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Responsible party: Search chair & committee, Hiring manager, Departmental Ë¿¹ÏÊÓƵhip 

• Create an agenda for the discussion that re-states the must-haves and the philosophy for candidate selection: no opinions, vibes, energy, fit; yes to facts, observations, and linking to job description. Review this sample for ideas.
• Have interviewers rate candidates before beginning discussion to ensure independent perspectives 
• Use inclusion rather than exclusion strategies in making selection decisions (e.g.: include for further consideration those applicants the search committee deems to be qualified as opposed to excluding those it deems to be unqualified).  
• Continue to audit your biases. Ask how your assumptions might impact your rating, whether information supports your conclusions, and how you may be excluding the candidate 
• Discuss strengths first. Make the default in evaluations and selection processes "All are qualified." To minimize unspoken assumptions, require data before deciding a candidate doesn't meet a qualification.
• Share candidate materials for all finalists with hiring manager. 
• Submit hiring checklist to your SALT representative and SAHR. 

• Reference checks must be completed before an Approval to Hire Form is submitted. These can be done by phone, or Talent Acquisition (TA) can send out a SkillSurvey, which is an automated reference checking tool, to facilitate the process. If completing the reference checks by phone, notes must be sent to Talent Acquisition for record keeping. During this stage, avoid social media and Google searches as they may contribute to bias. Consult SAHR or TA if you have questions.  
• After carefully reviewing the feedback provided by references, complete the Approval to Hire Form and submit it to SAHR and TA to consult on pay equity. Salary offers should be fair and consistent, without consideration of past salaries or previous inequitable employment experiences.
• After SAHR and TA approve, either the hiring manager or TA extends the offer. Opt for TA if you are not fully comfortable negotiating salary.
• TA will send the written offer letter along with the background check instructions to the candidate.
• Work with TA to ensure other candidates receive rejection notices and are rejected in myHR. If candidates request feedback, discuss with your SALT representative whether and how you might give objective, job-related feedback verbally to improve candidate experience. If you aren’t comfortable, decline to give feedback. Consult SAHR if you have questions.
• Provide feedback about your experience and the process (link to survey found in hiring checklist).
• Announce the new hire to the division.