Please note that this is the former (2005) Hiring Guide for Presidential Appointments for reference purposes only; for current hiring process informationgo to search committee tools at University Human Resources .
Contact University Human Resources at 593-1226 or Institutional Equity at 593-9141 if you have questions or would like to become trained in the electronic hiring system.
The Office for Institutional Equity provides this information to those with hiring responsibilities in an effort to assist you in following sound personnel practices and to satisfy Ohio University affirmative action requirements.
This resource is intended to serve as both a guide and a summary of the hiring process which will be utilized at Ohio University. It is our hope that it will serve to balance the interests of the University, with the interests of the prospective employee. Our goal is to allow for a simple and clear process and to ensure that equitable and consistent hiring policies are employed by Ohio University in the filling of university positions.
When a situation arises which necessitates modification of the procedures, or where a question exists concerning the guidelines, please contact the Office for Institutional Equity, 101 Crewson House, 593-2620, fax 593-0790, email instequ@www.ohiou.edu.
Note: Periodic revisions are made to the Hiring Guide and the Affirmative Action Recruitment Report, so please refer to the website (www.ohiou.edu/equity/HiringGuide.cfm) for the most up-to-date version. We welcome your feedback.
1. Vacancy occurs- Contact University Human Resources Position Information Manager (593-2096) to initiate hiring process. Submit a Position Requisition (formerly called Position Information Form - PIF) to secure approval from unit head and Provost to fill vacant position. For University Human Resource (UHR) forms and Hiring Freeze updates and processes, refer to the UHR website. An assigned Position Number for this search will be needed throughout the hiring process.
2. Drafting of position description - If new or continuing administrative position, submit Position Description Questionnaire (PDQ) to UHR for pay grade evaluation and assignment. For faculty and administrative positions, consult with Office for Institutional Equity to assure compliance in content and form.
3. Advertising of position - Use consistent information throughout advertisements. Affirmative efforts must be made to reach underrepresented female, veteran, minority and disabled populations. Submit Posting Guidelines to UHR for internal and on-line posting. Departments initiate external posting. Hiring units are strongly encouraged to consult with the Office for Institutional Equity to assure compliance with form, content and scope of recruitment.
4. Applications received - Send letter of acknowledgment and Applicant Information Survey Card, immediately. Applicant Information Survey Cards are available from the Office for Institutional Equity. Review and screening can commence immediately or after deadline for application.
5. Preliminary screening - Encourage varied committee make-up by including minorities, females, veterans and persons with disabilities. Only those candidates not meeting minimum qualifications should be eliminated at this time.
6. Screeningfor Affirmative Action requirements - Within each search committee, discuss the best ways to identify candidates' race/ethnicity, veteran status, sex and disability. Consult with Institutional Equity as needed.
7. Planning unit head signature - Section II of the Affirmative Action Recruitment Report must be completed and signed by dean or planning unit head prior to conducting interviews.
8. Interviews - Strongest candidates interviewed after review and screening, with due consideration to disabled, minority, veteran, and female applicants.
9. Recruitment report - Complete Sections I and III of the Affirmative Action Recruitment Report. Sections I, II, and III must be completed and approved by dean or planning unit head, and Office for Institutional Equity prior to an offer of position.
10. Job offer - Made after approval of recruitment report. If offer is accepted, all remaining applicants must be sent notice. If prospective offerees decline, original pool can be reviewed or a new search advertised. Approval from Office for Institutional Equity is required for all potential offerees.
11. Recruitment Report (approved) - Attach to the Appointment Information Form for signature from the Office for Institutional Equity. Include all attachments submitted with Recruitment Report (candidate vitae, advertisement documentation, etc.) After appropriate signatures are secured, Appointment Information Form goes to Payroll.
Note: For short-term (less than three months), quarterly appointments for faculty or administrators, a Recruitment Report is not required. Submit a Part-time/Overload Appointment Form to the Payroll Office.
12. Record Retention - All applicant files and supporting materials regarding the search must be retained by the hiring unit for the current year plus two years.
13. Employee Orientation - When employee arrives on campus, refer to UHR for Orientation process.
The key to delay-free hiring procedures is to check with the Office for Institutional Equity and University Human Resources early and whenever questions arise.
