Dec 21, 2024

2017-18 University Handbook

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2017-18 University Handbook FINAL VERSION - Closed for Revisions

Chapter 3 - Recruitment, Appointment, Reassignment, and Resignation

Section 1 - Recruitment, Selection, and Appointment: Faculty

Outline of the UWSP Faculty Hiring Process

(To see who has authority to approve changes to this section, please see the Approval of Changes page).

Section 2 - Recruitment, Selection, and Appointment: Academic Staff

Outline of the UWSP Academic Staff Hiring Process

(To see who has authority to approve changes to this section, please see the Approval of Changes page).

Section 3 - ACPS-4 and Derivative Policies

Academic Planning Statement No. 4 (ACPS-4): University of Wisconsin System Policy on Academic Year Definition and Assorted Derivatives
Administrative Appendix to ACPS-4

(To see who has authority to approve changes to this section, please see the Approval of Changes page).

Section 4 - Reassignment and Retraining

Acting Officers
Retraining and Reassignment of Faculty
Reassignment of Administrators

(To see who has authority to approve changes to this section, please see the Approval of Changes page).

Section 5 - Resignation

Authorization
Check-out Procedure

(To see who has authority to approve changes to this section, please see the Approval of Changes page).

Section 6 - Recruitment Committees and Selection Processes

Provost/Vice Chancellor for Academic Affairs
Vice Chancellor for Business Affairs or Student Affairs
Vice Chancellor for University Advancement
Associate Vice Chancellor and Assistant Vice Chancellor
Dean, Associate Dean, and Assistant Dean
Department Chairperson, Associate Dean/Department Head, Director of University Library, Ranked Faculty Librarians, and Classroom Teaching Personnel
Faculty, Academic staff, and Limited (FAASLI) Positions at the Director Level or Above
All Other Academic Staff and Limited Positions

(To see who has authority to approve changes to this section, please see the Approval of Changes page).

CHAPTER 3: RECRUITMENT, APPOINTMENT, REASSIGNMENT, and RESIGNATION

SECTION 1 - RECRUITMENT, SELECTION, AND APPOINTMENT: FACULTY

OUTLINE OF the UWSP FACULTY HIRING PROCESS

The outline specified below provides a checklist of steps necessary to complete the faculty hiring process. More detailed procedures are available from the Office of Equity and Affirmative Action (EAA). The EAA Office should be consulted early in the search process to ensure compliance with all federal, state, and local policies.

PHASE ONE: APPROVAL TO FILL A VACANCY - PREPARING TO SEARCH

The Department Chair shall:

Seek permission to hire.
Upon approval of the request to fill the vacancy, appoint or review an established Recruitment Committee and verify that women/minorities are appropriately represented. (Pursuant to University Handbook, women and minority faculty or instructional academic staff members may be added to the recruitment committee.)
Fill out Composition of Recruitment Committee Form and submit for approval.
Schedule the first meeting of the committee with the Equity & Affirmative Action (EAA) Director to discuss the following: job description; hiring process; diversity and strategies to encourage women and persons of color to apply; personnel policies and procedures; use of terms; development of selection and evaluation criteria and methodology; other questions the committee may have.

The Recruitment Committee or Chair shall:

After meeting with the EAA Director, select Search and Screen Committee Chair (if necessary) and Affirmative Action representative.
In consultation with the Equity and Affirmative Action Director, develop a full job description or review the current job description. It is important to include language required by the Americans with Disabilities Act (ADA) in current and new job descriptions. The ADA Position Self-Evaluation Form is available to help you with appropriate wording.
Prepare Position Announcement Form according to guidelines and submit to Equity and Affirmative Action Director for approval and signature. (It is a good idea to Email a draft to the EAA Director prior to getting signatures in case changes need to be made.)
Receive position number from Equity and Affirmative Action Office.
Finalize the recruitment plan. Complete and submit Recruitment Plan Form being sure to attach all requested documents.

PHASE TWO: RECRUITING

The Recruitment Committee or Chair shall:

Upon approval of recruitment plan, send out all recruitment material. (Watch carefully for closing dates and deadlines to get information to journals, etc. for advertising.)
As soon as possible after receipt of application materials, send each applicant a letter acknowledging the application and containing the following enclosures:

Full position description;
Equal Employment Opportunity Information Request Form (also called EEO or Self-Identification Form).

Two days after the close of the search, send an alphabetical listing of all candidates (including name, address and current position) to the EAA Office on the Open Records Requirement Form.

PHASE THREE: SCREENING AND EVALUATION OF APPLICANTS

The Recruitment Committee or Chair shall:

Draft the proposed interview questions and methodology to be used in assessing candidates’ qualifications. Complete and submit Interview and Evaluation Methodology Form for approval.
At the close of the recruitment period, review the applications and group applicants into tiers for consideration (do not otherwise rank applicants).
Complete and submit the Applicant Log for approval before interviews are scheduled.
Receive Applicant Flow Analysis Form from EAA Office.
After the Applicant Flow Analysis Form has been received, select the finalists to be interviewed, using the pre-established criteria identified in the Interview and Evaluation Methodology Form. Complete and submit the Interview Request Form. (Note: This form is also used to authorize and request reimbursement for interview expenses if there are any.)
Receive approval to interview finalists.
Contact recommended finalists and arrange interviews and campus visits.
The administrator responsible for the hire is expected to contact UWSP News Service prior to releasing the list of finalists and prior to announcing the hire. This is to ensure the coordination of the announcement to the campus and community and to arrange for appropriate media coverage (if warranted).
Conduct campus visits and interviews in accord with plan identified on Interview and Evaluation Methodology Form.
Assess candidates based on essential job functions identified in position description.

PHASE FOUR: RECOMMENDATION TO HIRE, EXTENDING THE OFFER

Per UWSP University Handbook (Chapter 3, Section 6): Procedures for recruitment for department chairperson, associate dean/head of a department, and classroom teaching personnel are developed by the appropriate colleges and departments.

The Recruitment Committee Chair shall:

After finalists have been assessed, submit the Finalist Appraisal Form for approval.

The Department Chair shall:

After consulting with the hiring authority and receiving approval, make a verbal offer to first choice candidate.
If candidate verbally accepts offer, complete and submit the Recommendation to Appoint Form and Personnel Appointment Form (available in Personnel Office).

The appropriate Line Officer shall:

Send final contract to candidate.

The Recruitment Committee Chair shall:

Complete and submit Information on UW System Recruitment Report Form to EAA Office.
Notify all candidates that this position has been filled and thank them for their interest in UWSP.
The search is now closed. Collect all recruitment materials from all committee members and keep on file (in unit/department) for four years.

CONVERSIONS FROM RANK OF INSTRUCTIONAL ACADEMIC STAFF TO RANK OF FACULTY AT UW-STEVENS POINT

Policy Background

UWS 1.04 Faculty.

