The document "Policy and Process for Review of All Faculty Position Vacancies - FY'05/FY'07 October 2002" provides detailed guidelines for conducting Searches. That document will supercede any conflicting directives in this document.

1. The formal process for recruiting new faculty is set in motion by completing the "Case Statement for Authorization to Fill a Tenure-Track Position." The case statements should be pre-pared with the expectation that they will be reviewed by the Faculty Cabinet, other department chairs, the Council of Deans and the Provost and that they will be available to the President for review upon request.

2. Authorization to recruit typically will be given orally, although written confirmation by the Dean, for the record, is required.

3. As the search progresses, five very important considerations should always be borne in mind:
   a. An authorization to begin a recruitment is only that. It is NOT a guarantee that the position for which the recruitment is authorized will be filled. Circumstances change, and authorizations are sometimes withdrawn. Recruitment must be conducted with this reality in mind.
   b. Every recruitment must be seen as an opportunity to identify and recruit minorities and women, the appointment of whom would address the racial and gender imbalances that characterize Drake's staffing pattern.
   c. The eventual appointment to which the recruitment should lead is always and without exception dependent on the availability of funds as a result of a careful review of the prevailing budgetary situation. Again, authorization to conduct a search, even to the point of bringing candidates to the campus, is not a guarantee that an appointment will eventually be made.
   d. Appointments of faculty are made only by the Provost. Until the Provost gives his or her approval, the recruiting department should impress upon candidates the understanding that every action by individuals or the department or the Dean is a recommendation only.
   e. Every recruitment should be seen as part of a larger effort to strengthen the College and the University. Drake is an inviting place for persons looking for desirable teaching opportunities, a fact that is sometimes lost on those who have been here for many years and take its attractiveness for granted or who like to focus on the less happy side of their existences here. As the market in many fields turns from a buyers "market to a sellers," we must be careful not to undersell Drake.

4. If the Provost authorizes a recruitment, carefully review the "Policy and Process for Review of All Faculty Position Vacancies." This policy statement has important language for advertisements and instructions for various parts of the recruitment process. (A copy may be obtained from the Dean's Office.) The comments that follow are supplements to that policy document.

5. Committee Composition
   a. Search committees in all instances must include women. If there are no women in a given department, someone from another department must be asked to serve.
   b. It is strongly recommended that every search committee include one person from outside the department conducting the search.
   c. It is also recommended that each search committee include a student member.

6. The chair of each search committee is asked to maintain the following on file in the office of the Assistant to the Dean:
   a. the notice of the position vacancy approved by the Dean and the Provost; the position notice should not give a deadline for sub-mission of applications; rather, it should state that "review of applications will begin on . . . ."
   b. copies of the texts for all announcements, a list of all places where they are to be published, and copies of the announcements when they are published; these announcements must be approved by the Provost and by Human Resources before they are submitted for publication;
   c. a copy of any special rules of professional associations regarding recruitment in your discipline;
   d. the membership of the departmental search committee with its chair identified;
   e. an outline of the timetable the committee will follow;
   f. the locations and dates of meetings of professional organizations to which we might send one Drake representative to screen candidates for further consideration;
   g. a sample of the letter acknowledging receipt of applications;
   h. a sample of the letter advising candidates that they are no longer under consideration or that someone else has been appointed;
   i. a Request for Faculty Interview Form.

7. In-person interviews should be preceded by telephone interviews involving two or more members of the search committee.

8. Before invitations for interviews may be extended, the Request for Faculty Interview form must be submitted to the Dean and the Provost and approved. This requirement is not waived. The appropriate forms are available in the Dean's office.

Throughout the search, recruiting departments should be mindful that they must keep good records of the racial, ethnic, and gender composition of the group of candidates considered and especially those interviewed.

