Executive Search
Guiding or participating in an executive or leadership search is an essential service to Virginia Commonwealth University. By fostering a highly engaging, organized, and collaborative search process, you play a pivotal role in attracting and selecting exceptional leaders who bring unique perspectives and align with VCU's mission and values.
If you are leading or participating in a staff search at VCU that involves a search committee, your first step should be to complete the online search committee training. This training will equip you with an understanding of your roles and responsibilities throughout the search, outline the entire search process, address unconscious bias, and much more. Once completed, the training module will remain available as an ongoing resource to support you throughout the search process.
Table of Contents
Launching the Search
Initial Considerations
When you begin a search, there are key decisions to make right from the start. To ensure a smooth process, we recommend reaching out to your HR Professional for support and guidance. Schedule a meeting to review the following:
Who will be supporting the search?
Human Resources Professional
Executive Search team
Hiring authority administrative support
Search chair administrative support
What type of support do you need?
Coordinating search meetings
Scheduling interviews and itineraries
Booking travel arrangements
Who will be sourcing and recruiting for the search?
Search firm (Note: Be sure to contact the Executive Search team before signing a contract with a search firm.)
Where will the position be advertised? Discuss the platforms and channels best suited for the role.
What is the timeline? Start with the target date for filling the position and work backyards. You can also utilize this sample timeline to assist with planning.
What is most important about the vacant position? Clarify the core purpose of the position, required and preferred qualifications, and the opportunities and challenges the role presents, whether it’s a new or existing position.
Sample Agenda for Initial Search Committee Meeting
Initial Search Committee Meeting
<<Date>>
Agenda
Welcome and charge from Hiring Authority/ Manager
Introduction to the search process and the importance of the committee’s role.
Overview of process and timeline of the search
Discuss the search stages and key milestones.
Review proposed timeline, keeping in mind factors such as search parameters (national, local, internal), religious holidays, and vacation schedules).
Confirm the timeline and ensure it accommodates all relevant factors.
Discuss tasks such as screening applications and the development of interview questions.
Outline the steps involved in the search and the role of the committee members at each stage.
Search Committee Responsibilities: Clarify each committee member’s responsibilities and expectations during the search process.
Tips for active recruitment: Discuss strategies to proactively recruit a wide range of candidates from different backgrounds and experiences.
Confidentiality and conflicts of interest: Emphasize the importance of maintaining confidentiality and avoiding conflicts of interest throughout the search process.
Keeping a Broad Range of Perspectives in Mind: Remind the committee to consider fairness, representation, and openness throughout the search and selection process.
Review and provide feedback on posting/ advertisement/ prospectus/ leadership profile
Review drafts of the position posting, advertisement, prospectus, and leadership profile. Provide feedback to ensure alignment with VCU’s goals.
Next Steps
Schedule a follow-up meeting to evaluate candidates.
Begin developing interview questions.
Confirm the search timeline moving forward.
Search Committee Process Overview
This guide is intended for Search Chairs. Share this information with search committee members at the beginning of the search or at the charge meeting to help them understand their role. Remind them to conduct active recruitment, emphasize confidentiality, and keep fairness and representation in mind throughout the search process.
Search Committee responsibilities
May provide input on the position announcement
Suggest advertising sources
Assist the chair in establishing screening criteria
Actively engage in recruiting candidates
Review and evaluate applications using the criteria formulated by the chair and the rest of the committee
Ensure that all applicants are considered fairly throughout the process
Attend meetings (charge, candidate screening, etc.) and participate in interviews of candidates
Maintain confidentiality during and after the search
Provide evaluations of final candidates
Transfer all related files of the search to the search chair for retention as required by University policy (search chair will provide to hiring unit HR)
Tips for Active Recruitment
Leverage Personal Contacts
Reach out to professional colleagues and organizations, as well as individuals at other institutions. When making these connections, be sure to share information about VCU and the Richmond area. We have a list of videos, links, and other resources about Richmond available here.
