Search and Selection

Group of People Talking in Meeting

Introduction

The following Search and Selection tips provide clear procedures, best practices, and useful resources for each step of the hiring process to assist you in contributing to the hiring goals of our University.  

Value of the Mission 

Our Mission, guided by our Jesuit heritage and the Ignatian tradition, is clear and purposeful. As the Jesuit University of New York, Fordham is a liberal arts research University educating students in undergraduate, graduate, and professional programs to foster the holistic development of its students as they prepare for leadership in a diverse and global society. 

Since the goals of Jesuit education go beyond the transmission of technical or professional skills, Fordham aspires to be a social force for good in our world and often uses language to describe distinctive values. Yet discussion of our “mission and identity” needs to be dynamic, not static. Candidates for positions at Fordham should be able to show their capacity not only to learn and accept what it means to be a Jesuit University, but also to contribute to it and advance it. Through their own work, experience and reflection, the best candidates will help shape a culture that will determine what it means for Fordham to be the “Jesuit University of New York” into the 21st Century and beyond.

In order to live our Mission and reflect the characteristics of our University, we commit to inclusive recruiting and hiring practices. 

Research has shown that diversity drives excellence. Research also clearly demonstrates that diverse groups engage in a more robust exchange of ideas, design more innovative solutions and bring a higher level of critical analysis to complex problems. 

Strategies for Broadening the Applicant Pool

You can broaden your applicant pool by leading a more inclusive search. Our Fordham Applicant Tracking System (ATS), which provides a central location and database for all of your recruitment and hiring needs, gives you access to numerous job posting sites to broaden your search. 

Learn more about Advertising a Position.

Here are some additional tips to broaden your applicant pool:

Search & Selection Tips

Here are some helpful tips to keep in mind before you begin your search:

1. Defining the Position

The best practice in defining position requirements is to be as inclusive as possible. For example: 

  • Use “preferred” instead of “required” and “should” instead of “must” to help broaden the pool of applicants without significantly altering the nature of the position.
  • Use proactive language to express your department’s commitment to Fordham’s Mission, diversity, and inclusion. 

2. Determining the Selection Criteria

The selection criteria should be identified prior to the beginning of your search. Selection criteria should be clearly related to the job requirements. If there will be more than one applicant reviewer assisting you in the hiring process, be sure everyone knows how various qualifications will be weighted. 

In addition, the reviewers should agree on the materials to be submitted by all candidates, with the aim of ensuring that all applicants are evaluated on the same criteria. We recommend utilizing an evaluation tool that rates each candidate based on the position requirements, education, experience, communication, etc. 

Depending on the position, experience can sometimes be evaluated favorably, if the candidate does not have a degree.

Lastly, all applicants, internal and external, should be treated equally.

3. Posting the Position

To broaden the search, as mentioned above, the position will be posted on various job websites. You will have the ability to select where you want your position posted through the Fordham ATS portal. Moreover, you can request your position to be listed on additional job websites by contacting HR at [email protected].

4. Minimizing Implicit Bias During Your Search

Implicit bias refers to the attitudes or stereotypes that could affect our understanding, actions and decisions in an unconscious manner and are activated involuntarily without our awareness or intentional control. 

According to a study published in the Harvard Business Review, between 85% and 97% of hiring managers rely on intuition when processing candidate applications, believing that they understand the job roles and organizational culture well enough to know who will fit the business well. Unfortunately, this opens the door for those unconscious biases, and the result is often a lack of diversity or hiring the best candidates for the role.

Beyond promoting fairness, interview evaluation forms also make the hiring process more structured and efficient. With a clear process to follow, interviewers can make faster decisions without compromising on quality. This streamlined approach saves time and helps ensure that the best candidates—those who can positively impact the bottom line—are hired.

There are ways to address implicit bias:

  • Take advantage of the implicit bias training offered by Fordham; 
  • Select candidates to include in the pool rather than focusing on eliminating applicants; and 
  • Review practices that ensure fair evaluations. 

5. Interviewing - A Framework for Inclusivity

The information requested throughout the entire pre-employment process should be limited to questions that determine if the applicant is qualified for the position. 