9. Interviews typically begin one day and continue through the next. A candidate should rarely have to remain over two nights. Bringing a candidate to the campus requires the Dean's and Provost's approval. Typically, no more than two candidates will be interviewed for a single position; a third candidate may be invited only with the Provost's approval.

The chair of the search committee is responsible for monitoring and recording all expenses and submitting the reimbursement forms. Some recruitment expenses are borne by the Provost's Office. A budget will be established by the Provost's Office for each search. The College must cover all costs in excess of the budget established by the Provost. Every effort should be made to keep recruitment expenses to a minimum.

10. Candidates should be interviewed by the search committee, by as many members of the department as possible, by students, by the Dean, and the Provost. Each person conducting an interview should have a copy of the complete interview itinerary and the curriculum vitae of the candidate. The Dean should have copies of the reference letters.

11. Candidates should be informed as far in advance as possible that they will be asked to make a formal presentation in their discipline during their time on campus. Publicity concerning this presentation should be designed to draw students and faculty beyond the department to attend. Special efforts should be made to invite students majoring in the discipline of the candidate.

12. Following the interviews, it is the responsibility of the chair of the search committee to solicit and record comments of all who have interviewed the candidate. They should not wait for the interviewers to get around to calling them.

13. Immigration-status questions can be problematical. The only direct question about status that may be asked, Human Resources informs us, is: "Are you legally authorized to work in the United States?" If you have other questions, contact the Dean or Human Resources.

The main rules concerning immigration status are two: 1. Don't assume anything. 2. Make no promises to the candidates concerning what is likely to happen. [See the footnote to this section for important details!]

[* Notes to be observed in making appointments of persons who are not U.S. citizens: Nonimmigrant visas are issued in accordance with the Immigration and Nationality Act. Most students receive F-1 visas and enter the United States in F-1 status if they are entering to pursue a full course of study in an academic institution or to engage in language and training. They are given M-1 status if they are entering for the purpose of pursuing a full course of study at an established vocational or other recognized nonacademic institution. Some are in J-1 status. A few may also hold other classifications (sometimes as dependents), such as temporary worker. Foreign scholars (professors, researchers) are usually in J-1 or H-1 status.

The Department of Human Resources has a manual that contains sections on each of the non-immigrant classifications most frequently encountered in the field of international educational exchange, namely, F students, M students, J exchange visitors, and H temporary workers or trainees. A principal purpose for including these paragraphs is to persuade all chairs that they should not go it alone in dealing with immigration status questions.

Questions about who pays the legal costs of dealing with immigration questions. The only rule of thumb to follow is this: Don't assume anything. Make no promises. Always consult with the Dean.]

14. Recruiting departments are responsible for observing all of the procedures specified by the Department of Human Resources concerning:
   a. Request for Faculty Interview Form
   b. internal and external posting of the position announcements
   c. advertising
   d. interviewing--what's legal to ask and what is not
   e. appointment letters

15. When a department agrees upon a recommendation, the chair of the search committee presents it to the Dean. If the Dean endorses the choice, the Provost, Dean, and the chair agree upon the terms of the proposed appointment. The Dean then calls the candidate to determine continued interest, discuss the terms of a possible offer, and if appropriate, to make an oral offer. The candidate should be given a reasonable period of time to decide whether to accept or decline the offer. It must be stressed, when the offer is made, that the pur-pose of the offer is to determine if the candidate would accept a written offer from the Provost. The oral offer is not binding.

16. The Dean should be kept informed of the progress of the search. The best way to do this is through email or phone calls when there are developments worth reporting. When a short list is agreed upon, the vitae of those on it should be reviewed by the Dean before candidates are invited for interviews. The Provost's preference is to see them close to the time of the campus visit.

17. Once the search is successfully completed, with the appointment made, it is important for department chairs to:
   a. stay in touch with the new recruits
   b. welcome them upon arrival
   c. be responsible for ensuring that their offices are ready
   d. introduce them to people and procedures they need to know right away
   e. make them feel at home as quickly as possible.