Recruitment for Academic Positions

Recruitment for Academic Positions--Section B
Administrative Explanations and Procedures

RECRUITMENT POLICIES
Recruitment Philosophy
Equal Employment Opportunity
Affirmative Action
Sex Discrimination and Sexual Harassment
Non-Discrimination and Sexual Orientation
Cultural Diversity
Americans with Disabilities Act (ADA)
Recruitment of Minorities and Women
Nepotism
"Ghost" Employees

RECRUITMENT PROCEDURES
Part-time and Visiting Positions
Major Administrative Positions
Full-time, Non-temporary Positions
Process:
Vacancy Notice
Interview Request/Interview
Offer Request
Offer to Recommend Appointment
Offer Letters
Late Offers

FRINGE BENEFITS-SUMMARY OF CONTRIBUTIONS

OFFER LETTERS: Samples
Acting Assistant Professor
Faculty/Lecturer/Librarian
Visiting Faculty

FACULTY AND OTHER ACADEMIC APPOINTEE RECRUITMENT:
Policies and Procedures

Documents
Explanations and procedures in this section are based on the following official documents located at the end of this
Section.

Equal Opportunity DOCUMENT B-I
Sex Discrimination and Sexual Harassment DOCUMENT B-II
Enhanced Understanding of Cultural Diversity DOCUMENT B-III
Affirmative Action Plan, Indiana University: Introduction and General Policies DOCUMENT B-IV
Affirmative Action Plan for the Handicapped DOCUMENT B-V
Affirmative Action Plan Supplement for Veterans and the Handicapped DOCUMENT B-VI
Affirmative Action Recruitment & Retention of Minority & Women Faculty DOCUMENT B-VII
Minority Summer Faculty Recruitment Program DOCUMENT B-VIII
Anti-Nepotism Policy DOCUMENT B-IX
Indiana State Statute--"Ghost Employees" DOCUMENT B-X
Search and Screen Procedures for Indiana University Administrators DOCUMENT B-XI
Search and Screen Procedures for Bloomington Campus Administrators DOCUMENT B-XII
University Search and Screen Procedures (for the Presidency) DOCUMENT B XIII
Initial Offer Letters DOCUMENT B-XIV
Statement on Recruitment and Resignation of Faculty Members DOCUMENT B XV
Non-Discrimination Based on Sexual Orientation DOCUMENT B-XVI
Sexual Discrimination and ROTC DOCUMENT B-XVII
ROTC Contracts DOCUMENT B-XVIII

Recruitment for Academic Positions--Section B

RECRUITMENT PHILOSOPHY

The Dean of the Faculties Office has prepared a booklet entitled "Recruitment Policies and Procedures for Faculty and Other Academic Appointees" which is available from that office (855-2809). The Affirmative Action Office has also prepared a set of guidelines for conducting searches ("IU Bloomington Pointers for Academic Searches"), which is available from that office (855-7559). Together these guidelines provide comprehensive, step-by-step procedures and information on filling academic vacancies. The Dean of the Faculties and the Affirmative Action Officer ask that supplementary recruiting procedures developed by schools and departments be submitted to them for review.

The recruitment policies and procedures in use on the Bloomington campus have been designed to attract outstanding people, utilizing sound management, personnel, and affirmative action principles to achieve this end.

EQUAL EMPLOYMENT OPPORTUNITY

Indiana University is committed to providing equal employment opportunities in its hiring practices in compliance with federal law. The Board of Trustees passed a resolution in 1969 and amended it in 1992 (see DOCUMENT B-I) pledging IU to "continue its commitment to the achievement of equal opportunity" and prohibiting "discrimination based on arbitrary considerations of such characteristics as age, color, disability, ethnicity, gender, marital status, national origin, race, religion, sexual orientation, or veteran status."

AFFIRMATIVE ACTION

An Affirmative Action Plan was approved in 1974 (see DOCUMENTS B-IV, B-V, and B-VI) designed to encourage that all personnel practices be focused on the qualifications of individuals. Following U.S. Department of Health, Education and Welfare guidelines, Indiana University's plan demands special efforts to recruit "qualified members of groups which have previously been denied opportunities for employment." In addition, the plan requires the pursuit of hiring goals that reflect the availability of women and minorities (as defined by the Equal Employment Opportunity Commission of the federal government) in academic positions. It proclaims diversified experience "a distinct and desirable quality which should be taken into account in recruitment." (see DOCUMENTS B-IV, B-V, and B-VI) All recruitment is monitored by the Campus Affirmative Action Office for compliance with these aims and policies.

SEX DISCRIMINATION AND SEXUAL HARASSMENT

In 1988 the University Faculty Council affirmed a commitment to comply with the Sex Discrimination Guidelines issued by the EEOC. In 1998 the University Faculty Council initiated, and the Trustees approved, an Indiana University Policy Against Sexual Harassment. See DOCUMENT B-II.

NON-DISCRIMINATION AND SEXUAL ORIENTATION

In 1991 the BFC affirmed its view that sexual orientation is a factor unrelated to achievement of excellence in the missions of the University and expressed concern that discrimination based on sexual orientation is practiced in the ROTC program. The Council further recommended that active efforts be made to change Defense Department policy, but that if discrimination continues beyond fall 1995-96, the ROTC program be phased out. (See DOCUMENT B-XVI.) Should the program continue, the BFC urged that new contracts take into account the BFC's concerns, including the lack of faculty review of the programs. (See DOCUMENT B-XVIII.)

In 1992 the Board of Trustees passed a set of resolutions which reaffirmed its support of the section of the Code of Student Ethics which states that "the University does not condone discrimination based on sexual orientation" while reaffirming its support of ROTC programs on campus and its view that this section does not preclude ROTC programs. The same set of resolutions urged support of the Defense Department's re examination of policies and of scholarly research on the impact of such a policy on the workplace. (See DOCUMENT B-XVII.)

UNDERSTANDING OF CULTURAL DIVERSITY

The University Faculty Council has adopted recommendations aimed at enhanced understanding of cultural diversity. The recommendations, adopted in 1990, charge academic schools, the Dean of the Graduate School, the Dean of the Faculties, Human Resources, and the campus Chancellor with responsibility for ensuring incorporation of this principle in all respects of the academic enterprise. (See DOCUMENT B-III.)

AMERICANS WITH DISABILITIES ACT (ADA)

The Americans with Disabilities Act is a federal statute designed to eliminate discrimination against individuals with disabilities. Under the ADA, the term "disability" means: (a) a physical or mental impairment that substantially limits one or more of the major life activities of an individual; (b) a record of such an impairment; or (c) being regarded as having such an impairment. The statute mandates that a qualified individual with a disability--an individual who, "with or without reasonable accommodation, can perform the essential functions of the employment position that such individual holds or desires"--be afforded the same employment opportunities as an equally qualified individual without a disability.

Indiana University desires to attract outstanding people for its academic positions and fully supports the national mandate, embodied in the ADA, to eliminate discrimination against individuals with disabilities. Indiana University is, therefore, committed to making reasonable accommodations so that qualified individuals with disabilities are provided access to the same employment opportunities as are qualified individuals without disabilities. Through this policy, the University endeavors to treat equally qualified individuals on an equal basis with respect to hiring and with respect to the material terms, conditions, and privileges of their employment.

Questions concerning eligibility and accommodation may be directed to the Office of Academic Affairs and Dean of the Faculties (855-2809).

RECRUITMENT OF MINORITIES AND WOMEN

Two plans providing additional funding to aid in the recruitment of under represented groups to the faculty of the Bloomington campus were implemented in 1986, and both have met with good success. The first program, the Faculty Recruitment and Retention Program, funds faculty positions for qualified junior or senior level minority and senior level women candidates for positions not advertised or otherwise funded. Nominating departments must document under representation of minorities or senior women on their faculty. For more information, contact Alberto Torchinsky, chair of the campus-wide committee established to review nominations (855-0542). (See DOCUMENT B-VII.)

Under the second program, the Minority Faculty Fellowship Program, qualified minority scholars are brought to the campus for either a summer or an academic year. Departments provide funding for a salary for fellows to teach one course during a summer session (usually the second) or two or more courses during an academic year. In either case, the campus provides a supplementary $ 3,000 fellowship. Further details may be obtained by contacting Alberto Torchinsky, Program director (855-0542).

NEPOTISM

An anti-nepotism policy, approved by the Board of Trustees, June 29, 1974, forbids the employment or transfer of any individual "to a position which establishes an immediate supervisor/employee relationship between two people who are related by blood or marriage." (See DOCUMENT B-IX.)

IMMEDIATE SUPERVISOR

The determination of the immediate supervisor is made, in each instance, by the Dean of the Faculties and the Vice President, Bloomington. It takes into account supervision of day-to-day functions, hiring, retention, promotion and salary-setting. Any instance of the potential employment of two family members in the same unit, where immediate supervision of one by the other might be an issue, should be brought to the attention of the Dean of the Faculties prior to appointment or transfer. The Dean, in consultation with the Vice President, Bloomington, will designate an immediate supervisor in compliance with the anti-nepotism policy.

"GHOST" EMPLOYEES

The university is subject to the state law against ghost employment, which prohibits payment or receipt of a salary without an assignment of duties for the university. (See DOCUMENT B-X.)

RECRUITMENT PROCEDURES

Instructions, information, and procedures applicable to recruitment for academic positions are normally distributed by the Dean of the Faculties and the Affirmative Action Office. The forms are also available electronically via e-mail, and may be requested by calling the Dean of the Faculties Office at 855-4669. All requirements are incorporated in these materials. The most recent procedures booklet, "Recruitment Policies and Procedures for Faculty and Other Academic Appointees," is reprinted at the end of this section. In addition, the Affirmative Action Office makes available a booklet entitled "IU Bloomington Pointers for Academic Searches," which contains useful guidance for search committees and chairs. The Pointers are available from department offices and the Affirmative Action Office.

PART-TIME AND TEMPORARY POSITIONS

For part-time, visiting, and temporary positions, and for acting positions of less than a year's duration, advertising is urged, but not required. If the complete procedures outlined for full-time, non-temporary positions are followed, a waiver may subsequently be granted should the individual be a candidate for shifting to non-visiting, full-time status in the same position.

MAJOR ADMINISTRATIVE POSITIONS

Two faculty councils have taken action which bears on the recruitment of major administrators. The University Faculty Council action ( DOCUMENT B-XI) provides that in filling certain university offices, a search and screen committee must be employed; the action speaks to the composition and procedures of such a committee. The Bloomington Faculty Council action (DOCUMENT B-XII) provides similarly for the selection of certain campus officers. In general, these procedures apply to full deanships and academic administrative positions of similar responsibility. The University Faculty Council has also approved a statement, subsequently accepted by the Trustees of Indiana University, which speaks to the procedures for filling a vacancy in the Presidency (See DOCUMENT B-XIII). If an outside search is to be conducted, the procedures below for full-time, non-temporary positions are to be followed. If only an internal search is anticipated, the Search Committee should seek the counsel of the Affirmative Action Officer at the outset regarding procedures.

A set of instructions titled "General Guidelines for Search and Screen Committees for Major Administrative Positions," available from the Office of The Chancellor of the Bloomington campus, is used in conjunction with the "IU Bloomington Pointers for Academic Searches" for guidance in conducting major administrative searches. The General Guidelines apply to positions for which the Chancellor appoints search committees, including Vice Chancellors, Deans, and other administrative officers with comparable responsibility and substantial policy authority.

NON-IMMIGRANT FOREIGN NATIONALS

The recruitment of non-immigrant foreign nationals presents special procedural concerns, which are discussed in the booklet "Recruitment Policies and Procedures for Faculty and Other Academic Appointees" reproduced below as part of this Guide.

FULL-TIME, NON-TEMPORARY ACADEMIC POSITIONS

Recruiting procedures for full-time, non-temporary academic positions are outlined in the booklet, "Recruitment Policies and Procedures for Faculty and Other Academic Appointees" which is reproduced below.

ADVERTISING

All full-time, non-temporary positions should be advertised unless there are grounds for a waiver. (See waiver provisions below.)

VACANCY NOTICE

The first step toward filling a full-time non-temporary position, whether or not a full search with advertising and search committee is planned, is submission of a Vacancy Notice Request. The form is to be prepared by the department chair or unit head and is then to be routed as follows: first to the administrative head (dean or division head), then to the Affirmative Action Office, and finally to the Dean of the Faculties Office. On this form a brief position description is provided along with an advertising plan or a request for an advertising waiver, and the names of the members of the search committee. This form is the vehicle for seeking approval for filling a position, for the proposed rank and title, FTE and duration, type of appointment, advertising copy/advertising plan or a waiver of the advertising requirement. When approved and returned to the employing unit, all facets of a plan to fill a vacancy will have been reviewed at all required levels. One form functions to obtain all required approvals.

INTERVIEW APPROVAL

Where a search waiver has been approved, the interview and the Interview Request form are not required. In the absence of a waiver, interview approval should be obtained prior to scheduling any interviews.

INTERVIEW REQUEST
Interview Request form follows the same routing as the Vacancy Notice Request:
The first to the administrative head (dean or division head), then to the Affirmative Action Office, and finally to the Office of the Dean of the Faculties. The Interview Request must be approved prior to conducting interviews.

INTERVIEWS

Candidates for faculty, lecturer, and librarian positions are interviewed in the Office of the Dean of the School or the Office of the Dean of University Libraries. All candidates being considered for positions of associate or full professor must also be interviewed by a representative of the Office of the Dean of the Faculties. Candidates for other types of academic positions are normally interviewed by the unit head or immediate supervisor.

All candidates for academic positions shall be furnished excerpts from the Academic Handbook of relevant appointment terms and conditions along with other items of importance. The Office of the Vice Chancellor for Academic Affairs will supply unit heads and deans offices with copies of these materials.

For candidates being considered for positions as associate or full professor, four items must be provided to the Office of the Dean of the Faculties at least two days before the actual interview:

1. CURRICULUM VITAE, including a bibliography.
2. LETTERS OF RECOMMENDATION. No fewer than six for tenured positions, and at least three for all others.
3. REPRINTS OR COPIES OF PUBLICATIONS. Samples for each dean to be in attendance will suffice.
4. COPIES OF IMPORTANT PREVIOUS CORRESPONDENCE WITH THE CANDIDATE.

The department should be sure to send to the candidate, prior to the interview, relevant information about Indiana University to enable him/her to ask focused questions. The Office of the Dean of the Faculties will provide each candidate with a summary sheet of benefits.

Rank, tenure status, and terms of any offer to a candidate must be agreed to by the School Dean or division head and the Dean of the Faculties. Thus it is well to advise candidates not to make any assumptions with respect to the terms of any forthcoming offer.

OFFERS

When the hiring unit is ready to make an offer, and Offer Request form must be prepared. For offers to faculty, lecturers, and librarians only, an Offer to Recommend Appointment form must also be prepared. The Offer Request and Offer to Recommend Appointment (if applicable) are then to be routed to the administrative head (dean or division head), then to the Affirmative Action Officer, and finally to the Office of the Dean of the Faculties.

OFFER REQUEST

The Offer Request form must be accompanied by a vita on the individual(s) to whom an offer is recommended. For academic positions (other than faculty, lecturers, or librarians), the Offer Request may include a list of persons to whom offers will go should a declination be received. The Office of the Dean of the Faculties need only be informed of declinations for the unit to extend offers to others, in turn, on the list. Should a declinations be received for offers of faculty, lecturer, or librarians positions, an additional Offer Request, Offer to Recommend Appointment, and their respective attachments must be submitted requesting approval for a second offer. Offer Requests must be submitted even if a search has been waived before an offer letter is sent to the candidate.

OFFER TO RECOMMEND APPOINTMENT

In addition to the Offer Request, an Offer to Recommend Appointment must be submitted for candidates for faculty, lecturer, and librarian positions. A draft of the Dean's offer letter must accompany the Offer to Recommend Appointment when it is routed. After reviewing the Offer Request (and, if applicable, the Offer to Recommend Appointment), the Dean of the Faculties will return it, along with the Dean's offer letter, to the department. In accepting the offer, the candidate should sign and return the Offer to Recommend Appointment together with the Personal and Professional History form. If a tenure-related appointment is subsequently approved, the Offer to Recommend Appointment serves as the official tenure agreement between Indiana University and the appointee.

OFFER LETTERS: FACULTY/LECTURER/ LIBRARIAN

Offer letters for faculty/lecturer/librarian positions must be sent from a School Dean, following receipt of the approved Offer Request and Offer to Recommend Appointment. The Offer to Recommend Appointment form and a Personal and Professional History form should be sent to the candidate with the offer letter. Bloomington Faculty Council action requires that the Dean's offer letter describe the kinds of professional duties required, and state how criteria for promotions and tenure are likely to apply. (See DOCUMENT B-XIV.) See also sample offer letters.

In accepting the offer, the candidate should sign and return the Offer to Recommend Appointment together with the Personal and Professional History form. If a tenure-related appointment is subsequently approved, the Offer to Recommend Appointment serves as the official tenure agreement between Indiana University and the appointee.

VISITING OFFERS

In the tightening market situation of today, with the attendant need to conduct thorough searches before filling lines permanently, it has become increasingly important that the terms of visiting appointments be made clear to all parties. As a consequence, formal offer letters from School Deans are required for all visiting appointments, making clear the basis for the temporary appointment. A copy of the offer letter must be sent to the Dean of the Faculties at the time the offer is made. In some cases there is no permanent line to be filled, i.e., the appointment is made utilizing replacement funds or other funds which will not continue to be available. In others, permanent line is being filled temporarily while a thorough search is conducted. In still others, future funding decisions have not yet been made. Whatever the basis, it is well to make future expectations (or the lack of them) clear to the visitor, especially the university's policy that, in general, no individual may be on visiting status for more than two years. Sample offer letters of several types are included. No approvals are required before visiting offers are extended by School Deans, but copies of the offer letters should be supplied to the Dean of the Faculties at the time they are issued.

Note that in general, persons recruited for visiting positions may not convert to non-temporary positions unless a formal advertised search was conducted for the visiting position.

For the specific benefits available to visiting faculty and librarians, contact the Office of the Dean of the Faculties, 855-2809.

ACTING ASSISTANT PROFESSOR

The qualification “Acting” indicates a temporary appointment with the understanding that when a specified condition (e.g., completion of a terminal degree) is met, the appointee will receive a regular appointment as Assistant Professor. Acting appointments may not continue for longer than two years, except in special circumstances approved by the campus� Academic Officer. Acting Assistant Professors are eligible for IU Retirement Plan 10.

A change in title can be made effective as of the beginning of the first (or second) semester if a letter postmarked no later than September 30 (or January 31,) written by the Dean of the Graduate School of the degree-granting institution, certifies that all requirements for the doctorate (or other terminal degree) have been completed, including thesis defense and submission of final copy of the thesis. If the degree requirements are completed after September (or January) the change in title and salary does not become effective until the beginning of the following semester.

