Inclusive Excellence Hiring Guide
Compiled by the Office of Inclusive Excellence
and the Human Resources Department
13 September 2023
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Table of Contents
Introduction ................................................................................................................... 6
Our Mission ..................................................................................................................... 6
Our Enduring Values ........................................................................................................ 6
The 2019-2024 Strategic Plan for Ball State University .............................................. 7
Destination 2040: Our Flight Path ................................................................................ 7
Overview of the Inclusive Excellence Hiring Process ................................................ 12
Process and Roles Between HR, Hiring Managers, and Leadership ................................. 13
Workflow of the Hiring Process Steps 1-3 ................................................................. 17
Form and Prepare Search Committee ........................................................................ 18
Timing ........................................................................................................................... 18
Faculty Searches Timeline .............................................................................................. 18
Responsibilities .............................................................................................................. 18
Size and Inclusion .......................................................................................................... 18
Applicant Review - Additional Materials and Demonstrations ........................................ 19
Align the Job Description with Qualification Evaluation tool........................................... 19
Documentation and Recordkeeping ............................................................................... 20
Job Design, Description and Posting ......................................................................... 21
Job Description .............................................................................................................. 21
Minimum Qualifications ................................................................................................. 22
Education Equivalency ................................................................................................... 22
Additional Materials ....................................................................................................... 23
Internal Searches ........................................................................................................... 23
Job Design and Description Approval ............................................................................ 23
Recruitment and Outreach .......................................................................................... 24
Department or Units Inclusive Excellence Plan for Hiring................................................ 25
Recruitment Plan in TMS ................................................................................................ 25
Advertising Resources .................................................................................................... 26
Double Check the Posting .............................................................................................. 27
How to Apply ................................................................................................................. 27
Avoid Favoritism ............................................................................................................ 27
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Internal candidates ........................................................................................................ 28
Removing Postings ........................................................................................................ 29
Documentation .............................................................................................................. 29
Recommended Applicant Pool Size ................................................................................ 29
Workflow of Hiring Process Steps 4-6 ....................................................................... 30
Selection ....................................................................................................................... 31
Acknowledgement of Application .................................................................................. 31
Initial Screening ............................................................................................................. 31
Disposition Codes .......................................................................................................... 32
Questioning During Initial Screening .............................................................................. 32
Evaluating Candidates for Interviews .............................................................................. 32
Biases ............................................................................................................................ 33
Interview ...................................................................................................................... 34
Emailing the Candidate .................................................................................................. 34
Initial Interview .............................................................................................................. 35
Closing the Interview ..................................................................................................... 36
Second Interview ........................................................................................................... 36
Recording Interviews ..................................................................................................... 36
Request Interview Approval in TMS ................................................................................ 37
Alternative Applicants .................................................................................................... 37
Acceptable Questions .................................................................................................... 37
Prohibited Questions ..................................................................................................... 38
Disposition Codes .......................................................................................................... 38
Additional Interviews ..................................................................................................... 38
Campus Visits ................................................................................................................ 38
Demonstrations and Presentations ................................................................................ 39
Information Packets ....................................................................................................... 39
Reference and Background Checks ............................................................................ 40
FAQs on Background and Reference Checks .................................................................. 40
Workflow of the Hiring Process Steps 7-9 ................................................................. 42
Extend the Offer to Hire .............................................................................................. 43
The Offer Package ......................................................................................................... 43
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Verbal Contingent Offers Prior to Background Checks ................................................... 43
Salary Equity .................................................................................................................. 43
Notifying Unsuccessful Candidates ................................................................................ 44
TMS ............................................................................................................................... 44
The Offer Letter ............................................................................................................. 44
Rejected Offer ................................................................................................................ 44
Failed Search ................................................................................................................. 45
Debrief and Collect Records ....................................................................................... 46
Onboarding .................................................................................................................. 46
Additional Options ...................................................................................................... 47
Waivers and Exceptions ................................................................................................. 47
Search Firms and Temporary Agencies ........................................................................... 47
Appendix I: Sample Qualification Evaluation Template ........................................... 48
Appendix II: Developing Screening Criteria ............................................................... 49
Appendix III: Ball State Social Media Best Practices ................................................. 52
Appendix IV: Sample Invitation to Apply .................................................................. 53
Appendix V: Recruitment File Checklist ..................................................................... 54
Appendix VI: Acknowledgement Email Template ..................................................... 55
Appendix VII: Disposition Codes ................................................................................ 56
Faculty Disposition Codes .............................................................................................. 56
Professional Disposition Codes ...................................................................................... 58
Staff Disposition Codes .................................................................................................. 60
Service Disposition Codes .............................................................................................. 62
Appendix VIII: Interview Questions Do’s and Don’ts ................................................ 68
Appendix IX: Informational Email Screening Templates .......................................... 69
Appendix X: Rejection of Application Materials Sent Outside of the TMS
Application Process Email Template .......................................................................... 70
Appendix XI: Interview Questions Guide ................................................................... 71
Global and Cultural Effectiveness Competencies ............................................................ 71
Phone Interview Questions ............................................................................................ 73
Behavior Based Interview Questions ............................................................................... 74
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Initiative Related Questions ........................................................................................... 74
Stress Tolerance Questions ............................................................................................ 75
Technical/Position Specific Questions ............................................................................ 75
Organizational Questions ............................................................................................... 75
Motivational Questions .................................................................................................. 76
Standards of Performance Questions ............................................................................. 76
Leadership Questions .................................................................................................... 77
Teamwork Questions ..................................................................................................... 77
Communication Questions ............................................................................................. 77
Appendix XII: Interview Memo Sample ..................................................................... 79
Appendix XIII: Preparing to Record an Interview ...................................................... 80
General Rules ................................................................................................................. 80
Best Practices for Preparing to Record an Interview ....................................................... 80
Best Practices for Recording the Interview ..................................................................... 80
Issues with Recording Interviews .................................................................................... 81
Appendix XIV: Informed Consent for Recording Interviews .................................... 82
Appendix XV: Rejection Email Templates .................................................................. 83
Appendix XVI: New Employee Onboarding Checklist ............................................... 85
Resources and References ........................................................................................... 88
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Introduction
At Ball State University, inclusiveness and freedom of expression are a part of our enduring values
and inform all of our efforts. Our goal is to create a community of students, staff, and faculty that
is diverse, positive and vibrant. We desire to attract, select, and hire candidates that reflect our
commitment to inclusive excellence. We are guided by our mission, enduring values, and reflect
our priorities in our university strategic plan and our inclusive excellence plan.
Our Mission
We engage students in educational, research, and creative endeavors that empower our graduates
to have fulfilling careers and meaningful lives enriched by lifelong learning and service, while we
enhance the economic, environmental, and social vitality of our community, our state, and our
world.
Our Enduring Values
• Excellence. We commit to excel in all that we do.
• Innovation. We commit to be creative, responsive, and progressive.
• Courage. We commit to set ambitious goals and to take the risks necessary to achieve
those goals.
• Integrity. We commit to be honest, ethical, authentic, and accessible.
• Inclusiveness. We commit to respect and embrace equity, inclusion, and diversity in
people, ideas, and opinions.
• Social responsibility. We commit to act for the benefit of society at large.
• Gratitude. We commit to express appreciation to others and to demonstrate our
gratitude through our actions.
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The 2019-2024 Strategic Plan for Ball State University
Destination 2040: Our Flight Path
Ball State University has embarked on the “Destination 2040 Our Flight Path” as the 2019-2024
campus strategic plan
.
Goal 1: Undergraduate Excellence and Innovation
Our University provides a premier on-campus undergraduate experience.
Goal 2: Graduate Education and Lifetime Learning
Our University expands its reach and impact along the continuum of human
development and is nationally recognized for serving graduate students and other adults
throughout their lifetime educational journey and for our agility in anticipating and
responding to workforce needs.
Goal 3: Community Engagement and Impact
As a community-engaged institution, our University is internationally recognized for
mobilizing and leading partnerships that revitalize and sustain our city and our region.
Goal 4: Scholarship and Societal Impact
As a public research institution, our University recruits and retains outstanding faculty
and staff who engage in scholarship—of discovery, integration, application, and
teaching—that garners national and international recognition, attracts external
resources, and improves lives.
Goal 5: Institutional and Inclusive Excellence
Our University is distinguished for institutional effectiveness and inclusive excellence
across all dimensions of our work and for having a positive and vibrant culture of
wellbeing that helps our faculty and staff lead engaged and meaningful lives.
Woven throughout our strategic plan is our commitment to diversity, equity, and inclusion with
a specific emphasis on Inclusive Excellence with Goal 5.
Objective C reminds us that our human resource policies, procedures, and business
processes enable us to recruit and retain outstanding people.
Objective H calls for a more diverse University community—students, faculty, staff, and
alumni— that enriches the campus experience and improves educational outcomes for
all of our students.
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The Ball State University Inclusive Excellence Plan
Our Inclusive Excellence Plan was created to further guide our integral endeavor to fulfill our
University’s mission and our strategic plan. Our Inclusive Excellence Plan
articulates six goals.
Our focus for this guide is the first one which is “Recruitment” and supported by three
Objectives.
GOAL 1: RECRUITMENT Achieve a more diverse and culturally representative undergraduate
and graduate student body, faculty, and staff. Our goal is to have a campus that is accessible
and equitable and that is representative of the rich diversity in our communities.
Objective 1 – To create a more diverse undergraduate student body
1. Assess current pipeline programs and implement selected pipeline recruitment
initiatives to augment and support existing efforts
2. Include alumni from diverse backgrounds in marketing and student recruitment
opportunities and programs
Objective 2 – To create a more diverse graduate student body
1. Enhance our strategies to recruit a diverse graduate student population
2. Establish one or more pipeline programs to ensure diverse students are able to
graduate and proceed further on their flight paths (i.e., getting a PhD or beginning their
careers)
Objective 3 – To create a more diverse staff and faculty
1. Increase recruitment strategies that attract underrepresented and diverse groups
when hiring new faculty and staff.
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Our Inclusive Excellence Statement
At Ball State University, we recognize inclusive excellence as an integral endeavor to fulfill
our University’s mission and our strategic plan. We recruit, support, and retain a diverse
population of students, faculty, and staff. We encourage and reward diversity of thought. We
promote a work environment that encourages and rewards innovation and creativity. We pledge
to keep inclusive excellence at the highest level of institutional importance and as a foundation in
all that we strive to do.
Our overarching goal for inclusive excellence is to adopt to a University wide inclusive
excellence approach to academic, administrative support, and service functions of the University.
We believe we must infuse inclusive excellence in every step we take.
Equal Opportunity and Affirmative Action Statement
Ball State University is committed to the principles of nondiscrimination and equal
opportunity in education and employment. Further, the University is committed to the pursuit of
excellence by prohibiting discrimination and being inclusive of individuals without regard to race,
religion, color, sex (including pregnancy), sexual orientation, gender identity or gender expression,
disability, genetic information, ethnicity, national origin or ancestry, age, or protected veteran
status. This commitment enables the University to provide qualified individuals access to all
academic and employment programs on the basis of demonstrated ability without regard to
personal factors that are irrelevant to the program or job requirements involved.
The University assigns a high priority to the implementation of this
equal opportunity
policy and, through its affirmative action program, seeks to expand its efforts to guarantee
equality of opportunity in employment. Affirmative action is taken to attract and recruit diversity,
including underrepresented minority groups, females, protected veterans or individuals with
disabled veteran status, and otherwise qualified persons with disabilities. Ball State will hire,
transfer, recruit, train, promote, assign work, compensate, layoff and/or terminate based upon the
tenets of this policy.
The University President affirms the commitment to equal opportunity and accepts
responsibility for the implementation of the affirmative action program along with the vice
presidents, deans, directors and heads of units. All persons involved in the decision-making
process, including members of faculty and other employee committees, shall act in a
nondiscriminatory manner. The Director of Employee Relations and Affirmative Action has been
specifically designated to be responsible for overall compliance with all federal and state laws and
regulations regarding nondiscrimination and for implementation and coordination of the
University’s affirmative action program. Information concerning the University's affirmative action
program can be obtained from the Director of Employee Relations and Affirmative Action, Ball
State University, Muncie, IN 47306.
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To ensure equal employment opportunity and nondiscrimination, each member of the Ball
State University community must understand the importance of this policy and his/her
responsibilities to contribute to its success. This policy seeks to encourage the reporting of
incidents so they may be addressed. Employees and applicants shall not be subjected to
harassment, intimidation, threats, coercion, discrimination, or retaliation because they have
engaged or may engage in any of the following: 1) filing a complaint; 2) assisting or participating
in an investigation, compliance review, hearing, or any other activity related to the administration
of any federal, state, or local law requiring equal employment opportunity; 3) opposing an act or
practice deemed unlawful by a federal, state, or local law requiring equal employment
opportunity; or 4) exercising any right according to this policy and/or any other lawfully protected
right.
Complaints regarding unlawful discrimination or retaliation should be filed within 300
calendar days following the alleged act or incident giving rise to the complaint with the Director
of Institutional Equity and Internal Investigations in accordance with the Ball State University Equal
Opportunity and Affirmative Action Complaint Investigation Procedure and Appeal Process. A
copy of this document may be obtained by contacting the Director of Institutional Equity and
Internal Investigations. Any individual or group found to have violated this policy will be subject
to disciplinary or remedial action, up to and including termination of employment or expulsion
from the University. Faculty and staff who are determined to have violated this policy also may be
held personally liable for any damages, settlement costs or expenses, including attorney fees
incurred by the University. Please note that depending on the circumstances and individuals
involved, some types of sexual harassment claims are subject to a separate set of procedures
pursuant to the University’s Title IX policy, and will be investigated and adjudicated under that
policy, when applicable.
The University maintains an audit and reporting system to determine overall compliance
with its equal employment opportunity mandates. As a part of this system, the President will
review the University's equal opportunity and affirmative action policy and program at least once
each year, measure progress against the objectives stated in the affirmative action program, and
report findings and conclusions to the Board of Trustees.
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The Inclusion Continuum
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Overview of the Inclusive Excellence Hiring Process
Step 1: Form and Prepare Search Committee
The hiring manager selects the members of the search committee/s and ensures they all
meet the requirements of their roles in the search process.
Step 2: Job Design, Description and Posting
The hiring authorities formulate the job criteria in preparation for posting.
Step 3: Recruitment and Outreach
The search committee ensures the position receives the greatest possible pool of
diversified applicants.
Step 4: Selection
The search committee reviews all applicant’s materials without bias and removes those
that do not meet the minimum qualifications.
Step 5: Interview
The search committee selects the top applicants to interview in multiple stages if
necessary.
Step 6: Reference and Background Checks
The search committee recommends a top applicant for hire and the pre-employment
checks are initiated. Upon completion of all necessary steps, an offer of employment is
officially made.
Step 7: Extend the Offer to Hire
The hiring manager works with Human Resources to extend the offer to the selected
applicant.
Step 8: Debrief and Collect Records
The search committee and hiring manager review the search and retain documentation.
Step 9: Onboarding
Acclimate the new hire to unit culture. Use the On-boarding Checklist for New Hires
.
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Process and Roles Between HR, Hiring Managers, and Leadership
Step 1: FORM AND PREPARE SEARCH COMMITTEE
Responsible
Form the Search Committee Be sure to recruit a group of individuals
with diverse perspectives and experiences.
Review your values – Review the university Strategic Plan and
Inclusive Excellence Plan. If your Unit has mission and vision
statements, re-familiarize yourself with those as well.
Dean/AVP and
Dept.
