The National Association of Executive Recruiters will be holding their Annual 2012 Conference this month in Chicago, IL.  The 2012 program is designed for search firm owners and managers, and features some great speakers, including the foremost authority on Placement Law Jeffrey G. Allen, J.D., C.P.C., the Founder and Chief Sourcing Strategist of ExecuQuest Corporation, Conni LaDouceur, and Assistant Director of Selection and Training at the Office of Residential Life, DePaul University, Ann Marie Klotz.

The conference runs from April 18 to 19, at the Allerton Hotel on Chicago’s famous Michigan Ave.  For more information about the conference, you can visit the NAER website.

A little more about NAER: Founded in 1985 by a group of the nation’s leading search professionals, NAER serves independent, industry specific search firms by providing members with information, management counsel, and professional development, as well as information about current developments in the executive search industry.  To find out more about NAER membership, visit the NAER membership page.

SJG — The Spelman & Johnson Group is a member organization of NAER.  Our membership reflects our commitment to maintaining the highest level of ethical standards and practices to serve our clients.

Image by Anthony Reeves

Most higher education professionals understand the benefits of networking, such as professional development, advancement opportunities, and career guidance. However, many are unsure of how to go about it, and may be intimidated by the process. Here we offer some simple strategies for developing your professional network.

Make Networking a Professional Goal
Approach networking the way you would approach any other professional goal – and in fact, it will often go hand in hand with your professional goals. That means making it a priority, carving out time for it, setting objectives (i.e. I will meet 2 people this month to add to my professional network – one whom I can help, and one who can help me), and envisioning a roadmap toward developing your network.

Don’t Be Intimidated
It’s helpful to remember that, as with most professional communities, many professionals in the higher education community have gotten to where they are due in part to the help of someone else, and are therefore open and happy to give back by helping others achieve their professional goals. If you are intimidated by the process, start out small with people in your immediate circle and whom you feel comfortable reaching out to. The fact of the matter is, networking will come easier to some more than others – and that’s okay. As with all things, the more you do it, the easier it will become and the better you will be at it.

Start Early and Be Persistent
One of the keys to networking is to start early, and be persistent. Relationships take time to build, and ideally, you will have a solid relationship footing in place, before asking for favors or job opportunities from a contact. Keep in mind that not all meetings or connections will lead to immediate results, but many will lead to other connections, giving you an opportunity to continually expand your network. Keep careful records of all your contacts, and whenever possible, as your connections to suggest other people you might speak to.

Seek Out Relevant Networking Opportunities
Seek out social and professional groups, and participate in events that are relevant to your field and interests. Look for opportunities to become more involved in your extracurricular professional activities, whether it’s helping to organize an event or offering to be a speaker. Academic and professional conferences make excellent places to connect with others in your field.

Use Technology to Your Advantage
Whether it’s a simple phone call or email, or connecting to people through social media – use technology to strengthen your ties to your network. Social media in particular gives you the opportunity to keep up easily with those in your network, and to connect with them on a regular basis. LinkedIn, Twitter, and Facebook are all great platforms to meet and talk to others in your field. Be proactive and ask your social media contacts to make introductions for you, whether to other individuals in their social media network or to one of the many higher education, professional communities that are active and available on those platforms.

When Meeting People, Be Polite and Prepared
It’s very helpful to have a statement or “elevator speech” prepared for meeting new people at networking events or in group situations. Your statement should cover your interests and professional goals. Treat networking the way you would treat any other type of first meeting – be polite, listen attentively to the other person, ask good questions, and show interest in them beyond what they have to offer you.

Invest Time in Building Real Relationships
In many ways, networking is a game of numbers – the more you reach out to, the more likely you are to make a great connection. At the same time, approaching networking this way can be a disadvantage, particularly if you are insincere or your sole motivation is to meet as many people as possible who can help you. Part of networking is learning who can help you and presenting what you have to offer – another part is getting to know other people in your field and building real relationships that deepen and last over time. You will find that the real relationships that you build are the ones that will end up yielding the most benefit to you.

Manners and Maintenance
Be vigilant about following up with and maintaining your network. Keep your network updated with the progress that you’ve made, while keeping up with their accomplishments as well. When you meet with a contact, be prepared and respectful of the time they have allotted to meet with you, and always send a thank you note immediately afterward. Finally, give back and reach out to your network when you have opportunities you can offer others.

