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Full-Time Faculty Hiring Guidelines
- Ethan Leonard
- 3 years ago
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1 Full-Time Faculty Hiring Guidelines A guide to hiring Faculty, Librarians and Counselors
2 Welcome Office of Human Resources Your Starting Point for Hiring This training will prepare you to hire fulltime faculty members and will help assure compliance with ACC goals and objectives and with applicable state and federal laws and regulations. The Office of Human Resources is available to assist you in the employment process. We are committed to providing you with the tools and services that you need to be effective in this endeavor. We want to ensure a quality process for the hiring of well qualified Faculty who will be committed to our students. To that end, the selection and employment process must be consistent for each applicant. It must provide applicants with the opportunity to demonstrate why they are the best applicant for each available teaching position. If you have questions about the process after you ve completed this training module, please contact us. Gerry Tucker Vice President Office of Human Resources (512) Contact Responsibilities Phone Erica Breedlove, Employment and Outreach Services Manager (HR Employment) Jennifer Uptmore, HR Specialist (HR Employment) Vicki West, Compensation Manager (HR Compensation) Bobetta Burns, Records Manager (HR Records) Tammy Sharp, HR Records Coordinator (HR Records) Hiring Process, Job Postings, E-Hire Training, Faculty Notebook Audits, Criminal Background Checks, Hiring Timelines, Specialty Advertising Faculty Hiring Notebooks, Faculty and Adjunct Applications Position Reclassifications, Job Descriptions, Salary Placements, Job Offers Faculty Contracts, Pay Issues, Personnel Files, Reports. E-Hire training, Employee Separations, Faculty and Staff Requisitions (512) (512) (512) (512) (512) Susan Smith, Benefits Manager (HR Benefits) Faculty and Staff Benefits (512) P age
3 Table of Contents Welcome and Contacts 2 Requirements and Laws SACS and Faculty Credentials..5 Commitment to Diversity 6 Summary of Major Employment Laws..6 Hiring Process Overview Faculty Hiring Process Overview.8 Faculty Hiring Process Overview for Librarians and Counselors..10 Faculty Hiring Process Summary.12 ACC e-hire and Application Process e-hire, Applicant Tracking and Employment Management System 13 Application Process 14 Work Letters/Employment Verification.15 College Transcript Policy 15 Foreign Transcripts 16 Committee Chair Information Posting Faculty Vacancies.17 Advertising a Faculty Position 17 Faculty Hiring Notebook 18 Faculty Hiring Timetable and Hiring Schedule Summary 19 Identify A Committee Chair..20 Creating Hiring Committee in e-hire.21 Composition of a Hiring Committee..22 Utilizing Subcommittees P age
4 Committee Activities Required Committee Activities 23 Confidentiality.23 Releasing Online Applications in e-hire 24 Downloading Online Applications.24 Retrieving Online Applicant Transcripts 25 Creating Hiring Criteria.26 Developing Interview Questions 27 Tips for Conducting Interviews 28 Teaching Demonstrations 29 Selecting Applicants to Interview..29 Interview Evaluations.31 Interviewing Strategies for Use with Applicants with Disabilities..32 What You Can t Ask.33 Applicant Travel Reimbursement..35 Employment Recommendations...36 References, Recommendations and Review Employment References.37 Criminal Background Checks and Drug Screens...37 Expectation and Roles of Collecting and Documenting Candidate Credentials..38 Preparing Employment Recommendations for Dean s Review..38 Temporary Faculty Hiring..39 Alternative Credentialing..39 Job Offers and New Faculty Orientation...40 Essentials Hiring Tools Sample Interview Questions...41 Do s and Don ts of Interview Questions.43 Recognized Credential Evaluation Services Page
5 SACS and Faculty Credentials As a member of the Southern Association of Colleges and Schools (SACS), the Austin Community College District must ensure that all faculty members hired meet requirements outlined by SACS. Requirements for faculty credentials established by SACS are excerpted below: The institution employs competent faculty members qualified to accomplish the mission and goals of the institution. When determining acceptable qualifications of its faculty, an institution gives primary consideration to the highest earned degree in the discipline in accord with the guidelines listed below. The institution also considers competence, effectiveness, and capacity, including, as appropriate, undergraduate and graduate degrees, related work experiences in the field, professional licensure and certification, honors and awards, continuous documented excellence in teaching, or other demonstrated competencies and achievements that contribute to effective teaching and student learning outcomes. For all cases, the institution is responsible for justifying and documenting the qualifications of all its faculty. SACS Principles of Accreditation: Foundations for Quality Enhancement which can be viewed at ACC Guidelines for Teaching Credentials To teach: Transfer courses leading to an AA or AS degree. Workforce courses leading to AAS degree Courses leading to certificate only Developmental courses Faculty must have: Master s degree in teaching discipline or Master s plus 18 graduate hours in teaching discipline. Bachelor s degree or higher in the discipline or Associate s degree in the discipline plus three years documented work experience in the field. High school diploma plus three years of documented work experience in the field plus proof of specialized training in the field, e.g., license, certificate, non-credit coursework in the discipline. Documented work experience must also include an employment verification to include dates of employment, title, and job description printed on company letter head signed and dated by an authorized employment representative. Bachelor s degree in the discipline or a related discipline AND teaching experience in secondary education, or college teaching experience at the developmental level prior to coming to ACC OR 3 graduate hours in an appropriate Education course with a focus on adult learners of the teaching of developmental courses. 5 P age
6 Commitment to Diversity Austin Community College s commitment to diversity is based upon the recognition that a diverse and talented community is a key competitive advantage. Our institution s success is a reflection of the quality and skill of our people. We recognize that each employee brings his own unique capabilities, experiences and characteristics to his work. We value such diversity at all levels of the College and in all that we do. ACC welcomes applications from all interested persons. We believe that employees from a variety of cultural backgrounds provide us with valuable knowledge that enables us to provide quality education to a diverse student body. Equal Employment Opportunity The Austin Community College District does not discriminate on the basis of race, religion, gender, national origin, age, disability, veteran status, genetic information or sexual orientation with respect to access, employment programs, or services. Inquiries or complaints concerning these matters should be brought to the attention of: The Vice President of Human Resources, Address: Highland Business Center, Human Resources, 5930 Middle Fiskville Road, Austin, Texas Summary of Major Employment Laws ACC is an equal employment opportunity employer. It is our objective to ensure that all policies, procedures, and processes are developed and administered so as to ensure that every current and prospective employee is treated fairly. Hiring supervisors and committee members should be aware of the basic federal equal employment opportunity laws listed below. If you want additional information, please contact the Office of the Associate Vice President, HR. The pertinent laws include: Title VII of the Civil Rights Act of 1964 Age Discrimination in Employment Act of ADEA (1967) Fair Labor Stands Act - FLSA (1938) Equal Pay Act (1963) Americans with Disabilities Act ADA (1990) Title IX of the Education Act (1972) 6 P age