In appointing individuals to whom an Acting Assistant Professorship has been offered, the appointment should be minus the emoluments that would accrue to the appointee if the degree were obtained in time. We cannot, even though assurances of early degree completion are reasonably persuasive, process the appointment as Assistant Professor until the above requirements are fulfilled.

It should be made clear to candidates whose terms of appointment involve converting from an Acting Assistant Professorship to a three-year Assistant Professorship that the time spent in the Acting appointment is deducted from the three-year Assistant Professorship. Thus, if, for example, an individual takes one year to complete degree requirements, the Assistant Professorship could be for no more than two years.

IU RETIREMENT PLAN

By action of the Trustees of Indiana University, inclusion in IU Retirement Plan 10 is automatic for professors/librarians appointed after July 1, 1999 with tenure or for a term of one or more years.

TENURE CREDIT

All recommendations for appointment with tenure or with an allowance of time countable toward tenure must be approved by the Office of the Dean of the Faculties. No more than three years' credit toward tenure should be considered. The AAUP permits institutions to require a four year probationary period despite the number of previous years of experience in a comparable position, and the Faculty Council has incorporated this provision into the tenure policy. (See DOCUMENT E-II.)

SABBATICAL CREDIT

Requests to grant time countable toward sabbatical leave should be discussed between the Dean of the School and the Dean of the Faculties when the candidate is not present. Only the Dean of the Faculties may grant time toward sabbatical leave and it would be misleading to suggest the possibility to candidates before approval has been secured. Credit toward sabbatical eligibility is normally granted only to senior appointees who would miss an approaching sabbatical by moving to this institution. If credit toward sabbatical leave is approved the offer letter should specify the terms and indicate the approval of the Dean of the Faculties'. The Offer to Recommend Appointment should also specify the terms of any credit given toward sabbatical.

MOVING EXPENSES

Limited moving expenses may be made available by the Dean of the School.

RESEARCH SUPPORT

Some units expect to assist new appointees with the establishment of a research program. Whenever the needs of the candidate exceed the resources of the unit or the School and a request to the Vice President for Research is contemplated, the unit should specifically request that office's participation in the interview in the Office of the Dean of the Faculties. Any commitment on the University's part will be listed as part of the offer on the Offer to Recommend Appointment form, whether committed by the unit, the School Dean or the Vice President for Research.

LATE OFFERS

Indiana University subscribes to the recommendation of the AAUP that recruitment of faculty members at other institutions should be conducted as early as possible in the academic year and that later offers (i.e., after May 1) for the following fall should not be made to faculty members at other institutions except in cases of emergency. (See DOCUMENT B-XV.)

If, because of an emergency, it is desirable to make an offer to a faculty member at another institution after May 1, please notify the Dean of the Faculties Office immediately. The Dean will contact the other institution and inform you of its response before an official offer letter is authorized.

Indiana University also is a party to a courtesy resolution adopted by the Indiana Conference of Higher Education in 1963 which provides that no institution shall approach the faculty members of other Indiana institutions of higher learning concerning either full-time or part-time appointments without prior consultation with the president of the other institution or her/his designated representative.

BENEFIT INFORMATION FOR FULL-TIME FACULTY, LIBRARIANS, AND OTHER ACADEMIC APPOINTEES*
(January, 1999)

Benefit University Cost Employee Cost

Social Security (FICA) tax
Medicare Tax 6.2% of annual salary up to $72,600 limit and 1.45% of annual salary with no limit Same as University Cost

IU Retirement Plan

Faculty, Librarians and all other Academic Appointee's starting July 1, 1999 or later 10% of actual base salary None

**Life Insurance ($50,000 coverage)
Dependents' Life Insurance
Accidental Death and Dismemberment $150.00 per year None

Unemployment Compensation
Workers Compensation
(Medical and Income) 0.08% of base salary
0.44% of base salary None

Fee Courtesy 0.45% of base salary

HEALTH CARE PLAN Medical Only
Total Premium
(monthly)
IU Contribution Employee Contribution
Medical Only
With Dental

IU PPO HEALTHCARE
$500/1000 Deductible
Employee
Employee/Child(ren)
Employee/Spouse
Family

198.52
392.76
481.08
546.37
142.75
248.39
301.79
324.42
55.77
144.37
179.29
221.95
57.09
150.74
186.97
234.23

IU PPO HEALTHCARE
$900/1800 Deductible
Employee
Employee/Child(ren)
Employee/Spouse
Family
Medical Only
Total Premium
(monthly)
112.13
223.34
273.08
310.16

IU Contribution
111.13
222.34
272.08
309.16
Employee Contribution
Medical Only
1.00
1.00
1.00
1.00

With Dental
1.00
4.35
4.72
6.50

M-PLAN HMO
Employee
Employee/Child(ren)
Employee/Spouse
Family
156.61
317.87
387.36
438.71
142.75
248.39
301.78
324.42
13.86
69.48
85.58
114.29
13.86
73.08
88.79
121.72

IU PRECISION POS
Employee
Employee/Child(ren)
Employee/Spouse
Family
163.38
323.18
395.93
449.59
142.75
248.38
301.78
324.41
20.63
74.80
94.15
125.18
21.95
81.17
101.83
137.46

* The information given here is presented in form of in-lieu-of-pay value to illustrate the overall value of fringe benefits. Variations in benefits may occur, and
employees do not have a claim on the exact dollar values used for illustration.
** Appointees may purchase additional group term life insurance equal to as much as four times their salary, if requested within 60 days of first eligibility, or upon proof of medical insurability.

SAMPLE OFFER LETTER: Acting Assistant Professor

[Bracketed material to be used where and as appropriate]

Ms. I. N. Ventor
Department of Odds & Ends
Midwestern Large University
Small College Town, State

Dear Ms. Ventor:

I write to advise you of our desire to have you join the staff of the [Department or School] at Indiana University-Bloomington.

I will recommend to the Dean of the Faculties your appointment as a Lecturer in [Department or School] under the terms and conditions described on the enclosed Offer to Recommend Appointment, subject to administrative approval, and to your providing the federally required documentation showing you are a citizen or permanent resident of the United States or an authorized alien entitled to be employed in the U.S. for the period of this appointment. Should you have met all requirements for the Ph.D. by September 30, 1996, your appointment would be as an Assistant Professor for a three-year period; by January 31, 1997, your title would be changed to Assistant Professor, beginning the second semester, and your appointment would be for an additional two and one-half years, subject to administrative approval.

We are proud of Indiana University's unusually fine program of benefits. These benefits add significantly to the value of your stated salary. As a lecturer you will be enrolled in the University's group life insurance program and may join its medical plans. The University pays the full cost of the group life insurance and a portion of the cost of the medical insurance. You will be eligible for participation in the IU Retirement Plan 10. A special feature of the retirement program is that it is non-contributory on your part, with the University making the entire contribution. With this arrangement, a greater portion of your salary is retained as "take-home" pay. The retirement program is fully "vested," i.e., you own all of the benefits purchased on your behalf from the vendor.

Should you decide to accept this offer, please sign and return the enclosed Offer to Recommend Appointment form to my office by [date], along with a completed Personal and Professional History form (also enclosed).

[Closing paragraph might consider teaching assignments, with a final sentence such as "We sincerely hope you will find it possible to accept our offer and join us at Indiana University."]

Sincerely,

Dean

cc: Dean of the Faculties
Chairperson, if appropriate

SAMPLE OFFER LETTER: Faculty on Tenure Track
[Bracketed material to be used where and as appropriate]

Dr. I. N. Ventor
Department of Odds and Ends
Midwestern Large University
Small College Town, State

Dear Dr. Ventor:

I write to advise you of our desire to have you join the faculty of the [Department or School] at Indiana University-Bloomington.

I will recommend to the Dean of the Faculties your appointment in the [Department or School] at the rank of [Assistant Professor] under the terms and conditions described on the enclosed Offer to Recommend Appointment. This recommendation is subject to final administrative approval, and to your providing the federally required documentation showing that you are a citizen or permanent resident of the United States or an authorized alien entitled to work in the U.S. for the period of your appointment.

We are proud of Indiana University's unusually fine program of benefits. These benefits add significantly to the value of your stated salary. You will be enrolled in the University's group life insurance program and may join its medical plans. The University pays the full cost of the group life insurance and a portion of the cost of the medical program. You will be enrolled in the IU Retirement Plan 10. A special feature of the retirement program is that it is non-contributory on your part, with the University making the entire contribution. With this arrangement, a greater portion of your salary is retained as "take-home" pay. The retirement program is fully "vested," i.e., you own all of the benefits purchased on your behalf from the vendor.

As generally is the case at Indiana University, teaching, research/creative activities, and service are included in your responsibilities as a faculty member. Please note that Indiana University bases its tenure [if at less than full rank, add, "and promotion"] recommendations upon performance in these three areas. Faculty members are normally expected to excel in one of the categories and to be at least satisfactory in the two other categories. Additional material is available in the Academic Handbook, from the Office of the Dean of the Faculties, and from my office. [For all candidates:] Should you decide to accept this offer, please sign and return the enclosed Offer to Recommend Appointment form to my office by [date], along with a completed Personal and Professional History form (also enclosed).

We sincerely hope you will find it possible to accept our offer and to join us at Indiana University.

Sincerely,

Dean

cc: Dean of the Faculties
Chairperson, if appropriate

SAMPLE OFFER LETTER: Faculty with Tenure
[Bracketed material to be used where and as appropriate]

Dr. I. N. Ventor
Department of Odds and Ends
Midwestern Large University
Small College Town, State

Dear Dr. Ventor:

I write to advise you of our desire to have you join the faculty of the [Department or School] at Indiana University-Bloomington.

I will recommend to the Dean of the Faculties your appointment in the [Department or School] at the rank of [Associate Professor] under the terms and conditions described on the enclosed Offer to Recommend Appointment. This recommendation is subject to the approval of the Board of Trustees, and to your providing the federally required documentation showing that you are a citizen or permanent resident of the United States.

We are proud of Indiana University's unusually fine program of benefits. These benefits add significantly to the value of your stated salary. You will be enrolled in the University's group life insurance program and may join its medical plans. The University pays the full cost of the group life insurance and a portion of the cost of the medical program. You will be enrolled in the IU Retirement Plan 10. A special feature of the retirement pro- gram is that it is non-contributory on your part, with the University making the entire contribution. With this arrangement, a greater portion of your salary is retained as "take-home" pay. The retirement program is fully "vested," i.e., you own all of the benefits purchased on your behalf from the vendor.

[If at less than full rank] As generally is the case at Indiana University, teaching, research/creative activities, and service are included in your responsibilities as a faculty member. Please note that Indiana University bases its promotion recommendations upon performance in these three areas. Faculty members are normally expected to excel in one of the categories and to be at least satisfactory in the two other categories. Additional material is available in the Academic Handbook, from the Office of the Dean of the Faculties, and from my office. [For all candidates:] Should you decide to accept this offer, please sign and return the enclosed "Offer" form to my office by [date], along with a completed Personal and Professional History form (also enclosed).

We sincerely hope you will find it possible to accept our offer and to join us at Indiana University.

Sincerely,

Dean

cc: Dean of the Faculties
Chairperson, if appropriate

SAMPLE OFFER LETTER: Visiting Faculty on Temporary Line Only
(Not filled by Faculty on leave)

Dr. John C. Doe
428 Green Street
Toronto, Ontario
Canada

Dear Dr. Doe:

Upon recommendation of the [Department or School], I am pleased to offer you a position as Visiting Assistant Professor for the academic year beginning August, 19--. To avoid any possible misunderstanding, I must stress that the position is available for one year only; we do not expect to continue it beyond next year. Your appointment is subject to final administrative approval and to your furnishing the federally required documentation showing that you are a citizen or permanent resident of the United States, or an authorized alien entitled to work in the U.S. for the period of your appointment.

We are pleased to offer you a salary of $00,000 for the academic year. [For full-time on academic year only, add:] In addition, the University's medical and life insurance programs will be available to you. Since these are group plans with Indiana University contributing to part of the cost, they are well worth joining if you do not already have equivalent coverage. These plans will be made available to you within a month after your arrival in Bloomington. If you are interested, you may contact our Human Resources Office upon your arrival.

Your teaching and departmental responsibilities will be arranged in your department, and you should discuss these with Professor [Name] if you have not already done so. If you have any questions pertaining to this appointment or related matters, please feel free to contact Professor [Name] or this office. We sincerely hope that you will find it possible to accept our offer and to join us at Indiana University.

Sincerely,

Dean

cc: Dean of the Faculties
Chairperson, if appropriate

SAMPLE OFFER LETTER: Visiting Faculty on Potentially Permanent Line
[Bracketed material to be used where and as appropriate]

Dr. Jean Doe
4668 Brown Street
Columbus, Ohio 43220

Dear Dr. Doe:

Upon recommendation of the [Department or School], I am pleased to offer you a position as a Visiting [Assistant, Associate] Professor at a salary of $00,000 for the academic year beginning August, 1996. Your appointment is subject to the final administrative approval and to your furnishing the federally required documentation showing that you are a citizen or permanent resident of the United States, or an authorized alien entitled to work in the U.S. for the period of your appointment.

We hope that the Department will have a regular [tenure-track] vacancy to be filled the following year. [Use this wording if a full national search has not already been conducted:] If that proves to be the case, you may place yourself in candidacy on an equal basis with all others who apply. [Use this wording if a full national search has already been conducted (i.e., to fill the visiting position with an eye toward possible permanency):] It is our hope that a full-time, tenure-track appointment will be available to you beginning [date].

[For full-time academic year only, add:] The University's medical and life insurance programs will be available to you. Since these are group plans with Indiana University contributing to part of the cost, they are well worth joining if you do not already have equivalent coverage. These plans will be made available to you within a month after your arrival in Bloomington. If you are interested, you may contact our Human Resources Office upon your arrival.

Sincerely,

Dean

cc: Dean of the Faculties
Chairperson, if appropriate

SAMPLE OFFER LETTER: Visitor on Leave from Another Institution
[Bracketed material to be used where and as appropriate]

Dr. Jerry Doe
123 Main Street
Midland, Indiana

Dear Dr. Doe:

Upon recommendation of the [Department or School], I am pleased to offer you a position as visiting [Assistant, Associate] Professor for the academic year beginning August, 1996. Your appointment is subject to final administrative approval and to your finishing federally required documentation showing that you are a citizen or permanent resident of the United States, or an authorized alien entitle to work in the U.S. for the period of your appointment.

We are pleased to offer you a salary of $00,000 for the academic year. [For full-time, academic year only, add:] In addition, the University's medical and life insurance programs will be available to you. Since they are group plans with Indiana University contributing to part of the cost, they are well worth joining if you do not already have equivalent coverage. These plans will be made available to you within a month after your arrival in Bloomington. If you are interested, you may contact our Human Resources Office upon your arrival.

Your teaching and department responsibilities will be arranged in your department and you should discuss these with Professor [Name] if you have not already done so. If you have any questions pertaining to this appointment or related matters, please feel free to contact Professor [Name] or this office. We sincerely hope that you will find it possible to obtain leave from your current position in order to join us at Indiana University for the coming year.

Sincerely,

Dean

cc:Dean of the Faculties
Chairperson, if appropriate

Recruitment Policies and Procedures for Faculty and Other Academic Appointees

Indiana University Bloomington
(1997)

For information and clarification regarding the following procedures, please contact either the Dean of the Faculties Office (855-2809) or the Campus Affirmative Action Officer (855-7559).

Summary of Recruitment Procedures for Academic Positions

Following is a summary of University recruiting procedures for academic positions. These recruitment and affirmative action policies and procedures apply to all nonstudent academic positions listed in Section A. For further information and clarification regarding academic recruiting procedures, please contact the campus Affirmative Action Officer (855-7559) or the Dean of the Faculties Office (855-2809).

All academic positions--full-time, part-time, and visiting--should be advertised locally in the Bulletin for Academic Appointees. The following procedures are mandatory for full-time, non-temporary positions and optional for part-time and visiting positions.

1.Vacancy Notice: Submit this form which provides information on:

a. Description of the position/vacancy announcement
b. Advertising plan or waiver request. Where a waiver is granted Proceed to Step 2.
c. Designation of search committee and/or the recruitment coordinator.

For explanation see:

a. Instructions; form
b. Waiver Requests

If the applicant pool may include non-immigrant foreign nationals, additional requirements must be met. See "Guidelines for Recruitment of Nonimmigrant Foreign Nationals."

Return of this form to the originating unit with appropriate signatures constitutes approval of:

a. The request to fill the vacancy
b. Terms for the position (FTE, duration, type)
c. Title, rank code, and fringe benefits
d. Advertising copy
e. Advertising plan or advertising waiver

2.Waiver Request: Submit this form with attached detailed explanation

If granted proceed to step 5.

For explanation see:
Waiver Request instructions

3. Advertise and Screen Applicants

a. Place ads and notices
b. Keep a log of applicants
c. Acknowledge application and send IU Applicant Mentoring form to applicants
d. Screen candidates
e. Choose interviewees

For explanation see:
Academic Search and Screen Guidelines are available from the Affirmative Action Office

4. Interview Request: Submit this form prior to scheduling interviews.

It contains:
a. 8 top candidates, rank ordered
b. Indication of persons to be interviewed

For explanation see:
Request for Interview

Return of this signed form to the originating unit constitutes approval to schedule interviews (N.B. Candidate interviews for Associate and Full Professor are to be scheduled with the Dean of the Faculties; for Assistant Professor, with the unit Dean's office; all others with the supervising unit.)

5. Offer Request: submit this form which contains

a. Individual(s) to whom offer will be made, including gender, ethnicity, citizenship
b. Attached vita for individual(s)
c. Terms of the offer
d. For faculty, lecturers, librarians: Attach a copy of the proposed offer letter and the Offer to Recommend Appointment form

For explanation see:
Offer Request form
Guidelines for Recruitment of Nonimmigrant Foreign Nationals
Offer to Recommend Appointment form

Return of this signed form to the originating unit constitutes approval to recommend the offer--subject to formal administrative or Trustees' approval.

INSTRUCTIONS: VACANCY NOTICE

The Vacancy Notice form is the vehicle for obtaining all the approvals on one document which are required for beginning recruitment.

1. Chairperson's/Dean's approval to establish a position or fill a vacancy, and the type of position it will be (full- or part-time, visiting, tenure-line, etc.)
2. Affirmative Action Office approval of the advertising plan and the wording of the advertisement, or of an advertising waiver (see below).
3. Dean of the Faculties' approval, or tentative approval, of a title, rank code (and consequently benefits), and the content of the position description.

This form also serves as the vehicle for placing a notice in the Bulletin for Academic Appointees. Careful planning will be helpful in completing the form. The IU Bloomington Pointers for Academic Searches, available from department offices and the Affirmative Action Office, provides useful guidance for planning.