Chair/Director
Clarify your goals Identify your timeline for posting period, applicant
review, interviews and start date. Be sure to review your diversity plan
to confirm your objectives (see below). Establish a uniform selection
process for all applicants. Document all relevant information and
retain it in the appropriate department file for 3 years, and for 10
years when we have sponsored an international candidate.
Hiring
Manager/Search
Committee
Train the Search Committee Make sure that your committee
members have completed search committee Inclusive Hiring/Implicit
Bias training, and that the search chair has established rules of
operation
Hiring
Manager/Dept.
Chair/Director
Create Your Evaluation Rubric To ensure equal opportunity for all
job-seekers, create a spreadsheet tracking credentials regarding first,
the minimum and second, the preferred qualifications of the position
to assist the search committee members stay focused on evaluating
job related credentials regarding the minimum and preferred
qualifications of the position. Additional resources can be found on
the
Inclusive Excellence Hiring webpage. A specific rubric for
applicants submitting an Inclusive Excellence statement can be found
on Pages 26-27 and sample interview questions in Appendix II.
Search committee to discuss job description – Identify how
minimum and preferred qualifications will be interpreted and/or
considered.
Hiring Manager;
Search Committee
Step 2: JOB DESIGN, DESCRIPTION AND POSTING
Review the Job Description Make any necessary updates. Review
minimum and preferred qualifications.
Write the Advertisement When we write the ad we want to make
sure that it is clear and does not include language that would
encourage qualified applicants to “read themselves out” of the
position and not apply. Search committees should norm around the
Dept.
Chair/Director;
Hiring Manager;
Search Committee;
Human Resources
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job advertisement language and discuss what qualifications are
eligible--encourage the group to think beyond the typical.
Step 3: RECRUITMENT AND OUTREACH
Develop a Recruitment & Outreach Plan Identify any Affirmative
Action and/or Inclusive Excellence goals with HR. Create and
document the outreach plan in TMS.
Post the Advertisement In addition to the standard package of
advertising locations, add locations that target discipline specific
audiences as well as conducting outreach to further diversity goals
Dept.
Chair/Director;
Hiring Manager;
Search Committee;
Human Resources
Ensure the Applicant Pool is Diverse EO/AA will review the diversity
of the applicant pool near the end of the posting period and provide
feedback to the Hiring Manager about any additional
recommendations for outreach or extended posting, if needed
Employee Relations
(EO/AA); Hiring
Manager
Step 4: SELECTION
Review the Applicant Materials Search committee members should
review all the required and optional documents submitted by job-
seekers, and utilizing the Evaluation Rubric, to first assess whether
they meet the minimum qualifications. Second, how closely they
meet the qualifications stated in the job description. At this point in
the process, do not consider any additional information/materials.
Hiring Manager;
Search Committee
Conduct the Screening – After the search committee discusses the
job-seekers and determines who warrants further consideration.
Optional: Phone Interviews: schedule 15-30 minutes phone interviews
to further screen and narrow the pool to a manageable number for
interview.
Hiring Manager;
Search Committee
Create Your Interview Schedule – Consider the various stakeholders
that should be included in the interviews and plan interviews
accordingly—be sure to allow adequate time for breaks and
navigating between meetings, as well as considering technology
needs, room accessibility, and dietary needs if a meal will be shared.
Hiring Manager;
Search Committee
Create Your Interview Questions – Develop questions based on the
job description that all the candidates will be asked. Create a
uniform interview experience for all candidates. Avoid questions that
illicit information about personal factors and stay focused on
professional and university-related considerations. The committee
Hiring Manager;
Search Committee
15
should discuss what “good” or “not great” interview answers would
look like.
Step 5: INTERVIEW
Conduct the Interviews Stick to the core set of questions,
understanding that follow-up questions are appropriate and may vary
depending on the applicants’ responses. Test that technology is
working with the candidate well ahead of the interview time.
Remember they are interviewing us as much as we are interviewing
them. For searches where candidates may relocate, provide them
with materials promoting Muncie and Delaware County. Consider
providing the interview questions beforehand. Be collegial!
Hiring Manager;
Search Committee
Notify Finalist(s) Before Reference Checks Search committees have
the discretion to determine whether to narrow the pool to one finalist
or to conduct reference checks on more than one finalist. Be sure to
notify finalist(s) that they have reached this state of the process and
obtain their consent BEFORE reaching out to their references and
current employer.
Hiring Manager;
Search Committee
Step 6: REFERENCE AND BACKGROUND CHECKS
Conduct the Reference and Background Checks Consider
how/which references will be conducted; best practice is to have at
least 2 people listen in on each reference check contact. Consider
the positive bias likely present in listed references, and control for
personal biases of search committee members. The University’s
background check policy requires we verify the finalist’s employment
for the 7 years prior to date of application and for any experience that
“qualified” them for the position.
Hiring Manager;
Search Committee
Step 7: EXTEND THE OFFER TO HIRE
Select the Finalist The committee should discuss the reference and
employment verification check information and determine who is the
best qualified individual for the position based upon all the evidence.
Make a verbal job offer to the finalist, contingent upon successful
completion of background checks.
Hiring Manager;
Search Committee
Update TMS Before moving the candidate to “recommend for hire”
status in TMS, notify finalist(s) interviewed but not selected that they
Hiring Manager;
Search Committee
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will not be moving on (if TMS is updated first, an auto-generated
email will be sent).
Initiate Background Checks Upon Candidate Consent Once the
final candidate has been selected, a candidate is in "recommend for
hire" status in TMS, HR will initiate the criminal background check, sex
offender registry check, etc. per the University's background check
policy.
Human Resources
Step 8: DEBRIEF AND COLLECT RECORDS
Debrief in Prep for Future Searches, Close out Search At the
conclusion of the search, plan a de-briefing meeting to gather all
materials related to this search and to discuss what lessons were
learned from this search that we should memorialize and/or change
before the next search is conducted.
Hiring Manager;
Dept.
Chair/Director
Step 9: ONBOARDING
Responsible:
Launch an Effective Onboarding Campaign Effective onboarding
begins at the time of an offer and extends through the first year of
employment. Key practices for effective onboarding include: Identify a
key point of contact after the job offer is accepted to provide support
through the first day of work, early acclimation to the unit culture.
Review the job description and position priorities to address how
success will be measured.
Hiring Manager;
Dept.
Chair/Director
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Workflow of the Hiring Process Steps 1-3
1. FORM AND
PREPARE SEARCH
COMMITEE
•Recruit a search
committee and
ensure values are
addressed
•Clarify goals with the
committee and
ensure everyone has
received mandatory
training
2. JOB DESIGN,
DESCRIPTION
AND POSTING
•Search Committee
(including hiring
manager) reviews
and edits job
description.
•Write the
advertisement
3. RECRUITMENT
AND OUTREACH
•Develop recruitment
plan and compile
resources needed for
search.
•Hiring Manager
submits Request to Fill
through TMS (include
desired recruitment
plan)
•Vacancy routes
through proper
approvals in TMS.
•Hiring manager
receives final approval
notice before recruiting
for position.
•Job is posted by HR
and sourced through
recruitment outlets
selected.
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Form and Prepare Search Committee
“Federal contractors are required to base hiring decisions on job-related knowledge, skills, and
abilities. It is best to form diverse instructional staff search committees to reduce biases in the
process.”
– Office of Federal Contract Compliance Programs (OFCCP) U.S. Department of Labor
A search committee is encouraged for every posted position; exclusions to this policy are only
for executive appointments and Dean appointments outlined in the Faculty and Professional
Personnel Handbook.
Timing
A search committee should be formed as soon as possible when a vacancy has been determined
in order to reduce difficulties in finding enough members qualified to serve. If a hiring chair is
unable to find enough members that have met the qualifications outlined above, they should
reach out to the Employee Relations for additional help finding trained members. Search
Committee Training can be provided to entire groups with enough advanced notice. Resources
for search committees should be gathered immediately. This includes the forms provided by
Human Resources, departmental forms, and forms in the Appendix of this manual.
Faculty Searches Timeline
Expected hiring timeline for tenure and tenure-track faculty searches:
• October – December: Vacant positions to be posted
• January: Screening and interviews will occur
• February: Final candidates identified
Responsibilities
Each member is responsible for attracting, evaluating, and recommending the best candidate for
the open position. The specific details outlined in the Search Committee Training will provide
members with a more inclusive definition of their responsibilities. Confidentiality is key when
serving on any search committee or participating in the hiring process in any way. While it may
be permissible to discuss candidates with other members of the committee, those who are not
involved in the search should not be part of the conversation. Applicants should never be
discussed with other applicants, even if they are internal employees. E-mail should not be used
to discuss applicants, only to set up meeting times.
Size and Inclusion
Each committee should include 3-7 members when feasible. At least one member should be
from outside of the department of hire (this can include community members and other people
19
that aren’t employees, as long as they’ve undergone Search Committee Training and are
approved). At least one member should reflect diversity such as a female or person of color. The
hiring manager should strive to include as much diversity on the committee as possible. The
committee should include other members whose specialty is similar to the qualifications listed
for the position and members that work with the position directly. One-on-one interviews are
discouraged, because they cause additional liability for the University. Structuring the committee
in this fashion reduces the likelihood of group think and the chances of discrimination occurring.
Training
To serve on a search committee, all members (including the chair) are to attend the Search
Committee Training provided by the Employee Relations office, prior to serving on a search
committee. Training is to be retaken annually for updates to the laws and best practices. It is
recommended that each employee take the Implicit Bias training to enhance their knowledge on
barriers in hiring.
Search committee members do not need to be set in stone at this stage in the process. If you
are unaware of who will serve on a future committee but want to gather more perspectives on
steps one through three of the hiring process, you may consider utilizing staff and faculty
already trained. Staff and faculty may make recommendations to these areas, even if they are
not serving on the committee. All search committee members will have a shared understanding
of what measurements will be used when evaluating candidates’ qualifications.
Applicant Review - Additional Materials and Demonstrations
Faculty positions recommend including a teaching demonstration, or some form of
demonstration that shows the applicant’s ability to teach in a higher education setting.
Professional positions are encouraged to have an open panel that allows other employees the
opportunity to listen to a brief presentation and ask approved questions of the applicant/s.
These demonstrations are not required. Demonstrations should be held to the same standards
and follow the same policies as interviews. Employees that have undergone the membership
requirements but were unable to sit on a search committee can participate in the demonstration
portion of the interview, Inclusive Excellence statement review, ask approved questions, and
provide feedback to the search committee chair.
Align the Job Description with Qualification Evaluation tool
The hiring chair or lead on the search should begin the process of discussing with the
committee how the qualifications will be measured once candidates are received. The ‘Sample
Qualification Evaluation Template’ located in Appendix I is an example. Committees can also
develop the ‘Qualification Matrix’ in Appendix II to further develop the committees
understanding of how and when each qualification will be measured. These matrixes take time
20
to develop correctly but they can clarify decision making if recusals are needed. One should be
developed at each search (do not reuse) to ensure all elements of each search are captured.
Documentation and Recordkeeping
The hiring chair or lead on the search committee must record details and retain those
documents for 3 years in a recruitment file. Spreadsheets detailing the credentials of applicants
as they relate to the opening’s qualifications are recommended to help easily tell the story of
the hiring process. These types of spreadsheets should be compiled and reviewed when the
committee first meets, so that all members understand how to use it during the hiring process.
Examples of details to record:
• the meeting schedules
• responsibilities of members
• travel arrangements
• types of interviews conducted
• reference checks
• other forms related to the search process
The ‘Sample Credential Evaluation Template’ located in Appendix I is an example. Each member
is responsible for keeping their detailed notes on every applicant they review and interview in
the process.
At the end of the process, those notes will be turned in to the hiring manager/chair with the
committee member’s recommendation. This is a great time for the committee to reconvene and
debrief over what went well during the search process and what could improve. The items
revealed in the debriefing can be leveraged in future searches, so document the thoughts in the
recruitment file clearly. The hiring manager/chair can compile these notes and forms from the
search process, upload them to a pdf file, and send them to their Human Resources Partner for
retention in TMS in addition to the physical recruitment file that must be retained in the
department for 3 years.
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Job Design, Description and Posting
“The job requirements for each open position under a federal contractor must be evaluated to ensure
fairness in hiring. In addition, equal opportunity phrases must be included in all descriptions.” –
OFCCP
Job Description
Prior to posting the position, the search committee should meet to review the job description to
ensure that the verbiage accurately reflects current department needs and to ensure everyone
on the committee understands the job description. Recycling old job descriptions without
review can result in failed searches, wasted time, and an inaccurate job preview. A job
description is used to develop the job advertisement and should include:
• Appointment duration
• Appointment type (Tenured, tenured-track, professional, staff, service, temporary, etc.)
• Promotional paragraph
o Summary statement about the University
o Positive aspects of the community
o Perks of the job
• Description of duties
o Summation of the job
• Responsibilities
o Ranked tasks detailing the job
• Qualifications
o Minimum qualifications
Education should be the very minimum acceptable to prevent creating a
barrier for applicants.
Experience requested should be clearly stated, quantifiable, and
measurable.
o Preferred qualifications
Education can be higher than minimum, but not so high that it
discourages applicants.
Experience requested should be clearly stated, but not overstated as to
discourage applicants that do not feel they measure up.
• Reporting relationship
• Salary or salary range
o Internal Equity: Are there current employees performing the same job in the same
area? If so, the new hire salary should not be higher unless there are measurable
job-related differences.
o External competitiveness: Contact Human Resources for current market data
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• Materials for submission
o Curriculum Vitae or Resume
o Cover Letter
o Unofficial Transcripts (Avoid asking for official transcripts until later in the
process)
• Number of Vacancies (Multiple vacancies should be indicated in the job’s promotional
paragraph)
• EEO/AA statement
• Inclusive Excellence statement
o At Ball State University, inclusiveness is one of the enduring values and informs all
of our work.
• Inclusive Language
EXAMPLE: …which values diversity; …committed to diversity within its
community; …and encourages applications from candidates with diverse
cultural backgrounds)
o Avoid gender coded terms by filtering the job description through
http://gender-
decoder.katmatfield.com/
Minimum Qualifications
Qualifications must be job related and written with consideration of our strategic goals of equity
and inclusion. Clearly defined qualifications will reduce the likelihood of failed searches. Ensure
that each committee member agrees with acceptable evidence of the minimum qualifications
prior to posting the position and strive for clarity in interpretation for any audience group.
EXAMPLE: “Three years of relevant experience” is not a clearly articulated
minimum qualification and could be interpreted in many different ways. The
correct wording could be, “Three years of experience in developing Affirmative
Action plans and maintaining recruitment manuals.”
Articulate which skills, knowledge and abilities are minimally needed to do the job and be aware
of your ability to create a barrier for applicants with too much detail, but also the ability to
include any applicant with too little detail. Limitations in a vacancy must be clearly defined in the
minimum qualifications.
EXAMPLE: Some jobs require the use of tools/machinery that have weight lifting
requirements. Include those requirements only if they are necessary to perform
the job.
Education Equivalency
Consult with your HR Partner to create a proper education equivalency aimed at reducing
barriers to application. An example is below:
Minimum Education:
23
1. Bachelor’s degree from an accredited college of university by date of appointment. Or, in
lieu of Bachelor’s degree:
2. Associate’s degree plus an additional combination of education or experience in IT
equivalent to two years. Or,
3. High school diploma or GED plus an additional combination of education or experience
in IT equivalent to four years.
