University Policy 4210
Effective Date
July 1978
Last Revision Date
June 1, 2026
Responsible Party
Human Resources, (208) 426-1616
Provost and Vice President for Academic Affairs, (208) 426-1202
Scope and Audience
This policy applies to recruitment and hiring for tenure-eligible and tenured faculty, clinical faculty, teaching faculty, and lecturers (full-time benefit-eligible faculty). It governs the procedures followed by academic units for all faculty types, in alignment with policies 4490, 4730, 4570, 4250, and 4220.
Additional Authority
- Idaho State Board of Education Policy II.A II.B, and II.G
- University Policy 1060 (Non-Discrimination and Anti-Harassment)
- University Policy 1070 (Equal Opportunity Statement and Veterans’ Preference)
- University Policy 1110 (Conflict of Interest and Conflict of Commitment)
- University Policy 4000 (Faculty Code of Rights, Responsibilities, and Conduct)
- University Policy 4460 (Nonreturnees – Faculty)
- University Policy 4490 (Clinical Faculty)
- University Policy 4250 (Lecturer Faculty)
- University Policy 4570 (Joint Appointment of a Faculty Member)
- University Policy 4730 (Teaching Faculty)
- University Policy 4740 (Faculty Multiple Year Appointments)
- University Policy 7005 (Background Verifications)
- University Policy 7020 (Drug and Alcohol Free Workplace)
- University Policy 7025 (Rehire Eligibility)
- University Policy 7050 (Nepotism Policy)
- University Policy 7520 (Drug and Alcohol Screening)
- University Policy 7570 (Reasonable Accommodations for Employees and Applicants)
- University Policy 7630 (Recruitment and Hiring)
- University Policy 7000 Position Definitions
- University Policy 7600 Telecommuting
1. Policy Purpose
To establish the University’s open and competitive recruitment and hiring process for full-time benefit-eligible faculty members in compliance with federal, state, and local laws, and Idaho State Board of Education and University policies and including the role of faculty participation in and input on faculty hiring decisions.
2. Policy Statement
Boise State University strives to attract and hire qualified individuals who support the University’s mission. The University is committed to ensuring equal employment opportunity for all qualified individuals and taking proactive steps to prohibit any protected-class discrimination in its recruitment and hiring process.
3. Definitions
3.1 Appointing Authority
Establishes institutional standards for faculty recruitment and hiring and approves faculty appointments as required by University policy. Per Idaho State Board of Education Policy II.A and II.B.2, the President of the university delegates faculty hiring responsibilities to the Provost, who hereby delegates this authority to the deans for their respective academic unit. Nothing in this policy limits the President’s or Provost’s authority to approve or deny faculty appointments consistent with Idaho State Board of Education policy.
3.2 Background Verification
The gathering and review of any or all of the following: Excluded Parties List System (EPLS) records, criminal history records, financial history records, motor vehicle records, review of degree and education and license records, controlled substances screening records, and conducting Reference Checks. See University Policies 7005 (Background Verifications), 7020 (Drug and Alcohol Free Workplace), and 7520 (Drug and Alcohol Screening).
3.3 Faculty
For the purposes of this policy, the “Faculty” is defined in the Faculty Senate Constitution, Article II; Policy 7000 Section 5.2; and Policy 4000 Section 4.11. All full-time, benefit-eligible faculty are afforded responsibilities and opportunities in governance, regardless of faculty type, per Policy 4000 Section 5.2.d.
3.4 Final Candidate
An applicant who is being offered employment, promotion, or internal transfer, or is being considered for affiliation or volunteer service with the University, contingent upon successful completion of a Background Verification.
3.5 Faculty Input
Faculty input refers to evaluative judgments regarding candidates’ strengths and weaknesses and may include a collective faculty recommendation to the Search Committee reached through unit-established procedures.
3.6 Hiring Authority
The individual designated by the University to make a faculty appointment decision on behalf of the institution, typically a dean. The faculty in an academic unit within a college provides input in the selection of candidates for the Hiring Authority’s consideration in accordance with policies and procedures of the academic unit and this policy. The Hiring Authority selects the candidate to be appointed after considering the Search Committee’s recommendation and the Hiring Manager’s recommendation, subject to approval by the Provost, and is responsible for ensuring that the appointment complies with University policies, legal requirements, and secures required approvals. The final appointment decision is made by the Hiring Authority (typically the dean), with written approval from the Appointing Authority (typically the Provost).
