The procedures outlined below are a set of mandatory steps to follow in the recruitment and hiring of full-time and part-time faculty positions.


  1. Prior to any recruitment effort, departments should develop nondiscriminatory screening and selection criteria designed to measure only the qualifications of each candidate for the particular job, based upon the description and other desirable job-related criteria. A recruitment plan should be designed to reach as wide a range of potential applicants as practical for the position. Recruitment efforts, including advertisements, announcements, letters and phone calls, must attempt to reach women and minority candidates.
  2. The Department Chair will consult with the Dean of his/her School regarding filling the vacant or new positions; the job description, qualifications and selection criteria; salary range, tenure status and nature of appointment; and recruitment plan and search timelines.
  3. The Department Chair will submit a Notice of Vacancy, Position Description and Selection Criteria to the Dean for approval and for routing to the Provost. The Provost will approve the Notice of Vacancy, Position Description and Selection Criteria and send a copy of these materials to the Affirmative Action Officer.
  4. Once the Provost has approved the hire, prior to internal or external advertising, the Department Chair or Search committee will consult the Supervisory Guide on procedures to follow. The Position Description and Selection Criteria, a copy advertising the position, announcement letter, selection criteria and recruitment plan must be submitted to the Provost for approval. All announcements and advertisements must contain the appropriate affirmative action statement found in the Supervisory Guide.
  5. Departments will posit openings in the Campus News, which is distributed on campus each week, place external advertisements, and send out external announcements. Full-time faculty positions should be announced and advertised nationally. (For suggested recruitment sources see the subsection entitled Suggested Recruitment Sources for Faculty Positions).
  6. The Chair will follow the Applicant Flow Data Form and Master Applicant List procedures outlined in the Supervisory Guide. It is recommended that the appropriate sections of these forms are completed at each stage throughout the search process rather than waiting until a final selection has been made.


  1. Recruitment for faculty positions is coordinated by the Department Chair and/or Dean, and approval rests with the Provost.
  2. The Department Chair or Dean will utilize a search committee to review and screen applications, interview, and recommend a list of suitable candidates for the position.
  3. Women and minorities are to be included on search committees.
  4. The Department Chair or Dean should brief the search committee members on the job description; required and preferred qualifications and selection criteria; salary range, rank, tenure status, nature of appointment; and preferred recruitment plan.
  5. The Department Chair or Dean should inform committee members as to his/her expectations regarding written comments upon strengths and limitations of candidates, etc. They should also agree upon projected timelines for the search and the number of candidates who may be invited for an on-campus interview.
  6. The Affirmative Action Officer is available at all stages of the search, screening, and selection process to consult with the Department Chair and search committees on compliance matters and may be invited to attend preferably the first meeting of the search committee to discuss the use of the Supervisory Guide as an aid to meet affirmative action compliance requirements as they relate to the search, screening, or selection process.


The Chronicle of Higher Education

Appropriate journal(s) in the field.

Selected departments/schools and Placement Offices at various colleges and universities across the country (especially those strong in the appropriate discipline).

Appropriate women's and minority caucus group(s) in the discipline when they exist (contact the Assistant Provost for Multicultural and International Affairs if assistance is needed).

When appropriate: local-, state, and regional newspapers and conferences.

Letters and telephone calls to professionals in the field to solicit nominations and applications from qualified women and minority candidates.

Every position must be posted in Campus News.

REMINDER: A listing of the sources used must be included on the "Master Applicant List" form.




  1. Departments should develop a list of all applicants, an applicant file system, a method of check-in and checkout files, and a way of assuring confidentiality of credentials. Access to credentials should be limited to search committee members, hiring authorities, and individuals with a clear "need to know". Copies of the resumes of those candidates invited for an interview may be provided to all individuals involved in the interview process.
  2. Initial criteria should eliminate unqualified applicants, based upon job-related selection criteria. Applicants should be notified of their status in a timely manner.
  3. Written criteria should also be utilized to screen remaining applicants down to a group of top ranked or semifinalist candidates. Screening and selection must always be based on stated, job-related criteria. Search committees should develop one comprehensive set of selection criteria to be used at all stages of recruitment, screening and selection: or they may wish to develop a set of criteria for recruitment at the first stages of screening and a separate set for final selection. In either case, selection criteria must be determined prior to any screening or selection.
  4. For searches with large numbers of applicants, it is recommended that individual candidate evaluation forms or master rating form be utilized. Some methods of documenting the screening and selection processes should be developed and records should be maintained of the reasons for non-selection of applicants.
  5. Search committee members should be aware of lawful and unlawful questions to be asked of candidates (Refer to the Supervisory Guide). A list should be developed of general questions to be asked of all candidates interviewed. All candidates should be treated similarly in the interview process.
  6. Information from previous experience or educational endeavors is generally an important part of the final decision. Therefore, references must be checked on all candidates invited to interview. If the candidate is a finalist, a direct check with the source of the reference should be made. Generally, references are not checked until the finalist stage of the search process. It is recommended that prior to any reference check, the candidate should be notified and give written authorization to release. If references other than those listed on the application materials are to be checked, prior permission must be received from the candidate. At a minimum, references should be checked by telephone prior to any job offer.
  7. Department Chair or Search Committee Chair will acknowledge letters of application and inform applicants in writing of any materials to be submitted, such as credentials, transcripts, letters of reference, statements of philosophy, etc. (See Attachments for sample letters and Subsection for Interview Protocol).




