss, in advance, with the search committee the method for making the final selection decision. Generally, the search committee will make a recommendation to the department manager and/or Vice President/Provost, and he/she will making the hiring decision. Or, the search committee may recommend the top (most qualified) few candidates, and then the department manager or general officer will make the final selection decision.

Inform all those participating in the selection process-- Assure that everyone who will come in contact with the candidates and/or will participate in the selection process understands the College's Equal Employment Opportunity policy and how to conduct an effective, fair, and legally-sound interview. Anyone not participating in interviews, but who may escort candidates to lunch or from interview to interview, should be aware of questions which may be construed as discriminatory (see below). Please contact Human Resources for interview skills training if selection team members have not had prior training. Additionally, those participating in the selection process should understand that candidates will be evaluating the College just as the College will be evaluating candidates. Throughout the search process, each candidate should feel welcome and be treated as a “V.I.P.”

Prepare a draft employment ad-- In addition to submitting an up-to-date job description, the manager / search committee chair should send the Assistant Director, Human Resources the following information, to be incorporated in the job advertisement:

The knowledge, skills, abilities, and other qualifications necessary for successful job performance

Required education level and any necessary certifications

The amount and type of prior work experience necessary for effective job performance (note whether prior work experience is an acceptable substitute for formal education)

Any special requirements such as frequent travel, weekend and evening work, the ability to safely lift significant weights, etc. (requirements which could be construed as discriminatory must be avoided, such as "recent college graduate" or "young professional")

A brief description of what the job holder will be expected to accomplish (what he/she will need to do in order to succeed in the position)

The advertisement will describe the main responsibilities associated with the position; what the job holder will be expected to accomplish; and the skills, abilities, educational background, and prior professional experience necessary for effective job performance. All employment ads will be finalized and placed by Human Resources. Human Resources will assist the manager / search committee in identifying appropriate recruitment sources. Normally, as appropriate to the position, managerial and professional vacancies are advertised regionally or nationally, and support staff vacancies are advertised locally. A good-faith effort must be made to recruit qualified candidates from diverse backgrounds. In an effort to broaden the candidate pool, Human Resources sends employment ads to several Lancaster County community agencies which serve a diverse population.

Screening Resumes, Checking References, and Interviewing Candidates

Screen resumes / applications -- During this stage of the selection process, resumes and application materials are evaluated to determine whether a candidate warrants further consideration. When selecting applicants to interview, look for those who, based on information included on their resumes, cover letters, and applications, appear to possess the minimum necessary qualifications as listed in the employment ad. A simple checklist, which lists the required and preferred qualifications as documented in the employment ad, can be used to track which applicants appear qualified. The name of each applicant can be written on the checklist, and a check mark placed by those qualifications he/she seems to possess based on the resume.

When screening applications, consider: Did the applicant provide a well-written cover letter (proper grammar, punctuation, and

spelling; clear and concise)? Does the cover letter provide useful information about the candidate's professional

interests and abilities as related to the vacancy? Does the applicant explain why he/she wants to work at Franklin & Marshall; does the

applicant demonstrate a desire to become part of the Franklin & Marshall community? Is the applicant's cover letter tailored to the vacant position, or a form letter? Is the applicant's resume well-organized and well-written? Does the applicant possess the minimum education and experience requirements as stated

in the employment ad? Does the applicant have skills and experiences that can easily transfer / are applicable to

the vacant position, even if he/she has no prior experience in a similar position or in higher education?

Has the applicant done volunteer work or been involved in organizations that likely will have helped him/her refine necessary job skills?

Does the applicant's resume include information about his/her professional accomplishments, vs. simply a list of his/her previous job duties? (For example, "successfully recruited and retained 35 volunteers", vs. "was responsible for recruiting volunteers".)

Are there any unexplained gaps in the applicant's employment history? (This may not be reason to exclude the applicant from consideration, but may be something to explore further via a phone interview.)

