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Recruiting and Appointing Tenure-track Faculty

Approval for Tenure-Track Faculty Recruiting

  1. To report plans for tenure-track faculty recruiting, College Deans must approve a "Requisition Recruitment Form".
  2. In approving Requisitions, College Deans should consider the following:
    1. Enrollment demands
    2. Programmatic needs
    3. General or specific area(s) of specialization
    4. Diversity of the faculty
    5. Availability of funds
  3. Submit the requisition form to the Office of Academic Personnel

Developing a Strategic Plan for Recruiting

In developing a strategic plan for recruiting, the following should be considered:

  1. What kind of department are you building in terms of:
    1. Programmatic direction
    2. Quality of instruction
    3. Professional competence and specialization of the faculty
    4. Student needs
  2. What does the Department/College/University have to offer in terms of:
    1. Working environment
    2. Nature of student body
    3. Support for faculty professional development
    4. Geographical location
    5. Cost of housing
    6. Social and cultural amenities
    7. Moving/relocation expenses
    8. Schools for children in the surrounding communities
    9. Specialized medical care in the area
  3. What kind of faculty is preferred in terms of:
    1. Academic balance
    2. Academic preparation
    3. Prestige of candidate's graduate school
    4. Specialized training or experience
    5. Research interest
    6. Publication record
    7. Teaching performance and experience
    8. Interest or experience in the learning process
    9. Interest or experience in developing partnerships in the community

For additional guidance on developing a departmental recruiting strategic plan please contact the Assistant Director of Diversity Initiatives, Dr. Lori Caruthers-Collins at x75328.

Balance and Diversity

It is the policy of California State University, San Bernardino to recruit a faculty that is diverse and reflective of the student composition. CSUSB is an Affirmative Action/Equal Opportunity Employer. We consider qualified applicants for employment without regard to race, religion, color, national origin, ancestry, age, sex, gender, gender identity, gender expression, sexual orientation, genetic information, medical condition, disability, marital status, or protected veteran status.

For additional guidance on developing a departmental recruiting strategic plan please contact the Assistant Director of Diversity Initiatives, Dr. Lori Caruthers-Collins at x75328.

Advertising the Position

Advertising the position is a major component of a good recruiting strategy. The principal goal is to ensure that qualified applicants from diverse sources throughout the country know about the position and are encouraged to apply. No effort should be spared in developing a large pool of candidates. Departments should:

  1. Prepare and submit Job posting announcement to Academic Personnel for approval.
  2. Place ads/notices in national associations' newsletters or periodicals. If free of charge, send notices to them directly. If cost is involved, prepare requisitions and submit them to Purchasing for approval and processing.
  3. Send letters to those universities having strong doctoral programs in specialized field(s) soliciting applications or nominations. (See Letter to All Major Universities).
  4. Place telephone calls to chairs of departments where potential applicants may be found and to known mentors of graduate students.
  5. Place electronic notices on home pages if available or on the Internet.
  6. Contact professional organizations to inquire about including position description in their national newsletters. Send letters to individuals and/or organizations who may know of potential candidates. Follow-up on leads they provide.
  7. Academic Personnel will distribute position announcements to (NEOGOV), CSU Careers, Inside High Ed and other online sources.
  8. Academic Personnel will prepare a collective ad for publication in an array of diverse publications. Each department/program should place ads in at least one discipline specific professional journal or job announcement newsletter. The position announcement will also be advertised on the Government Jobs website.

Reviewing Applicant Files

  1. Department recruiting committees should be elected as early in the academic year as possible. According to FAM 200, the recruiting committee should be diverse and consist of at least three members who normally elect a chair.
  2. Department recruiting committee members should participate in all committee meetings and in all interviews. Department recruiting committees should consult as widely as possible with members of the department and seek their recommendations on each applicant. Failure to show wide departmental participation in the recruiting process may lead to the invalidation of the search.
  3. Whenever recruiting committee members become aware formally or informally of negative information impacting the qualifications of a particular candidate, such information should be handled with appropriate caution. Before considering negative information, it should be confirmed by other reliable job related sources or references. Keep in mind that there are personal and professional reputations at stake.
  4. Members of department recruiting committees should be reminded that their deliberations, as well as application materials, should be treated with the appropriate confidentiality.
  5. Department chairs are expected to monitor the recruiting process, provide clerical support, and participate in all aspects of reviewing applicant files.

