Determine Recruitment Plan

HR contacts Hiring Supervisor to discuss the recruitment plan

Determine Recruitment Plan
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When HR has received all necessary paperwork, they will verify that the appropriate signatures have been obtained for posting purposes. Required signatures include the posting authorization signature by the Vice Chancellor and the fiscal authorization signature by the Business Manager on the Form 9.  HR will contact the hiring supervisor to discuss necessary information, such as the minimum qualifications, salary, and recruitment plan.

Networking Strategies
As part of a broad and comprehensive recruitment plan, hiring supervisors are urged to collaborate with Human Resources to identify recruitment strategies that will enlarge the pool of qualified applicants beyond the results yielded from solely relying on traditional means. It is the task of the search chair, HR, and the Affirmative Action Office to publicize the vacant position, bring it to the attention of qualified potential applicants, including those who are members of underrepresented groups, and actively identify and recruit qualified applicants. Hiring supervisors and search chairs are encouraged to work with HR/Affirmative Action Office to tailor the recruitment plan to the needs of the unit and position.  The informal, word-of-mouth approach to recruitment is one of the most successful practices for identifying potential applicants. In addition to advertising the position in publications targeting traditional and underrepresented groups, hiring supervisors and search chairs may also consider any of the following ideas to assist in expanding the pool of qualified applicants.


Personal Contacts

  • Make direct contact with professional organizations and colleagues in the field, notify them of your unit’s open position, and request names of potential qualified applicants.
  • Use a personal approach in recruiting applicants.  Often outstanding potential candidates do not apply for advertised positions, but might be responsive to individual contacts. Contact the potential candidate and invite him/her to apply. If an individual declines a nomination or does not respond to your letter of inquiry, you may wish to call the person to determine if his/her reasons for declining can be addressed and resolved.
  • Contact underrepresented group members. If they are not interested in the position, ask for the names of other women and minority applicants
  • Target specific underrepresented group members whose work or contributions you might be familiar with. Ask individuals for names of others they have mentored.
  • Access representation data and availability estimates for women and minorities in the Purdue University Calumet Affirmative Action Plan, which is prepared annually by the Affirmative Action Office.  Contact the Affirmative Action Office (ext. 3169) for assistance in using this data.


Professional Associations

  • Maintain ongoing contact with professional organizations, associations, and agencies that have a job-referral service.
  • Encourage faculty and staff attending professional conferences or visiting other universities to combine their visits with recruitment efforts for present and future vacancies.
  • Keep national higher education associations informed of present and possible future vacancies.  Several such associations contain special interest groups (e.g., the American Educational Research Association has Hispanic and Black caucuses).
  • Maintain membership and actively participate in minority caucuses in professional associations.
  • Maintain ongoing communication with caucuses comprised of underrepresented groups.
  • Request the names of potential candidates from women and minority caucuses within relevant professional and academic associations. Maintain ongoing communication with these caucuses on other issues.
  • Consider lobbying professional organizations to develop a national recruitment strategy for members of underrepresented groups.


In Your Unit

  • Ensure publications are representative of the unit’s commitment to diversity.
  • Conduct unit reviews to enhance minority perspectives that are missing and/or important to the growth of the staff.
  • Consider hiring recent women and minority graduates from your own unit or from units related to your administrative area.
  • Invite underrepresented group members to participate in an on-campus seminar as a special guest of your unit.
  • Designate a faculty/staff member to work with the unit head in focusing on affirmative action efforts.
  • Establish a working relationship with departments and units at institutions with substantial numbers of women and minorities.
  • Request names of potential applicants from women and minorities within the University system, as well as at institutions with strong programs in the relevant discipline.


Expanding Your Contacts

  • Request names of potential applicants from anyone with firsthand knowledge of women and minority job seekers within the University system, as well as from institutions with strong programs in your discipline or administrative area.
  • Maintain close contact with women and minority graduates of the University and encourage them to recommend the University for graduate training, faculty positions, and administrative opportunities.
  • Consider those who have held part-time or temporary positions in your department or administrative unit.
  • Publish statements on the unit’s commitment to equity and diversity and discussions of affirmative action issues in unit newsletters or brochures sent to constituent groups and alumni, thereby informing them of the unit’s support of affirmative action benchmarks and enlisting their assistance.
  • Maintain current listings of underrepresented alumni and their professional involvement.


External Recruitment and Search Firms

Hiring supervisors choosing to work with agencies outside the University, such as search firms, must do so in collaboration with HR/Affirmative Action Office. It is necessary for HR/AA Office to approve all advertising for the vacant position, and it is vital that applicant data gathered throughout the hiring process be reflective of the true applicant pool. This step necessitates that the outside agency work with the HR/AA Office.