Recruiting a Diverse Faculty Janie Fouke Michigan State University ASEE Annual Conference June 18,...
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Transcript of Recruiting a Diverse Faculty Janie Fouke Michigan State University ASEE Annual Conference June 18,...
Recruiting a Diverse Faculty
Janie Fouke
Michigan State UniversityASEE Annual Conference
June 18, 2002
Truth in Advertising
Assuming you Value a Diverse Faculty The View from the Tower Informed by Experience in the Trenches Not limited to Civil Engineering
Goals/Metrics
Do you have them? Who owns (buys into) them? Write them down Disseminate them
Speaking of goals . . .
What’s your goal for a particular search? To fill a position? (your secondary goal!) The primary goal: For every single applicant to
be favorably impressed with your institution! – Communications/logistics/intellectual
opportunities/students/colleagues/support staff
And to accomplish that?
Review your written material Review your processes What about the logistics? Provide a “refresher” to avoid illegal
questions/topics (faculty/students/staff) Where is the Women’s Room?
If it’s not somebody’s problem, it’s nobody’s problem.
So whose annual review gets linked to those goals?
Composition of the Search Committee
Rate limiting element Composed solely of faculty where position will
be assigned?– Too narrow view vs. strongest vested interest
Diversity representation? Leadership
Position description
Who determines it?– Dean, Dept chair, committee/interdisciplinary group
How narrow should it be?– Balance between intellectual focus and diversity
goals
What do you sell?– Serenity of the campus/local school system/multi-
disciplinary resources/spousal hiring
After the Position is Described
Deadline or “open until filled”– Wiggle room vs teaching need
How do you disseminate it?– WEB
Who really uses the description?– Surprisingly important question
Search vs. Sort Committees
Most “search and rating” committees simply sort the applications
Sort too closely to the job description and you may miss a gem
Sort too closely against a traditional background and you may miss a gem
Searching is much harder work
Searching
Get on the WEB, the telephone Speak to people at conferences Focused effort is especially critical to meet
diversity goals Advertisements do very little to identify well
matched people
Timing of the search
Depends on the level of person (more senior:greater flexibility)
Stronger candidates typically interview earlier in the academic year
The “deadline” should mark the end (NOT the beginning) of the resume evaluations!
Certifying the pool
If the applicant pool is not diverse, it will be a challenge to build a diverse faculty
The Search Committee must defend the composition of the pool
If this is evaluated after the “deadline”, every added candidate, no matter now qualified, is tainted
Ranking the candidates?
Never! (I don’t want to see “votes” either!) Evaluate each of them
– What does s/he bring to the program?– What obstacles will s/he encounter?– How would each complement/extend previous
investments?– Who are the natural partners on campus?– Is there an obvious mentor?
Who to interview?
Best matches to the position description People who intrigue you (?) Highly accomplished people who only vaguely
match the description (?) The most accomplished of the folks from
historically underrepresented groups (?) References before interviews!
The only way to get comfortable looking at someone who looks different is to look at someone
who looks different
Candidate’s invitation to interview
Very soon after the “deadline” Another chance to sell the excitement Put the “two career“ language in the letter Tell him/her what to expect
– Teach a class, give a seminar, spend two days, only on Thursdays, reimbursement info, etc
The interview
Compose schedule from the “partners” list Have the seminar first Leave time for the candidate to make notes Be sure the “mechanics” are smooth Give everyone on the agenda a final schedule
at least a week in advance
More on interviews
Does the candidate have a request? Complete interviews in 2-4 weeks Keep people informed of the process Get feedback from the participants Look for leverage opportunities Write evaluation memo
Out of your hands!
Chairs should keep candidates informed Delays caused by things you can’t control Issues include appointment levels, start-up
packages, access to resources, cooperation from other entities, etc
Out of your hands (redoux!)
Steady state hiring (25 person department)– With a stable budget (a little humor), 1 per year?
Conclusion?– You can’t do it alone!
You must be leveraging from a larger pool of faculty slots. – Implication for the College? The University?
What is the role of climate?
If the climate is hostile, it’s difficult to hide How do you provide a setting for them to get
frank answers to questions?– A committee, a booklet?
Does someone need to be neutralized?
Set the tone by treating everyone with dignity all the time
Out of your hands (re-redoux)!
Offers made before you finish interviewing the entire pool
Serial vs parallel offers Coupled offers Spousal hiring
MSU Status
African American/Hispanic/Chicano– Every department meets (all but one EXCEEDS)
faculty “availability”– Committed for fall: 1/11 new faculty
Women– Currently 8/125 faculty– Committed for fall: 4/11 new faculty – Offers pending: 1/3 new faculty
Have we met our goals?
Almost Distribution is a concern Now for our next goals . . .
WACADAD
Words are cheap and deeds are dear!