It is the policy1 of Ohio University that there shall be no discrimination against any individual in educational or employment opportunities because of race, color, religion, national origin, sex, veteran status, sexual orientation or disability. Also, there shall be no discrimination because of age except in compliance with requirements of retirement plans or state and federal laws and guidelines. Furthermore, the University maintains a vigorous affirmative action program in order to promote equal employment opportunities and to ensure nondiscrimination in all educational programs and activities. All programs to implement this policy will be reviewed on an annual basis.
Ohio University accepts the important distinction between affirmative action and equal opportunity. Equal opportunity assumes that the concept of merit based solely upon a person's ability to perform job duties will govern all personnel and educational decisions. Ohio University is committed to achieve equal opportunity via affirmative action which requires specific efforts to recruit, admit, employ, transfer, and promote members of groups previously excluded.2 The assertion of this distinction gives impetus to the institution's renewed search for approaches and programs designed to attain our goals and objectives. This is being done in recognition that benign neutrality tends to perpetuate the status quo.
The realization of affirmative action objectives will increase the heterogeneity of the University community and facilitate knowledge of the values and cultures of peoples of the world. This will add a new dimension to the multicultural educational mission of the University. We are committed to cultural pluralism in the belief that this is beneficial to all people and essential in strengthening the fabric of society. This commitment demands that we provide opportunities for people who have been denied educational justice.
The responsibility of overseeing the University's compliance with affirmative action requirements has been delegated by the President of the University to the Executive Assistant to the President for Institutional Equity. Every member of the University community, however, is charged with the responsibility for its attainment.
1See Appendix A for a summary of some of the legislative bases for this policy. 2"Affirmative action groups or categories" refers to the following individuals: U.S. citizens or permanent residents who are women, African-Americans/Blacks, Hispanics/Latinos, Asians or Pacific Islanders, American Indian or Alaska Native, disabled individuals and a status as a disabled veteran, veteran of the Vietnam era or specified campaign. See Appendix B for a more detailed definition.
The following guidelines afford the flexibility necessary to respond to the changing needs of the University and to the requirements which institutional policy and sound affirmative action practices dictate. Unit heads and search committees are encouraged to consult with the Office for Institutional Equity whenever a question arises as to the appropriate course of action. Representatives from the Office for Institutional Equity are available to provide guidance to those involved in the employment process. Assistance is available at any time throughout the hiring process.
1. Identify the need and obtain authorization. Identify if position is replacement, new position, part-time, etc. Obtain authorization from the appropriate office(s) to fill the position. Contact University Human Resources Position Information Manager (593-2096) to initiate the hiring process.
A Position Requisition (formerly Position Information Form - PIF) must be submitted through the appropriate planning unit head for review and approval.
A Position Description Questionnaire (PDQ) for all non-faculty positions must be submitted to University Human Resources for a determination as to whether the position will be categorized as Classified or Administrative with the appropriate pay grade.
2. Draft the proposed job advertisement. Submit a completed draft for newly created positions to the Office for Institutional Equity for review to assure acceptability of form and content.
a) Title - Be specific and avoid the use of misleading titles.
b) Date available - Announce as far in advance as possible. Though budgetary considerations may be uncertain, it is in the interest of all concerned to avoid an abbreviated application period. Where the position is grant-supported, this should be indicated along with the expiration date.
c) Salary/Range - Position titles and job descriptions can often be ambiguous or misleading. To reduce misunderstandings or false assumptions cite, where possible, either a minimum salary, a specific salary, or if appropriate, the salary range. For administrators, salary/range will be determined though Position Description Questionnaire (PDQ) evaluation.
d) Minimum qualifications - Determining the education and/or experience requirements for a position can be the most crucial and difficult task in the preselection process.
DO's and DON'Ts of establishing Job Qualifications
DO
Exercise extreme care to establish job relatedness.
Allow for factors such as breadth of experience to compensate for education.
Consult the Office for Institutional Equity whenever a question may arise.
DON'T
Allow precedent or individual preference to determine job relatedness.
Inflate or skew education or experience requirements to match a known candidate.
