Recruitment Manual

Table of Contents

Introduction

NOTE:  As of Sept. 10, 2018, the University of Iowa has a new system for managing advertising, applications, and searches for staff and health care jobs, therefore, this Recruitment Manual for P&S and faculty searches will be revised to reflect the university’s transition to the new Talent Acquisition system (OTAC). Information in this manual pertaining to faculty searches is still applicable until such time as the faculty requisitions migrate to the new OTAC system. Please contact Talent Acquisition support (TA-support@uiowa.edu (link sends e-mail)) in University Human Resources with any questions about the OTAC system.

Office of Equal Opportunity and Diversity Director’s Message

Thank you for your commitment to the recruitment and selection of faculty and professional and scientific staff at the University of Iowa.

Developing and implementing a comprehensive Requisition/Recruitment plan is an essential best practice in achieving one of the university's strategic initiatives of Scholarly Inquiry and Creative Work outlined in "Renewing The Iowa Promise: Great Opportunities-Bold Expectations,” the Strategic Plan for the University of Iowa, 2010-2016. One of the goals includes Retaining and attracting outstanding faculty and staff who provide leadership and opportunities for advancing knowledge and applying it to improve society and the human condition.

In addition to the university's strategic plan, each college/VP area has unique needs and develops its own strategic plan to meet its specific needs for diversifying faculty, staff, and students.  The guidelines and best practices highlighted in this recruitment manual will provide direction and assist colleges, departments/units in actualizing this important goal.

If you have questions regarding the policies and/or practices outlined in this manual, please contact Equal Opportunity and Diversity at 335-0705 (Voice), 335-0697 (TDD), or diversity@uiowa.edu (link sends e-mail).

Best wishes on conducting successful searches.

Jennifer Modestou, SPHR Director, Equal Opportunity and Diversity

Accommodating Persons with Disabilities

The JOBS@UIOWA applications have been thoroughly tested for accessibility to persons with disabilities. A situation may arise, however, where an applicant with a disability may not be able to utilize our electronic application process. In this instance, if contacted by the applicant, do not inquire about the applicant’s disability. Please refer the applicant to the Office of Equal Opportunity and Diversity, (319) 335-0705 (voice) or (319) 335-0697 (TDD) or e-mail diversity@uiowa.edu (link sends e-mail). The office of Equal Opportunity and Diversity staff will contact the applicant and, if necessary, manually enter the applicant’s CV and cover letter into the JOBS@UIOWA system.

Information about disability accommodation requests are considered confidential and should be shared only with persons who would play a critical role in implementing the accommodation. The fact that a disability accommodation had been requested should not be shared with anyone in the department or the other search committee members.

If departments/units need assistance in determining how best to provide a disability accommodation during the search process, contact Equal Opportunity and Diversity, (319) 335‐0705 or diversity@uiowa.edu (link sends e-mail).

All persons who wish to apply for a faculty or staff position at the University of Iowa must be permitted to do so.

Goals of the Recruitment and Selection Process

·         To attract a diverse array of highly-qualified applicants to the University of Iowa.

·         To provide all applicants an equal opportunity to apply and compete for faculty, and professional and scientific (P&S) positions at the University of Iowa.

·         To encourage promotional opportunities for existing faculty, and P&S staff, particularly for women and racial/ethnic minorities in the areas where they are presently underrepresented.

·         To take affirmative action to address any areas of underrepresentation of women or racial/ethnic minorities in the ranks of the university’s faculty, and P&S staff.

Search Activity Guidance for Faculty, Professional & Scientific Searches

The  Guidance for Search Activities provides information to hiring department/units about conducting searches for positions at 50% or greater, with a duration of one year or more.

This document further describes the type of search and selection activity that requires pre-approval from EOD before the departments/units departments can take action.

Faculty Search Checklist

The  Faculty Search Checklist a brief summation of the Faculty Search process. This and more specific information about Faculty Recruitment can also be found on the University of Iowa website for the Office of the Provost.                             

Professional & Scientific Search and Selection Checklist

The P&S Search Checklist for Pay levels 5 and below provides a general overview of the Search and Selection process.

Roles and Responsibilities of the Search Committee

Search committees can effect change in the composition of the workforce through the recruitment, selection, and hiring of staff.

    i.            Search Committee Composition

·         Committee members should have relevant knowledge about the responsibilities and requirements of the vacant position.

·         It is helpful for an individual who has supervised the vacant or similar positions, to be represented on the search committee.

·         The committee should also reflect the diversity of the campus; to achieve this goal, it may be necessary to include a member from related departments or units or a graduate student on the search committee.

·         The committee chairperson should hold a position at the same or higher level than the vacant position.

·         Each search committee member should have adequate time to devote to the search committee duties.

  ii.            Charge of the Search Committee is to:

·         Understand the university’s strategic plan, Renewing the Iowa Promise, as well as applicable equal opportunity/affirmative action and diversity goals.

·         Develop the recruitment plan to enlarge the applicant pool with women and minority applicants, particularly where underrepresentation exists.

·         Evaluate applicants fairly based on the qualifications advertised in the position announcement.

·         Be cognizant of unintentional bias that may overshadow the search committee’s perceptions of candidates.

·         Create an open and welcoming environment and establish positive rapport with candidates during the interview.

·         Maintain confidentiality about the search and selection process and committee proceedings.

·         It may be appropriate to arrange for candidates to meet with diverse university constituencies so that candidates can gain a more direct sense of the community in which they may work and live.

iii.            Responsibilities of the Search Committee Chairperson

·         Ensure that the search committee charge is understood and implemented.

·         Serve as a liaison between the committee and the hiring department.

·         Facilitate all committee meetings and administrative support.

·         Ensure that appropriate search records and meeting minutes are maintained.

·         Perform all the regular duties of a search committee member.

·         Perform other duties as requested by the hiring department.

iv.            Responsibilities of the Search Committee Administrator (Admin)

·         Assist the chair with the operational functions of the search.

·         Provide administrative support to the chair/search committee.

·         Perform other duties as assigned by the chairperson.

  v.            Responsibilities of Search Committee Members

·         Assist in identifying and contacting potential applicants.

·         Attend all scheduled committee meetings.

·         Screen applicants and select candidates for interviews.

·         Participate in the interview process.

·         Check applicants’ references (if so assigned).

·         Perform other duties as assigned by the chairperson.

 

 

Creating the Requisition/Recruitment Plan

NOTE:  As of Sept. 10, 2018, the University of Iowa has a new system for managing advertising, applications, and searches for staff and health care jobs, therefore, this Recruitment Manual for P&S and faculty searches will be revised to reflect the university’s transition to the new Talent Acquisition system (OTAC). Information in this manual pertaining to faculty searches is still applicable until such time as the faculty requisitions migrate to the new OTAC system. Please contact Talent Acquisition support (TA-support@uiowa.edu (link sends e-mail)) in University Human Resources with any questions about the OTAC system.