Is the applicant currently employed? (Being unemployed is not a reason to exclude a candidate from consideration, but something to be explored further during an interview.)

Has the applicant changed jobs frequently? Has the applicant indicated he/she left previous employment due to "difficulties with

supervisors" or similar reasons? Has the applicant worked for companies / institutions similar to Franklin & Marshall,

meaning he/she may have a smoother transition if hired (higher education or non-profit institutions, similar in size and complexity, etc.)? Or, has the applicant worked for companies very different from the College, perhaps meaning he/she may bring a different, valuable perspective?

Does the applicant's employment history show a record of upward movement / steady promotion?

Has the applicant requested a salary that cannot be met?

Comments about applicants should not be written directly on resumes or applications. Make notes, on a separate sheet of paper, of items listed on the resume that you would like to explore further with each applicant. As practical, a few members of the search committee should review each resume to help ensure fairness and effectiveness, rather than having only one person evaluate a resume.

Check references-- Thoroughly checking references before an offer of employment is made is extremely important. Through reference checking, you may obtain a more complete, accurate picture of each candidate. Reference checks may be conducted before or after employment interviews. Checking references before scheduling interviews may help eliminate unsuitable candidates. A reference check must be conducted before any offer of employment is made. The manager / search committee chair is responsible for conducting reference checks for those candidates who are being considered for employment. The manager / search committee chair should attempt to obtain relevant work history information from the candidates' previous, as well as current, managers. Questions asked of previous employers are to focus on each candidate's job-related skills, abilities, accomplishments, and experiences. A Reference Check Form, available from the Human Resources web pages, may be used as a guide.

Please note: The candidate is to be notified, in advance, that his/her current employer and others will be contacted for a professional reference. Please be sure to obtain the candidate's permission before contacting his/her current employer.

Tips for conducting useful reference checks: When checking references, consider contacting your professional associates (individuals

you know) who also know the candidate, as you may receive more useful information. When speaking to references, listen for clues that you may not be getting the full picture

of a candidate, and then probe further with specific questions. If the individual to whom you are speaking hesitates when responding to a question, consider probing further.

If you learn something negative about a candidate (or something positive), try to confirm the information by speaking with other references. This must be done carefully, though, so as not to inadvertently spread false information about a candidate.

If you receive information of concern from a reference, ask the candidate questions during the interview to try to determine whether the information you received is accurate.

If unable to obtain references from a candidate's current or former supervisors, consider asking the candidate to provide a copy of his/her recent performance evaluations.

In addition to employment reference checks, Human Resources will verify educational background as well as conduct a criminal background check. Human Resources will assist with reference checks upon request.

Formulate interview questions in advance-- Develop interview questions aimed at assessing whether each candidate possesses the skills, abilities, knowledge, and professional experience you previously determined are necessary for effective job performance. Think about what questions will help you assess whether a candidate will be able to achieve necessary goals and accomplishment what needs to be accomplished.

Sample interview questions can be requested from the Office of Human Resources. Tailor sample questions to the particular skills, knowledge, and abilities required for the vacant position). In addition, the www.hr-guide.com/ selection.htm website lists numerous sample interview questions, sorted by topic. Past job performance is often one of the best predictors of future job performance. Therefore, interview questions should require candidates to describe things they actually did or said in a previous situation and the outcome of their actions. Questions that will force the candidate to describe specific situations from his/her past may elicit the most useful information (i.e., "Please describe a time when you disagreed with a co-worker. How did you handle the situation?" or "Please describe a major project on which you worked during the past year. What did you do to assure you would complete the project on time?"). Try to avoid hypothetical questions (such as "If you had a problem with a coworker, how would you handle it?"), as candidates may simply give the response they think you want to hear.

Develop an interview guide-- Write the questions you plan to ask candidates, and leave room on your paper to record their responses. Writing the questions before the interview makes it easier to ask the right questions of each candidate, and documenting each candidate's responses makes it easier to assess skills and abilities after interviews. Avoid writing non-job-related comments on your interview guide (for example, do not write comments about the candidate's appearance, race, etc.).