“Faculty” means persons who hold the rank of professor, associate professor, assistant professor, or instructor in an academic department or its functional equivalent in an institution. The appointment of a member of the academic staff may be converted to a faculty appointment in accordance with s. UWS 3.01 (1) (c).

UWS 3.01 Types of appointments.

In accordance with s. 36.05 (8), Stats., academic staff appointments may be converted to faculty appointments by the action of the board upon the recommendation of the appropriate faculty body and the chancellor of an institution. Such faculty appointees shall enjoy all the rights and privileges of faculty.

Conversion Process

The primary mechanism for filling a tenure-track faculty position is through a national search process, which ensures the broadest diversity of qualified candidates in the applicant pool. However, conversion from instructional academic staff to tenure-track faculty is possible in special circumstances, including hiring in fields for which applicant pools have typically contained an insufficient number of qualified candidates, increasing diversity in a department, or other pressing programmatic needs where a national search is unlikely to yield sufficient qualified candidates.

The academic department initiates the request for instructional academic staff to be converted to ranked faculty. The chair prepares a document outlining the rationale and documents the support of the department.
For an instructional academic staff person to be converted to ranked faculty, the individual must have been hired through a national search using the university-required recruitment and hiring process, including the department’s review of qualifications. This will be verified by the UW-Stevens Point Office of Human Resources and Affirmative Action.
A proposed change from the rank of instructional academic staff to the rank of faculty requires a positive recommendation from all levels of faculty governance that typically provide input on a tenure recommendation, and approval by the Provost and Vice Chancellor for Academic Affairs, the Chancellor or designee, and the Board of Regents in accordance with UWS 3.01 (1)(c).
Credit toward tenure upon conversion, or obtainment of early tenure, may be considered by the appropriate committees and governance groups, and should be part of the original recommendation for conversion.

SECTION 2 - RECRUITMENT, SELECTION, AND APPOINTMENT: ACADEMIC STAFF

OUTLINE OF THE UWSP ACADEMIC STAFF HIRING PROCESS

The outline specified below provides a checklist of steps necessary to complete the academic staff hiring process. More detailed procedures are available from the Office of Equity and Affirmative Action (EAA). The EAA Office should be consulted early in the search process to ensure compliance with all federal, state, and local policies.

PHASE ONE: APPROVAL TO FILL A VACANCY - PREPARING TO SEARCH

The Supervisor shall:

Seek permission to hire.
Seek approval from Academic Staff Council if the position is GPR-funded, but will be identified as a Fixed Term Appointment.
In consultation with the Equity and Affirmative Action (EAA) Director, develop a full job description or review the current job description. It is important to include language required by the Americans with Disabilities Act (ADA) in current and new job descriptions. The ADA Position Self-Evaluation Form is available to help you with appropriate wording.

For non-teaching positions, contact Personnel Services to request a copy of an employee’s current job description or the appropriate form.
For non-teaching positions, if there have been significant changes in the duties and responsibilities of a position (30% or more new ones) or this is a new position, revise or develop the description and submit it to the Hayes-Hill Titling Advisory Committee (HHTAC) for assignment/reassignment of the appropriate title.
If the current job description remains accurate, initial and date it to indicate that and send a copy to HHTAC.

Prepare Position Announcement Form according to guidelines and submit to Equity and Affirmative Action Director for approval. (It is a good idea to Email a draft to the EAA Director prior to getting signatures in case changes need to be made.)
Receive position number from Equity and Affirmative Action (EAA) Office.
Upon approval of the request to fill the vacancy, appoint Recruitment Committee and verify that women/minorities are appropriately represented.
Fill out Composition of Recruitment Committee Form and submit for approval
Schedule the first meeting of the committee with the EAA Director to discuss the following: the hiring process; diversity and strategies to encourage women and persons of color to apply; personnel policies and procedures; use of terms; development of selection and evaluation criteria and methodology; other questions the committee may have.

The Recruitment Committee shall:

After receiving the charge from the supervisor and meeting with the EAA Director, select Recruitment Committee Chair and Affirmative Action representative.
Finalize the recruitment plan. Complete and submit Recruitment Plan Form being sure to attach all requested documents.

PHASE TWO: RECRUITING

The Recruitment Committee or Chair shall:

Upon approval, send out all recruitment material. (Watch carefully for closing dates and deadlines to get information to journals, etc. for advertising.)
As soon as possible after receipt of application materials, send each applicant a letter acknowledging the application and containing the following enclosures:

Full position description;
Equal Employment Opportunity Information Request Form (also called EEO or Self-Identification Form).

Two days after the close of the search, send an alphabetical listing of all candidates (including name, address and current position) to the (EAA) Office on the Open Records Requirement Form.

PHASE THREE: SCREENING AND EVALUATION OF APPLICANTS

The Recruitment Committee or Chair shall:

Draft the proposed interview questions and methodology to be used in assessing candidates’ qualifications. Complete and submit Interview and Evaluation Methodology Form for approval.
At the close of the recruitment period, review the applications and group applicants into tiers for consideration (do not otherwise rank applicants).
Complete and submit the Applicant Log for approval before interviews are scheduled.
Receive Applicant Flow Analysis Form from EAA Office.
After the Applicant Flow Analysis Form has been received, select the finalists to be interviewed, using the pre-established criteria identified in the Interview and Evaluation Methodology Form. Complete and submit the Interview Request Form. (Note: This form is also used to authorize and request reimbursement for interview expenses if there are any.)
Receive approval to interview finalists.
Contact recommended finalists and arrange interviews and campus visits.
The administrator responsible for the hire is expected to contact UWSP News Service prior to releasing the list of finalists and prior to announcing the hire. This is to ensure the coordination of the announcement to the campus and community and to arrange for appropriate media coverage (if warranted).
Conduct campus visits and interviews in accord with plan identified on Interview and Evaluation Methodology Form.
Assess candidates based on essential job functions identified in position description.

PHASE FOUR: RECOMMENDATION TO HIRE, EXTENDING THE OFFER

Per UWSP University Handbook (Chapter 3, Section 6):

Interviews:

The committee shall determine the procedures by which it will screen the candidates and select the list of candidates to be invited for interviews.
After the closing date for applications, the committee shall select the candidates to be invited for interviews.
Normally, interviews shall continue until the committee agrees upon not less than three nor more than five finalists it is willing to recommend to the supervisor.

Selection:

Normally, the supervisor offers the position to one individual from among the finalists recommended.
The supervisor may reject all finalists and ask the committee to continue or reopen the search.

The Committee Chair shall:

Submit the Finalist Appraisal Form for approval after finalists have been assessed.

