Presentation on theme: "Evidence Based Strategies"— Presentation transcript:
1Evidence Based Strategies Recruiting a Diverse Faculty4440 PGA Boulevard, #600, Palm Beach Gardens, FL, 33410, (fax),Leading Higher Education Towards Inclusive ExcellenceEvidence Based Strategies
2Webinar Logistics Welcome Series Information Format PowerPoint Q & A Moderator: Dr. Juan Sanchez MunozVice President for Institutional Diversity and Community Engagement Associate Vice Provost, Faculty and Undergraduate Academic AffairsWelcomeSeries InformationFormatPowerPointQ & ATechnical Difficulties
3Speakers Dr. Abbie Robinson-Armstrong Vice President for Intercultural Affairs Loyola Marymount University/LADr. Glen JonesExecutive Assistant to the Chancellor for Diversity Senior Associate Vice Chancellor Academic Affairs and Research Arkansas State University
4Goals Identifying recent demographic trends Understanding how to define faculty objectivesIdentifying key elements for diversifying the facultyUnderstanding the role of the Chief Diversity Officer in diversifying the facultyUnderstanding how to institutionalize strategies to diversify the facultyDeveloping instruments to measure the efficacy of recruitment strategies
6Source: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 /
7Source: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 /
8Source: US Department of Education, National Center for Education Statistics, 2004 National Study of Postsecondary Faculty
12Academic Case: Diversifying the Faculty Impact on Institutional CapacityHelps colleges and universities fulfillthe 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
13Academic Case: Diversifying the Faculty Impact on Student Learning and Citizenship OutcomesIncreases student retention and persistenceHelps institutions prepare students for a global reality
16Key Elements for Diversifying the Faculty Commitment from Senior Level AdministratorsTransparent and consistent hiring policies and proceduresDiverse Search Committee
17Key Elements for Diversifying the Faculty Training for faculty on legal and ethical principles for conducting a searchInternal accountability initiatives that link diversity to academic excellenceAvailability data
18Key Elements for Diversifying the Faculty Mission-and culturally-sensitive position announcementDiverse applicant poolInclusive campus visit
21Role of the Chief Diversity Officer Understand the culture of the university, the faculty, and each academic unitEnsure your President/Chancellor supports diversity recruitment and retention in its entiretyKnow exactly what you are trying to achieve. Know your possibilities
22Role of the Chief Diversity Officer Treat Everyone fair and equitablePrepare new faculty for successArticulate the differences between affirmative action and diversity
23Role of the Chief Diversity Officer Know the hiring process intimately, monitor it frequentlyBuild Trust and credibility throughout the campus communityKnow when to step into a situation and when to step out
26Loyola Marymount University/LA Comprehensive, Private UniversityFounded in 1911 in Los Angeles, CALargest Catholic university on the West CoastEqual Opportunity EmployerMission: The encouragement of learning, the education of the whole person, the service of faith and the promotion of justice
27Loyola Marymount University/LA Degree Seeking Students, Fall 2008Undergraduate Students ,509Graduate Students ,962Law School Students ,374TOTAL ,845
28Loyola Marymount University/LA Degree Seeking Students by EthnicityAfrican American %American Indian/Alaskan Native %Asian/Pacific Islander %Hispanic/Latino %European American %International %Unknown %
29Loyola Marymount University Full-Time Tenured and TenureTrack-Faculty by Ethnicity, Fall 2008African American %Asian/Pacific American 10%European American 71%Latino %Minority Faculty %European American Faculty 71%
30Search Committee Training Part IBest Practices for Recruiting Faculty for MissionPart IIMoving Beyond Traditional Search StrategiesParticipants: Faculty who have not participated in a Search CommitteeLength: Two-hoursInvitee: PresidentPresenters: Diversity Officer & Vice President for Mission and IdentityParticipants: Search Committee ChairsLength: Two-hoursInvitee: PresidentPresenters: Diversity Officer, Vice President for Mission and Identity and Faculty
31Search Committee Training Part IBest Practices for Recruiting Faculty for MissionPart IIMoving Beyond Traditional Search StrategiesGoalsEnroll in institutional missionShape faculty perceptions about diversityUnderstand recruiting faculty for missionUnderstand Best Practices for Search CommitteesGoalsUnderstand legal and ethical principles for executing a searchUnderstand how unconscious bias and exclusionary thinking impacts search resultsIdentify a transparent process for conducing searches
32Part II Moving Beyond Traditional Search Strategies ContentsRequisite Responsibilities for Pro-active Search CommitteesComposition of the Search CommitteePro-Active Versus Traditional Search CommitteesAdvocates for institutional mission, minorities and women (Handout Number 1)
33Part II Moving Beyond Traditional Search Strategies ContentsLegal PrinciplesValidityObjectivityMeasurable ConsistencyPatterned Interview & UniformReference CheckThird Party ExplanationConfidentialityDocumentation
34Part II Moving Beyond Traditional Search Strategies ContentsEthical PrinciplesMyths about Minority Faculty AvailabilityExclusionary ThinkingHalo EffectDetermine Who is Qualified: Judge What’s on PaperChilly Climate IssuesRespect of Candidate’s Dignity and Self WorthReviewing Applicants: Research on Bias and Assumptions (Women in Science & Engineering Leadership Institute, University of Wisconsin)
35Part II Moving Beyond Traditional Search Strategies ContentsReport on Assessment of the DepartmentReview:LMU Strategic PlanCollege and Department Strategic PlansLMU Profile of the FacultyCollege Equity ScorecardSurvey of Earned Doctorates (Tables 2&3)Align Department and Institutional Commitments (Handout Number 1)
36Part II Moving Beyond Traditional Search Strategies ContentsProactive Recruitment PlanExpand Recruitment SourcesMission and Culturally Sensitive Position Announcement (Handout Number 2)Language that Attracts Minority and Women CandidatesLinks Diversity to Academic Excellence