Based on findings culled from an earlier research study focusing on public and college president attitudes toward higher education, Pew Research Center released a recent report on the views of college presidents regarding the digital revolution and higher education. Here, we summarize some of the key insights of the report.

Online Education
According to the report, over 75% of the nation’s colleges and universities offer online classes, and 23% of college graduates have taken an online course. Online learning is offered more in two and four-year public institutions, and leaders of these institutions are more likely to endorse the value of online learning. Alternately, private college presidents remain among the most skeptical, where only 36% believe an online course provides the same value as a class taken in person (compared to 50% of four-year public university presidents).

Overall college presidents are more likely to believe in the value of online education than the public (51% versus 29%), and adults who have taken a course online are more likely to view online learning positively (39%), compared to only 27% of those who have not taken one. Many college presidents are in agreement that online education is set to grow significantly in the future, where 50% predict that in 10 years, most of their students will take classes online. Finally, college leaders’ beliefs about the mission of higher education are linked to their views on online learning, – those who believe the most important role of higher education is to prepare students for the working world are more likely to say online classes provide equal value to in-person classes (59%), than those who believe college should promote personal and intellectual growth (only 43%).

In the Classroom
The advent of tablets and digital readers are estimated to have a large effect on educational hardware and content. Of the college presidents surveyed, 62% believe that more than half of the textbooks used currently by students will be digital in 10 years, and 30% estimate the share of digital textbooks to paper will be between 25% and 50%. As digital textbooks become more common, so will the use of portable computing devices on campus and in the classroom. While using computers during class has become a somewhat controversial issue, the majority (56%) of college presidents report that their institutional policy regarding laptops in the classroom is left up to the instructor.

College Presidents and Technology
College presidents are tech savvy, especially compared with the general public, reporting high rates of access to and early adoption of technology. 91% report using a laptop at least occasionally, 88% use smartphones, 87% use a desktop computer, 49% use a tablet computer at least occasionally, and 42% use an electronic book device such as a Kindle. Only 32% of college presidents report using a mobile phone that is not a smartphone.

Beyond devices, many college presidents are using social media outlets such as Twitter and Facebook, with fully half reporting they use Facebook at least occasionally, and nearly 1 in 5 reporting they use Twitter. While they are slightly ahead of the general public in their use of social media, college presidents still lag behind or are on par with young adults, where of those between the ages of 18—29 – 74% use Facebook and 17% use Twitter.

It seems that although institutions will differ in the degree to which they have adopted online learning, the use of technology by their leadership is fairly consistent across all sectors of higher education. However, younger presidents (under age 50) are more likely to use laptops daily than their older counterparts, and interestingly, presidents of colleges located in the east are less likely use Facebook or smartphones, than those in different regions of the country.

Here we offer some key strategies for effectively managing the reference process.

Cultivate a professional network
Before you begin to apply for a position or seek professional references, you should have already begun to cultivate a professional network, from which to draw those references. Forge relationships with those whom you respect, admire, or work well with, seek out a professional mentor, and keep in touch with former supervisors as well as professionals that you have supervised.

Choose your references wisely
Consider a wide spectrum of references that can speak to different aspects of your skill set – for example, a colleague that you have worked on a project with, a faculty member that you have worked with closely, or a person that has worked with you in an emergency situation. Think carefully about whether a particular reference will be able to speak articulately about your skills, experiences, and what makes you a strong candidate for the position. All too often, candidates simply submit a list of prefabricated references and consider that part of the process complete. It’s important that your references can speak to your professional qualities which are specific to the job position for which you are applying. Be sure to have a balance in terms of current and prior professionals that can cover a variety of your skills, experiences, and strengths. While they may not be able to cover all of your strengths, can all of your references speak to at least two or three key leadership areas for you? Finally, make sure that everyone who has agreed to serve as a reference has done so earnestly. Reluctant or unenthusiastic references – despite their willingness – may unintentionally hurt your candidacy.