The supervisor shall:

After consulting with the hiring authority and receiving approval, make a verbal offer to the first choice candidate.
If candidate verbally accepts offer, complete and submit the Recommendation to Appoint Form and Personnel Appointment Form (available in Personnel Office).

The appropriate Line Officer shall:

Send final contract to candidate.

The Recruitment Committee Chair shall:

Complete and submit Information on UW System Recruitment Report Form to EAA Office.
Notify all candidates that this position has been filled and thank them for their interest in UWSP.
The search is now closed. Collect all recruitment materials from all committee members and keep on file (in unit/department) for four years.

SECTION 3 - ACPS-4 AND DERIVATIVE POLICIES

ACADEMIC PLANNING STATEMENT NO. 4 (ACPS-4): UNIVERSITY OF WISCONSIN SYSTEM POLICY ON ACADEMIC YEAR DEFINITION AND ASSORTED DERIVATIVES

[Revised: February 11, 2000]

PREAMBLE.

This System policy applies to ranked faculty and instructional academic staff members and replaces all former Chapter 36 and Chapter 37 Board of Regents’ policies relating to the topics covered.

The policy recognizes special requirements in establishing the appointment period for University faculty members.

The activities of a faculty member are not organized in terms of a specified number of hours and days in specified locations. Rather, as with professionals practicing law or medicine, recent surveys indicate that university faculty members on the average devote from 50 to 60 hours per week to university activity. The time devoted to such activity may vary from week to week or month to month during the course of an academic year. Frequently, the faculty member engages in activity related to his/her university responsibilities outside the academic year. The university activity of any faculty member is subject to institutional policy on teaching loads, advising hours, or schedules; the primary responsibility for monitoring and assuring equity is placed at the departmental level where peer group judgment on promotion, tenure, and salary levels is initiated.

This pattern of individual activity best sustains the special character and vitality of an academic community. The policies enunciated herein have been designed to preserve the essential character of the academic community while setting minimum service expectations of faculty members for the academic year, establishing reasonable methods of calculating pay periods and entitlements to various fringe benefits, and regulating reasonably the use of overload payments to faculty members holding full-time appointments.

THE ACADEMIC YEAR AND CALENDAR.

The regular academic year covers a full nine-month period which is the basis for academic year appointments. The following guidelines permit the institutions to vary the academic calendar within the nine-month period of the academic year.

The Chancellor of each institution, in consulting with the faculty, should determine the primary divisions of the academic year calendar. The calendar may be organized in two semesters, three quarters, or modules of semesters or quarters and shorter terms (mini-sessions, inter-sessions, etc.) within the academic year period. The contractual academic year shall consist of a full nine months (39 weeks) and shall include not fewer than 34 weeks of organized services for students including classroom instruction, registration, advising, and examining.

After the institution has determined its calendar and designated periods for instruction, registration, advising, examination, and official state holidays, the time remaining which is not on the organized calendar shall be used by faculty members for scholarly pursuits and instructional development as individual, self-directed professionals.

THE AWARDING OF CREDIT.

The institutions shall award credit to students successfully completing approved instructional programs, or demonstrating competence or learning equivalent to that provided by such programs as either semester credits, or quarter credits. It is assumed that study leading to one semester credit represents an investment of time by the average student of not fewer than 48 hours for class contact in lectures, for laboratories, examinations, tutorials and recitations, and for preparation and study; or a demonstration by the student of learning equivalent to that established as the expected product of such a period of study. Study leading to one quarter of credit represents two-thirds of that set as the standard for one semester credit.

{Note: At UWSP, contact hours also include remote communications, electronically mediated discussion, field trips, job shadowing, interviewing, and internships.}

THE PERIOD OF APPOINTMENT FOR FACULTY.

An annual appointment extends for a period of twelve months and normally begins on July 1. Faculty members on annual appointment shall accrue vacation at the rate of 22 working days per year.

An academic year appointment extends for the nine-month academic year specified in the calendar of the institution as approved by the Board of Regents and should ordinarily begin no earlier than one week before the first day of scheduled campus registration for the fall term and should end no later than one week after the date of spring commencement when commencement follows the last day of scheduled instruction, or when there is no commencement (as for the UW Centers), or when commencement precedes the final day of instruction, no later than one week after the last day of scheduled classes. The institution may contract with the faculty member for distribution of the equivalent of his/her academic year of service over the twelve-month calendar year; but, in any event, the contractual academic year shall consist of not fewer than thirty-nine (39) contiguous weeks.

COMPENSATION ADJUSTMENTS FOR INTERRUPTED SERVICE OR UNANTICIPATED TERMINATION OF APPOINTMENTS.

In the event of unanticipated termination of service during the term of an appointment, as for example by death or resignation, or interrupted service due to termination or suspension without pay, payment for services shall be terminated or suspended following cessation of services. The final check shall be calculated so that the faculty member receives full compensation for that portion of the academic year or annual appointment completed. For annual appointments, accrued vacation time will be paid in addition.

For faculty on academic year appointments, the final check shall be calculated as the product of the salary for the payroll period (1/9 of the academic year salary) times the fraction of the payroll period completed. That fraction is the ratio of the number of calendar days in the payroll period completed as a proportion of the total calendar days in the payroll period in which service was interrupted.

For faculty members on academic year appointments, but on a ten-pay or twelve-pay period assignment schedule, the final check, in case of interrupted service or unanticipated termination, shall also include that portion of the earned salary that was due in the tenth, or tenth through twelfth, payment(s). The earned additional amount to be paid in the final check is determined by multiplying the following factors: (1) the salary fraction escrowed per pay period; (2) the pay period salary; and (3) the number of pay periods completed (or fractions thereof computed as above) up to a total of nine. For the ten-pay plan, the salary fraction escrowed per pay period is 1/9 of each pay period salary; for the twelve-pay plan, the salary fraction escrowed per period is 1/3 of each pay period salary.

For faculty on annual appointment, the final check shall be calculated as the product of the salary for the payroll period (1/12 of the annual salary) times the fraction of the payroll period completed. That fraction is the ratio of the number of calendar days in the payroll period competed as a proportion of the total calendar days in the payroll period in which service was interrupted.

ELIGIBILITY – SICK LEAVE, RETIREMENT, UNEMPLOYMENT COMPENSATION, AND SOCIAL SECURITY.

Sick leave: Faculty members who are absent and eligible for paid sick leave shall be charged at the rate of five days per week excluding weekends and legal state holidays and in conformity with the University of Wisconsin faculty sick leave policy. In establishing the System sick leave policy, accumulation and usage of sick leave by other state employees was considered.

Retirement: Retirement credits are reported in days per month. Days reported will be for the academic year as defined by each institution excluding weekends.

Unemployment compensation and social security: The end of a semester or academic year as defined by the institution unless there is interrupted service or unanticipated termination will be reported as the last day worked.