Open Until Filled
Departments may elect to use Open Until Filled for full time faculty jobs. When selecting this
option, a Consideration Date must be indicated to make candidates aware they must submit all
application materials by this deadline to receive full consideration. Search committees can start
the screening process and conduct interviews immediately but must wait until after the
consideration date passes to initiate the request for final interviews. Applicant materials
submitted after the consideration date should only be reviewed if the search committee
determines the initial pool is insufficient.
Additional Materials
Some searches may require additional materials like an unofficial transcript, writing samples,
philosophy statements, and/or letters of reference. Be aware that these types of materials may
result in less applicants due to creating a barrier for those that struggle with developing
additional materials, or those that do not have their materials readily available. The documents
requested should always align with the qualifications for the position. For positions that typically
receive an overabundance of applications, requesting additional materials may help to reduce
generic applications and provide a higher quality applicant pool. Those positions that are
typically harder to fill should use caution in requiring additional materials, so that the applicant
pools do not decline more than normal.
Internal Searches
In some situations, search committees may determine that there are likely a number of existing
employees who would qualify for the opportunity and request that the search be limited to only
internal candidates. A ‘Request for an Internal Search’ can be requested from the Employee
Relations department who will review affirmative action goals and strategic plan initiatives to
determine the appropriateness of the request. Upon approval, an internal search may be
conducted with the same equitable standards set forth for external positions in this manual.
Job Design and Description Approval
Once the job description has been developed, it must be sent through the TMS system for
approvals. The position will be posted to the desired sources once approved by all levels
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required. Approval levels include the department head, Human Resources, Budget, EEO, the
designated AVP, the VP, and the President. The hiring manager initiating the process should
follow up with others in the approval queue to ensure timeliness and reduce the likelihood of a
job getting improperly routed.
Recruitment and Outreach
“Federal contractors must use techniques to improve recruitment and increase the flow of minority
and female applicants. They should also recruit from a variety of recruitment sources and create
mentoring partnerships within and outside of the organization.” – OFCCP
To support our Affirmative Action Plan and the goals of the University, each position needs to
be evaluated to ensure the right recruitment sources are used to achieve a diverse applicant
pool. Our success depends on our efforts to learn the specific job goals and the recruitment
outlets available to deliver qualified applicants of diverse environments. Your HR Partner will
inform you if there is an Affirmative Action goal associated with the position. Build the
recruitment plan with our mission and strategic goals in mind. Determining if the position’s
outreach community is at the local, national, or international level is an integral and crucial
aspect of such efforts. Our recruitment outreach efforts should continue to include historically
underrepresented populations and these sources should be documented in the recruitment file.
It is recommended that during the interview process, candidates selected are questioned about
the source or sources where they learned about the open position to inform and improve where
future related openings are posted.
The Human Resources Department measures the effectiveness of each recruitment outlet and
monitors external accounts related to recruitment. Beyond the standard advertising package,
additional sources can be requested depending on budgetary restrictions to develop and attract
a diverse and qualified pool of applicants. For guidance on recruitment sources and different
availability, contact Human Resources.
It is important to remember that TMS records data on which source the applicant found the
position, so this can be tracked over time. Asking applicants where they found the position
during the phone interview stage can also help track this information accurately. It’s possible for
a candidate to have heard about a job from multiple sources, so record them all in your
documentation.
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Department or Units Inclusive Excellence Plan for Hiring
Inclusive Excellence Goal 1: Achieve a more diverse and culturally representative
undergraduate and graduate student body, faculty, and staff. Our goal is to have a
campus that is accessible and equitable and that is representative of the rich diversity in
our communities.
1.
To create a more diverse staff and faculty:
Performance Indicators
1.
Increase much-needed specialists in these content areas
2.
Increase advertising faculty positions in venues likely to attract the attention of diverse
applicants.
3.
Identify comparable diverse publications in which to advertise any staff positions as they
become available;
4.
Increase consultation with campus units with diversity expertise;
5
Increase the number of potential diverse job candidates by identifying other likely diverse
candidates through networking.
2.
Create a positive candidate experience. Help the candidates feel welcome and
supported during telephone, online, and campus interviews, within the legal
constraints on what may be asked and brought up during interviewing by:
Performance Indicators
1.
Develop list of community members for networking as desired by candidates;
2.
Develop list of relevant resources in the community;
3.
Develop list of local real estate market for candidate review.
Recruitment Plan in TMS
Our Ball State strategic priority is to achieve a more diverse and culturally representative faculty
and staff that are reflective of the rich diversity in our communities. We recognize diversity and
inclusive excellence as an integral endeavor to building a vibrant culture and workplace.
To increase recruitment strategies that attract underrepresented and diverse groups, all searches
will need a recruitment plan. View the Recruitment Plan Guide
from Ball State’s Office of
Inclusive Excellence.
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An effective recruitment plan includes:
• Advertising: utilizing high yielding advertising/posting sites
• Active outreach efforts: networking, professional, and/or academic associations,
etc.
Advertising Resources
University Human Resource Services has negotiated advertising packages with a number of high
yielding sites, where your ads will automatically be placed. You have the option to request
additional placements. Due to the recruitment area for Service positions, the standard
advertising packages may not reach the desired audience; check with your HR Partner to
determine the best method for advertising.
Negotiated Standard Advertisement Package
Standard Package
Additional advertisers for Faculty and Professional
• AcademicWomen.com
• Chronicle of Higher Education (60-day online posting)
• Circa
• Higher Education Recruitment Consortium (HERC)
•
DiverseEducation.com
•
Hispanic Association of Colleges & Universities (HACU.net)
• DiversityWork.com
• HigherEdJobs.com
•
Indeed.com
• UniversityJobs.com
Active Outreach Efforts
In addition to the standard advertising package, target discipline (faculty, professional) or
location specific (staff, service) audiences. These efforts are integral to successful recruitment
efforts, so record these actions on your recruitment plan.
Some ideas for active outreach are:
• Sending the job announcement to professional networks and degree granting
institutions
• Sharing and monitoring on professional and social media, e.g., LinkedIn or Twitter
• Posting in public spaces or with local businesses
As you develop the recruitment plan, please review your area’s Inclusive Excellence plan and
Affirmative Action goals, if any.
Document your recruitment plans below to record your Hiring Team’s outreach and advertising
efforts.
Talent Acquisition
The Assistant Director of Talent Acquisition can partner with hiring managers, department
heads, and academic leaders, to identify talent needs, create job descriptions, and source
qualified candidates. Hiring departments can reach out regarding sourcing support if a position
is hard to fill and has failed at least once. Hiring manager are definitely encouraged to reach out
27
if there were finalists who were not selected to interview, however, their skills may fit other
positions.
Recruitment & Outreach
Each search committee member is responsible for proactively recruiting in ways that align with
the University’s goals. This may include social media links, telling others about vacancies
through word-of-mouth, or sharing flyers. Social media best practices are included in the ‘Ball
State Services Social Media Best Practices’ form in Appendix III. This is our opportunity to reach
out and spread the word about the search to those who may not be actively looking for a new
job and therefore are not seeing our advertisements on job boards, so think creatively where we
might source candidates. What if we emailed department chairs at schools graduating the
talent we are seeking and asked them to share with their recent graduates? Can we put up
flyers at AutoZone’s free bulletin board when we are hiring Automotive Mechanics? What if you
emailed your network and asked them to forward the invitation on to anyone they can? To
ensure consistent messaging, the search committee chair should help the committee develop a
standard message. Sample invitation email templates are available in Appendix IV. All members
asked to serve on a search committee should communicate their efforts to recruit with the hiring
manager for documentation. Be sure to include important information in communications with
applicants to ensure they do not miss any deadlines.
Double Check the Posting
As a search committee member, help the University by checking that the job description created
is the correct job description posted to the website. In addition, regularly check to ensure the
job is posted through the recruitment outlets requested. If you find any differences, inform your
hiring manager who will then work with the HR Partner to correct any errors.
How to Apply
All interested individuals should be directed to our website to apply for any vacancy.
Application materials should not be accepted anywhere other than through our TMS system,
and only those applications in the TMS system will be considered for employment. Individuals
needing assistance completing an application may come to the Human Resources Office during
open hours.
Avoid Favoritism
Word-of-Mouth recruiting is often perceived as akin to favoritism; however, it is one of the most
successful approaches to building an applicant pool. Nepotism is never acceptable at Ball State.
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The Anti-Nepotism Policy and Procedures found in every employee handbook and on the
Employee Relations’ website gives further details on this subject. At the University, search
committee members must be sure to recuse themselves from a search committee the moment
they suspect they could favor one applicant over the others for any personal reason. Upon
recusal, the hiring manager may be made aware of the relationship and the willingness to serve
as a reference for the applicant at the reference stage in the hiring process. If you suspect
favoritism is happening on a search committee or in the hiring process, please contact the hiring
chair, or someone in the Employee Relations department immediately. If a recusal puts a search
committee under the minimum size guidelines, contact Employee Relations for alternatives.
Internal candidates
Our goal is to create a hiring process where all candidates have an equal opportunity to be
considered, and we do that by creating as similar of a review process for each candidate as we
can. However, there are times when we may want to handle the timing of communication with
external and internal candidates in slightly different ways. For example, when one of our internal
peers is in an applicant pool, you may not be ready to inform others in the applicant pool that
they are not moving forward to the on-campus interview phase, but you may wish to inform our
internal peer directly just before the campus announcement is made about who is moving
forward. It can feel like a professional slight to have applied for a position, been phone
interviewed or maybe not heard from the search committee at all, and then learn from the
public announcement. To prevent a slight of a colleague, the hiring manager or a member of the
search committee may reach out to share that person is no longer being considered.
The search committee should also be sure not to bring information into search committee
deliberations about “known” candidates before similar information is gathered on other
candidates in the pool (likely at the reference checking stage). The information the search
committee considers at the initial screening of the pool should be the materials requested of all
job-seekers, nothing more and nothing less.
As a general rule, avoid giving "courtesy interviews" if the person is not qualified for the
position. Similarly, if the person is qualified, they should receive fair and equal
consideration. When the internal candidate is already working in the department, it can be
awkward to be chatting with them in the hallway or sharing office space, and then encounter
each other at the interview table. Decisions should be made early on about how open forums
and conversations with graduate students or team members might be handled, including in
situations when the internal candidate is not invited to a campus visit, but might be involved
because of their current role on campus. Please remember to be collegial with our peers, but do
not share confidential information from the search committee/process or otherwise discuss the
search with the job-seeker outside of the hiring process.
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Removing Postings
If you post a flyer in the community, do your best to remove it once the post is no longer
accepting applications. When flyers are posted in the community, remove them when you notice
they are no longer actively accepting applications so we can help our University share relevant
information. The Employee Relations department and Human Resources department work
together to create and track these flyers, so send these flyers to one of the departments for
processing electronically or through the internal mail system. The position’s closing date should
always be posted on the flyer, so do not remove them if they are still active! If you share a link
on social media, you can delete those as well, or add an end date where available, when the
position closes to avoid confusion for job seekers.
Documentation
The ‘Recruitment File Checklist’ in Appendix V can help keep you on track throughout the hiring
process. Following this checklist will ensure you are not missing any critical steps in the process
and are keeping the right information along the way. Document all relevant information and
retain it in the appropriate department file for 3 years, and for 10 years when we have
sponsored an international candidate.
Recommended Applicant Pool Size
For one vacancy, 20 to 30 applications is the recommended applicant pool size. This is so that
the committee has less of an undertaking when reviewing applications and in order to give
every candidate a fair chance to receive a thorough review. To help achieve a pool of this size:
• Review past job searches for similar roles and see if there was an overwhelming number
of applicants from any specific source.
• The timeframe that the posting is available could determine how many applicants the
pool receives.
o If too many applicants are present, the minimum timeframe could be the issue,
discuss the option of a shortened posting period with Employee Relations.
o If too few applicants are present, the post can be extended to collect more
applications.
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Workflow of Hiring Process Steps 4-6
4. SELECTION
•Some positions allow committees to begin phone
screens before the position closes. Check with your
HR Partner.
•Near the end of the posting period, the hiring
manager will receive applicant pool
recommendations from Employee Relations
department.
•If the applicant pool is not diverse enough, the
committee may extend the post and review
additional sourcing options.
•If the applicant pool is acceptable, the search
committee can begin reviewing the applicant pool.
*Some positions may have already started this
process.
•The search committee should meet to select
candidates to interview and interview scheduling.
5. INTERVIEW
•The phone interviews can begin if selected. Phone
interviews are recommended but not required.
•Search Committee moves top 2-3 candidates
forward for On Campus or Web-based interviews.
•Hiring manager submits a Request to Interview
through TMS. DO NOT begin interviews until final
approval is received in TMS.
•Search Committee interviews candidates On
Campus or via web-based platform.
•Search Committee moves forward those
candidates selected for further interviews or
reference checks. Further interviews do not need
approval in TMS.
6. REFERENCE
AND
BACKGROUND
CHECKS
•Search committee/hiring
manager conducts reference
checks on final candidates
and shares information with
the full Search Committee.
•Hiring manager conducts
employment verification of 7
years in accordance with our
Background Check policy.
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Selection
“Federal contractors must ensure the selection process is free from bias through review of job
applications and other pre-employment forms; evaluation of selection methods that have an adverse
impact; and training in EEO for management and staff.” – OFCCP
Acknowledgement of Application
An email is automatically sent from TMS when an applicant applies. This communication is
broad and lacks the personal touch most candidates prefer in the hiring process. Therefore,
search committees can send additional email communication to all applicants once the
screening process begins. Check with Human Resources to see what emails are already sent to
applicants for the job you are working on. Ensure emails are sent on an individual basis, do not
copy multiple candidates on one email. If emailing candidates individually is not feasible, then in
Outlook, blind-copy each individual if one message will be sent to all, to ensure candidate
confidentiality is maintained. Then, review the email templates in Appendix VI and email all
candidates additional communication for the appropriate stage if desired. This is not a required
step in the process, but it is a best practice in recruiting. Think of the applicant pool as
customers who are having an experience with Ball State. Ultimately, one candidate gets the job
and the other job seekers had an experience. Will they reapply to other opportunities? What
will they tell their friends about applying for jobs at BSU?
Initial Screening
The search committee should go through all applicants, review the credentials, and remove
those that do not meet the minimum qualifications for experience, education, or another
circumstance outlined in the disposition code list. This can be done by every individual before
the first review meeting or all members can go through all applicants together during a
meeting. All members should review all applicants in the pool. The ‘Sample Credential Evaluation
Template’ in Appendix I or a similar spreadsheet can provide guidance on the best method
available to review applicant credentials resulting in the selection of the most qualified
candidates and the clear distinction of the unqualified candidates. This exact spreadsheet does
not need to be used, but similar documentation showing the process the search committees
used to reach the selected applicants at each stage of the process must be retained within every
department. Document all relevant information and retain it in the appropriate department file
for 3 years, and for 10 years when we have sponsored an international candidate.
32
Disposition Codes
Each employment classification has a unique coding system for defining the reason that a
candidate is rejected from consideration or removes themselves throughout the hiring process.
Search committee members can locate the disposition code list for every employment type in
Appendix VII. These codes are discussed in-depth during Search Committee Training, which
each search committee member is required to complete before participating in interviews.