Make a wish list of attributes you would like to see in a candidate.
Establish overly rigid or inflexible criteria.
e) Brief description of responsibilities - Should be reflective of total responsibilities, based upon duties to be currently performed rather than on what you hope or expect the duties may be at some future date.
f) Deadline date for applications - Must afford a reasonable response time. Whenever possible, response time should exceed the required minimums. Consult with the Office for Institutional Equity should a question arise.
Local Search - 7 day minimum Regional Search - 10 day minimum National Search - 15 day minimum
a) All full-time faculty and administrative appointments of more than three months.
Posting with University Human Resources required. Search required commensurate with position level, compensation, and term of appointment. Recruitment Report required.
b) Part-time (less than 1.0 FTE) faculty or administrative appointment, with benefits, for up to one year.
Posting with University Human Resources required. Search required commensurate with position level, compensation, and term of appointment. Recruitment Report required.
c) Short-term faculty (for up to one academic quarter) or administrative (for up to 3 months) appointments, without benefits.
Written notification to the Office for Institutional Equity and UHR. This shall serve, where necessary, as the basis for consultation as to a mutually acceptable procedure. External search (advertising, etc.) discretionary. Submit Part-time/Overload Appointment Form to the Payroll Office.
d) Honorific title or appointment (e.g., Morton Professorship).
Posting and search recommended, but not required. Process must assure consideration of women and minorities. Written notification to the Office for Institutional Equity.
e) Promotion, change in title and/or additional responsibilities (administrative positions only).
Written notification to the Office for Institutional Equity and University Human Resources requesting review. This shall serve as the basis for discussion as to whether the proposed appointment represents a promotion or an expansion of an existing position.
f) Use of consultants.
For the purpose of this requirement a consultant is defined as one who renders professional advice or services. If an employer/employee relationship does not exist, posting is not required; otherwise, follow guidelines above.
g) Emergency appointments (faculty or administrative).
Written notification to the Office for Institutional Equity requesting review and approval. This notification will serve, where necessary, as the basis for consultation as to a mutually acceptable procedure.
h) Affirmative action appointments (faculty or administrative).
Written notification to the Office for Institutional Equity to verify that the hiring unit has legitimate reasons and rationale for the proposed appointment.
Except when required by University policy, the decision to employ a committee shall rest with the person charged with the hiring authority. Factors to consider include the nature of the position to be filled and the availability of time for committee members to conduct a thorough process.
When a committee is used, efforts must be taken to: a) specifically spell out the committee's role(s), and b) insure representation of underrepresented groups whenever possible. Individuals from underrepresented groups not available through the hiring unit should be sought from the University-at-large.
The planning unit head is ultimately responsible for hiring and required to inform committee members of their obligations and responsibilities to accomplish affirmative action. It is essential that all committee members are aware of the extremely confidential nature of all committee deliberations and committee decisions.
A committee may be charged with one or more of the following responsibilities:
a) Search - Normally charged with developing criteria for the position, drafting the position description, and advertising.
b) Screening - Function generally limited to screening applicants and the recommendation of one or more individuals for interview.
c) Interviewing - Role limited to the interviewing of candidates and to providing comments.
d) Selection - Committees rarely are responsible for final selection. Most often the committee will be requested to submit a list of acceptable candidates - ranked or unranked to the planning unit head. It is important to note that the planning unit head is charged with hiring responsibility and responsible for affirmative action in the search whether or not a committee is utilized.
a) Advertising, notices, etc. - Recruitment describes the process employed to develop the pool of applicants for given position(s). The nature of the position (part-time, tenure-track, etc.) will determine the scope of recruitment which will take place. This may include advertisements in periodicals, electronic postings, professional journals, and notices to other institutions. These advertisements must consistently present the same basic information (i.e., salary, deadlines, qualifications, responsibilities, title, etc.). Recruitment also includes personal contacts and encouraging prospects to actively apply for the position(s).
For all positions which require posting by UHR, complete the Posting Guidelines for Presidential Appointments, and send electronically to UHR. UHR posts your position on-line internally and externally.