The following steps should be followed by department recruiting committees in reviewing applicant files.

  1. At the deadline for applications, determine which files are complete. Completed files usually include:
    1. Letter of application with resume/vitae
    2. List of three referees
    3. Three current letters of recommendation (two years or newer)
    4. Copies of official transcripts of graduate studies (unofficial transcripts may be accepted for initial screening purposes).
  2. Determine which applicants meet requirements for position relative to the published announcement. Applications are reviewed for minimum qualifications and roster/NEOGOV alert sent to Asst. Director of Diversity Initiatives for approval. If underutilization of females and minorities exists in the recruiting dept./school, the roster will not be approved unless:
    • Number(s) of the underutilized class are included on the roster, or
    • Documented evidence of good faith efforts clearly indicate that no candidates in the underutilized class could be found. Re-advertising may be required. * (FAM) 

    Email will be sent to the Chair with approval/non-approval of minimum qualification pool within 2 business days.

  3. Once the Minimally Qualified pool has been approved by Asst. Director of Diversity Initiatives, the committee will then review the pool to identify desired semi-finalist for phone interviews. The criteria should, of course, be based on the position announcement. If in doubt about specific qualifications due to incomplete information in the file, and the candidate appears to be competitive, call the candidate and request clarification.
  4. Applicants under serious consideration as finalists should also be contacted and interviewed by telephone. Under no circumstances should a candidate be invited for a campus visit without having had a telephone interview. All candidates invited for a campus visit are to be processed in the same manner.
  5. Determine in consultation with the Department Chair and College Dean which two or three applicants from the phone interviews should be invited for a campus interview. Prior to making this determination, department recruiting committees should telephone references and other knowledgeable persons to gather background information and verify applicant's qualifications. (See "Telephone Inquiry Notes" form and sample questions.)
  6. Department recruiting committees and college deans are urged to be as judicious as possible in determining who should be invited to campus. While the University strongly supports bringing to campus as many candidates as necessary, there are very definite budgetary limitations which must be considered. Who is to be invited to visit the campus is a decision not to be made lightly, particularly when funds are limited. In addition to costing the University money (even if it is only $25.00 because they are coming from "just down the road"), less than serious candidates who are given "courtesy" interviews consume valuable faculty and administrator's time and it is not fair to the candidates themselves.

