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Employment Services
Professional Candidate Rating Process
- 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).
- 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.
- 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).
- 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).
- 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.
- 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.
- Make final selection or recommendation(s) for final decision by a higher
administrator per internal division protocol.
Note: It is necessary to include with the final Summary of
Applications an explanation of any instance when it is not apparent by
looking at the ratings why those selected for making the cut to the next
stage (phone interview, in-person interview, final selection) were
selected. This would apply both to someone making the cut with a lower
score than someone not selected, and to someone not making the cut with
a higher score relative to those selected.
For problems with this page, contact: Linda Boody
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