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

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.
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