7 Title VII of the Civil Rights Act of 1964, as amended The most comprehensive of all civil rights laws is the Civil Rights Act of 1964, as amended by the Equal Employment Opportunity Act of Title VII of the Civil Rights Act of 1964 prohibits discrimination based upon race, color, sex, religion, gender, or national origin by employers in the hiring, promotion, discharge, compensation and other terms or conditions of employment. The primary issue in an employment situation is whether an applicant or employee was treated differently with regard to a job opportunity because of his or her race, sex, religion, color or national origin. Title VII also prohibits harassment on the basis of a protected classification and retaliation against anyone who files a complaint or grievance. Age Discrimination in Employment Act of 1967 (ADEA) The Age Discrimination Act of 1967, as amended, prohibits discrimination in employment matters based solely on age; it defines the protected age as being 40 years of age or older. Fair Labor Standards Act (FLSA) Establishes a minimum wage; sets standards for FSLA exemptions; addresses basic overtime pay provisions; controls working hours for children; establishes record keeping provisions. Equal Pay Act The Equal Pay Act is an amendment of FLSA. This act prohibits unequal pay for males and females with equal skill, effort, and responsibility under similar working conditions. Americans With Disabilities Act (ADA) The ADA was passed in 1990 and is a far reaching statute. It intended to extend the provisions of the Rehabilitation Act of The ADA prohibits discrimination on the basis of disability with regard to employment, educational programs and facilities, public accommodations, and public services. In the employment arena, ADA protects qualified individuals who have a disability. A qualified individual is a person who can perform the essential functions of a job with or without reasonable accommodation. Information regarding interviewing strategies for use with applicants who have a disability is found later in this training module. Title IX of the Education Amendments to the Civil Rights Act of 1972 Title IX states: No person in the United States shall, on the basis of sex, be excluded from participation in, or denied the benefits of, or be subjected to, discrimination under any educational program or activity receiving federal assistance. It has been used in conjunction with and is similar to Title VII of the Civil Rights Act of P age
8 Faculty Hiring Process Overview 1. Faculty positions are approved in the budget by ACC Board of Trustees. 2. The VP of Instruction allocates Faculty positions to various departments and list of position vacancies to HR Records and HR Employment. 3. HR Records releases Faculty requisitions to Department Chair in e-hire. 4. Department Chair completes online requisition in e-hire; reviews and updates job description and minimum requirements to reflect SAC s credential guidelines. 5. Dean ensures minimum position requirements meet SAC s guidelines and approves requisition in e-hire. 6. HR Compensation receives requisition and contacts Department Chair if there are questions about the job description. 7. HR Employment creates and advertises job posting as approved by the Dean and Compensation. 8. Department Chair creates and submits online hiring committee in e-hire. 9. People apply and applications are received in e-hire. 10. HR Employment releases online applications in e-hire to Dean and Committee Chair weekly. (Refer to Faculty Hiring Timetable/Hiring Summary Schedule.) 11. HR Employment provides each Committee Chair with a Faculty Hiring Notebook. 12. HR Employment sends Committee Chair copies of transcripts for current employees applying for positions. 13. Dean and Committee Chair retrieve remaining applicant transcripts in Fortis. 14. Committee Chair convenes committee to conduct the following activities: Screen applications, transcripts, and evaluate credentials. Outline and document teaching demonstration. Create selection criteria and interview questions. Select candidates to interview. Invite candidates to interview and provide written instructions for teaching demonstration; enters scheduled interviews in e-hire. Discuss interview results. Presents the Dean with three final candidates in alpha order and provides documentation of hiring activities in Faculty Hiring Notebook. 8 P age
9 15. Committee Chair, Department Chair and/or Dean check references of top final candidates and reports results to the committee. 16. Committee makes their final recommendations. 17. Committee Chair writes 3 final recommendations on the Candidate Approval form. 18. Committee Chair writes justification letter indicating the top candidate and places letter in the Faculty Hiring Notebook. 19. Committee Chair forwards Faculty Hiring Notebook to the Dean. 20. Committee Chair discusses the interview outcomes of the 3 final candidates with Dean. 21. Dean approves or declines recommendations in e-hire. 22. Dean meets with VP of Instruction and Committee Chair (upon preference) to discuss candidate recommendations. 23. VP of Instruction makes candidate selection from the list of recommended candidates and signs, Candidate Approval form. Faculty Hiring Notebooks are given back to the Dean and Committee Chair if candidates are not approved. 24. Vice President of Instruction discusses recommendations with the Provost/EVP. 25. Provost/EVP evaluates recommendations and confirms selection by signing the Candidate Approval Form. 26. Recommendations/Hiring Notebooks are forwarded to the College President. 27. College President consults with Provost/EVP and VP of Instruction as needed and forwards Faculty Hiring Notebooks with final determinations to HR Employment. 28. HR Employment receives Faculty Hiring Notebook and ensures the Candidate Approval Form is signed by the VP of Instruction and College President. 29. HR Employment enters approved recommendations in e-hire, audits job files, conducts pre-employment criminal background checks, and provides clearance for job offers. 30. HR Compensation conducts salary placement process and extends offer of employment. 31. HR Compensation contacts Committee Chair and Dean and schedules new employee for New Faculty Orientation. *HR notifies the Provost/EVP, VP of Instruction, Dean and Department Chair whenever a position is declined or not approved by the College President, or results from a criminal background check prevents the offering of a job. 9 Page
