Upload
eliora
View
22
Download
0
Embed Size (px)
DESCRIPTION
Affirmative Action Office. Search Committee Briefing Kenneth Lehrman III, Ph.D., J.D. Vice Provost for Affirmative Action. Purpose. Penn State ’ s commitment and obligations to aa/eeo Role of search committees in meeting this commitment and obligation - PowerPoint PPT Presentation
Citation preview
Affirmative Action OfficeAffirmative Action Office
Search Committee BriefingSearch Committee BriefingKenneth Lehrman III, Ph.D., J.D. Kenneth Lehrman III, Ph.D., J.D.
Vice Provost for Affirmative ActionVice Provost for Affirmative Action
2
PurposePurpose Penn StatePenn State’’s commitment and s commitment and
obligations to aa/eeoobligations to aa/eeo
Role of search committees in meeting Role of search committees in meeting this commitment and obligationthis commitment and obligation
ConsistentConsistent and and EquitableEquitable practices to practices to ensure a diverse pool of applicants in ensure a diverse pool of applicants in every searchevery search
Administrative ProcedureAdministrative Procedure
Retention StrategiesRetention Strategies
3
Briefing OutlineBriefing Outline
Legal Framework of SearchesLegal Framework of Searches Roles and ResponsibilitiesRoles and Responsibilities Search ProcessSearch Process Administrative ProcedureAdministrative Procedure After the SearchAfter the Search
4
Legal Framework and Legal Framework and DefinitionsDefinitions
Title VII of the Civil Rights Act of Title VII of the Civil Rights Act of 19641964
The Americans with Disabilities The Americans with Disabilities Act of 1990 and the Rehabilitation Act of 1990 and the Rehabilitation Act of 1973Act of 1973
Executive Order 11246 of 1965Executive Order 11246 of 1965
5
Key ConceptsKey Concepts Equal Employment OpportunityEqual Employment Opportunity:: The The
legally protected right of all people to legally protected right of all people to be evaluated on ability and potential to be evaluated on ability and potential to perform a jobperform a job
Affirmative ActionAffirmative Action:: Good faith efforts Good faith efforts to eliminate barriers in recruiting, to eliminate barriers in recruiting, hiring, promoting and retaining hiring, promoting and retaining minorities, women, people with minorities, women, people with disabilities, and Vietnam-era veteransdisabilities, and Vietnam-era veterans
6
Roles and Roles and ResponsibilitiesResponsibilities
The Affirmative Action OfficeThe Affirmative Action Office
Dean/Department HeadDean/Department Head
Search Committee Chair Search Committee Chair
Search Committee MembersSearch Committee Members
7
The The Affirmative Affirmative
Action OfficeAction Office Implements the Implements the
UniversityUniversity’’s s legal dutieslegal duties as an aa/eeo employeras an aa/eeo employer
Establishes a Establishes a framework framework that provides all that provides all candidates fair and candidates fair and consistent treatment consistent treatment throughout the hiring throughout the hiring processprocess
Offers advice on Offers advice on best best practicespractices for promoting for promoting diversity in the search diversity in the search processprocess
Notifies the Affirmative Notifies the Affirmative Action Office when a Action Office when a search is authorizedsearch is authorized
Appoints search Appoints search committees that reflect the committees that reflect the diversity of the diversity of the departmentdepartment
Provides the Provides the search chargesearch charge
Emphasizes the value of Emphasizes the value of diversitydiversity
Defines the extent of the Defines the extent of the committeecommittee’’s authority and s authority and dutiesduties
Dean/Dean/Department Department
HeadHead
8
Search Search Committee Committee
ChairChair Ensures that all applicants Ensures that all applicants
are considered fairly are considered fairly throughout the processthroughout the process
Understands and Understands and communicates communicates departmental affirmative departmental affirmative action goalsaction goals
Establishes Establishes consistent consistent protocolsprotocols and and proceduresprocedures
Emphasizes the importance Emphasizes the importance of confidentialityof confidentiality
Understand and keep in Understand and keep in mind the departmentmind the department’’s s affirmative action goalsaffirmative action goals
Identify and Identify and activelyactively recruit recruit highly qualified candidates highly qualified candidates from diverse populationsfrom diverse populations
Make personal contacts, and Make personal contacts, and encourage candidates to encourage candidates to applyapply
Refer all external inquiries Refer all external inquiries to the chair of the to the chair of the committeecommittee
Search Search CommitteCommitte
e e MembersMembers
9
The Search ProcessThe Search Process PlanningPlanning AdvertisingAdvertising RecruitingRecruiting Receipt of Application Materials & Initial Receipt of Application Materials & Initial
ScreeningScreening Reviewing Diversity of Short ListReviewing Diversity of Short List Preparing for Campus VisitsPreparing for Campus Visits Interviewing FinalistsInterviewing Finalists Considerations for Determining Considerations for Determining ““Best QualifiedBest Qualified”” Recommending the Top CandidateRecommending the Top Candidate