UNANTICIPATED ASSIGNMENTS FOR FACULTY MEMBERS AND INSTRUCTIONAL ACADEMIC STAFF MEMBERS FROM UNIVERSITY SOURCES DURING THE PERIOD OF APPOINTMENT.

General policy.

The salary received by full time faculty members is considered to be full compensation for university activity during their appointment period. Thus, such faculty members may not receive compensation for an overload activity from any funds administered within the University System, regardless of source, except through procedures and within standards provided in this policy.

Recurring needs for a faculty member to assume special institutional responsibilities should be handled through some method other than overload payments. The following alternatives are suggested:

An adjustment in the faculty member’s existing responsibilities to release time for a new assignment.
Reevaluate the individual’s existing and added duties to determine whether a temporary revision of base salary is appropriate.
Compensate, if possible, for the added load by converting an academic year appointment to an annual appointment.

Exceptions are subject to specific advance approval of the Chancellor(s) or designee whose unit(s) is (are) involved and must be of an unusual, short term, or non-recurring nature. When exceptions are granted, two methods for dealing with an ad hoc or temporary need for special institutional services are suggested:

Overload payment made directly to the faculty member.
Purchase of load wherein there is a transfer of money into the faculty member’s department or employing unit as a purchase of institutional time from that unit. This may permit the release of the unit’s resources to support other scholarly activities of the individual or unit.

Compensation for such exceptions cannot exceed the statutory limitations as defined in the Wisconsin Statutes [Section 16.417(2)].* This limitation (i.e. $12,000/year) is to be applied to all full-time employees (academic or annual).

* Wisconsin Statutes Section 16.417(2)(a): “No individual other than an elective state official who is employed or retained with an agency or authority may hold any other position or be retained in any other capacity with an agency or authority from which the individual receives, directly or indirectly, more than $12,000 from the agency as compensation for the individual’s services during the same year.”

Calculation of overload payments shall be made in conformance to methodology developed in FPPP #29 (Financial Policy Procedures Papers #29).

Mini-sessions during the academic year.

Faculty may receive additional payment for mini-sessions scheduled during the academic year when the addition of a mini-session or inter-session results in a teaching load that exceeds the institution’s regular expected teaching load for fall and spring semesters.

Summer session and post-commencement (-term) mini-sessions.

Budgets for mini-sessions conducted outside of the period of the nine-month academic year shall be included in this part of the annualized budget allocated to summer session activities of the institution. Compensation received from the University in the summer period should not in aggregate exceed two-ninths of the academic year salary of the person appointed unless an explicit exception is granted by the Chancellor (or designee).

Inter-institutional instructional consulting or technical service on an overload basis.

One of the assumptions of merger is that the University of Wisconsin System should be able to arrange for the sharing of expertise among the various units. Where the need for this inter-institutional service is short-term in nature, it is often necessary to arrange for appropriate compensation on an overload basis.

Overload payment for such services may be authorized only by the concerned Chancellors (or their designees) when the service falls outside the regularly assigned responsibilities of the person sought and is provided without affecting adversely performance of such regularly assigned responsibilities. The activity should meet the standard of being unusual, short-term, and non-recurring.

Off-campus credit instruction.

Off-campus credit courses should, when taught by full-time faculty members during their appointment period, be taught insofar as possible as part of their assigned full-time responsibilities. It should be recognized that past practice of the institutions has varied on the use of overload payment for such purposes, as well as on the use of ad hoc instruction. Moreover, institutions may find it desirable to maintain flexibility in the use of instructional funds and in adapting off-campus offerings to rapidly changing needs by continuing to staff some part of their off-campus credit offerings through use of overload payment and ad hoc employment. The UW System sets as a standard that no more than one-third of the staffing of off-campus credit instruction by any System institution be provided through overload or ad hoc arrangements and that such staffing be recommended by the relevant academic department or its functional equivalent and approved by the Chancellor (or designee).

The level of use of overload payment and ad hoc arrangements for off-campus credit instruction shall be monitored by each Chancellor (or designee).

With reference to statewide outreach planning, UW-Extension has responsibility for the coordination of off-campus credit offerings as set forth in ACIS-3. When institutions are unable to budget for off-campus credit courses as a part-of-load, such courses will continue to be budgeted through UW-Extension. Where that is the case, the provisions of ACIS-3, Section IV. C. apply.

For purposes of this section, ad hoc appointments are temporary appointments of persons employed to meet a particular teaching assignment, the need for which has not been anticipated in the planning of the teaching responsibilities and budget of a particular academic unit. Such appointments are made to persons who are not members of the institutional faculty, its academic staff (such as clinical professors), or its graduate assistants. Also for purposes of this section, any campus credit offerings scheduled and taught on campus through a campus extension division shall be considered within the same policy applying to off-campus offerings.

Non-credit continuing education and public service programs.

The University of Wisconsin System commits itself to respond to the continuing education and public service needs of Wisconsin residents. To the extent that these needs can be anticipated for any regular budget period, budget arrangements should be developed to structure such assignments as part of the regular load of full-time faculty members.

If these assignments have not been anticipated, or cannot be accommodated in the regular load, overload payments may be authorized according to the policy and limits established in accord with this policy document.

With reference to statewide outreach planning, UW-Extension has responsibility for the coordination and budgeting of non-credit offerings as outlined in the April 1982 Regent’s Policy and as set forth in ACIS-5.

Monitoring of overload payments.

The Chancellor of each institution shall be responsible for monitoring overload payments and shall provide the UWS Office of Academic Affairs, upon request, a list of persons receiving overload payments having a cumulative annual total per individual of $5,000.00 or more.

ADMINISTRATIVE APPENDIX TO ACPS-4

PART-OF-LOAD.

Services, on-campus or off-campus, during the academic year or summer, provided by faculty as part of their regular appointment and their salaries paid out of the institution’s regular instructional budget. Such faculty or staff may be part-time employees of the University as adjunct faculty or Lecturers. The regular appointments may include a sharing of the individual’s services by two or more institutions. This part-of-load instruction should be reported by the University or Center in the CDR.

Purchase of load appointments are treated like part-of-load appointments in dealing with the provisions under 6.e. that not more one-third of the off-campus courses be provided through overload or ad hoc arrangements. These types of appointments are those in which off-campus credit instruction is provided through UW-Extension funds administered by a University or Center. This purchase-of-load instruction should not be reported by the University or Centers but through the UW-Extension CDR.

Faculty appointments funded by UW-Extension are treated like part-of-load appointments in dealing with the provisions in 6.e. that not more than one-third of the off-campus courses be provided through overload or ad hoc arrangements. These types of appointments are campus-based faculty members who have appointments supported by UW-Extension funds and who are teaching off-campus credit courses. These appointments include appointments of University or Center faculty members who are not, at the time of appointment, holding appointments at the University or Center (e.g., during the summer period). Faculty instruction funded by UW-Extension should not be reported by a University or Center in the CDR.

OVERLOAD.

Services provided by faculty on full-time UW System appointments who are being paid additional sums by an institution of the UW-System for services in addition to regular assignments during their period of appointment. This overload instruction should be reported in the CDR by the institution that provides the funding for the overload payment. Credits generated through UW-Extension/institution inter-institutional agreements should be reported in the UW-Extension CDR. Approval and reporting procedures noted in other sections of ACPS-4 are applicable.

AD HOC.

Temporary appointments to persons employed to assignment who are not members of the institutional faculty, its teaching academic staff (such as Lecturers), or its graduate assistants, and are paid for by UW-Extension funds. This ad hoc instruction would not be reported by the University or Centers in the CDR. [Individuals may also be appointed by institutions as part-time faculty or teaching academic staff, (e.g., lecturer or adjunct professor) for on-campus teaching and paid out of the regular instructional budget as described under Part-of-Load above. Such individuals should not be considered as ad hoc personnel for the purposes of this definition. This instruction should be reported by the University or Center in the CDR.

PROVISIONS FOR PART-TIME TEACHING STAFF (PART-OF-LOAD OR AD HOC APPOINTMENTS).

The System’s policy is that the quality of an institution’s instructional program is more effectively assured if offered by regular full-time faculty. However, in certain instances, unusually well qualified persons may be obtained on a part-time basis who would not be available full-time. Institutions are, therefore, encouraged to take appropriate steps to insure that the part-time teaching staff are involved in regular departmental activities related to program development and evaluation through special provisions for participation in departmental activities and appropriate professional relationships with other members of the department. When appropriately provided for, part-time teaching staff can become an integral part of a department’s instructional program.

It is generally undesirable for an institution to employ as part-time teaching staff individuals who are in any way administratively responsible for the students they are teaching (e.g., school administrative staff teaching teachers in their own school district).

SECTION 4 - REASSIGNMENT AND RETRAINING

ACTING OFFICERS

When considering an acting appointment, the administrator involved must discuss the appropriateness of an acting appointment with the Affirmative Action Officer prior to discussing the position with any prospective candidate and prior to seeking nominations for the acting position.
Appointments to an acting position related to reassignment of duties shall be limited to one year. Exceptions to this policy can be made under extenuating circumstances by the Chancellor with the consent of the Executive Committee of Common Council and with an approved affirmative action waiver.

RETRAINING AND REASSIGNMENT OF FACULTY

POLICY

It is the policy of the University of Wisconsin-Stevens Point to encourage faculty retraining and reassignment in every instance in which retraining and reassignment benefit the faculty member and the University. Normally, priority shall be given to proposals for reassignment of tenured faculty from areas of relatively low student demand to areas where student demand is relatively high.

PROCEDURES

A written agreement stating explicitly the responsibilities and commitments of the individual, the department(s), college(s), and the university shall precede any reassignment.

The agreement shall address pertinent issues relating to the conditions of reassignment and procedures for handling personnel decisions.
The agreement shall contain:

A clear statement on the retraining to be accomplished.
The commitment of the department(s), college(s), and university to support the retraining.
A commitment from the individual to continue employment with the university beyond the period of retraining.

In recognition of the wide variety of faculty interests and unique departmental needs, individual agreements consistent with UWSP Personnel Rules shall be negotiated by the parties involved. The following should be used as guidelines for constructing such agreements:

Reassignment may be temporary for a period of 2 to 5 years, or may be permanent.
Following consultation with the dean(s) of the college(s), the agreement may be terminated upon mutual consent of the faculty member and the department(s) involved.
If reassignment occurs before the completion of all planned retraining, a reduced teaching load for the first two semesters of the new assignment shall be considered. After the first year, a full teaching load is expected.
For a period of at least two years, the faculty member may be offered a summer session appointment of at least one-half of the amount of the academic year reassignment for the purpose of additional retraining. (e.g., if the reassignment is 0.50 FTE for the academic year, the summer session appointment may be 0.25 FTE.)
If the reassignment is a permanent, full-time appointment, all personnel decisions shall be made by the receiving department. If the reassignment is temporary or is a permanent appointment of less than full-time, the agreement shall state whether personnel decisions remain with the home department or are divided between the two departments.
According to UWSP personnel rules, seniority is with the institution. Upon permanent full-time reassignment, seniority within the receiving unit shall be negotiated by the faculty member and the receiving unit.

REASSIGNMENT OF ADMINISTRATORS

LOCAL POLICY

A tenured administrator or other faculty member not teaching but holding rank in an academic department may return to the department for any of the following reasons, providing no alternative employment is available which is mutually acceptable to both the individual and the Chancellor:

The individual reaches the age of 65.
The individual resigns the position and such resignation is accepted by the Chancellor.
The immediate supervisor desires the transfer and the Chancellor concurs.

Upon being informed that such a transfer will occur, the department in which the individual holds rank and tenure will decide upon one of the following options:

Assign the individual full time teaching responsibilities immediately.
Temporarily (not to exceed one year) assign the individual to non-teaching responsibilities or a combination of teaching and non-teaching responsibilities which are acceptable to the individual. The non-teaching portion of the assignment will not be charged to the department.
Request of the individual a proposal to renew teaching skills. Such a proposal must be accepted by the department, Dean, and Chancellor and should not exceed 0.50 FTE for one academic year. The non-teaching portion of the assignment will not be charged to the department. Such proposals will normally be funded in addition to regular development proposals if funds are available. It should be noted that commitment of funds for retraining may mean a reduction in the number of teaching positions available to the department.

SYSTEM POLICY

When a ranked faculty member leaves an administrative limited appointment to return to his/her faculty position, the salary upon return to the faculty position shall be negotiated within a range bounded by the average salary of all faculty of the same rank within the tenure home department (or functional equivalent) and 82% of the administrative salary. Negotiated salaries outside of this range require the advance approval of the System President. {UWS Unclassified Personnel Guideline 4.04(5)}

SECTION 5 - RESIGNATION

AUTHORIZATION

All resignations of unclassified personnel shall be addressed to the Chancellor and shall follow the normal authority structure and receive a recommendation regarding acceptance at each level. For example, the department member should forward his/her resignation through the chairperson, the dean, and the provost. However, this procedure does not negate the possibility that for compelling personal reasons an individual might wish to submit his/her resignation directly to the Chancellor.

Faculty are urged to keep their departments informed of a possible resignation. Professional ethics and common courtesy require that resigning faculty give their departments adequate time to consider a replacement. While certain emergencies might occur which require special consideration, the department or dean normally will not recommend for acceptance a resignation intended for the following academic year tendered after May 1.