10 Faculty Hiring Process Overview for Librarians and Counselors 1. Librarian and Counselor positions are approved in the budget by ACC Board of Trustees. 2. HR Records releases requisitions to Supervisor in e-hire. 3. Supervisor completes online requisition in e-hire; reviews and updates job description and minimum requirements to reflect SAC s credential guidelines. 4. Dean ensures minimum position requirements meet SAC s guidelines and approves requisition in e-hire. 5. HR Compensation receives requisition and contacts Supervisor if there are questions about the job description. 6. HR Employment creates and advertises job posting as approved by the Dean and Compensation. 7. Supervisor creates and submits online hiring committee in e-hire. 8. People apply and applications are received in e-hire. 9. HR Employment releases online applications in e-hire to the Committee Chair on the Monday after the closing date of the position. 10. HR Employment provides each Committee Chair with a Faculty Hiring Notebook. 11. HR Employment sends Committee Chair copies of transcripts for current employees applying for positions. 12. Dean and Committee Chair retrieve remaining applicant transcripts in Fortis. 13. Committee Chair convenes committee to conduct the following activities: Screen applications, transcripts, and evaluate credentials. Outline and document teaching demonstration. Create selection criteria and interview questions. Select candidates to interview. Invite candidates to interview and provide written instructions for teaching demonstration; enters scheduled interviews in e-hire. Discuss interview results. Presents the Dean with three final candidates in alpha order and provides documentation of hiring activities in Faculty Hiring Notebook. 10 P age
11 14. Committee Chair checks references of top final candidates and reports results to the committee. Committee makes their final recommendations. 15. Committee Chair writes 3 final recommendations on the Candidate Approval form. 16. Committee Chair writes justification letter indicating the top candidate and places letter in the Faculty Hiring Notebook. 17. Committee Chair forwards Faculty Hiring Notebook to the Dean; Dean, Library Services or Dean, Student Services. 18. Committee Chair discusses the interview outcomes of the 3 final candidates with Dean; Dean approves or declines recommendations in e-hire. 19. Dean of Library Services forwards Notebook to Associate Vice President, Instructional Resources/Technology. Dean of Student Services forwards Faculty Hiring Notebook to Vice President of Student Support & Success Systems. 20. Faculty Hiring Notebook is then given to the Vice President of Instruction for Librarian positions. Faculty Hiring Notebook is given to the Provost/EVP for Counselor positions. Faculty Hiring Notebooks are given back to the Dean and Committee Chair if candidates are not approved. 21. Vice President of Instruction discusses all Librarian recommendations with the Provost/EVP and evaluates recommendations and confirms by signing the Candidate Approval Form. 22. Recommendations for Librarian and Counselor positions are forwarded to the College President. College President consults with Provost/EVP as needed and forwards Faculty Hiring Notebooks with final determinations to HR Employment. 23. HR Employment ensures the Candidate Approval Form is signed by the College President. Recommendations are entered in e-hire and HR Employment audits job files, conducts pre-employment criminal background checks, and provides clearance for job offers. 24. HR Compensation conducts salary placement process and extends offer of employment. 25. HR Compensation contacts Committee Chair and Dean and schedules employee for New Faculty Orientation. Orientations are typically held first 3 Mondays of each month. 11 P age
12 Faculty Hiring Process Summary It is the practice of the College to advertise multiple Faculty positions one year prior to filling Faculty vacancies. Hiring Committees conduct their employment activities according to the current year s Hiring Timetable or Hiring Schedule Summary published on the ACC website and provided in the Faculty Hiring Notebook. Faculty positions are typically advertised on the college website in the September/October timeframe. Hiring committees typically stop accepting applications for review shortly after the New Year and hiring decisions are typically approved by Administration shortly after Spring Break. On occasion an unexpected need arises to advertise and fill a position sooner than what is indicated in the Hiring Timetable/Schedule Summary. This may occur whenever there are unplanned employee departures during critical times in a semester. The hiring process for non-teaching Faculty positions (librarians and counselors) is typically conducted over a 3 month time frame. Committee Chairs hiring for librarian and counselor positions may omit from using the Faculty Hiring Timetable and the Hiring Schedule Summary. All Faculty positions are advertised on the ACC website and further advertised in national publications using various advertising ad sources geared towards higher education and industries that relate to teaching disciplines. Applications received for each position are collected online in e-hire, ACC s Application Tracking and Employment Management System. Transcripts are received daily in HR and are scanned as they are received in ACC s Fortis online scanning system. Transcripts received for non ACC employees are scanned in the Fortis Employment Transcript file. Transcripts received for Adjunct or Full-time Faculty employees area scanned into the Fortis Credential Transcripts file. Applications are released weekly in e-hire for the Committee Chairs review. Committee Chairs have the ability to release applications online to each of their committee members. Hiring committees are to review applications, make interview selections, interview and identify 1-3 candidates to recommend for employment. Committee Chairs obtain employment references for all candidates recommended and discuss each recommendation with the Dean. The Committee Chair should print and provide interview evaluations, reference checks, and applications of all candidates interviewed in the Faculty Hiring Notebook. If approved, the Deans seeks further approval by presenting the Faculty Hiring Notebook to the Vice President of Instruction. All approved recommendations are then presented to the Provost/EVP and College President for approval. All declined recommendations are sent back to the Hiring Committee for further instruction. The Employment Manager enters all recommended candidates approved by the President (written signature) online in the e-hire system so that pre-employment activities, salary placements and job offers can be conducted. Employees may contact the Employment Manager in The Office of Employment and Outreach Services when seeking additional information about the hiring process. 12 P age
13 ACC e-hire, Applicant Tracking and Employment Management System Austin Community College (ACC) utilizes e-hire, an online applicant tracking and employment management system to navigate through its employment processes. E-Hire allows applicants the convenience of applying for ACC jobs online. It also allows the following activities for ACC Supervisors and their hiring committees: Advertise position vacancies Create, complete and submit requisitions Create Hiring Committees Schedule interviews interviewee reminders Download applications Release applications for committee review Submit and approve employment recommendations Submit employee separations Recommend and approve candidates for employment Track hiring activities Employees may log into e-hire using their ACC e-id and password. E-Hire URL: Employees may contact HR Employment for training and assistance in e-hire (512) / P age