Preparing for Candidates Campus Visit

  1. Candidates can stay at the hotels reserved by the Department's Administrative Support Coordinator. Only stipulation is that the hotel will accept purchase orders that will be paid at the conclusion of the stay.
  2. The Purchase Order should be prepared to cover the following services:
    1. Room (up to two nights; additional nights must have prior authorization by the college dean or designee).
    2. Meals
    3. Incidentals (reasonable telephone calls, valet services, etc.) 
  3. Some hotels provide shuttle services to and from the Ontario Airport. Check with them to see if this service is provided. 
    • If shuttle service is not provided department representative/s should prepare to pick up the candidate at the airport and provide transportation service while the candidates are in the San Bernardino area. 
    • Be aware that some candidates will want to rent transportation. This can be arranged beforehand. Tell the candidate that he/she will need to pay for the car and then submit all receipts at the end of the visit stressing that all reasonable charges will be covered (not trips to Disneyland, etc.). 
  4. Prior to campus visit, department ASA/ASC should:
    1. Ask candidates to make their own travel arrangements. Inform them that they will be reimbursed by the University within approximately two weeks. Ask them to keep all receipts of expenditures incurred in traveling to San Bernardino and back to their homes.
    2. To make hotel reservations and accommodation arrangements:
      • Call the reservation desk at the hotel giving the dates of stay. Make sure that the hotel knows that a purchase requisition will be prepared and mailed regarding the stay. At that time a confirmation number should be gotten. Remember that time of stay should be factored into the hotel accommodations.
      • Prepare the purchase requisition and include the confirmation number. Provide the arrival and departure dates.
      • If shuttle service is available, provide flight number and the approximate time of arrival at Ontario Airport.
    3. Contact candidates to inform them of hotel arrangements, specifying that room, meals, and incidental charges will be billed to the University directly and they only need to sign when "checking out". Send them letter confirming campus visit arrangements.
  5. Each candidate should be asked to prepare a presentation to faculty or students on their recent research or current professional work as part of the campus visit.
  6. Academic Personnel will provide some information about the campus/ community. Add relevant college/departmental and community materials as necessary. Medical and dental and other benefits information is available in the Human Resources office (SH-110).
  7. Prepare an itinerary for the visit to be distributed to all faculty members in the department as well as to all other interested parties. This itinerary should be accompanied by a vitae of the candidate so that everyone can be acquainted with his or her background.
  8. Send e-mail to campus faculty via the Bulletin Board ( announcing time, place and topic of lecture/seminar by candidate.

Campus Visit

  1. A candidate's campus visit should normally be for one to two days. Additional days may be possible but must be justified.
  2. It is extremely important that candidates be treated consistently and well during their campus visit. Keep in mind that we are selling the University to them just as much as they are trying to sell themselves to us. Also keep in mind that one department's treatment of a candidate may affect the overall perception of the University which in turn may hinder future recruiting in other disciplines. Experience has shown that the personal touches which have characterized our recruiting efforts have contributed to getting first choice candidates. Here are some suggestions to help make campus visits successful:
    1. If candidates arrive the evening before the day of the interview, make sure someone contacts them. Perhaps plans can be discussed for meeting them at breakfast or arrangements made to pick them up to take them to campus for the interview. Even better, you may want to meet them for dinner if the hour is appropriate.
    2. Have an information packet ready for each candidate. If possible, give it to them the evening before or prior to coming to campus so that they can have time to look the materials over. That way they will be able to ask better questions about the University.
    3. While on campus, ensure that candidates are escorted at all times from place to place. Also, make sure they are properly introduced to their interviewers or audiences. And when the interviews are over, someone should be available to take them back to the hotel or to the airport, if that is what is next on the itinerary.
    4. Don't keep them waiting around. Candidates really find this to be quite objectionable and downright rude. College Deans, particularly, should be mindful of this as their schedules run late.
    5. Ensure maximum faculty participation in meetings with candidates. It is really embarrassing when only one or two people show up. Faculty members should be fully informed of the visit and urged to participate.
    6. In setting up meetings for candidates' presentations, ensure that room, audio-visuals, audience, etc. are all ready.
    7. Emphasize the positives about California State University, San Bernardino, e.g. small classes, future growth, hospitable and democratic campus environment, diversity among students and faculty, faculty professional development programs, etc. Try to keep negative opinions about the University to a minimum. No one will accept a position if a lot of time is spent badmouthing the available resources, the administration, or the talents of colleagues. Strive for a balanced and realistic picture.
    8. Emphasize the positive about San Bernardino and surrounding communities, e.g., affordable housing; diversity of communities (San Bernardino, mountains, Redlands, Riverside, Claremont, etc.); less congestion; opportunities for spousal employment; easy access to cultural, recreational and academic opportunities in the Los Angeles basin, etc.
    9. In dealing with out-of-state candidates (particularly those from the northeast, the hardest to recruit), keep in mind that for some of them, California is on another planet. Reassure them that this is still Planet Earth, that there are normal and conventional people out here, and that they can travel back East whenever they wish. Suggest that their house or apartment here in California could serve as pied-a-terre for relatives visiting Southern California, Mexico or Hawaii.
    10. Above all, don't be tacky. Make sure social moments are properly handled. Don't leave candidates alone in their hotel rooms over weekends and by all means, don't try to solicit contributions in front of candidates to send out for pizza or make them pay for their off-campus meals. When possible, departments may want to organize a potluck or dinner at someone's home; that would be a nice personal touch, particularly in cases where you are really after a certain candidate.
    11. Be aware that occasionally a candidate may use an invitation for an interview to get a free California vacation. One good tip-off is that they bring along a camera and want their picture taken in front of "your beautiful mountains." Sometimes they are also in a hurry to get the interview over so that they can meet relatives or friends for dinner in downtown L.A., Santa Monica, or even someplace in the Inland Empire. If that is the case, forget it; someone has just taken advantage of the University. To avoid this, check them out as much as you can before inviting them to campus. 