CHECK-OUT PROCEDURE

The University has established a check-out procedure for faculty and academic staff who will not be returning the following year. A check list originating from the Provost’s Office is used, indicating various items that need to be accounted for prior to separation (e.g., grade reports, library materials, insurance, keys, etc.). The completed form is then presented to the Bursar’s Office, where it will be checked for outstanding bills. If an unpaid bill exists, all payroll checks will be held until the balance is paid. Self-addressed envelopes should be left at the Bursar’s Office for possible forwarding of checks.

SECTION 6 - RECRUITMENT COMMITTEES AND SELECTION PROCESSES

PROVOST/VICE CHANCELLOR FOR ACADEMIC AFFAIRS

RECRUITMENT COMMITTEE.

Notification.

Common Council.

It is the responsibility of the chancellor to inform the chairperson of the Common Council to initiate the recruitment process when a vacancy occurs or will occur for the position of provost.

Nominations.

The chairperson of the Common Council shall then proceed with the establishment of a Recruitment Committee.

Exclusion.

No member of the Recruitment Committee may be an applicant for the position.

Elected Faculty and Academic Staff.

Faculty and Academic Staff Distribution.

Of the elected faculty and academic staff members of the committee, the committee shall be cross-disciplinary and there shall be representation from each college on campus and one unassigned to a college.

Elections.

Faculty and academic staff members to be elected to the Recruitment Committee shall be elected by the faculty and academic staff of the colleges and unassigned to a college through an electronic voting process.

Committee Diversification and Regulatory Compliance.

The University values diversity and inclusion as supported by our mission, “Through the discovery, dissemination, and application of knowledge,
UW-Stevens Point fosters intellectual growth, provides a broad-based education, models community engagement, and prepares students for success in a diverse and sustainable world.” The committee and/or hiring authority shall be in consultation with the Department of Human Resources and Affirmative Action to ensure compliance with federal and state laws and UW System policies and regulations, and to ensure the diversification of the committee, and to ensure searches are conducted fairly and without bias.

Appointed Members and Appointing Authority.

Five additional members of the committee, appointed as indicated, shall be:

one member of the university staff, appointed by the co-chairpersons of the University Staff Council;
up to two students, appointed by the Student Government Association according to its procedures;
one dean, appointed by the provost; and
one individual appointed by the chancellor.

Chairperson.

The committee shall elect its own chairperson.

SELECTION PROCESS.

Position Description and Hiring Authorities Charge.

The chancellor shall provide to the Recruitment Committee a position description and other relevant materials as developed in consultation with the Department of Human Resources and Affirmative Action, which the committee shall review. Any changes would require the approval of the hiring authority.

Advertising the Position.

Recruitment Efforts Plan.

The hiring authority or the Recruitment Committee shall establish a proposed recruitment plan. The completed recruitment plan shall be submitted to the Department of Human Resources and Affirmative Action for review. The Department of Human Resources and Affirmative Action may, in consultation with the hiring authority and the committee, add publications to the list to assure the diversification of the candidate pool. The Department of Human Resources and Affirmative Action shall confirm the position announcement is ready for publication prior to advertising. Recruitment Committee members are encouraged to assist with recruitment efforts.

Formal Announcement.

The chancellor shall issue a formal announcement of the search for a provost simultaneously to the campus and to external agencies (unless the search is to be exclusively internal) by means agreed to by the chancellor and the committee.

The formal announcement (not necessarily identical to advertising copy) shall invite applications and nominations for provost and shall include relevant excerpts from the position description, conditions of employment, and the list of desired qualities, and shall also include a timetable for selection.

Committee Procedures.

Receipt of Applications.

As applications are received, the chairperson shall ensure that each applicant receives:

an acknowledgment of receipt of application;
request for additional materials, as appropriate

Candidates for Interviews.

The committee shall screen, select, and invite candidates for an interview within the framework of the Human Resources and Affirmative Action policies and procedures.

Chancellor’s Action.

Normally, the chancellor offers the position to one individual from among the finalists recommended.

The chancellor may reject all finalists and ask the committee to continue, reopen, or fail the search.

VICE CHANCELLOR FOR BUSINESS AFFAIRS OR STUDENT AFFAIRS

RECRUITMENT COMMITTEE.

Notification.

Common Council.

It is the responsibility of the chancellor to inform the chairperson of the Common Council to initiate the recruitment process when a vacancy occurs or will occur for the position of vice chancellor for business or student affairs.

Nominations.

The chairperson of the Common Council shall then proceed with the establishment of a Recruitment Committee.

Exclusion.

No member of the Recruitment Committee may be an applicant for the position.

Members and Appointing Authority.

Eleven members of the committee, appointed as indicated, shall be:

three faculty or academic staff, appointed by the chairperson of the Common Council from among nominees of the Executive Committee of the Common Council;
up to two students, appointed by the Student Government Association according to its procedures;
one dean, appointed by the provost;
one university staff member, appointed by the co-chairpersons of the University Staff Council; and
four individuals appointed by the chancellor, at least three of whom shall be from among the personnel of the affected division.

Committee Diversification and Regulatory Compliance.

The University values diversity and inclusion as supported by our mission, “Through the discovery, dissemination and application of knowledge, UW-Stevens Point fosters intellectual growth, provides a broad-based education, models community engagement and prepares students for success in a diverse and sustainable world.” The committee and/or hiring authority shall be in consultation with the Department of Human Resources and Affirmative Action to ensure compliance with federal and state laws, and UW System policies and regulations and to ensure the diversification of the committee and to ensure searches are conducted fairly and without bias.

Chairperson.

The committee shall elect its own chairperson.

SELECTION PROCESS.

Position Description and Hiring Authorities Charge.

Advertising the Position.

Recruitment Efforts Plan.

Formal Announcement.

The chancellor shall issue a formal announcement of the search for vice chancellor simultaneously to the campus and to external agencies (unless the search is to be exclusively internal) by means agreed to by the chancellor and the committee, once the position is posted by the Department of Human Resources and Affirmative Action.

The formal announcement (not necessarily identical to advertising copy) shall invite applications and nominations for vice chancellor and shall include relevant excerpts from the position description, conditions of employment, and the list of desired qualities, and shall also include a timetable for selection.

Committee Procedures.

Receipt of Applications.

As applications are received, the chairperson shall ensure that each applicant receives

an acknowledgment of receipt of application;
a request for additional materials, as appropriate.

Candidates for Interviews.

The committee shall screen, select, and invite candidates for an interview within the framework of the Human Resources and Affirmative Action policies and procedures.

Chancellor’s Action.

Normally, the chancellor offers the position to one individual from among the finalists recommended.

The chancellor may reject all finalists and ask the committee to continue, reopen, or fail the search.

VICE CHANCELLOR FOR UNIVERSITY ADVANCEMENT

RECRUITMENT COMMITTEE.

Notification.

Common Council.

Nominations.

The chairperson of the Common Council shall then proceed with the establishment of a Recruitment Committee.

Exclusion.

No member of the Recruitment Committee may be an applicant for the position.

Appointed Members and Appointing Authority.

Thirteen members of the committee, appointed as indicated, shall be:

one vice chancellor, appointed by the chancellor
one dean, appointed by the provost
president of UWSP Alumni Association (or designee in consultation with the chancellor)
president of UWSP Foundation, Inc. (or designee in consultation with the chancellor)
member of UWSP Foundation Board (selected by foundation board president in consultation with chancellor)
two faculty, appointed by the chairperson of the Common Council from among nominees of the Executive Committee of the Common Council;
up to two students, appointed by the Student Government Association according to its procedures;
one university staff member, from personnel of the Office for University Advancement, appointed by the University Staff Council according to its procedures
one academic staff member, from personnel of the Office for University Advancement, appointed by the Academic Staff Council according to its procedures
the Affirmative Action officer
one member of the community, appointed by the chancellor
one at-large member, appointed by the chancellor

Committee Diversification and Regulatory Compliance.

The University values diversity and inclusion as supported by our mission, ”Through the discovery, dissemination and application of knowledge, UW-Stevens Point fosters intellectual growth, provides a broad-based education, models community engagement and prepares students for success in a diverse and sustainable world.” The committee and/or hiring authority shall be in consultation with the Department of Human Resources and Affirmative Action to ensure compliance with federal and state laws, and UW System policies and regulations and to ensure the diversification of the committee and to ensure searches are conducted fairly and without bias.

Chairperson.

The committee shall elect its own chairperson.

SELECTION PROCESS.

Position Description and Hiring Authority Charge.

Advertising the Position.

Recruitment Efforts Plan.

Formal Announcement.

Committee Procedures.

Receipt of Applications.

As the committee chairperson receives applications, the chairperson shall ensure that each applicant receives

an acknowledgment of receipt of application;
a request for additional materials, as appropriate

Candidates for Interviews.

The committee shall screen, select, and invite candidates for an interview within the framework of the Department of Human Resources and Affirmative Action policies and procedures.

Chancellor’s Action.

Normally, the chancellor offers the position to one individual from among the finalists recommended.

The chancellor may reject all finalists and ask the committee to continue, reopen, or fail the search.

ASSOCIATE VICE CHANCELLOR AND ASSISTANT VICE CHANCELLOR

RECRUITMENT COMMITTEE.

Notification.

Common Council.

It is the responsibility of the provost to inform the chairperson of the Common Council to initiate the recruitment process when a vacancy occurs or will occur for the positions of associate vice chancellor or assistant vice chancellor.

Nominations.

The chairperson of the Common Council shall then proceed with the establishment of a Recruitment Committee when a vacancy occurs or will occur for the position of associate vice chancellor or assistant vice chancellor.

Exclusion.

No member of the Recruitment Committee may be an applicant for the position.

Appointed Faculty.

Volunteers.

The chairperson of the Common Council shall solicit volunteers to serve on the Recruitment Committee. From the volunteer pool, the chairperson of the Common Council shall appoint a minimum of five faculty to the committee. Of the appointed faculty members of the committee, there shall be representation from each of the colleges

Appeals Process.

If volunteers feel unfairly excluded from the Recruitment Committee, they may appeal the hiring authority’s decision with the Nominations and Elections Subcommittee.

Committee Diversification and Regulatory Compliance.

Additional Appointed Members and Appointing Authority.

Five to six additional members of the committee, appointed as indicated, shall be

up to two students, appointed by the Student Government Association according to its procedures;
one dean, appointed by the provost;
one university staff member, appointed by the co-chairpersons of the University Staff Council;
one academic staff member, appointed by the chairperson of the Academic Staff Council; and
one individual appointed by the chancellor.

Chairperson.

The committee shall elect its own chairperson.

SELECTION PROCESS.

Position Description and Hiring Authorities Charge.

The provost shall provide to the Recruitment Committee a position description and other relevant materials as developed in consultation with the Department of Human Resources and Affirmative Action, which the committee shall review. Any changes would require approval of the hiring authority.

Advertising the Position.

Recruitment Efforts Plan.

Formal Announcement.

The provost shall issue a formal announcement of the search for associate vice chancellor or assistant vice chancellor simultaneously to the campus and to external agencies (unless the search is to be exclusively internal) by means agreed to by the provost and the committee.

The formal announcement (not necessarily identical to advertising copy) shall invite applications and nominations for associate vice chancellor or assistant vice chancellor and shall include relevant excerpts from the position description, conditions of employment, and the list of desired qualities, and shall also include a timetable for selection.

Committee Procedures.

Receipt of Applications.

As the committee chairperson receives applications, the chairperson shall ensure that each applicant receives

an acknowledgment of receipt of application;
a request for additional materials, as appropriate

Candidates for Interviews.

The committee shall screen, select, and invite candidates for an interview within the framework of the Department of Human Resources and Affirmative Action policies and procedures.

Provost’s Action.

Normally, the provost offers the position to one individual from among the finalists recommended.

The provost may reject all finalists and ask the committee to continue, reopen the search, or fail the search.

DEAN, ASSOCIATE DEAN, AND ASSISTANT DEAN

NOTE. In this subsection, the titles associate dean and assistant dean refer specifically to line or staff personnel working directly with and in the office of a dean, not to those in positions which are functional equivalents of department chairpersons.

RECRUITMENT COMMITTEE.

Hiring Authority

Dean.

The provost shall serve as the hiring authority.

Associate and Assistant Dean.

The college dean shall serve as the hiring authority.

Notification.

Common Council.

Dean.

It is the responsibility of the provost to inform the chairperson of the Common Council to initiate the recruitment process when a vacancy occurs or will occur for the position of dean.

Associate and Assistant Dean.

It is the responsibility of the dean to inform the chairperson of the Common Council to initiate the recruitment process when a vacancy occurs or will occur for the position of associate dean or assistant dean.

Exclusion.

No member of the Recruitment Committee may be an applicant for the position.

Employee Classification

The Recruitment Committee shall include at least one faculty member, one academic staff member, and one university staff member.

Appointed Members.

Volunteers.

The college shall solicit volunteers to serve on the Recruitment Committee. From the volunteer pool, the hiring authority shall appoint a minimum of five individuals to the committee. No more than two committee members may hail from the same department or discipline with the college.

Appeals Process.

If volunteers feel unfairly excluded from the Recruitment Committee, they may appeal the hiring decision with the Nominations and Elections Subcommittee.

Other Optional Appointments.