Approaching and Informing references effectively
Approach selected references by explaining why you would like them to serve as your reference, along with the type of position you are seeking, the reasons you are interested in the position, and why you feel you are qualified. If you have already acquired your references beforehand, make sure to inform them of your current involvement in the search process and update them as needed on your current responsibilities and accomplishments, as well as your current career goals. Include materials where applicable, such as your updated resume, reports, or articles you’ve written. If you are asking in relation to a specific application, send your references some background information about the position and institution. It may also be helpful to provide your insight on what you believe the search committee is seeking in a successful candidate. Ideally, you should alert your references well ahead of the time they must speak to an institutional representative, so that they will have plenty of time to update themselves on your current career goals, as well as review any information or materials that will help them to speak well on your behalf.

Providing reference information to the institution
Be certain to verify each of your references’ contact information before providing it to the search committee, and include information about the best way to reach your references such as their preferred methods of contact or availability. If your reference provides the number of his/her administrative assistant make sure that your reference has indicated to that person that they have agreed to serve as a reference on your behalf.

Follow up
Follow up with your references to see how their referral conversation went. Your reference may have a good sense of what the institution is focusing on with regard to your candidacy, including where the institution might perceive weaknesses or areas for growth on your part. You might also seek feedback concerning their impressions regarding the culture of the institution. Make sure to keep your references up to date with your job search progress and status. And when you do land that terrific new position, don’t forget to send a thank you note to thank them for their help in the process!

For regular higher ed #career tips, follow us on Twitter @sjgsearch!

To cap off Careers in Student Affairs month, we’ve compiled a list of excellent resources for those who are considering a career in student affairs. Have additional suggestions for student affairs career resources? Let us know in the comments section, and we’ll add them to the list!

- NASPA – Student Affairs Administrators in Higher Education

http://www.naspa.org/

Twitter: @NASPAtweets

NASPA is the leading association for the advancement, health, and sustainability of the student affairs profession. Their website is a comprehensive resource for student affairs administrators. Dive in by reading about What Student Affairs is and Why Choose a Career in Student Affairs . NASPA is made up of several knowledge communities which focus on specific areas in Student Affairs.

- ACPA – American College Personnel Association

http://www.myacpa.org

Twitter: @ACPA

A leading comprehensive student affairs association that leads the student affairs profession and the higher education community in providing outreach, advocacy, research, and professional development to foster college student learning.

- ACUHO-I – The Association of College and University Housing Officers – International

http://www.acuho-i.org

Twitter: @ACUHOI

ACUHO-I is the preeminent professional association serving housing professionals, and supports and promotes the collegiate residential experience.

- ACUI – Association of College Unions International

http://www.acui.org/content.aspx?menu_id=206&id=138

Twitter: @ACUItweets

ACUI is a nonprofit educational organization that brings together college union and student activities professionals from hundreds of schools in seven countries whose mission is to build campus community.

- BreakDrink

http://breakdrink.com/

Twitter: @breakdrink

BreakDrink is a community of Student Affairs Professionals who are dedicated to providing alternative forms of professional development. They feature regular podcasts on student affairs professional development topics.

- The Student Affairs Collaborative

http://thesabloggers.org

Twitter: @The_SA_Blog

The Student Affairs Collaborative is a “peer-to-peer informal learning community,” giving student affairs professionals a platform to connect, share, and learn from each other. The SA Collaborative blogs regularly on student affairs issues, and hosts a weekly chat on Twitter – #sachat – a very active and supportive student affairs community.

- Student Affairs Women Lead

http://sawomenlead.com/

Twitter: @sawomenlead

A valuable resource for women in student affairs and higher education (though not just women!), SA Women Lead seeks to support the leaders who are developing campus communities around the country, affirm the work that is being done to promote women leaders, lift up the voices that may be quieted in other venues, and transform how we create institutions of higher learning.

- NASPA Women in Student Affairs Knowledge Community

http://wisakc.wordpress.com/

Twitter: @wisa_kc

Another valuable resource for women in student affairs – the purpose of the WISA Knowledge Community is to give voice to the needs of women in student affairs and to provide professional development opportunities through both regional and national activities designed to address gender equity and prompt personal growth. WISA provides a home for student affairs professionals who work in women’s and gender centers or with gender-related concerns on college campuses, creating networking opportunities for those professionals.