3.7 Hiring Manager
The individual designated by the Hiring Authority to lead the faculty search and to serve as the primary liaison between the unit, the search committee, the Hiring Authority, and Human Resources. The Hiring Manager is responsible for managing the faculty recruitment process in accordance with this policy and applicable unit-level hiring procedures; overseeing the search process; advancing recommended candidate(s) for consideration by the Hiring Authority after receiving input from the search committee and academic unit faculty; and ensuring compliance with procedural requirements throughout the search. The Hiring Manager is typically the chair/head of the department which is hiring and makes a recommendation to the Hiring Authority, who is typically a dean.
3.8 Human Resources
Provides guidance, compliance oversight, and administrative support related to faculty recruitment, lawful interviewing practices, background verification, offer processing, onboarding, and recordkeeping.
3.9 Reference Check
The process of directly, or indirectly through a third-party vendor, contacting a Final Candidate’s current and former employer(s), individuals listed by a Final Candidate as references, educational institutions, and any other entities that may reasonably be relied upon to provide information relevant to a Final Candidate’s qualifications for employment, affiliation, or volunteer service.
3.10 Search Committee
A committee charged by the Hiring Manager with the initial screening and evaluation of candidates. Conducts recruitment, evaluation, and interview activities using job-related criteria and approved evaluation tools. The Search Committee provides documented input and recommendations to inform candidate selection but does not make appointment decisions.
3.11 Search Committee Chair
The individual designated to lead and coordinate the work of the search committee. The Search Committee Chair facilitates committee meetings, ensures adherence to the approved search process and timeline, coordinates candidate evaluations and interviews, facilitates faculty input, maintains search documentation, and serves as the primary point of contact between the search committee, the Hiring Manager, and Human Resources regarding search committee activities.
3.12 University Business Days
Monday through Friday, excluding weekends, official University holidays, and University closures.
4. Unit-Level Hiring Policies
Colleges, schools, and academic units that recruit benefit-eligible faculty must maintain written hiring policies that are consistent with this policy and with applicable University and State Board of Education policies. Except under extenuating circumstances, searches for full-time benefit-eligible faculty should be conducted with broad and meaningful participation from faculty and staff. In addition to providing an appropriate voice for the department/unit community in such decisions, participation leads to more informed decision-making and positions newly-hired candidates for success at Boise State University.
Unit-level hiring policies must, at a minimum, address:
- The roles and responsibilities of the dean, department chair/head, search committee chair, and search committee members;
- Unit-specific processes for search committee formation and faculty participation in the search process and the mechanisms for gathering input on candidates;
- The unit’s process for ensuring that candidate evaluation criteria and assessment methods are job-related, aligned with the approved position description and disciplinary expectations, and applied consistently throughout the search process;
- Processes for candidate screening, interviews, and recommendations;
- Expectations related to confidentiality and conflicts of interest; and
- Any additional unit-specific practices that supplement University requirements.
Unit-level hiring policies are subject to review and approval by the dean and must be consistent with guidance issued by the Provost’s Office and Human Resources. Unit-level hiring policy may supplement but may not reduce the minimum faculty participation and evaluative responsibilities established by this policy.
In the event of unresolved disagreement regarding unit-level hiring policy, the Provost, Faculty Senate President, and CHRO shall serve as the final institutional authorities to resolve such disagreement.
5. Open and Competitive Hiring Process
a. Long-Term Planning: Faculty recruitment must be aligned with the university’s strategic planning at the department/unit school/college, and university levels. Units are encouraged to consider their hiring needs beyond a single year and to make informed decisions.
b. Strategic Planning and Approval: Before initiating a search, units must receive approval for initiating the search and the search process from the Office of the Provost.
c. In support of its commitment to an open and competitive hiring process, the University posts position vacancies and accepts applications from both external and internal applicants, or from internal applicants only. The open and competitive hiring process is used to fill regular full time position vacancies.
d. Any other exceptions to the open and competitive hiring process will be closely scrutinized and permitted only with appropriate justification, in compliance with University policy, and when in the best interests of the University. Approval by Human Resources and Workforce Strategy is required for such exceptions.