Additional committee members may be appointed as indicated:

The Student Government Association may appoint up to two students according to its procedures; and
for a dean vacancy, outside colleges may appoint up to one individual each.

Committee Diversification and Regulatory Compliance.

Chairperson.

Each committee shall elect its own chairperson.

SELECTION PROCESS.

Position Description and Hiring Authorities Charge.

Dean.

Associate or Assistant Dean.

For Recruitment Committees for associate or assistant deans, the position description and other relevant materials shall be provided by the appropriate dean.

Advertising the Position.

Recruitment Efforts Plan.

Formal Announcement.

The provost shall issue a formal announcement of the search for dean simultaneously to the campus and to external agencies (unless the search is to be exclusively internal) by means agreed to by the provost and the committee. The appropriate dean shall take similar action for an associate or assistant dean.

The formal announcement (not necessarily identical to advertising copy) shall invite applications and nominations for dean, associate dean, or assistant dean and shall include relevant excerpts from the position description, conditions of employment, and the list of desired qualities, and shall include a timetable for selection.

Committee Procedures.

Receipt of Applications.

As the committee chairperson receives applications, the chairperson shall ensure that each applicant receives

an acknowledgment of receipt of application;
a request for additional materials, as appropriate

Candidates for Interviews.

The committee shall screen, select, and invite candidates for an interview within the framework of the Department of Human Resources and Affirmative Action policies and procedures.

Selection of a Dean.

Normally, the provost and the chancellor offer the position to one individual from among the finalists recommended.

Dean appointments in which the salary level will not exceed 75% of the UW System President’s salary may be made by the chancellor and do not require Board of Regents approval.

The provost may reject all finalists and ask the committee to continue, reopen, or fail the search.

Selection of an Associate or Assistant Dean.

Normally, the dean offers the position to one individual from among the finalists recommended.

The provost may reject all finalists and ask the committee to continue, reopen, or fail the search.

DEPARTMENT CHAIRPERSON, ASSOCIATE DEAN/DEPARTMENT HEAD, DIRECTOR OF UNIVERSITY LIBRARY, RANKED FACULTY LIBRARIANS, AND CLASSROOM TEACHING PERSONNEL

NOTE. In this subsection, the title associate dean/head refers specifically to positions which are the functional equivalents of department chairpersons, not to line or staff personnel working directly with and in the office of a dean.

Procedures for recruitment for department chairperson, associate dean/head of a department, and classroom teaching personnel are developed by the appropriate colleges and departments.

Guidelines and minimal required procedures for department chairperson or associate dean/department head may be found in chapter 2, section 1, of this Handbook.

FACULTY, ACADEMIC STAFF, AND LIMITED (FAASLI) POSITIONS AT THE DIRECTOR LEVEL OR ABOVE

RECRUITMENT COMMITTEE.

Establishment.

It is the responsibility of the immediate supervisor for the vacant or to be vacated position to establish the Recruitment Committee.

Membership.

Exclusions.

No member of the Recruitment Committee may be an applicant for the position nor may the immediate supervisor of the position be a member of the committee.

Composition.

Composition of a Recruitment Committee shall be determined by the immediate supervisor of the position for which the committee is to be established in consultation with the affected unit members, but any committee shall include

at least seven members;
members representative of the affected unit(s);
at least one peer from within the affected unit appointed by the immediate supervisor;
at least one peer from outside the affected unit appointed by the immediate supervisor;
one student appointed by the Student Government Association according to its procedures;
women and minority representation; and
one university staff member appointed by the co-chairpersons of the University Staff Council.

Committee Diversification and Regulatory Compliance.

The supervisor initiating the recruitment and the affirmative action officer shall ensure that this requirement is met either through the regular appointment process or through the addition of an affirmative action representative.

Chairperson.

Each committee shall elect its own chairperson.

SELECTION PROCESS.

Position Description and Hiring Authorities Charge.

The immediate supervisor of the vacant position shall provide to the Recruitment Committee a position description and other relevant materials as developed in consultation with the Department of Human Resources and Affirmative Action, which the committee shall review. Any changes would require approval of the hiring authority. The supervisor shall also provide a statement which specifies

position title;
salary;
whether the appointment is a limited appointment, and if so, whether there is a concurrent appointment; and
if there is a concurrent appointment, the type of concurrent appointment (faculty or academic staff) and the number of years of the concurrent appointment.

Advertising the Position.

Recruitment Efforts Plan.

Formal Announcement.

The immediate supervisor for the position shall issue a formal announcement of the search simultaneously to the campus and to external agencies (unless the search is to be exclusively internal) by means agreed to by the supervisor and the committee.

The formal announcement (not necessarily identical to advertising copy) shall invite applications and nominations for the position and shall include relevant excerpts from the position description, conditions of employment, and the list of desired qualities, and shall include a timetable for selection.

Committee Procedures.

Receipt of Applications.

As the committee chairperson receives applications, the chairperson shall ensure that each applicant receives

an acknowledgment of receipt of application;
a request for additional materials, as appropriate

Candidates for Interviews.

The committee shall screen, select, and invite candidates for an interview within the framework of the Department of Human Resources and Affirmative Action policies and procedures.

Selection of a Candidate.

Normally, the supervisor offers the position to one individual from among the finalists recommended.

The supervisor may reject all finalists and ask the committee to continue, reopen, or fail the search.

ALL OTHER ACADEMIC STAFF AND LIMITED POSITIONS SUPPORTED BY GENERAL PURPOSE REVENUE FUNDS

RECRUITMENT COMMITTEE.

Establishment.

It is the responsibility of the immediate supervisor for the vacant position to establish the Recruitment Committee.

Membership.

Exclusions.

No member of the Recruitment Committee may be an applicant for the position.

Composition.

Composition of a Recruitment Committee shall be determined by the immediate supervisor or hiring authority of the position for which the committee is to be established in consultation with the affected unit members, but any committee shall include

at least three members, which may include;

student(s);
member(s) representative of the affected unit(s);
peer(s) from within or outside the affected unit. It is best practice to consult with the external supervisor(s) when inviting a peer from outside the affected unit.

Committee Diversification and Regulatory Compliance.

SELECTION PROCESS.

Position Description and Hiring Authorities Charge.

Advertising the Position.

Recruitment Efforts Plan.

Formal Announcement.

Committee Procedures.

Receipt of Applications.

As the committee chairperson receives applications, the chairperson shall ensure that each applicant receives:

an acknowledgment of receipt of application;
a request for additional materials, as appropriate

Candidates for Interviews.

The committee shall screen, select, and invite candidates for an interview within the framework of the Department of Human Resources and Affirmative Action policies and procedures.

Selection of a Candidate.

Normally, the supervisor offers the position to one individual from among the finalists recommended.

The supervisor may reject all finalists and ask the committee to continue, reopen, or fail the search.