Disposition codes are important because they are used to inform our affirmative action reports,
determine the usefulness of recruiting methods, and evaluate position descriptions. It is
imperative to code all applicants correctly to maintain correct documentation of the hiring
process. This step should be where we tell the story of why candidates were not selected, so
make sure the right story is told. Screen out applicants using the initial review disposition codes
during this phase in the process. It is rare that all applicants removed will have the same
disposition code, just like it is rare that applicants would all have the same story. It is important
to use the best code for each individual applicant and have documentation in the file showing
how the committee reached that decision. HR Partners and the Affirmative Action/ER Specialist
can help determine the right codes to use when questions arise.
Questioning During Initial Screening
During the initial screening process, no questions should be asked of the applicants. This step of
the screening process should only consider the information required and submitted through
TMS. Questions that may arise when reviewing that information should be considered for use
during the interview process. Please make sure to review the rules in developing interview
questions in the following section before beginning that process; these rules can be found in
Appendix VIII: Interview Question Do’s and Don’ts.
Evaluating Candidates for Interviews
The applicants remaining in the pool after screening out those that do not meet the minimum
qualifications are to be evaluated to determine who is best qualified and will receive an
interview. The ‘Sample Credential Evaluation Template’ is a way to easily track via spreadsheet
the requirements for the position and the credentials that each applicant possesses as they
relate. It is up to the committee to decide who among those remaining will receive an initial
interview, and how the initial interview will be conducted. All members of the search committee
should review each applicant and evaluate their credentials using the agreed upon criteria.
Resist impulses to label one applicant as “best” or rank the applicants, because this makes it
difficult for all applicants to be given equal consideration. Instead, use the spreadsheet and base
decisions from the criteria and qualifications of the job description to compare each applicant to
the job description and not to each other or the previous incumbent.
33
Biases
Avoid unfounded assumptions or biases about any particular group of individuals. Let
applicants decide for themselves if the position is a right fit for them and do not make
stereotypical assumptions based off an applicant’s demographics. Implicit bias training is
offered by the University and is recommended for every search committee member to complete
prior to serving on a search committee. For additional training in biases, visit the Office of
Inclusive Excellence’s website or contact Human Resources
for additional courses offered.
34
Interview
“All questions asked during the interview process must relate only to the job the applicant is seeking.
Employers must be aware of what questions their hiring committees are asking during the process
and ensure the questions could not give rise to disparate treatment or disparate impact lawsuits.”
– A
aron Werner, Partner, HMB Legal Counsel
Basic Guidelines for Conducting Equitable Interviews
•
Prior to the interview, agree upon a
structure to the interviews, e.g. the order
of questions, who will ask questions
•
Eliminate interruptions
•
Give adequate notice to candidates to
prepare for interviews
•
Ensure the environment is comfortable
and non-threatening
•
Greet the applicant, be professional, and
establish rapport
•
State the purpose of the interview and
gather appropriate information during
the interview
•
Explain the format of your interview and
the process
•
Share relevant background information
about the job
•
Make the candidate comfortable and ask
questions in a way that builds the
applicant’s self-esteem
•
Take relevant notes and record answers
to questions asked (when applicants
discuss personal information, do not
address it)
• Be prepared to answer resourceful
questions of the University for the
applicants
• Represent the University respectfully and
with civility
•
Allow candidates to ask questions about
the position, the University, and the
community
•
Equitable treatment is imperative during
the hiring process
Emailing the Candidate
Before interviews begin, some search committees may elect to email the candidates selected for
interview to ensure they are aware of the salary, benefits, and/or other critical components of
the position. Ensure emails are sent on an individual basis, do not copy multiple candidates on
one email. No prior permission is needed to email candidates. Informational email templates are
available in Appendix IX.
35
Responding to unsolicited candidate emails
To ensure fairness and equity, materials sent outside of the Applicant Tracking System (TMS)
cannot be accepted. If a candidate shares additional materials, return the materials. An email
template is available in Appendix X for responding to unsolicited application materials. The
initial review is limited to just those materials requested at the time of application through the
applicant tracking system. Of course, search committees may request additional information
later in the search process; however, that information will be asked of all candidates still under
consideration.
Initial Interview
Phone Interviews: Once the search committee has identified candidates they want to consider
further, a short phone interview of approximately 15 minutes and about 5 questions can help
ensure the candidate and the University are both interested in spending more time together in a
longer interview. Phone interviews typically consist of 3-8 candidates and may be conducted
without obtaining prior approval through TMS. It is never too early in the search process to ask
the candidates a question about how they would contribute to the diversity and inclusion
culture we are fostering on campus. Examples of questions to use in a phone interview are in the
Interview Questionnaire Guide in Appendix XI.
On Campus or Web-Based interviews: If phone interviews are not desired, On Campus or
Web-Based interviews can be the initial interview. On Campus or Web-Based interviews must
be requested and approved through the TMS system before interviews can be scheduled.
ADA regulations apply to interview applicants, so ensure we’re doing our best to provide
accommodations when needed. For most on-campus interviews, pools are narrowed to 2-3
candidates to efficiently use applicant travel reimbursement funds and committee time. Search
committees are advised to interview with this in mind, but exceptions can be made based on the
number of qualified applicants in the pool and the number of vacancies available. Applicants
should be sent an ‘Interview Memo’ that details when the interview is, the location of the
interview, who is on the interview committee, and how/where to park and navigate campus. A
sample ‘Interview Memo’ can be found in Appendix XII.
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Closing the Interview
Ensure all questions have been asked and answered of the applicant, and that the applicant has
had the opportunity to ask questions of the committee. Inform them that once the interviews
conclude, the committee will proceed to the next step in the process and the applicant will be
contacted and informed of their status at that time. The applicant can be reminded of the
contact information if they have any questions that arise after the interview and the expected
timeline for filling the position. Applicants can be led to the original meeting place when the
interview began (if different from where the interview/s end) and ensure they are aware of
where they’re going to exit and locate the parking lot before you leave them. If none of the
applicants selected for the initial interview are desired for the position after interviews conclude,
the search committee can go back to the pool of candidates and select alternative candidates to
Request to Interview in TMS. If no other viable candidates remain in the pool, consult with HR
about the next steps.
Second Interview
The second interview conducted should consist of an applicant pool that has been narrowed
from the initial interview. On Campus or Web-Based interviews must be requested and
approved through the TMS system before interviews can be scheduled, but only once. If
the initial interview was On Campus or Web-Based, the second interview does not have to be
approved again in the TMS system. Phone interviews should not be conducted at this stage
unless no other option is available. (Web-Based interviews are very common, but some
candidates may not have access to this technology. To avoid creating a barrier for applicants, a
phone interview can be conducted for those with limited technology access.) Be consistent and
ensure all applicants go through the same process.
Recording Interviews
In times of uncertainty, there may be occasions where interviews need to be recorded so that
decision makers can view the interview after it occurs. Recording interviews (phone, on campus,
or web-based) should not be a normal practice, and should be reserved for special situations.
Legal requirements provide that storing personally identifiable information extends to IP
addresses and video footage, including recording an applicant’s interview. This information is
confidential, and must be stored the same way other personnel confidential information is
stored within the department. This information must be retained for 3 years along with other
hiring information. Access to the video or audio taped material should be only made available to
the committee members selected for the interview in question. These tapes should be viewed in
a location where those not permitted to view the material cannot hear or see them. For more
information, please see Appendix XIII Preparing to Record an Interview; please reference
Appendix XIV for an informed consent form for the applicant to be recorded.
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Request Interview Approval in TMS
When applicants have been selected for On Campus or Web-Based interviews, the hiring
manager or designee must make this request in the TMS system. All applicants being considered
for On Campus or Web-Based interviews should be requested in TMS at the same time. HR
checks the process at this time to ensure our bases are covered, so it is important for us to know
where you are with all applicants before interview approvals can begin. Do not send through
each request as they are phone screened/interviewed, instead wait until all of the initial
screenings and initial interviews are concluded before requesting to interview. Applicants that
are qualified, not selected for further interviews, but still potential applicants if others withdraw,
can remain in alternative status. If the first group of selected candidates for interviews are not
selected for further consideration, alternative candidates can be sent through TMS one at a time
for interview approvals.
Alternative Applicants
At this stage, all applicants that are not being interviewed but are qualified may be considered
as alternative applicants. They meet the minimum qualifications, but are not the preferred
applicants in the pool. If all the preferred applicants in the pool withdraw, keeping these
applicants in active status shows that we have no reason to fail the search or research new
avenues until we consider those remaining in the pool that meet the minimum qualifications.
The ‘Sample Credential Evaluation Template’ will help keep track of which applicant is next in
line for consideration based upon their qualifications and the initial search committee’s
screening, if someone withdraws or is no longer in consideration for another reason. Once the
initial request for interviews has been made on the original applicant group, alternative
applicants can be requested for interviews one at a time as needed. The hiring chair is
responsible for coordinating the process until a final applicant is selected for an offer.
Acceptable Questions
All applicants must be asked the same questions. Search committees are welcome to send their
questions to their HR Partner or the Affirmative Action Specialist for review prior to the start of
interviews. A list of approved questions is available in the ‘Interview Questionnaire Guide’ in
Appendix X. Search committee members should take notes of the responses to the questions
asked, but should not record information that is not relevant to the question asked.
EXAMPLE: If an applicant is asked about their 5-year plan and they respond with
information about their child or spouse, do not write down the information about
their child or spouse, only the information that relates to the job. If they do not
answer with information related to their employment plan, restate the question
emphasizing the term ‘employment’ to help guide the applicant towards the
information you’re looking for. DO NOT ask follow up questions on personal
38
information or comment on prohibited information that an applicant may
disclose.
Try to form your questions with enough details that personal information is not freely given, but
sometimes applicants will discuss this information despite attempts to not address it.
EXAMPLE: Instead of “Tell us about your 5-year plan.” Ask the applicant to “Tell us
about your employment goals in the next 5 years.”
Prohibited Questions
A ‘Interview Questions Do’s and Don’ts’ in Appendix VIII provides questions that are allowed and
prohibited in the hiring process. Refer back to this guide when developing questions to ask
during the process. Contact Employee Relations or Human Resources for any questions or
concerns on this topic.
Disposition Codes
Whenever your search committee refines the candidate pool, remember to enter disposition
codes in TMS to define the reason for removing candidates from your applicant pool.
Remember, this is a critical piece of information in the University’s search process. Each
employment classification has a unique coding system for dispositions throughout the hiring
process. The disposition code list for each employment classification is located in Appendix VII
and also provided during Search Committee Training.
Additional Interviews
More than two interviews can be conducted when appropriate, but the level of job should
reflect the intensity of the interviews given. Multiple interviews can delay the hiring process,
cause frustration for applicants, and become a financial burden for the University. On the other
hand, multiple interviews can provide more insight and assessment of who is best qualified,
which can add value to decision making process. Be mindful of the benefits and disadvantages
of multiple interviews and use them only when necessary.
Campus Visits
Faculty and professional positions often allow the opportunity for nonlocal applicants to travel
to campus for multiple reasons. The applicant gets the chance to be interviewed face-to-face
and they can evaluate the campus and community for personal planning. Applicants should be
provided an itinerary for campus visits in advance. The applicant will pay for the travel expenses
up front, and we will reimburse reasonable expenses afterwards. All potential face-to-face
39
interviews should be planned for one trip, so that applicants are not required to travel more
than once and for budgetary reasons.
Try not to occupy more than 8 hours out of the day for interviews, and provide the applicant
with break periods as often as possible. Meals should be provided, but it is not required to dine
with the applicant if they prefer to dine alone. Giving applicants time to think and unwind in
between interviews is important. Some applicants may prefer to dine with the committee, and
that is acceptable as well. This social interaction is important and provides the applicant with a
good opportunity to determine if they are a good fit for the University. Search committees and
hiring chairs must remember that when personal conversations arise during meals, or when
traveling, that this information is not to be considered when analyzing who to extend an offer
too. Incidental conversations that include these topics are permissible, and faculty must be able
to address an applicant’s questions about the school system, spousal employment (dual-career
hires), benefits, and other personal issues that arise when relocating or accepting a new job.
Demonstrations and Presentations
The University encourages all faculty positions to require a teaching demonstration as part of
the campus visit. Professional positions are also encouraged to require applicants to give a brief
presentation showcasing their speaking skills when appropriate for the position. This
requirement must be administered consistently with all applicants selected for this step and all
applicants selected must be given adequate notification to properly prepare. These can be
conducted through a web-based platform when on campus interviews are not permissible.
Information Packets
Information packets can be constructed and given to all applicants brought to campus for
interviews. These packets can include a copy of or link to the University’s employee handbook
(based on the classification of the position), departmental brochures, a campus map, benefit
information, dual-career brochures, cultural center brochures, and any other information that
the search chair finds helpful for applicants.
40
Reference and Background Checks
Once interviews have concluded, the search committee may move on to reference checking of
several finalists or the top finalist. Remember that references provided by applicants to speak to
their performance will likely be positively biased towards the applicant. Listen carefully for any
red flags raised or hesitations to respond, and dig deeper.
Before beginning reference checks, alert the finalist(s) that they have reached the reference
checking stage and will be reaching out to their references. If you intend to speak to other
individuals, like their current supervisor, who may not be listed as references, make sure
finalist(s) know that before you do so. Be careful not to “out” an applicant at their current
institution without allowing them an opportunity to know and/or alert their supervisor of the
impending contact. Conversely, candidates may have additional information to share about
their situation and what you may hear.
At this time, personal internal references can be contacted, and social media and internet
searches can be utilized to research the final applicants in consideration. In addition to checking
references, the final applicant must have seven years of employment verified and completed in
accordance with the Background Checks for Employment policy
found on the Human Resources
website. Questions regarding the Background Checks for Employment policy can be directed to
the Human Resources office.
Search committees should determine how references and/or employment will be checked and
structure these to limit biases interfering. Ideally, at least 2 individuals should listen in on phone
reference/employment checks. Don’t allow one search committee member to do all
reference/employment checks on one candidate. The search committee should agree what
places are going to be referenced checked, so that we gather consistent information on each
finalist. For example, don’t check “Rate My Professor” or “Facebook” on some finalists, but not
all, and discuss in advance whether or not that information reliably relates to the position at
hand and whether it will be considered at all.
FAQs on Background and Reference Checks
Q: Is verifying 7 years of employment the same as a reference check?
A: It can be, but not necessarily. Verifying 7 years of work history is not asking about
performance necessarily, but a verification of job titles and dates of employment. Whereas,
reference checks are questions regarding performance, remember since specific references are
provided by the applicant, they are likely to be personally biased in favor of the candidate.
Checking references can be completed simultaneously with employment verification.
41
Q: If an applicant is self-employed, how do you verify employment?
A: Check their online presence or ask the applicant to help verify their self-employment.
Q: If an applicant has no employment history, how do we check the 7-year period?
A: You do not need to check employment history where none exists.
Q: Do employment checks happen before the University’s background checks?
A: Yes, our background checks are done at separate times. Verification of seven years
employment history is done after interviews if the applicant is selected to move forward.
Criminal background checks, among other pre-employment checks, begin after the applicant
has been selected for the recommended for hire stage.
42
Workflow of the Hiring Process Steps 7-9
7. EXTEND
THE OFFER
•Search Committee selects final candidate
for offer.
•Hiring Manager makes verbal offer.
*Ensure candidate knows offer is
contingent upon pre-employment checks
and final approvals.
•Upon acceptance, approvals of the offer
begin in TMS. *If the candidate does not
accept, seek out guidance in the
recruitment manual on next steps.
•HR conducts pre-employment checks
•Once all approvals have been received,
official offer letter and/or contract sent to
candidate for final signatures.
•All remaining candidates can be
dispositioned appropriately at this time.
•HR indicates in TMS that the posting has
been filled.