5.1 Confidentiality
a. Confidentiality is an important factor for ensuring the integrity of the recruiting and hiring process. The University is committed to providing confidentiality throughout the recruitment and hiring process. The Hiring Manager and search committee members, along with other faculty, staff, and administrators with any official role in the process, are expected to maintain boundaries of confidentiality and privacy before, during, and after the hiring process is complete, both in public meetings and venues related to the search, and in casual conversation about the search. The Hiring Manager and Search Committee Chair are responsible for setting and communicating these expectations.
b. To maintain candidate confidentiality, the confidence and control of application and search materials, and the delegated authority of the Search Committee, Search Committee members must not share candidate materials with anyone outside of the Search Committee or with any individual who is not supporting the search process. After finalists are identified and in consultation with HR, a limited number of candidate materials may be shared with members of the unit.
Confidentiality expectations apply to candidate-specific information and do not prohibit faculty or Search Committee members from raising concerns about compliance with University policy, conflicts of interest, or conduct affecting the integrity of the search through appropriate University channels. Faculty or Search Committee members must demonstrate attempts to resolve issues through the normal channels of administration (department chair/head, dean, provost, Compliance, HR, etc.). Faculty participation in hiring must be conducted in a manner consistent with University Policy 4000 and Policy 1060, including expectations of professional conduct and freedom from coercion, bullying, or retaliation.
5.2 Hiring Manager Responsibilities
The Hiring Manager is responsible for overseeing the search process, advancing recommended candidate(s) for consideration by the Hiring Authority after receiving recommendations from the Search Committee and eligible faculty and ensuring compliance with procedural requirements throughout the search.
5.3 Search Committee Responsibilities
Faculty Role in Evaluation and Recommendation
Search Committees play a crucial role in the evaluation and interviewing of candidates. AAUP principles stress that faculty should have a primary role in faculty hiring, and this policy ensures that Search Committees, composed mainly of faculty, retain primary responsibility for evaluating and recommending candidates. This role is reflected in University Policy 4000, the Faculty Constitution, and Idaho State Board of Education policy. This responsibility for evaluating candidates requires that “[f]aculty must, when evaluating candidates for initial appointment, be guided by the job expectations and requirements and use criteria that are directly reflective of relevant professional preparation, certification, skills, and/or experience related to the position” (University Policy 4000 Section 5.3.3.A).
Search Committees shall be composed primarily of faculty from the hiring academic unit, unless otherwise approved by the Provost.
Responsibilities
A. Search committees are responsible for the selection of prospective members of the University faculty on a basis of job-related criteria.
B. Search committee members should be available to participate fully and consistently, performing any duties assigned by the search committee chair
C. Faculty members serving on search committees must follow university requirements for mandatory training.
D. An individual cannot serve on the search committee if the individual is also an applicant for the position vacancy. If a prospective search committee member has any interest in applying for the position, the search committee member must withdraw from the committee prior to the search committee being convened.
E. Search committee members must disclose real or perceived conflicts of interest or commitment per Policy 7050 and Policy 1110.
Conflicts of Interest:
A. Conflicts of interest exist if there is a past or current relationship that compromises, or could have the appearance of compromising, a faculty member’s judgment with regard to the candidate.
B. All potential conflicts of interest, given the candidate pool, should be discussed with the search committee members and addressed appropriately. A decision needs to be made regarding how to manage a conflict, including or up to a recusal and/or replacement of a committee member, and the decision needs to be documented. See University Policy 7050, Nepotism, and University Policy 1110, Conflict of Interest and Commitment.
5.4 Posting Position Vacancies
a. Hiring units must follow the responsibilities for advertising and outreach as recommended by Human Resources. Human Resources will post position vacancies using the appropriate applicant tracking system (software application used to post jobs and manage recruitment and hiring information).
b. Position vacancies must be posted for a minimum of five (5) consecutive and full University business days. For faculty positions, a posting period of at least thirty (30) calendar days is strongly recommended.
c. If a faculty position is posted for fewer than thirty (30) calendar days, the Hiring Manager or Search Committee Chair must consult with Human Resources to review the circumstances and ensure compliance with University policy and applicable hiring policies and seek approval from the Provost and the CHRO.
Hiring Managers may choose to post the position for a longer period of time or keep it open until filled, as appropriate.
5.5 Screening and Evaluation of Candidate Pool
a. Search committees must apply a consistent and fair candidate evaluation process. Committees are expected to use the approved evaluation tool or screening rubric developed in alignment with the position description to guide both individual and committee-level review of applicants.
b. Candidate evaluations must be based on the qualifications, competencies, and criteria identified in the position description. The purpose of this stage of the search is to conduct an initial assessment of each candidate’s candidacy in a fair, intentional, and job-related manner.
c. Evaluation rubrics, screening tools, and related evaluative notes used by the committee must be collected and retained as part of the official search file, in accordance with institutional recordkeeping requirements.
5.6 Interview Process
5.6.1 Providing Reasonable Accommodations for Applicants with Disabilities
The University provides reasonable accommodations for applicants with disabilities upon request. Examples of an accommodation might include a sign-language interpreter, written rather than oral responses, large print or braille material, or an accessible interview location. For more information, refer to University Policy 7570 (Reasonable Accommodations for Employees and Applicants).
5.6.2 Interview Questions
Interview questions must be job-related and consistent with applicable federal and state laws and university policy. Certain topics are prohibited and may not be discussed during the interview process. Please refer to the Interview Topics to Avoid document for detailed guidance. Human Resources is available to provide consultation and review proposed interview questions upon request.
5.6.3 Preliminary Interviews
a. Search committees must conduct preliminary interviews using a consistent and fair process. All candidates selected for this stage must be provided with a substantially similar interview format, including comparable interview length, structure, and questions. See University Policy 7630. 4.7.3
b. Preliminary interviews must be designed to assess candidates based on the qualifications, competencies, and criteria identified in the position description. Interview questions must be job-related and aligned with the approved evaluation criteria. The purpose of this stage of the search is to conduct an initial, focused assessment of candidates’ readiness to advance in the search process.
5.6.4 On-Campus Interviews
a. Search committees must conduct on-campus candidate visits or remote interviews in certain circumstances using a consistent and fair approach. Each candidate invited to campus must be provided with a substantially similar visit format to support fair and intentional evaluation.
b. On-campus visits must be structured to assess candidates based on the qualifications, competencies, and criteria identified in the position description. Interviews, presentations, teaching demonstrations, and other evaluative activities must be job-related and aligned with the approved evaluation criteria. The purpose of this stage of the search is to support a thorough, consistent assessment of each candidate’s candidacy.
c. Search committees are responsible for communicating visit expectations, schedules, and required materials to candidates in advance. All individuals participating in the on-campus visit must limit evaluation to job-related criteria and avoid consideration of non-job-related factors.
5.7 Candidate Recommendation and Selection
a. Following completion of the on-campus interview process, e faculty of the hiring academic unit shall provide input to the Search Committee on the strengths and weaknesses of each finalist and may, through unit-established procedures, provide a collective faculty recommendation to the Search Committee Chair, consistent with applicable institutional and unit policies, and with qualifications, competencies, and criteria outlined in the approved position description.
b. The search committee shall convey its recommendations to the Hiring Manager. The Search Committee will also include input from faculty gathered through unit-established procedures and the Search Committee’s rationale.
c. When advancing a candidate or candidates for consideration by the Hiring Authority, the Hiring Manager will include their rationale and that of the Search Committee.
d. The Hiring Authority is responsible for selecting the final candidate for appointment. The Hiring Authority will communicate the selection decision to the faculty of the department or unit. If the Hiring Authority selects a candidate who is not recommended by the Search Committee, the Hiring Authority shall explain their decision to extend an offer to the selected a candidate to the Search Committee and Hiring Manager, referencing job-related criteria or institutional considerations relevant to the selected candidate, consistent with applicable law and confidentiality requirements. If the Hiring Authority does not choose to hire any candidate, the Hiring Authority will explain the rationale to the Search Committee.
e. Approval from the Appointing Authority (Provost) is required for all full-time benefit eligible faculty positions before extending an offer of employment.
5.8 Telecommuting Authorization
Hiring Managers should consult with Human Resources and Workforce Strategy before making an offer of employment that includes a telecommuting arrangement that is 100% remote, whether in or outside the State of Idaho. Telecommuting arrangements must be approved in advance following the approval requirements under University Policy 7600 (Telecommuting). Telecommuting from outside the state of Idaho may not be approved due to legal and other considerations associated with the state where the work is performed.
5.9 Consultation with Human Resources before Rehire
Hiring Managers should consult with Human Resources before making a contingent offer of employment to a former University employee. An employee may be subject to dismissal from employment if hired but previously deemed ineligible for rehire.