14 Application Process Applicants are encouraged to apply for full-time Faculty positions by submitting an online ACC Employment Application. Paper applications are also acceptable whenever applicants do not have computer or internet access. A resume and/or vita may be downloaded and attached to the online application. To complete the application process, applicants must also request that their official transcripts (the one indicating their highest degree awarded, or the degree that qualifies him/her for the position) be mailed to the address listed below. Also, refer to the Transcript Policy section in this manual. Highland Business Center Attn: E.M. Breedlove 5930 Middle Fiskville Road Austin, TX Applications may be submitted online for multiple job openings at the same time. However, applicants will not be able to apply online twice for a position with the same job number. Applicants are able to view a list of positions in which he/she previously applied for with the College by logging into their online application and click on the link titled, Previously Applied located on the menu. Applicants may complete an online ACC Employment Application at: Applicants are first notified that a transcript is required when viewing an ACC Faculty job posting. E-Hire automatically provides an electronic transcript reminder notice at the time an applicant successfully submits an application online. HR Employment also sends transcript reminder letters at the beginning of each month to applicants applying for Faculty positions. An Applicant s Checklist Applicants will need to have the following items in order to successfully apply for a Faculty position. ACC Employment Application Resume and/or Vita Transcripts Work Letters (for Workforce Positions only) Documentation of Licensure and/or Certifications Publications Documentation of honors and awards and demonstrated achievements 14 P age
15 Work Letters/Employment Verification Letters Applicants applying for Faculty positions that require a certain amount of years of experience in an industry must also include a Work Letter created on company letterhead by their current, or past employer(s) for those jobs that qualify an applicant for an ACC Faculty position. Work Letters are most commonly needed to fulfill the requirement of Workforce Faculty positions. Applicants may request their employers to use ACC s Employment Work Letter Template. ACC s Verification of Employment Template can be found online at: College Transcript Policy Official transcripts are required when applying for Faculty and Adjunct positions. A Faculty who obtains additional degrees while employed are asked to submit a new transcript indicating their recently obtained degree. Applicants may instruct their educational institutions to mail their transcripts (indicating awarded degree(s) which qualifies them for the position) directly to the Office of Human Resources. Photocopies of transcripts and transcripts stamped Issued to Student are not accepted. Application materials will be reviewed for employment consideration after the application and transcript are received in Human Resources The Office of Employment and Outreach Services manages all Applicant transcripts. Applicants may instruct their education institutions to mail their transcripts to: Highland Business Center Attention: E.M. Breedlove 5930 Middle Fiskville Road Austin, Texas The Human Resources Records Office manages all Employee transcripts. Employees instruct their education institutions to mail their transcripts to: Highland Business Center Attention: Bobetta Burns 5930 Middle Fiskville Road Austin, Texas P age
16 Foreign Transcripts Applicants who have degrees earned from educational institutions located outside of the United States are required to have their transcripts evaluated by a recognized credential evaluation service prior to applying for ACC Faculty and Adjunct Faculty positions. Applicants with transcripts documented in a foreign language must first have their transcripts translated and notarized by a notary public official. Applicants are asked to submit notarized copies of foreign transcripts when applying for ACC teaching opportunities. Applicants who have foreign transcripts may submit a copy of their transcript attached to the original transcript evaluation. Applicants are responsible for the costs associated with translation/evaluation services. Evaluated transcripts may be mailed to: Highland Business Center Attn: E.M. Breedlove 5930 Middle Fiskville Road, Austin, TX Application materials will be reviewed for employment consideration after the application, copy of foreign transcript, and transcript evaluation are received in HR Employment. Applicants may contact any of the suggested translation/evaluation services listed online: 16 P age
17 Posting Faculty Vacancies The Office of Human Resources s Deans and Department Chairs whenever new positions are approved in the budget at the beginning of a fiscal year. Department Chairs receive, complete and submit requisitions in e-hire. notifications are sent from e-hire to Department Chairs to inform them that their requisitions are available for completion. Each requisition requires a Dean s approval (in e-hire) prior to posting and advertising. HR Employment posts full-time faculty positions on the ACC website upon receiving an online e-hire requisition. Faculty Job Postings can be found online at Click on available positions and select, Faculty Positions. Advertising Faculty Positions The Office of Employment and Outreach Services is responsible for coordinating recruiting and advertising activities for all full-time faculty positions. ACC advertises all faculty vacancies in the Chronicle of Higher Education, Community College Week, Diverse Issues in Higher Education, Diversejobs.net, HigherEdjobs.com, and The Hispanic Outlook for Higher Education. Committee Chairs may make online requests for additional advertising for their vacant positions by conducting the following steps: 1. Log into e-hire online at 2. Click on the module titled, Postings 3. Select Specialty Advertising. 4. Complete and submit online advertising request. 5. College Recruiter will respond by contacting the Committee Chair. 17 P age
18 Faculty Hiring Notebooks: HR Employment will send each Committee Chair with a Faculty Hiring Notebook shortly after their position is posted on the ACC website. Notebooks will be delivered to the Department Chair if a Committee Chair has not yet been identified in E-Hire. The notebook will include the following information: Job Posting Faculty Hiring Timetable/Hiring Summary Guidelines for Hiring Faculty Committee Chair Checklist ACCe-Hire Instructions FortisWeb information To retrieve online applicant transcripts Applicant Travel Guidelines Hiring Forms (Interview Evaluations, Reference Checks, Candidate Approval Forms, Criminal Background Check Disclosures) Each section of the Faculty Hiring Notebook is labeled with a title; however, there will be sections in the notebook that are empty. The Committee Chair will need to provide the items in the empty sections as it titled and submit the notebook to the Dean when recommending candidates for employment. You will find the following titles pertaining to empty sections: Candidate Approval Form (document the committee s 3 recommended candidates in alpha order) Faculty Credential Form Justification letter addressed to the Dean References Checks Criminal Background Check Release forms Applications of interviewed candidates Interview Evaluations (for each interviewee signed and dated by each committee member) Once the committee has decided upon their three employment recommendations The Committee Chair should make sure he/she has checked references and completed all of the employment activities as listed on the Committee Chair Checklist and deliver the Faculty Hiring Notebook to the Dean. The Dean will review the employment recommendations, applications of interviewees, interview evaluations and consult with the Committee Chair and the Vice President of Instruction. The Vice President of Instruction will review the items in the Faculty Hiring Notebook and consult with Dean, Provost/EVP and College President. 18 P age