Developing the recruitment plan is one of the most important aspects of the search process. Including a broad spectrum of strategies in the plan will yield a more diverse pool of qualified applicants.

As noted in the university’s Operations Manual (Section III, Chapter 9.6), searches for faculty, and professional & scientific (P&S) positions which are 50% full-time equivalency or greater and extend for one year or more require an affirmative action search.

Preparing the faculty, and P&S Requisition/Recruitment Plan

P&S Requisition/Recruitment Plans are electronic forms created in the Jobs@UIOWA application (accessed through the Human Resources Employee Self-Service website) and routed through the workflow transaction system.

    i.            The Essential components of the recruitment plan include:

·         Names of all individuals serving on the search committee.

·         List of all advertising resources being utilized.

·         Copies of all advertisements, position announcements, professional contacts, and mailing lists.

·         Approval signatures from the departmental executive officer and collegiate dean/vice president via the workflow transaction system.

·         Approval of advertisements and position announcements by Equal Opportunity and Diversity at the beginning of the search process, prior to publication or distribution of position announcements.

  ii.            To create a P&S Requisition/Recruitment Plan:

·         Log in to the Employee Self-Service website using your HawkID and password.

·         Click the Administration tab.

·         Under the Systems tab, click Jobs@UIOWA to enter the HR Web Transaction System. (Please note that the  Requisition/Recruitment Plan Training Manual which includes detailed instructions for completing the form, can also be accessed from this web page.)

·         Click Faculty/P&S Requisition/Recruitment Plan.

·         Follow the instructions as provided in the R/R Plan Training Manual on page 2.

·         Within the Requisition/Recruitment Plan there are Help buttons which provide additional details about each field on the form.

·         If you need additional assistance, please send an e-mail to eod-search-help@uiowa.edu (link sends e-mail) or call 319-335-0705.

Common Errors when Completing the Requisition/Recruitment Plan 

·         A targeted advertising resource is needed to address the underrepresentation of women and/or minorities if applicable.

·         Regional or national advertising resources are not provided when required.

·         The university’s Equal Employment Opportunity / Affirmative Action statement is not included in the external advertisement. The university’s updated EEO Tagline that should be used is as follows:

The University of Iowa is an equal opportunity / affirmative action employer. All qualified applicants are encouraged to apply and will receive consideration for employment free from discrimination on the basis of race, creed, color, national origin, age, sex, pregnancy, sexual orientation, gender identity, genetic information, religion, associational preference, status as a qualified individual with a disability, or status as a protected veteran.

·         Position qualifications listed on the job line position announcement must match the qualifications listed in the external advertisement.

·         The external advertisement and/or the job description are not attached.

·         The complete list of all search committee members is absent and/or search committee diversity representation such as gender, racial, ethnicity does not exist.

·         The number of references needed by applicants in the position announcement is not included.

·         The equivalent combination of education and experience language in the educational requirement section of position announcement is not included.

·         The position qualifications are not easily measurable and are not consistent with the UI job description qualifications.

·         The position announcement contains misspelled words, errors.

·         Biased language exists within the position announcement, which can be construed as a bias for younger employees e.g., words such as “energetic”, “enthusiastic”, and “young scholar”.

·         The advertisement of multiple level positions does not list all required qualifications for each position.

Advertising Requirements

The scope of advertising required for P&S positions is based on two criteria: (1) underrepresentation within the job group and (2) the pay level of the position.

Positions in job groups that are underrepresented for women or racial/ethnic minorities in the university’s current workforce require advertising targeted toward the underrepresented group. Refer to the Underrepresentation Reports on the Diversity at Iowa website for a list of job titles determined to be underrepresented for women and/or minorities. Targeted recruitment resources are also available on the Equal Opportunity and Diversity website. There are three levels of advertising for P&S positions: local, regional and national. For positions that are 50% full-time equivalency or more for one year or more.  The advertising requirements are as follows:

For Non Organized P&S:

Local Advertising is required for Pay level, 2-4 Regional Advertising is required for Pay Level 5 National Advertising is required for Pay Levels 6 & above

For Organized P&S (SEIU)

Local Advertising is required for Pay Grade 1-8 Regional Advertising is required for Pay Grade 9-11 National Advertising is required for Pay Levels 12 & above

·         Local advertising is defined as advertising minimally media or internet resources in Iowa City, Cedar Rapids, Des Moines, and Quad Cities, Eastern Iowa or other metropolitan areas in Iowa.

·         Advertising with University of Iowa resources may supplement but not replace other local advertising.

·         Regional advertising is defined as means advertising minimally media or internet resources that target midwestern metropolitan areas beyond the state of Iowa.

·         National advertising is defined as advertising minimally with media or internet resources that target metropolitan areas throughout the U.S.

Advertising Resources

Examples of acceptable advertising resources include: print media (newspaper, journal advertisements, and publications of professional organizations), websites, listservs, and professional contacts. See Advertising Resources

    i.            Use of the Internet in Position Announcements

Electronic media is increasingly the primary resource used in job searches by employers and job seekers. Examples of electronic media include listservs, bulletin boards, job banks, websites, and job boards of associations and organizations serving professionals in fields relevant to the requirements of the position. When advertising electronically, you may provide a link to the website where your department’s job postings are listed. See Advertising Resources.

  ii.            Social Media Guidelines

In an effort to educate our employees about the benefits and risks of social media similar to the education provided to our students on this subject to minimize personal and future career risk, suggested guidelines for use of social media are provided below.  These guidelines are intended to support the creative and innovative use of social media by employees to further university purposes in a manner that minimizes personal, professional and institutional risk.

Best Practices to Enhance the Diversity of the Applicant Pool

It is vital that the hiring department and search committee devote time to developing strategies to enhance the diversity of the applicant pool.

·         Develop a broad knowledge of the applicable marketplace and where to target the search to yield a diverse applicant pool.

·         Consider non-traditional advertising venues.

·         Maintain ongoing professional contacts with colleagues at other institutions to solicit nominations of well-qualified women and minority applicants.

·         Advertise positions in a variety of publications and with professional organizations that reach diverse populations.

·         Personally invite women and racial/ethnic minorities to apply for position openings.

·         Solicit the names of prospective applicants from caucuses of women and racial/ethnic minorities within relevant professional and academic associations.

·         Review applicant pools from prior searches to identify potential women and minority applicants for current or future searches.

·         Utilize the Equal Opportunity and Diversity’s listing of Targeted Recruitment Resources (See Advertising Resources).

Diversity in Employment Guidelines

Each member of the university community contributes to the development and maintenance of a healthy academic and working environment in which diversity is valued. Executive, administrative, and managerial positions have a unique responsibility for promoting a fair and equitable environment.

A checklist for assessing candidates' diversity skills in accordance with this policy can be found by clicking above.

