"Not like Us": Removing the Barriers to Recruiting Minority Faculty

Light, Paul

doi:10.2307/3325097

Cited by 25 publications

(11 citation statements)

References 1 publication

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“…Once the pool for a position has been developed, and candidates have advanced into the interview stage, interventions in this frame focus on how the on-campus interview process can be structured to be culturally responsive while simultaneously increasing the likelihood that a candidate accepts an offer. This includes giving URG candidates opportunities to connect with other faculty and staff on campus who might share similar identities and experiences (Tierney & Bensimon, 1996), to meet with students, especially activists, who might provide honest assessments of the campus culture and environment for URG community members (Sensoy & DiAngelo, 2017), and to provide connections to community leaders and people who may be relevant to their work and life beyond the institution to foster a sense of comfort and connection (Light, 1994).…”

Section: On-campus Interviewsmentioning

confidence: 99%

Leveraging Promising Practices: Improving the Recruitment, Hiring, and Retention of Diverse & Inclusive Faculty

Griffin¹,

Bennett²,

York³

2020

Preprint

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Institutions looking to make headway into the persistent challenge of recruiting, hiring, and retaining a more diverse faculty are often looking for a playbook of best or promising practices to aid their efforts. While there are no one-size-fits-all solutions for the context-specific challenges facing universities, research on promising practices and the experiences of underrepresented group (URG) faculty provide indicators of the necessary elements of programs, practices, and interventions to increase the institutional and national diversity of faculty.These recommendations for promising practice are grounded in the research literature and should help institutional leaders to structure their interventions to best tackle these challenges. These promising practices urge institutions to:• Foster relationships all along the faculty career pathways.• Democratize knowledge about processes, standards, and norms.• Rethink recruitment and hiring strategies.• Address the conditions of faculty retention and success.• Celebrate diversity regularly.• Expand definitions of excellence for faculty accomplishments.• Question the roots “objective” or “neutral” criteria internally and externally.• Ensure values of diversity, equity, and inclusion are deeply embedded in decision-making.This report offers suggestions and guidance for institutions, including the importance of conducting a thorough self-assessment, the danger of reaching for promising practices before identifying the root problems, and a framework for developing a holistic, comprehensive and systemic approach to institutional change for inclusion that addresses the systemic, structural, values and cultural dimensions simultaneously.

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Section: On-campus Interviewsmentioning

confidence: 99%

Leveraging Promising Practices: Improving the Recruitment, Hiring, and Retention of Diverse & Inclusive Faculty

Griffin¹,

Bennett²,

York³

2020

Preprint

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“…Higher education is one of the U.S. social institutions most insistently expressing concern about minority recruitment, retention, and advancement (Agrawal, Vlaicu, and Carrasquillo, 2005;Alon, 2009). Most of the research focuses on hiring faculty members and shows a strong consensus that minorities continue to be underrepresented in virtually every discipline and field of higher education (Light, 1994;Astin et al, 1997;Turner and Meyers, 2000;Aguirre, 2000;Harvey, 2001).…”

Section: Minority Hiring In Higher Education: the "Pipeline" Argumentmentioning

confidence: 99%

Minority Football Coaches’ Diminished Careers: Why is the “Pipeline” Clogged?

Bozeman¹,

Fay²

2012

Social Science Quarterly

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Objectives Research on minority representation and career trajectories in higher education represents a substantial body of evidence in the field; however, the empirical evidence fails to address a crucial area: intercollegiate athletics. This study aims to address the gap in the empirical work and study the career trajectories and representation of African‐Americans and Latinos in NCAA FBS football coaching positions. Methods A pipeline argument is often utilized to explain the underrepresentation of minorities in certain careers and industries. This pipeline argument is erroneous in this instance because of the number of minority players in college football that make up the “future coach career pool.” We develop a position hierarchy in which previous assistant coaching positions are seen as stepping stones to an ultimate head coaching position. Results We find that white and minorities coaches have different career trajectories and position hierarchies that ultimately lead to the underrepresentation of minorities at the head coaching ranks. Conclusions Evidence suggests sharp differences in the likelihood of certain player positions and, in turn (and likely related), certain coaching positions to achieving head coach. The career utility hierarchy developed here seems to have some validity and, most important for present purposes, shows some considerable difference in the career stepping stones of, respectively, whites and minorities.

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“…While there are quite a few studies, articles, and presentations that have addressed the issue of faculty diversity (or lack thereof) in higher education (Buttner, Lowe, & Billings-Harris, 2007;Chen & Yang, 2013;Gater, 2005;Lee, 2010;Levsen, Goettel, Chong, & Farris, 2001;Light, 1994;Lindsay, 1999;Lynch, 2013;Minor, 2013;Roy, 2013;Stanley, 2006;Turner, Gonzalez, & Wood, 2008;Weinberg, 2008), there are only a handful of studies which have focused specifically on diversity among business school faculty (Buttner et al, 2007;Moskowitz, 1994;The Journal of Blacks in Higher Education, 2002). Moskowitz (1994) and the The Journal of Blacks in Higher Education focused only on Black faculty.…”

Section: Literature Reviewmentioning

confidence: 96%

A study of faculty racial diversity in business schools: Perceptions of business deans

Moshiri

Cardon

2016

Journal of Education for Business

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"Not like Us": Removing the Barriers to Recruiting Minority Faculty

Cited by 25 publications

References 1 publication

Leveraging Promising Practices: Improving the Recruitment, Hiring, and Retention of Diverse & Inclusive Faculty

Leveraging Promising Practices: Improving the Recruitment, Hiring, and Retention of Diverse & Inclusive Faculty

Minority Football Coaches’ Diminished Careers: Why is the “Pipeline” Clogged?

A study of faculty racial diversity in business schools: Perceptions of business deans

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"Not like Us": Removing the Barriers to Recruiting Minority Faculty

Cited by 25 publications

References 1 publication

Leveraging Promising Practices: Improving the Recruitment, Hiring, and Retention of Diverse &amp; Inclusive Faculty

Leveraging Promising Practices: Improving the Recruitment, Hiring, and Retention of Diverse &amp; Inclusive Faculty

Minority Football Coaches’ Diminished Careers: Why is the “Pipeline” Clogged?

A study of faculty racial diversity in business schools: Perceptions of business deans

Contact Info

Product

Resources

About

Leveraging Promising Practices: Improving the Recruitment, Hiring, and Retention of Diverse & Inclusive Faculty

Leveraging Promising Practices: Improving the Recruitment, Hiring, and Retention of Diverse & Inclusive Faculty