a. Enrollment demands
b. Programmatic needs
c. General or specific area(s) of specialization
d. Diversity of the faculty
e. Availability of funds

a. Programmatic direction
b. Quality of instruction
c. Professional competence and specialization of the faculty
d. Student needs

a. Working environment
b. Nature of student body
c. Support for faculty professional development
d. Geographical location
e. Cost of housing
f. Social and cultural amenities
g. Moving/relocation expenses
h. Schools for children in the surrounding communities
i. Specialized medical care in the area

a. Academic balance
b. Academic preparation
c. Prestige of candidate's graduate school
d. Specialized training or experience
e. Research interest
f. Publication record
g. Teaching performance and experience
h. Interest or experience in the learning process
i. Interest or experience in developing partnerships in the community

1. Prepare and submit position announcement (see sample) to Academic Personnel for approval.

2. Place ads/notices in national associations' newsletters or periodicals. If free of charge, send notices to them directly. If cost is involved, prepare requisitions and submit them to Purchasing for approval and processing.

3. Send letters to those universities having strong doctoral programs in specialized field(s) soliciting applications or nominations. (See sample letter.)

4. Place telephone calls to chairs of departments where potential applicants may be found and to known mentors of graduate students.

5. Place electronic notices on home pages if available or on the Internet.

6. Contact professional organizations to inquire about including position description in their national newsletters. Send letters to individuals and/or organizations who may know of potential candidates. Follow-up on leads they provide.
   

7. Send letters to interested applicants supplied by Academic Personnel.

8. Academic Personnel will distribute position announcements to all CSUSB faculty members and to all other CSU campuses.

9. Academic Personnel will prepare a collective ad for publication in an array of diverse publications. Each department/program should place ads in at least one discipline specific professional journal or job announcement newsletter. The position announcement will also be advertised on the Academic Personnel website at http://academic-affairs.csusb.edu/positions.htm.

1. Departments should acknowledge applications as they are received and establish a file for each viable applicant. (See sample letter.) Please, no lost, misplaced or disappearing files; this can get the University in trouble real fast. Non-viable candidates (i.e., those who obviously do not meet minimum requirements as stated in the position announcement) should be sent a polite letter thanking them for their interest. Some call this a "turn-off" letter. (See sample "turn-off" letter.)

2. All viable candidates should be asked to fill out a Biographical Statement form and the Applicant Data Form. Some applicants may not return the Applicant Data Form since it is optional. That's O.K. Completed Applicant Data Forms should be kept separately from the applicant's file and used only to complete the Faculty Applicant Roster (see below). The "For Office Use Only" information should be completed before mailing the form to the candidate.

3. Department recruiting committees should be elected as early in the academic year as possible. According to FAM 200, the recruiting committee should be diverse and consist of at least three members who normally elect a chair.

4. Department recruiting committee members should participate in all committee meetings and in all interviews. Department recruiting committees should consult as widely as possible with members of the department and seek their recommendations on each applicant. Failure to show wide departmental participation in the recruiting process may lead to the invalidation of the search.

5. Whenever recruiting committee members become aware formally or informally of negative information impacting the qualifications of a particular candidate, such information should be handled with appropriate caution. Before considering negative information, it should be confirmed by other reliable job related sources or references. Keep in mind that there are personal and professional reputations at stake.

6. Members of department recruiting committees should be reminded that their deliberations, as well as application materials, should be treated with the appropriate confidentiality.

7. Department chairs are expected to monitor the recruiting process, provide clerical support, and participate in all aspects of reviewing applicant files.

1. At the deadline for applications, determine which files are complete. Completed files usually include:

   a. Biographical Statement
   b. Letter of application with resume/vitae
   c. Three current letters of recommendation (two years or newer)
   d. Official transcripts of graduate studies (unofficial transcripts may be accepted for initial screening purposes).