Explore additional ways to assess candidates' skills and abilities-- Consider whether additional information will be required of each candidate before or during the interview process. For example, as appropriate to the vacant position, each candidate may be asked to: give a brief presentation on a relevant topic; provide work samples; prepare a brief written report on a current topic in their field or a best practice; compose a letter, etc. Be sure to establish the same requirements of all candidates, and be sure you can explain how the skills and abilities being assessed are related to necessary job skills. Because employment tests may be determined to have an "adverse impact" on a protected group, managers / search committees must contact Human Resources before using any type of skills assessment, physical fitness evaluation, "personality" test, or other type of employment test during the search process.

Develop an evaluation sheet-- A systematic evaluation of candidates' responses to interview questions and any other assessment methods allows for a fair comparison across candidates who are often interviewed by different individuals. A standardized evaluation process helps assure all candidates are evaluated on the same basis. To make the interview process more objective, you may want to list all required job skills, abilities, and experience/education requirements on an evaluation sheet. Then, after each interview, the search committee or interviewer can rank each candidate from 1 to 5 on each required job skill and ability. Totaling the rankings for each candidate following all interviews may help guide your selection decision.

Develop the interview agenda and schedule interviews-- After formulating interview questions, determine with whom candidates will meet while on campus (student groups, department members, campus committees, etc.). It is generally recommended that at least a couple staff members who will be supervised by the new employee have the opportunity to meet all candidates, such as by taking the candidates to lunch. Allow the same amount of time for each candidate's interview.

When planning the campus visit:

Allow a few minutes between interviews so candidates have time to check messages, use the restroom, etc.

Ask the candidate if they would like to have additional time built into their interview agenda to attend to any personal needs they may have. (dietary, medical, etc.)

Assure each candidate receives an interview or campus visit schedule in advance, listing the name and title of each individual with whom he/she will meet

Build in time for a campus tour or tour of Lancaster as appropriate

Arrange to pick up each candidate from the airport, train station, or hotel as appropriate, and arrange transportation back to the airport, train station, or hotel at the end of the day

Arrange for a search committee member to escort each candidate from interview to interview, if the candidate will be moving to several locations on campus

Arrange to have lunch or dinner with each candidate if interviews will extend throughout the day

Consider giving each candidate a small gift such as a Franklin & Marshall coffee mug

Give each candidate up-to-date brochures that highlight the College and activities

Check with College Communications, the Admission Office, Theater, Dance and Film, the Music department, Athletics, the Writers House, etc. for brochures or lists of current events

Give out-of-town candidates information about Lancaster (there are links to resources at http://www.fandm.edu/jobs/lancaster-a-great-place-to-live)

As candidates are contacted to schedule interviews, it is recommended they be asked if they have a minimum salary requirement - this may screen out those whose salary expectations cannot be met. The department manager or search committee chair is to contact candidates who are going to be interviewed, to schedule the interviews. Generally, at least 3 candidates who appear

qualified should be interviewed for each vacant position. The Assistant Director, Human Resources generally interviews each candidate who comes to campus, and should be contacted when scheduling such interviews.

Conduct telephone interviews as appropriate-- With employment candidates who live out of the area, an initial telephone interview should be conducted, references should be checked, and educational background should be verified before inviting the candidate to travel to campus.

Create a relaxed atmosphere-- Start the interview by attempting to make the candidate feel comfortable. As noted above, all candidates should be treated as "V.I.P.'s" to help promote a positive image of the College. Introduce yourself and search committee members, if applicable. Explain, in broad terms, the requirements of the vacant position (without providing too much detail or the candidate may gear responses to what he/she believes you want to hear). Start with fairly standard questions, such as "Please describe your current job responsibilities". Be sure to avoid inadvertently asking inappropriate/illegal questions while making small talk with a candidate.

