evidence based strategies

Evidence Based Strategies

Recruiting a Diverse Faculty

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Leading Higher Education Towards Inclusive Excellence

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Welcome Series Information Format PowerPoint Q & A Technical Difficulties

Moderator: Dr. Juan Sanchez Munoz

Vice President for Institutional Diversity and Community Engagement Associate Vice Provost, Faculty and Undergraduate Academic Affairs

Speakers

Dr. Abbie Robinson-ArmstrongVice President for Intercultural AffairsLoyola Marymount University/[email protected]

Dr. Glen JonesExecutive Assistant to the Chancellor for Diversity Senior Associate Vice ChancellorAcademic Affairs and ResearchArkansas State [email protected]

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

Demographic Trends

Source: 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 2005-2006/2007-2008

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

Comments & Questions

Academic Case: Diversifying the

Faculty

Impact on Institutional CapacityHelps colleges and universities fulfill

the 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

Academic Case: Diversifying the Faculty

Impact on Student Learning and Citizenship Outcomes

Increases student retention and persistenceHelps institutions prepare students for a global

reality

Academic Case: Diversifying the Faculty

Key Elements For Diversifying the

Faculty

Key Elements for Diversifying the Faculty

Commitment from Senior Level Administrators

Transparent and consistent hiring policies and procedures

Diverse Search Committee


Training for faculty on legal and ethical principles for conducting a search

Internal accountability initiatives that link diversity to academic excellence

Availability data


Mission-and culturally-sensitive position announcement

Diverse applicant poolInclusive campus visit

Role of the Chief Diversity

Officer

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


Treat Everyone fair and equitable

Prepare new faculty for success

Articulate the differences between affirmative action and diversity


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

Applying Research to

Practice

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


Degree Seeking Students, Fall 2008

Undergraduate Students 5,509Graduate Students 1,962Law School Students 1,374 TOTAL 8,845


Degree Seeking Students by Ethnicity

African American 8.2% American Indian/Alaskan Native .6% Asian/Pacific Islander 12.3% Hispanic/Latino 20.2% European American 56.3% International 2.3 % Unknown .1%

Loyola Marymount University

Full-Time Tenured and Tenure Track-Faculty by Ethnicity, Fall 2008

African American 8% Asian/Pacific American 10% European American 71% Latino 11%

Minority Faculty 29%

European American Faculty71%

Search Committee Training

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

Part I

Best Practices for Recruiting Faculty for Mission

Part II

Moving Beyond Traditional Search Strategies

Search Committee Training

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

Part I

Best Practices for Recruiting Faculty for Mission Part II

Moving Beyond Traditional Search Strategies

Part II Moving Beyond Traditional Search

Strategies

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)


Strategies

Legal Principles Validity Objectivity Measurable Consistency Patterned Interview & Uniform Reference Check Third Party Explanation Confidentiality Documentation


Strategies

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)


Strategies

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)


Strategies

Proactive Recruitment PlanExpand Recruitment Sources

Mission and Culturally Sensitive Position Announcement (Handout Number 2)Language that Attracts Minority

and Women CandidatesLinks Diversity to Academic

Excellence


Strategies

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)


Strategies

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)


Strategies

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)


Strategies

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

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

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

Retention Initiatives and Programs

Handout #4

Loyola Marymount University/LAFaculty Profile

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)

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)

Diversity’s Impact: Managing Change

INDIVIDUAL ATTITUDES& BELIEFS

MANAGEMENT SKILLS& PRACTICES

ORGANIZATIONALVALUES & POLICIES

CHANGE

EXECUTIVE COUNCIL

Training and Development

COMPONENTS OF CHANGE

Arkansas State University:Student Information

Undergraduate Students9,764

Graduate Students 1,726 Total Students 11,490

Arkansas State University:Ethnicity of the Student

Population

African American18.2%

International* 3.5%Hispanic/Latino 1.0%White/Caucasian

77.3%

Arkansas State University:Ethnicity of the Faculty

African American 9.0%

International 4.3%Hispanic/Latino 1.0%White/Caucasian

85.7%

Historical Faculty One-Year Retention Rates

Arkansas State University:Background Information

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

Arkansas State University:Background Information

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.

RetoolingEmployment in Words and Pictures

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.

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

Managing Transition

New Chancellor (2006), New Provost (2008) CDO Chairs both searches

Dean Provost (2008) Dean Retirement (2 -2008) Chair Dean Dean Dean Faculty Member Chair (Research

Institution) 2002-2005 – Key Retirements

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

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

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.

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.

The Search Process

Recruitment Summary Form Completed

CDO approves the offer (after Dean has) and contract is requested.

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.

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

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.

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

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

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

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

The Path Ahead:Institutionalizing Diversity

International Recognition as Diversity Leader

University Core Values

Contact Information

Dr. Abbie [email protected]

Dr. Glen [email protected]

evidence based strategies

Documents

education statistics

us department of education

almanac of higher education

national center

institutional diversity

facultykey elements

persistencehelps institutions

servicehelps institutions