2. Determine which applicants meet requirements for position relative to the published announcement.

3. The Department's Administrative Support Coordinator completes and submits Faculty Applicant Roster, excluding the Biographical Data, of applicants who meet minimum requirements to the College Dean for approval. In the event the College Dean does not approve the roster of applicants due to quality of applicants or too few in numbers, the search may be reopened, extended or canceled.

4. Once the Faculty Applicant Roster has been approved by the College Dean, develop appropriate procedures and criteria for reviewing applicant files. The criteria should, of course, be based on the position announcement. If in doubt about specific qualifications due to incomplete information in the file, and the candidate appears to be competitive, call the candidate and request clarification.

5. Determine in consultation with the Department Chair and College Dean which two or three applicants from the Faculty Applicant Roster should be invited for campus interview. Prior to making this determination, department recruiting committees should telephone references and other knowledgeable persons to gather background information and verify applicant's qualifications. (See "Telephone Inquiry Notes" form and sample questions.) Applicants under serious consideration as finalists should also be contacted and interviewed by telephone. Under no circumstances should a candidate be invited for a campus visit without having had a telephone interview. All candidates invited for a campus visit are to be processed in the same manner.

6. Department recruiting committees and college deans are urged to be as judicious as possible in determining who should be invited to campus. While the University strongly supports bringing to campus as many candidates as necessary, there are very definite budgetary limitations which must be considered. Who is to be invited to visit the campus is a decision not to be made lightly, particularly when funds are limited. In addition to costing the University money (even if it is only $25.00 because they are coming from "just down the road"), less than serious candidates who are given "courtesy" interviews consume valuable faculty and administrator's time and it is not fair to the candidates themselves.

7. Promptly, send letter to candidates as they are eliminated from consideration thanking them for their interest. This is a standard courtesy which is often ignored in the academic world. Do not elaborate on any particular reason for the elimination. Just say that while obviously qualified, other applicants more closely met the needs of the department (see sample letter). Specific job related reasons for why they are eliminated must be stated in writing and placed in their file. If challenged you may have to refer to what is in the file.

a. Room (up to two nights; additional nights must have prior authorization by the college dean or designee).
b. Meals
c. Incidentals (reasonable telephone calls, valet services, etc.)

• If shuttle service is not provided department representative/s should prepare to pick up the candidate at the airport and provide transportation service while the candidates are in the San Bernardino area.
  
• Be aware that some candidates will want to rent transportation. This can be arranged beforehand. Tell the candidate that he/she will need to pay for the car and then submit all receipts at the end of the visit stressing that all reasonable charges will be covered (not trips to Disneyland, etc.).

a. Ask candidates to make their own travel arrangements. Inform them that they will be reimbursed by the University within approximately two weeks. Ask them to keep all receipts of expenditures incurred in traveling to San Bernardino and back to their homes.

b. To make hotel reservations and accommodation arrangements:

• Call the reservation desk at the hotel giving the dates of stay. Make sure that the hotel knows that a purchase requisition will be prepared and mailed regarding the stay. At that time a confirmation number should be gotten. Remember that time of stay should be factored into the hotel accommodations.
  
• Prepare the purchase requisition and include the confirmation number. Provide the arrival and departure dates.
  
• If shuttle service is available, provide flight number and the approximate time of arrival at Ontario Airport.

c.	Contact candidates to inform them of hotel arrangements, specifying that room, meals, and incidental charges will be billed to the University directly and they only need to sign when "checking out". Send them letter confirming campus visit arrangements.