37Part II Moving Beyond Traditional Search Strategies ContentsThe Short ListGender 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 disciplineCultural differences reflected in a curriculum vitae or letter of references can influence evaluators (University of Toronto)
38Part II Moving Beyond Traditional Search Strategies ContentsThe Short ListScholars 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)
39Part II Moving Beyond Traditional Search Strategies ContentsThe Short ListMake 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)
40Part II Moving Beyond Traditional Search Strategies ContentsInclusive Campus VisitContact candidates in advance to answer questions, allay concerns and express excitement about impending visitProvide opportunities for candidates to meet with faculty who have similar scholarly and professional interests
41Monitoring the Search Process Search Committee Chair meets with Deans throughout the processSearch Committee hold one meeting with the Vice President for Intercultural Affairs and the Vice President for Mission and Ministry
42Evaluation of the Search Process On-line survey completed by the Search Committee as a Team (Handout Number Three)Measures efficacy of the search processHelps to explain Search Committee’s perceptions about faculty diversityGenerates empirical evidence that helps faculty determine how to improve the faculty search process
46Applying Research to Practice Arkansas State UniversityFounded in 1909 in Jonesboro, Arkansas70 miles NW of Memphis, TNComprehensive public, regional universityTransitioning to research intensive statusOnly 4-year institution in the Arkansas-Mississippi DeltaComprehensive Affirmative Action/Equal Opportunity EmployerMission: Arkansas State University educates leaders, enhances intellectual growth, and enriches lives. (ASU = e3)
47Applying Research to Practice Arkansas State UniversityBelow Southern Regional faculty salary averages at all levelsSubject to Arkansas’s “line item maximum” ruleComprehensive Affirmative Action/Equal Opportunity EmployerMission: Arkansas State University educates leaders, enhances intellectual growth, and enriches lives. (ASU = e3)
48Diversity’s Impact: Managing Change COMPONENTS OF CHANGECHANGEEXECUTIVE COUNCILTraining and Development
49Arkansas State University: Student Information Undergraduate Students 9,764 Graduate Students 1,726 Total Students 11,490
50Arkansas State University: Ethnicity of the Student Population African American 18.2% International* 3.5% Hispanic/Latino 1.0% White/Caucasian 77.3%
51Arkansas State University: Ethnicity of the Faculty African American 9.0% International 4.3% Hispanic/Latino 1.0% White/Caucasian 85.7%
53Arkansas State University: Background Information ContentsFacilitative Approach to DiversityInitially No Dedicated BudgetThis was by designAdministrative AssistantCampus Engagement?Significant time building personal relationshipsClearly articulate where we want to go and why?Vice Chancellors, Deans, ChairsFaculty
54Arkansas State University: Background Information ContentsFacilitative Approach to DiversityTotal Dependence on OthersTaskforce; Standing CommitteeIdentify Champions (10%), Understand Outliers (10%), Influence Fence-Sitters (80%)Create a vision. Chart a course. Maintain your focus. Accept your limitations. Know your campus.
55Employment in Words and Pictures RetoolingEmployment in Words and PicturesOpportunityIdentificationRecruitmentEmployment Retention
56Celebrate Successes: Large and Small Successes Fall 2008Record 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.
57Celebrating Successes Spring 2009Tenure and Promotion Extended to Two African American Females (First African Americans to Earn Tenure since 2002)African American Female Promoted to Full ProfessorSeven female department chairs
58Managing Transition New Chancellor (2006), New Provost (2008) CDO Chairs both searchesDean Provost (2008)Dean Retirement ( )Chair DeanDean DeanFaculty Member Chair (Research Institution)– Key Retirements
59The Search Process Justification for Initiating a Search Must be approved by Vice ChancellorOnce approved, must complete the “Search Process Document”Diverse representation on committeesDrafting the position announcementRequirements vs. PreferencesPlacement of the announcementRecruitment efforts to be undertaken to identify diverse candidatesCriteria to be utilized in screening and evaluating candidates
60The Search Process: Timing Is Everything Position announcement can’t be posted until CDO approvesCDO meets with search committeeProactive Nature of the SearchChair or Dean Authorize to Make OfferResources AvailableLegal Matters“Dos and Don’ts”Role CDO will play in recruitment process
61The 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.
62The 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.
63The Search Process Recruitment Summary Form Completed CDO approves the offer (after Dean has) and contract is requested.
64Supporting The Search Process Recruitment FundsAd PlacementTravel to RecruitSupport to bring in “additional” candidatesInterview SupportParticipation in Interview ProcessHosting candidate receptionsIntroduce to members of the campus and communityAllows candidate an opportunity to ask “real” questions.Affirm the committees work in real time.
65Supporting The Search Process Negotiation SupportAdvice offered during negotiations to prospective faculty (start-ups, reassigned time, start dates, etc.)Advise Chair or Dean regarding offers and counteroffersHiring SupportSalary SupportTrailing Spouse Support (Retention)Moving SupportSalary Compression/Equity Issues
66References: 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.
67Monitoring 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/PeopleAdminMulti-user system that tracks searches from beginning to endGenerates hiring data which supports trend analysis
68Recruiting 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 DeanArkansas 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
69Retention 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
70Retention Efforts Connect individuals to the community Church/Religious InstitutionCommunity Service Organizations, etc.FellowshipsLarge-group FellowshipsPersonal dinner invitationsEngagement with Dean and ChairProfessional Development OpportunitiesProgress on Promotion and TenureSpecial Needs
71The Path Ahead: Institutionalizing Diversity Student and Community EngagementCultureHiringUniversity Core ValuesInternational Recognition as Diversity Leader