Search Advice from the Candidate's Point of View
Deborah German, M.D.
Founding Dean, College of Medicine
University of Central Florida
dgerman@mail.ucf.edu
Recognize a Good Search
A candidate who is observant will recognize the difference
between a good and a bad search. Sometimes a bad search is
evidence of a lack of experience of the institutional leadership.
Other times, it is an indication of hidden problems such as
political agendas or financial difficulties. Regardless of
the reason, if a candidate recognizes a bad search, he or
she can gain insights about the strengths and weaknesses of
the opportunity presented.
Committee Preparation
A position that looks great on paper may be an opportunity
for disaster and often this can be discerned in the search
process. For example, for a search at the highest level in
an academic health center, one committee member asked, "How
have you as a woman been so successful in leadership?"
The search agent interrupted the discussion to tell the committee
that that question was not in compliance with the law, and
posed the following question to the committee: "Did you
ask any of the male candidates how they had been so successful
in leadership as men?"
This search revealed the lack of understanding and experience
with issues of gender and diversity at the highest level.
It gave the candidate added information about the institution.
Stories of such experiences are often shared with colleagues
and the result is damage to an institution's reputation. Advanced
preparation of a committee can aid to prevent such events.
Interviews Are a Two-Way Street
Every interview is a two-way street. As the committee evaluates
the candidate, the candidate also evaluates the committee.
For example, in a fast paced airport interview in which a
search committee had ninety minutes with each candidate, no
introductions were made. The committee fired a series of prepared
questions at the candidates. Without introductions the candidates
did not know who was in the room and who was asking the questions.
The general feeling then became one of disregard and disrespect
for the individual.
The interview process is about relationships. Every candidate
who makes it to the interview stage has been carefully screened
and will leave with their impression of the institution. It
is likely that even those candidates who are not chosen will
have future interactions with the institution.
Committee Practices and Behaviors
The interview is about learning; the institution teaches
the candidate who they are and the candidate teaches the institution
who he or she is. If done well, both will walk away with new
insights regardless of outcome.
Here are some suggestions for committee practices and behaviors:
- Be clear with candidates and committee members about objectives,
process timetables and do's and don'ts.
- Have a diverse committee
.
- Explain the interview process from the start.
- Always introduce everyone in the room. This is common
courtesy and shows respect for all.
- Allow the candidate time for questions (10-15 minutes).
The nature of the questions asked will speak volumes about
the candidate and will show respect for the candidate.
- Prior to the interview, ask the candidate if they have
special needs or interests that need attention in order
to make a decision. Do they need a tour of the city? Do
they need to meet with a realtor? If so, plan a time to
address these interests.
- If there are sensitive political issues within the committee,
discuss them openly before the candidate is interviewed.
Political rancor can damage the process.
The committee that knows what it is looking for and has carefully
prepared all of its members to individually assess each candidate
for that very thing that is sought, will work well together.
Each member will see the candidate through a unique lens and
will contribute to the overall assessment. A diverse committee
will get a clearer picture. |
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Search Advice from the Committee's Point of View
Wiley Souba, M.D., Sc.D., M.B.A.
Dean, College of Medicine
Ohio State University
chip.souba@osumc.edu
Create a Good Search
I am always clear with the search committee that we are looking
for candidates who are strong on both the numbers and the
values. The former are generally quite evident in the CV—publications,
grants, awards, lectureships. The latter are not as evident
and are much harder to assess. It is important to ask questions
(of both the candidate and the references) to learn about
the candidates values, for example—their self-awareness,
ability to learn from mistakes, and adherence to a set of
core values that fit with the institution. John Wooden, the
great UCLA basketball coach, once remarked that if he had
a choice between a great player or a player that would make
the team great, he would take the latter every time.
The individual who will ultimately make the offer (and who
charges the search committee) must be clear with the committee
about how important it is to seek out diverse candidates.
The ability of an academic medical center to adapt to disequilibrium
in the external environment depends on its capacity to increase
variety and diversity in its internal environment. When an
organization increases its internal variety by recruiting
people with different views of the world (often women and
people of color), this prepares the organization to effectively
manage change.
Develop an Effective Search Committee
Search committees that appreciate from the start that the
process needs to be treated with confidentiality and integrity
generally get off on the right foot. They should not disclose
to their peers the names of potential candidates (this eventually
will become public knowledge) and should not make any phone
calls to this candidate's home institution until it is time
to check references.
The chair of the search committee plays an important role.
She/he is frequently chosen because of their credibility in
their institution and because of their deepened knowledge
of the field. It is key to lead the process, but important
to not bias the process. I find it useful for the committee
to interview each candidate as a group and to ask each of
them a similar round of questions. This gives the committee
the opportunity to evaluate and compare candidates as a group.
The way the search comes across to the candidates is crucially
important because first (and second) impressions mean a lot.
If the people doing the one-on-one interviewing show up on
time and ask intelligent, probing questions, they will learn
a good deal about the candidate.
Successful Recruitment and Retention of a Diverse Faculty
People are the most important asset of any organization.
Thus, it is critical to recruit the right people to be a part
of the organization. When the members of a search committee
recognize the huge responsibility and privilege they have
in shaping the future of the organization, it can empower
them to search wide and far for the best candidates. They
should be acknowledged publicly for the work they are doing.
Candidates will pick up very early how much pride and affection
the people they meet have for the medical center. If the consistent,
authentic message is: "This is a great place to work
and we're only starting to reach our potential," it can
act as a magnet. People thrive to be on a winning team.
Search committees themselves should be made up of very diverse
individuals. Such diversity sometimes manifests itself as
debate or disagreement about who the best candidates are.
Such conflict is healthy (even though many of us have an aversion
to it) because teamwork and organizational learning are born
from this type of conflict. Organizations that learn to harness
conflict and use vigorous debate constructively come up with
better solutions and more innovative ideas. |
