Equal Opportunity

 

 COMMUNICATION GUIDELINES 

Recruiting and Screening Candidates

• Be honest with potential candidates who ask about the status of the search.  Do not say anything that is untrue but do not disclose details about the search; most importantly, do not disclose any information about other candidates.     

• Communicate accurately, but circumspectly, with the public when asked about an open position.  Never refer to the search as a “done deal.”  Do not discuss whether any current University of Maine employees have applied for the position. 

• Never assume "if an individual cannot get into the building, obviously he/she cannot work in this department." If an applicant can perform the essential functions of the position, the University will make reasonable accommodations to enable the person to work. Consult the Office of Equal Opportunity (OEO) with specific questions. 

• Do not judge an individual's ability to do the job based on assumptions or stereotypes about a group to which they belong.  Assess applicants only on the basis of their qualifications to perform the job.

INTERVIEWING CANDIDATES

• Ensure that all candidates are treated similarly during the interview process.  If the committee decides to hold a round of telephone interviews, all of the selected candidates must be interviewed by phone, even if they are University employees or local residents with ready access to campus.  Likewise, when on-campus interviews are held, all selected candidates must attend.  A telephone interview will not suffice when other candidates are making campus visits. 

• Be consistent when questioning candidates.  Use the same, prepared list of general questions for each candidate.  Any question concerning marital or parental status, health or disability is illegal.  For example, you may ask all candidates if they will be able to perform the essential duties of the job, but you may not ask them if they have a disability that precludes them from doing so.  Also, do not ask questions of female candidates that you would not ask of male candidates, and vice versa!  For more guidance, refer to Pre-Employment Inquiries, excerpted from the Maine Human Rights Commission’s brochure by the same name; or consult The College and University Personnel Association (CUPA) Interview Guide for Supervisors, available for your review at OEO.  You may order your own booklet from CUPA by visiting their web site at http://www.cupa.org, by calling 202-429-0311, or by writing to CUPA, 1223 20^th St. NW, Suite 301, Washington, DC 20036-1250. 

• If an applicant asks for a job description, supply one.  It is in both The University's and the candidate's best interest to relay comprehensive information about the job so that both can assess the fit.  This may include providing the candidate with a job description or referring them to the UM and/or department web site. 

• No interview questions may be asked of or assumptions made about the citizenship status of applicants.  Job offers and other employment decisions may not be based on an applicant or employee’s citizenship status.  A U.S. citizen may be preferred over an equally qualified non-citizen only if: (i) the non-citizen is not authorized to work in the United States, or (ii) the preference is based on a nondiscriminatory reason other than citizenship status or national origin.  You should ask finalists if they are legally authorized to work in the United States and can produce the documents required to complete the I-9, but if the question is asked of one, it must be asked of all finalists (do not ask only applicants with an accent).

CHECKING REFERENCES   

• Get the candidate’s permission to contact references.  It is advisable to check with applicants before making any reference calls, even to references named in the applications.  It is essential to get permission before making reference checks beyond those references given by the applicant.  

• Plan to check and confirm written references.  Follow up on written references provided by candidates.  Having a conversation with a reference conveys much more information about candidates than does a reference letter.

NOTIFYING CANDIDATES 

• Let candidates know the status of their applications.  When writing letters to candidates, communicate honestly about their status in the search.  Sample language for both the letter of receipt of application and disqualification of an applicant follow:   

Sample notice of receipt of application

This is to notify you that your application for (insert position title) in the (insert department name) at The University of Maine has been received.

 

The search committee is presently reviewing all applications and you will be notified of your status when this is complete.

 

Sample notice of disqualification

Thank you for your interest in the position of (insert position title) in the (insert department name) at The University of Maine.    

 

Your application is greatly appreciated, but we have chosen another candidate whose qualifications better match our needs.    

 

We wish you the best in your job search and future career endeavors. 

(For additional samples of letters to the candidates, please see www.umaine.edu/eo or OEO's folder on FirstClass:  Campus Connection>University Organization>Equal Opportunity>Search Materials.)   

• Focus on job criteria.  Whenever you are contacted by candidates wanting to know why they were not interviewed or selected, respond by referring to the criteria.   For example, never tell the candidate, “You are too young, you need more experience.”  You are selecting the most qualified applicant regardless of race, color, sex, sexual orientation, national origin or citizenship status, age, disability, or veteran’s status.  Instead, you might say, “We are looking for someone with substantial experience in the administration of a computer network, and there were other candidates that were more qualified.”  If a candidate is not satisfied with your answer, presses for additional information, or implies that the search was unfair, refer the candidate to the Office of Equal Opportunity (1-1226).

 MAKING A TENTATIVE OFFER 

• Be clear that you are recommending an appointment to the appropriate Vice President or to the President, or extending a tentative offer pending their approval. Only a Vice President or the President has the authority to appoint new employees.  The President approves new tenure track appointments, management group appointments, and appointments in units reporting directly to him.  Other appointments are approved by the appropriate Vice President.

Sample language for tentative offer letters follow (for more information, contact  Steve Weinberger, Human Resources, 1-1581): 

      Sample One

I am pleased to recommend your appointment as Assistant Professor of _________ to the Provost effective (Date).  This is a full-time regular/temporary appointment with an annual salary of (Salary).  This position is a tenure track/ probationary/fixed-length/soft money appointment. 

Sample Two

I am pleased to tentatively offer you the position of (Title), subject to final approval from the Provost, who will send you an official appointment letter. This position carries a full-time regular appointment with an annual salary of (Salary), effective (Date).  This is a probationary/fixed-length/soft money appointment.  

Note: The department may add any additional pertinent information about specific arrangements (salary, start-up funds, etc.)  

• The final step.  Board of Trustee policy requires that each new employee receive an appointment letter with general information regarding the terms and conditions of employment.  This official letter (employment offer) comes from the Director of Human Resources or the President.