evidence based strategies
DESCRIPTION
Recruiting a Diverse Faculty. 4440 PGA Boulevard, #600, Palm Beach Gardens, FL, 33410 561-472-8479, 561-472-8401 (fax), www.nadohe.org Leading Higher Education Towards Inclusive Excellence. Evidence Based Strategies. Webinar Logistics. Welcome Series Information Format PowerPoint Q & A - PowerPoint PPT PresentationTRANSCRIPT
Evidence Based Strategies
Recruiting a Diverse Faculty
4440 PGA Boulevard, #600, Palm Beach Gardens, FL, 33410
561-472-8479, 561-472-8401 (fax), www.nadohe.org
Leading Higher Education Towards Inclusive Excellence
Webinar Logistics
Welcome Series Information Format PowerPoint Q & A Technical Difficulties
Moderator: Dr. Juan Sanchez Munoz
Vice President for Institutional Diversity and Community Engagement Associate Vice Provost, Faculty and Undergraduate Academic Affairs
Speakers
Dr. Abbie Robinson-ArmstrongVice President for Intercultural AffairsLoyola Marymount University/[email protected]
Dr. Glen JonesExecutive Assistant to the Chancellor for Diversity Senior Associate Vice ChancellorAcademic Affairs and ResearchArkansas State [email protected]
Goals
Identifying recent demographic trends Understanding how to define faculty objectives Identifying key elements for diversifying the
faculty Understanding the role of the Chief Diversity
Officer in diversifying the faculty Understanding how to institutionalize
strategies to diversify the faculty Developing instruments to measure the
efficacy of recruitment strategies
Demographic Trends
Source: US Department of Education, National Center for Education Statistics, 1993, 1999, 2004, National Study of Postsecondary FacultyChronicle of Higher Education, Almanac of Higher Education, 2009US Department of Education, National Center for Education Statistics, Integrated Postsecondary Education Data System (IPEDS), Winter 2005-2006/2007-2008
Source: US Department of Education, National Center for Education Statistics, 1993, 1999, 2004, National Study of Postsecondary FacultyChronicle of Higher Education, Almanac of Higher Education, 2009US Department of Education, National Center for Education Statistics, Integrated Postsecondary Education Data System (IPEDS), Winter 2005-2006/2007-2008
Source: US Department of Education, National Center for Education Statistics, 2004 National Study of Postsecondary Faculty
Comments & Questions
Academic Case: Diversifying the
Faculty
Impact on Institutional CapacityHelps colleges and universities fulfill
the mission of higher educationEnhances an institution’s academic reputationAdds multiple perspectives, theories and
approaches to scholarship and the curriculumHelps institutions achieve excellence in
research, teaching and serviceHelps institutions recruit a diverse student
population
Academic Case: Diversifying the Faculty
Impact on Student Learning and Citizenship Outcomes
Increases student retention and persistenceHelps institutions prepare students for a global
reality
Academic Case: Diversifying the Faculty
Comments & Questions
Key Elements For Diversifying the
Faculty
Key Elements for Diversifying the Faculty
Commitment from Senior Level Administrators
Transparent and consistent hiring policies and procedures
Diverse Search Committee
Key Elements for Diversifying the Faculty
Training for faculty on legal and ethical principles for conducting a search
Internal accountability initiatives that link diversity to academic excellence
Availability data
Key Elements for Diversifying the Faculty
Mission-and culturally-sensitive position announcement
Diverse applicant poolInclusive campus visit
Comments & Questions
Role of the Chief Diversity
Officer
Role of the Chief Diversity Officer
Understand the culture of the university, the faculty, and each academic unit
Ensure your President/Chancellor supports diversity recruitment and retention in its entirety
Know exactly what you are trying to achieve. Know your possibilities
Role of the Chief Diversity Officer
Treat Everyone fair and equitable
Prepare new faculty for success
Articulate the differences between affirmative action and diversity