Ask the same or similar questions of each candidate-- Use your written interview questions to guide you. This will help assure each candidate is being judged based on the same criteria and helps eliminate any perception that the interview process is biased. Avoid asking different questions of female candidates than of male candidates, or different questions of younger vs. older candidates. Try to record each candidate's responses verbatim; having a record of each candidate's responses will be helpful if several candidates are interviewed over the course of several weeks.

Ask open-ended questions-- To elicit the most information, ask questions which require more than a 'yes' or 'no' response. For example, ask "What do you like about your present job?" rather than "Do you like your present job?".

Focus on past job performance-- The majority of questions should require each candidate to describe, in specific terms, how he/she has handled various work-related situations in the past, and the outcome of his/her actions. See the Sample Interview Questions document, available from the Human Resources web pages(http://www.fandm.edu/college-policies), for examples.

Ask follow-up questions as necessary to elicit detailed, specific information-- Keep digging further as necessary to gain specific examples of past work performance.

Ask only questions relating to the skills, abilities, knowledge, and professional experiences needed to perform the position effectively-- Stick to questions that will generate information about the candidate's ability to perform necessary job tasks.

Ask questions related to "fit"-- Ask job-related questions that will help you assess whether a candidate is a good fit for the department and the College. For example, ask questions to help you assess whether the candidate values a liberal arts education, believes in the mission of the College, appreciates having a diverse campus community, has high ethical standards as they

relate to work, will be able to work well given the department manager's leadership style, prefers a very structured or a very flexible working environment, prefers to work alone or with others, prefers to be "in charge" or prefers to allow someone else to take a leadership role, etc. When assessing "fit", be careful to avoid inappropriate questions as outlined below.

Avoid inappropriate questions and those that could be construed as discriminatory-- Avoid soliciting information about a candidate's race; national or ethnic origin; birthplace or ancestry; religion; pregnancy, family, or marital status; age; sexual orientation; handicap or disability, and avoid questions that have the effect of eliciting this information. Also avoid questions related to past alcohol or drug use, and past or present medical condition, disability, or Workers' Compensation claim. Not only could such questions lead to a charge of discrimination, they have no bearing on whether an individual is capable of performing the job.Examples of questions that are to be avoided:

Are you married? Where does your wife [husband] work?

What is your spouse's name? What is your maiden name?

How many children do you have?

Do you have childcare or eldercare responsibilities that may interfere with your job responsibilities?

Do you have dependable child care arrangements so that you will get to work on time? How will you balance your family obligations with work obligations? (Okay question if asked of both men and women: "If offered this position, your work hours will be 8:30 a.m. - 4:30 p.m. Occasional evening and weekend work will be necessary. Will you be able to work these hours?")

Are you planning to start a family? Do you plan to take maternity leave?

Do you have a spouse who will have to relocate if you are offered this job?

(Questions about marital status, number of children, child care arrangements, etc., are not appropriate.)

When were you born? (Okay: "If you are under age 18, you will be required to show proof of your eligibility to work.")

When did you graduate from high school / college?

How long do you plan to continue working? When do you plan to retire? (Okay:

"Where do you see yourself, in terms of your career, in 5 years?" Or, "What are your long-term career goals?")

Where were you born?

Where were your parents born?

Are you a U.S. citizen? (Okay question: "If offered this position, will you be able to provide verification of your ability to legally work in the U.S.?")

What type of accent is that?

Where do you live? (Okay: "If offered this position, you will need to be on campus 5 days per week, plus occasional weekends. Will you be able to meet this requirement?")

Do you rent your home or own your home?

Did you graduate from high school or did you receive your G.E.D.?

Do you have a disability / medical condition / handicap that will prevent you from performing any job assignments? (Okay question: "Will you be able to perform all essential functions of this job?")

Will you need an accommodation to perform job duties? (Okay question: "Are you able to perform the essential functions of this position, with or without reasonable accommodation?")