While referrals are valuable, keep in mind that relying solely on them may limit varied perspectives, as people tend to refer individuals who are similar to themselves. Additional recruitment efforts should still be made.
Explore Similar Positions at Other Institutions
Review the websites of other institutions to identify individuals in similar roles. Reach out to gauge their interest or request referrals for other qualified candidates.
Engage with Professional Organizations
Contact professional organizations in your field and request that position announcements be shared with their members.
Network at Professional Conferences
Attend professional conferences and use the opportunity to network, inviting colleagues to apply for the position.
Reach out to Colleagues at Other Institutions
Contact colleagues at other institutions to seek nominations for students nearing graduation, recipients of fellowships and awards, or other individuals interested in lateral moves.
Consult with a Broad Range of Faculty and Staff on Campus
Work with current faculty and staff from various backgrounds to develop outreach strategies that will engage a wide range of potential candidates.
Confidentiality and Conflicts of Interest
It is each member’s responsibility to recognize potential biases or conflicts of interest with candidates and take appropriate steps to address them.
If you cannot remain fair or impartial to a candidate, you must recuse yourself from the committee discussions regarding that candidate.
Notify the search chair if there is a conflict of interest or breach in confidentiality. Failure to do so could result in a complaint of unfair hiring practices and may lead to removal from the committee, exclusion from future searches, or voiding of the current search.
Individuals who are applicants or intend to apply for a position are not eligible to serve on the search committee for that position. Before accepting a role on the search committee, individuals are strongly encouraged to carefully consider their interest in applying for the position. Once you have accepted a role on the search committee, you will no longer be eligible to apply for the position.
Search committee members cannot serve as references for candidates.
Do not disclose the names of applicants to anyone.
Keep all discussions among committee members confidential.
Maintain confidentiality of all files related to the search, both during and after the process.
For more information, please refer to the Search Committee Integrity and Ethics Overview.
Treat each applicant consistently
The Search Committee is responsible for the initial work of creating a qualified and varied pool of applicants and screening candidates for the position. Please ensure that you:
Promote Fair and Impartial Consideration
Ensure that all individuals are evaluated based on their ability to meet the job requirements, providing fair and impartial consideration to all candidates.
Proactively Identify a Broad Range of Qualified Applicants
Actively seek out qualified candidates from varied backgrounds and ensure that the applicant pool reflects a broad spectrum of the available workforce. If your unit has a Recruitment Liaison, please reach out for support.
Ensure Accessibility in the Recruitment Process
Make certain that the recruitment process is accessible to all qualified applicants, providing fair opportunity for participation.
Adhere to Evaluation Criteria
Follow the evaluation criteria outlined in the position description, assessing candidates based on job-related factors only.
Be Consistent and Fair
Treat every applicant with respect and dignity, ensuring fairness and consistency at each stage of the selection process.
Maintain Professional Conduct
Uphold the highest standards of professional behavior and take the necessary steps to prevent conflicts of interest. Always consider how an outsider might perceive the integrity of the search process, and avoid any actions that could suggest impropriety.
Search Committee Commitment of Ethics
This guide is intended for search chairs and search committee members. Review this to ensure you fully understand the importance of confidentiality in a search, as well as how to handle potential conflicts of interest.
Confidentiality
The work of the search committee necessitates confidentiality* of information about candidates and their employing institutions to attract high-quality finalists, avoid jeopardizing the candidate’s current position, and protect the integrity of Virginia Commonwealth University. Search committee members:
May not reveal the identity of, or any other information about, candidates during the search or after the search committee completes its work, unless required by law.
May not share information about candidates with anyone, including faculty or staff members in the hiring department who are not on the search committee; colleagues at other institutions; family members; friends; etc.
Must maintain the confidentiality of all files concerning the search. Search committee members will ensure that all files are transferred to the hiring unit’s HR professional or HR Associate by the conclusion of the search.
