Faculty Selection | Origin: OP115
This is a general discussion forum for the following learning topic:
Hiring the Right Faculty for Your Institution --> Faculty Selection
Post what you've learned about this topic and how you intend to apply it. Feel free to post questions and comments too.
Comment on Sandra Goddard's post:
Your reflection captures the practical wisdom of the module with real precision. The connection you drew between job description development and interview question formulation is one many hiring teams overlook. When job descriptions are clear and grounded in KSAOs, the interview questions practically write themselves — making the entire process more focused and efficient.
Your post-it notes insight is one I'm taking back into my own thinking. The module specifically recommended this practice for confidentiality and flexibility, and your inclusion of it shows attention to small details that protect both candidates and institutions. Notes written directly on applications can create awkward situations if applications need to be shared or filed.
The time between interviews principle resonated with me as well. Without buffer time, interviewer fatigue produces declining attention and quality. Brief breaks allow note completion, mental reset, and proper preparation for the next candidate. This discipline serves both the interviewer and the applicants.
In my context as College Director at Central Virginia Community College's Amherst Early College Center, your point about completing hiring process segments before moving to the next hurdle aligns with the multiple-hurdle method the module emphasized. Cheap, quick steps first; time-intensive, expensive steps later — this sequencing protects institutional resources while still producing thorough decisions.
Thank you for synthesizing these practical principles so clearly.
With Benevolence, Shannon
The Faculty Selection module shifted my thinking from interviewing as a conversation to interviewing as a discipline. Structured interviews, when designed and conducted well, transform hiring from impression-based decisions to evidence-based ones. The insight that resonated most was the 75/25 talking ratio — interviewers should let applicants do most of the talking, since the goal is to gather information rather than perform or persuade.
The application form material was equally instructive. Knowing which questions to avoid (maiden name, ethnicity, gender, age, religion, disabilities, arrests, credit) protects institutions from legal exposure while ensuring fair treatment of all applicants. Reframing problematic questions into legal alternatives — such as asking about the ability to perform job duties rather than disabilities — preserves valuable information without creating discrimination risks.
The six-step structured interview process provides a comprehensive framework: evaluate applications, conduct interviews, present a Realistic Job Preview, process interview data promptly, use the multiple-hurdle method, and make decisions. Each step contributes to better hiring outcomes when followed with discipline.
The Realistic Job Preview concept was particularly powerful. By presenting both the rewards and the challenges of a position honestly, institutions allow self-selection by candidates who are genuinely suited for the role. Research consistently shows RJPs reduce turnover and improve job satisfaction among hires.
In my role as College Director at Central Virginia Community College's Amherst Early College Center, the mini-lesson teaching demonstration is particularly valuable to me. Watching a candidate teach for 10 minutes, with a panel of stakeholders evaluating organization, presentation, and adaptability, reveals real teaching capability that interviews alone cannot capture.
Looking ahead, I intend to apply structured interview principles whenever our Center engages in faculty conversations. The module's most enduring lesson for me is this: hiring is too important to leave to instinct alone. Discipline produces better outcomes than improvisation.
With Benevolence, Shannon
Having a printed RJP is something I am going to have to look into, as I current do an oral one but it is time consuming. I like the thought that they can go home and review.
Developing a job description not only provides the interviewer with an RJP but also helps in the formulation of interview questions. Being prepared when starting the interview process, will help make the interview more effective. Other tips to help the interview process would include review the application prior to starting the interview, make notes immediately after the interview to keep your thoughts straight, make notes on post-it notes to help with confidentiality, leave a few minutes between each interview to give yourself time to organized your thoughts, make notes, and rate the candidate. Complete the hiring process in planned segments before going on to the next hurdle to keep time and expenses managed.
What I learned is that interviews work best when they’re structured, balanced, and give candidates plenty of space to share about themselves.
Everything was perfect. The interview preparation, the strategies and tips, the realistic job preview and the process interview data. It’s a good guide to apply
A realistic job preview is not only helping it getting people interested in a job but also helps they have a clear understanding of what the job entails and about the work environment.
En este módulo, aprendió sobre la importancia de las entrevistas estructuradas para garantizar un proceso de selección más objetivo y eficiente. Comprendió cómo el uso de preguntas estandarizadas y criterios de evaluación claros ayuda a reducir sesgos, mejorar la comparabilidad de los candidatos y tomar decisiones más informadas.
Para aplicarlo, seguirá estos pasos:
Diseñar guías de entrevistas estructuradas con preguntas alineadas a las competencias clave del puesto.
Capacitar a los entrevistadores para que apliquen las preguntas de manera uniforme y evalúen a los candidatos con criterios estandarizados.
Implementar un sistema de puntuación objetiva para analizar y comparar respuestas de manera justa.
Monitorear y mejorar el proceso mediante la retroalimentación y ajustes según los resultados obtenidos.
Honesty is key when hiring. Informing the candidate of the realistic expectations of the job is the best strategy. Many times, you will see unhappy employees when they are told what they want to hear rather than what is expected.
Keep the interview structured. Limit overselling your organization and allow the candidate to speak 75% of the time. All items I need to better work at.
Following a sequence starting with the application completion, applicant test, interview invitation, structured interview steps, RJP best practices, notes and data assessment, and final decision optimizes efficiency, performance, and satisfaction rates.
With the system we have for applications, we ask the same basic questions for every role at the college - I will suggest hiring managers create a supplemental sheet to attach to the application. I have added following up with references to our faculty hiring procedures (should be done anyway, but often isnt). I have also added an optional question to clarify information from resume/cover letter to the round one interview question template. Added details on the teaching prompt instructions to include the amount of time, topic, course level and available resources. Will build Realistic Job Preview into hiring procedures as well - round 2 interviews
We do not use a ranking system during interviews. We typically have a hiring manager who is the program chair for that position and 4 to 6 faculty from other departments/schools. The decision is and should ultimately be up to the program chair. Other faculty may prefer a different candidate for more personal reasons and rank them accordingly. As I type this I am realizing this may be more of a training issue that we need to work on around hiring committee practices.
I really enjoyed learning about the Hurd Method, and what to look for when hiring staff.
I have learned to listen more as I need to get to know the applicant better.
One thing I learned from this section is the idea of testing the applicant out by having them do a mini lecture to show their skill and knowledge.
There are many factors to take into consideration when choosing a candidate. This module provided great insight into the best methods for determining who is the best fit for our organization.
Providing an honest realistic job preview will probably reduce your pool of eligible applicants. However, those that do accept the position will likely be better suited for the position, more likely to accept a reasonable offer, and retention will not be a major concern.
While all portions of the hiring process are costly, the actual selection of faculty tends to come at the highest cost in this process. For our schools, post-pandemic, we're doing everything we can to find great instructors for our students. Unfortunately, we have had to skip the technical portion, but I know it to be a great indicator of quality faculty. I think one thing we can do better is providing the RJP during or post-interview for that prospect to evaluate before we call them back for a second interview. We do utilize an instructor assessment as a part of our job application and that has helped quite a lot in deciding who to hire, based on current knowledge of their given field.
This section showed light on some great points. Ranking systems, RJP and multiple hurdle system. These will defiantly help weed out applicants that are not meeting the "deal breakers".