The university’s Diversity in Employment Guidelines states that position descriptions and announcements for senior leadership positions must include job-related experience with and/or commitment to diversity as a required qualification.

These guidelines apply to all open positions at pay level 6 or higher in the non-organized professional and scientific classification, and for faculty appointments with significant administrative responsibilities.

Including the diversity leadership requirement in the position description and announcement informs candidates of the university's commitment to diversity and encourages them to be forthcoming about such experience during interviews. In addition to soliciting prospective candidates, the language serves to communicate the university's support to the general public.

The following samples of language may be used to satisfy this requirement. This information can also be found on the Equal Opportunity and Diversity’s website.

·         Demonstrated commitment to promoting a diverse environment.

·         Demonstrated knowledge of the principles of affirmative action and equal opportunity.

·         Demonstrated commitment to human rights and equality.

·         Demonstrated experience promoting a diverse workforce/academic environment.

·         Demonstrated knowledge of effective strategies for working with diverse faculty, staff, and students.

·         Demonstrated experience working effectively in a diverse environment.

·         Demonstrated commitment to diversity in the educational community.

Applicant Self-Identification Forms

As required by federal regulations, the University of Iowa requests information from job applicants to monitor and report on its equal employment opportunity and affirmative action programs. Equal Opportunity and Diversity accommodates this policy with the Applicant Self-Identification Form.

Submission of this information is voluntary. The information will not be shared or used in making employment decisions. If applicants choose not to answer these questions, they will not be excluded from consideration for employment.

The Applicant Self-Identification Form is available for use if the position is not being advertised on Jobs@UIOWA (See the university's Electronic Forms website under “Equal Opportunity and Diversity”). Otherwise, this information is embedded within Jobs@UIOWA.

(Faculty Searches Only) If uploading an applicant’s resume/cover letter through the manual process, a paper Self-Identification form will need to be sent to the applicant to include the requisition number, position title, and department/unit name which are to be forwarded to EOD.

Internal Searches 

P&S Searches- Non-UI Health Care Org Units

Requests to conduct an internal P&S search may be made while creating your P&S Requisition/Recruitment Plan. Once you have selected the target applicant group (e.g., all UI orgs, general university orgs, department only) if the job title you are filling is underrepresented for women and/or minorities, you will need to email all current (regular) eligible staff in that group using the following language. List recipients in the bcc field. If you wish to make significant changes to this message, please contact EOD (5-0705 or eod-search-help@uiowa.edu (link sends e-mail)) to discuss the modifications prior to sending the emails to potential applicants.

Template email message when filling a position from an underrepresented job group- Send the following message to all current (regular) staff who are eligible to apply:

Subject Line:   New UI Internal Job Posting

You may be interested in applying for a new UI internal job opportunity. The department of (department name) in (Org or College name) is advertising for a (Job Title) (Job Code) at pay level __). To view detailed information about UI internal P&S opportunities visit Jobs@UIOWA, click the link for “Internal”, and log in with your HawkID and password. Search for Requisition # (Req. #) to view detailed information about the current job opportunity.

The University of Iowa is an equal opportunity / affirmative action employer. All qualified applicants are encouraged to apply and will receive consideration for employment free from discrimination on the basis of race, creed, color, national origin, age, sex, pregnancy, sexual orientation, gender identity, genetic information, religion, associational preference, status as a qualified individual with a disability, or status as a protected veteran.

  ii.            P&S Searches- UI Health Care Org Units

Requests to conduct an internal search may be made while creating your P&S Requisition and Recruitment Plan.  Please complete the Internal Search Justification form and attach it to your Requisition and Recruitment Plan.

Using External Search Firms

·         Obtain a statement of approval from an appointing authority (Dean, Vice President, Department Chair, and Vice Provost) to begin the process to secure a search firm.

·         Contact the University Purchasing Department for guidelines to begin the process.

·         Once an external firm has been secured, it is recommended that the hiring department contact EOD to schedule an orientation session with search firm representatives to review UI’s Search and Selection procedures.

·         The same Search and Selection process applies even when hiring departments choose to employ search firms to assist them in recruiting and selecting candidates.

·         All applicants must apply by submitting their applicant materials through the workflow transaction system.

·         All search forms Requisition/Recruitment Plan, Pre-Interview Report and the Search and Selection Summary need prior approval from the office of Equal Opportunity & Diversity before advertising positions, campus interviews and extending offers of employment.

(Faculty Searches Only) If uploading an applicant through the manual process, a paper Self-Identification form will need to be sent to the applicant to include the requisition number, position title, and department/unit name which are to be forwarded to EOD.

Screening Applicants/Completing the Pre-Interview Report

NOTE:  As of Sept. 10, 2018, the University of Iowa has a new system for managing advertising, applications, and searches for staff and health care jobs, therefore, this Recruitment Manual for P&S and faculty searches will be revised to reflect the university’s transition to the new Talent Acquisition system (OTAC). Information in this manual pertaining to faculty searches is still applicable until such time as the faculty requisitions migrate to the new OTAC system. Please contact Talent Acquisition support (TA-support@uiowa.edu (link sends e-mail)) in University Human Resources with any questions about the OTAC system.

The screening process begins with an analysis of the application materials submitted by applicants in response to the announcement of an open position. The search committee is responsible for selecting candidates for interview who meet all the minimum requirements and are most qualified to fill the vacancy based on the advertised required and desirable qualifications.

Screening Resumes/Curricula Vitaes

Prior to reviewing resumes or curricula vitae, search committees should determine the criteria they will use to screen applicants based on the advertised required and desired qualifications specified in the position announcement.

Best Practices

·         Create a well-documented screening process in which each applicant’s qualifications are compared with the qualifications specified in the position announcement.

·         Use an applicant screening worksheet to chart each applicant’s qualifications and allow the search committee to compare each applicant’s qualifications at a glance.

·         Select a short list of applicants to recommend for interviews.

·         Phone screens and telephone interviews may be used as a screening tool to determine or clarify whether applicants meet the required and desirable qualifications.

·         Be knowledgeable about personal biases that might influence perceptions about applicants.

·         Assess ways the applicants will bring rich experiences and diverse backgrounds and ideology to the university community.

·         Screen applicants to be inclusive rather than for the sole purpose of narrowing the applicant pool.

·         Refrain from assessing applicant qualifications based on a single standard.

    i.            Checklist for Assessing Applicants' Diversity Skills

If the search committee is unable to determine if an applicant possesses the requisite commitment and/or experience promoting a diverse workforce the search committee may elect to conduct a telephone screening call to confirm whether the applicant meets the requisite qualifications. Note: this search committee action does not require pre-approval from the office of Equal Opportunity and Diversity.

For further information, please contact Equal Opportunity and Diversity at 335-0705 (Phone), 335-0697 (TDD), or diversity@uiowa.edu (link sends e-mail).