Must obtain the candidate’s written consent to publicly share their information once they have reached the stage of an on-campus visit. It is imperative that the candidate is provided, in writing, with the information that will be shared (e.g., CV/resume) and with whom (e.g., faculty, staff, students).
Must also maintain confidentiality of all candidates after the search concludes.
*Important Note: During the search, if any issues arise around discrimination, unethical behavior on the search committee, etc., concerns may need to be reported to the appropriate office (e.g., Equity and Access Services, Integrity and Compliance, Human Resources). The university will make reasonable efforts to protect the privacy of participants while also considering the need to gather information to assess the report, ensure due process, and take steps to eliminate discrimination and retaliation, prevent its recurrence, and remedy its effects. Please see VCU's Preventing and Responding to Discrimination Policy for more information.
Conflicts of Interest
Search committee members can ensure they are fair, accurate, honest, and responsible in their management of information related to the search by:
Ensuring they have no interest in applying for the position.
Promptly disclosing to the search committee or chair any relationship with a candidate that creates a conflict of interest, the potential for such a conflict, or even the appearance of a conflict.
Placing the best interests of VCU ahead of any personal or special interests.
Using common sense and good judgment in screening candidates.
Striving to treat issues impartially and handle controversial subjects dispassionately.
Not serving as references for candidates.
The chair should ensure that only the search committee participates in discussions about candidates, including decisions on who progresses to interviews. Outside influence from other stakeholders should be avoided.
If a search committee member cannot remain fair or impartial to a candidate, they should recuse themselves from the committee discussions regarding that candidate. Failure to notify the chair and committee of conflicts of interest could lead to a complaint of unfair hiring practices and may result in removal from the committee, exclusion from future search committees, or voiding of the current search.
Working with a Search Firm
This guide is intended for hiring managers. If you decide to partner with a search firm, please reach out to your HR Professional to collaborate with VCU’s Executive Search team immediately for assistance with selecting the firm, reviewing the contract, and providing other necessary support. This guide can also be helpful if you choose to work with a search firm.
Getting Started:
Ensure that you select a Search firm approved to contract with VCU, based on Virginia Association of State College and University Purchasing Professionals (VASCUPP)’s pre-approved contracts.
Once the firm is selected, contact VCU Procurement to initiate the contract process.
When collaborating with the firm to create a contract, they will typically require the following information immediately:
Proposed salary for the position (their fee is often based on this).
Specific services that will be provided by both the firm and VCU. Be sure to ask questions like:
Who will write the position profile?
Who will provide administrative support?
Who will handle candidate travel arrangements?
Who will be the primary VCU contact for the firm?
What is the proposed timeline for the search (or, at minimum, the desired start date)?
After the Contract is Signed:
Once the contract is finalized, provide the following to the search firm:
Primary Contacts Throughout the Search: Ensure clarity on multiple roles:
HR Professional and Associate: Generally assist with job postings, hiring approval, position description creation, etc.
Search Chair: Leads the search efforts.
Administrative Support: Handles logistics such as itineraries, scheduling rooms, etc.
Executive Search Team Member: Can assist with all levels of support.
Search Committee Composition: Ensure the firm is aware of the team involved in the search process.
Organization and Unit Information: Provide any resources that can help the firm understand your organization and unit. This might include: Org charts, Strategic plans, Budgets, Organizational details, and Stakeholders knowledgeable about the position.
Search Timeline: Share the proposed search timeline to help the firm block out dates for key stakeholders in advance.
Roles in Applicant Tracking System: It is essential for the firm to be aware that all applicants must submit their applications through Cornerstone (ATS). HR professionals, associates, the search chair, and administrative support staff will be responsible for ensuring that all candidates are correctly entered into the system. Furthermore, it is crucial to clearly define and assign responsibility for updating the status of applicants within the system.
Candidate Feedback Tools: Assign responsibility for providing and gathering candidate feedback.