19 Faculty Hiring Timetable and Hiring Schedule Summary ACC s Hiring Timetable identifies the key activities and dates of the of the Faculty hiring process. It also outlines who is responsible for each step. The Faculty Hiring Timetable is created through the collaboration of the Provost/EVP, Vice President of Instruction, Academic Dean and Human Resources. Hiring Timetables are only used when there are ten or more position vacancies approved in the budget. Departments are asked to utilize the Faculty Hiring Schedule Summary in times where there are only a few position vacancies (ten or less) advertised. Timetables and Hiring Schedule Summaries are published online and provided in the Faculty Hiring Notebook given to Committee Chairs. Faculty Hiring Schedule Summary Vacancies Approved for Advertising Positions Posted on ACC website; print and online advertising placed in specialty publications. Committee s first review of applications Committee s Employment Recommendations Job Offers July September November 2 nd week in October 1 st week in February March - June *Committees hiring librarians and counselors may choose not to use the Faculty Hiring Timetable or Schedule Summary Committee Chairs are encouraged to proactively identify potential dates to conduct activities in the hiring process. Tentative dates should be communicated in advance to committee members so that everyone is able to plan accordingly. At the time a position is posted on the ACC website, the Committee Chair should begin to plan a 6 month hiring activity calendar. The following activities will need to be conducted. Please note: A few of the above employment activities may need to be repeated. Recruit committee members Review applications Retrieve and review transcripts Review applications and transcripts as a committee Create hiring criteria and develop interview questions Identify interviewees Identify interview dates, location and times 19 P age
20 Identifying A Committee Chair The role of the Committee Chair is to lead and facilitate the hiring committee through the application review, interviewing, and selection process. On most occasions, the Department Chair takes on the role as the Committee Chair. However, the Dean may select another Faculty member within the department to chair a hiring committee. The Supervisor chairs the hiring committee for departments hiring Librarians and Counselors. A Committee Chair s responsibilities include: Ensuring all committee members read the Faculty Hiring Guidelines; Coordinating interview schedules and securing a comfortable room for interviewing; Arranging to have candidates brought to the interview location. It s best to avoid having candidates overlap in the same area; Creating and maintaining a relaxed atmosphere for the interviews by welcoming candidates and introducing or having committee members introduce themselves by name and title; Informing the candidates of the format for the interviewing process; Describing the general nature of the position and position expectations; Ensuring that the agreed upon list of questions is used for each candidate, and that any follow-up questions are related and legal; Allowing candidates the opportunity to ask questions; Advising interviewees of the anticipated timeframe for final selection; Thanking candidates at the conclusion of interviews. Committee Chairs are responsible for providing interviewees with: A letter of invitation to the interview; Written instructions for the teaching demonstration; An overview of ACC and the department; A copy of the job posting at the time of the interview; An Authorization for Criminal History Background Check form. 20 P age
21 Creating Hiring Committees in e-hire Committee Chairs are encouraged to create and enter their hiring committees for approval in e-hire at the time their position is posted on the ACC website. Applications can only be viewed online if there is a hiring committee entered and approved online in e-hire. Committee Chairs will have immediate access to e-hire capabilities when the committee is acknowledged approved by both the Dean/Department Chair and the Employment Manager in e-hire. HR Employment will ensure that the Dean has access to all applications that exist under his/her departments. Committee Chairs are responsible for releasing applications in e-hire to their committee members. Refer to the Releasing Online Applications in e-hire section for instructions. E-Hire Steps: Creating an Online Hiring Committee Committee Chair: After inviting and confirming committee members, log into e-hire online at: 1) Select Hiring Committee 2) Select Create a Committee 3) Begin to enter your position title and select the position from the auto suggest list. 4) Click Start a Committee 5) Type in text box titled Add a Member employee name. 6) Click on Add Member 7) Repeat steps 5 and 6 until you have completed your committee membership. 8) Click on Submit for Approval. The Dean will receive an e-hire notification to approve the committee. ACC employees may contact the HR Employment for e-hire training at 21 P age
22 Composition of a Hiring Committee Hiring Committees must consist of a minimum of four members who have diverse backgrounds. Department Chairs are encouraged to serve as the Committee Chair to a Hiring Committee. If time does not permit this, the Department Chair may identify another faculty member to serve in this capacity. In such situations, the Department Chair is still required to participate as a member of the Hiring Committee. The role of the Committee Chair is to lead and facilitate the hiring committee through the application review, interviewing, and selection process. The makeup of the committee should also consist of: Faculty currently in the discipline Faculty in related disciplines, i.e., Counselors, Librarians Support staff Librarians and Counselors when applicable Additional Diversity Factors should also be considered when creating committees: Ethnicity Gender Longevity Campus location Utilizing Subcommittees The Dean/Department Chair/Supervisor may appoint one large committee which can be divided into subcommittees (of at least four persons each) to interview for specific discipline specialties. Subcommittees are particularly helpful when recruiting candidates for multiple positions. All committees must be approved by the Dean prior to the start of interviews. Example: A committee consisting of eight members is approved by the Dean. The Dean and Department Chair creates a subcommittee from the group of eight members, with four of the eight members agreeing to screen and evaluate all applications. The remaining four members agree to interview candidates for developmental math, for math with an emphasis on algebra or for higher level math course concentrations/specialties; this subcommittee of four makes recommendations for employment. 22 P age
23 Required Committee Activities Committee members must conduct the following activities: Complete online Faculty Hiring Guidelines Training Review employment applications received for each position by the closing date. Screen and evaluate applicant work experience and credentials. Assist in developing written weighted criteria. Assist as needed in developing written instructions for applicants teaching demonstration. Assist in the development of interview questions. Select interviewees. Make recommendations for employment. Confidentiality Participating on ACC hiring committees involves the communication and handling of sensitive information. Each committee member is responsible for maintaining the confidentiality of applicant information and all committee exchanges of written and verbal communication. Comments and/or decisions derived from a committee should remain confidential while a position is vacant and after the close of a position. When handling online application materials the following should be practiced: Computer screensavers should be set for activation after five minutes; Angle computers so that screens are not viewable to others; Ensure computers are shut down when leaving your desk for the day; Hard copy applications should be maintained in folders or turned facedown when staff is not present at their workstations; Limit the printing of applications; review applicant pool online and attempt to print what is really needed; Retrieve application materials immediately from printers whenever printing. Committee members are not to share the responsibility of reviewing applications with individuals that are not a part of the hiring committee. Printed applications should be destroyed by a shredder or discarded in one of the ACC approved vendor paper destruction dispensers. Applications should never be discarded in trash cans. 23 P age