Role of the Chief Diversity Officer
Know the hiring process intimately, monitor it frequently
Build Trust and credibility throughout the campus community
Know when to step into a situation and when to step out
Comments & Questions
Applying Research to
Practice
Loyola Marymount University/LA
Comprehensive, Private University Founded in 1911 in Los Angeles, CA Largest Catholic university on the West
Coast Equal Opportunity Employer Mission: The encouragement of learning,
the education of the whole person, the service of faith and the promotion of justice
Loyola Marymount University/LA
Degree Seeking Students, Fall 2008
Undergraduate Students 5,509Graduate Students 1,962Law School Students 1,374 TOTAL 8,845
Loyola Marymount University/LA
Degree Seeking Students by Ethnicity
African American 8.2% American Indian/Alaskan Native .6% Asian/Pacific Islander 12.3% Hispanic/Latino 20.2% European American 56.3% International 2.3 % Unknown .1%
Loyola Marymount University
Full-Time Tenured and Tenure Track-Faculty by Ethnicity, Fall 2008
African American 8% Asian/Pacific American 10% European American 71% Latino 11%
Minority Faculty 29%
European American Faculty71%
Search Committee Training
Participants: Faculty who have not participated in a Search Committee
Length: Two-hours Invitee: President Presenters: Diversity
Officer & Vice President for Mission and Identity
Participants: Search Committee Chairs
Length: Two-hours Invitee: President Presenters:
Diversity Officer, Vice President for Mission and Identity and Faculty
Part I
Best Practices for Recruiting Faculty for Mission
Part II
Moving Beyond Traditional Search Strategies
Search Committee Training
Goals Enroll in institutional
mission Shape faculty perceptions
about diversity Understand recruiting
faculty for mission Understand Best Practices
for Search Committees
Goals Understand legal and
ethical principles for executing a search
Understand how unconscious bias and exclusionary thinking impacts search results
Identify a transparent process for conducing searches
Part I
Best Practices for Recruiting Faculty for Mission Part II
Moving Beyond Traditional Search Strategies
Part II Moving Beyond Traditional Search
Strategies
Requisite Responsibilities for Pro-active Search Committees
Composition of the Search Committee
Pro-Active Versus Traditional Search Committees
Advocates for institutional mission, minorities and women (Handout Number 1)
Part II Moving Beyond Traditional Search
Strategies
Legal Principles Validity Objectivity Measurable Consistency Patterned Interview & Uniform Reference Check Third Party Explanation Confidentiality Documentation
Part II Moving Beyond Traditional Search
Strategies
Ethical Principles Myths about Minority Faculty Availability Exclusionary Thinking
Halo Effect Determine Who is Qualified: Judge What’s on
Paper Chilly Climate Issues Respect of Candidate’s Dignity and Self
Worth Reviewing Applicants: Research on Bias and
Assumptions (Women in Science & Engineering Leadership Institute, University of Wisconsin)
Part II Moving Beyond Traditional Search
Strategies
Report on Assessment of the Department
Review: LMU Strategic Plan College and Department Strategic
Plans LMU Profile of the Faculty College Equity Scorecard Survey of Earned Doctorates (Tables
2&3)Align Department and Institutional
Commitments (Handout Number 1)
Part II Moving Beyond Traditional Search
Strategies
Proactive Recruitment PlanExpand Recruitment Sources
Mission and Culturally Sensitive Position Announcement (Handout Number 2)Language that Attracts Minority
and Women CandidatesLinks Diversity to Academic
Excellence
Part II Moving Beyond Traditional Search
Strategies
The Short List Gender can influence perceptions of
the quality of a curriculum vitae (University of Toronto; University of Wisconsin)
There are numerous ways to describe valuable contributions to a discipline
Cultural differences reflected in a curriculum vitae or letter of references can influence evaluators (University of Toronto)
Part II Moving Beyond Traditional Search
Strategies
