Conducting A Search From An EEO Perspective
Definition and Terms
- Affirmative Action: Specific actions in recruitment, hiring, promotions and other areas designed to eliminate the present effects of past discrimination or to prevent discrimination. It is a proactive program where aggressive steps of outreach and support of community action programs that consider women and minorities currently not in the workforce are developed.
- Equal Employment Opportunity (EEO): A system of employment practices under which individuals are not excluded from any participation, advancement, or benefits because of their race, color, religion, sex, national origin or other factor that cannot lawfully be the basis for employment decision. An employment system in which neither intentional nor unintentional discrimination operates. Unlike affirmative action, EEO requires little or no action. It is a position/policy of non-discrimination.
- Affirmative Recruitment: Special recruitment efforts undertaken to assure that qualified protected class members are well represented in the applicant pools for positions in which they have been historically excluded or substantially underutilized. Such efforts may include contacting organizations and media with known constituencies of protected class constituencies, and similar actions. Open job posting and advertising “Equal Opportunity Employer” statements may be necessary in many situations simply as a matter of nondiscrimination, rather than as measures of affirmative recruitment.
- Recruitment Plan: a narrative which contains the rationale for the search and a description of the search efforts, affirmative outreach activities, including but not limited to the placement of advertisements in publications or on web sites, use of conference visits, placements services, professional associations and other networks in increasing the pools of qualified applicants ensuring full participation of women and minorities currently not in the workforce.
Pre-Search ActivitiesJob Development
- To ensure Equal Opportunity, formulate position descriptions for the needs of the department, not the individual! Consult with Human Resources for assistance.
- Ensure that the position contains only job-related criteria and does not reflect unlawful discrimination.
- Identify essential functions of the position as per the Americans with Disabilities Act. Consult with Human Resources for assistance.
- Ensure that all appropriate approvals on compensation and salary have been secured prior to the initial review of the recruitment plan by the AA/EEO committee.
Recruitment plan and outreach strategiesConsult with Office of Institutional Diversity and Equity(OIDE), the area AA/EEO committee and Human Resources (HR) for assistance as recruitment plan is being developed. The earlier that the collaboration occurs between these departments and the hiring area, the better! Develop the recruitment plan using these helpful hints:
- Review Goals and areas of underutilization for your job title (these are provided by OIDE.) What is the availability of women and minorities for this position? Are there special areas where focus should be placed as a result?
- Continue to think in a strategic manner regarding where good faith efforts should be placed. Focus on areas where there is special need because the University has set a goal. Evaluate areas of underutilization and where increased diversity will especially enhance services.
* Are there recruitment efforts already in place that may benefit this search?
- Is there an opportunity to take advantage of any specialized affirmative programs such as Traineeship, EARN, or the Postdoctoral advertisement initiative?
- Establish priorities - determine whether the department would like to utilize an internal or external posting; or regional or national outreach. Use outreach appropriate to the title, position and department (customize!)
- Advertise broadly where ever possible. Identify publications, web sites and institutions where the job advertisement can be placed. Identify various media where it would be most effective (and less costly!) for example, listserv/e-mail/web pages/mailings to peer institutions. Contact OIDE and HR for additional ideas.
- Establish professional working relationships with community based organizations professional associations, business and community leaders. Network with colleagues, business leaders and individuals in the field who may be resources for identifying qualified candidates. Document contact with these resources through telephone calls and face to face meetings.
- Participate and attend minority and women professional association conferences and regularly scheduled meetings. Maintain active membership on community boards, community-based organizations, and minority professional associations.
- Take advantage of the diverse pool of applicants in Stony Brook’s own backyard – our student body, our current employees and our alumni. Work together with campus networks such as the Black Faculty Staff Association (BFSA), Union Universitaria Latinoamericano (UUL), the Asian American Faculty Staff Association (AAFSA) or the Lesbian Gay Bisexual Faculty Staff Network (LGBFSN) to enhance your current efforts.
Methods of Outreach
Affirmative outreach methods are expansive and may vary depending on such variables as identified deficiencies and establishment of goals, labor force availability, as well as the position and the grade, salary and recruitment resources. Some outreach methods that have proven beneficial over the years are:
- Establishing professional working relationships with community based organizations professional associations, business and community leaders.
- Networking with business to be accessible to meet those individuals who may be resources.
- Telephone calls, contacts and face to face meetings.
- Participation and attendance at minority and women professional association annual conferences.. Reaching out via participation and attendance of professional conferences, monthly meetings, and other venues facilitating professional networking and access to information.
- Active membership and participation on community boards, CBO’s and minority professional associations.
Selection Criteria and Evaluation Rating
- Establish and specify skill-based criteria consistent with job duties and minimum qualifications.
- Prioritize criteria and apply consistently to each candidate.
- Develop standard inquiries/questions to be asked all interview candidates.
- Documentation of Applicants
- Use SUSB 68 form to accurately document applicant pool gender ethnicity data.
- Cite reasons for select and justification for non-select of unsuccessful candidates