How many sick days did you use last year? (Okay question: "Can you meet the attendance requirements of this position?")

Have you ever taken a disability or medical leave?

Are you taking any medications?

Have you ever filed a Workers' Compensation claim? Have you had any workrelated injuries? (Okay question: "Describe how you would safely perform all job duties.")

To what organizations or clubs do you belong? (Okay question: "Do you belong to any professional organizations that you believe have helped prepare you for this position?")

Have you ever been arrested?

What type of discharge did you receive from the military?

Will you be deployed anytime soon? (Even if you can read on the resume that a candidate is in the Reserves or the National Guard, you are not permitted to ask them if they are going to be deployed.) Note: job accommodations based on military service may be required; the facts of each case should be promptly reviewed by Human Resources.

Where do you go to church?

Can you work on Sundays? Are you a member of a religion that will prevent you from working on Saturdays or Sundays? (Okay question: "The normal working hours for this position are 8:00 a.m. - 4:30 p.m., Monday through Friday. Frequent weekend overtime is required. Are you able to work these hours, with or without a reasonable accommodation?") Note: reasonable job accommodations based on religion may be required; the facts of each case should be promptly reviewed by Human Resources.

Have you ever belonged to a union? What is your view on unions?

Please note: questions that could be construed as discriminatory may inadvertently be asked while engaging in "small talk" with a candidate (i.e., "You look familiar - didn't you go to McCaskey High School? What year did you graduate?" or "We offer great education benefits for the children of employees. Do you have children?"). Therefore, small talk should be kept to a minimum in order to avoid such questions and comments.

If an employment candidate volunteers information about his/her race, national/ethnic origin, religion, age, disability or medical condition, sexual orientation, or family status, the interviewer should refrain from responding or asking for additional information, and instead should move on to an appropriate question.

Provide a realistic job preview and highlight the benefits of being part of the Franklin & Marshall community-- Describe the position requirements in more detail so the candidate can fairly assess whether he/she is truly interested and suited for the position. Provide a realistic description of the position and department, including typical work hours, job duties, reporting relationships, department objectives, and general performance expectations. Also, take some time to highlight the benefits of working in a college environment (access to lectures, performances, and other events, meaningful work, respectful and unique work environment, nice physical setting, great dining venues, interesting and committed colleagues, generous benefits package, etc.). Human Resources will interview each candidate and, as part of this interview, will review information about fringe benefits. It is recommended that each candidate be given a tour of the work area during the interview process.

Ask for questions from the candidate-- After the interviewers have asked questions of the candidate, give the candidate the opportunity to ask questions about the College, the position, and the campus environment.

Close the interview-- Let the candidate know you will be checking his/her employment references. Let the candidate know when he/she can expect to hear from you (i.e., "We are interviewing a few more candidates. You should hear something in about two weeks."). Thank the candidate for his/her interest in the position.

Avoid promises-- During and after the interview process, avoid making any implicit or explicit promises or guarantees of long-term employment, future pay increases, regular promotions, etc. (such as, "If hired, you'll receive regular merit increases.", or "If you accept this position, you'll have a long future with Franklin & Marshall."). Additionally, for those hired on a fixed-term appointment, such as visiting faculty or part-time coaches, avoid implying that the term will automatically be renewed. Department managers / search committee chairs are also advised not to notify employment candidates of the maximum approved salary for the position, but may provide general salary information (i.e., "low $40,000 range").

After the Interview; Making the Selection

Evaluate each candidate based on required skills and abilities-- Evaluate each candidate based on his/her skills, abilities, educational background, and experience as related to those skills, abilities, and education/experience needed to perform the job effectively. Each candidate must be evaluated based on the same job-related criteria. Factors such as gender, race, religion, national origin, age, disability, sexual orientation, color, or family status must not influence the evaluation of a candidate's ability to perform the job. Avoid making assumptions about candidates based on stereotypes and avoid jumping to conclusions based on appearance or other non-job-related factors. For example, it is illegal to avoid offering a job to a male candidate

based solely on the assumption that a man cannot coach female athletes, or to assume during the selection process that a professor in the Spanish department must be of Spanish descent (although you may certainly require that a Spanish professor speak and write fluently and have indepth knowledge of Spanish culture, history, geography, etc.). Take time to formulate your opinion of each candidate; give him/her a fair opportunity to demonstrate qualifications.