Campus Visit Process: Outline roles and responsibilities for the campus visit stage, ensuring smooth coordination of logistics and interactions.
Support Provided by VCU Executive Search
Working with the VCU’s Executive Search Team
VCU’s Executive Search Team is a specialized group of recruiting professionals committed to identifying and attracting top-tier leaders to Virginia Commonwealth University. With a focus on excellence, we provide comprehensive support throughout the executive and leadership search process, offering a strategic and tailored approach to help you secure the most qualified and visionary talent for VCU. Below is an outline of the extensive services we provide to ensure a successful and efficient search.
Search Preparation
In-Depth Stakeholder Meetings: Conduct meetings with key stakeholders to expand our understanding of the position and the qualities of the ideal candidate, ensuring the best long-term fit for VCU.
Position Description and Materials: Assist in developing the position description, advertisement, and leadership profile.
Search Itinerary and Timeline: Lead the creation of the full search itinerary and overall timeline.
Search Committee Identification: Help identify and invite members to serve on the search committee.
Initial Meetings Support: Schedule and support the initial search committee meetings to set the stage for the process.
Recruitment Period
Applicant Interface: Serve as the primary point of contact for prospective and active applicants, ensuring a smooth and professional process.
Sourcing Candidates: Research and identify candidates from top-tier institutions and roles, build candidate pools, and contact sourced candidates and referrals.
Pre-Screening Interviews: Conduct initial interviews with candidates who meet the minimum qualifications.
Resume Review / Prospect Review
Screening and Evaluation: After the initial screening, assist the search committee in determining which applicants should advance to the next stage.
Candidate Information: Provide the search committee with detailed information on qualified candidates to ensure an informed decision-making process.
Interviews
Screening Interviews: Lead the development of interview questions and evaluation tools. Schedule and manage the screening interview process.
On-Campus Interviews: Collaborate with the search chair and hiring authority to identify stakeholders that candidates need to meet during on-site interviews. This includes creating presentation topics, preparing interview itineraries, and assisting with logistics (e.g., VCU room arrangements, hotel bookings, flights, candidate escort, etc.).
End of Search
Feedback: Provide all stakeholders involved in the search with a feedback form, and compile results for the hiring manager.
Non-Selected Candidates: Notify candidates who were not selected, ensuring timely and professional communication.
Facilitate Hiring Announcement: Assist in communicating the final hiring decision and supporting the announcement process.
Develop the Posting
Intended for all involved in the search process: Please refer to this guide when crafting a job posting. The job posting serves as a key tool for advertisements and plays a critical role in attracting candidates to your position. It should be compelling, engaging, and effectively "sell" the opportunity to potential candidates, especially those who are passive and may already be employed but open to exploring new opportunities. Crafting an enticing and informative posting is essential for drawing the right talent to the role.
Writing an Effective Job Posting: Key Considerations
Put Yourself in the Candidate's Shoes: Consider what would attract you if you were searching for a similar position. What would stand out to you? Craft the posting with the candidate's perspective in mind.
Targeted Keywords: Identify the most relevant keywords for the talent pool you're aiming to reach. Think about what terms or phrases a potential candidate would likely use when searching for a job of this nature.
Clear and Accessible Job Title: While creativity can be engaging, ensure the job title is one that candidates will actually search for. Avoid overly creative titles that may confuse candidates about the role.
Highlight Key Behaviors for Success: Focus on the actions and behaviors that are essential for excelling in the position. For example, “anticipates customer needs,” “provides coaching to others,” and “proactively works with teams to improve collaboration” clearly define expectations and the type of behavior needed.
Discuss VCU’s Culture: Give candidates a sense of the work environment and institutional culture. Highlight VCU’s values and what makes it a unique place to work, so candidates can gauge if they would thrive within that culture.
Use "You" Statements: Incorporate direct language that speaks to the candidate personally, such as “You will be joining a dynamic team committed to advancing student success.” This helps candidates envision themselves in the role and makes the posting more relatable.
