Presentation on theme: "Academic Search Committees. What We Waste when Faculty Hiring Goes Wrong COST: Advertising Time spent by Search Committee, Staff, Admin Send Search Committee."— Presentation transcript:
What We Waste when Faculty Hiring Goes Wrong COST: Advertising Time spent by Search Committee, Staff, Admin Send Search Committee to national Conference for screening interviews Bringing finalists to campus for interviews ___________________________________________ TOTAL: First year salary of new faculty in Humanities
Responsibilities of Search Committee Chairs Create a climate of trust Call the meetings Organize the agendas Ensure process notes are shared promptly Facilitate all meetings, addressing all agenda items Move the process forward Communicate with the Dean Ensure all documentation is completed accurately, delivered to appropriate source Delegate key responsibilities such as administrative support, schedules, candidate visits Act as spokesperson for committee Address/confront conflicts of interest & other issues Present final candidates to the Dean Encourage a process for welcoming new hire
Responsibilities of Search Committee Members Attend all meetings Complete all assignments on time Contribute personal and professional perspective Sustain the vision for the position-keeping best interests of department and institution in mind Communicate opinions honestly Speak candidly with candidates while maintaining positive attitude about the position, the department & the institution Work toward consensus Respect confidentiality – both for candidate and for department Abide by the agreements made by the full committee
Points for Chairs to Exert Leadership Struggle over the definition of the faculty position Choice by Committee = Decision by Committee Role of internal dissent “Threat” posed by young, ambitious talent Mid-career faculty on a “shopping expedition ”
Questions to Ask the Stakeholders How does the position support the department/its mission? What expectations do you have for the person in this position? What should the committee be looking for in a candidate? What opportunities related to this position have been overlooked in the past as possible growth areas? What characteristics are you looking for in a candidate who would be an excellent fit? What emerging trends and challenges in the field do you see will impact this position?
Elements of an Advertisement Position title Institution and location Reporting structure Primary accountabilities and responsibilities Key qualifications Distinctive qualities desired Application process Review process Salary range or compensation statement Statements on commitment to diversity and EEO/AA compliance
Potential Pitfalls We’ll know good applicants when we see them. –Indistinct criteria or lack of consensus Confusing the function of the office & the qualifications of the position –Glossing over requirements/expectations Too restrictive or unrealistic requirements Organizational, leadership, or perceptual biases surface
Myths about Recruiting a Diverse Pool Many institutions are competing for few candidates Scholars of color are in high demand Scholars of color leave academia for lucrative private/government positions They are all recruited by high powered institutions The few who are available are in high demand Candidates from prestigious schools are only interested in prestigious jobs Diversification means heterosexual white males have no chance
MYTH 1: Few are available…. PROPORTION OF DOCTORATES AWARDED TO U.S. MINORITY-GROUP MEMBERS Both the number and proportion of doctorates earned by minority U.S. citizens rose between 1984 and 2004. American Indian –1984 0.3% –2004 0.5% Asian –1984 2.2% –2004 5.6% Black –1984 4.1% –2004 7.2% Hispanic –1984 2.3% –2004 4.6% NOTE: Proportions are based on U.S.-citizen recipients only. SOURCE: Survey of Earned Doctorates, Summary Report for 2004, National Opinion Research Center
Strategies to Increase Diversity Look for teaching experience with diverse populations Share information about the opening with senior leaders and incumbents from similar institutions – use targeted networking –Request personal referrals of outstanding candidates (let them know their referrals will get immediate attention) Send announcements and supporting documents to professional associations, honor societies, journal editors, conference leaders Post on on-line Contact institutions who have recently searched for/hired for a similar position – their sources of candidates? Finalists? Contact women's colleges and historically Black/Hispanic colleges and universities for alumni information/leads Recruit at conferences that target minority professionals Personally contact candidates and maintain contact Have a diverse search committee Be mindful of dual-career issues
Resources Survey of Earned Doctorates: http://www.nsf.gov/statistics/sed/data_ta ble.cfmhttp://www.nsf.gov/statistics/sed/data_ta ble.cfm Top 100 Diver Graduate Degree Producers http://diverseeducation.com/top100/Gra duateDegreeProducers2012.phphttp://diverseeducation.com/top100/Gra duateDegreeProducers2012.php
Hiring Gen-X Faculty Born between 1965 and 1980 Skeptical Believe parents suffered VDD – vacation deficit disorder “Give me balance now, not when I’m 65.” “If they can’t understand that I want a kick-ass career and a kick-ass life, then I don’t want to work here.” “Why does it matter when I come and go, as long as I get the work done?” Willing to work hard but wants to decide when, where, and how. Source: This slide and the next – Lancaster & Stillman (2002). When Generations Collide. NY: HarperCollins Publishing Inc.
The GenX Academe Clash From: Trower, Cathy A. How to Recruit a Gen-X Faculty Member, Inside Higher Ed Audio Conference, July 17, 2007 Self-command & collaborate Portable career Freedom, fun, fulfillment Will go where the right lifestyle fit exists Job changing is not bad and may be necessary Sorry to interrupt again, but how am I doing? Top down hierarchy unappealing May move on despite tenure Where is the fun? May move on for the right “fit” No stigma, just reality Transparency matter; Up or out after six years?
Key Factors in Job Choice From: Trower, Cathy A. How to Recruit a Gen-X Faculty Member, Inside Higher Ed Audio Conference, July 17, 2007 Whether the position is tenure-track or non-tenure- track Contact length Mix of work between teaching and research Salary Prospects of tenure or contract renewal Department quality/ranking Institutional prestige Geographic location of the institution
Trower’s research shows that WHAT and WHERE matter more than prestige and salary. For attractively situated institutions, no sweat... For less so, market the location (just like we do with students!) Offer an appealing balance of work From: Trower, Cathy A. How to Recruit a Gen-X Faculty Member, Inside Higher Ed Audio Conference, July 17, 2007
Search Committee Responsibilities Post-Search Continue contact –Sequence of mailings/calls/emails Assistance in Resettlement Assistance in Transition to Otterbein (e.g., paperwork, benefit questions) Introductions to the University/College/Department “Socialization” into your departmental culture Mentoring…..
Key Factors in New Faculty Retention – Clarity surrounding… Tenure process, criteria, standards, body of evidence Expectations for scholarship, teaching, advising, colleagueship, campus citizenship – Reasonable and consistent performance expectations – A climate, culture supporting great work – collegiality – Quality of life on the job and off – Workload equity – Professional development and support
Quality of Life Factors for New Faculty Where? –Desirable location What? –Balance: personal and professional With whom? –Colleagueship, harmonious work life, minimal political squabbles, minimal administrivia