How Universities Find the Right Job Candidates in 7 Steps

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How Universities Find the Right Job Candidates

Universities find the right job candidates by following these 7 steps. Hiring the right people at your college and university is critical to building a high-performing institution.

To enjoy continued success in the world of higher education, you’ve got to find the right staff and faculty members to join your team. Each new hire takes a significant amount of time and effort, and high turnover rates can squander it all. The Change Leader is here to help. Use the tips below to find quality talent that fits seamlessly into your organization—and contact The Change Leader for everything from accreditation to curriculum design to building trust between administrators and faculty.

Have a detailed vision of the right fit for the position

Universities find the right job candidates by knowing exactly what qualities, mindsets, skills, and personality types you are looking for in an employee. This way, you can be methodical in screening your candidates for these qualities. Don’t get tunnel vision, however. Be open to that “non-traditional” candidate who may not have all the ideal qualifications, but need a little time to grow into the position.


Even gainfully employed people are often looking for the next best thing. Seek out the best talent regardless of whether they are actively seeking new jobs. The flattery of being approached may be enough to entice them to leave their current job.  However, beware of candidates who can be poached at will or who have a history of job-hopping for that next best thing. Loyalty is important, and if you can poach a candidate away from their current employment, someone else can (and will) do that to you—and then that “great” candidate just took your company’s intellectual property with them.

Universities find the right job candidates by involving their team

Keep your best people involved in the hiring process. They’re the ones who will be working most closely with the new hire, and they can offer a perspective that you may lack.

Make your hiring process accessible

Everyone is busy, and an unnecessarily long application or complicated submission system can deter top talent from entering their name into the pool.

Tailor interview questions for the right job candidates

Tailor your interview questions to the specific candidate and position for which you are hiring. Watch out for rehearsed answers and seek out confidence and authenticity.

Universities Find the Right Job Candidates by Keeping an open mind

Most people have an unconscious bias toward people who are like them, and education organizations can be the most culpable when it comes to this. While education and experience (and in the case of higher education, publications, and citations) may be indicators of whether or not a candidate is qualified for a position, keep an open mind about candidates that don’t readily fit the mold. A candidate with unrelated work experience may be a better leader, have a better work ethic, or have the necessary skills to make needed changes in the organization.

Never lower your bar

Only hire people that you want in the long-run. It’s better to wait for the right person to come around than to invest time and energy in an employee who isn’t a good fit. Ideally, people join an organization because they are passionate about what it does. Often, they end up leaving their managers or because there isn’t an opportunity for them to grow.  Remember, though, that fit is different than technical (job) skills.  Skills can be learned, fitting into a culture not so easy.

The Change Leader & Your Organization

The Change Leader can help universities find the right job candidates with everything from streamlining the hiring process to building a positive work culture. We provide A to Z services for the business and academic side of education organizations, pulling in stakeholders every step of the way. Visit our homepage today to learn more about our strategies for leadership development and organizational change.

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