Advertisements and other forms of notice of position openings must consistently make reference to Ohio University as an "Equal Opportunity/Affirmative Action Employer." Other suggested language for advertisements includes:
OU is an Equal Opportunity/Affirmative Action Employer, committed to an aggressive program of affirmative action.
The University places a high priority on the creation of an environment supportive of the promotion of women, minorities, veterans, and persons with disabilities.
Applications from women, minorities, veterans, and persons with disabilities are encouraged.
Candidates must have an understanding of and commitment to affirmative action and equal employment and educational opportunities.
OU is committed to quality, diversity and equal opportunity.
OU is an Affirmative Action/Equal Opportunity Employer. We seek to build a campus workforce that reflects the cultural diversity of our students.
b) Affirmative Action responsibilities - In addition to the routine recruitment process, there is a requirement that affirmative (positive) steps be taken specifically to make women, veterans, and minority group members aware of the availability of the position and to actively encourage applications from such group members.
To realize this responsibility, it will be necessary for each academic and administrative unit to develop a process whereby appropriately qualified women, veterans, and minority group members can be identified, made aware of position openings, and encouraged to submit applications. In short, it will be expected that units consciously develop their own recruitment program. The Ohio University Office for Institutional Equity should be contacted for advice and information relevant to this responsibility.
OhioUniversity strongly recommends that all applications for posted contract positions be acknowledged. The hiring unit is required to send an Affirmative Action Applicant Information Survey to each applicant. Add the designated Position Number to this card prior to mailing to applicants. It is suggested that the letter of acknowledgment contain a reference to the survey card; it could read as follows: "OhioUniversity policy requires that we maintain a summary of the affirmative action status of all applicants for employment. To assist us in this regard, we ask that you complete and return the bottom portion of the enclosed card. Submission of the requested information is completely voluntary on your part." The acknowledgment should also provide the applicant with some timetable regarding the filling of the position. The letter and card should be sent before applicant screening has been completed.
a) Logging Applications - For control purposes, it is urged that a logging process be used whenever a large number of applications is expected for an open position. Such a process could serve not only as a ready reference as to the number of applicants but also to ascertain whether an application has been lost or misplaced.
b) Criteria - Prior to screening applications, develop criteria upon which the applications will be evaluated. Where a screening committee will be employed, utilize written criteria which each member of the committee fully understands and which can be used as a checklist in the screening process.
c) First Screening - This will serve to eliminate those applicants who fail to meet the minimum established qualifications for the position. Preliminary screening, especially with a large number of applications usually begins before the application deadline.
Applications from underrepresented groups should be identified and carefully reviewed. Persons chairing a search are responsible for completing applicant data on the Affirmative Action Recruitment Report. The report requires: a breakdown of candidates by sex and race/ethnicity, identifying internationals, and those who are veterans. During the screening process, this information may be gleaned from a person's resume or cover letter, during face-to-face interviews, and by means of self-disclosure through the Affirmative Action Applicant Information Survey.
Hiring Committees are asked to make their "best guess" with regard to assessing a candidate's race, residency status, and veteran status. While these are not questions you may directly ask an applicant, Ohio University is still required to maintain statistics that will show applicant flow profiles for various categories of applicants. The following may assist search committees in identifying affirmative action candidates.
Minorities
Minority candidates are US citizens or permanent residents who are Asian or Pacific Islander, Black/African-American, Hispanic/Latino, or American Indian or Alaskan Native.
Indicators which may signify that a candidate is a minority:
Degree earned from HBCU (Historically Black Colleges or Universities) or HACU (Hispanic Association of Colleges and Universities)
Affiliations with minority fraternities or sororities
Member of a traditionally minority-oriented organization
Recipient of minority scholarship/award
Internationals
For purposes of affirmative action reporting, all minority candidates are considered Nationals unless candidates self-declare that they have non-US status or that they are not permanent residents.
Veteran Status
Candidate cites active military duty assignment, either by years served or campaign badges or honors received.