Approvals
The Vacancy Notice form is to be reviewed and approved by the following persons or offices before a position is advertised:

1. the departmental chairperson or unit head
2. the appropriate dean or division head
3. the Campus Affirmative Action Officer
4. the Dean of the Faculties

Changes
Every effort should be made to develop the Vacancy Notice in a thoughtful manner. After the proposal has been submitted, it should be necessary to change it only when circumstances change. To make a change, mark the requested changes on the original Vacancy Notice and recirculate the form to the relevant administrators for their approval, as provided on p. 2 of the form.

WAIVER REQUESTS
The search procedures may be waived under certain circumstances. The more common circumstances under which a waiver will be considered are outlined below. A department may request a waiver on the Waiver Request form.

1. Endowed chairs. Because endowed chairs frequently are offered in recognition of extraordinary scholarly accomplishments, they usually are not advertised. In requesting a waiver for an endowed chair a department must document that it has systematically canvassed the field of potentially qualified scholars, made special efforts to identify appropriately qualified minorities and women, and systematically screened candidates making a special effort to consider the credentials of minorities and women.
2. Unique individuals. Advertising and other recruitment procedures sometimes are ineffective or counterproductive in hiring individuals who have unique talents or experiences. In requesting a waiver a department must (1) document that the usual advertising procedures are inappropriate, and (2) canvass the field of persons in the relevant discipline and provide evidence that other individuals with similar qualifications or who enjoy similar stature or reputations are not available. (For Foreign Nationals in this category see the special instructions).
3. Faculty or professionals who have served in a visiting or interim capacity and were recruited for the visiting position using a full national search. Additional advertising will be waived in such circumstances. This situation occurs under circumstances such as the following:
a. A regular faculty position is frozen after the position is advertised and the successful candidate is offered a visiting position.
b. The successful candidate will accept only a visiting position because the candidate is unsure about whether to leave her/his current institution.
c. It is unclear whether the most qualified of the applicants merits an appointment.

Note that the search in this case must be a full national search involving all of the elements (e.g., systematic screening of applicants, interviews) appropriate to recruitment for regular faculty positions.

4. Changes in appointment type. Advertising and other recruitment procedures usually are waived when no vacant position exists and a department wants only to appoint an individual holding one type of full-time regular appointment to another type of full-time regular appointment. This situation usually reflects either a reorganization of the unit or changes in the responsibilities associated with the position. (In this context regular appointments are all types of appointments other than visiting or acting.)
5. Expansion of part-time appointments. Advertising and other recruitment procedures may be waived when no vacant position exists and a department wants only to increase a part-time appointment to a full-time appointment to reflect increases in the responsibilities of the incumbent. In recommending this change, a department must document that the part-time position was appropriately advertised.
6. Promotion/Title change. Advertising and other recruitment procedures may be waived when no vacant position exists and a department wants to change a title either to better describe the position or to reflect different or increased responsibilities. In cases where a vacant position does exist the unit is expected to comply with the usual advertising and recruitment procedures.
7. Urgent departmental needs. Under unusual circumstances procedures may be waived if a department has an urgent need to fill a critical position and has identified a candidate with unique or superior talents.
8. Loss of an outstanding candidate. Advertising and other recruitment procedures may be waived if an outstanding candidate has a bona fide job offer for a similar position at another institution and would be lost if the usual advertising and recruitment procedures were carried out.
9. Dual career situations. Advertising and other recruitment procedures may be waived when a candidate for an appropriately advertised position makes her/his decision concerning whether or not to accept an offer contingent upon an offer of employment to her/his spouse. A waiver also may be appropriate where a faculty member has a bona fide offer from another institution and makes her/his decision to remain at Indiana University contingent upon an offer of employment to her/his spouse.
10. Return of a disabled appointee. Advertising and other recruitment procedures are always waived when a person who has been on a disability leave cannot assume the duties of her/his former position and must be placed in an alternative vacant position.
11. Research associates. Advertising and other recruitment procedures may be waived to make the following appointments:
a. a Principal Investigator whose name is written into a grant application, but who lacks faculty or lecturer status and is therefore to be appointed as a research associate or to one of the Research Ranks;
b. persons who are by name written into the grant application as Research Associate;
c. persons, especially students, already employed on the project, or a closely related one, in a part-time (usually student assistant) status who are to be "promoted" to full-time employee status.

If an advertising waiver is granted, an Offer Request form may be submitted at once, omitting the Interview Request procedure.

Additional Copies
Additional copies of the Vacancy Notice and Waiver Request forms may be obtained by calling the Dean of the Faculties Office (855-2809) or the Affirmative Action Office (855-7559). For those with Adobe Acrobat, these forms may be downloaded and printed from your computer

THE INTERVIEW REQUEST FORMS

Recommendations concerning the candidates to be interviewed, along with other information, are recorded on the Interview Request Form. This form is reviewed and approved by the department chairperson, the appropriate Dean, the Campus Affirmative Action Office, and the Dean of the Faculties. When the department receives a fully approved copy of the Interview Request Form, interviews may be scheduled.

GUIDELINES: THE VACANCY ANNOUNCEMENT/POSITION DESCRIPTION

Introduction

A well-written vacancy announcement is essential to a successful search. Who applies for a position depends upon how a position is advertised. Vacancy announcements which are written too broadly may elicit numerous inquiries from unqualified or greatly overqualified applicants and create unnecessary work. Those which are written too narrowly or ambiguously may cause desirable candidates not to apply.

An effective vacancy announcement includes information concerning:

--title or rank
--a definition of responsibilities and/or area of specialization
--a statement of authorization
--minimum qualifications and other desirable qualifications
--a request for additional information, such as a letter of application, a curriculum vita or resume, and names of references or letters of reference
--name and address of person to whom information should be sent
--a closing date--
--a statement indicating that Indiana University is an equal opportunity/affirmative action employer

Rank or Title

The announcement should specify for faculty the desired or preferred rank level: e.g. "entry level" "Assistant Professor," "junior level," "Assistant or Associate Professor," or "senior level." If the rank is open, the announcement should state so. Non-faculty positions should be identified by the appropriate title: e.g. "Counselor," "Research Associate," etc.

Duties and Responsibilities

1. Faculty positions:
Vacancy announcements for faculty positions commonly identify the area of specialization which a department desires; they may also include information on desirable experiences, talents, or areas of expertise. Other duties and responsibilities associated with faculty positions, such as teaching assignments, research expectations, service expectations, and departmental responsibilities may be highlighted if they are especially important or unusual. In general, the area of specialization associated with a faculty position should be defined as broadly as possible, considering the needs of the department and any agreements made with the dean who authorized the position. Overly narrow definitions of specialization tend to limit the number of qualified applicants and often discourage women and minority applicants. Barring unusual circumstances, the area of specialization and other aspects of a position should not be changed after they are advertised. Hence, its determination should be based on careful prior consultation within the department and/or unit. A vacancy announcement should not indicate that a department will consider persons in any specialization or any number of specializations unless the department legitimately and seriously intends to do so.
2. >Non-Faculty positions:
The vacancy announcement should specify as precisely as possible the duties of the position in order of importance. If any special opportunities or privileges are associated with this position they may also be listed. As is the case with faculty positions, it is important that the statement of responsibilities be developed in consultation with members of the unit. Barring unusual circumstances, the duties and responsibilities of the position should not change after the advertisement is published.

Funding Uncertainty

Because of the publication schedule of professional journals, newsletters, or bulletins, some positions must be advertised before they have been officially authorized by the unit Dean or before an expected grant has been awarded. In such cases announcements should indicate clearly that the position is expected or anticipated.

Additional Information Requests

The type of information which is requested in an advertisement depends upon the position to be filled. Common items include a letter of application, a curriculum vita or resume, a brief biographical sketch, a short statement of ideas on some topic (e.g., development of teaching and research programs, philosophy of higher education), and names of references or letters of reference.

In most cases it is advisable to ask for as little information as possible in the advertisement and request additional information from applicants who survive the first screening. Candidates of high quality are more likely to respond if it is relatively easy to submit the information requested in the advertisement. Requesting reference or names of references in an advertisement has an especially chilling effect on applicants who already hold positions. They frequently are unwilling to ask at an early stage in the application process for letters of reference or for permission from colleagues to use their names.

Closing Date

All advertisements should specify a closing date for applications. The closing date can be stated in several ways:

Deadline: (date)
Applications received before (date) will be assured of consideration.
Please send (information) by (date) .

The closing date should be set carefully and thoughtfully, giving applicants as much time as possible from the time the advertisement is actually published. For positions advertised through national or regional publications or mailings, the deadline should be at least 30 days from the time the advertisement appears. For positions advertised only locally or on campus, the closing date should be at least two weeks after the advertisement appears for the second time in the campus-level employment bulletin.

For many reasons applications from excellent candidates sometimes arrive after the closing date, and the purpose of the recruitment process may be defeated by failing to consider them. It is important, however, to remember that late applications should be treated uniformly. For example, a unit may decide to include all applications received after the closing date but before interviews are scheduled in the applicant pool; but a unit should not decide to include some applications and not to include others. The most honest way of communicating to applicants such a procedure is to use the statement, "Applications received before (date) will be assured of consideration."

Advertisements in Campus Employment Bulletin

In general, the preceding comments on position announcements apply also to the text appearing in the Bulletin for Academic Appointees. However, information such as "Indiana University, Bloomington, Indiana, 47405" and "Indiana University is an Equal Opportunity/Affirmative Action Employer" may be omitted, since it is provided in the bulletin mastheads.

The editor of the Bulletin would like advertisements to be similar in form, length, and content. The desired length and style are suggested in the following sample text:

The Department of Chemistry anticipates several tenure-track openings at the assistant professor level. We are interested in candidates with training in analytical, inorganic, organic, or theoretical chemistry. These positions will require the ability to organize and present, effectively, courses at both the graduate and undergraduate levels. Moreover, potential candidates are expected to have a solid record of accomplishment in research and to show promise of developing vigorous, independent programs of scholarly investigation. To apply, submit a brief biographical sketch, a publication list, names of three references, and a short resume of ideas for the development of teaching and research programs. Deadline for application is 1 November 1996. Please apply to Dr. Paul Grieco, Chairperson, Department of Chemistry.

The Bulletin for Academic Appointees is published by the Dean of the Faculties (Bryan Hall 109) on a bi-weekly basis and appears on Tuesdays. The deadline for submission of vacancy notices is noon on Thursday of the preceding week. Each notice will appear twice, in two consecutive issues of the Bulletin.

Text for the Bulletin is submitted on the Vacancy Notice form, along with the advertising plan and an indication of the scope and procedures of the search. After submission, it should be necessary to change the proposal only when circumstances change. In this event, the unit may propose a change simply by circling the element on the original proposal which is to be changed and then indicating what is to replace it.

GUIDELINES: THE ADVERTISING PLAN

Advertising Plan

The goal of the advertising process is to develop a pool of applicants which includes as many outstanding applicants as possible, including a representative number of minorities and women. It is consistent with the campus' commitment to affirmative action for the representation of minorities and women in the applicant pool to at least equal their representation among individuals possessing the basic qualifications for the position being advertised. For example, the proportion of women and minority applicants for an entry level assistant professor position in mathematics should at least equal the proportion of minorities and women among new recipients of the Ph.D. in mathematics. Ideally, the same proportional representation of minorities and women should occur among top-ranked candidates.

It has been the experience of the campus that the foregoing goals are most efficiently achieved through searches which are appropriate in scope, and which use vigorous and creative recruitment techniques.

1. Scope of the Search
With regard to scope, searches may be classified into four categories: full national searches, limited national searches, regional searches, and local searches. The type of position to be filled determines the scope of a search. The standards covering scope of search displayed in Table I are based on a desire to use recruitment resources as effectively as possible. They assume, based on the experience of the campus during the last several years, that applicants from all over the nation can be successfully recruited for full-time faculty, lecturer, librarian, higher level professional, and research associate positions, but that applicants from a narrow geographical area (i.e., regional or local area) can be successfully recruited for lower level professional and those part-time, visiting, and limited term positions which are advertised. Except under unusual circumstances the scope of advertising (i.e., local, regional, national) should be at least as broad as that specified in the Table. Proposals which narrow the scope of advertising below that in the Table will be scrutinized closely by the Affirmative Action Office and must be supported with a strong rationale.
2. Other Recruitment Techniques
Various recruitment techniques which the campus has found to be effective are also given in Table I along with information concerning the applicability of each technique to searches of different scopes. The success of the recruitment process depends to a large degree on the initiative and ingenuity with which a department implements these techniques. Successful recruitment requires more than placing advertisements in appropriate publications. As indicated in the Table, a mailing to appropriate organizations as well as personal contacts are strongly encouraged. Personal contacts are particularly important. Because outstanding potential candidates for many positions already have positions and do not respond to published advertisements, they must be identified and personally encouraged to submit their credentials. Perusing journals and making contacts through professional associations and colleagues are two means by which to identify potential candidates. It is important to note that any efforts to recruit candidates personally should include deliberate efforts to identify and personally encourage qualified minorities and women to apply. Without such efforts, personal recruitment of candidates is nothing more than the "old boy network" which operated in the past to exclude minorities and women disproportionately from consideration for positions. Every search should include special efforts to identify and recruit exceptional applicants, including exceptional minorities and women. A department which expects to have noncitizens in the applicant pool or proceeds to hiring a Foreign National should carefully consult the special instruction.
3. Summary
It is the responsibility of the unit to develop appropriate advertising plans. At the discretion of the unit, some or all aspects of the advertising process may be broader than that specified. Advertising techniques should include as many elements in Table I as possible, taking into account variables such as time constraints, opportunities for recruitment, and recruiting norms which operate in particular disciplines/professions.

TABLE I

TYPE OF POSITION Faculty and Lecturers
(Full-time) Librarians & Physicians
(Full-time) Part-time, Visiting and short term (less than academic year)

RANK CODE IR00-5 LI01-04 & MD00 All rank codes at less than 100% FTE or short term.

SCOPE OF SEARCH Full national search Full national search

ADVERTISING IN PROFESSIONAL JOURNALS, ETC. REQUIRED. Must appear in at least 1 nationally read publication. (If no appropriate publication exists, a direct mailing as described below may be undertaken in lieu of this.) Advertising in the Herald Times is appropriate for some positions.

ADVERTISING IN AFFIRMATIVE ACTION PUBLICATION STRONGLY RECOMMENDED. Advertising in at least one nationally read affirmative action publication--journals, periodicals, newsletters, or job listing specifically directed at minorities or women. Most productive to use a publication directed at members of a specific discipline, e.g., The Black Scholar, The American Political Science Association Women's Caucus Newsletter. Not required

DIRECT MAILINGS STRONGLY RECOMMENDED. A mailing to departments, programs, institutes, foundations, etc., to be posted and to personally apprise qualified candidates of the vacancy. Must be national in scope.

STRONGLY RECOMMENDED. A mailing to caucuses and organizatins directed at concerns of women and minorities requesting they publicize and welcome nominatins.
Not required. A local mailing is appropriate for some positions.

PERSONAL CONTACTS STRONGLY RECOMMENDED. Identify and personally contact strong potential applicants, especially including women & minorities by letter/telephone. Must be national in scope. DESIRABLE. Identify and personally contact local strong candidates, especially women & minorities.

I.U. PUBLICATIONS AUTOMATIC. Submission of the Vacancy Notice form results in publication in two consecutive issues of the Bulletin for Academic Appointees or the Professional Opportunities Bulletin.

POSTING AT NATIONAL MEETINGS APPROPRIATE, where available Usually not appropriate

LISTING WITH PLACEMENT SERVICES APPROPRIATE, where available Usually not appropriate

TRIPS TO MEETINGS, CONFERENCES & OTHER INSTITUTIONS APPROPRIATE, where available Usually not appropriate

TABLE I (continued)

RECRUITMENT STRATEGIES

Professional Staff Level 16 & above (Full time) Research Associates and Scientists (Full time) Professional Staff Below level 16 (Full time)

OA, CN--level 16 and above IR93, 95, 96, 97, 98 OA, CN--below level 16

Limited national search Limited national search Regional search

REQUIRED. Must appear in one nationally read professional publication or a national mailing must be undertaken. REQUIRED. Must run in at least one regionally read publication or at least two major metropolitan newspapers (e.g. Chicago Tribune).

DESIRABLE. Advertising in at least one nationally read affirmative action publication- journal, periodical, newsletter or job-listing specifically directed at minorities or women. Most productive to use a publication directed at members or a specific discipline, e.g. The Black Scholar, The American Political Science Association Women's Caucus Newsletter. DESIRABLE. Advertising in at least one regionally or nationally read affirmative action publication and/or a special edition of a major metropolitan paper directed at minorities or a minority newspaper.

REQUIRED. A mailing of national scope to departments, programs, etc., or an advertisement in a national professional publication.

STRONGLY RECOMMENDED. A mailing to caucuses and organizations directed at concerns of women and minorities requesting they publicize and welcome nominations..
STRONGLY RECOMMENDED. A mailing of regional scope to departments, programs, etc. to be posted and to personally apprise qualified candidates of the vacancy.

DESIRABLE. Identify and personally contact strong potential candidates, especially including women and minorities, by letter or telephone. Must be national in scope. STRONGLY RECOMMENDED. Identify & contact potential candidates, esp. women and minorities by letter or phone.

AUTOMATIC AUTOMATIC. Submission of the Vacancy Notice form results in publication in two consecutive issues of the Bulletin for Academic Appointees or the Professional Opportunities Bulletin.

APPROPRIATE, where available APPROPRIATE, where available

APPROPRIATE, where available APPROPRIATE, where available

APPROPRIATE, where available APPROPRIATE, where available

GUIDELINES: NONIMMIGRANT FOREIGN NATIONAL CANDIDATES

Recruitment for all positions involving classroom teaching should include a print ad in a professional journal with national circulation.

Twenty-first century trends to advertise via electronic media only do not meet U.S. Department of Labor (DOL) requirements for Labor Certification. Labor Certification, with its “special handling” provisions for teaching faculty, is the preferred and simplest method to qualify international faculty for U.S. permanent residence (green card).

To meet DOL requirements for Labor Certification for teaching faculty, the recruitment effort must include at least one print advertisement in a national professional journal. The print advertisement should include (at minimum) the job title, the duties of the position, and the requirements for the position. In this context, “teaching” is defined as classroom teaching of regular university courses listed in the Schedule of Classes, with the international employee listed as an instructor of record.

If a search yielding an international candidate has not included the requisite print advertisement, the hiring department will be faced with either re-opening the position to conduct a new test of the labor market, or delaying sponsorship of permanent residence until the faculty member can document three years of experience and is able to assemble extensive documentation attesting to his/her eligibility for the Outstanding Professor/Researcher category. Further information about University processes for sponsorship of permanent residence is available at
http://www.indiana.edu/~intlserv/Content/Faculty__Staff_and_Visitors/Permanent_Residence/

If you have candidates who may need immigration sponsorship or have related questions, consider arranging an appointment with Office of International Services staff during their visit to the campus. Indiana University provides extensive immigration services and support for its employees, which can be an incentive for recruiting highly qualified international faculty. (Office of International Services, 306 Franklin Hall, intlserv@indiana.edu; 855-9086).

