Higher education leaders must take a multifaceted approach to shaping strategy and outcomes for an institution. They are tasked with cultivating financial stability and growth, advancing academic excellence and student success, and ensuring the mission and goals of the institution are fulfilled.
The appointment of an exemplary candidate - one who is a proven, respected, trustworthy leader - is crucial in achieving these objectives. Beyond reviewing CVs and interviewing applicants, conducting vigorous due diligence is a critical part of the selection process.
With increased access to technology and data, search teams have the ability to conduct comprehensive research on top candidates. Yet while we have access to more information than ever before, the process itself has become more complex. A thorough due diligence process does take time and resources, but the ability to safeguard your institution is worth the investment.
In the higher education executive search process, due diligence involves research on the semi-finalists and finalists to uncover past professional issues or interpersonal challenges that might affect the institution if the candidate were hired. The comprehensive process includes investigation into whether the candidate has any criminal convictions, legal liabilities, financial misconduct, behavioral concerns in past employment, or any conflicts of interest that could have a negative impact on the hiring institution.
Identifying illegal or unethical behavior is not the only reason to perform due diligence. It also helps institutions ensure that the candidate’s actions and achievements align with the information they share in their written materials and interviews.
Due diligence includes rigorously evaluating candidates based on:
Unknowingly hiring a top leader with involvement in legal, behavioral, or financial misconduct greatly increases the chances of exposing the institution to legal or financial risks. This exposure can affect the institution in multiple ways, such as reputational impact, a threat to public and private funding, or a decrease in enrollment.
In our experience, due diligence has been key to preventing the appointment of a leader with questionable activity in their background. For example, in completing a Provost search for a large university, we found that a top candidate had misrepresented a publication on their curriculum vitae. As the potential Chief Academic Officer, misrepresentation of an academic publication was a serious concern and presented major reputational risk for the institution. We brought this finding to the attention of the Search Committee, and they decided the candidate would not move forward.
The benefits of a thorough due diligence process are many, including:
Hiring a leader with legal, financial, or behavioral impropriety in their background jeopardizes the hard-earned reputation of the institution, eventually leading to skepticism from stakeholders and distrust from the academic community. On the contrary, by hiring a suitable candidate after conducting background checks, speaking with references, and engaging in thorough evaluation of advancing candidates, institutions minimize the chance that negative information will come to light in the future.
Following a comprehensive vetting process, institutions can analyze candidates’ competency in handling financial resources, managing budgets, and fundraising. When the appointed leader has expertise in allocating resources effectively, making use of the opportunities to attract state, federal, and philanthropic funding, and working efficiently towards revenue generation, they help the institution in maintaining fiscal sustainability.
By thoroughly scrutinizing candidates’ educational qualifications, professional experience, and leadership skills, Search Committees and Hiring Authorities can be assured that the candidate they choose is well-equipped with the knowledge and experience to advance institutional excellence. These leaders become a driving force in implementing policies and practices that work toward fostering the institution’s success in enrollment, retention, student success, advancement, and the morale and well-being of the entire campus community.
Due diligence helps vet candidates based on their record of fostering inclusivity and diversity in their past employment. This process helps the institution identify a candidate who values underrepresented groups, supports and advances individuals from a variety of backgrounds, and initiates and advocates for inclusive policies and practices in the organization.
Higher education executive search can be a resource-intensive process. Due diligence not only allows for identification of the most qualified candidate, helping to mitigate prolonged searches, but it also decreases the likelihood of turnover, saving the institution time and money in the long run.
By conducting a thorough due diligence process, higher education institutions have a better chance of selecting a candidate who is best aligned with the leadership role. Assessing candidates’ professional experience, educational background, and leadership style and abilities can provide an important lens into how the candidate will lead the institution through complex current and future challenges.
Due diligence is a time-intensive and detail-oriented process, warranting the expertise of search firm professionals with access to the information, tools, and technologies that enable the most comprehensive research. Important considerations include:
There are many facets to conducting due diligence, including background checks, online research, and reference conversations. It is vital to strategically approach this process with the right questions and methodology. Search firms also help to ensure compliance with legal and regulatory requirements.