10
Planning and AdvertisingPlanning and Advertising
Discuss position in light of future direction of Discuss position in light of future direction of the departmentthe department
Develop consensus on screening criteria, Develop consensus on screening criteria, including intellectual and cultural diversityincluding intellectual and cultural diversity
Use flexible terms like Use flexible terms like ““shouldshould”” rather than rather than ““mustmust””
Use rolling rather than fixed deadlinesUse rolling rather than fixed deadlines
Send a copy of the proposed announcement Send a copy of the proposed announcement and recruitment strategy to AAO and recruitment strategy to AAO priorprior to to posting the announcementposting the announcement
11
Recruiting Recruiting AggressivelyAggressively
NETWORK: internally and NETWORK: internally and externallyexternally
Make personal contacts at Make personal contacts at professional conferencesprofessional conferences
Maintain ongoing list of recipients Maintain ongoing list of recipients of post-docs, awards, fellowshipsof post-docs, awards, fellowships
Solicit nominees from departments Solicit nominees from departments at institutions that serve high at institutions that serve high proportions of traditionally proportions of traditionally underrepresented groupsunderrepresented groups
12
Receiving Application Receiving Application MaterialsMaterials
As a matter of professional courtesy As a matter of professional courtesy and sound and sound legal practice,legal practice, acknowledge acknowledge receipt of each applicationreceipt of each application
Include Include Search NumberSearch Number and link to and link to the the Affirmative Action Data CardAffirmative Action Data Card in in letters of acknowledgementletters of acknowledgement
Also include relevant information Also include relevant information demonstrating department, college demonstrating department, college and university commitment to and university commitment to diversitydiversity
13
Screening Screening ApplicantsApplicants
Evaluate diversity in pool byEvaluate diversity in pool by frequently frequently consulting consulting Applicant PoolsApplicant Pools on the AAO home page at: on the AAO home page at:
http://www.affirmativeaction.psu.edu
Reaffirm consensus on selection criteriaReaffirm consensus on selection criteria
Be sensitive to biases in evaluation that can Be sensitive to biases in evaluation that can inadvertently screen out otherwise competitive inadvertently screen out otherwise competitive candidates:candidates:
non-traditional career pathsnon-traditional career paths research journal/graduate school elitismresearch journal/graduate school elitism breaks in research recordbreaks in research record
14
Non-conscious Non-conscious HypothesesHypotheses
SchemasSchemas (stereotypes and (stereotypes and expectations) influence our judgments of expectations) influence our judgments of others, regardless of our own groupothers, regardless of our own group
Allow efficient, if often inaccurate, Allow efficient, if often inaccurate, processing of informationprocessing of information
Often conflict with our conscious attitudesOften conflict with our conscious attitudes Change based on experienceChange based on experience
Nosek, Banaji & Greenwald (2002) Nosek, Banaji & Greenwald (2002) Group Dynamics: Theory, Research and Practice, Group Dynamics: Theory, Research and Practice, 6, 6, 101-115101-115
Fiske, Cuddy, Gilick & Xu (2002) Fiske, Cuddy, Gilick & Xu (2002) Journal of Personality and Social Psychology, Journal of Personality and Social Psychology, 82 (6), 82 (6), 878-902878-902
15
Schemas are…Schemas are… Widely culturally sharedWidely culturally shared
- Both men and women hold them about gender- Both men and women hold them about gender- Both whites and people of color hold them - Both whites and people of color hold them about race/ethnicityabout race/ethnicity
Applied more under circumstances of:Applied more under circumstances of:- Ambiguity (including lack of information)- Ambiguity (including lack of information)- Time pressure- Time pressure- Stress from competing tasks- Stress from competing tasks- Lack of critical mass- Lack of critical mass
Fiske (2002), Fiske (2002), Current Directions in Psychological Current Directions in Psychological Science, Science, 11, 123-12811, 123-128
16
For example, schemas For example, schemas affect:affect:
Blind AuditionsBlind Auditions- Audition data from 14,000 individuals - Audition data from 14,000 individuals show the use of a screen increases the show the use of a screen increases the probability that a woman will advance probability that a woman will advance from preliminary rounds by 50%from preliminary rounds by 50%- Roster data from 11 major orchestras - Roster data from 11 major orchestras show the switch to blind auditions show the switch to blind auditions accounts for 30% of the increase in the accounts for 30% of the increase in the proportion of women among new hiresproportion of women among new hires
Goldin & Rouse (2000), Goldin & Rouse (2000), The American Economic review, The American Economic review, 90, 4, 715-74190, 4, 715-741
17
Schemas also affect . . .Schemas also affect . . .