GUIDELINES: THE SEARCH COMMITTEE OR SEARCH COORDINATOR

The diversity and decentralized nature of the campus and the variety of positions which are filled make it difficult to provide guidelines which are very specific. In most cases a person or committee of persons is appointed to handle the complex and time-consuming process of recruiting and screening applicants. Often this person or committee develops the advertising plan, the vacancy announcement, and the criteria for selection, and schedules and coordinates interview visits. Usually the person or committee is appointed by the unit head, although sometimes departments use other processes of appointment.

1. Composition of Committees:
Committees involved in the recruiting and selection process vary in size. Usually they are no smaller than three persons and no larger than eight or ten persons. In most cases, a majority of members of the committee are selected from among members of the unit. Depending upon the position and the size of the committee it may be appropriate to appoint one or two students. Every effort should be made to appoint minority persons and women to serve on the committee. If the representation of minorities and women among members of the unit is small, consideration might be given to appointing graduate students or persons from other units who are minorities or women. Alternatively, consideration might be given to asking women and minorities to serve as consultants to the committee by providing information on the special role, interests, and concerns of minorities and women.

2. Charge to the Committee/Coordinator:
It usually is helpful if a committee is charged in writing or provided some kind of guidelines by the unit head. Since there are very few campus-level norms concerning operation of committees involved in recruitment and selection, it is important for a unit head to specify exactly what a committee is expected to do and how it is expected to operate. The unit head and the committee should hold a discussion to assure that they hold common expectations concerning these matters. The charge, guidelines, or discussion of expectations should cover at least six areas: the nature of the recommendations which the committee is to make; the time schedule; the number of candidates to be interviewed; financial resources; any administrative concerns; and standards of confidentiality. In addition, the charge, guidelines, or discussion of expectations may highlight special concerns with respect to the position to be filled, especially as they relate to challenges to be faced by the successful candidate, the importance of special skills, and long and short range goals of the unit. In dealing with the nature of the recommendations which the committee is to make, instructions should be given or a common expectation achieved concerning whether the committee is to recommend candidates from which the unit head or department will choose those to be interviewed, or is to make a recommendation concerning the specific individuals to be interviewed.

3. Timing:

In establishing a time schedule, it is important that a decision concerning whom to hire often has a significant effect on the campus for many years. Although holding a position vacant while a careful search is conducted often involves inconveniences, it usually is in the long-term interest of the unit to proceed slowly, allowing ample time for qualified persons to be appropriately apprised of the position, to apply, and to be carefully considered.

If the position is one without which the unit cannot function, someone may be appointed on an acting or interim basis.

4. Deliberations:

In dealing with administrative concerns, special emphasis should be placed upon the importance of a careful, honest, and thorough search which appropriately apprises qualified persons of the position and carefully scrutinizes and fairly evaluates the credentials of every applicant. Anything less is inconsistent with our affirmative action obligations and reflects negatively both on the basic integrity of the unit and on the campus as a whole. With regard to standards of confidentiality, it is important that names of candidates, professional histories, and personal references should not be shared with persons other than those who are directly involved in the selection process or who otherwise have a need to know. Extreme care should be taken in guarding personal references so as not to undermine future efforts to elicit completely candid information. The committee should discuss and agree upon standards for confidentiality and mechanisms to deflect questions from other concerned persons.

GUIDELINES: THE SCREENING PROCESS

Vitae and application materials should be acknowledged as they are received. The letter of acknowledgment should be mailed within a week of receiving a vita. Enclose with the letter of acknowledgment an IU Applicant Monitoring form (available from the Affirmative Action Office, 855-7559.) At a minimum, the letter of acknowledgment should give some information concerning the timelines of the recruitment process and should ask applicants to return the Applicant Monitoring form to the Campus Affirmative Action Office. It is best if letters of acknowledgment are typed individually or generated on a word processor. If this isn't possible, then preprinted form letters (with individualized salutations) may be used.

SCREENING APPLICATIONS

The screening process usually takes place in three phases: the preliminary screening, the major screening, and the screening for interviews.

THE PRELIMINARY SCREENING

The preliminary screening identifies applicants who obviously lack the strengths necessary for success in the position and eliminates them from consideration early in the screening process. The preliminary screening is conducted as vitae and other application materials are received. Responsibility for the preliminary screening usually is given to a single person or a subcommittee of the committee appointed to deal with recruitment and selection. The best practice is to have two people read each vita. If both agree that an applicant obviously lacks necessary strengths, the applicant may be sent a brief rejection letter. The vitae and application materials of persons who survive the preliminary screening are retained for the major screening.

Recordkeeping: At this point, a simple check list giving common reasons for rejection should be established for the committee's files.

THE MAJOR SCREENING

During the period before the major screening begins, each member of the committee in charge of recruitment and selection should spend some time each week reviewing the credentials of applicants who survive the preliminary screening. Very soon after the deadline, the entire committee should meet to select a list of promising candidates for whom more information will be sought. After the major screening, appropriate letters should be sent to all candidates considered during the screening notifying them of their status. Persons who have been screened out receive rejection letters. Others are notified that they will be considered further. See guidelines concerning the contents of these letters.

This is the point in the recruitment process at which it is appropriate to ask for references and other information from candidates. If a candidate includes names of references in her/his vita, they may be contacted. If a candidate indicates that she/he has an up-to-date placement file, a letter may be sent directly to the appropriate placement office. Candidates who have not provided names of references may be asked for the names. At this point, it also may be helpful to ask for other information such as a brief biographical sketch or a statement on development of teaching and research programs.

It is inappropriate to make phone calls or to address other inquiries to persons at the institution with which a candidate is currently affiliated or to others without first asking the permission of the candidate. The question may be posed to the candidate in a general way (e.g., we may want to ask persons at--to comment on your talents and potential. Do you have any objection to our contacting one or more persons? Is there anyone with whom you would rather we not speak?). It is important to observe the candidate's wishes. If the candidate indicates that she/he would prefer that no inquiries be made, the committee may draw its own conclusions.

Recordkeeping: In the major screening, a list containing a sentence or two explaining why each applicant was retained should be developed and kept for the committee's file.

Screening for Interviews: At this stage, candidates are divided into three groups. Some have been eliminated in the preliminary screening stage and will have received rejection letters. Others will be added to this group at this stage. Some candidates are placed in a group to be interviewed. The remaining candidates are placed in a reserve group. These candidates, although less promising than others, are deemed to be worthy of serious consideration and may be interviewed if persons currently scheduled to be interviewed are less promising that their paper credentials suggested or are uninterested in the position.

Recordkeeping: At this point, detailed notes should be made concerning the reasons why candidates were assigned to one of the groups given above.

THE REJECTION LETTER

Letters of rejection are sent out at several points in the screening process: after the preliminary screening, after the major screening, and after the screening for interviews. As is the case with letters acknowledging receipt of applications, it is best if letters of rejection are typed individually or generated on a word processor. If this isn't possible preprinted form letters (with individual salutations) may be used. It is not appropriate to refer to an applicant's high level of personal accomplishment or unique and impressive background in a form letter which obviously is being sent to more than one person. The letter should merely thank the applicant for her/his interest in the position and for the opportunity to review her/his vita and then indicate that other applicants possess attributes (backgrounds, interests, talents) which are more congruent with the needs of the department, and that only their applications have been retained for further review. If the letter of rejection is sent after references and other materials have been collected, the applicant should be thanked for submitting these materials.

ACTIVE CANDIDATE LETTER

These letters also should be typed individually or generated on a word processor. Except at the very late stages of the screening process, form letters with individualized salutations may be used. These letters usually thank an applicant for her/his interest in the position and for the opportunity to review her/his vita and then request additional information or apprise the candidate that everything which is needed is on file and will be considered as the review process progresses.

VACANCY NOTICE

[This form is downloadable as an Adobe Acrobat PDF file. Go here if you need an Acrobat Reader.]

This form has been divided into two forms. There is now a Waiver Request form in addition to the above.

INTERVIEW REQUEST

[This form is downloadable as an Adobe Acrobat PDF file. Go here if you need an Acrobat Reader.]
OFFER REQUEST

[This form is downloadable as an Adobe Acrobat PDF file. Go here if you need an Acrobat Reader.]

OFFER TO RECOMMEND APPOINTMENT

[This form is downloadable as an Adobe Acrobat PDF file. Go here if you need an Acrobat Reader.]

DOCUMENT B-I
EQUAL OPPORTUNITY/AFFIRMATIVE
ACTION
(Approved: BFC 10/6/92; UFC 10/13/92
Trustees 12/4/92)

Indiana University pledges itself to continue its commitment to the achievement of equal opportunity within the University and throughout American society as a whole. In this regard, Indiana University will recruit, hire, promote, educate, and provide services to persons based upon their individual qualifications. Indiana University prohibits discrimination based on arbitrary considerations of such characteristics as age, color, disability, ethnicity, gender, marital status, national origin, race, religion, sexual orientation, or veteran status.

Indiana University shall take affirmative action, positive and extraordinary, to overcome the discriminatory effects of traditional policies and procedures with regard to the disabled, minorities, women, and Vietnam-era veterans.

DOCUMENT B-II
SEX DISCRIMINATION AND SEXUAL HARASSMENT
(Approved: UFC 4/26/88, 3/10/98; Trustees 6/15/98)

SEX DISCRIMINATION
Indiana University complies with the Sex Discrimination Guidelines issued by the Equal Employment Commission in 1968, and amended in 1969 and 1972. Policies relating to recruitment, development opportunities, working conditions, fringe benefits, pregnancy and childbirth shall not discriminate based on the sex of applicants, appointees, or students.

The Guidelines specifically preclude:

1. separate lines of progression and seniority systems based on gender;
2. discrimination against married women;
3. advertisements which indicate a preference, limitation, specification or discrimination based on sex;
4. pre-employment inquiries as to sex unless made in good faith for a nondiscriminatory purpose;
5. fringe benefits (medical, hospital, accident, life insurance and retirement plans; profit-sharing and bonus plans; leave plans; other terms, conditions, and privileges of employment) which discriminate between men and women;
6. written or unwritten employment policies or practices which exclude from employment applicants or employees because of pregnancy, childbirth or related medical conditions;
7. sexual harassment.

Concerns about compliance with the Guidelines should be brought to the attention of the Campus Affirmative Action Officer. Because of the sensitive and discriminatory nature of sexual harassment charges, specific provisions and procedures have been established.

SEXUAL HARASSMENT
Harassment on the basis of sex is a violation of federal and state law. Indiana University does not tolerate sexual harassment of its faculty, staff, or students. Individuals who believe they are victims of sexual harassment, as well as those who believe they have observed sexual harassment, are strongly urged to report such incidents promptly. Indiana University will investigate every sexual harassment complaint in a timely manner and, when there is a finding of sexual harassment, take corrective action to stop the harassment and prevent the misconduct from recurring. The severity of the corrective action, up to and including discharge or expulsion of the offender, will depend on the circumstances of the particular case.

Once a person in a position of authority at Indiana University has knowledge, or should have had knowledge, of conduct constituting sexual harassment, the university could be exposed to liability. Therefore, any administrator, supervisor, manager or faculty member who is aware of sexual harassment and condones it, by action or inaction, is subject to disciplinary action.

A. Definitions

Following federal guidelines, Indiana University defines sexual harassment as follows:

Unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature, constitute sexual harassment when:

1. submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment or academic advancement;
2. submission to or rejection of such conduct by an individual is used as the basis for employment or academic decisions affecting such individual; or
3. such conduct has the purpose or effect of unreasonably interfering with an individual's work or academic performance or creating an intimidating, hostile, or offensive working or learning environment.

B. Application

This University policy is designed to protect all members of the University community. It applies to relationships among peers as well as to superior/subordinate relationships. It also applies to all individuals, regardless of their gender or sexual orientation.

C. Provisions.

1. Faculty, staff, and students have the right to raise the issue of sexual harassment. Further harassment against complainants or retaliation against complainants or others who participate in the investigation of a complaint will not be tolerated. Appropriate and prompt disciplinary or remedial action will be taken against persons found to be engaging in such further harassment.

2. The university will deal with reports of sexual harassment in a fair and thorough manner, which includes protecting, to the extent possible, and to the extent permitted by law, the privacy and reputational interests of the accusing and accused parties.

3. Education is the best tool for the prevention and elimination of sexual harassment. Each dean, director, department chair, and/or administrative officer is responsible within hi/her area of jurisdiction for the implementation of this policy, including its dissemination and explanation.

4. It is the obligation and shared responsibility of all members of the University community to adhere to this policy., and are protected by faculty and staff personnel policies and student codes. Sexual harassment can be a grievous action having serious and far-reaching effects on the careers and lives of individuals.

D. Enforcement Principles

Enforcement and implementation of this sexual harassment policy will observe the following principles:

1. Each campus must have procedures-consistent with notions of due process-for implementing this policy including where complaints are made, who investigates complaints, how complaints are resolved, what procedures are available for appeals, and how records are kept.

2. The Campus Affirmative Action Officer shall serve as a resource with regard to interpretation of sexual harassment guidelines.

3. Confidentiality of information relating to investigations of complaints of sexual harassment shall be maintained to the extent practical and appropriate under the circumstances and to the extent permitted by law. Individuals charged with implementing this policy shall share information with regard to given incidents of sexual harassment only with those who have a "need to know" in order to implement this policy.

4. Investigations must be conducted promptly and thoroughly.

5. Whether particular actions constitute sexual harassment will be determined from the facts, on a case-by-case basis. The university will look at the record as a whole, as well as the context in which the alleged misconduct occurred.

6. Both the charging party and the respondent will be notified of the outcome of the investigation.

7. In the event it is found that sexual harassment has occurred, corrective action, up to and including discharge or expulsion of the offender, will be taken through the appropriate channels of the university. The corrective action will reflect the severity and persistence of the harassment, as well as the effectiveness of any previous remedial action. In addition, the university will make follow-up inquiries to ensure the harassment has not resumed and the complainant has not suffered retaliation.

DOCUMENT B-III
RECOMMENDATIONS FOR ENHANCED UNDERSTANDING OF CULTURAL DIVERSITY
(Approved: UFC 4/17/90)

1. The campus chancellor should ensure the implementation of programs targeted at all in-coming undergraduate and graduate students in which the behavioral norms set out in the Code of Student Ethics--specifically including behaviors related to cultural diversity and racial, ethnic, and gender discrimination--are clearly described. To the extent possible, this program should be required and should take place at the earliest practicable time. Students who violate these standards should be subject to the complaint procedures of the code, which should be vigorously enforced by the responsible administrators.
2. The faculty of each undergraduate degree-granting-unit should adopt a cultural diversity degree requirement appropriate to their curriculum. Adoption of a requirement which has a focus on the issues of cultural diversity and racial, ethnic, and gender discrimination within the context of the United States would be especially useful in achieving the objectives of these recommendations. In any event, courses which focus on diversity and discrimination in the United States should be among those which satisfy the requirement.
3. The Dean of the Faculties should implement a program targeted at all current faculty and librarians in which standards of conduct set out in the Academic Handbook-- including those behaviors related to cultural diversity and racial and sexual discrimination-- are highlighted. The program shall be repeated annually for new faculty and librarians.

Faculty and librarians who violate these standards should be subject to enforcement procedures associated with the Code of Academic Ethics, which should be vigorously enforced by responsible administrators.

4. The Dean of the University Graduate School should ensure the implementation of programs targeted at all new associate instructors on the Bloomington campus in which standards of conduct set out in the Academic Handbook-- including those behaviors related to cultural diversity and racial, ethnic, and gender discrimination--are clearly described. Associate instructors who violate these standards should be subject to enforcement procedures associated with the Code of Academic Ethics, which should be vigorously enforced by the responsible administrators.

5. The Assistant Vice President for Human Resources should ensure the implementation of measures similar to Recommendations 3 and 4 which would apply to all other Bloomington campus employees.

6.A. The target date for implementation of Recommendations 1, 2, 4, and 5 should be no later than the beginning of Fall Semester 1991.

6.B. The faculty should act on Recommendation 2 during the 1990-91 academic year.

DOCUMENT B-IV
AFFIRMATIVE ACTION PLAN, INDIANA UNIVERSITY: INTRODUCTION AND GENERAL POLICIES
(Approved: Trustees 6/29/74)

[Note: A new Affirmative Action Plan is adopted annually. The current Plan is available from the Affirmative Action Office, 855-7559]
(Portions of the Affirmative Action Plan relevant to grievance procedures, tenure/reappointment/promotion, leaves, and salary policy will be found under DOCUMENTS, D-XIX, E-XVII, E-XX.)

I. Commitment of Indiana University

The commitment of Indiana University to the goal of equal opportunity has been evidenced in many ways. It was one of the earliest of the major universities in this country to admit women and minority group students on an equal footing with non-minority males. In recent years it has been among the leaders in developing programs for the special recruitment, counseling, and assistance of disadvantaged students. The University's "Groups" programs have been emulated elsewhere in the country and efforts will soon be made to support similar programs at the graduate level for minority group students entering Big Ten universities. At the graduate level, special programs were launched to increase the numbers of Black students in Business, Library Science, and other fields.

The University has introduced non-credit courses, credit courses, and interdisciplinary departments and programs designed to increase awareness of the contribution women and minorities have made to various aspects of American life. These study programs also emphasize the special problems which must be overcome by women and minorities in advancing themselves socially, politically, and economically.

Affirmative action officers have been named on all the campuses of Indiana University and committees have been established to consider the special needs of minority group persons and women.

The commitment of the Trustees of Indiana University to positive action in this area is contained in the resolution on Equal Opportunity, which was passed unanimously by the Trustees of Indiana University on November 21, 1969. This action, which broadened and extended a previous resolution adopted in 1967, provided:

RESOLUTION

WHEREAS, it is and has been the policy of Indiana University over a period of years to adopt and support measures designed to prevent discrimination against any individual student, faculty member, or employee of Indiana University on the sole basis of his race, color, religion, sex or national origin;

AND, WHEREAS, it is also the policy of our country and of our state to eliminate such discrimination in our society;

NOW, THEREFORE, BE IT RESOLVED by the Trustees of Indiana University, that the University Administration be directed to take such steps as may be necessary and desirable to accelerate the final elimination of such vestiges of discrimination as may still exist, based on race, color, religion, sex, or national origin, from all phases of University life including official employment and other personnel policies and participation in campus activities and organization.

II. The Significance of Affirmative Action

Indiana University pledges itself to continue its commitment to the achievement of equal opportunity within the university and throughout American society as a whole. In employing and advancing the careers of academic appointees and staff, in admitting students, and in planning academic programs, it is not only morally but also educationally sound that decisions should focus upon the qualifications of the individual rather than upon such arbitrary considerations as race, ethnic or national origin, sex, marital status, religion or age (within the legitimate limits imposed by university regulations).

