Hiring for Excellence Workshop

Hiring for Excellence Workshop

Supplementary Materials

24 October 2012

Gender Distribution of NJIT Tenure-Track Faculty, 2002-2011

Source: 2012 Middle States Self-Study

NJIT Tenure Track Faculty by Gender 2002-2011

Source: NJIT Advance Project (NSF Grant)

Percentage of Women Faculty & Instructional Staff (2010-2011)

NJIT vs. Benchmark Institutions


Percentage of Underrepresented Minority Faculty & Instructional Staff (2010-2011)

NJIT vs. Benchmark Institutions


Number of Tenured-Tenure Track Women Faculty by Department & School--Fall, 2011

NJIT Advance Project (NSF Grant)

“The team suggests that special attention be given to the following.....Women and Underrepresented Groups: Given the diversity profile of NJIT students, the university should seek strategies and best practices aimed at increasing the number of women and underrepresented minority faculty.”

Middle States Commission on Higher Education

2012 Report

New Tenured/Tenure-Track Faculty Hires by Gender, 20121

Source: NJIT Advance Project (NSF Grant)

1 Does not include additional hires arriving in Spring 2013.

Hiring for Excellence

Strategies & Best Practices

Broaden the Applicant PoolMinimize Implicit Bias in EvaluationCreate a Welcoming Climate that Sells Prospective Women & Minority Candidates on NJIT

Proactive Strategies &Best Practices:


Proactive Strategies to Broaden the Applicant Pool

Proactively search for women and minority candidates!

“Your task is to generate a pool of applicants, not merely tap it.”

Source: Rhode Island Advance Project

In 1996, Smith, Wolf, and Busenberg interviewed

300 recipients of Ford, Mellon, and Spencer doctoral fellowships

48% women26% African American4% Asian or Pacific Islanders35% White, 32% Latino,3% American Indian…a wide range of academic disciplines.

“Their findings…contrasted starkly with pervasive myths regarding faculty diversification.”

Broadening the Pool: Myths & Realities




A More Important Barrier to Diversity?

HOMOPHILY

i.e. People tend to hire people who resemble

themselves.

BEFORE the Search Begins…

Sources: Rhode Island Advance Project, Anita Borg Institute

Outreach

▶As you network at national conferences and professional society meetings, build a list of potential women & underrepresented candidates.

▶Invite potential candidates to NJIT to present their research even before you begin an official search.

Search Committee Composition

Include people who are committed to diversity and excellence.

Include women and minorities.◦ Remember to take account

of their added service load in other assignments

◦ Remember the double impact on women of color

Source: Advance U Michigan


Composing the Search Committee

▶“Do not place junior underrepresented or women faculty in an untenable position where they, in order to champion for a candidate of their choosing, will have to challenge the decisions of senior faculty or administrators who one day may affect their tenure review.”


BEFORE beginning the search…

▶Identify strategies for actively recruiting women and underrepresented candidates;

▶Agree on the job description, selection criteria, how qualifications will be weighted, procedures for screening applications and interviewing candidates.

▶Agree on methods for keeping detailed written records of the search process.


Writing the Job Description

▶“Use proactive language in the job description to indicate your department’s commitment to diversity.”


Writing the Job Description▶In defining position requirements, cast a broad net; don’t focus too narrowly on subfields.▶Use “preferred” in place of “required” & “should” instead of “must” to broaden the pool of applicants without significantly altering the nature of the position.▶Edit the job description to eliminate language that triggers gender stereotypes.


Review the National Pool

▶Collect data on the national pool of qualified women and minority candidates in your department’s key research/teaching areas. ▶Identify institutions that have a good track record in producing women and minority PhDs in your area—and plan to recruit from them.


Review Past Searches▶Collect data on how many women and minorities applied in previous searches by your department.

▶ How many were interviewed?

▶If past searches have been successful in recruiting women/ minority candidates, ask the past search chair and the candidates (now colleagues) how they were recruited.


Establishing Selection CriteriaReach formal agreement on…

▶Specific selection criteria that are clearly related to the job requirements.

▶How different qualifications will be weighted.

▶Tip: create multiple short lists based on different criteria.

DURING the Search …

Proactive Recruiting Methods Guard Against

HOMOPHILY


Cast a Wide Net

▶Post job announcements in journals and on websites that specifically serve woman and/or minorities, as well as in The Chronicle and other generic media.▶Get lists of women and minority PhDs from Professional societies.