The Short List Scholars with non-standard career
paths can make excellent contributions that are similar to individuals whose career paths have been less complex, e.g. a scholar with a complex medical, law or business history or family responsibilities, or a tie to a specific geographic and historic community (University of Toronto)
Part II Moving Beyond Traditional Search
Strategies
The Short List
Make multiple short-lists based on different criteria established helps to ensure diversity. If three of the criteria are teaching, research and service, create short-lists that rank applicants within these categories (University of Toronto)
Part II Moving Beyond Traditional Search
Strategies
Inclusive Campus Visit Contact candidates in advance to
answer questions, allay concerns and express excitement about impending visit
Provide opportunities for candidates to meet with faculty who have similar scholarly and professional interests
Monitoring the Search Process
Search Committee Chair meets with Deans throughout the process
Search Committee hold one meeting with the Vice President for Intercultural Affairs and the Vice President for Mission and Ministry
Evaluation of the Search Process
On-line survey completed by the Search Committee as a Team (Handout Number Three)
Measures efficacy of the search process
Helps to explain Search Committee’s perceptions about faculty diversity
Generates empirical evidence that helps faculty determine how to improve the faculty search process
Retention Initiatives and Programs
Handout #4
Loyola Marymount University/LAFaculty Profile
Comments & Questions
Applying Research to Practice
Arkansas State University Founded in 1909 in Jonesboro, Arkansas
70 miles NW of Memphis, TN Comprehensive public, regional university Transitioning to research intensive status Only 4-year institution in the Arkansas-Mississippi
Delta Comprehensive Affirmative Action/Equal Opportunity
Employer Mission: Arkansas State University educates leaders, enhances intellectual growth, and enriches lives. (ASU = e3)
Applying Research to Practice
Arkansas State University
Below Southern Regional faculty salary averages at all levels
Subject to Arkansas’s “line item maximum” rule Comprehensive Affirmative Action/Equal
Opportunity Employer Mission: Arkansas State University educates
leaders, enhances intellectual growth, and enriches lives. (ASU = e3)
Diversity’s Impact: Managing Change
INDIVIDUAL ATTITUDES& BELIEFS
MANAGEMENT SKILLS& PRACTICES
ORGANIZATIONALVALUES & POLICIES
CHANGE
EXECUTIVE COUNCIL
Training and Development
COMPONENTS OF CHANGE
Arkansas State University:Student Information
Undergraduate Students9,764
Graduate Students 1,726 Total Students 11,490
Arkansas State University:Ethnicity of the Student
Population
African American18.2%
International* 3.5%Hispanic/Latino 1.0%White/Caucasian
77.3%
Arkansas State University:Ethnicity of the Faculty
African American 9.0%
International 4.3%Hispanic/Latino 1.0%White/Caucasian
85.7%
Historical Faculty One-Year Retention Rates
Arkansas State University:Background Information
Facilitative Approach to Diversity Initially No Dedicated Budget
This was by design Administrative Assistant
Campus Engagement? Significant time building personal
relationships Clearly articulate where we want to
go and why? Vice Chancellors, Deans, Chairs Faculty
Arkansas State University:Background Information
Facilitative Approach to Diversity Total Dependence on Others
Taskforce; Standing Committee Identify Champions (10%),
Understand Outliers (10%), Influence Fence-Sitters (80%)
Create a vision. Chart a course. Maintain your focus. Accept your limitations. Know your campus.
RetoolingEmployment in Words and Pictures
Celebrate Successes: Large and Small Successes
Fall 2008 Record number and percentage of faculty of color
(67, 14.3%) up 76% over Fall 2002 (38, 8.8%)
Record number of staff of color (137, 14.2%*); up 48% over Fall 2002 (92, 10.8%)
Total employees of color is up 57% to 204 employees representing 14.2% of the full-time employee base compared to 130 employees (9.9%) in Fall 2002.
