Faculty Searches



An Overview:

The School of Medicine is one of the nation’s preeminent institutions for medical education, biomedical research and clinical care.  Our mission is to continue to attract and retain the highest quality faculty members who will, working collectively, have the experience, knowledge and insight necessary to respond to new research and programmatic opportunities and be a central focus for excellence in patient care.

The faculty search process is crucial to realizing this mission.  Our goal is to recruit the best possible candidates through search processes that:

  • Are conducted with integrity and transparency;
  • Are thorough, comprehensive, and national in scope;
  • Use the resources available to ensure and maintain a diverse candidate pool;
  • Move expeditiously and systematically;
  • Respect confidentiality;
  • Provide candidates with appropriate access to information;
  • Leave all involved with a sense of fairness;
  • Provide the requisite information and administrative flexibility to enable a final decision by the department and a smooth appointment process;
  • Result in the recruitment of an outstanding candidate who will flourish as a member of the Stanford Community and bring distinction to the School and University.

 

Building for Excellence: Inclusive Practices for Faculty Recruitment and Searches is a comprehensive resource published by Stanford University detailing strategies, procedures, resources and best practices for faculty recruitment. 

Appointments to the Professoriate (UTL, NTL, MCL) must be by search or through a waiver of search approved by the School of Medicine and the Provost.

Appointments to the Clinician Educator line do not require a search. However, appointment of Clinician Educators by search is allowed and encouraged.

RED FLAGS

The following “red flags” should be avoided when initiating or conducting a search:

  • Restrictions with respect to rank, line or field that could result in a very small applicant pool.
  • Advertisements tailored to a specific candidate.
  • Lack of clarity regarding anticipated outreach activities conducted by members of the search committee.
  • For senior –level searches, failure to directly contact candidates to determine their possible interest in the position – even when candidates are viewed as not being moveable.
  • Lack of clarity regarding specific efforts to increase the diversity of the applicant pool.
  • Failure to disclose a known candidate or candidates at the time that the search is initiated.
  • Failure to avoid conflicts of interest between search committee members and known candidates - see Managing Conflicts of Interest.
  • Searches that are opened and closed overly quickly, especially when those with a current affiliation with Stanford are candidates for the position.
  • Searches that are not conducted with reasonable efficiency resulting in large numbers of candidates dropping out before the interview phase.
  • Searches that are not timed to capture the largest possible pool of candidates (e.g., out of sync with major national conferences and/or possible candidates emerging from fellowships or residencies).
  • Disparate treatment of internal and external candidates during the interview process.
  • Unexplained lack of diversity in the definitive pool.
  • Unnecessarily prolonged interview phase resulting in the withdrawal of top candidates.