8. DEBRIEF
AND
COLLECT
RECORDS
•Hiring Manager retains
documentation of search
for 3 years (10 if
international hire) in
departmental location.
•Offer letter/contract
retained with signatures
and departments
notified.
9. LAUNCH AN
EFFECTIVE
ONBOARDING
•New employees must
complete hiring forms
via the online Onboard
system (initiated by HR)
before any duties are
performed.
43
Extend the Offer to Hire
“Although salary is a major enticement or deterrent, the conversation regarding the compensation
packages should include other incentives the institution is willing to provide.” – Association of
American Colleges and Universities
The Offer Package
To discuss the offer package, the hiring manager should be aware of the benefits provided by
the University, the compensation ranges, the office space, working hours, dual-career hiring
needs, and/or any other academic personnel issue that may arise. Knowing information
regarding relocation and moving expenses in the area when applicable is appropriate and
helpful in reducing complications for new employees. There is a
cost-of-living calculator on HR’s
website that can be helpful in highlighting the region’s affordability. During communications, it
is imperative that applicants are aware that no commitments are finalized until the President of
the University gives written approval in an offer letter.
For candidates relocating to the area, remember to promote living in Muncie and Delaware
County. The University has developed a Live Near Your Work website
, that provides pertinent
information about the community, entertainment, the school system, and relocation services.
Verbal Contingent Offers Prior to Background Checks
Faculty and Professional: Department extends a verbal offer contingent upon the results of the
background check. HR initiates the background check by sending the applicant a link to the
background consent.
Staff and Service: HR initiates the background check by sending the applicant a link to the
background consent. HR then extends an offer once background is complete.
Salary Equity
The salary/hourly rate should have been determined during the job development phase of the
recruitment process. The salary offer should not surpass the equitable range agreed up during
the development stage. Salaries should be in-line with current employees of similar rank and
experience in similar positions. It is the duty of every department to make efforts to understand
salary equity and ensure their area/s are operating fairly. Human Resources will also advise on
questions on salary equity and to ensure the correct salary/hourly rate is being considered.
44
Notifying Unsuccessful Candidates
Since some offers are rejected, it is important to keep all interested and qualified applicants in
the pool. Unsuccessful candidates should be notified only after an offer has been accepted, to
reduce the chance of losing alternative applicants. Hiring managers are responsible for
contacting applicants to inform them of their status. The tone of a rejection letter should always
be respectful and encourage applicants to reapply to positions applicants feel they qualify for,
and do not make any promises about continuing to consider them or keeping their resume ‘on
file’. Once someone is dispositioned as “Recommend for Hire”, TMS will send auto-generated
rejection messages, so if the search committee wants to send a message ahead of that, be
prepared to send the emails ahead of submitting disposition codes. A sample rejection email
can be found in Appendix XV.
TMS
TMS must be updated to reflect the offer being made. Once the candidate accepts the official
offer letter, the remaining applicants must be dispositioned based upon the specific reasoning
for each individual. Remember that you are telling the story of why the applicant was not
selected for the position with these codes, so make sure they are correct. For any uncertainty
during this process, reach out to the HR Partner assigned to the position.
The Offer Letter
Faculty and Professional offer letters are created in HR and approved by the Provost and
President, and then emailed to the candidate.
Staff and Service offer letters are created in HR and emailed to the candidate.
Rejected Offer
When an offer is rejected, the search committee can go back to alternative applicants
interviewed, re-evaluate, and select another applicant for the offer. This applicant must have
gone through the same process as the other applicant that rejected the offer. This includes all
interviews leading up to the pre-employment checks, the pre-employment checks themselves,
and official requests in the TMS system. If there is no interest in any of the other applicants, the
search must be failed and a new search can begin. Contact Human Resources for more
information on this topic.
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Failed Search
If a search committee is unable to achieve an accepted offer, the search results in a failed search.
The job design, posting, recruitment plan and outreach should be re-evaluated at this time to
identify improvements needed. Why did applicants not accept the offer, or were there enough
qualified applicants to begin with? Ensure there are no barriers to entry or other issues
preventing applicants from applying or being considered. Search committees should also
consider new recruitment outlets and not utilize sources that yielded unfavorable results.
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Debrief and Collect Records
Debrief with the entire search committee to discuss what went right and potentially could have
went better during the search. What lessons did you learn that should be memorialized and/or
changed before the next search is conducted? Share any relevant knowledge with others in the
department and HR if it could help others conduct a more inclusive search.
Ensure your documentation tells the correct story of your process so that an outsider with no
recollection of your process could see how the search went without your verbal guidance.
Document all relevant information and retain it in the appropriate department file for 3 years,
and for 10 years when we have sponsored an international candidate.
The search chair will collect these documents at the conclusion of the search process, and the
file will be held in the departmental system created for hiring. These documents must be easily
accessible if Employee Relations asks for them in the event of an audit. Keep this in mind when
designing your system and reach out to Employee Relations with any questions on documenting
the process and/or retaining the documentation.
Onboarding
An exclusive guide to the onboarding process at Ball State University can be located here. This
web page gives everything a new hire may want or need to know about life in our vibrant
community. Information given begins before the hire up to the first year of employment.
When an employee accepts a position, the next step is to set them up in our Onboard system.
Onboard is for new employees and is a user-friendly feature of TMS (our HR online portal) that
will allow new employees to conveniently access, complete, and submit forms as well as upload
documents electronically. This feature is used for Staff, Service, Professional, and Faculty
employees. New employees will receive an email to their personal email account containing
instructions and a link to direct them to the Onboard site.
The ‘New Employee Onboarding Checklist’ can be found in Appendix XVI.
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Additional Options
“By failing to prepare, you are preparing to fail (Ben Franklin). You should encourage your hiring
team to ask each candidate the same set of questions and use consistent evaluation methods.
Companies are required to provide evidence through documentation that they follow these practices
when prompted by litigation.” – Kelly Smith-Haley, Fox, Swibel, Levin & Carroll, LLP
Waivers and Exceptions
Occasionally situations arise where a hiring manager believes the normal search processes
should not be utilized, and they wish to Request a Waiver of the Search Process as an exception
due to special circumstances. Departments considering this request should start by contacting
Employee Relations to discuss their situation before initiating the Request for a Waiver form.
The waiver form must be initiated and routed through proper departments for approval and
uploaded to TMS once approved. Under no circumstances should an offer be made or a search
begin before a waiver and a request to fill receives final approval in TMS. Contact Employee
Relations for further guidance on this topic.
Search Firms and Temporary Agencies
Consulting with a search firm or temporary agency (vendors) must be established in Human
Resources. When working with a vendor, everyone involved must understand Ball State’s search
process. Vendors are not exempt from following the University’s regular search processes and
must work with Human Resources to ensure the appropriate procedures and record-keeping.
The position description must be routed and approved in TMS prior to the search and must
include the EEO statement. If it is determined not to utilize TMS to collect applicant information,
the search firm will need to work with Employee Relations to ensure voluntary self-identification
forms are sent to all applicants. Documentation of all applicants must be requested of the
search firm and retained for 3 years by the department. The Affirmative Action/Employee
Relations Specialist must be involved with the vendor to ensure compliance with the University’s
policies and EO/AA regulations. The offer request must be routed and approved as normal in
TMS before a job offer can be made.
48
Appendix I: Sample Qualification Evaluation Template
Search committees need to create/update the template to reflect the minimum and preferred
qualifications articulated on the job description. You can access the
Sample Credential
Evaluation Template on the Inclusive Hiring Page.
The information gathered in the template is listed below:
1. Job Seeker
• First name
• Last name
2. Required Application Materials (“X” indicates received”)
• Resume/vita
• Unofficial transcripts
• Diversity statement
3. Optional Application Materials (“X” indicates received)
• Cover letter
4. Minimum Qualifications (“X” indicates qualification evident from materials)
• Education
• Experience
• Software proficiency
5. Preferred Qualifications (“X” indicates qualification evident from materials)
• Specialized education
• Additional experience
• Additional software proficiency
6. Notes
• Work/business related notes about
7. Interview Questions (“X” indicates applicant responded appropriately)
• What is your favorite thing about teaching and why?
• Why do you feel advancing education and research in your field is important?
• How will you contribute to promoting a diverse and inclusive community at BSU?
8. Disposition (transfer to Applicant List when submitting)
• Status: finalist, alternate, rejected or hired
• Code
49
Appendix II: Developing Screening Criteria
INTRODUCTION - Implicit bias research strongly suggests a need to invest time early in
the hiring process (ideally before posting, at least before applications are reviewed) for
the committee to reach a shared understanding of the qualifications in relationship to
the job. The full search committee participates to develop this tool, discussing what
meets or demonstrates strength for each qualification, which qualifications most
strongly predict better performance, and how/when to evaluate each qualification.
Doing this before advertising double-checks the qualifications for effectiveness, allows
them to be refined as needed, and uncovers structural bias. Rigorous accountability to
the matrix at each successive stage helps mitigate cognitive and structural bias.
Qualification and Required or Preferred – Copy each qualification word-for-word
from the job description, one qualification in each cell. In the second column, indicate R
for required or P for preferred. Remember, a candidate must meet all required
qualifications to be hired. Preferred qualifications predict better performance.
Relationship to Job – To understand how broadly we can evaluate/interpret a
qualification, we must understand what it enables the appointee to do in the position.
Which position duties require it? Why is it needed, how is it used in the job, what might
be difficult or impossible without it? Does this qualification tie directly to duties
described in the job description, or have we failed to show the part of the job this
qualification supports? Is it a proxy for skills not otherwise articulated? If so, what skills?
Might it be better to list them individually?
Transferable? – Is this a transferable skill? Transferable skills are portable skills that one
can learn in any setting (professional, personal, or educational) and take to any other
setting; when a skill is transferable, the screening criteria are highly flexible.
Screening Criteria – This column broadens our understanding of how candidates may
meet each qualification, so we can consider more candidates and those who are
qualified less typical ways. Given its relationship to the job, what experiences,
accomplishments, or learning meet this qualification? If it could be assessed in an
interview, what MUST the candidate include in their answer—at a minimum—to meet
the need? Go beyond quantity (such as number of years) to define indicators of
acceptable quality in their performance or understanding. Ask “who might we miss?”
and “What ways to meet this we have overlooked?” to broaden the criteria.
Answer the above questions for all required and preferred qualifications before
continuing to Priority.
50
Priority – How important is strength in this qualification compared to strength in other
qualifications?
Required qualifications: If meeting a qualification strongly (vs. minimally) strongly
predicts better performance, it is a high priority for the committee to spend more time
evaluating. Conversely, once an objective numeric qualification is met, there is no need
for the committee to spend more time on it; it is low priority.
Preferred qualifications: Those that most strongly predict better performance are high
priority. Those that least strongly predict better performance are low priority. High,
medium, and low priority apply to both preferred AND required qualifications.
Strength – For medium and high-priority qualifications, what are indications that a
candidate meets them strongly (beyond just meeting them) in relationship to the job?
What ways of meeting (or exceeding) the qualification predict better performance? Go
beyond quantity (how much) to include quality (how well).
When to Assess – At what stage will we have enough information to assess this
qualification for all applicants? If it is high priority and will be evaluated at more than
one stage, what are we looking for at each stage? When will we eliminate candidates
for not meeting it?
51
Position Title: _____________________________
Qualification
Required or Preferred?
Relationship to job – What
parts of the job does this
qualification support? Why
is it needed/how is it used?
What might they not be
able to do without it?
Transferable?
Screening Criteria –
what are the different
ways someone might
meet this qualification?
Priority
– relative
importance
Strength – (for medium
& high-priority
qualifications) what are
indicators that someone
meets the qualification
STRONGLY – what ways
of meeting it predict
better performance?
When to
Assess
(and eliminate
for not
meeting)
R
Low
Medium
High
Application
Video/phone
interview
Site Interview
References
R
Low
Medium
High
Application
Video/phone
interview
Site Interview
References
Low
Medium
High
Application
Video/phone
interview
Site Interview
References
Low
Medium
High
Application
Video/phone
interview
Site Interview
References
52
Appendix III: Ball State Social Media Best Practices
Facebook – Key Demographic: Prospective Non-Student Employees
• When posting about job opportunities, link directly to the website in the caption instead
of including the link in a graphic.
o Include the link at the end of the caption
“See more details here: (link)”
“Apply now: (link)”
o This with streamline the navigation process
• Tag “@ballstate” in every post, so we can share on the University account
• List openings in the captions in a bulleted format
• Include an engaging photo
o A photo will take the place of the link display and look more aesthetically
pleasing
o If there are multiple positions open, try to include photos of employees in action
for each position
Twitter – Key Demographics: Prospective Student/Non-Student Employees
• When posting about job opportunities, link directly to the website instead of including
the link in a graphic.
o Include the link at the end of the caption
“See more details here: (link)”
“Apply now: (link)”
• Include the link to the job posting page in the bio/account description
• Tag “@ballstate” in every post, so we can share on the University account
• List openings in the captions in a bulleted format
o If the character limit allows
• Include an engaging photo
o A photo will take the place of the link display and look more aesthetically
pleasing
o If there are multiple positions open, try to include photos of employees in action
for each position
Instagram – Key Demographic: Prospective Student Employees
• Post the job listing website link in your bio
• When posting about job opportunities, refer to the link in your bio. Links are not
clickable in Instagram captions
o “Apply through the link in our bio!”
• Use clear and relatable photos for your posts. Let the photos tell the story.
o Graphics that list the job opportunities would be great, too!
• Tag “@ballstate” in every post, so we can share on the University account
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Appendix IV: Sample Invitation to Apply
Dear ______,
Ball State University’s Department of (___) is conducting a search for a hire in (____). Your name
was forwarded to me as a potential candidate for this position, and I am writing to encourage
you to apply. I have attached the link to the job posting for your reference. Please let me know if
you have any questions.
We hope you will also explore all that Ball State University and the Muncie Community has to
offer.
https://www.bsu.edu/about/administrativeoffices/humanresources/jobs/working-at-ball-state
https://www.muncie.com/Muncie-Living.aspx
Sincerely,
Search Committee Chair
OR general invitation
Dear ______,
Ball State University’s Department of (___) is conducting a search for a hire in (___), and I am
hoping you can help us spread the word. I have attached the link to the job posting for your
reference (__).
Please let me know if you have any questions.
We hope you will also explore all that Ball State University and the Muncie Community has to
offer.
https://www.bsu.edu/about/administrativeoffices/humanresources/jobs/working-at-ball-state
https://www.muncie.com/Muncie-Living.aspx
Sincerely,
Search Committee Chair
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Appendix V: Recruitment File Checklist
University Human Resource Services, in collaboration with hiring managers and search
committees, must document searches to ensure compliance with federal and state records
retention requirements. Information documenting recruitment and selection procedures must
be retained for all hires. Records must be maintained for a period of three (3) years from the
date the position is filled.
1
Additionally, if an international candidate is selected, records must
be maintained for a period of ten (10) years from the date the position is filled.
As the Hiring Manager or Search Committee Chair, recordkeeping is part of your responsibilities.
Thankfully, our talent management system is programmed to do most of the recordkeeping for
us. However, if anything is printed out of the system and marks (writing, symbols, etc.) are made
on that printed document, it too must be collected and retained. Once a search is closed, all
records must be maintained in a central recruitment file.