Preparing the Pre-Interview Report

Once the search committee has screened, rated the applicants in Jobs@uiowa the search committee chair, Admin should complete the Pre-Interview Report form in the Jobs@uiowa application.  Examples of screen shots that illustrate how to prepare the Pre-Interview Report form can be found on page 8 of the Search Committee for P&S and Faculty Positions training manual. (Log onto Self-Service. Click on the Administration tab. Click on the Jobs@UIOWA link.  Under Help Documents on the right hand side you will find the document Search Committee Training.)

The Pre-Interview Report is submitted through workflow to the department, the organizational unit, and the office of Equal Opportunity and Diversity. Upon approval of the Pre-Interview Report, an auto generated approval notice is sent to all persons on the workflow path, as well as the search committee chair and administrative support person.

Common Errors when Completing the Pre-Interview Report

·         Inaccurate ratings and years of related experience are calculated and assigned to the applicant pool.

·         Documentation is not attached to support why applicants are not being considered for interviews when they possess similar ratings as candidates being recommended for interviews.

·         Incomplete documentation which does not explain how related experience was defined and evaluated by the search committee.

·         Incomplete documentation which does not fully explain the reasons why an applicant who was approved for Veterans’ Preference is not being recommended for an interview to include which required and desired qualifications the veteran applicant met/did not meet per Iowacode35C.3 (link is external)            

Applicant Qualification Matrix

The  Applicant Qualifications Matrix is a resource to assist search committees in providing complete documentation on how applicants meet/do not meet required and desired qualifications. The Applicant Qualifications Matrix may be included as an attachment to the Pre-Interview Report to support the search committee’s recommendation of candidates to interview.

Furlough Applicants (Professional & Scientific Employees)

If furloughed employees are in the applicant pool, check the documentation received from the Compensation & Classification Department that stipulates how the hiring department may proceed.

Veterans Preference (link is external)

·         Check if any applicants have exercised Veterans Preference as indicated by a flag symbol icon on the Pre-Interview Report that is adjacent to the applicants’ name. 

·         If the department does not recommend to interview the veteran applicant, it is required that the hiring department/unit attach a memorandum to the Pre-Interview Report which explains the reasons for the non-selection of a veteran applicant.

·         The documentation must include each of the advertised required and desired position qualifications that applicants meet/do not meet.

Per Iowa Code 35C.3 (link is external), at the time of application or at an interview for the position, a veteran applicant may request notification of the refusal or specific grounds for the refusal. The notification shall be sent within ten days after the successful applicant is selected.

    i.            Veterans Preference Justification Sample

 

Manual Application Entry (Faculty Searches Only)

The Chair/Admin has the capability to add an applicant manually to Jobs@uiowa.  Select manual applicant entry under the manage applications section; then start the new manual Application.  The first screen requires the basic applicant information to be entered; once completed select "Fill out Manual Application" to continue on the To Do list and upload the required attachments (Screen 8).

(Faculty Searches Only) If entering an applicant through the manual process, a paper Self-Identification form will need to be sent to the applicant to include the requisition number, position title, and department/unit name which are to be forwarded to EOD.

The Selection Process

NOTE:  As of Sept. 10, 2018, the University of Iowa has a new system for managing advertising, applications, and searches for staff and health care jobs, therefore, this Recruitment Manual for P&S and faculty searches will be revised to reflect the university’s transition to the new Talent Acquisition system (OTAC). Information in this manual pertaining to faculty searches is still applicable until such time as the faculty requisitions migrate to the new OTAC system. Please contact Talent Acquisition support (TA-support@uiowa.edu (link sends e-mail)) in University Human Resources with any questions about the OTAC system.

Reference Check List Candidates

The interview process serves two primary purposes: 1) to allow the search committee to assess candidates’ qualifications for the position and 2) to allow candidates to assess their interest in employment at the University of Iowa. Candidates’ impressions of the university will be influenced by the consideration, competence, and sincerity of each search committee member.

Best Practices:

·         Develop a patterned interview structure which allows the committee members to make an objective assessment of each candidate and minimize unconscious bias.

·         Conduct the interviews and be as consistent as possible for all candidates. Utilize the same questions, setting, time allotment, and interviewers to ensure that each candidate is treated fairly.

·         Develop behavior-based questions that focus on job-related experiences, behaviors, knowledge, skills, and abilities.

·         Avoid asking theoretical questions such as “How would you go about influencing those you supervise and work with on the benefits of diversity”? An example of a better question would be: “Describe a time when you influenced supervisees and/or colleagues about the benefits of diversity”?

·         Assess whether the answers to the questions, if used in making a selection, will have a disparate impact on applicants in protected classes and whether the questions are essential to judge an applicant’s qualifications for the position.

·         Resist the tendency to label any given candidate as “most promising”, as it can become more difficult for the search committee to give other candidates in the pool equal consideration.

·         Refrain from drawing conclusions on candidates prematurely; instead, use the entire interview as an opportunity to gather pertinent information.

·         Avoid making assumptions based on perceived race, ethnic background, national origin, age, disability, veteran status, marital or familial status, sexual orientation, political affiliation, genetic information or religion.

·         Ask only for information that can legally serve as a basis for the hiring decision. In the linked document below, are examples of legal and illegal interview inquiries.

Legal and Illegal Interview Questions and Inquiries

It is important that search committee members are familiar with what topics of discussions are/are not permissible topics to discuss with applicants.

Personal Bias in Interviewing

Creating a fair and structured interview process will assist in minimizing personal bias that may overshadow the search committee's evaluation of candidates.  The insertion of personal bias can also have a negative impact on the outcome of the search for the hiring department/units and for the candidates being interviewed.

Common interview biases and errors:

·         Halo Effect- refers to when a candidate possesses a positive attribute which then becomes dominant and is transferred to all other aspects of the candidate's background and/or qualifications by the interviewer.

·         Horn Effect-refers to when a candidate possesses a negative attribute and it is overemphasized and transferred to all other aspects of the candidate's background and/or qualifications by the interviewer.

·         Interviewer Identification with Personal Similarities of candidates-This bias refers to the tendency for the interviewer to select and hire individuals who possess similar attributes/backgrounds to their own.

·         Contrast Bias-Contrast Bias occurs when an interviewer compares candidates to each other or compares all candidates to a single candidate. For example, if one candidate appears to lack strong leadership experience; others may appear to be more qualified than they really are.

·         Stereotyping Bias-Stereotyping Bias occurs when the interviewer assumes a candidate has specific traits because they are a member of a group. If job requirements include lifting 50 pounds, an interviewer might inaccurately assume women cannot meet this requirement.

·         Generalization Bias-Generalization bias can occur when interviewers assume candidates’ mannerisms in the interview are part of their everyday behavior. For example, candidates who are nervous in the interview can be generalized as always nervous.

