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Evidence Based Strategies

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Presentation on theme: "Evidence Based Strategies"— Presentation transcript:

1 Evidence Based Strategies
Recruiting a Diverse Faculty 4440 PGA Boulevard, #600, Palm Beach Gardens, FL, 33410 , (fax), Leading Higher Education Towards Inclusive Excellence Evidence Based Strategies

2 Webinar Logistics Welcome Series Information Format PowerPoint Q & A
Moderator: Dr. Juan Sanchez Munoz Vice President for Institutional Diversity and Community Engagement Associate Vice Provost, Faculty and Undergraduate Academic Affairs Welcome Series Information Format PowerPoint Q & A Technical Difficulties

3 Speakers Dr. Abbie Robinson-Armstrong
Vice President for Intercultural Affairs Loyola Marymount University/LA Dr. Glen Jones Executive Assistant to the Chancellor for Diversity Senior Associate Vice Chancellor Academic Affairs and Research Arkansas State University

4 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

5 Demographic Trends

6 Source: US Department of Education, National Center for Education Statistics, 1993, 1999, 2004, National Study of Postsecondary Faculty Chronicle of Higher Education, Almanac of Higher Education, 2009 US Department of Education, National Center for Education Statistics, Integrated Postsecondary Education Data System (IPEDS), Winter /

7 Source: US Department of Education, National Center for Education Statistics, 1993, 1999, 2004, National Study of Postsecondary Faculty Chronicle of Higher Education, Almanac of Higher Education, 2009 US Department of Education, National Center for Education Statistics, Integrated Postsecondary Education Data System (IPEDS), Winter /

8 Source: US Department of Education, National Center for Education Statistics, 2004 National Study of Postsecondary Faculty

9

10 Comments & Questions

11 Academic Case: Diversifying the Faculty

12 Academic Case: Diversifying the Faculty
Impact on Institutional Capacity Helps colleges and universities fulfill the mission of higher education Enhances an institution’s academic reputation Adds multiple perspectives, theories and approaches to scholarship and the curriculum Helps institutions achieve excellence in research, teaching and service Helps institutions recruit a diverse student population

13 Academic Case: Diversifying the Faculty
Impact on Student Learning and Citizenship Outcomes Increases student retention and persistence Helps institutions prepare students for a global reality

14 Comments & Questions

15 Key Elements For Diversifying the Faculty

16 Key Elements for Diversifying the Faculty
Commitment from Senior Level Administrators Transparent and consistent hiring policies and procedures Diverse Search Committee

17 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

18 Key Elements for Diversifying the Faculty
Mission-and culturally-sensitive position announcement Diverse applicant pool Inclusive campus visit

19 Comments & Questions

20 Role of the Chief Diversity Officer

21 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

22 Role of the Chief Diversity Officer
Treat Everyone fair and equitable Prepare new faculty for success Articulate the differences between affirmative action and diversity

23 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

24 Comments & Questions

25 Applying Research to Practice

26 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

27 Loyola Marymount University/LA
Degree Seeking Students, Fall 2008 Undergraduate Students ,509 Graduate Students ,962 Law School Students ,374 TOTAL ,845

28 Loyola Marymount University/LA
Degree Seeking Students by Ethnicity African American % American Indian/Alaskan Native % Asian/Pacific Islander % Hispanic/Latino % European American % International % Unknown %

29 Loyola Marymount University
Full-Time Tenured and Tenure Track-Faculty by Ethnicity, Fall 2008 African American % Asian/Pacific American 10% European American 71% Latino % Minority Faculty % European American Faculty 71%

30 Search Committee Training
Part I Best Practices for Recruiting Faculty for Mission Part II Moving Beyond Traditional Search Strategies 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

31 Search Committee Training
Part I Best Practices for Recruiting Faculty for Mission Part II Moving Beyond Traditional Search Strategies 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

32 Part II Moving Beyond Traditional Search Strategies
Contents 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)

33 Part II Moving Beyond Traditional Search Strategies
Contents Legal Principles Validity Objectivity Measurable Consistency Patterned Interview & Uniform Reference Check Third Party Explanation Confidentiality Documentation

34 Part II Moving Beyond Traditional Search Strategies
Contents 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)

35 Part II Moving Beyond Traditional Search Strategies
Contents 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)

36 Part II Moving Beyond Traditional Search Strategies
Contents Proactive Recruitment Plan Expand Recruitment Sources Mission and Culturally Sensitive Position Announcement (Handout Number 2) Language that Attracts Minority and Women Candidates Links Diversity to Academic Excellence

37 Part II Moving Beyond Traditional Search Strategies
Contents 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)

38 Part II Moving Beyond Traditional Search Strategies
Contents 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)

39 Part II Moving Beyond Traditional Search Strategies
Contents 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)

40 Part II Moving Beyond Traditional Search Strategies
Contents 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

41 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

42 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

43 Retention Initiatives and Programs
Handout #4

44 Loyola Marymount University/LA Faculty Profile

45 Comments & Questions

46 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)

47 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)

48 Diversity’s Impact: Managing Change
COMPONENTS OF CHANGE CHANGE EXECUTIVE COUNCIL Training and Development

49 Arkansas State University: Student Information
Undergraduate Students 9,764 Graduate Students 1,726 Total Students 11,490

50 Arkansas State University: Ethnicity of the Student Population
African American 18.2% International* 3.5% Hispanic/Latino 1.0% White/Caucasian 77.3%

51 Arkansas State University: Ethnicity of the Faculty
African American 9.0% International 4.3% Hispanic/Latino 1.0% White/Caucasian 85.7%

52 Historical Faculty One-Year Retention Rates

53 Arkansas State University: Background Information
Contents 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

54 Arkansas State University: Background Information
Contents 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.

55 Employment in Words and Pictures
Retooling Employment in Words and Pictures Opportunity Identification Recruitment Employment  Retention

56 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.

57 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

58 Managing Transition New Chancellor (2006), New Provost (2008)
CDO Chairs both searches Dean  Provost (2008) Dean  Retirement ( ) Chair  Dean Dean  Dean Faculty Member  Chair (Research Institution) – Key Retirements

59 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

60 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

61 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.

62 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.

63 The Search Process Recruitment Summary Form Completed
CDO approves the offer (after Dean has) and contract is requested.

64 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.

65 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

66 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.

67 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

68 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

69 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

70 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

71 The Path Ahead: Institutionalizing Diversity
Student and Community Engagement Culture Hiring University Core Values International Recognition as Diversity Leader

72 Comments & Questions

73 Contact Information Dr. Abbie Robinson-Armstrong Dr. Glen Jones


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