Recommendations for Diverse Faculty Recruitment
A. Maximizing Efforts for Recruitment of Diverse Faculty
1. The Recruiting Process:
The search process itself is one key area needing attention concerning the broader issue of faculty recruitment and retention. We think we have made some recent strides on this campus under the leadership of Carmen Suarez (Director of Human Rights, Access and Inclusion, University of Idaho), and we seek to add support to the efforts she is working on. Specifically, we offer two primary recommendations
1: Search committee Training.
2: Resources allotment to these efforts.
2. Search Committee training:
The training should comprise at least two parts.
A) A mandatory meeting with the committee that involves Carmen Suarez and a newly formed Committee on Diverse Faculty Recruitment and Retention. The objective is to both reinforce the importance of thinking about diversity, its value, and the need for representation and to discuss specific best (and worst) practices to enhance the opportunity to hire diverse faculty.
B) a manual on hiring diverse faculty, similar to the one produced and distributed by Stanford (See Appendix A).
The manual from Stanford University (2008), among other things, presents a full process for hiring, retaining and fostering success among diverse faculty. A good amount of the process for hiring diverse faculty builds on an effective process for hiring faculty in general, so we highlight here the institutionalized steps specific to enhancing the success of hiring diverse faculty—with the understanding that such matters are situated within a broader effective process.
Stanford University Recruiting (2008):
- The Guide makes this statement: “Searches are obligated to make extra efforts to seek out qualified women and minority candidates and to evaluate such candidates.” This includes: “Make use of incentive funds and incremental faculty billets” that “First, encourage normal process…..a byproduct of outreach during searches,” and, “Second,... accelerate this process by encouraging…appoint additional equally qualified candidates…who may not be the first choice”
- Position announcement: ensure its is written to expand the number of candidates from diverse backgrounds and include an equal opportunity statement
- Complete a Diversity Outreach Plan which includes specific outreach efforts for obtaining a diverse applicant pool
- The search Committee will include individuals from diverse backgrounds and members with commit to diversity. One member serves as diversity officer of the committee.
- Outreach Efforts should include:
- Contacting the appropriate offices for assistance
- Advertising in specialty journals
- Consulting relevant publication lists and databases, including minority graduate and postdoc fellowship holders
- Consulting colleagues, particularly women and minorities, for advice
- Contacting colleagues elsewhere for promising candidates
- Contacting department former women and minority students for suggestions
- Analyze the applicant pools to see if pool has adequate representation
- In reading applications:
- The committee should first discuss selection criteria
- All applications should be read by more than one person
- Review applications based on record, be aware of unconscious bias
- Review women and minority applications again if not invited for interview
- Once short list is completed, if not adequately represented, consider inviting one or two additional candidates who would add diversity
- Monitor diversity efforts of the committee, including review short list
- Recruiting the candidate:
- Be mindful of possible concerns that underrepresented minority or female recruits might have
- Invite partner to recruiting visit.
- Consider the necessity of disability accommodations at the interview stage
- After the search
- Document diversity outreach efforts
- Collect names of promising diversity candidates--should be kept on file
3. Resources allocated toward these efforts.
- We recommend a targeted recruitment fund through the re-allocation of permanent dollars to address compensation issues related to hiring diverse faculty. We can’t dodge the issue here. Diversity is value-added, candidates know it, we need to value it and we need to be competitive with compensation. In a situation where other institutions are also striving to diversify faculty, candidates are aware of this intent and have commensurate expectations for compensation. They also are aware of the likely higher workload in comparison to colleagues given the responsibilities often assigned to diverse faculty. They expect a salary commensurate with inevitable increased responsibility. Such expectations need to be understood by all other faculty, and we may also need to attend to the compensation for existing faculty that are under-salaried in the unit, for reasons of climate.
4. Other recommendations.
- Compile a Diversity Brochure Folder
- Compile information on community resources to send candidates
- Attend to the availability of “Dual-Career” hires
- Coordinate the UI website relative to diversity efforts to enhance the passive marketing of diverse candidates
- Develop a support network comprised of faculty/staff to meet diverse faculty candidates at the interview stage, a network that should also include allies.
- Foster department Chair buy-in for diversifying the faculty fostered by continued discussion and expectations from the highest administrative levels and all colleges. Integrate this into annual evaluations.