- SA Snapshots

http://mallorybower.com/category/sa-snapshots

Twitter: @MalloryBower

SA Snapshots on Mallory Bower’s blog profiles different Student Affairs professionals from all walks of life, and their experiences working in student affairs.

-The SA Search

http://www.thesasearch.org/

Twitter: @TheSASearch

The #SASearch is a forum for professionals in student affairs to share their experiences, tips, advice, frustrations, and lessons learned on both sides of the interview table.  A great student affairs resource for professional development and the job search.

-Preparation Programs for a Career in Student Affairs

Twitter: @BrianFLeDuc

Excellent post about student affairs opportunities and programs throughout the country and ways for students to build their portfolio for a career in student affairs.

For regular higher ed #career tips, follow us on Twitter @sjgsearch!

In SJG’s Four Part Blog Series on the Search Committee In-Person Interview we talk about how to effectively prepare for your interview, how to handle interview curveballs, what to ask and what to avoid, along with other tips and tricks to keep in your interview arsenal. Have comments, additions, or suggestions? Please leave them in our comments section

The Runaway Interview and What Not To Do

Along with all the things one must do to prepare for and ace an interview, there are plenty of “don’ts” to add to the list. A Careerbuilder.com survey of the worst job interview mistakes found that 51 percent of hiring managers listed “dressing inappropriately” as the most common and damaging interview mistake that applicants make. So despite the most obvious or conventional wisdom that circulates regarding proper interviewing etiquette, job applicants are still routinely making mistakes.

Here we offer some conventional higher education interviewing mistakes to avoid.

1. Mistake: Inappropriate grooming or attire.
An obvious point, but one that isn’t worse for wear, is to arrive looking clean, pressed, and professional. Professional attire and a well-groomed appearance should always be the assumed preference for a job interview.

Runaway Interview Cue: The reaction when you first arrive. An unprofessional appearance will probably register as confusion or surprise on the faces of those who are interviewing you.

Tip: Men should be clean-shaven and women should pull their hair back, if it will hide their face. Make sure not to wear cologne/perfume, flashy jewelry, or anything else that will be distracting to the interviewers.

2. Interview Mistake: Talking too much
Rambling is a common interview mistake, often stemming from nervousness. Unfortunately, it can hinder the flow of an interview and reveal a lack of focus or preparation. Keep your answers succinct and to the point, while making sure to answer the question completely. Expand only where necessary, or upon request.

Runaway Interview Cue: Your interviewer has a furrowed brow, hasn’t spoken in awhile, or you find you can’t remember the original question that was asked of you.

Tip: To help prevent rambling, stay in the present moment. Don’t review the last response you made for mistakes, or start preparing for a question that hasn’t been asked yet. Staying focused on the conversation at hand will prevent segues into uncharted territory.

3. Interviewing Mistake: Talking too little
If you’re talking too little in an interview, you may be providing insufficient answers. This reflects poorly on your ability to answer questions, and is also frustrating for interviewers.

Runaway Interview Cue: The interviewer consistently asks you to expand on your answers, or you complete the interview in 20 minutes, when at the outset you were told that the interview would last 30-40 minutes.

Tip: Avoid one-word answers. Have examples and anecdotes from your past professional experiences at hand, to provide context to any answers you may be asked to expand on.

4. Interviewing Mistake: Not asking good questions, or any questions at all.
A failure to ask questions at a job interview can convey a lack of serious interest in the position. It’s also a terrible waste of an opportunity for you to figure out whether this position is a good fit. Your questions should be of substance and specific to the position and institution that you are interviewing for.

Runaway Interview Cue: The search committee asks you if you have any questions for them, and you say no.

Tip: Follow our tips on what to ask at an interview.

5. Interviewing Mistake: Discussing personal issues.
Keep it professional at all times and avoid discussing personal issues, even if they somehow come up. Most job-related personal discussions can and should be reserved for after you have been offered the job position.

Runaway Interview Cue: If you find yourself talking about anything personal or unrelated to your professional experience.

Tip: If a personal topic is somehow broached during the interview, it is okay to explain that the topic may be inappropriate during that present conversation, and that you would prefer to defer your answer to another time.

6. Interview Mistake: Interruptions
This means interruptions of any kind, from technology beeps and buzzes, to bathroom breaks. Communication device interruptions are especially disturbing and inconsiderate, and should be avoided at all costs.