·         Cultural Noise Bias-Cultural Noise Bias occurs when candidates answer questions based on information they think will get them the job. Basically, they say what they think the interviewer wants to hear. For example, a candidate might say she/he likes working as part of a team if the interviewer stresses teamwork as a requirement.

·         Nonverbal Bias-Nonverbal Bias occurs when an interviewer is influenced by body language. A concerned look on a search committee's face and or an affirmative nod when listening to candidates answering questions can send incorrect signals.

·         Recency Bias-Recency Bias occurs when the interviewer recalls the most recently interviewed candidates more clearly than earlier candidates during the decision-making process.

·         Gender and Racial Bias in Hiring-It is important that hiring departments and search committees are cognizant of how personal bias can influence their judgment when screening and selecting applicants.  The following resources provide essential information to ensure that snap judgments are not made about applicants with insufficient job related information to support the search committee/hiring department recommendations.

Adapted from: Society (link is external) of Human Resources Management (link is external)

    i.            Article entitled: Gender and Racial Bias in Hiring (link is external), By Shelley J. Correll and Stephen Benard

 

Employer Tips on Interviewing Applicants with Disabilities

Employers are as perplexed by the social aspects of interviewing someone with a disability as they are by the legal concerns. Here are some basic guidelines for keeping a job interview focused on the applicant's qualifications.

When Interviewing an Applicant with Any Disability

·         Do ask job-related questions: "How would you perform this particular task?"

·         Don't ask: "What happened to you?" or "How will you get to work?"

·         Don't ask questions in terms of disability, such as, "Do you have a mental condition that would preclude you from qualifying for this position?"

·         Don't ask, "How often will you require leave for treatment of your condition?" However, you may state the organizations attendance requirements and ask if the applicant can meet them.

·         Don't start the interview by trying to elicit the applicant's needs for accommodation.

·         The interview should focus on whether the candidate is qualified for the job in question. Focus on the applicant’s Abilities. If there is a need for a discussion concerning accommodations, this should come later.

·         It is the applicant's responsibility to request accommodations. Don't ask the job applicant, "Will you need accommodations?" or "What kind of accommodations will you need?" However, if you have concerns over an applicant's ability to perform an essential function of a job, given the applicant’s obvious or disclosed disability, you can ask the applicant how they would go about performing that task.

·         Always offer to shake hands. Do not avoid eye contact, but don't stare either.

·         Treat the applicant as you would any other adult-don't be patronizing. If you don't usually address applicants by their first name, don't make an exception for applicants with disabilities.

·         If you feel it is appropriate, offer the applicant assistance (for example, if an individual with poor grasping ability is having trouble opening a door), but don't assume it will necessarily be accepted.

·         Don't automatically give assistance without asking first.

When Interviewing an Applicant Who Uses a Wheelchair

·         Don't lean on the wheelchair.

·         Get on the same eye level with the applicant if the conversation lasts more than a minute or so.

·         Don't push the wheelchair unless you are asked to do so.

·         Keep accessibility in mind. Is that chair in the middle of your office a barrier to a wheelchair user? If so, move it aside.

·         Don't be embarrassed to use such phrases as "Let's walk over to the plant."

·         When giving instructions or directions, proceed slowly.

·         Be patient, and repeat directions if necessary.

When Interviewing an Applicant Who has a Visual Impairment

·         Immediately identify yourself and others present; cue a handshake verbally or physically.

·         Use verbal cues; be descriptive in giving directions. (The table is about five steps to your left.)

·         Verbalize chair location, or place the person's hand on the back of the chair, but do not place the person in the chair.

·         Do not touch an applicant's cane. Do not touch a guide dog when in a harness. In fact, resist the temptation to pet a guide dog.

·         Don't be embarrassed to use such phrases as "Do you see what I mean?"

·         Don't shout.

·         Keep doors either open or closed; a half-open door is a serious hazard.

·         Offer assistance with mobility; let the applicant grasp your left arm, usually just above the elbow. Again, ask first, and do not be surprised if assistance is refused.

When Interviewing an Applicant Who has a Hearing Impairment

·         You may need to use a physical signal to get the applicant's attention.

·         If the applicant is lip reading, enunciate clearly, keep your mouth clear of obstructions, and place yourself where there is ample lighting.

·         Keep in mind that an accomplished lip reader will be able to clearly understand only 30-35% of what you are saying.

·         The best method to communicate is to use a combination of gestures and facial expressions.

·         You may also want to learn how to fingerspell, or, if you are more ambitious, take a course in American Sign Language.

·         Don't shout.

·         If you don't understand what the applicant is telling you, don't pretend you do. Ask the candidate to repeat the sentence(s).

·         If necessary, use a sign language interpreter. But keep in mind that the interpreter's job is to translate, not to get involved in any other way. Therefore, always face and speak directly to the applicant, not the interpreter. Don't say to the interpreter, "Tell her..."

Adapted From: National Center on Workforce & Disability website: http://www.onestops (link is external).info See: Disability: The Basics; Dos and Don'ts; Employer Tips on Interviewing Applicants with Disabilities

Assessing Diversity Leadership Skills in the Interview

Search committees can use the following methods to assess candidates’ diversity leadership skills, a required qualification for positions at a pay level 6 or higher in the non-organized professional and scientific classification, and for faculty appointments with significant administrative responsibilities.

These suggestions are not designed to probe a candidate's personal beliefs; rather, they are offered to help the search committee ascertain effective leadership and management style for an increasingly diverse and inclusive workforce.

Best Practices:

·         Avoid compartmentalizing questions about fairness, equity, and affirmative action as if they were separate from issues regarding effective management, leadership, and planning.

·         Make a conscious effort to share responsibility for questions regarding diversity ensures that diversity issues will be raised regardless of the gender and racial makeup of the search committee. 

·         Identify questions which address specific areas of concern for the department/unit such as retention, recruitment, or conflict resolution.

·         Identify quantifiable information about the candidates’ work in the areas of diversity and inclusion.

·         Solicit information from the candidate about specific studies, policies, procedures, or programs they have initiated to further develop the campus or workplace as a diverse environment, and ask for a statement of initiatives they would propose if appointed.

The following examples of open-ended interview questions are useful and appropriate for assessing a candidate’s diversity leadership experience and skills.

·         What do you see as the most challenging aspects of an increasingly diverse academic community?

·         What initiatives have you taken in your previous capacities to meet such challenges?

·         What is your sense of the complexities and leadership challenges related to these issues?

·         Provide an example of how you work with people under your supervision to foster a climate receptive to diversity in the workforce, in the curriculum, in faculty/staff meetings?

·         What programs have you developed and/or supported in the area of diversity?

·         Describe how you conceptualize the relationship between diversity and excellence?

·         What kinds of leadership efforts are needed to encourage a commitment to excellence through diversity?

·         In what ways have you integrated multicultural issues as part of your professional development?