The Office for Institutional Equity is available to assist in identifying any of the above applicants and sends email notification to the search committee contact person with the names and minority group status of applicant survey respondents. Those not meeting minimum qualifications would be rejected at this point and so notified.
d) Second Screening - This review should evaluate the applications based upon the written criteria which have been developed. A checklist which includes a defined rating scale would be especially beneficial. This step normally occurs after the application deadline. The candidates who survive this screening process could be classified as semi-finalists. Those rejected at this point should be informed of their status.
e) References, Credentials, etc. - It should be at this point in the process that references or other data deemed necessary should be requested or checked for the remaining applicants. Applicants could be asked either to forward written references, to provide the names of references which the committee could contact or, if previously given, the committee could proceed to contact the references. The requesting of or use of an applicant's transcript should be given careful consideration. In most non-academic employment situations, there clearly exists no need to review transcripts. Rather, if the concern is whether the applicants holds the appropriate degree or credential, the applicant should be asked to provide verification.
f) Affirmative Action Responsibilities - There will be times after the first screening has taken place that a large number of qualified applicants remain. In many cases, subjective and/or arbitrary processes are then utilized by a committee or individual with hiring responsibility to reduce the number to a manageable level. From an affirmative action perspective, the effect of the subjective and/or arbitrary elimination process is that it generally serves to eliminate those who have until recently been outside the mainstream of higher education. It should be remembered that discriminatory effects can serve to support a finding of unlawful practices where subjective evaluations play an excessive role in employment decisions. At best, applications from individuals identified as members of such groups generally represent a small percentage of the total. Given such a situation, it becomes imperative that efforts be made to retain these individuals in the pool where they possess the requisite education and/or breadth of experience necessary to successful performance in the position. Finally, extreme care must be taken to ensure that all applicants are afforded the same opportunity for full review of their applications. For example, if an applicant has moved and efforts are made to locate the individual, such efforts must be made for all other applicants similarly situated. This would also include situations where specific requests for materials not received, such as references, are made for applicants still under consideration.
In brief, where any consideration which is outside the routine process is afforded one applicant, all other applicants must be given the same consideration. Given the obvious problems which can result, it is urged that consultation with the Office for Institutional Equity occur before taking such steps. Search committees are encouraged to retain qualified underrepresented applicants in the process for interviewing. The committee may be asked to providea substantive explanation where the interview group does not include one or more persons from underrepresented categories.
3. Testing.
Instances may exist where applicants will be requested to submit writing samples, tapes, slides, etc. on a predetermined subject for the purpose of screening. The use of such tests does not per se constitute a discriminatory employment practice. A charge of discriminatory employment practices may be supported, however, where the grading is overly discretionary or conducted in a subjective manner, or where the content of the test is oriented in favor of a specific sex or cultural background. It becomes important, therefore, to either a) eliminate the use of such tests where not absolutely necessary, or b) ensure, where such tests are necessary, that the subject matter will not serve, by intention or oversight, to discriminate against any group or groups of individuals.
Phase III - Interviewing
Taking into consideration such factors as number of applicants, travel costs, quality of applicants, and availability of time, efforts should be made to afford personal interviews to the greatest number of qualified applicants. A process where only one or two are interviewed out of a large pool of qualified applicants becomes suspect and can serve to create ill will unnecessarily.
Telephone interviews may be desirable both as a screening device and to reduce recruitment costs where a large number of applicants have survived the earlier review processes. Though not as desirable as personal interviews, this method does provide committee members with an opportunity to talk with the candidates. It also conveys to the candidate that more than a cursory process is taking place. If out-of-town candidates are interviewed by phone, local candidates need to be as well.
Remember that a pre-interview review by the planning unit head is required before candidates are invited for on-campus interviews.
1. Some Interviewing Do's and Don'ts
DO
Attempt, where practical or appropriate, to make the interviewing group representative of the University community.
Make certain that there is consistency in the questions asked candidates. Keep the focus of the interview questions job-related.
Afford candidates a reasonable amount of time for interviews (e.g., 15-20 minutes would generally be inadequate).
DON'T
Assume that marital or parental status will interfere with a candidate's acceptance of employment.
Assume that minority candidates will be unwilling to live and work in a predominantly white community.
Assume that age (40-65) will present a barrier to effective performance.