To assist you in the interview process, here are some helpful tips for inclusive interviewing:

  • Prepare and ask the same set of questions to each candidate.
    • This list includes open-ended, job-related questions and should be asked of each interviewee.
    • If the applicant reviewers will also be part of the interview process, share these questions for their feedback to ensure that you are all in agreement and prepared for the interview.
    • After each question is asked, follow-up questions by the interviewer or applicant can be asked.
  • Ensure that the questions you are preparing do not elicit information that is considered discriminatory and protected by Federal and State Anti-discriminatory Law. Review A Framework for Inclusive Interviewing that provides information regarding the precautions hiring managers must take to assure that there are no inappropriate inquiries. Please avoid asking any questions that elicit information regarding:
    • Race
    • Age
    • Sex
    • National Origin
    • Sexual Orientation
    • Gender Identity or Expression
    • Political or Religious Affiliation
    • Disability
  • Be sure all interviews are done in the same manner. For example, telephone or video interviews may be necessary to expand the pool of applicants. If so, all interviews should be conducted in that manner - all by telephone or all by video meeting.
  • Consider interviewing more than one woman or more than one member of an underrepresented group. Research shows that interviewers more fairly evaluate women when there is more than one woman in the candidate pool (Valian, 1999).
  • To maintain consistency and fairness during the interviewing process. Use the Candidate Evaluation Form to assess those being interviewed. You can take notes during the interview that focus on required skills and relevant candidate responses. It also provides consistency when evaluating candidates.

Lastly, if your applicant pool does not include a sufficient number of women or underrepresented candidates, consider reopening your search.  

More Candidate Interview Resources

6. Assessing the Applicants

Once you have completed the interview process, we recommend that you implement Criteria-Based Evaluation which includes: 

  • Using a score sheet that identifies measurable qualifications. Using a standard or consistent scoring method keeps you and all your reviewers (if applicable) focused on the criteria.
  • Rank candidates separately on several different criteria, rather than using a single aggregate ranking list. Ensure that the criteria for evaluation of candidates do not preclude people with non-traditional career patterns. 
  • If your search includes additional reviewers, ask each person to assess and rank the candidates separately before making their recommendations to the group to avoid activating biases in group dynamics. This allows each reviewer to evaluate the candidate without being swayed by the group.
  • Focus applicant discussions on tangible evidence of specific accomplishments, leaving out information about candidates that is not relevant to the job (per A Framework for Inclusive Interviewing.)

7. Creating a Welcoming Campus Visit

You want your candidate(s) to have a pleasant, welcoming experience when coming to our campus. Here are items to consider: 

Before Their Visit

  • Provide the candidate(s) an agenda, including the names and titles of the interviewers or other colleagues that they will be meeting.
  • To prepare those who will be interviewing or meeting the candidate(s), provide your colleagues with the candidates’ credentials.
  • Plan how you will demonstrate that your department and Fordham is a place in which all employees can thrive.

During Their Visit

  • Make it clear that the University is genuinely interested in the candidate’s credentials and skills, rather than their demographic characteristics. (It is generally not helpful to stress that the department is eager to hire women and underrepresented individuals.)
  • Engage the candidate in discussion of University history, mission, and goals. The University’s Mission Statement, while highly aspirational, provides language that should help you engage candidates accordingly, and you might encourage them to read it themselves.
  • Share, for instance, your own understanding of what the University’s larger goals are—its vision for the larger good of society, for the individual well-being of students and for the need to educate future leaders within an ethical framework. Do not worry if you don’t feel “qualified” to speak of the mission of Fordham as a Jesuit University. Rather, from your own perspective and set of commitments, sharing what it means to you, how you may contribute, and how it has enriched your own work. This conversation will help candidates imagine themselves in a culture with broader aspirations and purpose. 
  • Point out the varied and exciting cultural resources available in the New York Metropolitan Area.

Utilizing Social Media for Background Inquiries

If it you have a legitimate reason related to a candidate’s qualifications for the position to have a social media background check conducted, please contact Deborah Adwokat, Senior Manager of Talent Management at [email protected] and she will coordinate with our background check vendor.

8. Deciding to Make an Offer

After selecting a finalist, conduct a thorough reference check to verify their qualifications and suitability for the role.

Making an offer to your candidate completes the Search and Selection process. If the candidate does not accept the position, you should have a second qualified candidate due to the rigorous Search and Selection process that you just completed. 

Contact Information

If you have questions about the Search and Selection process, please contact:

Stacey Vasquez, SHRM-SCP
Director of HR Strategy and Operations
[email protected]