Recruitment Ambassador Program

The Recruitment Ambassadors Program, jointly sponsored by the Department of Human Resources and the office of Equal Opportunity and Diversity, supports the university’s strategic goals for increasing the diversity of our faculty and staff. Recruitment Ambassadors are current or former faculty and staff members who volunteer to help recruit diverse prospective employees.

Through personal contact and participation in campus-sponsored events, Recruitment Ambassadors familiarize candidates with the University of Iowa and the community, act as liaisons between candidates and the University, and showcase various outstanding attributes that make the University of Iowa an “Employer of Choice.”

Recruitment Ambassadors function independently of the search committee and offer a private resource for candidates to ask questions and gather information about the University of Iowa and the resources in the surrounding community.

The primary activity of Recruitment Ambassadors is to meet with candidates for faculty/staff positions while they interview on campus. Recruitment Ambassadors also participate in job fairs and distribute brochures about employment at the University of Iowa in their communities.

Conducting Reference Checks

Reference checks can be conducted pre-or post-interview at the discretion of the department. For some high-level P&S positions it may be beneficial to conduct reference checks on candidates selected for on-campus interviews prior to bringing them to campus. This is particularly true in cases where the department will be paying travel expenses for the candidate and scheduling public forums for the candidate to address the campus. Reference check questions should focus on the candidate’s job-related experience, qualifications, and accomplishments. Download the  Reference Check Template for Professional and Scientific Positions.

 

Making the Hiring Decision/Completing the Search and Selection Summary

NOTE:  As of Sept. 10, 2018, the University of Iowa has a new system for managing advertising, applications, and searches for staff and health care jobs, therefore, this Recruitment Manual for P&S and faculty searches will be revised to reflect the university’s transition to the new Talent Acquisition system (OTAC). Information in this manual pertaining to faculty searches is still applicable until such time as the faculty requisitions migrate to the new OTAC system. Please contact Talent Acquisition support (TA-support@uiowa.edu (link sends e-mail)) in University Human Resources with any questions about the OTAC system.

Best Practices:

·         Each search committee member should provide his/her input on each candidate interviewed.

·         Think broadly rather than narrowly about the types of experiences and/or skills the candidates might bring to the University of Iowa.

·         Recommend the best-qualified candidate to the department head based on advertised position requirements and substantive qualifications, including diversity objectives.

Preparing the Search and Selection Summary

When the search committee is ready to recommend a candidate for hire, the search committee chair or administrative support person prepares the form requesting permission to extend an offer of employment. The Search and Selection Summary is the final documentation of the search process. Examples of screen shots on how to prepare the Search and Selection form may be found on page 11 of the Search Committee for P&S and Faculty Positions manual. (Login to Self-Service. Click on the Administration Tab.  Click on the Jobs@UIOWA link.  Under Help Documents on the right side under either the P&S or Faculty subheadings you should have a Search Committee Training Manual link.)

Veteran Preference Candidate If a veteran candidate was interviewed, justification on this candidate will be required in the final Hiring Justification document that is submitted through workflow. The veteran retains the right under Iowa Code 35C.3 to request notification of the refusal or specific grounds for refusal.

The following attachments are required:

·         Hiring Justification Summary- memorandum that discusses all interviewed candidates relative to required and desirable qualifications.  Include any other criteria that distinguish the recommended candidates from other finalist candidates interviewed, such as years of related experience, references, publications, record or honors received.

·         Draft Offer Letter- The draft offer letter must be attached for all hires. Salary Justification, if required (P&S Only).  If the hiring department has indicated that this form needs to be routed to Compensation and Classification for salary review, include a memorandum that explains the rationale for the proposed salary.

·         If the proposed salary exceeds the top of the median zone or if it is a lateral transfer with greater than a 5% increase. Salary approval must be obtained from the Compensation and Classification Unit of Human Resources prior to making the offer to the candidate.

The office of Equal Opportunity and Diversity may contact the search committee chair and/or the hiring department to obtain additional information on how the search committee came to their decisions. This could include requesting further information on why certain candidates were not selected.

Common Errors when Completing the Search and Selection Summary

·         The Hiring Justification Summary is missing.

·         The Hiring Justification lacks specific examples to support how the recommended candidates and how the other finalist candidates interviewed met or did not meet the advertised position qualifications.

·         Biased language exists in the Hiring Justification Summary.

·         Candidate ratings are changed for candidates interviewed without a written explanation to support the reason for the change.

·         Salary Justification contains different content and does not coincide with information listed in the Hiring Justification Summary.

·         Search and Selection Summaries are sent to the Compensation and Classification Department that do not require salary reviews.

·         Search and Selection Summaries requiring salary reviews and approvals are not sent to the Compensation and Classification Department.

·         The candidate offer letter is needed.

Hiring Justification Form Sample

The Hiring Justification form is a required document provided by the hiring department to summarize the reasons for selection/non selection of finalist candidates interviewed.

This document should be attached to the Search and Selection Summary.

Extending the Offer of Employment

Before a position that requires a search is offered to a candidate, the Search and Selection Summary form must be completed, signed by the departmental executive officer and dean or vice president, and approved by the office of Equal Opportunity and Diversity.

After extending the offer, mail the candidate two copies of the offer letter and a postage-paid return envelope addressed to the hiring department. Request that the candidate sign one copy of the letter and return it in the enclosed envelope to the department.

As a recipient of federal funds, the university is covered by regulations of the Office of Federal Contract Compliance Programs (OFCCP) (link is external). The OFCCP has modified its regulations implementing Section 503 of the Federal Rehabilitation Act (link is external) in light of the requirements of the Americans with Disabilities Act (link is external). Under the revised OFCCP regulations, job applicants for the university’s professional and scientific positions can only be asked to self-identify disability and veteran status once an employment offer has been extended.

The University of Iowa is an Equal Opportunity/Affirmative Action employer.  As required by federal regulations, information is requested from applicants to monitor and report on equal employment opportunity/affirmative action programs.  The submission of this information from applicants is voluntary and is not shared with the hiring department/unit or used in making employment decisions.

NOTE: If entering an applicant through the manual process, an online credential/criminal background check will not be available.  This process will have to be completed using paper forms

    i.            Faculty/P&S Offer Letter Sample

A draft of the offer letter is necessary to attach to the Search and Selection Summary.

Completing the Appointment/Transfer Form

In order to appoint the final candidate, one of several Human Resources appointment or transfer forms must be completed in the Human Resources Transaction System. Detailed instructions for completing the various appointment and transfer forms are provided in the Transaction Initiator Training Manual in the Human Resources Transaction Systems website. To access the Human Resources Transaction System, log in to the Employee Self-Service Website using your HawkID and password.

If you need additional assistance, send an e-mail to hr-transaction@uiowa.edu (link sends e-mail).