The competitive higher education search market leaves little room for a lengthy vetting process that can lead to the loss of in-demand talent. Institutions need to have a well-defined and expedient process, yet Search Committee members and Search Chairs are often pressed for time and are unable to devote enough resources to due diligence. Search consultants who are experienced in the various facets of due diligence will conduct an extensive vetting process on behalf of the institution.
One of the most significant concerns in the due diligence process is the potential for a member of a Search Committee to speak with off-list references that may jeopardize the candidate’s current employment. At a minimum, the candidate may withdraw from the search if such a breach occurs. Moreover, a lack of confidentiality may cause reputational damage to the institution. At AGB Search, we take great care to preserve the confidentiality of candidates, minimizing risk to the institution and the Search Committee.
Search firms play a vital role at each step of the search process, and due diligence is a major element in identifying talent that aligns with the institution's ethical standards and values.
Search firms may take different approaches to the due diligence process in terms of what components are included, and at what stage of the process the various components are conducted. At AGB Search, our proven process includes:
Our due diligence process begins with an initial assessment of candidates based on their educational qualifications, past work experiences, professional achievements, and how well they align with the institution’s goals, values, and culture. This initial screening ensures that the candidate meets the academic and professional requirements of the institution and matches the attributes and priorities outlined in the position profile.
Another important step at the semi-finalist phase is to search the candidate’s online presence. At AGB Search, when searching social media, we identify public profiles on any websites that are attached to the candidate's name from a wide variety of social media platforms. In partnership with an outside vendor, we receive reports of any “flagged” posts or information that may be deemed inappropriate. We also complete dozens of Google searches with the candidate’s name and institution and review multiple pages of Google results. Anything deemed important will be shared with the Search Committee Chair for discussion.
The next crucial step is vetting advancing candidates on their background, education, and employment. Depending on the needs and the budget of the institution, an in-depth background check can be done at the semi-finalist stage or the finalist stage. This step starts by gaining the candidate’s consent for data collection and then performing criminal background checks, determining if there is any involvement in civil lawsuits, verifying degrees and certifications, as well as confirming that their employment information is correct. Any discrepancies may require additional follow-up.
Reference calls are one of the most important aspects of the due diligence process. These calls include conversations with individuals whose names are provided by the candidate (on-list references), as well as a group of individuals that we deem important to providing a thorough understanding of the candidate (off-list references).
Search consultants speak with references to gain insights about a candidate’s past work performance, relationships with colleagues, their views on inclusion and diversity, and many other criteria. Speaking with on-list references helps cross-check the information provided by the candidate in their application materials, and discussions with off-list references establish the authenticity of the statements made by the on-list references and allow us to probe any matters that may have come up earlier in the process.
There is much debate about the value of on-list references, since it is assumed the references will speak highly of the candidate. In our experience, there can be points that come up in discussion with these references that encourage us to dig deeper with additional references. References provided by candidates can also serve as sources for additional people with whom we should speak. In most cases, we ask a candidate if there is anyone they would prefer we wait to speak with, and we are cautious to avoid outreach that would in any way jeopardize the candidate’s current employment.
At AGB Search, we typically complete reference checks at both the semi-finalist and finalist phases. These references might be former employers, supervisors, colleagues, direct reports, or other professional contacts known to the candidate in order to gain a 360 degree view of the candidate.
While some firms have recently been postponing due diligence until the finalist stage of a search, we believe it is important to begin the process earlier. Hiring Authorities and Search Committees appreciate knowing any unfavorable information as early in the process as possible in order to advance the strongest candidates in the search. The institution can support the due diligence process by providing clear guidance on specific institutional rules and policies, such as the tenure and promotion process.
Although due diligence is vital to a well-run search process, it is important to remember that the information gathered is just part of the data for Search Committees to use when recommending a candidate. Responses to on- and off-campus interview questions, a record of past performance, and the candidate’s interactions with the Search Committee and other institutional stakeholders are especially important, as well.
Due diligence will only continue to become more important as turnover in higher education continues and as technology continues to advance. Ensuring a comprehensive and effective due diligence process today will allow institutions to make optimal leadership hires now and in the future.
Guide to a Successful Executive Search for Provosts and Deans.’
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