We recognize today, however, that neutrality on these issues--especially with regard to discrimination based upon race, national origin, and sex--is not sufficient to bring about the desired goal of equal opportunity. Traditional recruitment practices, even when there was no intention of discriminating, have frequently overlooked significant pools of qualified talent. The resultant exclusion has meant that our faculties, staffs, and student bodies have tended to be deficient in two major respects. First, they have tended to exclude from consideration for certain positions within the university segments of potential talent including women, members of minority groups, and others whose aspirations at all levels were thereby either lowered or completely frustrated. Second, exclusion denied the non-minority males the enrichment which would have resulted from intellectual, social, and other forms of contact with minorities and women in a university setting. Thus the premise of the affirmative action concept is that unless positive and extraordinary action is undertaken to overcome the discriminatory effects of traditional policies and procedures, a benign neutrality will tend to perpetuate the status quo. In addition the law requires that there be an examination of all employment policies and procedures to ensure that they do not operate to the detriment of any persons on grounds of minority status, religion, sex, national origin, age, or any other irrelevant factor. And where discrimination is evidenced, forthright action must be taken to correct the situation. This requirement of non-discrimination applies to all persons, whether or not the individual is a member of a conventionally defined "minority group."

For those who are fearful that affirmative action will result in "reverse discrimination" it should be expressly stated that it is not the intention of this Plan that there should be, or will be, a lowering of standards in terms of achieving academic excellence or that unqualified persons must be admitted as students or hired for academic or staff appointments. Moreover, it does not mean that meeting the minimum requirements expected of any serious applicant for a position will automatically make all such applicants equal in terms of their suitability for that position. Affirmative action does not preclude a university from continuing to provide logical and balanced programs which meet the educational needs of a broad spectrum of society. Nor, does affirmative action automatically take priority over all other legitimate goals and policies of the university. It does mean the university is required to demonstrate that it has engaged in good faith efforts to increase access of women, minorities, and others to all phases of university life.

III. Definition of Minorities1

A. For the purposes of affirmative action, the Equal Employment Opportunity Commission of the Federal Government has identified the following minority categories of United States citizens:

1. Black--Includes Americans of black African origin or descent as well as those of the black race identified as Jamaican, Trinidadian, and West Indian.
2. Spanish Surnamed (Latino)--Includes all persons of Mexican, Puerto Rican, Cuban, Latin American or Spanish descent including all persons whose native language, cultural heritage, and/or ancestry are rooted in Spain or Latin America.
3. American Indian--Includes persons who identify themselves or are known as such by virtue of tribal association or consider themselves native Americans.
4. Asian American--Includes persons of Japanese, Chinese, Korean, or Filipino descent or whose appearance reveals East Asian or Polynesian origins (but not Pakistani and East Indians, who are classified along with all persons of Indo-European descent as White).
5. Other--Includes Aleuts, Eskimos, Malayans, Thais, and others not covered in the specific minority categories above and not classified as White.

B. For the purpose of defining minorities, noncitizens employed by the university will be reported under "Other."

IV. Definitions of Appointments

For the purposes identified in the Affirmative Action Plan, appointments are classified as follows:

A. Academic Appointments: Faculty (IR00-IR04), Lecturer (IR05), Teacher (IR92), Research Associate (IR93-IR94) and Librarian (LI00-LI04).Counselor (CN00-CN02), Other Academic (0A00), and student academic appointments as Associate Instructor (IR81), Research Assistant (IR88), Faculty Assistant (AA81), Graduate Assistant (AA82), Student Counselor (AA83) will be covered by certain parts of the Plan insofar as they are covered by similar policies currently. Certain policies in the Plan should be modified to fit these categories. For example, in the determination of goals, local and regional availability as opposed to national availability may control.

B. Staff Appointments: Administrator (AD), Professional (PR), Clerical (CL), Technical (TE), Service and Maintenance (SM), Food Service (FS), Health Center Physician (MD), Resident/Intern (RI), Nurse (NU), Nursing Assistant (NA), Practical Nurse (PN), and others.

V. Affirmative Action Officers

Crucial to the effectiveness of an affirmative action plan is the role and the authority of the affirmative action officers. The President shall nominate to the Trustees of Indiana University a University Affirmative Action Officer (UAAO) who shall have responsibility with respect to the university as a whole and particular responsibility with respect to those operating units reporting directly to the University System. Each campus chancellor or director shall nominate to the President for the approval of the Trustees of Indiana University, a Campus Affirmative Action Officer (CAAO).

Prior to making a recommendation the President should consult with the University Affirmative Action Committee (see Introductory section VI. below) regarding the qualifications of the candidate or candidates being considered. The appointment process at the campus level would follow the same procedure.

The Affirmative Action Officer should possess at least two major qualifications. First of all, the individual should be one who by reputation and experience is aware of the recruitment and employment problems of women and members of minority groups and has made a demonstrated contribution in this area. Secondly, the individual should be one who understands the operations of a university and whose reputation (or that of the combined staff of the
Affirmative Action Officer) will command the respect of faculty, staff, and students necessary to make affirmative action procedures a way of life within the university. The success of an UAAO or CAAO and his or her staff will depend far more upon an ability to educate and persuade rather than upon authority to command or recommend punitive sanctions with respect to violators of affirmative action policies.

Although the UAAO would be a staff officer to the President and the CAAO a staff officer to a chancellor or director, the responsibilities would be of an extraordinary nature. With respect to the level of university administration involved, the UAAO or the CAAO would be the principal advisor on affirmative action matters, and there would be a mandatory involvement of the officer in crucial points in the process of recruiting, promoting, providing equity adjustment, and other phases of employment. There would not only be the monitoring of performance after the fact, but there would be involvement prior to the initiation of actions which could significantly affect the progress of affirmative action. At their respective levels, the UAAO and the CAAO would be directly accessible to members of the university community seeking advice on matters relating to affirmative action. The UAAO or the CAAO would have the authority to see that a problem situation is brought through channels to the immediate attention of the administrative official who could deal with or correct an adverse situation. Rather than by-passing the vice chancellors, deans, and department or division heads, the objective of the affirmative action officer should be to work through the existing channels in order to make them more responsive to affirmative action objectives.

Academic and staff appointees involved in the establishment of unit affirmative action goals and recruitment of new employees should be encouraged to solicit directly the advice of the UAAO and CAAO. To assist in compliance with affirmative action objectives, the UAAO and CAAO should conduct periodic training seminars for academic and staff administrators.

The UAAO and CAAO would work directly with administrators in the Management Information Service, the Office of Institutional Research, the Office of Budgetary Affairs, other officials, and faculty and students in securing data on availability of women and minority group persons and preparing studies and annual reports on the progress of affirmative action within the university. It would be of special importance that he or she have access to data on the immediate status of representation or under representation of each unit in terms of its formulated employment goals.

The UAAO would have the responsibility of preparing new policy statements on affirmative action and recommending changes in existing policies and procedures. Within broad university policies and procedures, the CAAO would similarly advise the campus Chancellor. The UAAO would assist the official designated by the President to conduct the annual review of the Affirmative Action Plan for the Trustees of Indiana University.

The UAAO at the university level and the CAAO at the campus level have the responsibility of post hoc of the recruitment process to ensure overall compliance of the university with affirmative action goals and procedures. In the case of a specific allegation of abuse, and with the specific approval of the chancellor (in the case of the CAAO) or the President (in the case of the UAAO) indicating that the situation warrants it, the affirmative action officer may conduct a review which involves contacting present and prospective academic appointees, unsuccessful candidates for positions, and other relevant parties.

Although the CAAO operates under the authority of the campus Chancellor, UAAO and the Affirmative Action Officers from the several campuses may meet jointly to discuss progress of the Affirmative Action Plan, suggested changes in policies or procedures, or other matters which would be forwarded to the Administrative Committee, the University Faculty Council, or other bodies for action.

The office of the UAAO and the CAAO should be staffed so that the differing needs of faculty, staff, and students can be adequately handled. Depending upon the size of the campus, individuals may be employed part-time and specialize in handling the problems of the various constituencies of the university community.

The UAAO and the CAAO will be appointed for a specific term, subject to renewal following a review by the committee designated by the President or the Chancellor to handle affirmative action at the university or the campus level. Taking into account the extraordinary character of the office, the UAAO or the CAAO may be removed by the President or the Chancellor, but only after the reasons for dismissal have been explained to the university or campus committee designated to deal with affirmative action matters.

The appointment of a UAAO and the CAAO is not intended to limit or interfere with the line authority of the President or Chancellor in their relationships with deans, department or division heads, or the faculty and staff in general.

VI. Affirmative Action Committees

The President shall designate a university-wide committee on affirmative action to give advice on policies; review suggested procedural changes; consult with the President on the nomination, reappointment, or replacement of the UAAO; review affirmative action goals; and be involved in other matters relating to affirmative action as the President directs.

The University Committee on Affirmative Action shall include academic appointees, staff, and students, and should include women and minority group representatives. Faculty representation shall be selected from among the membership of the University Faculty Council committee which handles affirmative action issues.

Affirmative action committees organized at the campus level shall have similar responsibilities and representation of women and minority group persons. Where the size of the faculty and staff and the complexity of the problems involved warrant it, a campus may have separate staff and faculty/student affirmative action committees, but they shall meet jointly when discussing campus-wide problems. The faculty/student committee may be a standing committee of the faculty council or senate.

VII. Anti-nepotism Policy

A. INTRODUCTION
During the past two decades the Trustees of Indiana University have acted to eliminate policies or practices which prohibit or limit the simultaneous employment of two members of the same family. Current policy contains only two significant restrictions, and neither, on its face, is related to the question of discrimination based upon sex, race, ethnic origin, religion, or age.

B. CURRENT POLICY OF INDIANA UNIVERSITY ON ANTI-NEPOTISM

1. General Provisions

a. No person shall be recommended for employment on an appointment basis who is related by blood or marriage to a member of the State Board of Education, or to a member of the Trustees of Indiana University.

b. No person, including full-time, part-time, or temporary employee, may be employed in or transferred to a position within the scope of immediate supervision or authority of a member of one's own family.

c. The degrees of relationship included in the above restrictions are as follows:
By blood: Parent, child, grandparent, grandchild, brother, sister, uncle, aunt, nephew, niece, first cousin.

By marriage: Husband, wife, stepparent, stepchild, brother-in- law, sister-in-law, father-in-law, mother-in-law, son-in-law, daughter-in-law, half-sister, half-brother, uncle, aunt, nephew, niece.

2. In the event of marriage between university appointees creating a relationship not in accord with provisions of paragraph 1.b., one of the persons affected must give up that position by the end of the fiscal year or within six months from the date the relationship was established, whichever is the greater period, but may be re-employed in another position compatible with the provisions of paragraph 1.b.

3. Stipends to students as scholarships, fellowships, or assistantships shall not constitute employment within the provisions of this regulation.

4. Whenever a person recommending, or considering the acceptance of, an appointment to a staff, faculty, or other position has reason to believe that a relationship by blood or marriage of the kind described exists or may exist, he should report the facts to the Office of University Counsel so that a determination may be made prior to the actual appointment.

(Trustees action)
C. MODIFICATION OF CURRENT POLICY
The following additions to, and modifications of existing policies are recommended to the Trustees of Indiana University for their approval, with the adoption of this plan.

1. Transfer of Employees
Section 1.b. in the current policy statement should be amended to read:
"It is contrary to university policy that any full-time, part-time, or temporary employee be employed in or transferred to a position which establishes an immediate supervisor/employee relationship between two individuals who are related by blood or marriage."

2. Definition of Immediate Supervision
The determination of what is "immediate supervision" in each instance shall be made by the Chancellor of each campus or the Vice President for units that report to the Central Administration, and it shall take into account the following factors:

a. does the supervision involve day-to-day functions?
b. is the supervisor the only one competent to judge such issues as hiring, retention, promotion, salary?

3. Notification of Potential Nepotism
The Chancellor (or Vice President) shall bring to the attention of the Trustees of Indiana University before appointment or transfer instances in which two members of the same family will be employed in the same unit and will demonstrate that immediate supervision, as defined in this policy, is not involved.

4. Alternate Procedures
In the recruitment of new academic appointees, the university should adhere strictly to its current anti-nepotism policy. The implementation of Section 1.b. and Section 2 of the modified current policy, however, may work a severe hardship on current employees, and the policy in practice may tend to have more of an adverse impact upon one sex than another. It is, therefore, recommended to the Trustees of Indiana University that the administration be authorized to institute alternative procedures on a trial basis to cover situations of potential nepotism involving current employees and that these procedures be carefully monitored and evaluated.

VIII. Representation of Boards of Visitors, the Alumni Association Staff and Related Problems
The Trustees of Indiana University will intensify their efforts to ensure that distinguished women and members of minority groups are identified and appointed to boards of visitors or boards of advisors.

The Trustees of Indiana University will encourage greater representation of women and minority group persons on the staff of the Alumni Association, the Indiana University Foundation, and other agencies related to the operation of Indiana University.

IX. Annual Review of Affirmative Action Plan
The President shall designate the university official who is to be responsible for the overall review of this Plan and to report to the Trustees of Indiana University on an annual and intermittent basis regarding the progress of goals and suggested modifications in the overall objectives of the Plan.

IMPLEMENTATION DOCUMENT FOR ACADEMIC APPOINTMENTS SECTION OF AFFIRMATIVE ACTION PLAN
I. Recruitment and Employment

A. AFFIRMATIVE ACTION GOALS
The long-standing commitment on the part of Indiana University to the objectives of equal opportunity and the university's accomplishments in a variety of areas have been referred to in the introductory section of this Affirmative Action Plan. This Plan is, in many respects, a logical out-growth of the Equal Opportunity policy adopted by the Trustees of Indiana University on November 21, 1969. (See "Introduction" section of this Plan.)

In addition to the university's stated policy against discrimination as defined above, the Department of Health, Education, and Welfare requires the university to establish significant, measurable, and attainable goals for each academic unit for the employment of women and minorities. The directives state further:

"An affirmative action plan is a set of specific and result-oriented procedures to which a [university] commits [itself] to apply every good faith effort. The objective of those procedures plus such efforts is equal employment opportunity. Procedures without effort to make them work are meaningless; and effort, undirected by specific meaningful procedures, is inadequate. An acceptable affirmative action plan must include an analysis of areas within which the [university] is deficient in the utilization of minority groups and women, and further, goals and timetables to which the [university's] good faith efforts must be directed to correct the deficiencies and, thus to increase materially the utilization of minorities and women, at all levels and in all segments of its workforce where deficiencies exist." (41 CFR 60-2.10)

"Goals are projected levels of achievement . . . given the availability of qualified minorities and women and the expected turnover in its workforce. Establishing goals should be coupled with the adoption of genuine and effective techniques and procedures to locate qualified members of groups which have previously been denied opportunities for employment . . ." (HEW p.3).

Failure to meet a goal will not mean an automatic finding of noncompliance, as would be the case with quotas, which are rigid, inflexible and illegal. Goals do not pledge a unit to hire, retain, or promote unqualified persons. Nor, in the evaluation of candi-dates, does possession of the minimum qualifications for a position automatically make each applicant equal in terms of the contributions that can be made to a department or the university. Depth of experience related in a demonstrably reasonable way to the requirements of the position; character of the academic preparation; interest or willingness to participate in the various missions of the department, school, and the university as a whole; and other factors will continue to be taken into account in appointing academic personnel.

Far from impeding the university in its effort to maintain its position of quality and leadership in higher education, affirmative action will enhance it. For the qualities mentioned in the preceding paragraph are manifest in all segments of society, and affirmative action procedures provide a better guarantee that women, members of minority groups, and others normally overlooked in the traditional recruitment process will be identified and evaluated along with non-minority male candidates. There is, moreover, the added factor that the diversified experience which women and minority group faculty members can bring to a university is itself a distinct and desirable quality which should be taken into account in recruitment. Some of the apparent deficiencies in qualifications, furthermore, can be overcome by on-the-job training and other forms of enrichment programs.

Thus, the primary focus of affirmative action is on the recruitment process. Repeated failure on the part of the unit to achieve its employment goals because it is asserted that no qualified minority group or women applicants are available must be thoroughly documented in order to avoid creating doubts regarding the commitment of the unit to the affirmative action objectives.

The university will establish affirmative action goals in the following fashion:

1. Designation of Affirmative Action Units
Each campus Chancellor, with respect to his or her campus and the President with respect to those units reporting to the University System, shall designate academic units for the purposes of achieving affirmative action goals. Depending upon the number of persons employed and the disciplines represented, the units consist of schools, colleges, divisions, departments, programs or other meaningful clusters of employees.

2. Timetables and Annual Reviews of Progress
Each Chancellor will establish for his or her campus, and the President for the University System, appropriate internal timetables for the formulation of goals by the academic units. The goals will be stated in terms of a three-year schedule for compliance commencing October 1 following the adoption of this Plan.

The goals shall be reviewed by October 1 of each subsequent year and shall take into account good faith efforts or lack of efforts to recruit or retain women and minorities.
In evaluating a unit's compliance with the established goals of this Plan, it will be necessary to take into account budgetary constraints, the number of available vacancies, and the need for competence in specific sub-areas essential to the unit's academic programs.

3. Process of Formulation of Goals
The goals for each academic unit shall be initially formulated by the members of the designated unit in consultation with the relevant Affirmative Action Officer. The recommendations of the unit shall be forwarded for consideration and action through channels to the Campus Chancellor, or to the President with respect to units reporting directly to the University System.

Before the affirmative action goals for each unit have been promulgated, the Chancellor (or the Vice President) shall solicit recommendations from the appropriate Affirmative Action Officer and the campus (or all-university) committee which as been designated to deal with affirmative action.

4. Estimate of Pools of Applicants
Numerical goals will be set by comparing the percentages of women and minority group academic appointees in each designated academic unit with reasonable estimates of the employable pool of qualified minority group or women applicants within the relevant field or fields. Goals must be significant, measurable, and attainable. It is assumed that different indices will be employed depending upon the unit, or even the campus, involved. While emphasizing that these are goals and not quotas, each unit shall strive to base its numerical goals on a reasonable assessment of achieving parity with the highest applicable percentage in the potential employee pools.

There is currently no single source which provides complete information on doctoral degrees awarded by sub-field for both women and members of each of the minority groups identified under the H.E.W. guidelines. Nor is there information on both groups with respect to fields where the terminal degree is other than the doctorate. Nevertheless, the National Research Council will shortly be providing information on doctorates by sub-field, classified by sex and minority group. Professional associations also are accumulating data on the number of women and minority group students who are currently enrolled in or have recently completed doctoral (or the equivalent terminal degree) training programs nationally. Information is also available on the number of women and minority group students currently enrolled in (or recently completed) terminal degree programs in relevant and significant groupings of universities, such as the CIC, the top 15 universities in a particular field as defined by the American Council on Education and other appropriate ranking bodies, or other relevant clusters of universities which could be compared with Indiana University. These are illustrative only, and the actual pool upon which a unit's goals are based will have to be arrived at on the basis of discussion between the members of the unit and the UAAO or the CAAO on that campus.

