Human Resources

Candidate Rating Process

1. Decide upon the evaluation criteria (e.g., education, experience, publications, outreach, personal qualities, technical proficiency, etc). Start with the required and preferred qualifications and then decide what other qualities are important to success in the position. Develop an Individual Rating Sheet similar to the example. You may choose another type of rating system as long as all committee members have a common understanding of its meaning (alternatives could be "superior/excellent/good/poor"; an agreed system of pluses and minuses; "far exceeds qualifications/exceeds/meets/meets required only"; A/B/C/D/E; or some other reasonably clear method).
2. Screen for whether each candidate meets required qualifications. It is recommended that at least two people (not necessarily from the search committee) take part in this to cross-check and avoid errors.
3. Using your Individual Rating Sheets, first rate each candidate against the evaluation criteria (excellent, very good, good, poor) and then give an overall numeric rating (1 to 7) for each candidate. For this initial paper screening, it is expected that normally all members of the search committee would participate in individual scoring though there may be times when that is not practical (acceptable alternatives have included hiring a consultant to do pre-screening; dividing up a very large number of applicants for rating by individual committee members in order to make the load manageable --after thorough discussion of criteria to maximize consistency; etc).
4. Provide your Individual Rating Sheets to your search support person for entry of ratings on the Comparative Rating Sheet (sample) and in Column 8 of the Summary of Applications (sample).  If a non-numeric method is being used, decide as a committee on the appropriate entry that best represents the committee’s collective view ("good", "C", "meets qualifications", etc).
5. If telephone interviews are being used to further narrow the pool prior to the official on-site interviews, develop a core set of job-related questions to ask everyone interviewed. It is recommended that the chair and two others participate as a minimum in each telephone interview and summarize the findings for the full committee. One committee found it useful and efficient to tape record the telephone interviews so others could listen to the full interview, though that would not be required. Summarize the results in Column 9 of the Summary of Applications.
6. Develop a set of core questions to ask at the on-site interview of every candidate. If an extensive telephone interview has already been conducted, these should be designed to probe further. There is an expectation, absent very compelling reasons to the contrary, for each committee member to participate in every interview. This is considered a key responsibility of being a committee member, and vital to being able to contribute to the final selection/recommendation. If not present at every interview, the member may provide input to the discussion but should not participate in a final vote. After the interviews and subsequent discussion (as well as considering input as applicable from other sources such as open forums, presentations by the candidate, answers to written questions, etc), enter the collective judgment of the committee in Column 10 of the Summary of Applications.
7. Make final selection or recommendation(s) for final decision by a higher administrator per internal division protocol.

 


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