2. The following guidelines will be helpful in determining appropriate questioning of applicants for employment.
INQUIRIES BEFORE HIRING
NATURE OF INQUIRY
LAWFUL
UNLAWFUL*
1. Name
Name
Inquiry into any title which indicates race, color, religion, sex, national origin, disability, age, or ancestry.
2. Address
Inquiry into place and length of current address.
Inquiry into foreign address which would indicate national origin.
3. Age
Any inquiry limited to establishing that applicant meets any minimum age requirements which may be established by law.
a) Requiring birth certificate or baptismal record before hiring. b) Any other inquiry which may reveal whether applicant is at least 40 and less than 70 years of age.
4. Birthplace or National Origin
a) Any inquiry into place of birth. b) Any inquiry into place of birth of parents, grand-parents or spouse. c) Any other inquiry into national origin.
5. Race or Color
Any inquiry which would indicate race or color.
6. Sex
a) Any inquiry which would indicate sex. b) Any inquiry made of members of one sex, but not the other.
7. Religion or Creed
a) Any inquiry which would indicate or identify religious denomination or custom. b) Applicant may not be told any religious identity or preference of the employer. c) Request pastor's recommendation or reference.
8. Disability
Inquiries necessary to determine applicant's ability to perform the essential job functions.
Any other inquiry which would reveal disability.
9. Citizenship
Require proof of citizenship or visa status after being offered the position.
a) If native-born or naturalized. b) Proof of citizenship before hiring. c) Whether parents or spouse are native-born or naturalized.
10. Photographs
May be required after hiring for identification purposes.
Require photograph before hiring.
11. Arrests and Convictions
Inquiries into convictions for specific crimes related to qualifications of the job applied for.
Any inquiry which would reveal arrests without convictions.
12. Education
a) Inquiry into nature and extent of academic, professional or vocational training. b) Inquiry into language skills, such as reading and writing of foreign languages.
a) Any inquiry which would reveal the nationality or religious affiliation of a school. b) Inquiry as to what mother tongue is or how foreign language ability was acquired.
13. Relatives
Any inquiry about a relative which would be unlawful if made about the applicant.
14. Organizations
Inquiry into organization memberships and offices held, excluding any organization the name or character of which indicates the race, color, religion, sex, national origin, disability, age, sexual orientation, or ancestry of its members.
Inquiry into all clubs and organizations where membership is held.
15. Military Service
a) Inquiry into service in U.S. Armed Forces when such service is a qualification for the job. b) Require military discharge certificate after being hired.
a) Inquiry into military service in armed service of any country but U.S. b) Request military service records. c) Inquiry into type of discharge.
16. Work Schedule
Inquiry into willingness to work required work schedule.
Any inquiry into willingness to work any particular religious holiday.
17. Other
Any question required to reveal qualifications for the specified job.
Any non-job related inquiry which may reveal information permitting unlawful discrimination.
18. References
General personal and work references not relating to race, color, religion, sex, national origin, disability, age, sexual orientation, or ancestry.
Request references specifically from clergy or any other persons who might reflect race, color, religion, sex, national origin, disability, age, sexual orientation, or ancestry of applicant.
*Unless bona fide occupational qualification is certified in advance by the Ohio Civil Rights Commission.
Employers acting under bona fide Affirmative Action Programs or acting under orders of Equal Employment law enforcement agencies of federal, state or local governments may make some of the prohibited inquiries listed above to the extent that these inquiries are required by such programs or orders.
Employers having federal defense contracts are exempt to the extent that otherwise-prohibited inquiries are required by federal law for security purposes.
Any inquiry is prohibited which, although not specifically listed above, elicits information as to, or which is not job-related and may be used to discriminate on the basis of race, color, religion, sex, sexual orientation, national origin, disability, age, or ancestry in violation of law.
The recruitment report serves to provide a written statement of the hiring process which has taken place. To expedite review, it is necessary that the report be completed in full and that copies of all pertinent documents such as advertisements, notices, and resumes be attached.
After approval of the recruitment report, the Dean or Planning Unit Vice President extends a letter of offer to the candidate. After candidate's acceptance, the Appointment Information Form is completed, and sent along with the approved Recruitment Report and all attachments, to the Office for Institutional Equity for signature. The Appointment Information Form continues on to the Payroll Office.