Runaway Interview Cue: Your cell phone rings or vibrates.

Tip: Right before the interview, go to the bathroom and double check that all communication devices are set to their silent setting. If you’re especially forgetful, have a friend send you a reminder text or set your own vibration reminder to right before your interview.

7. Interview Mistake: Speaking poorly of past employers or co-workers.
This doesn’t mean you can’t talk about past negative experiences, but mind the line between constructive criticism and bad-mouthing (or just plain criticism).

Runaway Interview Cue: You find yourself using names, discussing personalities, or talking about specific people in a negative context.

Tip: Be prepared to couch every negative professional experience with a positive side, such as what you learned from the experience. Avoid talking about any kind of office drama or pointing at specific people.

8. Interview Mistake: Lying, Covering Up and/or Not Owning Up
It is absolutely never a good idea to lie during an interview. Attempts to cover up or excuse past mistakes are also a bad idea. Candidates should understand that a failure to recognize one’s own weaknesses or accept accountability for past mistakes is a sign of poor character and leadership abilities.

Runaway Interview Cue: You defer responsibility or assign blame to someone else for a past mistake, or you find yourself glossing over the mistake by rushing through your answer or failing to address it fully.

Tip: Make sure to explain any gaps or deficiencies in your resume, and confront all career mistakes directly with a prepared statement about the lessons learned from those mistakes.

For regular higher ed #career tips, follow us on Twitter @sjgsearch!

In SJG’s Four Part Blog Series on the Search Committee In-Person Interview we talk about how to effectively prepare for your interview, how to handle interview curveballs, what to ask and what to avoid, along with other tips and tricks to keep in your interview arsenal. Have comments, additions, or suggestions? Please leave them in our comments section!

Curveball Questions and How to Handle Them

Many in-person interviews will include a curveball question or two – questions that are unexpected or challenging to answer. Most curveball questions don’t have a right or wrong answer, but are meant to test a candidate’s poise, critical thinking skills, and ability to think on their feet or handle a stressful situation. While there is no way to completely predict what these questions will be – after all, they’re meant to be challenging and unexpected – there are several things you can do to prepare.

• Put yourself in the position of the search committee and create a list of your own curveball questions. What kind of challenging questions would you ask if you were interviewing candidates for this position? Practice answering those questions, and then practice with a partner. During your mock interviews with friends and colleagues, ask them to throw some curveballs your way.
• Be prepared for everything that you can imagine. This gives you confidence and frees up brain power to handle unexpected questions. Be absolutely prepared to fill in gaps in your record or explain past mistakes. Make sure to demonstrate what you have learned from any mistakes, and how you would handle those situations in the future.
• Develop a framework of behavioral boilerplate. Many curveball questions are behavioral or situational, meaning they ask how you would behave in a certain situation. To do this, brainstorm different types of challenging situations and prepare answers to how you would deal with each of those situations. Wherever possible, think of examples in which you have handled those types of situations in the past. For instance, prepare responses for situations where you had to: resolve a conflict with someone who did not agree with you, solve a problem, motivate others, make an unpopular or difficult decision, conform to a policy you did not agree with, anticipate problems and develop preventative measures, change course on an initiative, prioritize in order to meet a deadline, or deal with failed outcomes. While you can’t prepare a response for every type of situation, you’ll most likely be able to draw from your boilerplate and apply it to similar situations.

No matter how much you prepare, the purpose of curveball questions is to catch you off guard. If indeed you are thrown for a loop, we offer the following tips to handle it gracefully.

• Smile, take a deep breath, and take your time to compose a thoughtful response. To avoid a rushed response or awkward pause, have a brief time-biding statement prepared – such as “that’s an interesting question, let me think about that for a minute…”
• If the question deals with a difficult or uncomfortable subject, make sure to answer the question truthfully and directly, without beating around the bush or deferring it – a willingness to confront and address weaknesses or uncomfortable topics is a sign of good character and leadership.
• Never underestimate the power of honesty and humor. Having a natural reaction to a curveball question, such as surprise or amusement, is completely acceptable and can help cut any tension.
• If you’re absolutely stumped, offer to provide an answer at a later time – either at the end of the interview, or post-interview. While this does not demonstrate an ability to think on one’s feet, it does demonstrate poise and is a better alternative to not answering the question at all or offering a poorly constructed bluff.

