UNC-Chapel Hill Policy on Non-Discrimination
The University is committed to providing an inclusive and welcoming environment for all members of our community and to ensuring that educational and employment decisions are based on individuals’ abilities and qualifications. Consistent with this principle and applicable laws, it is therefore the University’s policy not to discriminate in offering access to its educational programs and activities or with respect to employment terms and conditions on the basis of race, color, gender, national origin, age, religion, creed, genetic information, disability, veteran’s status, sexual orientation, gender identity or gender expression.
Core Diversity Values of the University
The University of North Carolina at Chapel Hill, as an educational institution, is committed to the following core values with respect to diversity: The University supports intellectual freedom, promotes personal integrity and justice, and pursues values that foster enlightened leadership devoted to improving the conditions of human life in the state, the nation, and the world. The University believes that it can achieve its educational, research, and service mission only by creating and sustaining an environment in which students, faculty, and staff represent diversity, for example, of social backgrounds, economic circumstances, personal characteristics, philosophical outlooks, life experiences, perspectives, beliefs, expectations, and aspirations, to mention some salient factors. The University will achieve and maintain diversity on the campus through the admission of students and employment of faculty and staff who broadly reflect the ways in which we differ. The University promotes intellectual growth and derives the educational benefits of diversity by creating opportunities for intense dialogue and rigorous analysis and by fostering mutually beneficial interactions among members of the community.
The University provides an environment that values and respects civility and cordiality of discourse in order that all members of a diverse community feel welcomed and feel free to express their ideas without fear of reprisal.
Search Committee Composition
A search committee composed of diverse members can benefit from the variety of perspectives and new ideas each member provides. The Search Committee should strive to reflect the diversity and/or the commitment to diversity of the college/ unit When appointing a search committee, consider these questions: What unique dimension could this member add to the committee? What will be the role of the committee? What is the diversity of the committee? Who will be the chair of the committee and why? Has each committee member demonstrated a clear commitment to recruiting a talented and diverse candidate pool? Who will assist with the administrative and documentation needs? Some search committees may also incorporate diversity by including doctoral students, unit staff or research faculty. Additional faculty members can be invited from interdisciplinary units, and/or representatives from professional/community partnerships or alumni working in related industries. This approach is helpful in bringing new voices to the search process and also balances the load on existing faculty and staff from underrepresented groups to serve on multiple committees. Search committee chairs and members must complete the Online Training Module before beginning the search process. http://www.unc.edu/depts/eooada/sct/index.htm
Reviewing the Workforce Profile The Workforce profile shows the department’s incumbency representation for women and minorities and indicates whether or not the department is underrepresented for women or minorities for this position. If the department is underrepresented, proactive steps should be taken to increase the networking and or advertising for the position to increase the number of qualified women and minorities in the applicant pool to be considered for the position.
EEO Recruitment Reports The Department and Search Committee should periodically run the Departmental EEO Report during the application period. The report shows the aggregate gender, ethnicity and racial makeup of the applicant pool. It also shows the workflow statuses an applicant may have been moved to as a result of decisions made by the search committee. This allows the search committee to progressively see what effect their selection decisions have on the gender, ethnicity and racial makeup of the applicant pool and whether it will help with any underrepresentation for the position.
Advertising and Recruitment
There are many traditional and nontraditional ways of advertising for candidates. An important part of promoting the position is to use compelling advertising combined with simple guidelines for application. Early advertisement on multiple forums also helps to create a larger candidate pool. While all advertisements must include the equal employment opportunity statement, proactive language emphasizing the hiring unit’s commitment to diversity can be added to the job description and is a great way to showcase the unit’s level of commitment beyond that required by policy.
UNC values building a culturally and experientially diverse faculty. We strongly encourage applications from candidates from a variety of interdisciplinary experiences. Individuals from under-represented groups are encouraged to apply.
(Unit Name) is dedicated to Carolina’s Commitment to building and sustaining an inclusive campus community and to foster a welcoming climate that values and respects all members from multicultural backgrounds.
For additional Questions in the application process: Please describe how you have included multicultural and diversity issues into your courses. Please describe initiatives that you have engaged within and outside the classroom to provide mentoring opportunities and promoting diversity and inclusion
Vacancies must be posted for a minimum of 30 – 45 days—depending on the Appointment Type—before Search Committees can make selection decisions or submit an Interim Review. Tenured/tenure track positions must be advertised nationally for a minimum of 45 days. Fixed-Term Faculty positions must be advertised locally and regionally for a minimum of 30 days.
Application Pool and Sources The applicant pool is a very important piece in the process of diversifying academia. The search committee should consider active recruitment strategies such as recognizing (identifying) outstanding members in social and affinity group settings, reaching out to professional associations, including alumni associations and programs of study at other institutions to help contact potential candidates, and promoting the University as a workplace in professional settings such as conferences and meetings. If the search does not draw a diverse candidate pool on the initial attempt, consideration should be giving to revisiting the advertising process and assess if reasonable effort has been made to extend the search to a large audience. Examples of non-traditional sources: National American Indian Studies Association American Psychological Association – Division 35 (Society for the Psychology of Women) Ascend for Pan-Asian Professionals Diverse Issues in Higher Education Hispanic Outlook National Association of Black Physicists National Association of Hispanic Journalists National Minority Faculty Identification Program Other strategies involve search committee chairs writing to diverse candidates directly and encouraging them to apply.