Keep it Concise: An effective job ad should be between 600-900 words. Avoid long-winded descriptions, as they can deter candidates. Focus on getting to the point while still conveying the most important details.
Avoid Generic Position Descriptions: Rather than a dry, typical position description that lists routine tasks, focus on what makes the job special. Highlight the challenges, growth opportunities, and unique aspects of the role.
Clarify Performance Expectations: Provide clear details on how performance will be evaluated in the role. Candidates should understand how their success will be measured to ensure alignment with expectations.
Define the Ideal Candidate: Paint a picture of the ideal candidate by identifying core competencies and characteristics that are crucial for success. Think about other exceptional individuals at VCU and what makes them stand out.
Be Honest and Transparent: While it’s important to emphasize the positive aspects of the job, be transparent about the challenges the candidate may face. Honest communication will attract candidates who are prepared for both the rewarding and tough aspects of the job.
By following these guidelines, you can create a compelling, genuine, and effective job posting that resonates with top candidates while accurately representing the role and the culture at VCU.
Developing a Welcoming Advertisement
This guide is intended for anyone involved in the recruitment process. The way a job advertisement is written can either attract or deter applicants. These guidelines aim to provide suggestions to help you craft job ads that attract candidates from a variety of backgrounds and experiences.
Job Posting Content:
Emphasize:
Highlight the ability to work effectively with a wide range of populations.
The value of differing perspectives and the benefits they bring to the workplace.
A supportive environment where employees from all backgrounds feel valued, respected, and included by both staff and administration.
Qualifications:
The following elements are crucial for attracting a wide range of talent:
Clarity and Specificity: Avoid vague or overly specific qualifications that could unintentionally eliminate strong candidates from broad and varied populations. Be clear about essential qualifications, and be mindful of what you include in the “preferred” section.
Flexibility: Take a flexible approach to job qualifications. Expanding the criteria helps attract candidates who can bring valuable experiences and unique perspectives to the role.
Career Paths: Understand that career trajectories for individuals from a wide range of backgrounds may differ from those of traditional candidates. When writing qualifications, recognize that varied backgrounds bring unique skills and insights. Keep this in mind when defining necessary experience.
Experience: Where possible, list years of experience as "preferred" rather than "required." This gives potential candidates more confidence to apply, even if they don’t meet every qualification.
Focus on the Role’s Needs: Tailor your qualifications to reflect the actual needs of the role and the university, ensuring the requirements don’t unintentionally discourage applicants or exclude individuals from a wide range of backgrounds.
Contribution to Impact: Highlight the potential contributions that candidates from varied backgrounds can bring to your team. This not only encourages applicants to apply but also demonstrates the organization’s openness to new ideas and different perspectives.
Avoid Unnecessary or Unclear Requirements: It’s better to list qualifications separately as "required" or "preferred" to avoid ambiguity. Focus on impact by describing what the individual will accomplish in the role rather than relying on an exhaustive list of requirements. Individuals from a wide range of backgrounds are often discouraged from applying unless they meet 100% of the listed qualifications, so keeping this in mind can help widen your talent pool.
How to Write a Welcoming Ad
Start Fresh: Avoid reusing old job descriptions. Previous wording may unintentionally discourage candidates from varied backgrounds from applying. Start with a clean slate to ensure your language is welcoming and accurately represents the job.
Avoid Extreme Language: Using overly demanding language can deter certain groups from applying. For example, the term “expert” may exclude those who have valuable experience but may not fit the mold of an "expert." Instead, use language such as “at least five years of experience working with [specific technologies or skills]."
Focus on a Growth Mindset: Organizations that promote professional development are more likely to attract talent from a wide range of backgrounds. Avoid terms that suggest a fixed mindset, like “natural-born [skill],” or “always outperforming.” Instead, use language that reflects potential for growth and a passion for learning, such as “eager to take on challenges” or “open to new learning experiences.”