a.	If candidates arrive the evening before the day of the interview, make sure someone contacts them. Perhaps plans can be discussed for meeting them at breakfast or arrangements made to pick them up to take them to campus for the interview. Even better, you may want to meet them for dinner if the hour is appropriate.
b.	Have an information packet ready for each candidate. If possible, give it to them the evening before or prior to coming to campus so that they can have time to look the materials over. That way they will be able to ask better questions about the University.
c.	While on campus, ensure that candidates are escorted at all times from place to place. Also, make sure they are properly introduced to their interviewers or audiences. And when the interviews are over, someone should be available to take them back to the hotel or to the airport, if that is what is next on the itinerary.
d.	Don't keep them waiting around. Candidates really find this to be quite objectionable and downright rude. College Deans, particularly, should be mindful of this as their schedules run late.
e.	Ensure maximum faculty participation in meetings with candidates. It is really embarrassing when only one or two people show up. Faculty members should be fully informed of the visit and urged to participate. After all, these candidates may well become their colleagues. Failure to show up because it is "my day off" is just not an acceptable excuse.
f.	In setting up meetings for candidates' presentations, ensure that room, audio-visuals, audience, etc. are all ready. Let's not look disorganized or sloppy. The candidates, already stressed out, may become uncomfortable and as a consequence not perform as well due to the disruptions.
g.	Emphasize the positive about California State University, San Bernardino, e.g. small classes, future growth, hospitable and democratic campus environment, diversity among students and faculty, faculty professional development programs, etc. Try to keep negative opinions about the University to a minimum. No one will accept a position if a lot of time is spent badmouthing the available resources, the administration, or the talents of colleagues. Strive for a balanced and realistic picture.
h.	Emphasize the positive about San Bernardino and surrounding communities, e.g., affordable housing; diversity of communities (San Bernardino, mountains, Redlands, Riverside, Claremont, etc.); less congestion; opportunities for spousal employment; easy access to cultural, recreational and academic opportunities in the Los Angeles basin, etc. Of course there is smog, but don't spend a great deal of time telling how bad it is for your health. Earthquakes and the San Andreas fault are also facts of life in this area. Be direct and matter-of-fact, but don't make a big deal about them.
i.	In dealing with out-of-state candidates (particularly those from the northeast, the hardest to recruit), keep in mind that for some of them, California is on another planet. Reassure them that this is still Planet Earth, that there are normal and conventional people out here, and that they can travel back East whenever they wish. Suggest that their house or apartment here in California could serve as pied-a-terre for relatives visiting Southern California, Mexico or Hawaii.
j.	Above all, don't be tacky. Make sure social moments are properly handled. Don't leave candidates alone in their hotel rooms over weekends and by all means, don't try to solicit contributions in front of candidates to send out for pizza or make them pay for their off-campus meals. When possible, departments may want to organize a potluck or dinner at someone's home; that would be a nice personal touch, particularly in cases where you are really after a certain candidate.
k.	Be aware that occasionally a candidate may use an invitation for an interview to get a free California vacation. One good tip-off is that they bring along a camera and want their picture taken in front of "your beautiful mountains." Sometimes they are also in a hurry to get the interview over so that they can meet relatives or friends for dinner in downtown L.A., Santa Monica, or even someplace in the Inland Empire. If that is the case, forget it; someone has just taken advantage of the University. To avoid this, check them out as much as you can before inviting them to campus.

a. Department Recruiting Committee
b. Department faculty (individually or collectively, but an open forum would be best)
c. Department Chair
d. College Dean

a. College Associate Deans
b. Associate Provosts
c. Associate Vice President and Dean of Graduate Studies
d. Dean of Undergraduate Studies
e. Director of Research and Sponsored Programs
f. Anyone candidates may wish to see

a. Educational background
b. Teaching experience
c. Demonstrated or demonstrable teaching excellence
d. Evidence of research, scholarship, and creative activities in the field
e. Appropriateness of training and/or interest to curricular needs
f. Evidence of ability and willingness to contribute to the University
g. Demonstrated or demonstrable ability to advise students
h. Ability to work with a diverse student population
i. Breadth and flexibility of teaching areas
j. Ability to establish cooperative working relationships with students, faculty, and staff
k. Understanding of gender issues (see sample questions)

a.	Salary - Please refer to the salary schedule in effect for Class Code 2360.
b.	Resources/equipment/space to conduct research - These are subject to negotiations, particularly in disciplines that are equipment intensive. If department or college is not able to provide them, the Department Chair will need to discuss possible support with the College Dean.
c.	Moving/relocation expenses - There are no firm rules on the allocation of moving expenses but here are some very rough guidelines which can be modified significantly by the special needs of candidates such as, do they have a family and a large household to move or are they only one person with modest belongings, how badly do we need or want them, etc.

