Carnegie Mellon Diversity Resource Guide


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The Recruitment Process

Carnegie Mellon President Jared Cohon made clear the university's commitment to diversity: "Supervisors are key agents in the application principles. In all phases of the employment process, you must consider the goals of affirmative action and equal employment opportunity. Your understanding and implementation of the university's policy are critical to ensuring that we honor our commitment to diversity and non-discrimination."

There are four key factors in developing a departmental strategy for inclusivity:

  1. Alignment with University Strategic Goals. The first step in your plan is to ensure alignment with the university goals as outlined in the universityıs strategic and affirmative action plans. The university has a commitment to diversity.
  2. Fair and Equal Treatment. Ensure that you follow sound employment and salary compensation practices.
  3. Effective Networking Resources. Access and employ the most effective sourcing recruiting tools available today.
  4. Measure Success. Key to continuous improvement and success is developing an internal review protocol to ensure that not only are university guidelines and procedures followed but that your sourcing plan is an effective document.

The action steps listed below help you to apply these principles to each step of the employment process.

Stages in the Process Action Steps to Diversify the Pool
Beginning of the Job Posting Process

  • Identify underutilization within the department/university according to EEOC category
  • Develop and initiate a recruitment/networking plan, including advertising and resources to be utilized; work to diversify your pool
  • Outline and commit to a timeline and develop milestone checks to your timeline along the way
Throughout the Recruitment Process

  • Initiate employment process
  • Select, screen and interview many candidates - all applicants interviewed must meet minimal qualifications
  • Revisit sourcing plan if plan did not yield a diverse pool of applicants after several weeks of posting
Prior to Offer Being Made

  • Develop and use a department internal review plan to assess process and selection. Confirm that sound decisions are made based upon job-related criteria
  • Reopen the search if needed to locate qualified candidates
  • Gather and review additional information if needed to justify the selection of the chosen candidate
End of the Recruitment Process

  • Offer job using fair and equitable compensation practices
  • Complete all university documentation requirements - forward completed interview appraisel forms(IAF), interview data sheets(IDS) and all credentials with initialed offer letter to HR
  • Develop and initiate a department employee orientation plan
  • Review sourcing plan ­ Identify barriers and enablers in the process. What could we have done better?
Key Considerations During Each Stage of the Recruitment and Selection Process

  • Maintain contact with your HR rep throughout the process
  • Process check your plan of action for successful recruitment, including timeline and milestones

As you develop your plan of action, include regular communication with your HR representative, as well as a realistic timeline. For example, six or more weeks for the recruitment process is most likely necessary. This includes up-front time working with your HR representative to broaden the pool and advertise to a diverse audience, and to select applicants to be interviewed. If, after four weeks, you don't believ your interviewing pool is diverse, contact your HR representative for assistance.

Success Factors

  • Ensure alignment with university goals
  • Determine key players and who is responsible for what action during the recruitment process
  • Identify who can provide support and consultations to you throughout the process
  • Identify critical factors that will enable success (for example, supervisory training, measurement and accountability milestones)
  • Build, cultivate and nurture a network of talent for future potential vacancies and opportunities within your organization
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