Demonstrate Your Commitment: Dedicate space in your ad to describe your organization's commitment to creating a welcoming environment, promoting uniformity, and ensuring a broad range of perspectives. Mention that you actively seek a broad range of applicants from all backgrounds to build a workforce that is varied and welcoming.
Use Direct Address: Use "you" and "us" to create a more personal and welcoming tone, such as “We are excited to have you join our team,” rather than relying on impersonal phrases like “the ideal candidate.”
Use Gender-Neutral Language: Avoid using masculine pronouns or nouns. Opt for terms like “the candidate,” “the person,” or "the team member." This creates an environment where all applicants feel valued and welcomed.
Other Verbiage Examples:
Emphasize the importance of varied and welcoming recruitment strategies.
Highlight the ability to work effectively with a broad range of populations.
Mention proven experience leading teams or initiatives with varied perspectives.
Standard Language about VCU and Richmond
Standard Descriptive Language about VCU and Richmond
This language was developed by VCU Human Resources in partnership with VCU Enterprise Marketing and Communications and can be used in an advertisement, position profile, prospectus, etc.
Advertise and Recruit
Advertising Tips
This guide is intended for anyone involved in the search. There are a wide variety of advertising sources and recruitment methods you may utilize to “cast a wide net” and recruit candidates.
Print, electronic ads, or social media
Effective January 2019, VCU is running a Central Advertising Plan (CAP) in which all VCU vacancies (except internal searches or direct appointments/ waivers) are posted automatically in the online job boards of ChronicleVitae, HigherEd jobs, and DiverseJobs. These sources satisfy the required ad placements with no cost or effort on the part of the hiring unit.
Any unit-initiated advertisements should complement and not replicate any advertising provided by the university. Hiring units are encouraged to purchase additional advertising as appropriate to the position and specific recruiting strategy. Consider media such as LinkedIn, Indeed, or other discipline specific publications.
Departments are encouraged to use electronic job-posting services targeted toward diverse groups, such as minority caucuses of specific disciplines. Many professional organizations also maintain directories of women, minorities, and veterans
Announcements should be placed in journals, publications, or on job boards aimed specifically at underrepresented groups
You might also try mailing or emailing vacancy notices to graduate departments, professional journals, web recruitment boards, professional associations, electronic newsletters, and newsgroups.
You can also utilize standard descriptive language to include in advertising or a position profile; it can help to have this information to share with candidates about VCU and Richmond. You can also visit Inside HR for a full list of advertising resources.
Conduct outreach and recruitment
Personal contacts you know through professional organizations and colleagues at other institutions are effective networking resources. Please take note that, while referrals are excellent resources, additional recruitment efforts should still be made: referrals have the potential to limit diversity since people tend to refer individuals who are similar to them
Look at websites at other institutions to find individuals in similar positions (or a step down) to which you are recruiting. Reach out to those individuals to ask about their interest or to receive referrals. Make sure to request inclusion of qualified women, minorities, and veterans
You are encouraged to contact professional organizations in your field to request that position announcements be shared with members, especially with women’s, minority, or veteran caucuses. Making personal contacts with caucuses is most likely to result in applicants for your position.
Network w ith women, minorities, and veterans at professional conferences and invite colleaguesthem to apply.
Contact colleagues at other institutions to seek nominations of students nearing graduation, recipients of fellowships and awards, or others interested in moving laterally, making sure to request inclusion of qualified women, minorities, and veterans.
Consult with minority and women faculty already on campus for outreach strategies.
Advertising sources
Advertising and recruiting are essential elements of a thoughtful and effective hiring process. By actively promoting your job posting beyond internal channels, you create greater visibility and open the door to a broader range of talented individuals - some of whom may not be actively searching, but are the right fit and ready for the right opportunity. Strategic advertising ensures you're not only reaching more candidates, but also creating space for a variety of experiences and perspectives to be considered, ultimately strengthening your applicant pool and the future of your team.
