i. ag a 2 Blueprint for Hiring College Faculty Traditional hiring practices are riddled with percep- tion problems. It is very difficult to make valid judg- ments of job candidates; and, as a result, people are often hired on the strength of superficial impressions. In particular, research has shown that most employers emphasize the employment interview which, as a hiring tool, has an unimpressive record in terms of reliability and validity. Interviewers have great confidence in their ability to select the right person for the job; how- ever, they often weigh the same information differently and fall prey to the “halo” effect. The following strat- egy is recommended for increasing the validity of hiring decisions. A Selection Strategy Shortlisting Applicants should be shortlisted according to a numerical weighting of job qualifications—i.e., points are given for education and experience. There should, however, be maximum values attached to each category so that qualified applicants are not screened out against individuals with more than the required education or experience. Twenty ycars of experience does not necessarily guarantee more skill than does ten. Remem- ber, as Robert Half says, “A resumé is nothing more than a balance sheet without liabilities.” Presentation Each shortlisted candidate should be invited to present a 15-minute lesson on the subject that he/she would be teaching. For example, the candidate could make a presentation on the value of being a student in his/her particular field. The presentation would be rated by the search committee on a predetermined numerical scale and then followed by a structured interview. Structured Interview A structured interview, using the following guide- lines, tends to increase the validity and reliability of the selection decision (Campion, Pursell, and Brown, 1988): i) develop questions based on job analysis; ii) ask the same questions of each candidate; iii) anchor the rating Cc scales for scoring answers with examples and ed INNOVATION ABSTRACTS VOLUME Xi, NUMBER 13 illustrations; iv) have an interview panel record and rate answers; v) consistently administer the process to all candidates. Optional Written Exercise Candidates may be asked to participate in a written exercise. For example, the exercise could address a problem situation with a student or a colleague. Once again, a numerical rating scale and a sample answer would be used to score the response. Reference Check After the top candidate has been identified through the numerical weightings, there should be a careful reference check. The preferred candidate’s background information should be verified; additional performance- related data should be obtained from previous employ- ers. [Caution: The consent of the candidate should be obtained before utilizing a “network approach” to checking references—each reference identified as such by the candidate provides the name of another.] Evaluating the Hiring Process Search committee members rarely receive proper or accurate feedback regarding the outcomes of their hiring decisions: They seldom learn about the perform- ance of the individuals they chose to hire. It is essential to maintain a record of the results of all hiring decisions and answer, on some appropriate schedule, such questions as: Is the faculty member still with the college? Is his/her performance satisfactory? It is critical that search committee members gather data to develop a realistic perspective on their abilities to make good hiring decisions. Campion, M. A., E.D. Pursell, and B. K. Brown. “Struc- tured Interviewing: Raising the Psychometric Proper- ties of the Employment Interview,” in Personnel Psychology, Vol. 41(1), pp. 25-42. Ken Robb, Manager, Human Resources & Staff Develop- ment For more information, contact the author at Sault College of Applied Arts & Technology, P.O. Box 60, 443 Northern Avenue, Sault Ste. Marie, Ontario P6A 5L3, CANADA. EDB 348, Austin, Texas 78712 THE NATIONAL INSTITUTE FOR STAFF AND ORGANIZATIONAL DEVELOPMENT (NISOD) Q Community College Leadership Program, The University of Texas at Austin