Finally, a few examples of curveball questions to start you off in your curveball practice and preparation.

• Is there anything about you that no one would expect?
• What do you think is your worst habit?
• In the news story of your life, what would the headline be?
• Who is a role model that you look up to, and why?
• Talk about a time when you failed to achieve a desired outcome in your work.

In SJG’s Four Part Blog Series on the Search Committee In-Person Interview we talk about how to effectively prepare for your interview, how to handle interview curveballs, what to ask and what to avoid, along with other tips and tricks to keep in your interview arsenal. Have comments, additions, or suggestions? Please leave them in our comments section!

What to Ask at Your In-Person Interview

Every candidate going into an interview should have a list of questions prepared to ask the search committee. Remember that you are interviewing the institution as much as they are interviewing you. Asking questions will help you assess whether the position and institution are right for you, and will also demonstrate to the committee that you are sincerely interested in whether your candidacy is a good fit with the position.

Some professional points to consider for the interview:

• What are the institutional expectations of immediate change?
• What resources will be available to effect needed change?
• How will success be evaluated or measured?
• How would you define the culture of the institution?
• Is this position and institution a match based on your personal experiences and professional beliefs?

Some personal points to consider:

• Benefit packages – including retirement plans
• The real estate market and cost of living – is this community/region more or less expensive than your present area? Could you maintain a suitable quality of life for you and your family?
• Community school system
• Professional development and support
• Opportunities for spouse/partner/family – is relocation a realistic or suitable option for your family?
• Relocation package/temporary housing
• Tuition remission policies
• Contract for service

For regular higher ed #career tips, follow us on Twitter @sjgsearch!

In SJG’s Four Part Blog Series on the Search Committee In-Person Interview we talk about how to effectively prepare for your interview, how to handle interview curveballs, what to ask and what to avoid, along with other tips and tricks to keep in your interview arsenal. Have comments, additions, or suggestions? Please leave them in our comments section!

How to Prepare for Your In-Person Search Committee Interview

Know What to Expect

The first step in preparing effectively for an in-person interview is to know what to expect. If it’s your first time interviewing with a search committee, take some time to learn about the general interview process and perspectives that committee members as stakeholders bring to the search. Understand that most search committee interviews will follow a formula, are time-limited, and will generally cover the same territory for each candidate.

Questions will range from softballs and personable questions, to more challenging questions that include hypotheticals and curveballs. At all interviews, appropriate attire and demeanor will be expected. If you are already familiar with the search committee interview process, you’ll have that much more time to spend on the golden rules of interview preparation: research and rehearsal.

Do Your Research

One of the best ways to impress a search committee is by demonstrating your knowledge and understanding of how the position serves, or will serve, the institution’s current and future needs. Do your research thoroughly, and be aware of the institution in context to current and future trends in higher education. For instance, if you are interviewing for an administrative position in enrollment, you should be aware of the institution’s enrollment practices and metrics, along with how they apply to, and mesh with, current best practices and enrollment trends. What current enrollment challenges does the institution face that your position would likely address? What makes your candidacy equipped to tackle those challenges, or what experiences have you had that would allow you to lead and execute solutions for your department? You should be able to thoroughly illustrate for the committee the connection between your professional experience and the needs of the position.

Think through the perspectives that individual search committee members will bring to their role in the recruitment process. How would you expect to interface with each member if hired? What do you expect would be their critical concerns? Be prepared to respond to questions reflecting these themes and/or identify in advance some questions of your own that will clarify your understanding (and not be redundant of information you could have easily researched prior to the interview).

Practice Makes Perfect

Finally, no matter how seasoned an interviewee you are, it’s always a good idea to rehearse. Practice interviewing with a friend, and solicit their feedback on both your verbal and nonverbal communication. Consider taping and reviewing these mock interviews, in order to identify mistakes and correct them, such as sounding too clipped or angry, interrupting the other person, a nervous laugh, or frequent “um’s” “uh’s,” and other dead air fillers. Keep practicing until you can significantly eliminate those from your speech. If you don’t have someone to practice with, consider practicing in front of a mirror.

