3.3 | Recruitment and Hiring of Faculty/Lecturers

A. Purpose
To provide guidelines for the initial appointment and employment of academic staff.

B. Scope
This policy applies to all classifications of academic staff whose primary responsibilities including providing instruction.

C. Policy Statement
Academic staff play a central role in advancing Sampoerna’s University mission to provide educational opportunities that promote the educational and social development of its students. Academic staff are found primarily in the University’s Faculties and have a variety of responsibilities from teaching, research, community service and service to the institution.

D. Definitions
1. Full-Time Faculty—academic staff assigned to a Faculty and/or Study Program for the purpose of carrying out the obligations of Tri Dharma Perguruan Tinggi (teaching, research and community service). Full-time faculty are eligible for academic rank and permanent employment status.
2. Contractual Faculty—an academic staff member with a limited-term contract to teach a particular course and/or complete assigned research and community service projects. Contractual faculty are further categorized into the following three classifications:

1. Home-Based Lecturers—must have a lecturer registration number at Sampoerna University and are obligated to conduct Tri Dharma Perguruan Tinggi without other assignments.
2. Adjunct Faculty—obligated to conduct Tri Dharma Perguruan Tinggi without other assignments. A lecturer registration number at Sampoerna University is not required. Adjunct faculty may be hired for up to one year.
3. Part-Time Lecturers—responsible only for teaching specific courses during a specified semester. Lecturer registration number may or may not be recorded at Sampoerna University. Assignments may be renewed on a semester-by-semester basis.

3.3.1 | Workload

1. Full-time Lecturers are contracted to teach 30 to 36 credits per year, which is generally equivalent to 65-80 percent of the total faculty workload, depending on credits earned for research, service or other university contributions.
2. Full-time lecturers are expected to work at least 40 hours per week on University-related activities. As many of these activities may occur outside of the University’s normal operating hours, individualized working hours for lecturers must be established between the lecturer and their respective Head of Study Program or Dean.
3. Workload for lecturers classified as Contractual Faculty is determined on the basis of the terms of their contract with the University to provide teaching, research, community service or other related activities for the benefit of the institution.

3.3.2 | General Administration

1. Supervision—the Head of Study Program or Dean-approved designee is responsible for the direct supervision of a member of the Faculty.
2. Benefits
   • Full-time faculty are benefits eligible in accordance with the University’s salary and benefits schedule.
   • The University is not obligated to provide benefits or other forms of support to contractual faculty other than that expressed in the terms of the employment contract.

3.3.3 | Search, Appointment and Hiring of Academic Staff

Sampoerna University is committed to promoting the rights and safety of all campus community members. It requires that individuals treat one another with dignity, respect and fairness. The University demonstrates this commitment by integrating diversity and inclusive excellence into its organizational processes, structures and practices. SU affirms its commitment to recruit a diverse faculty and staff that upholds the Indonesian principles of Pancasila, the philosophy that there is national strength and unity through a respect for diversity.