Notification of Search Closure to Non-Selected Applicants

It is the responsibility of the hiring department to communicate in a timely manner with all interviewed candidates who were not selected for the position. Upon request of an applicant, it may be necessary to provide pertinent information to the applicant regarding the reason he/she was not selected for the position.

Retention of Search Materials

Per the university’s program for management of recruitment records, departments are required to retain the official recruitment records for a period of 5 (five) years following the closure of the search. Official recruitment records are defined as the position postings/requisitions, resumes or CVs, applications, reference letters, letters of recommendation and all recruitment/search documents for applicants of positions within a department, including any materials sent by applicants directly to the department (e.g. writing samples, portfolios, etc.) for all position types (merit, student, faculty, P&S, etc.). Departments conducting the hiring process are required to retain the resumes and all search documents for all applicants. The electronic applications and resumes/CVs of all applicants who apply via Jobs@UIOWA are stored on the central server; therefore, departments need not keep paper copies of the resumes unless their Org unit or college requests they do so. Only applications for university employment received from outside Iowa state government shall be maintained as confidential.

Additional details about the university’s Records Management Program and Records Retention Schedule are available online.

Confidentiality of Applicants

Pursuant to Iowa Code 22.7, the university has determined the following:

·         Otherwise qualified outside candidates would be discouraged from applying for university positions if the applications and search committee materials were available for general public examination;

·         Persons from outside the university would be deterred from submitting the names of nominees for university positions or comments on candidates for university employment if those nominations or comments were available for general public examination;

·         Nominees and applicants from outside the University of Iowa state government may suffer needless and irreparable injury to their reputation if their applications and search committee materials were available for general public examination; and

·         Nominees and applicants from outside the University or Iowa state government would seek to have discussion and deliberation on their candidacy closed and confidential.

·         Accordingly, the university hereby resolves that nominations, recommendations, and applications for university employment received from outside Iowa state government shall be maintained as confidential in accordance with the terms of the Iowa open records law.

·         Job applicants who presently work at the University of Iowa, at another Regents institution in this state, or elsewhere within Iowa state government are advised that their names and application materials are public records under the Iowa open records law.

Exceptions to Standard UI Search Procedures: Requesting a Waiver

The University of Iowa’s search procedures for faculty and professional and scientific (P&S) positions are designed to meet applicable federal/state laws, regulations, and university policies regarding equal employment opportunity and affirmative action. Deviations from these standard search procedures are therefore strongly discouraged.

With appropriate justification, a waiver of the search process may be granted for a faculty or P&S position. Exceptions to these procedures will be made only upon recommendation from the employing unit and its senior human resources leader or associate dean, with review by the Compensation and Classification Unit of Human Resources (for P&S positions), review by the Office of the Provost (for faculty positions), and review and approval of the Office of Equal Opportunity & Diversity (EOD).

Examples of instances under which a waiver may be considered are noted below:

·         A current P&S staff member’s position was eliminated due to a reduction in force. Such a request must be coordinated with the Compensation and Classification Unit of Human Resources.

·         A current UI P&S staff member develops a disability that makes her/his current position no longer feasible. Such a waiver request must be coordinated with the Faculty and Staff Disability Services Office in University Human Resources or with Leave and Disability Management in UI Health Care Human Resources.

·         As part of recruitment for a faculty or P&S staff position in another department, the applicant is a qualified “dual career” spouse or partner. This type of waiver request is typically coordinated with the Dual Career Services Office.

·         The terms of a federal/state grant or contract require the appointment of this particular individual.

·         The position will exist only if this individual (with unique education, training, and experience) is available and interested in the position.

·         The applicant’s unique qualifications and expertise are such that no other applicant would be expected to surpass this individual’s qualifications for the position. Typically, the applicant would need to be nationally or internationally renowned in his/her field to meet this criterion.

To request a waiver of the affirmative action search process, the hiring department must complete the request for waiver form and submit the requested documentation.

P&S Search Waivers:

The search waiver request form for P&S positions is an electronic form that routes via Universal Workflow. To access the form, log into Self Service, click the Administration tab; under Systems click the HR Transaction System link. The P&S Search Waiver Request is listed under Employment Action Forms and replaces the P&S Search Waiver form that was formerly available in E-Forms.

This form opens in a new window in the Universal Workflow system. When the form is complete, it will redirect the initiator back to the Transaction System menu.

These forms were built using the Form Builder and are not part of the “Transaction Reports”. Once initiated, forms are available to initiators and approvers at https://workflow.uiowa.edu/ in the “My Initiated Packages” or “My History” sections, respectively.

Routing of the P&S Search Waiver Request forms follows normal Workflow routing paths for your dept./org unless modified by your Workflow administrator. Instructions for Universal Workflow administrators are available in Workflow Help at: https://workflow.uiowa.edu/help. Post-org review and approval will be performed by HR-Compensation & Classification and EOD. Salary approval from the HR-Compensation and Classification is required if the proposed salary exceeds the top of the median zone (P&S) positions.

Faculty Search Waivers:

The search waiver request form for faculty positions is now an electronic form that routes via Universal Workflow. To access the form, log into Self Service, click the Administration tab; under Systems click the HR Transaction System link. The Faculty Search Waiver Request is listed under Employment Action Forms and replaces the Faculty Search Waiver form that was formerly available in E-Forms.

This form opens in a new window in the Universal Workflow system. When the form is complete, it will redirect the initiator back to the Transaction System menu.

Once initiated, forms are available to initiators and approvers at https://workflow.uiowa.edu/ in the “My Initiated Packages” or “My History” sections, respectively.

If the waiver request is for appointments in multiple departments, one waiver form will need to be submitted for each appointment. The required documentation for each appointment may be identical but should be attached to each of the submitted forms.

Routing of the Faculty Search Waiver Request forms follows normal Workflow routing paths for your dept./org unless modified by your Workflow administrator. Instructions for Universal Workflow administrators are available in Workflow Help at: https://workflow.uiowa.edu/help. Post-org review and approval of the form and its attachments will be performed by the Office of the Provost and EOD.

 

University Policies

NOTE:  As of Sept. 10, 2018, the University of Iowa has a new system for managing advertising, applications, and searches for staff and health care jobs, therefore, this Recruitment Manual for P&S and faculty searches will be revised to reflect the university’s transition to the new Talent Acquisition system (OTAC). Information in this manual pertaining to faculty searches is still applicable until such time as the faculty requisitions migrate to the new OTAC system. Please contact Talent Acquisition support (TA-support@uiowa.edu (link sends e-mail)) in University Human Resources with any questions about the OTAC system.

The University has instituted a number of policies affecting the employment of faculty, staff, and students. The following policies and statements are listed in the university’s Operations Manual.