24 Releasing Online Applications in e-hire HR Employment releases online applications in e-hire to the Dean and Committee Chair each Monday beginning the second week of October. An e-hire notification is sent to notify them that applications are available to download and review in e-hire. Committee Chairs review online applications, screen applications and release application in e-hire for committee viewing. Each committee member also receives an to inform them that they have applications available for viewing. Deans and Committee Chairs also have the ability to give e-hire access to their Administrative Assistants to assist them with downloading applications, printing applications, scheduling interviews, entering interview questions, and printing interview evaluations. E-Hire Steps: Downloading Online Applications Role: Hiring Committee/Chair - To download online applications for review: 1) Log into e-hire online at: 2) Select Applications on the e-hire menu 3) Select Download Application Packet 4) In the Position Table, click on the link titled, Part 1 under the Packet column. 5) Click on Download Packet in the box that appears on your screen. 6) Wait a few minutes for the packet to download and then your job packet will appear in the following order: a) Job Posting, b) Applicant Log b) Applications of each applicant. While Committee Members receive e-hire s indicating they have access to the applications. Committee Chairs are encouraged to also inform committee members whenever they release applications because e-hire s may periodically go to junk mail. Committee Members may then follow the same Downloading Online Applications to view applications as previously described. ACC employees may contact HR Employment for e-hire training at E-Hire Steps: Releasing Online Applications to Committee Members Role: Committee Chair - To release applications to a Hiring Committee: 1) Log into e-hire: www3.austincc.edu/it/ehire/mod1/login.php?url= 2) Select Download Application Packet 3) In the Position Table, click on the first link titled, Release Applications. 24 P age
25 Retrieving Online Applicant Transcripts in FortisWeb HR Employments requests Fortis access on the behalf of each Committee Chair. The Committee Chair will receive an notification from Records Management when Fortis access is granted. Each person will be given a Fortis user name and password. Access will be given to the Fortis Employment Transcript file for applicants who are not employed with ACC. Departments will need to contact HR Employment to provide names of internal applicants/employees whenever access is needed in the Fortis Credential File that is dedicated for employees. Requests can be made to: (512) Once access is granted in FortisWeb, the Committee Chair is able to log into Fortis with the assigned user name and password. Deans, Department Chairs, Committee Chairs, and the Administrative Assistants to the Deans and Department Chairs will all receive access to view and print applicant transcripts from FortisWeb. Transcripts are scanned daily in HR as they arrive in the mail. If a transcript cannot be found in FortisWeb, the departments are encouraged to conduct the following: Obtain alias and maiden names to conduct another search; Admissions and Records to see if a transcript was mistakenly mailed to them; Ask the applicant to request another transcript ensuring it is properly addressed to E. M. Breedlove. Recommended Method of Application Review and Transcript Retrieval It is recommended that Committee Chairs begin their process by first reviewing the education section on each applicant s application in e-hire to determine if the applicant has recorded degrees that meet the minimum education requirements of a vacant position. Then log into Fortis and identify candidates by conducting a search by an applicant s last name, first name, aliases, last four digits of an applicant s social security number. One may also search by recorded colleges, universities, or any combination thereof. HR Employment sends a transcript reminder letters at the beginning of each month to applicants applying for Faculty positions. Applicants are first notified that a transcript is required when viewing an ACC Faculty job posting. E-Hire automatically sends transcript reminder s when an applicant successfully submits an application online. 25 P age
26 Creating Hiring Criteria Prior to creating interview questions, hiring committees are encouraged to create criteria according to their employment needs. Criteria are the standards, measures, or expectations used in making an evaluation and/or verification. A series of interview questions should encompass the criteria already developed by each hiring committee. Committee Chairs are encouraged to share the committee s hiring criteria with the Dean prior to creating interview questions in conjunction with his/her committee. Use of thought-out criteria promotes: Hiring the best candidates Fairness Non-discrimination, i.e., all considerations are as free as possible from irrelevant bias Promotion of diversity and enrichment of the workforce Efficiency, but not at the expense of fairness Concerns in Developing Hiring Criteria: Protected classes: Criteria should be free from considerations that negatively impact members of a protected class (such as considerations related to disability, gender, ethnicity, race, religion, age, sexual orientation, etc.). Needs of the position: Evaluate criteria and ensure that it relates to the position. Defining what is meant: Criteria should be neither arbitrary nor ill-defined. Bias: Criteria should be unbiased. Narrow conceptions: Criteria can be weighted or prioritized but avoid creating criteria in a rigid fashion. Consider prioritizing criteria at the beginning of the process and allowing the process to be open for re-prioritization and re-screening of candidates based on evolution in the committee s thinking. Concerns in Applying Criteria Performance based: Assessment of how well a candidate meets a particular criterion should be based on the actual performance of the candidate vs. assumptions about performance from personality traits, pedigree or other considerations. Look at recent past performance. Unnecessary rigidity: Steer away from evaluating candidates experiences or qualifications in a way that is needlessly conventional. Be open to identifying transferable skills and nontraditional career paths. 26 P age
