Interrupting the Usual: Successful Strategies for Hiring Diverse Faculty

Smith, Daryl G.; Turner, Caroline; Osei-Kofi, Nana; Richards, Sandra

doi:10.1353/jhe.2004.0006

Cited by 144 publications

(116 citation statements)

References 22 publications

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“…Although verbal support was given regarding intentionality of diversity efforts, more active and strategic efforts are needed if university leaders want to recruit and hire more diverse faculty. Smith et al (2004) reported that several empirical studies reflect that faculty diversity is the least successful diversity initiative. These researchers, who examined whether specific interventions can facilitate the hiring of diverse faculty beyond those who teach diversity courses, recommend the following strategies as being effective:…”

Section: Discussionmentioning

confidence: 99%

“…First, it is critical that institutions develop a recruitment strategy and educate faculty, staff, and other stakeholders about their stated commitment to diversity and its educational benefits (Smith et al, 2004;Turner, 2002). Institutions need to ensure that diversity-related goals are part of the overall institutional mission and vision and faculty and other stakeholders are involved in the development and implementation of a strategic plan to diversify faculty, including creating goals and measurable outcomes (Smith & Parker, 2005;Williams & Wade-Golden, 2013).…”

Section: Implications For Practicementioning

confidence: 99%

“…Institutions need to review the recruitment process with university stakeholders, discuss practices for increasing diversity, and make the process transparent (Smith et al, 2004;Williams & Wade-Golden, 2013). Hiring criteria should consider the candidates' cultural competence and willingness to work in and with minority students and communities, and their ability to develop or integrate diversity components in the course work or curriculum (Taylor, 2013).…”

Section: Implications For Practicementioning

confidence: 99%

“…Although most scholars agree that higher education has reached a crossroad and diversity strategies should already be in place, institutional leaders continue to struggle with how to best recruit and retain faculty of color (Smith et al, 2004). Within evangelical circles, the charge to create more diverse institutions often conflicts with the theological mission to serve students from specific denominations, given that the churches from those denominations have historically been predominately White.…”

mentioning

confidence: 99%

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A Christian Value? Faculty Diversity at Southern Evangelical Campuses

Smith

Mamiseishvili

2016

Christian Higher Education

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Section: Discussionmentioning

confidence: 99%

Section: Implications For Practicementioning

confidence: 99%

Section: Implications For Practicementioning

confidence: 99%

mentioning

confidence: 99%

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A Christian Value? Faculty Diversity at Southern Evangelical Campuses

Smith

Mamiseishvili

2016

Christian Higher Education

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“…The findings from other academic disciplines exists alongside broader university-level diversity efforts in faculty recruitment, retention, and promotion that have been the least successful throughout the U.S. (Allen et al, 2002;Smith, Turner, Osei-Kofi, & Richards, 2004). Faculty of color, all self-identified non-white faculty, constituted 17% of all faculty at four-year institutions (Asian, black, Latina/o, and Native American) (Fenelon, 2003;Peterson et al, 2004).…”

Section: -Ronald Takaki a Different Mirror: A History Of Multiculturamentioning

confidence: 99%

“Embarrassingly White”

Mowatt

Johnson

Roberts

et al. 2016

SCHOLE: A Journal of Leisure Studies and Recreation Education

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The recruitment and retention of faculty and students of color is a long-standing challenge in academic programs focusing on leisure studies, parks, recreation, and tourism. However, when confronting the predominantly white composition of educational programs, many evade or, at most, acknowledge the situation as a "deficit. " Few offer specific strategies for reversing this pattern, if that is the desired outcome. The purpose of this essay is to extend the discourse beyond traditional diversity initiatives by undertaking a field-wide initiative focused on the disparities in faculty and student representation. First, the essay examines systems that have created and supported the persistence of "white" as privileged in academia. Next, a summary and critique of institutional faculty demographic data over the 5-year period from 2006-2011 from four diverse institutions are presented. This analysis illustrates patterns that have resulted in presumably less than desirable numbers of faculty and students of color. Concrete suggestions for recruiting, retaining, and promoting people of color in academic leisure studies programs are included. Increasingly, today's students are attracted to academic programs in which they will be exposed to faculty representing the diversity they will encounter as professionals. This essay offers a call to bridge the perceived gap between practitioners and academia by recommending systemic changes informed by the lived experiences of communities of color that are effectively served by various leisure service providers.

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2012

ASHE Higher Education Report

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Setting the Stage: Funding Realities and Talent Resources The Shifting Budgetary Equation Federal Funding and Public Research Universities Research Funding and the New “Business Paradigm” Endowment, Gifts, and Other Revenue Sources External Pressures on Talent Resources Concluding Perspectives Looking Beyond an Administrative Human Resources Department: HR and Institutional Performance The Evolution of High‐Performance HR Systems The Empirical Link Between Strategic HR and Organizational Performance Strategic HR Constructs Application of Strategic HR Principles in Higher Education Concluding Perspectives Strategic HR and Talent Management in Higher Education The Contribution of HR Principles to Talent Acquisition Diversity in the Talent Management Continuum Total Rewards and Talent Management Concluding Perspectives Strategic HR and Organization Development: A Holistic Process The Counterpoint Between Organizational Learning and Organization Development The Crosswalk Between AQIP Principles and Organizational Capabilities The Psychodynamics of Organization Development The Contribution of Employee Relations Programs to Organization Development Performance Evaluation and Organization Development Leadership Development The Vital Role of Employee Assistance Programs Concluding Perspectives Building an Effective and Efficient Strategic HR Operation HR Analytics The HR Audit Entrepreneurial HR Strategies HR as Chief Integrative Leader Concluding Perspectives Recommendations and Implications for Practice Presidents and Boards of Trustees HR Leaders HR Departments HR Departments Looking Forward References Name Index Subject Index About the Authors

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Interrupting the Usual: Successful Strategies for Hiring Diverse Faculty

Cited by 144 publications

References 22 publications

A Christian Value? Faculty Diversity at Southern Evangelical Campuses

A Christian Value? Faculty Diversity at Southern Evangelical Campuses

“Embarrassingly White”

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