some guidelines for (better and perhaps more humane) faculty hiring practices: a set of common problems and possible solutions.
For job seekers in our field, the application process is a time-consuming source of uncompensated labor involving dozens of applications annually, each with unique expectations, multiple potential stages, and different requirements for materials and references. Between the imbalance between job openings and candidates and the increase in departments forced to fill their needs with temporary positions, post-docs, and contingent faculty, it is an undertaking that stretches over multiple years for a growing number of graduates. Furthermore, adherence to basic protocols on issues from discrimination and improper questions to travel compensation remains uneven.
Many of the problems job seekers and search committees in ethnomusicology face reflect larger structural issues that are difficult to change. Here, we hope to provide some helpful guidelines and food for thought that search committees can use to make faculty searches more equitable and humane.
This document is meant to be a resource for search committees. It is not comprehensive. It should be used alongside an array of tools and guidelines available through university offices and other academic societies. In general, this document aims to promote transparency at every stage of the process to benefit every applicant, particularly those who face a history of underrepresentation and discrimination.
the job posting
problems:
recommendation letters are required upfront
candidates are burdened with long lists of required written materials, varying widely from one position to the next
lack of information about salary range and benefits (e.g, are moving costs covered? Is health insurance covered?)
lack of information about teaching load and expectations
confusing instructions and submission guidelines
recommendations:
provide a well-organized list of required materials. Do not solicit more materials than are absolutely necessary. Make clear whether ABD applicants will be considered.
solicit letters in the second round (in line with current recommendations from AAA)
clarify when letters are needed in application process and do not expect tailored letters of recommendation
provide salary range (this is now the law in certain states)
state clearly whether or not the university can provide benefits related to moving, housing, low-cost insurance, or childcare (remember that moving for one or two years for a temporary position can be costly and time consuming)
be clear about class sizes, syllabus requirements, reporting requirements, and other aspects of the job likely to add to the candidate’s workload (especially for contingent and temporary faculty).
travel
problem:
potential employers reimbursing travel after the interview (not every job seeker is able to afford to purchase travel)
delayed reimbursement after the interview
recommendations:
potential employers should book travel for the applicant
if not possible, potential employers should provide a written timeline for reimbursement that falls within a month after travel is complete
interview questions and conversations
problem:
search committee members ask questions about disability, relationship status, children, etc. Discussions about candidates’ lives and transitions cannot be part of the hiring process at any stage or event during that process.
recommendations:
coordinate with representatives from HR and DEI before the interview process begins. Make sure that each member of the committee understands the limits of appropriate questioning and conversation.
Offer committee members guidelines on what to do if they inadvertently make this mistake or witness someone else doing it. An example: "Please excuse us/me. You do not need to answer that question. Questions on these issues are not allowed.”
visit to campus
problem: unclear/incomplete information the campus visit and what it will entail.
solution: at least a week prior to a phone/zoom interview or a campus visit, provide the candidate with the following:
a list of the people they will be meeting with (include titles where possible)
a list of the search committee members
a detailed schedule for the interview (including breaks for the candidate in cases where the interview lasts longer than two hours)
problem: during long interviews, there are no breaks and/or no place to take a break, even when it is scheduled.
solution: Incorporate breaks into your interview schedule. Book quiet (and if possible, private) spaces for the candidate to take those breaks. Provide water and snacks during those breaks, when possible.
problem: the interview meals. This includes:
Assumptions that the applicant should drink alcoholic beverages.
No attention to dietary restrictions.
Overlooked or poorly scheduled mealtimes.
Solutions:
Inquire about the candidates’ dietary restrictions prior to the campus visit.
If you choose to drink alcohol, drink in moderation.
Never pressure a candidate to drink or eat anything. Do not joke about a candidate’s dietary choices or needs.
Provide buffer time in the candidates’ schedules to avoid cutting into or skipping mealtimes.
After application submissions and/or interviews:
problem: the search committee does not inform applicants of the status of the search or their timeline for completing the search (the disappearing act). This is demoralizing and frustrating.
solutions:
update applicants at particular stages of the search process (e.g., when long and short lists are decided, when the position is filled)
if deadlines for making decisions need to be extended, provide candidates with updated timelines
send thoughtful and timely rejection emails
keep in mind that most interviewees are doing unpaid labor for the benefit of the hiring institution/department, and most will not get the job. Consider designating a committee member to earnestly follow through with providing networking opportunities for the applicant. This is especially important for BIPOC scholars, who are often marginalized in various ways in other professional contexts, and whose presence often performs unpaid labor by legitimizing the faculty search to the department and the institution’s administration.