Screening Criteria and Evaluation It is essential for the search committee to have consensus on the criteria for evaluation of the applicants. Important guidelines include consistency of the criteria with the qualifications stated in the position announcement, space to recognize nontraditional experiences, inclusion of supplemental questions and an agreement on ways to navigate the elimination process. For candidates selected for initial phone interviews, ensure that they are provided the list of the search committee members and a draft outline of the process. Search committee members should examine themselves for unconscious and conscious biases in the screening process that could inadvertently screen out potentially strong applicants with non-traditional career trajectories, non-traditional research interests, and those from minority serving institutions. Incorporating diversity and inclusion in the evaluation and selection process means establishing criteria that focus on the candidate’s diverse experiences and inclusive practices. As with other aspects of the review process, these experiences should be demonstrated through one’s work history, statement, or prompt. Sample criteria include:
Working with diverse populations or students Studying diverse issues Commitment to social justice Working or teaching philosophy that incorporates diversity
Questions: Do’s and Don’t’s
What Can You Ask? What Can’t You Ask? The federally protected classes of race, color, religion, creed, sex, age, disability, national origin, and veteran status, as well as any other classes protected by the university, such as sexual orientation, gender identity and gender expression, must be avoided. The committee should develop search criteria and interview questions based on job duties and qualifications, and use the same criteria and questions for each applicant. It is also important to inform all persons who may be interacting with each candidate—such as student members of the interview panel, or departmental employees who may provide assistance during the search but are not on the committee—of illegal questions. Panel interviews are recommended because this type of interview usually tends to be more focused and job-related. Panel members are accountable to each other and aware that they are being observed; therefore, questions tend to be more to the point and personal biases are reduced. Also, by participating simultaneously, all interviewers are able to evaluate the same sample of the candidate’s responses and presentation.
The search committee must create a list of preset interview questions. Behavior-based questions should be standardized and job-related. During interviews, rely on the predetermined questions. This strategy benefits the search committee as well as the job applicants. How? The search committee will be able to uncover information about past job performance and use it to predict future job performance. For candidates, preset questions ensure equal evaluation and fair treatment. Each candidate is given the same opportunity to demonstrate his or her knowledge, skills, and abilities.
To avoid uncomfortable and embarrassing situation, prepare in advance for accessibility issues by asking interview candidates if they have any special needs or require any accommodations.The locations selected for the interviews should also be accessible.
Making the Offer and Transitioning the New Hire
The hiring department should be deliberate in welcoming new hires by providing assistance to ensure a smooth transition and enhance the probability of the candidate’s success in the new position. The department head should identify someone who will be willing to serve as a mentor and participate in other professional development activities. Assisting new employees in making cultural connections is an effective way to deal with potential issues of isolation and should be valued and supported. Placing additional diversity-related demands or expectations, such as extra advising or committee work, on newly hired minorities or women should be avoided. Retention strategies such as these help ensure the search committee’s long-term success.
Rating sheets and all other interview and selection materials — derived from all sources — are important documents that must be added to each candidate’s file. All notes become part of the official record. Documents related to the recruitment need to be retained for a period of three years.
Be advised that even casual comments noted in margins are grounds for written evidence of discriminatory evaluations.
If you need assistance in reviewing your materials or have additional questions, please contact the Equal Opportunity/ ADA Office at (919) 966-3576 or the Office of University Counsel at (919) 962-1219.
For Other Diversity Trainings and Education Resources
UNC Diversity and Multicultural Affairs Diversity Education and Research Center (DERC) CB# 9125 09 South Building Chapel Hill, NC 27599-9125 (919) 962-6962 | diversity.unc.edu/education/derc/
Discrimination in Employment or Educational Programs
University EEO/ADA and Title IX Officers CB# 9160 100 E Franklin St., Unit 110 Chapel Hill, NC 27599-9160 (919) 966-3576 | equalopportunity-ada.unc.edu/
Discrimination in Employment
Vice Chancellor for Human Resources CB #1045 104 Airport Drive Chapel Hill, NC 27599-1045 (919) 962-1554 | hr.unc.edu/ Academic Personnel Office CB# 8000 218 South Building Chapel Hill, NC 27599-8000 (919) 843-6056 | academicpersonnel.unc.edu/ The University Ombuds Office 137 E. Franklin Street CB# 5146, Suite 22 Chapel Hill, NC 27599-5146 (919) 843-8204 | www.ombuds.unc.edu/ The Universityâ€™s Ombuds Office is a confidential, impartial, informal, and independent resource that assists staff, faculty, students and administrators at Carolina. PeopleAdmin If you need help with PeopleAdmin the EEO/ADA Office is available for questions on permanent or temporary EPA postings, interim reviews, or selection and hiring proposals. Contact the EEO/ADA Office at firstname.lastname@example.org or (919) 966-3576.
This Diversity In Hiring Guide Was Developed By
DIVERSITY AND MULTICULTURAL AFFAIRS
and The UNC Equal Opportunity/ADA Office
The diversity of our faculty and staff brings strength to the university. Keeping that diversity objective in focus with each search gives us an opportunity to attract, hire and retain the talented faculty and staff we want and need to continue our legacy of academic and service excellence.
Chancellor Carol L. Folt July 9, 2013 Memo to HR Facilitators
This GUIDE provides an approach to incorporating diversity in the recruitment, review, hiring, and selection process that abides by federal...