For faculty or administrator short-term (less than three months) quarterly appointments, submit a Part-time/Overload Appointment Form to the Payroll Office.
Once a candidate has been selected and accepted the offer, notices should be sent to all remaining applicants indicating the completion of the search and selection of an applicant for hire. It is very important that this final step in the process not be omitted.
Upon employee's arrival to campus, contact UHR to register employee for New Employee Orientation program.
The following is a summary of the more significant legislation with which Ohio University must comply in the area of employment. The penalties which the University can suffer if found in violation include the requirement to award back pay and/or withdrawal of federal financial assistance. It is essential that compliance be with the spirit as well as the letter of the law.
TITLE VII OF THE CIVIL RIGHTS ACT OF 1964 - Prohibits discrimination in employment on the basis of race, color, religion, national origin, or sex. Includes hiring, upgrading, salaries, fringe benefits, training, and other conditions of employment.
TITLE IX OF THE EDUCATION AMENDMENTS OF 1972 - Provides that no persons shall, on the basis of sex, be excluded from participation in, be denied benefits of, or be subjected to discrimination in employment, or recruitment, consideration, or selection therefore, whether full-time or part-time, under any education program or activity operated by a recipient which receives or benefits from federal financial assistance.
EXECUTIVE ORDER 11246, AS AMENDED - Prohibits discrimination in employment on the basis of race, color, religion, national origin, or sex by a recipient of a federal contract of $50,000 or more. Requires that an affirmative action program be adopted and implemented by Ohio University.
EQUAL PAY ACT OF 1963 - Prohibits discrimination in salaries based upon sex.
AGE DISCRIMINATION IN EMPLOYMENT ACT OF 1967 - Generally prohibits discrimination in employment on the basis of age against persons who are between 40 and 65 years of age.
AMERICANS WITH DISABILITIES ACT OF 1990 - Prohibits any discrimination based on disability in employment promotion, demotion or transfer, recruitment, advertising, layoff or termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship.
CIVIL RIGHTS ACT OF 1991 - Allows for monetary damage in cases of intentional employment discrimination.
VIETNAM ERA VETERANS READJUSTMENT ASSISTANCE ACT OF 1972, AS AMENDED - Prohibits any discrimination against any veteran because he/she is a disabled veteran or veteran of the Vietnam era in employment, promotion, demotion or transfer, recruitment, advertising, layoff or termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship.
EMPLOYMENT AND TRAINING OF VETERANS (Title 38, Section 4212, US Code, December 2000) - Requires qualifying federal contractors to take affirmative action to employ and advance special disabled veterans, Vietnam Era veterans, newly separated veterans and other veterans who served active duty during a war or in a campaign or expedition for which a campaign badge was authorized.
BLACK/AFRICAN-AMERICAN, not of Hispanic Origin - Persons having origins in any of the Black racial groups of Africa.
HISPANIC/LATINO - Persons having origins in Mexico, Puerto Rico, Cuba, Central or South America or other Spanish culture or origin, regardless of race.
ASIAN or PACIFIC ISLANDER - Persons having origins in any of the original peoples of the Far East, Southeast Asia, the Indian Subcontinent, or the Pacific Islands. This area includes, for example, China, Japan, Korea, the Philippine Islands and Samoa.
AMERICAN INDIAN OR ALASKA NATIVE - A person having origins in any of the original peoples of North America and who maintains cultural identification through tribal affiliation or community recognition.
DISABLED - "Disabled person(s) means any person who has a physical or mental impairment which substantially limits one or more major life activities, has a record of such impairment, or is regarded as having an impairment."
VIETNAM ERA VETERAN - Veterans of the U.S. armed services whose active duty occurred any time during the years 1964-1975.
SPECIAL DISABLED VETERAN - means a veteran who is entitled to compensation under the laws administered by the Secretary for a disability, who is considered to have a serious employment handicap or who was discharged from active duty because of a service-connected disability.
NEWLY SEPARATED VETERANS - means a veteran who served active duty during a war or in a campaign or expedition for which a campaign badge was authorized.