The records (electronic or printed) that must be retained are the following:
☐ Names of all members of the search committee and who served as chair
☐ Copy of the position description
☐ Copy of the Recruitment Plan, advertisements, press releases, and other publicity
materials and outreach activities
☐ Assessment and screening criteria
☐ List of applicants with copy of dated email sent to Affirmative Action Specialist
☐ Candidate materials (i.e. cover letters, work history, resumes/curriculum vitae, transcripts,
recommendation letters, reference list, reference check materials, and copies of
correspondence with individual applicants and nominees)
☐ Sample correspondence (emails/letters) sent to applicants
☐ List of interviewees and interview questions
☐ Evaluations of candidates at each step, evaluations of candidates who are interviewed
(including all interview notes), reasons why candidates were not referred for selection,
reason for selecting the finalist
☐ Documentation of any communication regarding affirmative action goals for this
position, (if any)
Questions about this Checklist and/or recordkeeping requirements can be referred to Melissa Rubrecht,
Director, Employee Relations & Affirmative Action, at mrubrech@bsu.edu
or at (765) 285-1845.
1
41 CFR 60-1.12; 41 CFR 60-300.80; 41 CFR 741.44(f)(4)
55
Appendix VI: Acknowledgement Email Template
Dear [Applicant Preferred Name],
This email is to advise you that we have received your application for the open [Position Title]
position and have begun reviewing all submitted applications.
In the next few weeks, we will begin reaching out to applicants to conduct interviews and hope
to hire someone by [expected hire date]. We will notify you on the status of your application by
[define a time period].
Thank you for your interest in employment with Ball State University.
Sincerely,
[Position Title] Search Committee
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Appendix VII: Disposition Codes
Faculty Disposition Codes
Workflow State: Do Not Select (move to Not Interviewed, Not Selected – Email when filled)
D1 – Application incomplete
D2 – Submission received after position closed or filled
D3 – Does not meet minimum qualifications - education
D4 – Does not meet minimum qualifications - experience
D5 – Does not meet minimum qualifications - other required license/certification/credential
D6 – Did not leave the university in good standing
D9 – Experience not as strong as other candidates
D10 – Education not as strong as other candidate
D11 – Duplicate application
D12 – Candidate withdrew from consideration (pre-offer)
D13 – Candidate not eligible to work in the U.S.
D14 – Later discovered fraudulent information in application/interview materials
D15 – Position not filled
D16 – Failed search
D17 – Hiring Freeze
D18 – Retiree – not eligible for benefited position
D19 – Unable to verify/unsatisfactory references
D20 – Non-BSU employee applicant, not eligible for internal posting
D21 – Application received - ready pool vacancies satisfied
D22 – Application received – ready pool expired
Workflow State: Submit (move to Phone Pre-Screened – Not Selected – email at Filled)
P1 – Unable to contact candidate
P2 – Not available/late for interview
P3 – Lack of interest in the position
P4 – Experience not as strong as other candidates
P5 – Education not as strong as other candidates
P6 – Not eligible for hire/transfer (cannot work required shift)
P7 – Candidate withdrew from consideration (pre-offer)
P8 – Candidate not eligible to work in the U.S.
P9 – Later discovered fraudulent information in application/interview materials
P10 – Position not filled
P11 – Failed search
P12 – Hiring freeze
P13 – Teaching credentials not as strong as other candidates
P14 – Research credentials not as strong as other candidates
P15 – Teaching specialization does not meet needs of the department
P16 – Record in research, publication, creative endeavors or other scholarly productivity does not meet
the needs of the department.
P17 – Unable to verify/unsatisfactory references
Workflow State: Do Not Select (move to Interviewed, Not Hired – Email when filled)
F1 – Unable to contact candidate
F2 – Did not show/late for interview
57
F3 – Lack of interest in the position
F4 – Experience not as strong as other candidates
F5 – Education not as strong as other candidates
F6 – Qualified but skill set not as strong as top candidate
F7 – Unable to verify all employment during seven (7) years immediately preceding application
F8 – Unable to verify all experience that qualifies individual for position
F9– Unable to verify all academic diplomas and degrees
F10 – Unable to verify all required licensure(s)/certifications
F11 – Unable to verify/unsatisfactory references
F12 – Candidate withdrew from consideration (pre-offer)
F13 – Candidate not eligible to work in the U.S.
F14 – Later discovered fraudulent information in application/interview materials
F15 – Position not filled
F16 – Failed search
F17 – Hiring freeze
F18 – Teaching specialization does not meet needs of the department
F19 – Record in research, publication, creative endeavors or other scholarly productivity does not meet
the needs of the department.
F20 –Teaching credentials not as strong as other candidates
F21 – Research credentials not as strong as other candidates
F22 – Declined verbal offer post-interview
Workflow State: Not Hired (move to Recommended for Hire – Not Hired)
R1 – Not eligible for hire/transfer (delinquent account)
R2 – Not eligible for hire/transfer (extended leave)
R4 – Did not satisfactorily pass criminal background check
R5 – Did not satisfactorily pass credit/tax background check
R6 – Declined – no longer interested in position (post-offer)
R7 – Declined – pay and/or benefits
R8 – Declined – location
R10 – Candidate withdrew from consideration (pre-offer)
R11 – Candidate not eligible to work in the U.S.
R12 – Later discovered fraudulent information in application/interview materials
R13 – Position not filled
R14 – Failed search
R15 – Hiring freeze
1/4/21
58
Professional Disposition Codes
HR-TMS – Under Review by Department - Not Interviewed – Not Selected
D1 – Application incomplete
D2 – Submission received after position closed or filled
D3 – Does not meet minimum qualifications - education
D4 – Does not meet minimum qualifications - experience
D5 – Does not meet minimum qualifications - other required license/certification/credential
D6 – Did not leave the university in good standing
D9 – Experience not as strong as other candidates
D10 – Education not as strong as other candidate
D11 – Duplicate application
D12 – Candidate withdrew from consideration (pre-offer)
D13 – Candidate not eligible to work in the U.S.
D14 – Later discovered fraudulent information in application/interview materials
D15 – Position not filled
D16 – Failed search
D17 – Hiring Freeze
D18 – Retiree – Not eligible for benefited positions
D19 – Unable to verify/unsatisfactory references
Phone Pre-Screen
HR-TMS Phone Screen (Interviewed, Not Hired – Email when filled)
P1 – Unable to contact candidate
P2 – Not available/late for interview
P3 – Lack of interest in the position
P4 – Experience not as strong as other candidates
P5 – Education not as strong as other candidates
P6 – Not eligible for hire/transfer (cannot work required shift)
P7 – Candidate withdrew from consideration (pre-offer)
P8 – Candidate not eligible to work in the U.S.
P9 – Later discovered fraudulent information in application/interview materials
P10 – Position not filled
P11 – Failed search
P12 – Hiring freeze
P13 – Unable to verify/unsatisfactory references.
HR-TMS Request for Interview/Interviewed not Hired Status
I1 – Unable to contact candidate
I2 – Did not show/late for interview
I3 – Lack of interest in the position
I4 – Experience not as strong as other candidates
I5 – Education not as strong as other candidates
I6 – Qualified but skill set not as strong as top candidate
I7 – Unable to verify all employment during seven (7) years immediately preceding application
I8 – Unable to verify all experience that qualifies individual for position
I9 – Unable to verify all academic diplomas and degrees
I10 – Unable to verify all required licensure(s)/certifications
I11 – Unable to verify/unsatisfactory references
I12 – Candidate withdrew from consideration (pre-offer)
I13 – Candidate not eligible to work in the U.S.
59
I14 – Later discovered fraudulent information in application/interview materials
I15 – Position not filled
I16 – Failed search
HR-TMS Recommended for Hire – Not Hired
R1 – Not eligible for hire/transfer (delinquent account)
R2 – Not eligible for hire/transfer (extended leave)
R3 – Not eligible for hire/transfer (cannot work required shift)
R4 – Did not satisfactorily pass criminal background check
R5 – Did not satisfactorily pass credit/tax background check
R6 – Declined – no longer interested in position (post-offer)
R7 – Declined – pay and/or benefits
R8 – Declined – location
R9– Declined – work shift
R10 – Candidate withdrew from consideration (pre-offer)
R11 – Candidate not eligible to work in the U.S.
R12 – Later discovered fraudulent information in application/interview materials
R13 – Position not filled
R14 – Failed search
R15 – Hiring freeze
2.1.19
60
Staff Disposition Codes
Not Interviewed-Not Selected
D1 – Application incomplete
D2 – Submission received after position closed or filled
D3 – Does not meet minimum qualifications - education
D4 – Does not meet minimum qualifications - experience
D5 – Does not meet minimum qualifications - other required license/certification/credential
D6 – Did not leave the university in good standing
D9 – Experience not as strong as other candidates
D10 – Education not as strong as other candidate
D11 – Duplicate application
D12 – Candidate withdrew from consideration (pre-offer)
D13 – Candidate not eligible to work in the U.S.
D14 – Later discovered fraudulent information in application/interview materials
D15 – Position not filled
D16 – Failed search
D17 – Hiring Freeze
D18 – Retiree – Not eligible for benefited positions
D24 – Not eligible for hire or transfer-student status
Phone Pre-Screened Interviewed- Not Selected
P1 – Unable to contact candidate
P2 – Not available/late for interview
P3– Lack of interest in the position
P4 – Experience not as strong as other candidates
P5 – Education not as strong as other candidates
P6 – Not eligible for hire/transfer (cannot work required shift)
P7 – Candidate withdrew from consideration (pre-offer)
P8 – Candidate not eligible to work in the U.S.
P9 – Later discovered fraudulent information in application/interview materials
P10 – Position not filled
P11 – Failed search
P12 – Hiring freeze
Interviewed- Not Hired
I1 – Unable to contact candidate
I2 – Did not show/late for interview
I3 – Lack of interest in the position
I4 – Experience not as strong as other candidates
I5 – Education not as strong as other candidates
I6 – Qualified but skill set not as strong as top candidate
I7 – Unable to verify all employment during seven (7) years immediately preceding application
I8 – Unable to verify all experience that qualifies individual for position
I9 – Unable to verify all academic diplomas and degrees
I10 – Unable to verify all required licensure(s)/certifications
I11 – Unable to verify/unsatisfactory references
I12 – Candidate withdrew from consideration (pre-offer)
I13 – Candidate not eligible to work in the U.S.
61
I14 – Later discovered fraudulent information in application/interview materials
I15 – Position not filled
I16 – Failed search
Approved for Interview- Not Interviewed
F1 – Unable to contact candidate
F2 – Did not show/late for interview
F12 – Candidate withdrew from consideration (pre-interview)
Recommend for Hire-Not Hired
R1 – Not eligible for hire/transfer (delinquent account)
R2 – Not eligible for hire/transfer (extended leave)
R3 – Not eligible for hire/transfer (cannot work required shift)
R4 – Did not satisfactorily pass criminal background check
R5 – Did not satisfactorily pass credit/tax background check
R6 – Declined – no longer interested in position (post-offer)
R7 – Declined – pay and/or benefits
R8 – Declined – location
R9 – Declined – work shift
R10 – Candidate withdrew from consideration (pre-offer)
R11 – Candidate not eligible to work in the U.S.
R12 – Later discovered fraudulent information in application/interview materials
R13 – Position not filled
R14 – Failed search
R15 – Hiring freeze
R-16 – Does not meet minimum qualifications- Other required license/certifications/credentials
11.4.19
62
Service Disposition Codes
Workflow State: HR Determined Does Not Meet Min Quals – Email when filled
HR1 – Application incomplete
HR2 – Submission received after position closed or filled
HR3 – Does not meet minimum qualifications - education
HR4 – Does not meet minimum qualifications - experience
HR6 – Did not leave the university in good standing
HR7 – Not eligible for hire/transfer (delinquent account)
HR8
– Not eligible for hire/transfer (extended leave/retiree)
HR9 – Not eligible for hire/transfer (cannot work required shift)
HR10 – Would violate Anti-Nepotism Policy
HR11 – Duplicate application
HR12 – Candidate withdrew from consideration (pre-offer)
HR13 – Candidate not eligible to work in the U.S.
HR14 – Later discovered fraudulent information in application/interview materials
HR15 – Position not filled
HR16 – Failed search
HR17 – Hiring freeze
HR18 – Not Eligible for rehire
HR19 – Not Eligible for rehire/transfer (duplicate record)
HR20 – Not Eligible for rehire/transfer (at maximum transfers/promotions)
HR21 – Not Eligible for rehire/transfer (on Probation)
HR22 – Candidate not most senior
HR23
– FT Service applicants not eligible to apply to external postings
HR24
– Suspension list - Not eligible to bid outside Seniority Department for 1 year from suspension
date
HR25 – Disqualification list- Not eligible to bid for positions in the job classification from which they
were disqualified for 3 years
HR26
– Non-BSU Employee Applicant Not Eligible for Internal Posting
Workflow State: (External Candidate) Skills Test Failed - Email When Filled
ST1 – Did not pass test
ST2 – Did not complete test
ST3 – Did not show-up for test
ST4 – No test required
ST5 – Declined no longer interested in position (post-offer)
ST6 – Declined pay and/or benefits
ST7 – Declined location
ST8 – Declined work shift
ST9 – No offer – better qualified candidate accepted offer
ST10 – Candidate not eligible to work in the U.S.
ST11 – Later discovered fraudulent information on applications/interview materials
ST12 – Position not filled
ST13 – Failed search
ST14 – Hiring freeze
ST15
– Candidate withdrew from consideration (pre-offer)
63
Workflow State: Do Not Select (move to Interviewed, Not Hired – Email when filled)
ST1 – Did not pass test
ST2 – Did not complete test
ST3 – Did not show-up for test
ST4 – No test required
ST5 – Declined no longer interested in position (post-offer)
ST6 – Declined pay and/or benefits
ST7 – Declined location
ST8 – Declined work shift
ST9 – No offer – better qualified candidate accepted offer
ST10 – Candidate not eligible to work in the U.S.
ST11 – Later discovered fraudulent information on applications/interview materials
ST12 – Position not filled
ST13 – Failed search
ST14 – Hiring freeze
ST15 – Candidate withdrew from consideration (pre-offer)
Workflow State: (External Candidate) Skilled Trade HR & Department Review Does Not Meet Min
Quals - Email when filled
DP3 – Does not meet minimum qualifications - education
DP4 – Does not meet minimum qualifications - experience
DP5 – Does not meet minimum qualifications - other required license/certification/credential
DP9 – Not eligible for hire/transfer (cannot work required shift)
DP14 – Later discovered fraudulent information in application/interview materials
DP15 – Position not filled
DP16 – Failed search
DP17 – Hiring freeze
Workflow State: (Internal Candidate) Skilled Trade HR & Department Review Does Not Meet Min
Quals - Email when filled
DP3 – Does not meet minimum qualifications - education
DP4 – Does not meet minimum qualifications - experience
DP5 – Does not meet minimum qualifications - other required license/certification/credential
DP9 – Not eligible for hire/transfer (cannot work required shift)
DP14 – Later discovered fraudulent information in application/interview materials
DP15 – Position not filled
DP16 – Failed search
DP17 – Hiring freeze
Workflow State: (External Candidate) Phone Interviewed, Not Hired - Email When Filled
P1 – Unable to contact candidate
P2 – Did not show/late for interview
P3 – Lack of interest in the position
P4 – Experience not as strong as other candidates
P5 – Education not as strong as other candidates
P6 – Candidate withdrew from consideration (pre-offer)
P7 – Candidate not eligible to work in the U.S.