California and Pacific states	$1000-$2000
Mountain states to Arizona and New Mexico	$2000-$3000
Mid-West states	$3000-$3500
Southeastern states and Florida	$3500-$4000
New England and Eastern states	$4500-$5000

Additionally, the University, through an arrangement with Graebel Relocation Services (Charley Heaton 1-800-373-6552), can pay moving expenses up front and later collect from faculty the difference, if any, between actual cost and funds promised. A purchase requisition must be prepared. Contact Diana Butler in Academic Personnel for additional information.

d.	Housing - Be prepared to answer questions regarding the availability of housing in San Bernardino and surrounding communities. Prepare a list of names of realtors in the area who can be helpful in answering the more technical details of real estate in California.
e.	Schools for children - Be prepared to answer question regarding the school systems in the area, particularly special programs and curriculum.
f.	Evaluation Process - Be prepared to explain in general terms the expectations for retention, tenure, and promotion.
g.	Benefits (medical, dental, retirement, life insurance, etc.) - Please refer candidates to the summary of benefits included in their information packet. If a candidates desires greater details, refer them to the Benefits Officer in Human Resources (Ext. 5138).
h.	Visa Problems - If candidates are not U.S. citizens or permanent residents, they must be advised that a visa that permits employment is absolutely necessary. For further information, contact Elsa Ochoa-Fernandez, Director, International Student Services and International Institute..

a.	Rank. The rank should be the one authorized by the Provost and Vice President for Academic Affairs at the time the position was approved and must be justified by teaching record and professional accomplishments.
b.	Moving Expenses. Using the guidelines and taking into account candidates needs, the Department Chair should propose an amount. The Department Chair's recommendation should include a justification for the proposed amount.
c.	Time towards tenure. The Faculty CBA permits offers of up to two years toward tenure. However, please keep in mind that offering time towards tenure may not be in the best interest of the candidate if it places them at risk relative to the evaluation process.
d.	Workload Reduction/Travel/Equipment/Labs/Space for Research Activities. It may be possible to offer: (1) Departments may offer to reduce workload assignments during the first academic year for purposes such as completing research in progress, preparing new courses. (2) Travel funds to attend previously planned meetings or conferences. (3) Equipment such as a PC or lab instrumentations. (4) Labs or other space, additional to regular faculty office, to carry out research activities. (5) Start-up funds for research activities.
e.	Summer School. It may be possible to offer a summer school teaching assignment (preferably the summer following the first academic year). To do so, however, Department Chair should make very early arrangements with the College Dean.

a. Citizenship. If not a U.S. citizen, the visa status must be indicated. For example:

Permanent Visa
F-1 = Student Visa
J-1 = Exchange Scholar/Student
H-1 = Temporary Worker/Exchange Scholar
H-4 = Dependent of Temporary Worker/Exchange Scholar

b.	Ethnicity. See explanation of categories.
c.	Degree information
d.	Previous Employment or Status. For example, Assistant Professor of History, University of Georgia; Graduate Student/Teaching Assistant, University of Chicago; etc.
e.	Signature of Recruiting Committee Members. Only faculty should sign on the recruiting committe.
f.	Signature of Department Chair.
g.	Signature of College Dean.

h.	Under Special Information, include any special arrangements such as credit, time towards tenure, date reporting to campus if other than September, etc.

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5500 University Parkway, San Bernardino, CA 92407, USA
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