  1. The Dean will ask for recommendations from search committees. Whenever possible, other faculty and students should be asked for comments. Whenever possible, recommendations should be sought from women and/or minorities.
  2. The Search Committee Chair should consult with the Affirmative Action Officer prior to selecting the list of finalists to be invited for on-campus
  3. interviews to ensure that all equal opportunity/affirmative action obligations have been met.
  4. The completed Applicant Flow Data form should be submitted to the Provost.
  5. The offer of employment is made by the Dean. The salary offer, rank, and tenure status must be consistent with the announced conditions unless otherwise agreed upon with the Provost and Affirmative Action Officer and documented in writing by the Dean. Details of an oral offer should be confirmed in writing.
  6. If the selected candidate does not accept the offer, the Chair will notify the Provost who will consult with the Dean and Department Chair regarding the next step to be taken in the search. The Provost will notify the Affirmative Action Officer of what action, if any will be taken in the search.
  7. If the selected candidate accepts the offer, the Chair will notify the Dean and Provost who will in turn prepare the letter of appointment with a copy of all necessary materials sent to the Director of Human Resources.



  1. Procedures for filling part-time positions are the same as those for full-time positions except that the recruitment areas may be more limited and there may be less involvement of a search committee. Applicant Flow Data Forms must be submitted.
  2. Procedures for filling temporary positions are the same as those for full-time positions with the following exceptions:

1.The recruitment area may be more limited; recruitment resources may be less extensive; (i.e., fewer advertisements placed, announcements made, etc.), and the search committee may be smaller or there may be less involvement of a committee.

2.Under certain circumstances, a Waiver To Posting may be requested.



  1. Under certain circumstances, a waiver of the posting requirement may be granted for temporary positions. The Waiver to Posting form is available from the Provost Office. It must be submitted to the Dean for approval and for routing to the Provost.
  2. Examples of some acceptable reasons for waiving the posting requirement:
    1. The temporary employee hired is currently a recipient of unemployment benefits from the University.
    2. The need is immediate and unexpected.
    3. The individual is a La Salle University employee with expertise in the discipline.


  1. As applications or nominations are received, they should be date stamped, and a file on each candidate should be established. A response to each applicant should include:
  2. 1.A letter acknowledging the application has been received.

    2.A complete job description and/or position announcement when appropriate. Under certain circumstances, further information about the University may be sent.

    3.Other materials as appropriate including, if necessary, a request for any additional materials required such as transcripts, letters of references, etc.

  3. All material in an applicant's credential file is confidential. A method should be developed to assure that access to applicants' files is limited to search committee members, hiring authorities, and those with a clear "need to know". The method should include a check-in, check-out system. There should be a list of all applicants for every position.


  1. The Interview Invitation

1.The invitation to interview will be extended by telephone, generally by the committee chair. The candidate must be informed of:

      1. Interview dates available and the amount of time required.
      2. Reimbursable expenses.
      3. Lodging and travel arrangements.
      4. The name of the host and hostess for the candidate's visit.
    1. A letter confirming the details will follow the telephone invitation. It should include information on La Salle University (details to be determined by the Search Committee in consultation with the Chair) and the interview schedule.
    2. The host or hostess will:
      1. Escort the candidate to his/her meeting.
      2. If it has not already been done, provide the candidate with a list containing the names and functions of each person on the interview schedule prior to the first meeting.
    1. All persons responsible for interviewing candidates should be notified of interview dates and times and should be sent a packet of materials with which they should familiarize themselves prior to the interview.
    2. The packet should include the interview schedule, the candidate's vita, and the job description and selection criteria.
  1. The Interview

All candidates should be given equal time with each group of people interviewing. The same broad job-related questions should be used for each candidate interviewed. In addition, some basic concerns that might be addressed could be:

  1. What strengths does the candidate believe she/he can bring to the position?
  2. Why has the candidate left previous positions?
  3. Why is the candidate interested in this specific position?
  4. What does the candidate understand his/her role at La Salle University to be if selected, etc.? In general, open-ended questions provide the most useful information.

The process must be a two-way communication. Candidates must be given an opportunity to ask as well as respond to questions. Very often the questions asked may be as revealing as the answers given. It is illegal to ask certain kinds of questions in the interview. Please refer to the Supervisory Guide for the types of questions to avoid during the interview process.