Evidence Based Strategies

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Recruiting a Diverse Faculty
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www.nadohe.org Leading Higher Education Towards
Inclusive Excellence

• Evidence Based Strategies

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Webinar Logistics
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

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Speakers

• Dr. Abbie Robinson-Armstrong
• Vice President for Intercultural AffairsLoyola
  Marymount University/LAarobinso_at_lmu.edu
• Dr. Glen Jones
• Executive Assistant to the Chancellor for
  Diversity Senior Associate Vice
  ChancellorAcademic Affairs and ResearchArkansas
  State Universitygjones_at_astate.edu

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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

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• Demographic Trends

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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 2005-2006/2007-2008
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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 2005-2006/2007-2008
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Source US Department of Education, National
Center for Education Statistics, 2004 National
Study of Postsecondary Faculty
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(No Transcript)
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Comments Questions
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• Academic Case
• Diversifying the Faculty

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Academic Case Diversifying the Faculty

• Impact on Institutional Capacity
• Helps colleges and universities fulfill
• the mission of higher education
• Enhances an institutions 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

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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

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Comments Questions
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• Key Elements For
• Diversifying the Faculty

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Key Elements for Diversifying the Faculty

• Commitment from Senior Level Administrators
• Transparent and consistent hiring policies and
  procedures
• Diverse Search Committee

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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

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Key Elements for Diversifying the Faculty

• Mission-and culturally-sensitive position
  announcement
• Diverse applicant pool
• Inclusive campus visit

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Comments Questions
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• Role of the Chief Diversity Officer

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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

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Role of the Chief Diversity Officer

• Treat Everyone fair and equitable
• Prepare new faculty for success
• Articulate the differences between affirmative
  action and diversity

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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

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Comments Questions
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• Applying Research to Practice

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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

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Loyola Marymount University/LA

• Degree Seeking Students, Fall 2008
• Undergraduate Students 5,509
• Graduate Students 1,962
• Law School Students 1,374
• TOTAL 8,845

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Loyola Marymount University/LA

• 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

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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 Faculty 71

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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

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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

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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)

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Part II Moving Beyond Traditional Search
Strategies

• Contents

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

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Part II Moving Beyond Traditional Search
Strategies

• Contents

• Ethical Principles
• Myths about Minority Faculty Availability
• Exclusionary Thinking
• Halo Effect
• Determine Who is Qualified Judge Whats on Paper
• Chilly Climate Issues
• Respect of Candidates Dignity and Self Worth
• Reviewing Applicants Research on Bias and
  Assumptions (Women in Science Engineering
  Leadership Institute, University of Wisconsin)

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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 23)
• Align Department and Institutional Commitments
  (Handout Number 1)

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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

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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)

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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)

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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)

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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

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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

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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 Committees perceptions
  about faculty diversity
• Generates empirical evidence that helps faculty
  determine how to improve the faculty search
  process

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Retention Initiatives and Programs

• Handout 4

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Loyola Marymount University/LAFaculty Profile
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Comments Questions
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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-Mississipp
  i Delta
• Comprehensive Affirmative Action/Equal
  Opportunity Employer
• Mission Arkansas State University educates
  leaders, enhances intellectual growth, and
  enriches lives. (ASU e3)

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Applying Research to Practice

• Arkansas State University
• Below Southern Regional faculty salary averages
  at all levels
• Subject to Arkansass line item maximum rule
• Comprehensive Affirmative Action/Equal
  Opportunity Employer
• Mission Arkansas State University educates
  leaders, enhances intellectual growth, and
  enriches lives. (ASU e3)

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Diversitys Impact Managing Change
COMPONENTS OF CHANGE
CHANGE
EXECUTIVE COUNCIL
Training and Development
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Arkansas State UniversityStudent Information

• Undergraduate Students 9,764
• Graduate Students 1,726
• Total Students 11,490

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Arkansas State UniversityEthnicity of the
Student Population

• African American 18.2
• International 3.5
• Hispanic/Latino 1.0
• White/Caucasian 77.3

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Arkansas State UniversityEthnicity of the
Faculty

• African American 9.0
• International 4.3
• Hispanic/Latino 1.0
• White/Caucasian 85.7

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Historical Faculty One-Year Retention Rates
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Arkansas State UniversityBackground 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

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Arkansas State UniversityBackground 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.

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Retooling
Employment in Words and Pictures
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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.

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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

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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

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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

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The Search Process Timing Is Everything

• Position announcement cant 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 Donts
• Role CDO will play in recruitment process

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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.

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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.

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The Search Process

• Recruitment Summary Form Completed
• CDO approves the offer (after Dean has) and
  contract is requested.

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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.

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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

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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 persons
  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.

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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

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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 institutions 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 states Legislative Black Caucus

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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 Universitys Promotion,
  Retention, and Tenure Committee

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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

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The Path AheadInstitutionalizing Diversity
University Core Values
International Recognition as Diversity Leader
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Comments Questions
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Contact Information

• Dr. Abbie Robinson-Armstrongarobinso_at_lmu.edu
• Dr. Glen Jonesgjones_at_astate.edu