The VCU HR Sourcing Resource Guide is designed to support hiring managers and HR teams by providing a curated list of external recruiting sites and publications. These resources help broaden outreach and connect with qualified candidates across a wide range of industries, ensuring that recruitment efforts remain thoughtful, strategic, and aligned with best practices.
Identify Criteria for Consistent Evaluation
Criteria Chart Toolkit
This guide is intended for the search chair, search committee, and hiring manager. Using agreed-upon criteria among the search committee, the search chair, in collaboration with the hiring authority/manager’s HR professional or HR associate, should lead in developing the criteria chart. This chart can be used to evaluate applicants' skills and qualifications. Effective and appropriate use of a criteria chart makes the screening process more objective, systematic, and effective. The selection criteria in the chart must be carefully defined and directly related to the requirements of the position. Listed below are examples of what can be included when preparing a criteria chart.
Educational requirements
Years of experience requirements (note: it is important to consider that professionals earlier in their careers may possess qualifications that make them strong candidates)
Most important job duties or responsibilities of the position
Most critical technical skills or competencies required for the position
Most critical interpersonal skills required for the position
Dedication to fairness, acceptance, and community
Demonstration of leading teams with varied perspectives
Professional affiliations
Veteran status: Eligible veteran status must be considered, consistent with state and institutional policy, when the applicant meets the minimum/required qualifications for the position.
Exercise discretion when using criteria charts, and do not “rank” candidates or assign them a numerical value. It is also important to note that not all evaluative criteria should be weighted equally. For example, a specialized degree may not be “equal” to years of experience. It is advised to evaluate candidates based on areas of perceived strength related to the position description, areas of perceived weakness related to the position description, and areas where more clarification on the candidate’s skills and qualifications can be provided. Review sample evaluation tools.
Throughout the search, the chair and support team should ensure that documentation is retained containing:
Major criteria used to select applicants beyond initial screening
Major criteria used to select finalists for interviews
Major criteria used to select the successful applicant
Specific reasons for rejection of candidates interviewed but not selected
Ensure all documents retained contain factual, job-related information, not opinions or preferences of the committee that are not grounded in fact.
Evaluating Applicant Pool
This guide is intended for the hiring manager, search chair, and search committee. It will be helpful to utilize this document when building out screening matrices or leading candidate evaluation screening meetings.
To ensure that applicants are evaluated fairly, remember to be open-minded about:
Interruptions in degree programs or work careers
The reputation of degree-granting or employing institutions. Institutional reputation alone, however well deserved, should not preclude consideration of applicants from other schools
Careers that started in or include government, business, voluntary service, or other non-academic settings. Consider the value and transferability of skills and experience acquired in these varied settings.
Stereotyping (myths and first impressions)
Desiring to “clone” your ideal employee or the current incumbent
Relying on opinions and not facts
Evaluating candidates prematurely
When evaluating candidates, be aware of the following:
Gendered adjectives (“Dr. Sarah Gray is a caring, compassionate physician with patients” –vs. – Dr. John Gray has been very successful with his patients”)
Doubt raisers or negative language (“although they have not been in the field very long” or “while not the strongest interviewer, they are very qualified for...”)
Potentially negative language (“They require only minimal supervision” or “They are totally intolerant of overly verbose emails”)
Hedges (“They respond well to negative feedback”)
To ensure that each applicant’s knowledge and experience is evaluated thoroughly and objectively, consider the following best practices during your review process:
Focus on Achievements, Not Just Responsibilities
Rather than solely listing job duties, give weight to demonstrated outcomes and accomplishments. For example, instead of “Managed a research project,” consider whether the applicant provides evidence of impact, such as “Led a research project that resulted in a publication in a top-tier journal.”
Evaluate Research Skills
Publications: Consider the quality, relevance, and impact of the applicant’s publications, including journal rankings and citation metrics.