Some Final Quick Tips:
-Develop a signature statement. This is your career proclamation, a one or two-sentence summary of who you are and what you bring to the position.

-If applicable, be prepared to talk about how you will handle the relocation process. Have you discussed it with your partner/spouse or family? Demonstrating that you have thought out the logistical realities of employment shows the committee that you are serious about the position.

-Allow the interviewer to guide the conversation and be mindful of your own contributions. Try to match your rate of speech to the interviewer’s.

-Avoid one or two-word answers, and use specific examples from your experience to substantiate a point.

-Remember the nonverbal cues you’re sending. Smile when appropriate and be mindful of your posture and body language.

For regular higher ed #career tips, follow us on Twitter @sjgsearch!

An institution’s search process for placing administrative officers is a vital, yet time and resource-heavy endeavor; it requires the agency of a competent and invested search committee – the cornerstone to any successful search process and candidate placement. An effective search committee is one that will conduct a thorough and ultimately successful search for the ideal candidate, with both efficiency and professionalism.

Remember that those asked to serve on a search committee may view the search process as burdensome and the amount of staff time involved can be costly. It is therefore important for the committee to have a set of protocols in place that encourage best practices and maximize efficiency, while at the same time consider the needs of the candidate.

SJG offers the following considerations for assembling, focusing, and educating a successful search committee.

Search Committee Size and Composition
When organizing your search committee, keep the committee to a manageable size. The committee size should be small enough to allow all members to participate effectively, while not overwhelming them with the necessary time commitment. To ensure each member’s investment in the committee, choose members who have a stake in the success of the candidate. Include representatives of all relevant institutional constituencies, those who broadly represent the diversity of the institution, and make sure to select a committee chair who is comfortable managing the process. Finally, don’t neglect to assign adequate administrative support to assist the search committee, so that members are not distracted from the ultimate task of finding the most successful candidates.

Search Committee Role and Responsibilities
Once your search committee is assembled, be clear about their charge and responsibilities throughout the search process. Broadly, the search committee’s role is to recruit, screen, and recommend the best candidates for a needed position. In order to do this effectively, each committee member must have an in-depth understanding of the position that must be filled, as well as a set of timelines, legal and professional guidelines, and best practices to work from.

While the formal charge of the search committee is typically provided by the hiring authority, division leader, or board and will vary slightly depending on institutional norms, most committees should understand and agree upon the following items:
- The responsibilities and expectations of the position and how they fit into the larger needs of the institution
- The characteristics, experiences, and skills that will make a person successful in the position
- The leadership criteria for chief administrative positions
- The plan for recruiting and nominating candidates
- Confidentiality of applications
- The process for communicating with applicants
- The fair and objective handling of internal candidates
- The projected timetable for the search process
- The committee’s role in recruiting, screening, and recommending candidates
- The laws and institutional policies regarding appropriate interviewing and referencing of candidates.

Search Committee Code of Conduct
A recent article in The Chronicle laid the case for a search committee code of conduct, garnering a large response from the academic community, and reminding us of the responsibility that a search committee has in representing their institution and treating candidates with fairness and respect. Including a search committee code of conduct should be part of every institution’s search process. The article titled, “Is It Time for a Search-Committee Code of Standards?” offers some useful guidelines and questions for search committees to consider while conducting a search, such as considering the logistical needs of interview candidates as well as handling candidate reference checks sensitively. For the full list of guidelines, you can access the 2-part article here and here.

Using a Professional Search Firm
Good, professional search firms bring with them a set of practices that make the search process a positive and effective one, and can also bring a higher level of objectivity to the search process. They can be especially helpful in educating the committee about the search and screening process, and providing a broader pool of candidates for consideration. Selecting a professional search firm to work with is often one of the first decisions a hiring authority, in consultation with the search committee chair, must make. When choosing a search firm or consultant, choose one that specializes in serving educational institutions, understands the characteristics and needs of your particular institution, and can offer a network which broadens the search capacity of your institution.

SJG offers a training seminar for search committees or institutional representatives who are preparing to conduct an institutional search. Our session is designed to provide a search committee, or professionals searching on behalf of an institution, with a comprehensive plan for conducting a significant, effective, nationwide search for candidates. SJG can also target this training session to the current issues and future direction of the particular field or profession that is the focus of the search.