Reasons for screening applicants must be objective and applied consistently. Ensure the interviewed candidates meet all the required qualifications.

To ensure the right candidate is selected, effective screening and evaluation require communication, collaboration, and cooperation among the selection team. To reduce individual bias or blind spots, assemble a diverse interview team and require all involved in the search process to complete Understanding the Impact of Unconscious Bias in a University Setting: A Module for Faculty and Staff in Workday Learning. Additional guidelines include:

• Providing the interview team with the job description and clear, consistent guidelines for evaluating each candidate’s background, skills and experience
• Discussing with the selection team, prior to reviewing applications, how each required qualification or competency will be evaluated – consistency is key
• Focusing all screening on the content of the resume rather than the style
• Creating a structured, formal interview process that includes the same job-related interview questions 
• Avoiding questions designed to solicit information about the candidate’s race, color, ethnicity, national origin, religion, gender, gender identity, sexual orientation, disability, age, ancestry, marital status, veteran status, or family/ childcare situation
• Providing all candidates with clear, consistent information about the selection process

NOTE: Do not decline a candidate solely for neglecting to include a cover letter or a list of references unless noted in the job description as a requirement. 

Create a structured, formal interview plan that includes standard interview questions. The same questions should be asked to each candidate that is interviewed. The Interview Question Builder helps hiring managers determine interview questions based on the competencies required for the position. See below for best practices for interviewing. 

• All internal employees who have applied to the position and meet the minimum qualifications should receive a  phone screen interview. If they are not selected to move forward in the hiring process, the internal candidate should receive feedback. 
• Try to reduce the applicant’s nervousness, but remember even small talk is a formal part of the interview process.
• Use behavioral interviewing questions to probe how an applicant has demonstrated the required competencies in the past. For example, ask the applicant how they went about planning an event for their organization.
• Conduct structured interviews that ask the same pre-determined questions of each applicant.
• Ask follow-up questions to probe incomplete or unclear responses.
• Allow the applicant to ask questions and explain next steps and time frames.

Once interviews are completed each interviewer is expected to provide feedback and a rating in Workday to compare candidates effectively.

Hiring managers must follow Brown's policies and the law when selecting candidates for staff positions. Recruitment Coordinators are available to answer questions about the legality of selection criteria, screening methods, and proposed interview questions. Hiring managers must avoid irrelevant and unlawful interview practices designed to solicit information related to a candidate’s age, race, religion, gender, citizenship and nationality, disability, and sexual orientation. Understanding and complying with the obligation to obtain only job relevant information will help hiring managers reduce liability to themselves and the University. Effective January 2023, pursuant to the RI Pay Equity Law requirements, employers are prohibited from asking any wage history from candidates.