1. Background Verification—all applicants for academic staff positions may be subject to a background check. This may include a review of criminal history, degrees and licenses obtained, and personal reference checks.
2. Final Candidates—an applicant who being offered employment or being considered for affiliation with the University is contingent upon the successful completion of a background check.
3. Internal Approvals—approvals for all full-time academic staff positions require the approval of the President. Approvals for all contractual academic staff positions require the approval of the Vice Rector for Academic Affairs.
4. University Business Days—Monday through Friday, excluding weekends, official holidays, and University closures. Work assignments for academic staff may extend beyond the University’s normal operating hours.
5. Open and Competitive Hiring Process—in support of its commitment to an open and competitive hiring process, the University posts academic staff position vacancies and accepts applications from both external and internal applicants. The open and competitive hiring process is used to fill all regular full or part-time academic staff positions.
6. Confidentiality—The University is committed to providing confidentiality throughout the recruitment and hiring process. The hiring manager and search committee members must commit to the confidentiality expectations of the search, both in public meetings and venues related to the search, and in casual conversation about the search.
   • To maintain the confidence and control of application and search materials, 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.
   • Search committee members may be asked to sign a confidentiality agreement.
7. Hiring Manager Responsibilities—Prior to initiating a search to fill a position vacancy, the hiring manger must:
   • Obtain approval from the Dean and Vice Rector for Academic Affairs to fill an existing position that is vacant. Obtain approval from the President to initiate and fill a new position.
   • Confirm with Human Resources that there are allocated funds for the position.
   • Ensure that there is an accurate position description and that the classification and requirements for the position are appropriate. If the position is new, or the duties of a vacated position have significantly changed, the new or revised position description must be reviewed by Human Resources.
   • Create a search committee for the position. In collaboration with HR, ensure the committee is trained and understands the search process and requirements. Designate a chair of the committee. University supervisors should allow employees to participate on a University hiring committee as requested.
8. Search Committees—Search committees are used to facilitate the evaluation and interviewing of candidates. A search committee should represent diverse and varied backgrounds, career stages, and areas of expertise.
   • Search committees for academic positions must include at least three individuals. A majority of search committee members must be lecturers.
   • Search committee members should be available to participate fully and consistently throughout the entire search process performing any duties assigned by the search committee chair.
   • An individual cannot serve on a search committee if the individual is also an applicant for the vacant position. If a search committee member wishes to be an applicant for the position, the search committee members must withdraw from the committee prior to reviewing any other applicants.
9. i. Posting Position Vacancies—Human Resources will post position vacancies. Minimum qualifications must be included for all position postings.
   • Academic staff position vacancies must be posted for a minimum of five (5) consecutive and full University Business Days. The Hiring Manager may choose to post the position vacancy for a longer period of time, or keep it open until filled.
   • A hiring manager who is unable to fill the position vacancy within the original posted timeframe may extend the posting, as needed, in consultation with Human Resources.
10. Using Qualified Applicants from a Recent Posting
    • A position vacancy does not have to be posted if a vacancy in the same classification closed within the previous six (6) months, and there are sufficient qualified applications from that recent posting.
    • To fill a position vacancy using qualified applicants from a recent posting, the hiring manager must review the applications and proceed through the normal steps of the hiring process.
11. Interview Process
    • A hiring manager may require a position-related activity or skill assessment as part of the interview process. This may include providing a guest lecture or instructional presentation. The same position-related activity or skill assessment must be administered to all candidates during the interview process.
    • After reviewing applications from the certified candidate pool or hiring list, the Hiring Manager and/or Search Committee will select candidates to interview based on the candidates’ knowledge, skills, abilities, and experience related to the position.
    • The Search Committee must ensure that all interview questions are position-related and follow University guidelines. Interviewers must not ask questions pertaining to a candidate’s:
      • Race, color, religion, sex, age, gender identity, or disability;
      • Age-related milestones such as graduation, birthplace, height, weight, marital or family status, pregnancy, child care arrangements, or financial status;
      • Criminal background
12. Candidate Selection
    • After conducting interviews, the search committee will recommend the candidate best qualified for the position to the hiring manager. The selection should be based on the candidate’s position-related skills, knowledge, experience, accomplishments and achievements, communication and interpersonal skills, and interview assessment results.
    • If a satisfactory candidate is not identified after conducting interviews, the hiring manager may select new candidates to interview from the candidate pool or repost the position. Human Resources will assist the hiring manager in this situation.
13. Reference Checks
    • Reference checks may be conducted at any time during the interview process but must be completed before making a contingent offer of employment.
    • If a selected candidate’s reference checks are unsatisfactory, the hiring manager may ask the search committee to recommend an alternate candidate.
    • If the search committee does not recommend an alternate candidate, the hiring manager may select new candidates to interview from the candidate pool, or may repost the position. Human Resources will assist the hiring manager in this situation.
14. Conditional Offer of Employment
    • If the candidate’s Reference Checks are satisfactory, and all required internal approvals are received, the hiring manager may make an offer of employment to the selected candidate who will then become the Final Candidate. All offers of employment are conditional pending a successful outcome from the Background Check.
    • The final offer to the Final Candidate will be done by Human Resources. The compensation and benefit package offered must be in accordance with the University’s policies. The conditional employment offer must be verbal. Human Resources will facilitate the acceptance of the offer and conclude employment negotiations.
    • If the Final Candidate’s Background Check is not satisfactory, Human Resources will notify the hiring manager and the selection process may be restarted or continued with other qualified applicants. Any Final Candidate whose Background Check is not satisfactory will be notified.
    • Human Resources will notify the hiring manager of the Final Candidate’s target start date once the Background Check is complete. The hiring manager must not permit the Final Candidate to begin work until the hiring manager has received approval from Human Resources.
15. Submitting Hiring Materials—the hiring manager is responsible for sending Human Resources the following information after a candidate has been selected and hired:
    • Candidate Evaluation Forms or completed interview question sheets.
    • Any completed reference check forms.
    • Materials related to feedback from position-related activities or guest lectures, if any.
    • Any additional screening and/or interview materials related to each candidate.
16. Notification to All Applicants/Candidates Not Selected—as a professional courtesy, Human Resources should send rejection notices to unsuccessful applicants, especially applicants who were interviewed but not selected.