Whenever necessary and if possible, candidates, particularly those considered highly desirable, should be scheduled for interviews with the President.

  1. For all candidates, the campus visit should include interviews with the following:  Others may also be scheduled for interviews such as:
    1. Department Recruiting Committee
    2. Department faculty (individually or collectively, but an open forum would be best)
    3. Department Chair 
    4. College Dean

      Others may also be scheduled for interviews such as:

    1. College Associate Deans
    2. Associate Provosts
    3. Associate Vice President and Dean of Graduate Studies
    4. Dean of Undergraduate Studies
    5. Director of Research and Sponsored Programs
    6. Anyone candidates may wish to see
  1. In interviewing candidates (see form to record impressions), which must be printed on GOLDENROD paper), care should be taken to treat all candidates comparably. Without getting bogged down on previously developed mechanical questions which frequently sound stilted and phony, it is a good idea to have some general and specific questions in mind, particularly as they relate to the candidate's:
    1. Educational background
    2. Teaching experience
    3. Demonstrated or demonstrable teaching excellence
    4. Evidence of research, scholarship, and creative activities in the field
    5. Appropriateness of training and/or interest to curricular needs
    6. Evidence of ability and willingness to contribute to the University
    7. Demonstrated or demonstrable ability to advise students
    8. Ability to work with a diverse student population
    9. Breadth and flexibility of teaching areas
    10. Ability to establish cooperative working relationships with students, faculty, and staff
    11. Understanding of gender issues

NOTE: There are certain questions which you may not ask formally; e.g., questions regarding age, nationality, marital status, medical conditions, child care, religion, and sexual orientation. Such personal information may become known as a result of social or informal exchanges but are not to be used or referred to in the course of determining who is to be appointed.

  1. An exit meeting should be scheduled with the Department Chair to discuss specific needs of the candidate, including:
    1. Salary - Please refer to the salary schedule in effect for Class Code 2360.
    2. Resources/equipment/space to conduct research - These are subject to negotiations, particularly in disciplines that are equipment intensive. If department or college is not able to provide them, the Department Chair will need to discuss possible support with the College Dean.
    3. Moving/relocation expenses - There are no firm rules on the allocation of moving expenses but here are some very rough guidelines which can be modified significantly by the special needs of candidates such as, do they have a family and a large household to move or are they only one person with modest belongings, how badly do we need or want them, etc.
      Moving / Relocation Expenses
      Location Approximate Expense
      California & Pacific states $1000-$2000
      Mountain states to Arizona and New Mexico