Evaluation of Identical Resumes: Evaluation of Identical Resumes: RACERACE
- Applicants with African American-sounding - Applicants with African American-sounding names had to send 15 resumes to get a callback, names had to send 15 resumes to get a callback, compared to 10 needed by applicants with white-compared to 10 needed by applicants with white-sounding namessounding names
- White names yielded as many more callbacks as - White names yielded as many more callbacks as an additional eight years of experiencean additional eight years of experience
- The higher the resume quality, the larger the - The higher the resume quality, the larger the gap between callbacks for white and African gap between callbacks for white and African American namesAmerican names
Bertrand & Mullainathan (2004) Bertrand & Mullainathan (2004) American Economic Review,American Economic Review, 94 (4), 991-1013 94 (4), 991-1013
18
Schemas also affect . . .Schemas also affect . . .
Evaluation of Identical Resumes: Evaluation of Identical Resumes: GENDERGENDER
- When evaluating identical application packages, - When evaluating identical application packages, male and female university psychology professors male and female university psychology professors preferred 2-1 to hire preferred 2-1 to hire ““BrianBrian”” over over ““KarenKaren”” as an as an assistant professorassistant professor
- When evaluating a more experienced record (at - When evaluating a more experienced record (at the point of promotion to tenure), reservations the point of promotion to tenure), reservations were expressed four times more often when the were expressed four times more often when the name was femalename was female
Steinpreis, Anders & Ritzke (1999), Steinpreis, Anders & Ritzke (1999), Sex RolesSex Roles, 41, 509, 41, 509
19
Schemas also affect . . . Schemas also affect . . .
Evaluation of Identical Resumes: Evaluation of Identical Resumes: SEXUAL SEXUAL ORIENTATIONORIENTATION (law students) (law students)
-Gay-labeled male applicants received 62% as many -Gay-labeled male applicants received 62% as many offers as other male applicantsoffers as other male applicants
- Gay-labeled female applicants received half as many - Gay-labeled female applicants received half as many offers as female applicantsoffers as female applicants
Adam (1981) Adam (1981) The Canadian Review of Sociology and Anthropology, The Canadian Review of Sociology and Anthropology, 18(2): 216-22118(2): 216-221
20
Why do Race cues produce different Why do Race cues produce different
evaluations?evaluations?
Identical resumes, but Identical resumes, but ambiguousambiguous fitfit of of credentials to jobcredentials to job (rather than (rather than ambiguous credentials)ambiguous credentials)- A sample of white evaluators recommended:A sample of white evaluators recommended:
Black candidateBlack candidate 45% of time 45% of time
White candidateWhite candidate 76% of time 76% of time
White candidates get White candidates get ““benefit of doubtbenefit of doubt”” in in ambiguous situations – bias leading to ambiguous situations – bias leading to advantage advantage
Dovidio & Gaertner (2000) Dovidio & Gaertner (2000) Psychological Science,Psychological Science, 11, 315-319 11, 315-319
21
Letters of Recommendation for Successful Letters of Recommendation for Successful Medical School Faculty ApplicantsMedical School Faculty Applicants
Letters for Letters for menmen- Longer- Longer- More references to scholarship- More references to scholarship
Letters for Letters for womenwomen- Shorter- