Inclusive Hiring Guide


The inclusive hiring initiative is led by the Office for Equity, Diversity, & Inclusion in collaboration with the Office of Human Resources (OHR).

The Inclusive Hiring Practices Guide is aimed at developing sustainable and equitable practices within the search and selection process that align with the University of Pittsburgh’s Plan for Pitt and the University’s commitment to diversity and inclusive excellence.

OEDI is committed to fostering diversity and celebrating differences, educating the community on the benefits of diversity, promoting equity, eliminating discrimination, and advancing equal access to all opportunities at the University of Pittsburgh (Pitt) and its regional campuses. Additionally, OEDI coordinates, facilitates, and participates in the development of equal opportunity, nondiscrimination, and diversity initiatives that enhance inclusion for University of Pittsburgh and its regional campuses.


Utilization of this guide will ensure every applicant for employment will feel that their credentials have been reasonable considered and each search committee member will feel that their contributions are valued.

  1. Ensures that each search conducted at Pitt promotes diversity as a core value and strives to attract candidates representing diverse backgrounds and identities.
  2. Provides a framework for search processes that are equitable, inclusive, and transparent.
  3. Creates a degree of consistency in the search and selection process across the University of Pittsburgh and the regional campuses.
  4. Enhances the current hiring processes at the University.

Inclusive Hiring Model

The term inclusive hiring encompasses more than just gender and race in recruitment. It means valuing different backgrounds, ensuring fair and equal opportunities, and ensuring diversity and inclusivity are key components of the hiring process.

Inclusive hiring intentionally integrates equitable practices within the hiring process that aids in mitigating bias and creates a more diverse and inclusive workforce.

Inclusive hiring is a continuous process which begins prior to a division receiving permission to hire for a vacant position. Inclusive hiring is an active and engaged process that requires strategic planning and cross collaboration among the University and the regional campuses throughout the various phages of the hiring process. Cross collaborations and implementation of an inclusive hiring guide ensures the hiring, recruitment, and onboarding of staff and faculty is an inclusive process with the goal of achieving diversity excellence.

OHR utilizes a full cycle recruitment and retention model that incorporates five phases of tools and resources that provide assistance and guidance for the recruitment and hiring of full-time and part-time staff positions at Pitt. OHR’s full cycle model was used as a resource in creating the inclusive hiring guide.

Incorporating a full cycle recruitment and retention plan within the inclusive hiring process ensures a holistic approach to inclusive hiring and embeds transparency and accountability metrics that:

  • intentionally address hiring shortfalls,
  • intentionally seeks a diverse pool of candidates, and
  • ensures the reputation of the institution as one that is committed to providing a positive and safe campus climate for faculty and staff within the various divisions of the University.

Essential Components

The essential components serve as broader categories of the search and selection process. Each component outlines each stage of the hiring process and documents the decision points and actions steps needed to ensure compositional representational of the search committee and candidate pool which reduces the impact of implicit biases in the search process, and encourages open communication among division leadership, search committee chairs and members, OEDI and OHR.

Component I: Planning and Recruiting

Search committees are to conduct business in a fair and transparent manner, which enables each voting committee member to have an equal voice in the process. Maintaining discretion is an expectation of all individuals who participate in the search and screening process, particularly confidentiality of the search committee’s deliberations. Confidentiality is not only important during the search, but even more critical after the search process has ended. The hiring manager and the search committee possess the responsibility to honor applicant/candidate confidentiality throughout the search process.

Component II: Screening and Interviewing

Search committees must be intentional and deliberate in their efforts to secure diverse and qualified applicants and ensure consistency throughout the search and selection process. The search committee is responsible for the review of applications, identifying candidates and conducting interviews. Interviews can be conducted by telephone, video conference, and/or in-person. Multiple rounds of interviews may be conducted as needed, but the same interview structure must be applied to each interview and each candidate within each round of the interview process.

Component III: Hiring and Onboarding

The orientation and onboarding of the new hire are crucial to the inclusive hiring process. Once a candidate has been selected and the formal search and selection process has concluded, the process of negotiating the orientation and onboarding is the first formal experiences with engagement the new hire has the university. Onboarding is an important way of demonstrating the university’s commitment to the diversity and promoting inclusive excellence.

Component IV: Evaluation of Search and Selection Process

The evaluation of the search and selection process is crucial for ensuring the goals and outcomes of the search and selection process have been met. The evaluation is an effective way to ensure bias and barriers that may have prevented diverse candidates from applying or being hired are identified and/or eliminated from the process. The evaluation is also an effective way to improve processes, attract diverse and qualified candidates, enhance the candidate experience, increase efficiency, reduce turnover, and increase diversity, equity, and inclusion at the University.