1. Executive Summary of Affirmative Action & Diversity Plan Workforce as of 8/31/09 Activities from 9/1/08 to 8/31/09

2. GVSU WORKFORCE Change By Race & Gender

3. TOTAL WORKFORCE: By Race & Ethnicity Fall 2005 to Fall 2009

4. FACULTY: Gender & Race/Ethnicity

5. Employee Groups: By Race & Gender 8/31/09

6. Applicants v. Hires – Minority & Non-minority 9/1/08 – 8/31/09

7. Applicants v. Hires: Females & Males 9/1/08 – 8/31/09

8. Observations: Applicants v. New Hires Overall hires have decreased from previous year (159 vs. 202) Females –Total female hire rate is below their applicant rate (56% to 65%) –Female Faculty (45%)and Execs/Adm (63%) hire rates are above their application rate (42% and 58%) –Female Support Staff hire rate is below their application rate (65% to 81%) Minorities : –Total minority hire rate is below their applicant rate (15% to 18%) –Minority hire rates for Execs/Adm (16%) and Support Staff (14%) are just below their application rate (18% and 13%) –Minority Faculty hire rates are significantly below their application rate (15% to 31%)

9. Hires v. Separations: Race and Gender 2005 TO 2009

10. Hires v. Separations: Employee Groups 9/1/08 – 8/31/09

11. Observations: Hires v. Separations Females –Female separation rates decreased from previous year (56% to 52%) –Female Exec/Adm hire rate above their separation rate (63% v 46%) –Female Faculty hire rate is just below their separation rate (45% v 47%) Minorities –Minority separation rates decreased from previous year (17% to 16%) –Minority total hire rate is below their separation rate by 1% (15% v 16%) –Minority hire rate is below their separation rate in all 3 employee groups

12. Promotions Rates v. Employment Rates 9/1/08 – 8/31/09

13. Observations: Promotions v. Employment Rates Promotions represent 7.3% of total employed Females Over ½ of all promotions were for females (63%) Female Faculty (63%) and Support Staff (80%) promotion rates are above their employment rate (43% v. 59%) Female Exec/Adm promotion rate below their employment rate (50% v. 67%) Minorities Minority promotion rate is equal to their employment rate (15%) Minority Exec/Adm (19%) and Faculty (22%) promotion rates are above their employment rate (15% to 17%) Minority Support Staff promotion rate is below their employment rate (6% v. 12%)

14. Minority Students: Enrollment & Degrees

15. Workforce Force Comparisons: Gender

16. Workforce Comparisons: Race and Ethnicity

17. Doctorates Awarded 2004, 2005, & 2006

18. Strengths GVSU Workforce Changes 2008-09 Female hire rate increased from 52% in ’07-08 to 56% in ’08-09 Female Execs/Admin hire rate (63%) is above their application rate (58%) Female Faculty hire rate (45%) is above their application rate (42%) Minority hire rate (15.1%) slightly above its employment rate (14.7%) Minority Execs/Admin separation rate (13.5%) below its employment rate (15.1%) Minority Execs/Admin promotion rate (19.1%) is above their employment rate (15.1%) Minority Faculty promotion rate (22.2%) is above their employment rate (16.6%)

19. Challenges … based on most recent workforce changes Female Faculty separation rate (47%) is above their hire rate (45%) Female Support separation rate (71%) is above their hire rates (65%) Female Faculty separation rate (47%) is above their employment rate (43%) Total Minority hire rates are below their application rates (15% to 18%) Minority Faculty hire rate is only half of their application rate (15% to 31%) Minority Faculty separation rate (17%) is above their hire rate Minority Support separation rate (19%) is above their hire rate (14%)

20. GVSU Annual Report on Affirmative Action & Diversity

21. The following slides have been used in previous years. They have not been updated.

22. Diversity in Higher Education*??? Diversity improves teaching and learning, in and out of the classroom FOR ALL STUDENTS Students are exposed to multiple perspectives on a range of issues Students’ existing perspectives are challenged Students’ critical thinking and problem solving skills are strengthened From Coleman, Arthur, “Diversity in Higher Education: A Continuing Agenda” Citizens’ Commission on Civil Rights

23. Benchmarks -??? 4 year public colleges & universities - employed –United States –Michigan Student enrollment and graduation demographics –United States –Michigan Labor force statistics (Census) –Local (GR MSA) –National (US) Applicant, hire, separation, promotion rate comparisons Utilization analysis compared to availability %’s (local, state, national) (census, degrees awarded) GVSU diversity studies

24. Utilization Analysis and Employment Activities Inclusion Advocate Program for search committees Patterns based on utilization & employment activities: –Application rates v. hire rates –Hire v. separation rates –Multi-year Patterns –Employment rates v. availability percents Academic Affairs Division Strategic Planning, includes diversity considerations (Deans) HR provides ‘FYI’ data to search committees

25. ?? Another Benchmark 2005 GVSU Diversity Study Climate of Acceptance: People of color, GLBT, and disabled are less likely to feel accepted Prevalence of Disparaging Remarks: Most occur in informal conversations, mostly spoken by students, mostly about politics or religion although race, sexual orientation, gender, and English-speaking skill are also disparaged Negative Treatment: People of color, GLBT, and disabled disproportionately experience this Commitment to Diversity: People of color and GLBT are less likely to believe GVSU is committed to diversity

26. ??Diversity Study: Follow-up CONVERSATIONS held with representatives from the groups who indicated they were less likely to feel accepted at GVSU Predominant themes from these conversations were ACCESS and ACCOUNTABILITY Next steps: –DIVERSITY DIRECTORY for 1 st year students –BIAS INCIDENT PROTOCOL now in place

27. GVSU Strategic Planning

28. Race and Gender Conscious? Race and Gender Neutral? Michigan’s proposition 2 requires race and gender neutral processes Federal affirmative action regulations require race and gender based objectives

29. Valuing Diversity Conversations about race or gender… … while there may always be disagreement on the best way to achieve greater diversity, coming to agreement that diversity in higher education is both an educational and economic imperative is critical Demographic –Majority of new entrants to the labor force will be people of color, women and immigrants Business & human interests –Compelling to everyone –CQI – a quality initiative –Tangible gains for everyone

30. Valuing Diversity: Pitfalls Don’t dummy down – valuing diversity does not mean compromising quality or standards Use your workforce demographics to have honest and genuine discussions about troubling patterns Don’t just react; save time, energy and $$ by being proactive rather than reactive