Successful Tips for Search Committees

 Organizational Analysis (Prior to the Search):

There are a number of questions each hiring manager and search committee should consider before starting a search.  These questions help the organization analyze and evaluate its readiness to appoint, utilize and support the position.  Here are some examples:

  • What would happen if the position were not filled/refilled?

  • Why did this position become vacant? Were there organizational issues that prompted the vacancy (downsizing, change of leadership, change of work requirements, frequent turnover)?

  • Should there be an interim or acting appointment made before a regular search?

  • What institutional initiatives, goals or strategic aims are affected by or could be affected by this position? What does the institution need from this position at this point in time?

  • Is there diversity consideration for this position?

  • Are there internal candidates that can be appointed on a permanent basis for this position without a regular search? If there are, staffing or affirmative action needs to be contacted to start the deviation process.

  • Has a thorough position analysis been conducted?  Have all the appropriate stakeholders had a voice in the position analysis?

  • Is it the right time of year to search for this particular kind of position?

How to Screen Resumes/CV’s Appropriately:

Allow sufficient time to screen all or a sizeable portion of the resumes at once. Here are some ideas that could help you successfully screen resumes: 

  • Create a rating standard that you will use throughout the review of resumes

    1. 3= very qualified, 2= qualified, 1= not qualified
    1. Yes = consider further, Maybe = consider second/hold, No = do not consider further.
    1. 1 = poor, 10 = best.

    1. Rank candidates from best to least, 1 to 10.

  • Review the position description.

  • Review what was advertised for the vacant position.

  • Review the charge. 

  • Provide a Screening Matrix to include a column for required and preferred criteria, intangibles, remarks and rating.

  • Try to avoid the applicant’s name, address or personal information to limit subconscious biases.

  • On your first evaluation of resumes, do not overemphasize the format, writing style, and grammar (small typographical errors or syntax). Instead look for the quality of the content.

  • Compare past employment history and its applicability to the position for which they are applying, length of time in each position, promotions or awards received, reason for leaving each position.

  • Note gaps in employment, but do not assume they were caused by negative reasons.

  • Look for an excessive number of jobs in a short period of time.

  • Make a list of questions about the applicant that arise from reviewing their resume.

Top Ten Reasons Why Searches Fail: 

  1. Poor or no position and organizational analysis prior to search.

    • Lay the groundwork for a successful search by taking the time to do your homework.

  1. Hiring based upon 7 year old requirements.

  • Things change.  Don’t dust off that old job description and hire today based upon yesterday’s requirements. 

  1. Attempting to hire or trying to avoid hiring the last incumbent.

  • The emphasis should be on the work requirements, not the personalities involved.

  1. Advertising only and not recruiting the candidate.

  • Advertising is passive and hopeful; recruiting is active and deliberate.

  • Recruiting identifies candidates that are not actively seeking employment at this time.

  • Do a workforce analysis.  Consult with staffing to identify potential candidates in the labor force. 

  1. Using only the interview as a basis for a selection decision.

  • Use only structured interviews.

  • Use multiple methods of screening and evaluating candidates.

  1. Selecting the committee haphazardly.

  • Diversity of perspectives is the key (360 degree viewpoint).

  • Ensure you have technical expertise on the committee.

  • Availability is a prerequisite to serve. 

  1. Failing to provide an adequate Charge, see Charge Checklist.

  • Communicate expectations clearly in writing and verbally.

  • Do not allow committee to make up the process.

  • Do not allow the committee to redefine the position. 

  1. Taking too long to complete the hiring process.

  • Do not lose good people who find other positions while you deliberate. 

  1. Not knowing/setting the compensation parameters upfront.

  • Pay must be commensurate with the market.

  • Analysis must be completed prior to the search. 

  1. Not conducting a thorough Reference and Background check.

  • Check education and/or certification required of the position.

  • Talking with past supervisors is a must.

  • The applicant should sign a release before checking the reference.

 If you have any questions regarding the search committee process, please contact staffing at 229-2722. 

This site is maintained by the Office of Human Resources.  Direct questions to Stefanie.Rich@notes.udayton.edu.

University of Dayton
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Dayton, OH 45469-1614