      Mid-West states $3000-$3500
      Southeastern states and Florida $3500-$4000
      New England and Eastern states $4500-$5000
    4. Housing - Be prepared to answer questions regarding the availability of housing in San Bernardino and surrounding communities. Prepare a list of names of realtors in the area who can be helpful in answering the more technical details of real estate in California.
    5. Schools for children - Be prepared to answer question regarding the school systems in the area, particularly special programs and curriculum.
    6. Evaluation Process - Be prepared to explain in general terms the expectations for retention, tenure, and promotion.
    7. Benefits (medical, dental, retirement, life insurance, etc.) - Please refer candidates to the summary of benefits included in their information packet. If a candidates desires greater details, refer them to the Benefits Officer in Human Resources (Ext. 5138).
    8. Visa Problems - If candidates are not U.S. citizens or permanent residents, they must be advised that a visa that permits employment is absolutely necessary. For further information, contact Center for International Studies & Programs (Ext. 77020).
  1. During exit meeting, the Department Chair should inform candidates of when they can expect to hear the results of the recruiting process and provide them with an opportunity to ask any other questions which they may have.
  2. Prior to leaving campus, candidates should submit to the Department Administrative Support Coordinator (ASC) all necessary documents/receipts to complete a travel expense claim. The ASC will need for the candidates to sign the claim form before they leave the campus. At that time Department ASC should give the candidates some idea as to when reimbursement may be sent.

Selecting the Finalist and Structuring an Offer

  1. Following campus visit by candidates, the Department Recruiting Committee should meet as soon as possible to consider all comments and recommendations before selecting final candidate. Do not let too much time go by before selecting the final candidate because you will run the risk of losing your first choice. The selection decision is to be documented in writing including the appropriate rationale.
  2. Tenured and probationary faculty members in the department should vote on whether or not the final candidate is acceptable. (See Department Faculty Voting Results) This vote is advisory in nature since the recruiting committee's recommendation is the only form of recommendation required by the Faculty CBA. (See Department Recruiting Committee Comments). However, this vote is essential in determining level of support for a particular candidate.
  3. The Department Chair should proceed to structure an offer. In structuring an offer, the following items should be considered:
    1. Rank. The rank should be the one authorized by the Provost and Vice President for Academic Affairs at the time the position was approved and must be justified by teaching record and professional accomplishments.
    2. Moving Expenses. Using the guidelines and taking into account candidates needs, the Department Chair should propose an amount. The Department Chair's recommendation should include a justification for the proposed amount.
    3. Time towards tenure. The Faculty CBA permits offers of up to two years toward tenure. However, please keep in mind that offering time towards tenure may not be in the best interest of the candidate if it places them at risk relative to the evaluation process.
    4. Workload Reduction/Travel/Equipment/Labs/Space for Research Activities. It may be possible to offer:
      1. Departments may offer to reduce workload assignments during the first academic year for purposes such as completing research in progress, preparing new courses.
      2. Travel funds to attend previously planned meetings or conferences.
      3. Equipment such as a PC or lab instrumentations.
      4. Labs or other space, additional to regular faculty office, to carry out research activities.
      5. Start-up funds for research activities.
    5. Summer School. It may be possible to offer a summer school teaching assignment (preferably the summer following the first academic year). To do so, however, Department Chair should make very early arrangements with the College Dean.
  4. All the proposed terms of employment should be clearly stated in the Department Chair's recommendation and supported in the College Dean's Comments and Recom

Preparing Appointment Folders

  1. Before beginning to prepare an appointment folder, contact the selected candidate to describe the tentative terms of the offer. Ask the candidate if he or she would seriously consider and/or accept the position if offered. Sometimes, because of personal or professional reasons, candidates either lose interest in the position or decide to take another position. By making this call at this stage of the recruiting process you avoid wasting time processing a file only to discover the candidate is no longer available. 


    Frequently, the candidate may want to negotiate certain terms of the offer. This is acceptable as long as the requests are reasonable, within the general parameters of available resources, and if negotiations can be quickly concluded. Try to avoid being drawn into long and protracted negotiations, particularly when it becomes quite evident that a candidate may be using the offer to obtain a better arrangement elsewhere. And under no condition should College Deans or Department Chairs make "unofficial" written offers. Only the Provost and Vice President for Academic Affairs is authorized to make written offers.

All appointment folders should include the following documents arranged (from bottom to top) in the order listed below.