Sources: Rhode Island Advance Project, Anita Borg Institute

Cast a Wide Net

▶Use social networks strategically, e.g.

▶ Reach out to women and minority colleagues and alumnae who can broker introductions.

▶Personally invite women and minorities you have met at conferences to apply.


Don’t Stop Too Early!

Re-open the search if the initial pool of applicants does not include a sufficient number of strong women/ minority candidates.


Proactive Strategies to Minimize Implicit Bias

A form of stereotyping that is often

unintentional, automatic,

outside our awareness&

contradictory to our conscious beliefs

IMPLICIT BIASWhat is it?

Source: PBS

Scientific American Frontiers:

The Hidden Prejudice

http://www.youtube.com/watch?v=2RSVz6VEybk

Implicit Bias results from SCHEMAS

The mental shortcuts we use to organize our experience

http://www.youtube.com/watch?v=2RSVz6VEybk

Schemas are… Widely culturally shared

◦ Both men and women hold them about gender ◦ Both whites and people of color hold them about

race ◦ People are often not aware of them

Applied more under circumstances of:◦ Ambiguity (including lack of information)◦ Stress from competing tasks◦ Time pressure◦ Lack of critical mass

Source: Advance U Michigan– Fiske (2002). Current Directions in Psychological Science, 11, 123-128.

Schemas about Social Groups: Competence v. Warmth

Competence (e.g., skillful, competent, confident, capable, efficient, intelligent)

Warmth (e.g., friendly, well-intentioned, trustworthy, warm, good-natured, sincere)

Fiske and colleagues demonstrated that schemas/stereotypes about different

social groups vary along two dimensions:

Source: Advance U Michigan: Fiske, Cuddy, Glick, & Xu (2002). Journal of Personality and Social Psychology, 82(6), 878-902.

Schemas: Competence, Gender & Ethnicity

Men

Asians

Whites

Women

Blacks

Hispanics

Competence

Warmth

LowLow

High

High

Source: Advance U Michigan--Fiske, Cuddy, Glick, & Xu (2002). Journal of Personality and Social Psychology, 82(6), 878-902.

How Do

SCHEMAS&

IMPLICIT BIAS

Affect the Faculty Search Process?

Male Competency “Bonus”….

“Men are more likely to be perceived as competent than women, even among job candidates withequivalent qualifications.

This finding has been consistent across decades of hiring studies.”

Sources: Anita Borg Institute. Ridgeway, (1997). (Isaac et al., 2009).

Schemas Affect EvaluationNumerous studies show that schemas affect evaluation, for example:

• Evaluation of CVs• Evaluation of resumes• Evaluation of job credentials• Evaluation of minimum standards vs. ability• Evaluation of fellowship applications• Letters of recommendation

Source: Advance U Michigan

Evaluation of Identical CVs: Gender

When evaluating identical application packages, male and female psychology professors preferred 2:1 to hire “Brian” over “Karen.”

Brian

Karen

Source: Advance U Michigan: Steinpreis, Anders, & Ritzke (1999) Sex Roles, 41, 509.

Source: PNAS, October 2012

2012 Yale University StudyWhen asked to evaluate identical applications for a laboratory manager position-- randomly assigned either a male or female name….

…science faculty from research-intensive universities rated the “male” applicant as significantly more competent and hireable than the “female” applicant.

They also gave the “male” applicant a higher starting salary and offered more career mentoring.

Source: PNAS, October 2012

2012 Yale University StudyMediation analyses indicated that the “female” applicant was less likely to be hired because she was viewed as less competent.

The researchers conclude…

“These results suggest that interventions addressing faculty gender bias might advance the goal of increasing the participation of women in science.”

How Can

Search Committees

Limit

Implicit Bias?

Source: Rhode Island Advance

Educate all search com members

on implicit bias.

Sources: Anita Borg Institute: Hugenberg, Bodenhase, and McLain, 2006

Use an INCLUSIVE Approach!

Pick candidates to include in the pool rather than choosing candidates to “eliminate.”

Sources: Rhode Island Advance; Anita Borg Institute

Use Criteria-based Evaluation!▶Use a scoring sheet that identifies measurable qualifications;

▶Rank candidates separately on several different criteria, rather than using a single aggregate ranking list;

▶To avoid activating biases in group dynamics, ask search com members to assess and rank candidates separately before making their recommendations;


▶Focus discussions on tangible evidence of specific accomplishments;

▶Leave out information about candidates that is not relevant to the job, such as family status;

▶Don't rush to judgment!