5. Separate Goals for Women and Minorities
In establishing goals above, separate numerical goals shall be set for women and minorities. Although it would be difficult to define goals for each of the minority categories listed in the introductory section of this Affirmative Action Plan, account should be taken of the special needs and availability of qualified personnel in the separate categories (Black, Latino, etc.) as applied to various regions of Indiana and the nation as a whole.

B. AFFIRMATIVE ACTION RECRUITMENT

1. Commitment to Affirmative Action Procedures

a. The norm in recruitment. Indiana University is committed to the concept that new and vacant full-time academic appointments should normally be filled through the observance of the affirmative action procedures described below.

b. Emergency hiring. Emergency situations, such as the death or resignation of a faculty member at the beginning of an academic year, will always rise. Whenever possible, such vacancies should be filled on a visiting basis or with a one-year contract, thereby permitting affirmative action procedures to be followed in filling positions on a long-term basis. Emergency hiring should only be done with the specific approval of the Chancellor (or Vice President in the case of units reporting to the University System) or the designated Vice Chancellor or Dean who would normally handle such situations. Whenever the timing permits, he opinion of the appropriate UAAO or CAAO shall be solicited regarding the emergency appointment.

c. Special exceptions. Given its commitment to high standards in teaching, research, and service, the university must be prepared to recognize that national advertising and the other normal affirmative action procedures may be ineffective or counterproductive in hiring certain individuals who have highly unique talents or experiences which can make a distinct contribution to the university's programs. It is the responsibility of the unit desiring an exception to the procedures to document its case that the procedures would be inappropriate or ineffective and to provide evidence that it has canvassed the field and has been unable to identify other available individuals who possess similar special qualifications or enjoy similar stature or reputations. The Chancellor (or Vice President) shall solicit the opinion of the UAAO or the CAAO before permitting the unit to make the exceptional offer.

2. Procedures for Recruitment
Affirmative action recruitment procedures shall consist of the following:

a. Authorization to fill a position. An explicit statement shall be made by the Chancellor or his or her delegated subordinate (that is, a Vice Chancellor, Dean, or whoever would normally perform this task on a particular campus), or by the Vice President in the case of units reporting to the University System, authorizing a unit to commence recruitment for a new or vacant full-time academic appointment. The UAAO or the appropriate CAAO will be immediately informed of this authorization.

b. Job description. A job description for each new position or vacancy shall be formulated before active recruitment is actually commenced. The description should be as explicit as possible with respect to the nature of the job, the requisite qualifications, rank, possible salary range and other relevant information.

c. Advertising. Good faith efforts must be made actively to seek qualified minority group and women candidates. This may be accomplished through advertising in relevant professional journals (with a significant abbreviated statement regarding the job description); listing vacancies with appropriate organizations of minority groups and women's caucuses within such organizations; writing letters to chairpersons or deans at a reasonable number of significant representative institutions around the country; and soliciting the support of officials and other persons within the university who have special knowledge or responsibility with respect to women and minority group recruitment.

d. Responsibilities of the Recruitment Committee. The unit recruitment committee must provide evidence to the appropriate campus Dean (or the Vice President with respect to units reporting to the University System) that:
(1) the committee made reasonable efforts to ensure that dossiers on minority group and women applicants were completed and evaluated in accordance with the regular departmental procedures along with the dossiers of other applicants. This information may be provided on a form to be developed and updated by the UAAO in collaboration with the various CAAO's.

(2) the committee did not exclude from consideration any qualified applicant on the basis of race, ethnic or national origin, sex, marital status, religion, relationship to present employees of Indiana University, or, within the legitimate limits of university regulations, on the basis of age. The committee should be sensitive to the fact that traditional procedures of evaluation may have inadvertently excluded women or minority group applicants from being given full consideration.

(3) the committee documented its efforts to guarantee that affirmative action had been complied with and took steps to ensure that all correspondence and documents relevant to the filling of the specific position will be retained by the unit for a period of two years.

e. Interviews. It is recognized that informal contact with potential candidates frequently takes place at professional meetings and under other circumstances. Nevertheless, since the interview stage is regarded as critical to the appointment process under affirmative action, individuals should only receive formal interviews after the authorization indicated in 2.a. above has been given. A formal interview may be scheduled after the unit committee has filed a written statement with both the appropriate administrator (Vice President, Chancellor, Vice Chancellor or Dean) and the appropriate UAAO or CAAO indicating the procedures followed in meeting the unit's affirmative action goals.

An interview may be scheduled if no objection has been lodged by the administrator or by the Affirmative Action Officer within three (3) working days of the receipt of the request for an interview. If the objection is lodged by the UAAO or CAAO, the matter will be resolved by the Chancellor (or the Vice President in the case of units reporting to the University System). When the availability of the candidate indicates that the unit cannot wait three working days before scheduling a formal interview, the interview may be scheduled immediately if specific approval is secured from the appropriate administrator (Vice President, Chancellor, Vice Chancellor, or Dean) and the Affirmative Action Officer or their respective delegates.

f. The Offer Letter. Before an offer letter is sent to any candidate, the administrative officer (that is, the Vice Chancellor or Dean) designated by the Vice President or the campus Chancellor to authorize such offers will satisfy himself or herself that affirmative action procedures have been observed. The offer letter must clearly state that the offer is contingent upon approval of the recommendation by the Trustees of Indiana University.

g. Appointment. The recommended appointment is to be made at a rank and salary, and involving conditions of work, commensurate with the qualifications of the candidate and is not to be made on the basis of race, ethnic or national origin, sex, marital status, religion, relationship to present employees of the university, or, within the legitimate limits of university regulations, on the basis of age.

II. Salaries--see DOCUMENT E-XIX

III. Conditions of Work

Indiana University must ensure that policies and decisions regarding academic appointees are not made on the basis of race, national origin, sex, marital status, religion, or age with respect to:

a. teaching loads,
b. class assignments,
c. opportunities to serve as academic administrators,
d. opportunities to serve on decision-making bodies,
e. access to research opportunities,
f. leaves of absence,
g. education and training opportunities,
h. use of facilities,
i. participation in the normal perquisites open to any academic appointee by virtue of employment.

This general statement does not supersede, however, the legitimate limits imposed by university regulations with respect to age or the anti-nepotism policy and the sections of this Affirmative Action Plan dealing with pregnancy and childrearing leaves. This does not preclude, moreover, action accommodating legitimate religious concerns of academic appointees.

IV. Appointment to and Review of Administrative Positions

A. COVERAGE
Administrative officers in charge of academic and program units and officers in charge of administrative units whose functions bear directly on the central teaching/research function of the university shall be chosen through established affirmative action norms in Section I, modified to fit administrative appointments.

B. NOTIFICATION OF VACANCY
For administrative officers, defined above, notice of the vacancy in an administrative position or of a new administrative position shall be given to all faculty members of the university by appropriate publication by the appropriate administrator well in advance of the time that serious consideration of candidates for the position is to begin (30 days is recommended). The Affirmative Action Officer shall be informed of vacancies and of new administrative positions.

External advertising is not required if the filling of an administrative vacancy does not involve the replacement of an individual in an existing personnel line or if funds do not permit the addition of new personnel to that unit.

C. MINORITY AND WOMEN REPRESENTATION
Both minority faculty and women faculty shall be members of advisory, search and screen, or review committees whenever reasonable and feasible.

If minority or women faculty members are not members of advisory, search and screen, or review committees, they shall be actively consulted by such committees for suggestions of candidates. The procedures set forth herein for academic hiring shall be followed wherever applicable to ensure that women and minority faculty are given equal opportunity for appointment to administrative positions.

D. EMERGENCY SITUATIONS
If an emergency situation arises which makes it impossible to follow all of the above procedures, the person is to be appointed for no more than one year during which time the above procedures will be implemented. It is urged that persons temporarily appointed be given acting titles. The temporarily appointed person may be a candidate for the position.

E. EXEMPT POSITIONS
The number of administrative positions which may be filled without benefit of the full range of affirmative action procedures should be narrowly limited. The list of exempt positions should be brought by the President to the specific attention of the Trustees of Indiana University, and an updated list shall be kept in the Office of the President for the university as a whole and each of the several campuses. It is urged that extensive consultation with relevant faculty and others precede the actual nomination of an official on the exempt list. Vacancies in a position on the exempt list should only be filled after internal advertising on the campus or the university.

F. REVIEW OF ADMINISTRATIVE OFFICERS
Where a review of the performance of a dean, chairperson, or other administrative officer is contemplated, the Affirmative Action Officer shall also be informed of the review prior to or at the expiration of the term of office. Both minority faculty and women faculty shall be members of any review committee whenever possible. If minority or women faculty members are not members of a review committee, they shall be actively consulted by such committees for suggestions.

V. Leaves of Absence--see DOCUMENT F-III

VI. Part-time and Associate Academic
Appointments

Each campus of the university system has differing needs with respect to the utilization of part-time academic appointees, who currently are non-tenured, non-probationary. The range of cases is varied. It may consist, for example, of the university's need for the services of lawyers and medical doctors, who hold adjunct or clinical appointments and serve as consultants and occasional lecturers without benefit of stipend. It may cover as well instances of mutually advantageous employment of spouses of full-time academic appointees who have served for a number of years as part-time teaching faculty, with additional duties being assigned as the occasion permits. The category would include academic appointees who are employed primarily as researchers on a government contract, but who may be expected to engage in teaching activities as well. Also included would be individuals who serve as visiting appointees from other institutions. Finally, this groups would include graduate students who are employed as apprentice teachers while pursuing their own advanced degrees.

In order to consider the mutual interests and responsibilities of part-time and associate academic appointees as well as the university as a whole, the President has appointed an ad hoc committee to study the situation. This committee will examine the status of part-time and other associate academic appointees on each campus as well as the university as a whole. It will consider a variety of recommendations relative to the following issues:

a. recruitment, retention, and consideration of tenure,
b. academic status and change in status,
c. specification of job assignment,
d. systematic reviews of performance,
e. extension of fringe benefit coverage,
f. salary equity,
g. designation of appropriate ranks and titles,
h. other forms of assistance.

The recommendations will be evaluated in terms of their impact upon the tenure and budgetary situation of each campus, as well as the continuity of sound academic programs. Different programs for each campus may be suggested. The committee will assess whether existing regulations and practices have an arbitrary differential impact upon women and minorities, as opposed to non-minority males.

VII. Tenure, Reappointment & Promotion--see DOCUMENT E-X

VIII. Grievance Procedures--see DOCUMENT D-XIX

IX. Sanctions

A. OBLIGATION OF ALL APPOINTEES
It is expected that all university appointees will comply with the university's Affirmative Action Plan and that the university will focus particular attention on the recognition of outstanding efforts to further affirmative action.

To encourage all university appointees to recognize affirmative action as an integral part of the function of the University, compliance with affirmative action shall be among the criteria on which persons are evaluated.

B. EMPLOYMENT OF SANCTIONS
The university will continue to use informal and formal communications to deal with problems and questions relating to affirmative action. When these methods fail to secure compliance with affirmative action, one or more sanctions may be imposed by the campus chancellor of by the academic vice president in those units reporting to the University System. These sanctions may be applied to administrative units and/or to individuals by the appropriate administrative office.

1. Sanctions for administrative units include:

a. Reprimand,

b. Permitting an authorized position to be filled only by a temporary appointment for a specified period of time,

c. Not permitting an authorized position to be filled,

d. Providing that the unit bear the cost of compensation retroactive to the time when salary inequities should have been discovered if a proper equity review had been conducted. (Statute of Limitation limits back pay to two years on nonwillful cases and three years on willful cases of discrimination.) It is the responsibility of the immediate administrative officer to bring forward all relevant information in equity reviews.

2. Sanctions for individual academic appointees include reprimand and reassignment, subject to appropriate procedures. A flagrant violation of the university's Affirmative Action Plan may be construed as a violation of the Faculty Code of Ethics and treated accordingly.

DOCUMENT B-V
AFFIRMATIVE ACTION PLAN FOR THE HANDICAPPED
(Approved: Trustees 1/17/76)

I. General Policy

Indiana University historically has been committed to the principles of affirmative action which guarantees fair and equitable treatment of all persons, including the mentally and physically handicapped. The University provides equal employment opportunities to all employees and applicants for employment who are qualified. Handicapped persons shall be considered for employment, advancement, salary, and benefits on the basis of qualifications and capability to perform in a articular job assignment, provided that such handicaps do not constitute an undue hardship to the employee or to the university.

The University will take affirmative action to treat qualified handicapped individuals without discrimination in all employment procedures, such as: appointment, upgrading, transfer, recruitment or recruitment advertising, termination, compensation, selection for training, and appointment to university committees.

II. Definitions

A. "Handicapped" is defined as any individual who has a physical or mental impairment which constitutes and/or results in a substantial barrier to employment or limits one or more of such person's life activities; has a record of such impairment and/or is regarded as having such an impairment (29 USC 706 (6)).

B. "Qualified employees or applicants" are persons possessing both such physical and/or mental capabilities essential to perform and such specified academic attainments or expertise required of all applicants for positions or candidates for advancement.

III. Responsibility for Implementation

A. STAFF APPOINTMENTS
It shall be the responsibility of the Personnel Division and the campus personnel offices to establish procedures for implementation of the Affirmative Action Plan for handicapped individuals. The University Affirmative Action Officer and Campus Affirmative Action Officers will review and recommend updating of the Plan on or before March 31 of each year; investigate complaints of discrimination; and, working with the Personnel Division and campus personnel offices, submit annual reports to the appropriate vice president or chancellor.

B. ACADEMIC APPOINTMENTS
It shall be the responsibility of the Deans of the Faculties' Offices and the Campus Affirmative Action Officers to establish procedures for implementation of the Affirmative Action Plan for Handicapped Individuals.

The University Affirmative Action Officer and the Campus Affirmative Action Officers will review and recommend updating of the Plan on or before March 31 of each year; investigate complaints of discrimination; and, working with the Deans of the Faculties' Offices, submit annual reports to the appropriate vice president or chancellor.

IV. Required Elements of Affirmative Action Plan for Handicapped Individuals

A. DISSEMINATION
The Indiana University general policy of equal opportunity and affirmative action for handicapped individuals will be made known to administrators, supervisors, contractors, and all employees. Efforts will be made to foster understanding, acceptance, support, and encouragement of handicapped individuals within the University community.

B. POSITIVE RECRUITMENT

1. Staff Appointments. In addition to notifying traditional recruitment sources of the general policy (above), the Personnel Division and personnel offices on each campus will, with the aid of the Campus Affirmative Action Officers, send notices of position vacancies to those sources serving handicapped individuals.

Examples of such sources follow:

a. State employment agencies,
b. Vocational rehabilitation agencies,
c. Sheltered workshops,
d. Social Service organizations,
e. Educational institutions for the handicapped.

2. Academic Appointments. Academic units will continue to use extended advertisement in the filling of academic positions. All solicitations and advertisements for position vacancies willl state "Indiana University is an Equal Opportunity/Affirmative Action Employer." All applicants will be considered without regard to sex, race, religion, national origin, age or handicap.

C. HIRING AND APPOINTMENTS
It is the University's policy to hire or appoint the best qualified applicant, without regard to physical or mental handicap, unless it is reasonably determined that the handicap cannot be accommodated without undue hardship to the employee or to the University. ("Undue hardship" to the University might include an established location of offices within an older building which reasonably cannot be made accessible to a handicapped employee.)

D. ACCOMMODATION TO PHYSICAL AND MENTAL LIMITATIONS OF EMPLOYEES
Indiana University is committed to make a reasonable accommodation to the physical or mental limitation of an employee or applicant except where the accommodation would impose an undue hardship on the University.

In determining whether undue hardship exists, in each case the following factors will be considered:

1. Business necessity,
2. Financial cost and expenses,
3. Resulting personnel problems.

E. SALARY AND PROMOTION REVIEWS
The salaries and ranks of handicapped individuals will be reviewed upon request of the individual under procedures established in the Indiana University Affirmative Action Plan, as well as during annual budgetary reviews.

F. ANALYSIS OF STAFF APPOINTMENTS
The Chief Operating Officer of each campus, with the assistance of the Campus Affirmative Action Officer, will survey the applications for promotions and transfers of qualified handicapped employees currently employed on the campus. This data reflecting appointments and assignments of handicapped employees will be submitted annually by each campus to the Personnel Division for purposes of compilation and inclusion in the University Affirmative Action Report required by national and state agencies. Efforts to utilize fully the skills of currently employed handicapped individuals and to develop their potential skills will be made.

G. GRIEVANCES
Handicapped individuals who have complaints of discrimination based on their physical or mental handicap may bring them to the attention of their supervisor and the Campus Affirmative Action Officer. Those formal and informal grievance procedures normally employed in the Affirmative Action Plan will be used to resolve complaints.

H. STUDENT PROGRAMS
The University will continue efforts to assure that each individual with handicap receives appropriately designed benefits of its educational system. In this regard, administrators and faculty will seek remedies for the problems of public awareness and attitudes that restrict individuals with handicaps from participating in the academic society to their fullest extent.

I. PLAN SUPPLEMENTED
The University pledges its full academic community to the purposes and intent which provide the statutory basis for administering aid to the handicapped, as cited in the General Provisions of the Rehabilitation Act of 1973, and will amend or augment the Plan as regulations are issued supplementing the Act.

DOCUMENT B-VI
AFFIRMATIVE ACTION PLAN SUPPLEMENT ON RIGHTS OF DISABLED VETERANS, VIETNAM VETERANS, AND HANDICAPPED INDIVIDUALS
(Approved: BFC 2/6/79, UFC 2/13/79)

This plan, developed to carry out the intent of Section 402 of the Vietnam Era Veterans Readjustment Assistance Act of 1974 and Sections 503 and 504 of the Rehabilitation Act of 1974, will be distributed to all Campus Affirmative Action Offices and Personnel Departments and is available for review upon request.

An Affirmative Action Plan for the Handicapped (approved January 9, 1976, by the Trustees of Indiana University) contains general provisions for fair and equitable treatment of the handicapped. This supplementary statement does not revise those provisions, but more clearly specifies those covered by the Plan and links the handicapped to other special classes.

For purposes of this affirmative action plan, a handicapped individual shall be defined as " . . .any person who (1) has a physical or mental impairment which substantially limits one or more of such person's major life activities, (2) has a record of such impairment, or (3) is regarded as having such impairment...A handicapped individual is substantially limited if he or she is likely to experience difficulty in securing, retaining or advancing in employment because of a handicap."1

"Disabled veteran" is defined as " . . . a person entitled to disability compensation under law as administered by the Veterans Administration for disability rated at 30% or more, or a person whose discharge or release from active duty was for a disability incurred or aggravated in the line of duty."2

"Veteran of the Vietnam era" is defined as " . . . a person (1) who (I) served on active duty for a period of more than 190 days, any part of which occurred between August 5, 1964 and May 7, 1975, and was discharged or released therefrom with other than a dishonorable discharge, or (ii) was discharged or released from active duty for a service-connected disability if any part of such active duty was performed between August 5, 1964 and May 7, 1975, and (2) who was so discharged or released within 48 months preceding the alleged violation of the Vietnam Era Veterans Readjustment Assistance Act of 1974, the affirmative action clause, and/or the regulations issued pursuant to the Act."3

1. Statement of Philosophy
Indiana University is committed to providing educational and employment accessibility to all qualified individuals. Committed to the goal of equal opportunity, Indiana Univer-sity recognizes the need to insure that no qualified individual will be denied participation in the university's programs because of artificial and discriminatory barriers. The university, therefore, guarantees that qualified disabled veterans, veterans of the Viet-Nam era, and handicapped individuals shall not be refused educational opportunity, employment, or advancement for reasons unrelated to specific job performances.

Indiana University reaffirms its commitment to three basic goals:

A. The continuing analysis of current practices and policies and the adoption of new or revised practices and policies when necessary to insure the establishment of effective and specific objectives and procedures for equalizing opportunities in each employment unit.

B. The identification and elimination of all employment practices whose relationship to job performance has not been clearly established and which have adverse impact on disabled veterans, veterans of the Vietnam era, and the handicapped.

C. The insurance that persons with appropriate qualifications and potential shall be afforded equal opportunity for employment, training, promotion, and compensation.

Indiana University, in order to foster these goals, enlists the active and genuine participation of current university employees and encourages voluntary self-identification of those individuals wishing to benefit from academic and employment programs.

2. Responsibilities for Administering Affirmative Action Plan

The President of Indiana University is responsible for the development and implementation of the equal opportunity policy and affirmative action plan. Specific authority and responsibility are delegated by the President as follows:

A. The University Affirmative Action Officer has responsibility for overall coordination of the program and serves as liaison between the university and state and federal agencies concerned with equal opportunity, with special reference to ensuring that all university procedures are in accord with governmental regulations.

In carrying out this assignment, the University Affirmative Action Officer chairs the Campus Affirmative Action Officers Council, whose major functions are:

1. To advise the President on all university-wide matters pertaining to equal opportunity.
2. To review all programs to make certain that they insure equal opportunity for participation in all phases of university affairs.
3. To stimulate, facilitate, monitor, and coordinate planning and implementation of affirmative action programs at the general university and campus levels.

B. The University Affirmative Action Officer is appointed by the President and is authorized to structure and coordinate the affirmative action plan, to monitor its implementation, and to assess its accomplishments at the general university level.

C. Basic responsibility for equal opportunity and affirmative action rests with the top chief administrator at each campus. This administrator appoints a Campus Affirmative Action Officer and one or more senior administrative officers to coordinate affirmative action programs at the campus level. In devising specific programs that will implement university policy, and in defining and meeting each campus' affirmative action objectives, each Campus Affirmative Action Officer may be advised and assisted by a committee (consisting, for example, of officers responsible for campus policies and procedures in areas of academic, non-academic, construction, and student employment and including other appropriate representatives as campus needs dictate).

D. Primary operational responsibility for accomplishing university objectives in the eight-campus system in hiring and promoting disabled veterans, veterans of the Vietnam era, and handicapped individuals rests with those campus administrators in charge of academic, non-academic, construction and student employment, and heads of units reporting to them. Not only are they responsible for performing all activities in a manner consistent with the institution's equal opportunity policy, but they shall include in their policies and procedures the implementation of affirmative action and compliance programs developed at the campus level.

3. Internal and External Dissemination of Policy: Formal and Informal

A. Through university policy and procedure manuals and campus publications this institution's policy of, commitment to, and procedures for equal opportunity will be promulgated among campus and community members and agencies within the recruiting area.

B. Administrators with hiring responsibilities will be informed regarding federal hiring and advancement procedures for qualified disabled veterans, veterans of the Vietnam era, and handicapped individuals. Such administrators also will be informed that evaluation of their work performance will take into account the manner in which they carry out their affirmative action responsibilities.1

C. Designated general university and campus administrative officers shall be responsible for communicating the university's commitment to local, state, and national organizations serving the needs of disabled veterans, veterans of the Vietnam era, and the handicapped. The veterans employment representative of the Indiana State Employment Service, the Veterans Administration Regional Office, the Office of the National Alliance of Businessmen, campus veterans counselors/ coordinators, service officers of the several national veterans organizations and local service centers, and the several organizations which serve disabled veterans and veterans of the Vietnam era will be called upon as needed to assist the university. State vocational rehabilitation agencies, sheltered work-shops, state educational agencies, labor organizations, organizations of and for the handicapped, and educational institutions which participate in training of the handicapped will be informed of Indiana University programs.

D. The responsible university officials will advise all contractors, subcontractors, vendors, and suppliers of their responsibilities under Section 402 of the Vietnam Era Veterans Readjustment Assistance Act of 1974 and under Section 503 of the Rehabilitation Act of 1973 and will reference both acts in all covered contracts, purchase orders, and leases. Nondiscrimination clauses will be included in all contracts and subcontracts, and posters in support of affirmative action will be displayed.

E. The responsible Personnel Services Office staff will inform union officials of the university's policy and their full cooperation will be requested in the recruitment, employment, and training of disabled veterans, veterans of the Vietnam era, and handicapped individuals. Contractual provisions of union contracts will be reviewed to ensure that they are nondiscriminatory.

Nondiscrimination clauses will be included in all union contracts.1

F. The university continually shall review all job qualification requirements to determine possible screening out of disabled veterans, veterans of the Vietnam era, and handicapped persons. When any such tendency is identified, these job qualifications will be further reviewed to determine job-relatedness and consistency with business necessity and the safe performance of jobs. The university continually will review personnel practices and procedures to assure that they result in careful, thorough, and systematic consideration of the job qualifications of persons known to be disabled veterans, veterans of the Vietnam era, and handicapped persons.

G. Reasonable physical accommodation of disabled veterans, veterans of the Vietnam era, and handicapped persons will be determined through consultation with line management, representatives from the covered groups, and consultant groups, and then will be made with consideration of business necessity and financial costs and expenses.2

4. Identification of Individuals Covered

Persons identifying themselves for coverage under this plan will be asked (a) to describe any special methods, skills, and procedures required for positions that they presumably might be unable to fill because of their disablement or handicap, and (b) to alert the university regarding accommodations which may be made to enable them to perform their jobs properly and safely, including special equipment, changes in the physical layout of the job, and elimination of certain duties related to the job.

The university may request medical documentation or may require an applicant or employee to undergo a comprehensive medical examination at the university's expense. The university will make every effort to assist persons identified as handicapped to reach their full employment potential.

Self-identification shall be voluntary and refusal will not subject a person to discharge, disciplinary action, or other adverse treatment. Information obtained concerning individuals shall be kept confidential except that (a) supervisors may be informed regarding restrictions on the work or duties of disabled or handicapped individuals, (b) first aid and safety personnel may be informed, when and to the extent appropriate, if the condition might require emergency treatment, and (c) government officials investigating compliance with the act shall be informed.

A. Persons wishing to be considered for protected class employment as handicapped persons will be asked to identify themselves based on the categories currently defined in the regulatory acts.

B. Each campus shall analyze employment records and the profiles of self-identified persons in order to ascertain:

1. The representation by unit of disabled veterans, veterans of the Vietnam era, and handicapped persons.
2. The nature of the applicant flow.
3. Salary and rank differential, if any, between persons covered by Sections 402, 503, and 504 and other employees.
4. >The composition of committees and other mechanisms for selection and promotion of staff.

5. Grievance Procedures

The university has adopted "Guidelines for Grievance Procedures for Complaints of Discrimination," and the separate campuses also have adopted grievance procedures to cover complaints of faculty, staff, and students concerning alleged discrimination by the university on the basis of race, sex, national origin, religion, age, handicap, or status as disabled veteran, or veteran of the Vietnam era. These procedures are available for disabled veterans of the Vietnam era and handicapped persons who seek relief of alleged pre-employment or employment discrimination.

DOCUMENT B-VII
AFFIRMATIVE ACTION RECRUITMENT AND RETENTION OF MINORITY AND WOMEN FACULTY
(Approved: BFC 4/16/85, 9/24/85, 11/5/85)

A. Recruitment Incentive
The campus administration should allocate funds for hiring at least two minority faculty or librarians per year at the assistant or associate level for the next five years. Any funds not used in one or more of these five years may be used in subsequent years. The positions created would be available to all units on campus; however, in the event of multiple requests for these positions, those requesting units with demonstrable need for minority faculty would be preferred.

Such positions should be made available to a department, or shared appointments in departments, on the basis of the contribution which a minority faculty member could make to the program, the candidate's promise for future contribution, and the plan of the department or departments for fostering the candidate's professional growth at Indiana University. If the minority faculty member occupying the position funded by the campus administration should leave the university by resignation or termination at any time within five years of his or her initial appointment, the position would be returned to the campus administration and reserved for another minority faculty member. The department or departments acquiring these positions would not be required to count them as part of the FTE's during the initial five years.

B. Retention and Professional Growth
In order to increase the attractiveness of offers made to minority candidates, such candidates should be eligible for special incentives to professional growth. Incentives might include the following provisions during the first three years of the faculty member's initial contact period: a reduced teaching load to facilitate research and publications; one or more university- funded summer research grants; full transportation to one or more professional conferences each year. An arrangement should be made within the appointing department or between the two appointing departments for regular encouragement and assistance to the faculty member's professional growth. When appropriate, the candidate's appointment might be primarily in his or her academic field and secondarily in another department which could assist in providing such a supportive environment, such as the Department of Afro-American Studies.

C. Minority and Women Tenure Incentives
The campus administration should allocate funds for the hiring of at least one woman and one minority at the tenured level each year for the next five years. The persons selected for these positions would have the same credentials as those persons on our campus who are tenured. The funds for these appointments would be available to all departments, and priority should be given to those departments with demonstrable need for additional faculty.

D. Mechanisms for Implementing This Proposal
The campus administration would establish a campus-wide committee to help identify qualified minority and women candidates for faculty appointments. The committee should include advocacy deans, the Affirmative Action Officer, and faculty members who are committed to affirmative action. An annual report should be made by this committee to the Bloomington Faculty Council Affirmative Action Committee.

DOCUMENT B-VIII
MINORITY SUMMER FACULTY RECRUITMENT PROGRAM
(Approved: BFC 3/4/86)

We propose the establishment of a minority summer faculty recruitment program in which each year for three years, beginning in the summer of 1986, up to 15 qualified Black, Hispanic, and Native American scholars and scientists are invited to teach one class on the Bloomington Campus during the second (8-week) Summer Session. Each visiting faculty member in this program will be paid by the department or school in which he or she teaches a summer salary equivalent to that ordinarily paid to a faculty member at the same rank. This salary will be paid from the summer budget of the department or school; it will be supplemented by an award of $2500 from the Vice President's office which the department or school can use to defray the travel and living expenses and assist the research of the visiting faculty member. The program will be directed by a tenured faculty member appointed by and reporting to the Vice President, IUB. The purpose of the program is to introduce to the campus minority faculty members to whom departments and schools might later appropriately offer a faculty appointment.

DOCUMENT B-IX
ANTI-NEPOTISM POLICY
(Approved: Trustees 5/31/40, 3/26/60, 6/29/74)

1. General Provisions

b. It is contrary to University policy that any full-time, part-time, or temporary employee be employed in or transferred to a position which establishes an immediate supervisor/ employee relationship between two individuals who are related by blood or marriage.

c. The degrees of relationship included in the above restrictions are as follows:
By blood: Parent, child, grandparent, grandchild, brother, sister, uncle, aunt, nephew, niece, first cousin.

By marriage: Husband, wife, step-parent, stepchild, brother-in- law, sister-in-law, father-in-law, mother-in-law, son-in-law, daughter-in-law, half-sister, half-brother, uncle, aunt, nephew, niece.

d. Determination of "immediate supervision" in each instance is made by the appropriate Vice President or Chancellor, who takes into account the day-to-day functions of supervision and whether or not the supervisor is the sole person competent to judge such issues as hiring, retention, promotion, and salary. The Vice President or Chancellor brings to the attention of the Trustees of Indiana University, before appointment or transfer, instances in which two members of the same members of the same family will be employed in the same unit; the Vice President or Chancellor will demonstrate that immediate supervision is not involved.

2. In the event of marriage between University appointees creating a relationship not in accord with the provisions of paragraph 1.b., one of the persons affected must give up that position by end of the fiscal year or within six months from the date the relationship was established, whichever is the greater period, but may be re-employed in another position compatible with the provisions of paragraph 1.b.

3. In the recruitment of new academic appointees, the University adheres strictly to its current anti-nepotism policy. Because the implementation of this policy may work a severe hardship on current employees and may tend to cause more of an adverse impact upon one sex than another, the administration is authorized to institute alternative procedures on a trial basis to cover situations of potential nepotism involving current employees. These procedures are to be carefully monitored and evaluated.

4. Stipends to students as scholarships, fellowships, or assistantships shall not constitute employment within the provisions of this regulation.

5. Whenever a person recommending, or considering the acceptance of, an appointment to a staff, faculty, or other position has reason to believe that a relationship by blood or marriage of the kind described exists or may exist, he should report the facts to the Office of University Counsel and campus Chancellor or Vice President of the unit so that a determination may be made prior to the actual appointment.

(Administrative Practice)

DOCUMENT B-X
INDIANA STATE STATUTE--"GHOST EMPLOYMENT"
(Indiana State Statute IC 35-44-2-4)

Sec. 4.

(a) A public servant who knowingly or intentionally:

1. hires an employee for the governmental entity that he serves; and
2. fails to assign to the employee any duties, or assigns to the employee any duties not related to the operation of the governmental entity; commits ghost employment, a Class D felony.

(b) A public servant who knowingly or intentionally assigns to an employee under his supervision any duties not related to the operation of the governmental entity that he serves commits ghost employment, a Class D felony.

(c) A person employed by a governmental entity who, knowing that he has not been assigned any duties to perform the entity, accepts property from the entity commits ghost employment, a Class D felony.

(d) A person employed by a governmental entity who knowingly or intentionally accepts property from the entity for the performance of duties not related to the operation of the entity commits ghost employment, a Class D felony.

(e) Any person who accepts property from a governmental entity in violation of this section and any public servant who permits the payment of property in violation of this section are jointly and severally liable to the governmental entity for that property. The attorney general may bring a civil action to recover that property in the county where the governmental entity is located or the person or public servant resides.

As added by Acts 1977, P.L. 340, SEC.58.

DOCUMENT B-XI
SEARCH AND SCREEN PROCEDURES FOR INDIANA UNIVERSITY ADMINISTRATORS
(Approved: UFC 3/9/76, 10/27/87;
Trustees 12/18/76)

Administrative officers holding positions which bear directly on the teaching/research mission of the University shall be chosen through a formal process referred to as search and screen. These procedures shall apply to the offices of the President, the Vice President for Academic Affairs, the Vice Presidents for Indianapolis and Bloomington campuses, the chief administrative officers of the regional campuses, the Dean of International Affairs, the Dean for Learning Resources, and any other system-wide officers serving with comparable responsibilities under different titles. Any question regarding which officers fall under these guide-lines shall be resolved by consultation between the appointing officer and a committee composed of the members of the University Faculty Council's Agenda Committee and Nomination Committee.

Administrative officers with university-wide authority and responsibilities, who are not included in the preceding paragraph, shall be chosen by the President or the appointing officer in collaboration with faculty representatives designated by the University Faculty Council's Nomination Committee. During this collaborative process, the President or appointing officer will be expected to review with the faculty representatives the circumstances and needs of the position, consult with them about the selection procedures, and keep them informed of the progress of the search. The President or appointing officer will give the faculty representatives the opportunity to interview the final candidates and to offer their advice before the final selection is made.

When the position to be filled bears on the teaching/research mission of the University, a majority of the members of the search and screen committee shall be from the faculty. Further, in searching for the chief administrative officer for a particular campus, a majority of members shall be chosen by the appointing officer from a list of faculty on that campus recommended by an appropriate campus faculty body. In the case of system-wide officers, including the Bloomington and Indianapolis Vice Presidents, the number of faculty recommended from among the Bloomington, Indianapolis, and regional campuses shall be in rough proportion to the degree these campuses fall under the jurisdiction of the administrative position being filled. The University Faculty Council's Nomination Committee will be charged with submitting a list of prospective search and screen committee members for approval by the University Faculty Council for submission to the appointing officer. The lists should contain roughly one-third more names than requested by the appointing officer so as to provide him or her some choice in appointing faculty to the committee.

Appointing officers shall make their requests for the creation of search and screen committees in such a manner that ample time is available for the process, so that "acting" appointments are minimized in number and duration. Whenever possible, the search and screen committee should be appointed at least a semester before the position is available, and no more than 30 days after the vacancy appears.

The appointing officer is the President of the University, unless he or she delegates that authority, except in the case where a search and screen committee is being appointed for the Office of the President, in which case the President of the Trustees of Indiana University is the appointing officer. In addition to receiving nominees for search and screen committees from the University Faculty Council, the appointing officer is expected to solicit nominees from appropriate representative student bodies as well as nominees drawn from other appropriate constituencies. He or she will also arrange for adequate staff and financial support for the activities of the search and screen committee.

The search and screen committee shall establish its own operating procedures including the responsibility, with the assistance of the University Affirmative Action Officer, of insuring that recruiting procedures are in compliance with the University's affirmative action directives.

The search and screen committee shall make its recommendations in writing to the appointing officer. In the event that the appointing officer is unable or unwilling to appoint any of the nominees from those recommended by the search and screen committee, he or she shall communicate this result to the committee with a statement of the reasons why and shall request further recommendations.

The Trustees of the University, in the eventuality of a vacancy in the Presidency, accept the desirability of consultation with the faculty, staff, and students of the University as well as with other University constituencies in the course of determining the selection of a President.

Furthermore, the Trustees acknowledge the "search and screen"
approach as a useful method of consultation in the case of identifying candidates and making a selection of a President. Furthermore, the Trustees understand that the Affirmative Action Plan and Policy which they have earlier adopted will apply fully in the case of the appointment of a President.