On the Left Side of Folder (Neatly fastened by Acco fasteners)

  1. Biographical Info (Academic Personnel will provide from NEOGOV.)
  2. Curriculum Vitae/Resume
  3. Official transcripts (if unofficial, include note indicating when will obtain official ones)
  4. Letters of recommendations (at least 3)
  5. Student evaluations, if any
  6. Telephone inquiry notes and comments (at least 2).
  7. Faculty Voting Results
  8. Department Recruiting Committee Comments
  9. Department Chair's recommendation
  10. College Dean's Comments and Recommendations

On the Right Side (Neatly fastened by Acco fasteners)

  1. Position Announcement (Academic Personnel will provide.)
  2. Applicant Roster (Academic Personnel will provide from NEOGOV.)
  3. Unit 3 Appointment Form


Approval Process for Tenure-track Appointments

  1. Once the appointment folder is completed, the Department Administrative Support Coordinator should prepare a Unit 3 Appointment Form The following items must be carefully completed:
    1. Citizenship. If not a U.S. citizen, the visa status must be indicated. For example:
      • Permanent Visa
      • F-1 = Student Visa
      • J-1 = Exchange Scholar/Student
      • H-1 = Temporary Worker/Exchange Scholar
      • H-4 = Dependent of Temporary Worker/Exchange Scholar
    2. Degree information
    3. Previous Employment or Status. For example, Assistant Professor of History, University of Georgia; Graduate Student/Teaching Assistant, University of Chicago; etc.
    4. Signature of Recruiting Committee Members. Only faculty should sign on the recruiting committe.
    5. Signature of Department Chair.
    6. Signature of College Dean.
    7. Under Special Information, include any special arrangements such as credit, time towards tenure, date reporting to campus if other than September, etc.
    8. Background Check date information. 
  1. While the hiring folder is being compiled, the department ASC should also submitt a request for a Background Check to Human Resources. For more information go to the Academic Personnel background checks page. 
  2. From the department office, the folder should be sent to the College Dean's office for review and recommendations. At this stage, someone in the college office, preferably the AAS, should insure that all documentation is properly included, forms appropriately filled out; all gathered in the required order.
  3. From the College Dean's office, appointment folders are to be sent to Academic Personnel for review by the Associate Provost for Academic Personnel. A list of expected duties and responsibilities for the first year of appointment are to be included in the appointment folders (Attachment C). The Associate Provost for Academic Personnel will forward appointment folders to the Provost and Vice President for Academic Affairs for final approval, but only after all the requirements of the recruiting process have been met.
  4. The Provost and Vice President for Academic Affairs will approve or reject recommendations for appointments. Under no circumstance should an official offer be made prior to approval of an appointment by the Provost and Vice President for Academic Affairs.
  5. After receiving the Vice President's decision of approval, a contract letter is prepared by Academic Personnel staff and sent to the applicant. Included with the letter is a pamphlet from the CSU Chancellor's office outlining benefits (Attachment A), a list of agreed upon conditions of the appointment (Attachment B), and the list of expected duties and responsibilities for the first year of appointment (Attachment C).
  6. The candidate will be given a specific deadline by which to return the contract, normally two weeks. While this time transpires, the other candidates interviewed will often call to inquire about the status of the search. They should be told only that the process is not yet complete and that they will be notified as soon as possible. An e-mail is sent to the College Dean, Department Chair, and Associate Provost for Academic Personnel letting them know that the date the contract letter was sent out.
  7. The recruiting process ends when the candidate returns signed copy of contract letter by the deadline. An e-mail is sent to the College Dean, Department Chair, and Associate Provost for Academic Personnel letting them now that the signed contract letter has been received.  
  8. A copy of the signed contract letter will be forwarded to the College Dean.

NOTE: Immediately upon the return of a signed copy of the contract, the Department Chair should send letters to candidates interviewed informing them that the position has been filled (see sample letter). If any of the candidates interviewed request further information regarding their non-selection, the response should be succinct and based on a specific fact (See sample letter. This letter can also be sent in response to those not selected for interviews). In order to avoid possible problems of a legal nature, the College Dean and the Associate Provost for Academic Personnel should review all such letters before they are sent.