Each candidate should be evaluated in comparison to other candidates, and also on his/her own merits. When evaluating candidates, the manager / search committee may wish to use an evaluation sheet as discussed above; rank the candidates based on how well they meet the criteria necessary for successful job performance, with the #1 ranking going to the candidate who best meets the criteria; or summarize each candidate's strengths and each candidate's weaker areas.

When evaluating employment candidates, avoid these errors:

Focusing solely on personality traits versus work experience and abilities.

Allowing personal bias to influence the evaluation of a candidate rather than focusing on the skills, knowledge, and abilities of the candidate.

Making assumptions about candidates based on appearance; allowing stereotypes to influence the selection decision.

Allowing one characteristic of a candidate to be overly influential (either positively or negatively).

Comparing the candidate to oneself (the interviewer) and making judgements based on how similar or dissimilar the candidate is to the interviewer.

As you are evaluating candidates, consider both information you gained through employment interviews and information you obtained through your reference checks. If none of the candidates are well-qualified for the position, the search should continue.

Document reasons for the selection decision-- Keep documentation of each candidate's strengths and weaknesses, skills, abilities, relevant knowledge, professional experience, and what you learned from professional references. Document observable behaviors of the candidates, rather than your impressions (for example, "John Doe responded in a curt manner to interviewers' questions", rather than "John Doe seemed rude").

Forward documentation regarding the selection decision to Human Resources—For professional staff searches, send documentation regarding the selection decision, and all search committee members' notes, to the Assistant Director, Human Resources before an offer of employment is made. A New Hire Documentation Form (available from the Human Resources web pages and in the Human Resources public folder in eDisk) may be used to document the selection decision. Human Resources will retain all applications, resumes, notes, and documentation regarding the selection decision as required by law (generally for at least 1 year).

Consult with the Assistant Director, Human Resources regarding the employment offer-- Discuss your selection decision with the Assistant Director, Human Resources before a verbal offer of employment is made. (Note, please discuss compensation with the Assistant Director,

Human Resources, before making the verbal offer. Newly hired staff members generally may not be offered campus housing, either on a rent-free or rent paying basis, as part of their compensation package. Only staff who are required, based on their job duties, to live on or close to campus may be offered campus housing. Such situations must be reviewed in advance with the Director or Assistant Director, Human Resources, because of the possible income tax implications.)

Notifying Unsuccessful Applicants-- After the verbal offer of employment has beenaccepted by the successful candidate, the manager / search committee chair is asked to notify the following applicants that the position has been filled:

each internal applicant (i.e., current College employee who applied),

any alumni of Franklin & Marshall who applied for the position,

any other candidates who were interviewed but will not be offered the position.

Human Resources will notify all other applicants. No detailed information should be provided to unsuccessful applicants other than to let them know the College appreciates their interest in Franklin & Marshall but we are unable to offer them employment. A simple form letter may be sent, or each individual may be contacted by phone.

It is especially important to promptly notify all internal applicants as well as Franklin & Marshall alumni who applied for the position, whether or not interviewed, that they will not be offered the position.

Please see “Hiring Procedures for Professional Staff Positions”, available on the Human Resources web pages (http://www.fandm.edu/human-resources/manager-tools/hiring-procedures-for-professional-staff), for more information about conducting a search.

Note: all applicant information gathered during a search must be treated as confidential. All notes / correspondence regarding a candidate must be strictly job-related with no references to physical appearance, age, marital or family status, disability, gender, etc.