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AA/PPS 04.01.01 - Faculty Hiring

Faculty Hiring

AA/PPS No. 04.01.01 (7.02)
Issue No. 4
Effective Date: 9/22/2020
Next Review Date: 5/01/2023 (E3Y)
Sr. Reviewer: Associate Provost


    1. The recruitment of new faculty members is among the most important endeavors of Texas State University. To this end, the university is committed to hiring well-qualified faculty members and will take the necessary steps to ensure that applicant pools are diverse. This policy outlines the process followed to secure, with the resources available, the services of the best-qualified persons for faculty vacancies and supports an effective shared governance system. This policy provides guidelines to assist units in developing search committees comprised of faculty and conducting and documenting the process leading to the employment of continuing faculty, including both tenure line and continuing non-tenure line faculty. This policy also covers the hiring process for senior lecturers, clinical faculty, research faculty, and faculty of practice.

    2. Additional information regarding hiring and use of temporary part-time and per course faculty may be found in AA/PPS No. 04.01.02, Hiring and Employment of Temporary, Non-Continuing Faculty. For information regarding temporary, non-continuing faculty including lecturers, program faculty, and visiting faculty appointments, see AA/PPS No. 04.01.20, Faculty Responsibilities, Definitions, and Titles.

    3. The university’s recruitment of faculty is processed through the Applicant Tracking System (ATS) in PeopleAdmin. This fully-automated system includes email notifications, routing, approvals, and document retention. The online system allows for the review and evaluation of applications from any device with internet access.

    4. Confidentiality is an important factor for ensuring the integrity of the recruiting and hiring process. Faculty members serving on the search committee, along with other faculty, staff, and administrators with an official role in the process, are expected to maintain boundaries of confidentiality and privacy before, during, and after the hiring process is complete. The dean, chair or director, and search committee chair are responsible for setting and communicating these expectations.


    1. Texas State is committed to recruiting and retaining a diverse and distinguished faculty. Diversity is broadly defined to include such factors as geographic background, age, gender, educational background, employment experience, language abilities, economic background, culture, and special skills and talent. It is believed that race and ethnicity are socially significant characteristics, and that there will be occasions when a person’s experiences will be affected by their race or ethnicity. The terms race and ethnicity are not limited and include persons from all races and ethnic backgrounds. Race or ethnicity are considered as merely one factor in the overall efforts to diversify our faculty, to be applied in limited circumstances only when the experiences of race or ethnicity contribute significantly to a diversity of ideas. Guidelines for Recruiting and Hiring a Diverse Faculty and the Toolkit and Best Practices for Inclusive Excellence in Faculty Hiring and Retention are available in support of hiring diverse faculty, including mandatory training of search committees by the division of Academic Affairs.

    2. Texas State is also committed to assuring that all candidates for faculty positions are afforded an equal opportunity for consideration and to full compliance with Titles VI and VII of the Civil Rights Act of 1964 as amended, Civil Rights Act of 1991, Executive Order 11246 and its amendments, Equal Pay Act, Age Discrimination in Employment Act, Section 503 of the Vocational Rehabilitation Act of 1973, Vietnam Era Readjustment Act of 1974, Pregnancy Discrimination Act of 1978, Immigration Reform and Control Act of 1986, the Americans with Disabilities Act, and The Texas State University System (TSUS) Rules and Regulations for maintaining and reporting of employees.


    1. All positions, existing and new, are allocated and authorized based on strategic planning goals, departmental needs, and available funding. Funding for all existing positions is authorized through the annual budget cycle.

    2. New multi-year term, tenure-track, or tenured faculty positions are authorized through the New Faculty Position Authorization Cycle by the provost and vice president for Academic Affairs (VPAA). Funding for these positions is added to a department’s budget at the time of hire. When a budgeted position becomes vacant, that position and the funding lapses to the provost and VPAA. The department must request approval to retain and fill the vacancy. Temporary replacement funds to cover instructional needs can be requested from the provost and VPAA while searching to fill the vacancy. Permanent funding for the replacement will be added to the departmental budget at the time of hire.


    1. When approval has been granted for a faculty search process, the chair, or director or other administrator with primary responsibility for the search will appoint a search committee from among faculty members in the relevant department, school, or college. The composition of each search committee must be diverse. To ensure diversity on a search committee, the dean and chair or director may elect to appoint committee members who are outside of the department, school, or college for the committee, including members of the university’s affinity groups.

    2. Each chair or director is responsible for appointing one or more search committees charged with recruiting applicants, reviewing applications, and recommending final candidates. The chair or director may appoint one search committee to review applications for multiple vacancies in the department or school or establish separate search committees for individual vacancies. Departments should ensure departmental personnel committee and faculty involvement in the hiring process.

    3. The search committee, in consultation with the chair or director and departmental personnel committee, is responsible for ensuring that the job posting reflects the faculty qualifications policy of the hiring unit. This includes developing the required and preferred qualifications and criteria for applicant screening. If the academic program requires faculty to have a current job-related state, federal, or university license, certification, or other credentials (LCC), this must be stated in the required qualifications of the job posting.