▶Develop a “medium” list from which to generate your short list.

Are there underrepresented or women candidates on it? If not, intensify the search.

▶Create separate short lists ranking people on different criteria…Develop your final shortlist by taking the top candidates across different criteria.


▶Generate a separate “medium” list that ranks the top women and underrepresented candidates.

▶Create a new short list by drawing the top candidates from both “medium” lists.


Invite more than one

woman or minority candidate for a campus interview.


Proactive Strategies toSell Prospective Faculty on NJIT

Planning the Campus Visit


▶Familiarize yourself with the candidates’ scholarly work and credentials;

▶Plan how the department will represent NJIT as a place in which

all faculty – including minorities women – can thrive;

▶Update your department website.

Interviewing


▶Use a set of common questions with all candidates.

▶Remember it is illegal to ask candidates about their personal

and family status.

(See list of illegal/ illegal questions.)


▶Distribute information about potentially relevant policies (dual career, parental leave, modified duties, etc.) to all job candidates;

▶Introduce women and underrepresented faculty members to all candidates.


Project a welcoming culture.

AFTER the Search…

Evaluate the Search ProcessHow many women and minorities applied?How many were interviewed?How many were hired?

If the applicant pool did not contain many women and minorities, determine what you could have done differently:

▶ Written the job description differently?▶ Recruited more proactively?▶ Used different screening methods and criteria?

If a candidate declined your offer, follow up and find out why!

Remember that Recruiting

is just the first step.

Employ best practices in Mentoring

to ensure that new faculty have the resources they need

to succeed.

Sources & ResourcesFaculty Recruitment Handbook: A Research-Based Guide for Active Diversity Recruitment Practices (2007). NSF ADVANCE at the University of Rhode Island.

http://www.uri.edu/advance/recruitment.html

Handbook for Faculty Searches and Hiring. (2009). Advance University of Michigan.http://www.umich.edu/~advproj/handbook.pdf

Hiring for Excellence video (2008). Utah State University.http://www.usu.edu/provost/colleges_and_departments/hiring_faculty/

Roehling, M.V., & Granberry Russell, P. (Eds.) (2012). Faculty search toolkit: A resource for search committees and administrators at Michigan State University . East Lansing, MI: Michigan State University.http://www.adapp-advance.msu.edu/files_adapp-advance/content/FacultySearchToolkit-final.pdf

Simmard, Caroline and Denise L. Gammal. (2012) Solutions to Recruit Technical Women. Anita Borg Institute Solutions Series.

http://anitaborg.org/files/Anita-Borg-Inst-Solutions-To-Recruit-Technical-Women.pdf

Workshop on Faculty Recruitment for Diversity and Excellence. NSF ADVANCE Project at the University of Michigan Strategies and Tactics for Recruiting to Improve Diversity and Excellence (STRIDE). (2008).

http://www.advance.rackham.umich.edu/STRIDE-102708.pdf




http://www.umich.edu/~advproj/handbook.pdf

http://www.umich.edu/~advproj/handbook.pdf

http://www.usu.edu/provost/colleges_and_departments/hiring_faculty/

http://www.adapp-advance.msu.edu/files_adapp-advance/content/FacultySearchToolkit-final.pdf





More Sources & Resources

Heilman, Madeline E., and T. G. Okimoto. 2008. “Motherhood: A potential source of bias in employment decisions.” Journal of Applied Psychology 93:189-198.

Moss-Racusin, Corinne A., John F. Dovidio, Victoria L. Brescoll, Mark J. Grahama, and Jo Handelsman. "Science faculty’s subtle gender biases favor male students." PNAS October 9, 2012 vol. 109 no. 41 16474-16479.

Project Implicit®http://www.projectimplicit.net/

Steinpreis RE, Anders KA, Ritzke D (1999) The impact of gender on the review of the curricula vitae of job applicants and tenure candidates: A national empirical study. Sex Roles 41:509–528.

Woolley, Anita Williams, Christopher F. Chabris, Alex Pentland, Nada Hashmi and Thomas W. Malone. 2010. “Evidence for a Collective Intelligence Factor in the Performance of Human Groups.” Science 29:686-688. doi:10.1126/science.1193147.

http://www.projectimplicit.net/

http://www.projectimplicit.net/

Hiring for Excellence Workshop

Documents

tenure track women faculty

rhode island advance

women of color source

number of women

faculty diversification

advance u michigan19source

list of potential women

decisions of senior