Strategies for Recruiting a Diverse Faculty in Higher Education

1. Recruiting a Diverse Faculty 4440 PGA Boulevard, #600, Palm Beach Gardens, FL, 33410 561-472-8479, 561-472-8401 (fax), www.nadohe.org Leading Higher Education Towards Inclusive Excellence Evidence Based Strategies

2. Webinar Logistics • 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

3. Speakers • Dr. Abbie Robinson-Armstrong Vice President for Intercultural AffairsLoyola Marymount University/LAarobinso@lmu.edu • Dr. Glen Jones Executive Assistant to the Chancellor for Diversity Senior Associate Vice ChancellorAcademic Affairs and ResearchArkansas State Universitygjones@astate.edu

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 2005-2006/2007-2008

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 2005-2006/2007-2008

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

28. 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%

29. 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%

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/LAFaculty 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%