P8 – Later discovered fraudulent information in application/interview materials
P9 – Position not filled
P10 – Failed search
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P11 – Hiring freeze
P12
– Candidate not most senior
Workflow State: (Internal Candidate) Phone Interviewed, Not Hired - Email When Filled
P1 – Unable to contact candidate
P2 – Did not show/late for interview
P3 – Lack of interest in the position
P4 – Experience not as strong as other candidates
P5 – Education not as strong as other candidates
P6 – Candidate withdrew from consideration (pre-offer)
P7 – Candidate not eligible to work in the U.S.
P8 – Later discovered fraudulent information in application/interview materials
P9 – Position not filled
P10 – Failed search
P11 – Hiring freeze
P12
– Candidate not most senior
Workflow State: (External Candidate) Not Interviewed, Not Selected – Email when filled
D1 – Application incomplete
D2 – Submission received after position closed or filled
D3 – Does not meet minimum qualifications - education
D4 – Does not meet minimum qualifications - experience
D5 – Does not meet minimum qualifications - other required license/certification/credential
D6 – Did not leave the university in good standing
D9 – Experience not as strong as other candidates
D10 – Education not as strong as other candidate
D11 – Duplicate application
D12 – Candidate withdrew from consideration (pre-offer)
D13 – Candidate not eligible to work in the U.S.
D14 – Later discovered fraudulent information in application/interview materials
D15 – Position not filled
D16 – Failed search
D17 – Hiring freeze
D18
– Candidate not most senior
D19
– Does not meet minimum qualifications - failed written exam
D20
– Does not meet minimum qualifications - failed required physical
D21
– Did not show or late for testing
D22
– Violation of anti-nepotism policy
D23
– External position excludes active bargaining unit eligible applicants
D24
– Not eligible for hire or transfer - student status
D25
– Aptitude test results lower than top range
D26
– Not eligible for hire - under contract with temporary agency
Workflow State: (Internal Candidate) Not Interviewed, Not Selected – Email when filled
D1 – Application incomplete
D2 – Submission received after position closed or filled
D3 – Does not meet minimum qualifications - education
D4 – Does not meet minimum qualifications - experience
D5 – Does not meet minimum qualifications - other required license/certification/credential
D6 – Did not leave the university in good standing
65
D9 – Experience not as strong as other candidates
D10 – Education not as strong as other candidate
D11 – Duplicate application
D12 – Candidate withdrew from consideration (pre-offer)
D13 – Candidate not eligible to work in the U.S.
D14 – Later discovered fraudulent information in application/interview materials
D15 – Position not filled
D16 – Failed search
D17 – Hiring freeze
D18
– Candidate not most senior
D19
– Does not meet minimum qualifications - failed written exam
D20
– Does not meet minimum qualifications - failed required physical
D21
– Did not show or late for testing
D22
– Violation of anti-nepotism policy
D23
– External position excludes active bargaining unit eligible applicants
D24
– Not eligible for hire or transfer - student status
D25
– Aptitude test results lower than top range
D26
– Not eligible for hire - under contract with temporary agency
Workflow State: (External Candidate) Interviewed, Not Hired - Email when filled
I1 – Unable to contact candidate
I2 – Did not show/late for interview
I3 – Lack of interest in the position
I4 – Experience not as strong as other candidates
I5 – Education not as strong as other candidates
I6 – Qualified but skill set not as strong as top candidate
I7 – Unable to verify all employment during seven (7) years immediately preceding application
I8 – Unable to verify all experience that qualifies individual for position
I9 – Unable to verify all academic diplomas and degrees
I10 – Unable to verify all required licensure(s)/certifications
I11 – Unable to verify/unsatisfactory references
I12 – Candidate withdrew from consideration (pre-offer)
I13 – Candidate not eligible to work in the U.S.
I14 – Later discovered fraudulent information in application/interview materials
I15 – Position not filled
I16 – Failed search
I17 – Hiring freeze
I18
– Candidate not most senior
I19
– Unable to verify/unsatisfactory background check
Workflow State: (Internal Candidate) Interviewed, Not Hired - Email when filled
I1 – Unable to contact candidate
I2 – Did not show/late for interview
I3 – Lack of interest in the position
I4 – Experience not as strong as other candidates
I5 – Education not as strong as other candidates
I6 – Qualified but skill set not as strong as top candidate
I7 – Unable to verify all employment during seven (7) years immediately preceding application
I8 – Unable to verify all experience that qualifies individual for position
I9 – Unable to verify all academic diplomas and degrees
66
I10 – Unable to verify all required licensure(s)/certifications
I11 – Unable to verify/unsatisfactory references
I12 – Candidate withdrew from consideration (pre-offer)
I13 – Candidate not eligible to work in the U.S.
I14 – Later discovered fraudulent information in application/interview materials
I15 – Position not filled
I16 – Failed search
I17 – Hiring freeze
I18
– Candidate not most senior
I19
– Unable to verify/unsatisfactory background check
Workflow State: (External Candidate) Recommended for Hire - Not Hired - Email When Filled
R1 – Not eligible for hire/transfer (delinquent account)
R2 – Not eligible for hire/transfer (extended leave)
R3 – Not eligible for hire/transfer (cannot work required shift)
R4 – Did not satisfactorily pass criminal background check and/or motor vehicle record
R5 – Did not satisfactorily pass credit/tax background check
R6 – Declined – no longer interested in position (post-offer)
R7 – Declined – pay and/or benefits
R8 – Declined – location
R9 – Declined – work shift
R10 – Candidate withdrew from consideration (pre-offer)
R11 – Candidate not eligible to work in the U.S.
R12 – Later discovered fraudulent information in application/interview materials
R13 – Position not filled
R14 – Failed search
R15 – Hiring freeze
R16 – Does not meet minimum qualifications – Other required license/certification/credentials
R17
– Candidate not most senior
Workflow State :(Internal Candidate) Recommended for Hire - Not Hired - Email When Filled
R1 – Not eligible for hire/transfer (delinquent account)
R2 – Not eligible for hire/transfer (extended leave)
R3 – Not eligible for hire/transfer (cannot work required shift)
R4 – Did not satisfactorily pass criminal background check and/or motor vehicle record
R5 – Did not satisfactorily pass credit/tax background check
R6 – Declined – no longer interested in position (post-offer)
R7 – Declined – pay and/or benefits
R8 – Declined – location
R9 – Declined – work shift
R10 – Candidate withdrew from consideration (pre-offer)
R11 – Candidate not eligible to work in the U.S.
R12 – Later discovered fraudulent information in application/interview materials
R13 – Position not filled
R14 – Failed search
R15 – Hiring freeze
R16 – Does not meet minimum qualifications – Other required license/certification/credentials
R17
– Candidate not most senior
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Workflow State: Hired
H1 – Position Accepted
H2 – Pooled Hire
68
Appendix VIII: Interview Questions Do’s and Don’ts
Guidance regarding questions and topics for interviews that align with Equal Employment and Affirmative
Action.
TOPIC
ALLOWED
PROHIBITED
1. Name
Name, how to pronounce
it, and pronouns.
Previous names for
verification of identity only.
Any non-employment related inquiry or discussion about applicant’s
name or previous name, such as personal discussion about maiden
name or birth name.
2. Address
Place and length of time at
current address
Any inquiry that would indicate national origin. Names or relationship
of persons with whom applicant resides. Whether applicant owns or
rents home.
3. Age
Nothing
Any inquiry or discussion about age.
4. Birthplace or
National Origin
Nothing
Any inquiry or discussion about birthplace or national origin.
5. Race or color
Nothing
Any inquiry that would reveal race or color. Any discussion about race
or color.
6. Sex or Gender
Nothing
Any discussion of applicant’s sex or gender. Any inquiry made of
members of one sex or gender but not the other.
7. Religion or
Creed
Nothing
Any inquiry that would indicate religious custom or denomination. Any
discussion of applicant’s religion. Applicant may not be told any
religious identity or preference of employer.
8. Disability
Nothing
Any inquiry that would reveal disability.
9. Citizenship
Will you have lawful,
unexpired authorization to
be employed by Ball State
University in the United
States for the duration of
this assignment?
Any inquiry about citizenship or national origin. Any inquiry about type
or duration of visa.
10. Personal
Nothing
Inquiry or discussion about marital status, number and age of children,
pregnancy, child care arrangements, sexual orientation, maternity
plans.
11. Arrests
Nothing
Inquiry or discussion about arrests without conviction.
12. Organizations
Inquiry about professional
organizations
Inquiry or discussion about non-professional, social organizations.
13. Military Service
Branch of service, rank
Inquiry or discussion about type of discharge.
14. Work Schedule
Inquiry into willingness to
work required schedule
Inquiry about willingness to work any particular religious holiday, or
inquiry about caring for children during scheduled work time.
Notes: When considering applicants, the preceding guide applies not only to questions that may or may
not be directed to applicants, but also to areas that may or may not be discussed about applicants.
Also, just because a candidate brings up a topic, it is not ok to pick up that line of questioning.
Rev. 10/2017 | Office of the Associate Vice President of Human Resources
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Appendix IX: Informational Email Screening Templates
EXAMPLE ONE
Good Morning/Afternoon [Candidate’s Preferred Name],
Thank you for your interest in our [Position Title] position at Ball State University. We would like
to confirm some details with you before we proceed with interview selection.
1. The pay for this position is [Pay Details] and is not negotiable. Is this acceptable for you?
2. This position will require the following hours:
[Insert hours]
Do you have any issues with these hours?
Please respond to this email by [Date 2-3 days past the email] to be considered further for this
position.
We look forward to hearing from you!
EXAMPLE TWO
Dear [Candidate’s Preferred Name]:
Thank you for your interest in the [Position Title] at Ball State University. This is an exciting time
at Ball State University as we look towards [Insert exciting information about what your area is
currently doing or has done].
The search committee has identified you as an individual whom they would like to learn more
about before proceeding with interviews.
To ensure we make the best use of everyone’s valuable time, would you let me know if you
remain interested and, if so, what your desired salary range would be in order to consider this
position? We realize that each individual’s expectations may vary and we want to be sure that
we have the resources to support the final candidate.
Please reply by [Date established in timeline] so we may move forward with our established
timeline. Thank you for your time and consideration.
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Appendix X: Rejection of Application Materials Sent Outside of the
TMS Application Process Email Template
Dear [Applicant Preferred Name],
Thank you for your interest in the open [Position Title]. Though I have received your email with
your application materials, I am returning them to you. To ensure a fair and equitable hiring
process, we require all applications be submitted through the Applicant Tracking System
.
If you have experienced trouble with the Applicant Tracking System, you may contact the
Technology Help Desk
, or if you need accommodations in the application process, please
Thank you for your interest in employment with Ball State University.
Sincerely,
[Position Title] Search Committee
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Appendix XI: Interview Questions Guide
When developing interview questions, consider the following:
• Ask only for information that will serve as a basis for the hiring decision
• Know how the information will be used to make the decision
Hiring managers should develop questions based on each major task and responsibility in the
position description and on the knowledge, skills, and abilities required by the position. When
possible, refrain from asking questions that elicit only a “yes” or “no” response. Behavior-based
questions can help supervisors locate the applicant that is the best qualified for the job. The
same set of questions should be used to interview all applicants.
The following sections provide sample questions that can be used in evaluating various
performance factors. All applicants do not need to be asked all of these questions. Each
applicant should be asked the same set of questions in each applicant pool. In the case of
multiple interviews, a different series of questions should be used to reduce repetitiveness
in the process. This is not an exhaustive list of questions; for additional questions, access
a list of behavior-based interview questions
via PolicyTech. Other questions and factors
can be considered. The global and cultural effectiveness of an applicant can be measured by
reviewing the competencies below and aligning questions to match behaviors.
When determining which questions to ask in interview, it is advised for Search Committees to
determine what constitutes an appropriate answer to each question. Below are is an example of
considerations for evaluating answers:
Expert
Intermediate
Novice
No evidence
Answers questions
clearly with detail
Connects past
experience with the
position posting
Articulates competency
Shows preparation and
enthusiasm for position
through engaged
listening and
thoughtful questions
Clear answers with
consistent detail
Connects current work
with position posting
Answers are clear,
concrete and succinct
Shows interest and has
some questions
Incomplete answers
and/or unclear
examples
Shows inconsistent
evidence or
contractions in answers
Answers to questions
lacks enthusiasm or is
rehearsed
Provides ‘textbook’
answers that do not
display depth of
understanding
Insufficient,
contradictory or
inconsistent answers
Did not display
enthusiasm and/or
does not know basic
information about the
University
Fails to articulate an
answer that connects to
experience
Global and Cultural Effectiveness Competencies
Definition: The ability to value and consider the perspectives and backgrounds of all parties
72
Sub-competencies:
• Global Perspective
• Openness to Various Perspectives
• Diversity Perspective
• Empathy
• Openness to Experience
• Tolerance for Ambiguity
• Adaptability
• Cultural Awareness and Respect
Behaviors:
• Has a strong set of core values while operating with adaptability to particular conditions,
situations and people
• Maintains openness to others’ ideas and makes decisions based upon experience, data,
facts and reasoned judgment
• Demonstrates nonjudgmental respect for other perspectives
• Works effectively with diverse cultures and populations
• Conducts business with an understanding and respect for the differences in rules,
customs, laws, regulations and business operations between own culture and all cultures
• Takes the responsibility to teach others about the differences and benefits that multiple
cultures bring to the organization to ensure inclusion
• Appreciates the commonalities, values and individual uniqueness of all human beings
• Possesses self-awareness and humility to learn from others
• Embraces inclusion
• Adapts perspective and behavior to meet the cultural context
• Navigates the differences between commonly accepted practice and law when
conducting business in other nations
• Operates with a global, open mindset while being sensitive to local cultural issues and
needs
• Operates with a fundamental trust in other human beings
• Incorporates global business and economic trends into business decisions
73
Phone Interview Questions
A short phone interview of approximately 15 minutes and about 5 questions can help ensure the
candidate and the University are both interested in spending more time together in a longer
interview. Questions should be disqualifiers or quick questions and not questions that are
detailed or rely on facial queues for clear understanding. Basic questions, like the examples
below, can help reduce the likelihood of wasting the candidate’s or the committee’s time.
1. How did you hear about this opportunity?
This is a good question to ask in order to learn where your top candidates are finding our
positions! If you find a trend, you can use these sources more in future openings.
2. Why did you apply for this position?
3. How much would you want to earn in a position like this?
If the response is more than the job pays, you can ask if a lower salary than what they
stated would be acceptable with the right benefit package. This communication upfront
can lead to a reduction in rejected offers later.
4. What is your timeline for starting a new position?
5. Are there specific benefits you’re looking for in a position?
6. What do you know about Ball State University? OR Why do you want to work at BSU?
7. Why are you looking for a new opportunity?
Applicants will display ‘red flags’ during the phone interviews that will help the committee in
their decisions. Some of these ‘red flags’ include:
• A bad attitude – Does the applicant seem to lack excitement about this opportunity
or did they have simply a bad attitude over the phone?
• Sole focus on money – If a candidate’s sole focus is monetary gains, it is likely that
they will not be retained for long if a better opportunity arises.
• Negative comments – Badmouthing former employers or others during an interview
is never a good sign. Consider how much responsibility they took in the scenario with
negativity.
• Cursing – Some interviewees lack the professionalism needed to understand that
cursing is not tolerated during an interview. It’s something to consider depending on
the level of the position and the relationships the job will have with others.
• Distracted – Having a child or dog interrupt a conversation is quite normal, but you
will be able to tell if someone has zoned out of the conversation due to multitasking
other priorities. That is a sign they aren’t as into the job as they should be and their
commitment isn’t at the level we would want to see.