27 Developing Interview Questions: Committee members are required to be involved with creating interview questions. Committees should create their hiring criteria prior to creating their interview questions. All agreed upon questions must be asked of each interviewee; follow-up questions are allowed at the end of the interview process, time permitting. Committee members are cautioned to exercise great care in the comments made either preceding or following interviews as they could be misinterpreted by candidates. Refer to Sample Interview Questions and the Interview Questions to Avoid sections in this manual. Hiring Committees are responsible for developing interview questions that will elicit thoughtful and detailed responses. Questions should require candidates to explain specific situations in their past that demonstrate their ability to perform as an instructor, focus on behaviors, be job related and be nondiscriminatory. Criteria for evaluating the responses should be clearly defined. The Committee Chair must document the questions and weighted criteria for evaluating responses and include them in the Faculty Notebook. The objective of the interviewing and screening/evaluation process for Faculty hiring is to identify candidates who: Have experience in curriculum development and innovative teaching methodologies (especially use of multiple technologies); Demonstrate a high potential to be an outstanding instructor; Have valuable experiences and expertise; May have limited teaching experience but are creative and stimulating; Experience with teaching developmental courses in specific disciplines; Experience in teaching diverse populations. 27 P age
28 Tips for Conducting the Interviews Committee Chair s preparation: Book an appropriate location Invite candidates to interview Enter interview appointment schedule in e-hire Send to interviewees with the interview location and times, description of teaching demonstration and criminal background check disclosure forms. Send an to committee to confirm the interview schedule. Enter interview questions in e-hire and print evaluations or print interview questions and blank evaluations for each committee member. Before the Interview - Committee Members Arrive to interview location minutes prior to scheduled interviews Review job descriptions Review interview questions Agree on a format for the interview Review application materials Ensure that you know and can identify the indicators of the applicant s ability to perform the job. During the interview Introduce yourselves Welcome candidate and describe the format of the interview Ask open-ended information, situational, and behavioral questions Let the applicant do most of the talking Keep the interview on track Observe nonverbal behavior Take notes Leave time of the applicant to ask questions Describe the remainder of the search process and the time it will take Thank applicant for his or her time. 28 P age
29 Teaching Demonstrations Interviewees are expected to prepare and deliver a minimum 15 to 20 minute teaching demonstration to the hiring committee based on the instructions received. Written notification regarding the teaching demonstration with clear instructions must be presented to each candidate invited to interview, either by U.S. mail or via and each candidate must receive the same instructions. Interview Confidentiality Each committee member must maintain confidentiality and discuss applicant qualifications only in the committee process. Each committee member must also consider the ethical nature of their position and ensure unbiased consideration of the applicants. Committee members are not to interview relatives or provide recommendations for and/or interview candidates with whom they have a history that affects their ability to be objective. Each candidate should be treated with respect and given full consideration. Committee members should refrain from making unnecessary comments, exhibiting negative verbal or nonverbal communication, sending signals via body language or comments, or otherwise indicating satisfaction or dissatisfaction with candidates responses to questions or with the teaching demonstration. Each candidate expects and deserves our gratitude and respect for their interest in teaching at Austin Community College. Selecting Applicants to Interview Committee Chairs may convene their committee members to discuss the upcoming committee activities i.e. select interviewees, establish a tentative interview schedule and create interview questions. Committee members will have the ability to review applications online. However, the Committee Chair can print applications from e-hire and print transcripts from FortisWeb for just those applicants who meet the minimum requirements. Committee members must conduct the following when selecting interviewees: Review entire applicant pool (all applications received by closing date). A minimum of five qualified candidates must be interviewed for each position vacancy. Interview the most qualified candidates for each vacant position, based on the job description and job specifications. The Committee Chair may contact HR Employment when there is a need of a larger applicant pool. HR Employment can provide support by offering alternative advertising and recruiting methods. 29 P age
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"Most great plans aren't. They are just nice, high-level ideas."That's how one of our survey respondents answered our question, "What are the top three obstacles that prevent great plans from reaching effective implementation?" Despite the universal chatter around the need to be "strategic", and the untold hours spent developing strategic... Read More
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Strategic Planning Strategic Planning

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HERB LEMON BUTTER SAUCE Recipe
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1/4 cup butter, melted
1 tablespoon fresh lemon juice
1/2 teaspoon Salt
dash of pepper
1 teaspoon minced parsley or chives
1/4 teaspoon Dried Basil
In a saucepan, mix ingredients and serve hot. If desired, omit basil and substitute one of the following: 1T. soy sauce, 2 T. capers, 1 T. dill weed or 2 T. Dijon mustard. Yields about 1/2 C.
Serve on fish, broccoli, cauliflower. Very good!
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Beautifully updated apartment conveniently located on the 2nd floor. The apartment is close to the elevator and laundry room which makes it very desirable. The wall between the kitchen and living room has been taken down to a very open feeling. Newer kitchen and bathrooms. Window in master bedroom has been replaced with high impact sliding glass door. The entire patio is enclosed with high impact glass sliders overlooking a beautiful lake. Tiled up to bedrooms. Being offered with the furniture. A must see. Walk to clubhouse & houses of worship.
Clubhouse, Common Laundry, Courtesy Bus, Exercise Room, Shuffleboard, Street Lights, Tennis, Sauna, Trash Chute
Cable, 3-Phase Electric, Public Sewer, Public Water
Dishwasher, Microwave, Range - Electric, Refrigerator, Water Heater - Elec
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Century Village Real Estate.
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As Orlove noted, barter may occur in commercial economies, usually during periods of monetary crisis. During such a crisis, currency may be in short supply, or highly devalued through hyperinflation. In such cases, money ceases to be the universal medium of exchange or standard of value. Money may be in such short supply that it becomes an item of barter itself rather than the means of exchange. Barter may also occur when people cannot afford to keep money (as when hyperinflation quickly devalues it).[15]
The Advisory Board is made up of a diverse group of individuals who all possess a unique skill set! At the quarterly meetings, they review, challenge & provide constructive feedback to the Executive Team to be the best version of BarterPay possible. Afterall, we want to be the world-wide leader in the barter industry. Check out their BIO's to learn more!