DOCUMENT B-XII
BLOOMINGTON CAMPUS SEARCH AND SCREEN PROCEDURES FOR MAJOR ADMINISTRATIVE POSITIONS

INDIANA UNIVERSITY
(Approved: BFC 3/18/75, 9/23/75, 10/21/86, 2/7/95)

1. Major IUB administrative positions whose functions bear directly on the teaching/research mission of the Bloomington Campus shall be filled through a formal search and screen process similar to that used for other academic positions, entailing a search and screen committee, search forms and advertising. Applicable positions are those subject to BFC Review Procedures for Bloomington Campus Administrators. Though titles and number of positions may vary, these 17 were covered as of spring 1995:

A. Vice Chancellor for Academic Affairs/Dean of the Faculties
B. Affirmative Action Officer
C. Dean, Afro-American Affairs
D. Dean, College of Arts and Sciences
E. Vice Chancellor and Dean, Budgetary Administration and Planning
F. Dean, School of Education
G. Dean, School of Health, Physical Education and Recreation
H. Associate Vice President for Information Technologies/Dean of Academic Computing
I. Dean, School of Journalism
J. Dean, Latino Affairs
K. Dean, School of Law
L. Dean, School of Library and Information Science
M. Dean, School of Music
N. Vice President for Research/Dean of the University Graduate School
O. Dean of Students
P. Dean, University Libraries
Q. Dean, Women's Affairs

2. To assure equal access to potential advancement opportunities, major administrators shall inform all faculty in their unit of openings for associate dean, assistant dean, director and department chair positions to be filled internally (thus not subject to regular search and screen procedures), and solicit nominations and advice.

Before making these internal appointments, administrators shall consult with their unit's representative faculty body or its elected officers, and solicit comments from the Affirmative Action Officer on the affirmative action/equal opportunity record of prospective appointees. The major administrator shall notify the Affirmative Action Officer of appointments, so the Officer can give the appointee information on personnel responsibilities in areas such as search and screen, student rights, personnel disputes and conflicts of interest.

Before filling internally other positions with academic rank, major administrators shall consult with the head of the representative faculty body and the Affirmative Action Officer as to whether faculty and other academic employees in the unit should be informed of the opening.

3. As appointing officer for major IUB administrative positions, the Chancellor shall appoint search committees to aid in filling them. The Chancellor shall appoint a search chair after consulting with the BFC President Pro Tempore and other campus leaders as appropriate. The Chancellor shall select other committee members in consultation with the chair, drawing a majority of each committee from names submitted by the BFC Nomination Committee, the Professional Council and IUSA.

If the search is for dean of a school or of university libraries, faculty of that unit shall comprise a majority of the search committee. In such cases, the policy committee or other representative faculty body of the unit shall submit names to the BFC Nomination Committee.

4. When possible, the Chancellor shall appoint the search committee preferably a year, but at least 180 days before the vacancy occurs, thus minimizing the need for interim appointments. Except in cases where a resignation is announced more than a year in advance, the committee shall be appointed no more than 60 days after the vacancy is announced or occurs, whichever comes first.

The Chancellor shall convene the committee, with the BFC President Pro Tempore in attendance, within two weeks of announcing membership.

5. To aid recruitment and consideration of people supported by federal affirmative action law, the Chancellor and campus groups that nominate search committee members shall make good faith efforts to place women, minorities, Vietnam-era veterans and people with disabilities on search committees. Minorities here means African Americans, Asian Americans, Hispanic Americans and Native Americans.

6. Major administrative search committees shall be no larger than is necessary to represent constituencies of the position. Membership of more than 12 is unwieldy.

7. The Chancellor shall give the search committee a written charge stating names of committee members, the role of the committee and its chair, the job description, the scope of the search, and time line guidelines. Additional expectations may be stated in the written charge or discussed at the first meeting.

8. The search committee shall review the job description and may recommend changes to the Chancellor. Any such changes would be discussed with the appropriate faculty body.

9. Before publicizing the vacancy, the search committee or its chair shall meet with the IUB Affirmative Action Officer or the Officer's representative regarding the role of affirmative action and equal opportunity in searches.

10. Before starting recruitment, the search chair shall submit a Vacancy Notice to the Affirmative Action Officer and Vice Chancellor for Academic Affairs. Before setting interviews, the chair shall submit an Interview Request to the Affirmative Action Officer and Vice Chancellor for Academic Affairs. The Affirmative Action Officer and Vice Chancellor for Academic Affairs may approve exceptions to procedures for reasons such as urgency or confidentiality. The Chancellor shall send copies of the offer letter, stating all terms of the offer, to the Affirmative Action Officer and Vice Chancellor for Academic Affairs.

11. The search chair and Chancellor shall arrange for the Affirmative Action Officer to attend with other campus administrators an interview with each finalist. The Officer shall submit comments to the search committee and the chancellor on finalists' commitment and contribution to affirmative action and equal opportunity.

12. The search committee shall submit written recommendations, as requested in the charge, to the Chancellor. If the Chancellor rejects these, the Chancellor shall give the committee a statement of reasons and request further recommendations.

13. The Chancellor shall designate a secretarial assistant to assist the search committee with record-keeping, bookkeeping and correspondence; provide records, including ads and form letters, of the last search for the position; place ads and announcements; and make search-related travel arrangements.

DOCUMENT B-XIII
UNIVERSITY SEARCH AND SCREEN PROCEDURE
(Approved: Trustees 12/18/76)

The Trustees of the University, in the eventuality of a vacancy in the Presidency, accept the desirability of consultation with the faculty, staff and students of the University as well as with other university constituencies in the course of determining the selection of a President.

Furthermore, the Trustees acknowledge the "Search and Screen" approach as a useful method of consultation in the case of identifying candidates and making a selection of a President. Furthermore, the Trustees understand that the Affirmative Action Plan and policy which they have earlier adopted will apply fully in the case of the appointment of a President.

DOCUMENT B-XIV
INITIAL OFFER LETTERS
(Approved: BFC 9/21/76)

In the offer letter sent at the time of initial hiring of a new faculty member, the appropriate unit head or department chairperson shall describe briefly the kinds of professional duties expected from faculty members at Indiana University and shall state how the criteria for promotion and tenure are likely to apply in the individual faculty member's case. This letter shall have been approved by the Dean of the Faculties prior to being sent.

DOCUMENT B-XV
STATEMENT ON RECRUITMENT AND RESIGNATION OF FACULTY MEMBERS
(Approved: AAUP 1990)

The Statement on Recruitment and Resignation of Faculty Members, reprinted below, was adopted by the Association of American Colleges in January, 1961, with the following reservations as set forth in a preamble prepared by that Association's Commission on Academic Freedom and Tenure:

1. No set of principles adopted by the Association can do more than suggest and recommend a course of action. Consequently, the present statement in no way interferes with institutional sovereignty.

2. The Commission realizes that the diversity of practice and control that exists among institutions of higher learning precludes any set of standards from being universally applicable to every situation.

3. The statement is concerned only with minimum standards and in no way seeks to create a norm for institutions at which "better" practices already are in force.

4. The Commission recognizes the fact that "emergency" situations will arise and will have to be dealt with. However, it urges both administration and faculty to do so in ways that will not go counter to the spirit of cooperation, good faith, and responsibility that the statement is seeking to promote.

5. The Commission believes that the spirit embodied in the proposed statement is its most important aspect.

In view of these reservations, the Council of the American Association of University Professors, in April, 1961, voted approval of the Statement without adopting it as a binding obligation. Endorsement of the Statement in this form was voted by the Forty-Seventh Annual Meeting.

Mobility of faculty members among colleges and universities is rightly recognized as desirable in American higher education. Yet the departure of a faculty member always requires changes within his institution, and may entail major adjustments on the part of his colleagues, the administration, and students in his field. Ordinarily a temporary or permanent successor must be found and appointed to either his position or the position of a colleague who is promoted to replace him.

In a period of expansion of higher education, such as that already existing and promising to be even more intensified as a pattern for the coming years, adjustments are required more frequently as the number of positions and of transfers among institutions increases. These become more difficult than at other times, especially in the higher academic ranks. Clear standards of practice in the recruitment and in the resignations of members of existing faculties should contribute to an orderly interchange of personnel that will be in the interest of all.

The standards set forth below are recommended to administrations and faculties, in the belief that they are sound and should be generally followed. They are predicated on the assumption that proper provision has been made by employing institutions for timely notice to probationary faculty members and those on term appointments, with respect to their subsequent status. In addition to observing applicable requirements for notice of termination to probationary faculty members, institutions should make provision for notice to all faculty members, not later than March 15 of each year, of their status the following fall, including rank and (unless unavoidable budget procedures beyond the institution forbid) prospective salary.

1. Negotiations looking to the possible appointment for the following fall of persons who are already faculty members of other institutions, in active service or on leave-of- absence and not on terminal appointment, should be begun and completed as early as possible in the academic year. It is desirable that, when feasible, the faculty member who has been approached with regard to another position inform the appropriate officers of his institution when such negotiations are in progress. The conclusion of a binding agreement for the faculty member to accept an appointment elsewhere should always be followed by prompt notice to his institution.

2. A faculty member should not resign in order to accept other employment as of the end of the academic year, later than May 15 or 30 days after receiving notification of the terms of his continued employment the following year, whichever date occurs later. It is recognized, however, that this obligation will be in effect only if institutions generally observe the time factor set forth in the following paragraph for new offers. It is also recognized that emergencies will occur. In such an emergency the faculty member may ask the appropriate officials of his institution to waive this requirement; but he should conform to their decision.

3. To permit a faculty member to give due consideration and timely notice to his institution in the circumstances defined in paragraph 1 of these standards, an offer of appointment for the following fall at another institution should not be made after May 1. The offer should be a "firm" one, not subject to contingencies.

4. Institutions deprived of the services of faculty members too late in the academic year to permit their replacement by securing the members of other faculties in conformity to these standards, and institutions otherwise prevented from taking timely action to recruit from other faculties, should accept the necessity of making temporary arrangements or obtaining personnel from other sources, including new entrants to the academic profession and faculty personnel who have retired.

5. Except by agreement with his institution, a faculty member should not leave or be solicited to leave his position during an academic year for which he holds an appointment.

DOCUMENT B-XVI
NON-DISCRIMINATION BASED ON SEXUAL ORIENTATION
(Approved: BFC 3/5/91)

Part 1

The Bloomington Faculty Council:

1. Reaffirms that section I.A.2.c of the Code of Student Ethics pertaining to discrimination based on sexual orientation is a fundamental policy of the university.

2. Affirms that sexual orientation is a factor unrelated to the achievement of excellence in the fundamental missions of the university, and members of the academic community are highly valued irrespective of their sexual orientation.

Part 2

The ROTC program provides Indiana University students with substantial financial support and a course of study in military science and aerospace studies. Officer training in a civilian environment is in the national interest, and the elimination of all ROTC programs from college campuses could have a very unfortunate impact on the culture of the military. However, because discrimination based on sexual orientation is practiced in the ROTC program, and because university policy does not condone such discrimination, the Bloomington Faculty Council recommends:

3. That all members of the university community, and most particularly including the officers and trustees of Indiana University, actively participate in efforts to change Defense Department policy, which is directly responsible for discrimination against Indiana University students. As an act of Congress would be one way to implement such a change in policy, Indiana's congressional delegation should be a particular focus of these efforts.

4. That notwithstanding the value of the ROTC program, if the program discriminates against Indiana University students based on sexual orientation as of the beginning of the 1995-96 academic year, the ROTC program on the Bloomington campus be phased out beginning at that time and be terminated at the end of the 1998-99 academic year. Therefore, the 1995-96 freshman class would be the last with an option to enroll in the ROTC program with the expectation of completing the program on the Bloomington campus. It is the hope of members of the Bloomington Faculty Council that Recommendation 4 will not have to be implemented.

However, the recommendation reflects a strongly held belief that discriminatory practice of this type has no place in an academic community.

5. A copy of this resolution be forwarded to members of the Indiana congressional delegation and to President Bush and to General Powell and to Secretary of Defense Cheney.

DOCUMENT B-XVII
SEXUAL ORIENTATION AND ROTC
(Approved: Trustees 5/3/91)

1. The Trustees reaffirm their support for the Reserve Officer Training Corps (ROTC) programs at Indiana University, because they provide scholarship opportunities for students who might otherwise be unable to attend the University, and because those programs ensure that some commissioned officers in the armed forces will be educated at IU and similar institutions of higher education, and because it provides an important service to our country.

2. The Trustees reaffirm their support for the Code of Student Ethics, including section I.A.2.c. (now the Code of Student Rights, Responsibilities, and Conduct, section I.A.2.a.) which provides that "the University does not condone discrimination based on sexual orientation," and also reaffirm that this section does not preclude ROTC programs at the University.

3. The Trustees encourage the University administration, working through appropriate national organizations, to urge the Defense Department to re-examine military policies of discrimination based on sexual orientation.

4. The Trustees encourage the University administration to support scholarly research by IU faculty, perhaps with faculty at other colleges or universities, concerning the impact on workplaces comparable to military workplaces of policies precluding discrimination based on sexual orientation, with a view toward sharing the results of that research with the Defense Department and the public.

DOCUMENT B-XVIII
ROTC CONTRACTS
(Approved: Trustees 10/20/92)

The BFC urges President Ehrlich to renegotiate the Army and Air Force contracts according to which we offer military science courses for credit on the Bloomington Campus. Every effort should be made so that the new, up-to-date, comprehensive contracts take into account the concerns of members of the Indiana University- Bloomington community. Those concerns include but are not limited to the lack of faculty review of the programs and disparity between the policies of the program and the Academic Handbook and Code of Student Ethics.

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Benefit	University Cost		Employee Cost
Social Security (FICA) tax Medicare Tax	6.2% of annual salary up to $72,600 limit and 1.45% of annual salary with no limit		Same as University Cost
IU Retirement Plan
Faculty, Librarians and all other Academic Appointee's starting July 1, 1999 or later	10% of actual base salary		None
**Life Insurance ($50,000 coverage) Dependents' Life Insurance Accidental Death and Dismemberment	$150.00 per year		None
Unemployment Compensation Workers Compensation (Medical and Income)	0.08% of base salary 0.44% of base salary		None
Fee Courtesy	0.45% of base salary
HEALTH CARE PLAN	Medical Only Total Premium (monthly)	IU Contribution	Employee Contribution Medical Only	With Dental
IU PPO HEALTHCARE $500/1000 Deductible Employee Employee/Child(ren) Employee/Spouse Family	198.52 392.76 481.08 546.37	142.75 248.39 301.79 324.42	55.77 144.37 179.29 221.95	57.09 150.74 186.97 234.23
IU PPO HEALTHCARE $900/1800 Deductible Employee Employee/Child(ren) Employee/Spouse Family	Medical Only Total Premium (monthly) 112.13 223.34 273.08 310.16	IU Contribution 111.13 222.34 272.08 309.16	Employee Contribution Medical Only 1.00 1.00 1.00 1.00	With Dental 1.00 4.35 4.72 6.50
M-PLAN HMO Employee Employee/Child(ren) Employee/Spouse Family	156.61 317.87 387.36 438.71	142.75 248.39 301.78 324.42	13.86 69.48 85.58 114.29	13.86 73.08 88.79 121.72
IU PRECISION POS Employee Employee/Child(ren) Employee/Spouse Family	163.38 323.18 395.93 449.59	142.75 248.38 301.78 324.41	20.63 74.80 94.15 125.18	21.95 81.17 101.83 137.46

TYPE OF POSITION	Faculty and Lecturers (Full-time)	Librarians & Physicians (Full-time)	Part-time, Visiting and short term (less than academic year)
RANK CODE	IR00-5	LI01-04 & MD00	All rank codes at less than 100% FTE or short term.
SCOPE OF SEARCH	Full national search	Full national search
ADVERTISING IN PROFESSIONAL JOURNALS, ETC.	REQUIRED. Must appear in at least 1 nationally read publication. (If no appropriate publication exists, a direct mailing as described below may be undertaken in lieu of this.)		Advertising in the Herald Times is appropriate for some positions.
ADVERTISING IN AFFIRMATIVE ACTION PUBLICATION	STRONGLY RECOMMENDED. Advertising in at least one nationally read affirmative action publication--journals, periodicals, newsletters, or job listing specifically directed at minorities or women. Most productive to use a publication directed at members of a specific discipline, e.g., The Black Scholar, The American Political Science Association Women's Caucus Newsletter.		Not required
DIRECT MAILINGS	STRONGLY RECOMMENDED. A mailing to departments, programs, institutes, foundations, etc., to be posted and to personally apprise qualified candidates of the vacancy. Must be national in scope. STRONGLY RECOMMENDED. A mailing to caucuses and organizatins directed at concerns of women and minorities requesting they publicize and welcome nominatins.		Not required. A local mailing is appropriate for some positions.
PERSONAL CONTACTS	STRONGLY RECOMMENDED. Identify and personally contact strong potential applicants, especially including women & minorities by letter/telephone. Must be national in scope.		DESIRABLE. Identify and personally contact local strong candidates, especially women & minorities.
I.U. PUBLICATIONS	AUTOMATIC. Submission of the Vacancy Notice form results in publication in two consecutive issues of the Bulletin for Academic Appointees or the Professional Opportunities Bulletin.
POSTING AT NATIONAL MEETINGS	APPROPRIATE, where available		Usually not appropriate
LISTING WITH PLACEMENT SERVICES	APPROPRIATE, where available		Usually not appropriate
TRIPS TO MEETINGS, CONFERENCES & OTHER INSTITUTIONS	APPROPRIATE, where available		Usually not appropriate

Professional Staff Level 16 & above (Full time)	Research Associates and Scientists (Full time)	Professional Staff Below level 16 (Full time)
OA, CN--level 16 and above	IR93, 95, 96, 97, 98	OA, CN--below level 16
Limited national search	Limited national search	Regional search
REQUIRED. Must appear in one nationally read professional publication or a national mailing must be undertaken.		REQUIRED. Must run in at least one regionally read publication or at least two major metropolitan newspapers (e.g. Chicago Tribune).
DESIRABLE. Advertising in at least one nationally read affirmative action publication- journal, periodical, newsletter or job-listing specifically directed at minorities or women. Most productive to use a publication directed at members or a specific discipline, e.g. The Black Scholar, The American Political Science Association Women's Caucus Newsletter.		DESIRABLE. Advertising in at least one regionally or nationally read affirmative action publication and/or a special edition of a major metropolitan paper directed at minorities or a minority newspaper.
REQUIRED. A mailing of national scope to departments, programs, etc., or an advertisement in a national professional publication. STRONGLY RECOMMENDED. A mailing to caucuses and organizations directed at concerns of women and minorities requesting they publicize and welcome nominations..		STRONGLY RECOMMENDED. A mailing of regional scope to departments, programs, etc. to be posted and to personally apprise qualified candidates of the vacancy.
DESIRABLE. Identify and personally contact strong potential candidates, especially including women and minorities, by letter or telephone. Must be national in scope.		STRONGLY RECOMMENDED. Identify & contact potential candidates, esp. women and minorities by letter or phone.
AUTOMATIC	AUTOMATIC. Submission of the Vacancy Notice form results in publication in two consecutive issues of the Bulletin for Academic Appointees or the Professional Opportunities Bulletin.
APPROPRIATE, where available		APPROPRIATE, where available
APPROPRIATE, where available		APPROPRIATE, where available
APPROPRIATE, where available		APPROPRIATE, where available