• No final questions – A final question shows how prepared the candidate was. While
this isn’t a deal breaker, it does show the level of forethought the candidate had for
the interview.
74
Behavior Based Interview Questions
VALUING AND ENCOURAGING DIVERSITY
1. Tell me about a time when you had to adapt to a wide variety of people by accepting or
understanding their perspectives?
2. Tell me about a time when you adapted your style in order to work effectively with those
who were different from you?
3. Tell me the steps you have taken to create a work environment where differences are
valued, encouraged, and supported?
4. Tell me about a time when you took action to make someone feel comfortable in an
environment where people were obviously uncomfortable with his or her presence?
5. Describe a time when you had to separate the person from the issue when working to
resolve differences?
6. Describe a situation when you had to give feedback to someone who was not accepting
of others?
7. Describe a time where you provided support services to diverse populations? What was
the outcome?
8. Provide a specific example (or examples) about how you have contributed to promoting
diversity and inclusion?
9. Please think of a time where you encountered a challenging situation where inclusion
was an issue. Give me/us a short background and explain how you handled it?
10. Concerning diversity and inclusion or Social Justice, what was your most proud
moment/what was your most disappointing moment?
Initiative Related Questions
The following questions help identify if an applicant is able to perform work without being asked
and the level of initiative the applicant has taken in the past.
1. Have you ever recognized a problem before your boss or others in the organization?
How did you handle it?
2. Tell us ways you’ve identified in the past that have made your job easier or more
rewarding?
3. We all have moments of imperfection, give us an example of a time when something
“slipped through the cracks” and how you handled it?
4. Have you ever noticed a process or a task being performed incorrectly? How did you
handle it?
5. Have you ever suggested new ideas in the workplace and give examples?
6. Describe a time you went above and beyond the normal requirements in your job.
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Stress Tolerance Questions
The following questions help identify how well an applicant has performed under pressure in past
situations.
1. Have you ever gotten frustrated or impatient with a situation at work and what did you
do?
2. Describe a time when your ideas were opposed by a supervisor. What was your reaction
to the opposition and what was the result of the situation?
3. How do you maintain constant performance while under pressure to get a job done right
in a timely fashion?
4. Do you feel pressures in your current job? How do you deal with them?
5. Recall a time a customer or co-worker got frustrated or lost their temper. How did you
respond?
6. Think of the highest-pressure situation you have ever had to go through in a job. How did
you cope with that?
Technical/Position Specific Questions
The following questions are designed to gather information regarding an applicant’s work
experience as they relate to the position’s duties.
1. Walk me through the procedures you take to _________________________.
2. What training have you received in __________________________________.
3. Describe your experience with the following tools and equipment.
4. What job experiences have you had that would help you succeed in this position?
5. What equipment have you been trained to operate and where did you receive training?
6. Walk me through the procedures on how to operate that equipment needed to do the
job.
7. How do you ensure safety standards are met when performing _________________?
8. Being a ___________________ requires a lot of technical knowledge. How did you go about
getting it and how long did it take you?
Organizational Questions
The following questions are designed to gather information related to how well an applicant can
multi-task.
1. In your current job, describe a typical day or typical week.
2. Do you have a procedure for keeping track of items that require your attention? Explain.
3. How do you organize your work day?
4. When you return from vacation or a conference, how do you catch up on the backlog of
work?
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5. How do you establish priorities when scheduling your time?
6. Do you often have your time interrupted by unforeseen circumstances? What do you do
when this happens?
7. If you cannot meet a deadline, what do you do?
8. When you have long- and short-term goals, how do you identify what goal takes priority
from day to day?
9. When is a good time to postpone something?
Motivational Questions
The following questions are designed to help identify if an applicant has the motivation to do the
work being requested. When asking these questions, search committees should pay attention to
intent to see if things they enjoy doing are mentioned in the job or things they hate doing are
included in the job. (EXAMPLE: If someone doesn’t like being outside in the weather, but a large
part of the job is in the weather, the committee should take note that the job is not a great match
for this individual.)
1. Why are you leaving your current job or why did you leave your most recent job?
2. What did you like best about your last/current job?
3. Describe one of your greatest achievements in your job and why it was one of the greatest.
4. Have you ever had a work experience be personally satisfying? Tell us about it.
5. What gives you satisfaction when doing your job? Dissatisfaction? Why?
6. What led you to this type of work?
7. Why do you want to be a (title of position)?
8. All jobs have frustrations. What have been some dissatisfying elements of your current/last
job you want to avoid in future jobs?
9. Have you ever asked to take on more responsibility in a job and why? What was the
responsibility you took on?
10. Have you ever struggled to perform a job due to your lack of personal satisfaction? What
was the job and how did you handle that?
Standards of Performance Questions
The following questions are designed to gather information related to how an applicant
performs on the job.
1. What has been your most important contribution to your department or organization in
your role?
2. In your position, what are the standards of success and what have you done to meet
those standards?
3. Describe a time that you worked hard and felt a sense of achievement.
4. What do you consider most important when evaluating yourself and your success during
performance evaluations or in your career path?
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5. When looking at the performance of others, what factors are most important to
consider?
6. Recall a time you weren’t pleased with your own performance at work. What was the
reasoning for the performance and what did you do to turn it around?
Leadership Questions
The following questions are designed to obtain information that relates to an applicant’s
utilization of appropriate styles of guidance towards a goal.
1. Describe a time when you had to gain approval from your peers for a new idea and how
you went about that.
2. Have you ever had to take a firm stand with a co-worker? What was the situation and
what made it difficult?
3. What leadership skills and experience do you have that would qualify you as an effective
leader? Please provide examples.
4. In past positions, have you ever had to train someone to do something new? What did
you train them in and walk us through how you approached it?
5. At your current or previous employer, have you ever pitched a new idea or way of doing
something to your supervisor? How did it go and was it successful?
6. Have you had any leadership training relevant to this position?
Teamwork Questions
The following questions are designed to collect information related to a person’s aptitude to
work and get along with others.
1. How do you go about developing rapport or relationships with co-workers at work?
2. Explain your efforts to be a team player in past work experiences.
3. What are things you’ve done to show consideration for others as a co-worker?
4. How do you keep employees informed on the elements of your job/position?
5. When dealing with individuals, how do you know when you’ve pushed a topic too hard
and should back off? Give examples.
6. Dealing with difficult individuals is part of life. Give an example of a time when a co-
worker was difficult to deal with, how you handled it, and the results.
7. What have you done to show you’re a team player?
8. How do you stay informed on what’s going on in your organization?
Communication Questions
The following questions provide ways to gather information that relate to how well an individual
can communicate at work. Consider during these questions if an applicant is able to express
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themselves effectively, the non-verbal communication used, the grammar, structure of
sentences, and appropriate wording as it aligns with the position.
1. Have you ever written a proposal or report and if so, give an example?
2. Misinterpretations happen (we miss a due date, overcomplicated instructions, etc.), give
us an example of a time you misinterpreted a situation and what was the outcome?
3. When talking to different groups of individuals, do you use different approaches in how
you get your point across?
4. What reports that you have prepared are the most challenging and what made them the
most challenging?
5. Tell us a time when you told someone to do something and they did it wrong. What was
the situation and the outcome?
6. What is your experience creating presentations? Give examples and how many you’ve
made in a year’s time.
7. When instructions are given verbally, have you had any issues following through on the
details associated with the instructions? Examples.
8. What is the worst communication issue you’ve experienced at work and how did you
handle it?
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Appendix XII: Interview Memo Sample
Date: [Date Sent]
To: [Candidate Name]
From: [Search Committee Chair/Designee]
RE: [Position Title]
Your interview for the [Position Title] will be conducted [Date] on [Date of Interview] at [Time of
Interview] EST. The search committee for this position will include the following:
Search Committee Name 1 Title of Search Committee 1
Name 2 Title 2
Name 3 Title 3
**If there is anything the candidate should bring or needs a reminder of, here is a good place to
put that. Teaching demonstration instructions, where to park, schedule for interview/s, etc.
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Appendix XIII: Preparing to Record an Interview
General Rules
1. Obtain the ‘Informed Consent Form’ in Appendix III and have it available for use in the
process.
2. Inform the applicant that the interview will need to be recorded as soon as possible.
3. Informed consent can be received:
a. By signing face-to-face for on campus interviews
b. By signing electronically for web-based or phone interviews
4. Retain completed form in applicant’s file.
5. After recording the interview, save the recording on a drive or reference where the
recording is electronically located in the file. Be sure to include this with the
documentation submitted to the search file at the end of the search process so it can be
retained for 3 years.
Best Practices for Preparing to Record an Interview
1. Give the applicant ample notice to prepare for the interview. If the interview is being
conducted through a web-based platform, the applicant may need more time to return
the form than in person.
2. You must have the interviewee’s signed ‘Informed Consent Form’ before you can begin
the interview.
3. Maintain professionalism at all time and remember your Search Committee Training.
4. Choose a location that is quiet, non-distracting, private, and well lit.
5. Turn off cell phones, laptop sounds, or any other noise that could be distracting during
the interview.
6. Prior to the interview, familiarize yourself with the necessary technology and ensure
everyone has the required information to participate (call in number or access
codes/invite to web-based interview).
7. Invite the interviewee to ask questions at the end of the recording so that any final
thoughts are also recorded.
Best Practices for Recording the Interview
1. Introduce the interviewers by name to the interviewee.
2. Everyone participating should be reminded that they’re being recorded. Be aware that
all comments are being recorded, so exercise discretion and remember your Search
Committee Training.
3. If possible, all interviewees for the position should be recorded for consistency. Consult
Employee Relations if this is not possible.
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Issues with Recording Interviews
Applicants may not have equal access to technology and hiring managers/committees should
be aware of the barrier or advantage this could give some over others. Some may have a
desktop or laptop, while others are using their phone or a friend’s phone. Some may have
access to high-speed internet services, but others may live in rural areas that lack a good
connection. These factors can influence the unconscious and subconscious bias of how they’re
rated, so it is important to reflect on those biases and not allow them to influence the final
decision. If the position requires knowledge and access to these items where the hiring
manager/committee feels that their abilities to manage technology should be part of the
evaluation, the applicant should be made aware that they are being critiqued on the technology
aspects as well beforehand.
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Appendix XIV: Informed Consent for Recording Interviews
Consent Form for Audio Taping and Transcribing Interviews
Position:
Interviewee’s Name:
Date of Recording:
This consent form covers only the interview/s for the position listed above. Only search
committee members and administrative professionals involved in the hiring process will
have access to this audiotape or the transcript.
By signing this form, you are consenting to Ball State University video/audio recording your
interview/presentation for internal use and accessed solely by members of the University search
committee. The video/audio will only be available to the search committee and/or hiring
manager and will be stored in a secure location and will not be used for any other purpose than
evaluating the candidacy without explicit written permission. Signing this form acknowledges
that granting permission to record this interview/presentation is completely voluntary. At any
point during the recording, the interviewee can request the recording device be turned off.
Interviewee’s Name:
Interviewee’s Signature:
Interviewee’s Address:
Interviewee’s Phone:
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Appendix XV: Rejection Email Templates
Initial Screening:
Dear [Applicant Preferred Name],
Thank you for applying for the [Position Title] opening at Ball State University. Unfortunately,
your application was not selected by the search committee for an interview. We receive many
applications, so our decision on who to bring forward is strict to ensure it is equitable.
We encourage you to seek out other openings and apply to those you’re interested in the
future.
Thank you for your interest in employment with Ball State University.
Sincerely,
[Position Title] Search Committee
Phone Interview:
Dear [Applicant Preferred Name],
Thank you for talking with us about the [Position Title] opening at Ball State University.
Unfortunately, you were not moved forward for further consideration. These decisions are never
easy, and we thank you for your investment in the process.
We encourage you to seek out other openings and apply to those you’re interested in the
future.
Thank you for your interest in employment with Ball State University.
Sincerely,
[Position Title] Search Committee
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Final Interview:
Dear [Applicant Preferred Name],
Thank you for meeting with us regarding the [Position Title] opening at Ball State University.
Unfortunately, you were not selected as the finalist for this position. These decisions are never
easy, and we thank you for your investment in the process.
We encourage you to seek out other openings and apply to those you’re interested in the
future.
Thank you for your interest in employment with Ball State University.
Sincerely,
[Position Title] Search Committee
Rejected Offer:
Dear [Applicant Preferred Name],
Thank you for your interest in the [Position Title] opening at Ball State University. We were
saddened to hear that our offer was not acceptable for you at this moment, but we understand
that these types of decisions are complex.
We hope that you’ll continue to consider Ball State’s job opportunities if you’re ever in the job
market again.
Thank you for your time and good luck in your future endeavors.
Sincerely,
[Position Title] Search Committee
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Appendix XVI: New Employee Onboarding Checklist
Review this list prior to your new employee’s first day. Activities are to be completed within the first
30-60 days from the new employee’s start date. Internal hires need to only complete relevant activities
specific to their department.
Before the First Day of Work
BSU ID – Questions? Contact the ID card office at 765- 285-CARD (2273),
visit bsu.edu/idcards, or email idcards@bsu.edu.
Purchase parking permit
Complete I-9 online & bring supporting documents to University Human Resource
Services, Administration Building, Room 350 on or before your first day of employment
Email account & password
Basics:
Attend New Employee Orientation
Benefits enrollment – within 30 days from start date.
Business cards, if applicable
Coordinate with ongoing projects & assignments
Review Employee handbook
Job specific tour – work area & buildings
Sign for keys, if applicable
Office Hours
Reporting worked or exception time on Kronos
Review overtime policy, if applicable
Security access
Self-Service Banner Access
Sick Leave Policy
Vacation Policy/how to request
Work place Do’s & Don’ts
Are you essential personnel?
Discuss dress code
Workstation:
Phone/Voicemail
Dept. IT—computer functioning first day
List of Acronyms—including building codes
Locker, if applicable
Office supplies
Office/Desk name plaque, if applicable
Work Station Set up
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Discuss work responsibilities/planning with supervisor:
Department or team work plan, if applicable
Individual work plan/goals—general understanding
Job description/expectations
Onboarding “Go-To” Partner
Performance Evaluation plan/expectations
Probationary period, if applicable
Relative timeline (projects & learning curve)
Shadow assigned individual, if applicable
University Information:
Campus Map (download APP option available)
Campus Tour
Emergency Alerts – sign up for text alerts
Emergency plans – building & university
MyBSU - Important Ball State links
Review BSU Employee Guide
University mission & vision
University policies – see BSU website
Training:
Learning & Development Courses
LinkedInLearning.com Access for tutorials
Department Organizational Overview:
Compliance forms, if applicable
Department customer service expectations
Department goals mission & values
Department strategic plan, if applicable
Departmental policies
Departmental systems & access
Duo Authentication (two-factor) set up, if applicable
Identify customers & contacts phone list & BSU online directory
Department’s organizational chart
On-Boarding Follow Up/Check-In:
First Week (complete survey)
30/45 days (complete survey)
90 days Progress Review (complete survey) – Use Progress
Review Form to guide discussion, if applicable
Six-Month Check-In
1 Year One-on-One (complete survey). This is not the same as the annual HR
performance evaluation.
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BSU Community
Athletics Events
BSU Calendar of Events
Campus Dining Locations
LA Pittinger Student Center
Muncie Indiana Transit System (MITS) city buses
Pruis/Emens, Planetarium, Museum, etc.
Recreation Center Services
Theatre and Dance Productions
Working Well - Wellness
Other—specific to the department or job:
________________________________________
________________________________________
________________________________________
________________________________________