5.10 Reference Checks
a. Reference checks may be conducted at any point during the interview process but must be completed and deemed satisfactory prior to extending a conditional offer of employment.
b. Reference checks must be conducted in a consistent and job-related manner for candidates under serious consideration. Information obtained through reference checks must be evaluated in relation to the qualifications, competencies, and criteria outlined in the position description.
c. If a candidate’s reference checks are determined to be unsatisfactory, the Hiring Manager, in consultation with Human Resources, may request that the search committee recommend an alternate finalist.
d. If no alternate finalist is recommended, the Hiring Manager, in consultation with Human Resources, may elect to continue the search by advancing additional candidates from the existing applicant pool or by reposting the position.
5.11 Conditional Offer of Employment
a. Following satisfactory reference checks and receipt of all required internal approvals, the Hiring Manager, or designee, may extend a conditional offer of employment to the selected candidate (Final Candidate). All offers of employment are contingent upon successful completion of required background verification processes in accordance with University Policy 7005 and any other applicable requirements.
b. Prior to extending a conditional offer of employment, the Hiring Manager must consult with Human Resources in the following circumstances:
- The Final Candidate will perform any portion of their job responsibilities outside the State of Idaho;
- The Final Candidate is not a U.S. national and is subject to visa or work authorization requirements, in which case consultation with Human Resources and the Center for Global Engagement is required;
- The Final Candidate is considered All But Dissertation (ABD), in order to incorporate required conditions and language into the offer of employment.
c. If the Final Candidate’s Background Verification and/or drug or alcohol test, when required, is not satisfactory, Human Resources will notify the Hiring Manager, or designee, and the selection process may be restarted or continued with other qualified applicants. Any Final Candidate whose Background Verification and/or drug or alcohol test is not satisfactory will be notified. The Hiring Manager, or designee, may consult with Human Resources for more information.
5.12 Offer terms and start authorization
a. The compensation and benefits offered to the Final Candidate must comply with University policies and approved compensation practices. A conditional offer of employment may be made verbally; however, a written offer must be issued using the approved offer letter template maintained by Human Resources and Workforce Strategy.
b. Human Resources will facilitate offer acceptance through the applicant tracking system or an approved equivalent process.
c. Human Resources will notify the Hiring Manager, or designee, when required background verification processes have been successfully completed and will confirm the candidate’s authorized start date. The Hiring Manager, or designee, must not permit the Final Candidate to begin work until authorization has been received from Human Resources.
5.13 Search File Documentation
a. Search committees are responsible for ensuring that evaluation materials generated at each stage of the search process are collected and retained as part of the official search file. This includes, but is not limited to, evaluation tools or rubrics, scoring sheets, interview questions, committee surveys, and related notes, as well as reference check materials.
b. The Hiring Manager, or designee, is responsible for sending Human Resources and Workforce Strategy all search materials after the offer is accepted. All search materials must be provided as requested and maintained in accordance with institutional recordkeeping, audit, and public records requirements.
5.14 Onboarding, Start Date, Orientation
a. Following acceptance of an offer, academic units and Human Resources share responsibility for coordinating faculty onboarding and orientation. These activities must be managed to ensure timely completion of institutional requirements and to support the faculty member’s successful transition into the role.
b. Departments are responsible for providing unit-level onboarding, including role expectations, teaching and research responsibilities, departmental procedures, and local resources. Human Resources is responsible for administering centralized onboarding requirements and providing institutional guidance and orientation resources.
c. New faculty are expected to complete required institutional onboarding activities as directed by Human Resources. Participation in New Faculty Orientation is strongly encouraged, as it provides essential information regarding university policies, available resources, and faculty roles and responsibilities. Departments are encouraged to support faculty participation and to supplement institutional orientation with department- or college-specific information.
5.15 Notification to All Applicants/Candidates Not Selected
Units are encouraged to provide timely notification to applicants who are no longer under consideration. As a best practice, internal candidates and candidates who participated in interviews should be notified directly by the search committee chair or Hiring Manager, rather than through a system-generated message.
6. Related Information
Center for Global Engagement
University Policy 6240 (Meals and Refreshments) https://www.boisestate.edu/policy/finance/policy-title-meals-and-refreshments/
University Policy 7140 (Moving) https://www.boisestate.edu/policy/human-resources/moving-policy/
Revision History
July 1995; March 2003; June 1, 2026