Nondiscrimination Statement  

Affirmative Action Employment Guidelines  

Diversity in Employment Guidelines  

Statement on Diversity  

Human Rights Policy  

Disability Protection Policy  

Accessibility Statement  

Credential Check at Point of Hire  

Criminal Background Check at Point of Hire  

Conflict of Interest in Employment- Nepotism  

Conflicts of Commitment and Interest  

The Historical Basis for Equal Employment Opportunity and Affirmative Action

Equal employment opportunity is a right of all people and is the responsibility of every employer, both public and private. The most important state and federal laws that apply to the University of Iowa and provide the legal basis for equal employment opportunity and affirmative action are summarized below.

Civil Rights Act of 1866

The Civil Rights Act of 1866, which protects all persons from discrimination because of their race or national origin, was enacted shortly after the abolition of slavery. This law provides protection in situations not specifically covered by the Civil Rights Act of 1964.

Executive Order 11246

Issued in 1965 and amended by Executive Order 11375, this executive order and the regulations implementing it require all federal government contractors or sub-contractors which employs 50 or more employees (such as the University of Iowa) to have written affirmative action plans and to make special efforts to correct the effects of past and present discrimination. The affirmative action plan must contain an analysis of the current workforce as it compares to the availability of women and minorities in the general labor pool.

Equal Pay Act of 1963

This act is an amendment to the Fair Labor Standards Act of 1938. It prohibits sex discrimination in the payment of wages and fringe benefits. It was amended in 1972 to include executive, administrative, and professional employees, including faculty.

Civil Rights Act of 1964

Title VI of the Civil Rights Act states that: "No person in the United States shall, on the grounds of race, color or national origin, be excluded from participation in, or be denied benefits of, or be subjected to discrimination under any program or activity receiving Federal financial assistance."

Title VII of the Civil Rights Act essentially provides that it is unlawful for an employer with 15 or more employees: "...to limit, segregate, or classify his employees or applicants for employment in any way which would deprive or tend to deprive any individual of employment opportunities or otherwise adversely affect his status as an employee, because of such individual's race, color, religion, sex, or national origin."

Title VII was later amended to empower the Equal Employment Opportunity Commission (EEOC) to administer the law. The amendment also extended the EEOC's jurisdiction to include public employers as well as private employers.

Title IX of the Education Amendments to the Civil Rights Act (1972) prohibits sex discrimination against students or employees at any educational institution receiving federal funds, and further requires such institutions to make every effort to treat men and women equally.

In total, the Civil Rights Act of 1964 prohibits discrimination in hiring, promotion, salaries, benefits, training, treatment of pregnancy, and other conditions of employment on the basis of race, color, religion, national origin, or sex. These protections are offered regardless of the citizenship status of the applicant or employee.

Iowa Civil Rights Act of 1965     

Iowa’s Civil Rights Act of 1965 is similar to the protections offered by the federal Civil Rights Act of 1964. The Iowa Civil Rights Act prohibits discrimination in employment based on positive HIV tests or on AIDS or the symptoms of AIDS and on the basis of pregnancy, childbirth, and related conditions. Also prohibited is employment discrimination based on age, race, creed, color, sex, national origin, religion, and disability. The Iowa Civil Rights Act is administered and enforced by the Iowa Civil Rights Commission (ICRC).

Age Discrimination in Employment Act of 1967

The ADEA prohibits employers from discriminating in advertising, testing, promotions, benefits, and conditions of employment on the basis of age against anyone over the age of 40. The act is enforced by the EEOC.

Rehabilitation Act of 1973, Sections 503 and 504

Enforced by the Office of Federal Contract Compliance Programs, Section 503 of the Rehabilitation Act prohibits discrimination against any qualified employee or applicant because of a physical or mental disability. Section 503 also requires affirmative action by federal contractors and sub-contractors (contracts in excess of $2,500) in the hiring of people with disabilities.

Section 504 of this Act prohibits discrimination against any qualified applicants, students, or employees on the basis of disability in all programs and activities receiving federal funds.

Vietnam Era Veterans’ Readjustment Assistance Act of 1974

The act prohibits discrimination in employment practices on the basis of either disabled veteran status or Vietnam-era veteran status. It also requires that employers take affirmative steps to employ and promote qualified disabled veterans and Vietnam-era veterans.

Veteran’s Preference per Iowa Code 35C.3 (link is external) if the veteran will not be interviewed, the hiring department must provide detailed information as to the reason(s) for non-selection of the veteran. This should be included in the Hiring Justification attachment that is submitted through Workflow.  Per Iowa Code 35C.3, at the time of application or at an interview for the position, an applicant may request notification of refusal and the specific grounds for refusal. The notification will be sent within ten days after the successful applicant is selected.

Age Discrimination Act of 1975

This legislation prohibits discrimination on the basis of age in programs and activities receiving federal funds.

Americans with Disabilities Act of 1990 (Revised).

The ADA is comprehensive legislation that prohibits discrimination against individuals with disabilities in private and state and local government employment; public accommodations; public transportation; state and local government services; and telecommunications.

ADA Amendments Act of 2008 (ADAAA)

The ADAAA requires that courts interpreting the ADA and other federal disability nondiscrimination laws focus on whether the covered entity has discriminated, rather than whether the individual seeking the law's protection has an impairment that fits within the technical definition of the term "disability." The Act retains the ADA's basic definition of "disability" as an impairment that substantially limits one or more major life activities; a record of such an impairment; or being regarded as having such an impairment. However, it changes the way that the statutory terms should be interpreted.

Iowa Executive Order #15 (1973), #46 (1982)

These orders prohibit discrimination and outline affirmative action requirements with regard to race, creed, color, religion, national origin, sex, age, and disability status.

 

Appendix

NOTE:  As of Sept. 10, 2018, the University of Iowa has a new system for managing advertising, applications, and searches for staff and health care jobs, therefore, this Recruitment Manual for P&S and faculty searches will be revised to reflect the university’s transition to the new Talent Acquisition system (OTAC). Information in this manual pertaining to faculty searches is still applicable until such time as the faculty requisitions migrate to the new OTAC system. Please contact Talent Acquisition support (TA-support@uiowa.edu (link sends e-mail)) in University Human Resources with any questions about the OTAC system.

Glossary

Search documents

    i.            Myths or Facts about Conduction Faculty/Professional and Scientific Searches

  ii.            Confidentiality of Applicants

iii.            Social Media Guidelines

iv.            Offer Letter Sample

  v.            Confidentiality of Applicants- Public Records Law

vi.            Hiring Justification Summary Sample

vii.            Veterans Preference Justification Sample

viii.            Applicant and Qualifications Matrix

ix.            Internal Search Justification Form

  x.            Position Announcement Sample

xi.            Professional and Scientific Search Checklist

xii.            Article entitled: Gender and Racial Bias in Hiring (link is external), By Shelley J. Correll and Stephen Benard

xiii.            Checklist of best practices (link is external). Diversifying the faculty: A guidebook for search committees.  ADVANCE Center for Institutional Change, University of Washington (2007). Retrieved January 2012

xiv.            Faculty Search Checklist