Research Projects: Assess the scope and depth of their contributions, including any funding secured, interdisciplinary collaborations, and project outcomes.
Technical Proficiency: Look for demonstrated expertise in relevant methodologies, tools, or technologies related to their field of research.
Identify Field-Relevant Language and Terminology
Pay attention to discipline-specific terminology and keywords that reflect familiarity with current trends, standards, or innovations in the field.
Consider Career Trajectory
Review patterns of advancement and professional growth, which may indicate sustained performance, leadership potential, and increasing responsibility over time.
Validate Claims Thoughtfully
Approach vague or broadly stated achievements with healthy scrutiny. When appropriate, seek clarification through follow-up questions or reference checks to confirm specific contributions or outcomes.
Evaluate Interpersonal and Transferable Skills
In addition to academic credentials, assess soft skills such as communication, problem-solving, leadership, and adaptability, which contribute significantly to success in academic and collaborative environments.
Evaluate Academic Background
Review the applicant’s academic history as it relates to the requirements of the position. Consider the relevance of degrees earned, fields of study, and any additional academic indicators where appropriate.
Consider Evidence of Ongoing Professional Development
Look for signs of continued growth and engagement in the field, such as participation in workshops, professional certifications, continuing education, or involvement in academic and professional conferences.
Review in Context
Always evaluate application materials within the context of the specific role and institutional needs. An applicant’s experiences should be considered relative to the expectations and opportunities of the position in question.
Prepare for the Interview
Develop Consistent Interviews
This guide is intended for the search committee and search chair. The search committee should develop a consistent set of interview questions. Creating these questions in advance ensures that all candidates are evaluated fairly and treated equally, providing each with the same opportunity to showcase their knowledge, skills, and abilities.
Schedule interviews and events in a manner that ensures consistent treatment of all candidates, including internal candidates (if external candidates participate in phone interviews, internal candidates should have the same opportunity).
Develop a set of core questions based on the position-related criteria for evaluating candidates. These questions should be designed to assess an applicant’s ability to perform the job.
Use the same core questions with all candidates to enable comparative judgment and ensure that key position-related information is gathered.
Consider utilizing competency-based interview questions aligned with VCU’s core competencies.
Focus questions on results, such as performance in previous or current positions, accomplishments, and productivity.
Behavior-based questions should be standardized and directly related to the job.
The interview script should ensure that candidates articulate specific work experiences and professional achievements.
Assign specific questions to committee members to ask candidates.
Review the candidate’s application before each interview.
Be professional, courteous, and attentive at all times.
Tips for Interviewing for Culture Fit
This guide is intended for the search chair and search committee. When developing or asking interview questions, it’s essential to assess whether the candidate aligns with VCU’s mission, vision, and culture. The following guide can help.
General Culture Fit
To understand a candidate’s values and work behaviors, ask questions about work habits, ideal role, problem-solving skills, and how they manage challenges.
For each question, evaluate the response based on how well it aligns with VCU’s mission, vision, and culture.
VCU Values
List VCU’s core competencies, then create associated questions that help reveal how a candidate might react or behave in a situation or environment typical for your department.
For example, one of VCU’s core competencies is respect for varied perspectives. A question could be, “Tell me how you foster an environment of trust, honesty, and integrity where all individuals are valued and differences are seen as strengths.” Evaluate the response based on how well the candidate demonstrates their ability to embody this value.
Team Culture
Every team has its unique culture, shaped by the natural dynamics of the role and the personalities within the group.
Identify key traits of the team and develop a question for each. For example, if you’re seeking someone with resilience, you might ask a situational question such as, “How would you approach a challenge in a situation where resources are limited?”
Organizing an Interview
This guide is intended to assist you in organizing and leading the interview process for candidates. It will help you ensure a smooth, consistent experience for both interviewers and candidates.
Interview Planning
Organize the Process:
Create a process flow map outlining each step in the process, such as:
Initial phone/video screen
First round of interviews
Second round of interviews
Team presentation