While Swapsity trades are facilitated online, its participants can be seen in real life at themed in-person swap meets as well as the annual Live Green Toronto Festival. Over the past three years, more than 25,000 items—primarily clothes, books, CDs and DVDs—have been swapped at its events, collectively saving people roughly $200,000. About 5,000 items have been donated to charity. On average, each participant saves $80 at every swap (the value of items they go home with and would have otherwise bought). This year's Live Green event was packed despite the grey July weather: until it started to rain heavily in the late afternoon, lineups to get into the six swapping tents spanned the full length of the waiting area, then folded in on themselves like accordions. Even in the rain, the leaking tents bustled.
In 2012, the average Canadian had more than $27,000 in consumer debt. Wages are shrinking, costs are rising, and one-third of us are living paycheque to paycheque. "Most of us live beyond our means both financially and ecologically," says Marta Nowinska, founder and president of one of Canada's largest bartering communities, Swapsity, which launched in 2010. "Swapping is a viable approach to solving a lot of real problems," she says. Like Simmons, Nowinska left a Bay Street job to join the world of barter. The idea for Swapsity came to her one day in 2006: she was on the subway and noticed how miserable everybody looked. She started to think about a business that could empower people. At first, she thought people could swap jobs, but dismissed it as unrealistic. Then: what if they could swap other things? She developed a business plan and launched a website.
Inevitably some people may feel like they were taken advantage of. One way to diminish inequities is to engage in dollar-for-dollar trades. For example, if you would like to trade your housecleaning service for someone's couch, try to break down the goods and services to the dollar amount. If the two of you decide that the value of the couch is worth $200, why don't you supply a gift certificate for $200 worth of housecleaning services? It's a wise course and ensures all parties know what they are getting and what they are offering.
Consumer-based barter systems aren't the only trade in town, either. In the GTA, there is a robust business-to-business barter system, similar to wir but on a smaller scale. Businesses sign up for a service—there are several available—and trade unbilled work hours or dust-covered inventory for goods and services they couldn't otherwise afford, especially during recessionary times: often things that attract top talent and retain big clients, such as advertising, promotional gear or client perks.
You can use bartering to cut costs with your small business or to reduce personal expenses. For example, a handyman can trade services with a hairstylist. Each person is still getting paid for their work, in a sense, and it can lead to referrals to cash-carrying customers without costing a penny. However, the essence of bartering is simply to trade something you have for something you want or need – and you can do this whether you are struggling financially or have a steady income.
The Owenite socialists in Britain and the United States in the 1830s were the first to attempt to organize barter exchanges. Owenism developed a "theory of equitable exchange" as a critique of the exploitative wage relationship between capitalist and labourer, by which all profit accrued to the capitalist. To counteract the uneven playing field between employers and employed, they proposed "schemes of labour notes based on labour time, thus institutionalizing Owen's demand that human labour, not money, be made the standard of value."[19] This alternate currency eliminated price variability between markets, as well as the role of merchants who bought low and sold high. The system arose in a period where paper currency was an innovation. Paper currency was an IOU circulated by a bank (a promise to pay, not a payment in itself). Both merchants and an unstable paper currency created difficulties for direct producers.
Barter is a system of exchange by which goods or services are directly exchanged for other goods or services without using a medium of exchange, such as money.[1] It is distinguishable from gift economies in that the reciprocal exchange is immediate and not delayed in time. It is usually bilateral, but may be multilateral (i.e., mediated through barter organizations) and usually exists parallel to monetary systems in most developed countries, though to a very limited extent. Barter usually replaces money as the method of exchange in times of monetary crisis, such as when the currency may be either unstable (e.g., hyperinflation or deflationary spiral) or simply unavailable for conducting commerce.
It's a little awkward, so we'll get straight to the point: This Thursday we humbly ask you to protect Wikipedia's independence. We depend on donations averaging about $15, but 99% of our readers don't give. If everyone reading this gave $3, we could keep Wikipedia thriving for years to come. The price of your Thursday coffee is all we need. We're proud to have built a resource that benefits everyone, from a student pursuing their degree, to companies who use it to develop new technology to improve our lives. We can all find great things to learn on Wikipedia. It unites all of us who love knowledge: contributors, readers, and the donors who keep us thriving. The heart and soul of Wikipedia is a community of people working to bring you unlimited access to reliable, neutral information. Please take one minute to help us keep Wikipedia growing. Thank you.
While there are most certainly safety considerations – and in some cases, a time commitment – bartering can be quite rewarding. You may not have a surplus of spendable money, but you do have talents, skills, and miscellaneous goods that are just as good as cash. With a little thought, and willingness to make the effort, you can use bartering to obtain the goods and services you want without impeding your cash flow.
In late 2012, Toronto even got its own spinoff of Trade School, a model that originated in New York in 2010. The Toronto Trade School holds classes—on anything from spoken word to origami flower–making to bicycle maintenance—and invites students to "pay" with an item or service from the teacher's barter wish list. It has hosted more than 70 classes.
Consumer-based barter systems aren't the only trade in town, either. In the GTA, there is a robust business-to-business barter system, similar to wir but on a smaller scale. Businesses sign up for a service—there are several available—and trade unbilled work hours or dust-covered inventory for goods and services they couldn't otherwise afford, especially during recessionary times: often things that attract top talent and retain big clients, such as advertising, promotional gear or client perks.
Modern barter and trade has evolved considerably to become an effective method of increasing sales, conserving cash, moving inventory, and making use of excess production capacity for businesses around the world. Businesses in a barter earn trade credits (instead of cash) that are deposited into their account. They then have the ability to purchase goods and services from other members utilizing their trade credits – they are not obligated to purchase from who they sold to, and vice-versa. The exchange plays an important role because they provide the record-keeping, brokering expertise and monthly statements to each member. Commercial exchanges make money by charging a commission on each transaction either all on the buy side, all on the sell side, or a combination of both. Transaction fees typically run between 8 and 15%.


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