    1. To create a posting for a faculty position, requests should be initiated at the chair or director’s level through the online system.

    2. The faculty posting must clearly describe and justify the position, identify the required and preferred criteria that an applicant is expected to meet to qualify for the position, and specify the position title and rank, proposed contract period, and anticipated salary. The posting must be reviewed and approved by the departmental personnel committee, chair or director, college dean, the chief diversity officer and director of Equity and Inclusion, and the associate provost.

    3. Once approved, a posting number will be assigned by the online faculty applicant tracking system. The posting will be automatically available on the university’s recruitment website.


    1. The search committee chair is responsible for submitting advertisements to appropriate media. The advertisements should allow approximately 60 days between first publication and closing or review date of the position.

    2. To ensure applicant pools are diverse, advertising is recommended as follows:

      1. In one or more of the following:

        1. Chronicle of Higher Education;

        2. Diverse Issues in Higher Education;

        3. Hispanic Outlook;

        4. Austin and San Antonio newspapers;

        5. colleges and universities with primarily black, Hispanic, or female enrollment, and with graduate programs in the discipline;

        6. persons identified in the Big Ten Academic Alliance available through their website; and

        7. expanded recruiting resources that provide additional recruiting links to help foster diversity.

      2. Additionally, advertising should be conducted through one or more of the following:

        1. professional journals, newsletters, or publications;

        2. university placement services;

        3. high school districts; and

        4. direct communication with appropriate graduate departments.

      3. Committee and department members should be encouraged to inform outstanding candidates of the availability of the position (i.e., through professional meetings and conferences).

      4. All positions that may result in the hiring of a non-resident alien must be advertised in a national print medium (e.g., Chronicle of Higher Education).

    3. The Faculty and Academic Resources office will post the position on the following sites: The Chronicle of Higher Education, HigherEdJobs, Inside Higher Ed and the Texas Workforce Commission. In addition, each fall, an annual block advertisement for tenure-track, clinical, and faculty of practice positions are placed in the Chronicle of Higher Education. Deadline for submission to Faculty and Academic Resources is in early August.


    1. Each member of the search committee, working independently, reviews and rates the applicants based on required and preferred qualifications. The search committee chair will ask members to make comments about each applicant’s qualifications.

    2. Prior to selecting candidates for interview, the search committee chair will consult with the Office of Equity and Inclusion to determine if there are any veterans in the pool who are requesting veteran’s preference.

    3. Through a series of meetings and phone or Skype interviews, as appropriate, the list of initial applicants will be narrowed down to the top three or four candidates to be interviewed on campus. The committee may interview in one of two ways:

      1. interview the top two, three, or more candidates; or

      2. interview one candidate at a time, reaching a decision about whether to recommend appointment after each interview. If this method is chosen, applicants must be ranked. A disposition code must be marked describing the reason why an unaccepted candidate is not selected or advanced to the next stage.

    4. It is the responsibility of the search committee to verify the faculty qualifications of each candidate selected for interview, including academic credentials and, if applicable, the required state, federal, or university LCC.


    1. After the search committee has made recommendations for on-campus interviews, the search committee chair is responsible for moving applicants to the appropriate state in the online system (e.g., Recommended for Interview, Alternate Recommended for Interview, Applicant Not Selected).

    2. Once applicants are moved in the online system, the committee chair submits the Outside Notification Memorandum via email notifying the next approver to review candidates selected for interview. The memorandum should include the following:

      1. department or school;

      2. position title;

      3. job posting number;

      4. list of applicants being considered for interview;

      5. ranked alternates (if applicable); and

      6. the hiring matrix.

    3. The memorandum, sent via email, is routed to the associate provost via the chair or director, the dean, and the chief diversity officer and director of Equity and Inclusion. Approval must be secured at each level prior to the review and approval from the associate provost.

    4. Each reviewer will then access the online system to review the applications and make approvals and disapprovals.

    5. The search committee may be required, based upon the recommendation of the chair or director, the dean, the chief diversity officer and director of Equity and Inclusion, or the associate provost to interview additional applicants. Interviews should not be scheduled without appropriate approvals.


    1. On-campus interviews should involve the department or school personnel committee, the chair or director, the search committee, and other faculty, as appropriate. The dean, or designee, will interview all candidates. All on-campus scheduled interviews must be structured identically to ensure equitable treatment of all candidates. In planning the interview, departments and schools may consider campus resources, such as international affairs, affinity groups, employee benefits, and others, that enrich the candidate’s time on campus.

    2. Each candidate’s itinerary, vita or resume, and application should be made available for review by all individuals involved in the interview process.

    3. The department or school will pay eligible expenses for candidates approved for on-campus interviews.

    4. Using the required and preferred qualifications in the job posting, interviews should be designed to assess competency in the discipline, potential as a teacher and a scholar, and potential for contributing to the department or school, college, and university missions. The committee chair may request interviewers to provide feedback on each candidate for later use in the selection process.