Celebrating Successes
Spring 2009 Tenure and Promotion Extended to Two
African American Females (First African Americans to Earn Tenure since 2002)
African American Female Promoted to Full Professor
Seven female department chairs
Managing Transition
New Chancellor (2006), New Provost (2008) CDO Chairs both searches
Dean Provost (2008) Dean Retirement (2 -2008) Chair Dean Dean Dean Faculty Member Chair (Research
Institution) 2002-2005 – Key Retirements
The Search Process
Justification for Initiating a Search Must be approved by Vice
Chancellor Once approved, must complete the
“Search Process Document” Diverse representation on committees Drafting the position announcement
Requirements vs. Preferences Placement of the announcement Recruitment efforts to be undertaken to
identify diverse candidates Criteria to be utilized in screening
and evaluating candidates
The Search Process: Timing Is Everything
Position announcement can’t be posted until CDO approves
CDO meets with search committee Proactive Nature of the Search Chair or Dean Authorize to Make Offer Resources Available Legal Matters “Dos and Don’ts” Role CDO will play in recruitment
process
The Search Process
Pre-Interview Statement Completed prior to the beginning
of interviews. Qualified diverse candidates in the
pool, but will not be interviewed. Reasons for not granting
interviews must be articulated to CDO.
Search process stops if document not completed.
The Search Process
Post-Interview Statement Completed after the interview
process, but before any offer can be made.
Qualified diverse candidates interviewed, but will not be extended an offer.
Reasons for not extending an offer must be articulated to CDO (Typically, comes from the Dean).
Search process stops if document not completed.
The Search Process
Recruitment Summary Form Completed
CDO approves the offer (after Dean has) and contract is requested.
Supporting The Search Process
Recruitment Funds Ad Placement Travel to Recruit Support to bring in “additional”
candidates Interview Support
Participation in Interview Process Hosting candidate receptions
Introduce to members of the campus and community
Allows candidate an opportunity to ask “real” questions.
Affirm the committees work in real time.
Supporting The Search Process
Negotiation Support Advice offered during negotiations
to prospective faculty (start-ups, reassigned time, start dates, etc.)
Advise Chair or Dean regarding offers and counteroffers
Hiring Support Salary Support Trailing Spouse Support (Retention) Moving Support Salary Compression/Equity Issues
References: New Professionals
Perfect candidates do not exist. Must be willing to extend opportunities to non-
perfect individuals. References are important, but the committee must
make its own assessment about the person’s abilities.
All Ph.D. students do not receive the same level of mentoring or equal opportunities to participate in research projects with faculty.
Remember, many of us were once new faculty members.
Think about it. Everyone wants to hire the “Stars,” but few are
willing to invest in such individuals early in their careers.
Monitoring the Search Process
How do you know who is in your applicant pool? What is your process for managing and monitoring
searches? ASU – All searches are conducted online and all
processes discussed above are completely web- based. https://jobs.astate.edu/ PeopleAdmin
Multi-user system that tracks searches from beginning to end
Generates hiring data which supports trend analysis
Recruiting a Diverse Faculty:
Accountability Each Vice Chancellor is Expected to contribute to
the efforts of diversity. Contribution to Diversity a Component of
Evaluation of Each Dean Arkansas requires the filing of annual updates to
each institution’s “Minority Retention Plan.” The Board of Trustees wants a campus that is
reflective of the student body and the state of Arkansas.
Product of the state’s Legislative Black Caucus
Retention Efforts
Quality Teaching and Learning Circle Promotes excellence in teaching,
research and service among faculty members by creating positive and safe environments to exchange ideas, receive enriching criticism, express concerns and access a university-wide support system.
Led by for Chair of University’s Promotion, Retention, and Tenure Committee
Retention Efforts
Connect individuals to the community Church/Religious Institution Community Service Organizations, etc. Fellowships
Large-group Fellowships Personal dinner invitations
Engagement with Dean and Chair Professional Development
Opportunities Progress on Promotion and Tenure Special Needs
The Path Ahead:Institutionalizing Diversity
International Recognition as Diversity Leader
University Core Values
Comments & Questions