Question:-

Suppose you are HR manager. What is the

strategic management process for hiring the
permanent faculty members in a university?
As an HR manager I think there is 9 steps for hiring the
faculty of your dreams at university of central Punjab
(UCP).

As an HR manger I aims to hire candidates who are passionate about teaching,

mentorship and cultural competence qualities key for success at UCP.
The goal is to find a strong match, rather than focusing on a generic definition of
what the ‘best' candidate looks like.
Every institution has its own priorities teaching, research and various types of
service are differentially emphasized and the hiring process should aim to find
candidates who hold similar values.
Those in charge of hiring should be clear about what makes their institution
unique, which will help them stand out in a hiring environment that's become
increasingly competitive.

1. Area to hire the faculty:

Start by setting clear parameters for the hiring process, including timeline, desired
specialty area and other must-haves. At UCP the entire department votes annually
on which specialties should make new hires. Voting at the department level creates
tremendous unity in our desire to be successful and to ultimately see the candidate
succeed.
As an HR manager I think you don't want only subject-matter experts you want
searching, hiring and recruiting experts. When possible, I also like to include a
student or postdoctoral researcher on the committee to offer an even broader range
of perspectives."
2. Write a clear job description:
Include any essential requirements and a handful of desired qualifications but focus
on what's important to your department. This could be as simple as a commitment
to excellence in research. Tell applicants what the opportunities are and why your
department is a good place to be, in terms of collaborations, resources and the
advantages of your geographic location.

3. Advertise as widely as possible:

Most departments still rely heavily on flagship publications. Social media and new
mechanisms for communication have opened up quite a few additional channels.
Well-connected faculty members often share job postings on Twitter. LinkedIn and
Facebook alumni groups can help reach even more potential candidates.
Many departments also rely on personal recommendations from faculty at other
institutions and engage in informal recruitment at conferences.

4. Selection:
We have our own process for sorting through applications and narrowing the
search, but most involve ranking applicants and discussing as a group.
At UCP we began with a general read, with the goal of keeping the pool as large as
possible. After removing applicants who did not meet basic requirements, we
divided the remaining candidates into two groups: definitely interested and maybe
interested. They reviewed the "definitely interested" stack, rating each candidate on
preferred qualifications and discussing as a group. Typically, a consensus emerged
around the top five to 10 applicants. We only reviewed the maybes if top
candidates did not emerge from the interested group.
During this stage, an institution's priorities will dictate how candidates are ranked.
"Given that we are a research university, we first look at quality and quantity of
publications. If someone is not already engaging in the behaviors that are critical to
getting tenure here at UCP, then frankly we're not going to interview them,
regarding hiring for tenure-track positions.
5. Assessment of skills:
Next, departments schedule phone or video interviews with their top five to 10
applicants to decide whom to invite to campus. During these conversations, many
chairs hope to determine whether candidates possess the desired "soft skills," or
personal attributes that are less concrete than more technical "hard skills," which
are evident from their vitae.
But these skills can be tough to assess in interviews, especially those conducted
remotely. Soft skills are useful and important they are also very difficult to gauge.
To minimize bias making interviews as objective and structured as possible by
preparing questions in advance and aiming for consistency across applicants.
Other chairs ask a broader range of questions during phone or in-person interviews.
Most start by asking about candidates' research programs and teaching styles, and
ask more behavioral questions.
We can use the interview to evaluate whether candidates have done their
homework, both on the institution. What attracted you to this position?" and on the
applicant's own research program.

6. Shift to recruitment mode during the campus visit

The candidates who come to campus are our top choices, and their visit provides
the opportunity to sell both the institution and the surrounding area. When people
come in, we make a huge effort to welcome them. We show that we want them to
be our colleague and that if they accept a position here, we will support and guide
them to success.
We also ask candidates whether there are specific accommodations they may want
during their visit, for instance scheduling a meeting with a diversity officer or a
conversation with a faculty member who has young children.
The campus stay is also a good time to ask candidates about the teaching and
research resources they believe they would need to be successful at the institution
details that can later be incorporated into a job offer, if one is made.

7. Onboard new hires to ensure their success:

It is important to follow up on details discussed during interviews. Virtually
department connects new hires with faculty mentors, but the pairings look different
across institutions. Some pair based on seniority, others by research specialty and
still others attempt to match personalities. At UCP, each new hire is assigned a
support committee consisting of three faculty members. At UCP we connect new
faculty with someone outside her department to give them a broader view of
university culture.
Young suggests providing mentors with guidance that delineates how often to
schedule meetings and what to cover. A lot of departments assume that if you
assign a more senior faculty member as a mentor, that person knows what to do it
creates highly variable mentoring experiences. we guidance on building a lab
website, creating and scoring exams, obtaining Institutional review approval and
more.

8. Training:
After on boarding of the new employee we conduct training for one week for the
faculty hired in the UCP. It includes the orientation and the presentations taken by
the senior professors of the university. Training is the most important part of the
hiring process because it polish the faculty which is newly hired and the hired
faculty also learn the culture of the university and able to adapt the environment of
the university this develop confidence in them which is very essential for the
professors hired to teach the students at every level.

9. Evaluation:
After hiring a candidate who looks impressive on paper but isn't a good fit for the
institution. We have to check the performance of the new hiring after regular
intervals to avoid the common pitfalls which takes in the hiring process It's a
mistake to hire the person with the most impressive credentials who is not best
equipped to thrive in your unique department and it can result in the new hire and
current faculty being dissatisfied. This may require resisting pressure from upper
administration to hire someone who looks prestigious.