    5. During the interview, the dean will stress the university’s commitment to these areas and its expectation that each faculty member excels in areas of teaching, scholarly or creative activities, and service. In addition to assessing competency in the discipline and potential as a teacher and scholar, the dean may consider each candidate’s interest in areas such as distance education activities, leadership roles, and, for those disciplines where applicable, external and internal funding activities, patents, and commercialization of research.

    6. Prospective faculty should, in the judgment of the chair or director and dean, possess the ability to communicate and comprehend spoken and written English appropriate to the classroom setting prior to hire. The chair or director is responsible for ensuring the successful candidate meets the requirements, as outlined in AA/PPS No. 04.01.11, Clear English Requirements.

    7. All interviewees must be informed that the provost and VPAA must approve salary and applicable start-up funding offers (see AA/PPS No. 03.01.10, Start-Up Funds).


    1. After the conclusion of interviews, the search committee will meet to determine which candidates, if any, to recommend for hire. The search committee may choose to provide rankings, strengths and weaknesses, determination of acceptable and unacceptable candidates, and other types of feedback in its recommendation. The search committee chair will forward the recommendation to the chair or director.

    2. The chair or director will secure the advice of the department or school personnel committee regarding the search committee’s recommendation. The chair or director may also consult with other faculty in the department. After consultations, the chair or director will forward the recommendations of the search committee, the department or school personnel committee, and the chair or director to the dean.

    3. After discussion with the chair or director, the dean will review the recommendations. If the dean does not concur with the recommendations, they will consult with the chair or director and personnel committee. If the dean concurs with the recommendations, they will submit the salary recommendation and start-up request, if applicable, to the associate provost for approval. With dean and associate provost approval, the chair or director may begin formal negotiations.

    4. If a mutually acceptable offer cannot be reached between the candidate and chair or director, the selection process for the next recommended candidate should be followed beginning with Section 10.01.

    5. The search committee chair is responsible for moving applicants to the appropriate state in the online system (e.g., Recommended for Hire, Interviewed Not Selected, Interviewed). The search committee chair should consult with the chair or director before moving candidates to Recommended for Hire or Interviewed Not Selected. Once the search committee chair moves the selected applicant into the Recommend for Hire state, a link to begin the hiring proposal is available at the chair or director level.

    6. Final approvals for salary, start-up packages, and related issues for the selected candidate must be obtained prior to submitting the hiring proposal in the online system.


    1. In the event a search for a position does not produce a qualified candidate or a candidate who accepts the offer, the search may be closed and reopened if there is not time to expand advertising and recruiting efforts for the original search. A memorandum should be sent to the associate provost via the dean and the chief diversity officer and director of Equity and Inclusion, stating the position number and reasons for closing the search without hire.

    2. To reopen a search, the request is initiated at the chair or director’s level through the online system.


    1. Once the offer is accepted, the department will collect the required new hire documents from the selected candidate. The chair or director will initiate the hiring proposal by selecting the “Start Hiring Proposal” link located on the applicant’s job application. The department will submit the hiring proposal through the online system with the required new hire documents attached. The hiring proposal will be sent from the chair or director via the dean to the Faculty and Academic Resources office.

    2. Departments must adopt faculty qualifications policies regarding appropriate special credentials for their areas and defining terminal degrees other than the doctorate, including any required current job-related state, federal, or university LCC. An Employment Justification form must be submitted for any selected candidate that does not meet the faculty qualifications policy of the hiring unit. The justification must provide clear evidence of the expertise, related work experiences, licensure, awards, or other qualifications allowed by the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) that qualify the prospective faculty member to teach particular courses in the department. When determining acceptable qualifications for faculty employed under an employment justification, a department may not rely primarily or solely on “continuous documented excellence in teaching.” Requests for approval are made on a course-by-course basis. More information on appropriate documentation is available from Faculty and Academic Resources.

    3. After receipt of all required documents, Faculty and Academic Resources will prepare a contract for signature. Any special conditions of employment are subject to the final approval of the provost and VPAA, the president, the chancellor, and the TSUS Board of Regents.

    4. Following approval and signature by the provost and VPAA, the contract is mailed by Faculty and Academic Resources to the candidate, unless directed otherwise. The contract is subject to the stated deadline for acceptance. Upon receipt of the approved contract, Faculty and Academic Resources will send a copy of the signed contract to the department, with a copy to the dean.


    1. Each dean and chair or director is responsible for setting expectations, conducting conferences, explaining policies and procedures, and providing guidance on faculty development, support services, and opportunities related to the successful integration of the new faculty member in the university, college, and department or school. In addition, the chair or director should ensure that affected faculty seek formal guidance from International Affairs on immigration-related matters as soon as the selection process concludes.

    2. Each chair or director is also responsible for notifying new faculty members that they are expected to attend New Faculty Orientation sessions at the beginning of the fall or spring semester based on date of hire.


    1. Reviewer of the PPS includes the following:

      Position Date
      Associate Provost February 1 E3Y

    This PPS has been approved by the following individuals in their official capacities and represents Texas State Academic Affairs policy and procedure from the date of this document until superseded.

    Associate Provost; senior reviewer of this PPS

    Provost and Vice President for Academic Affairs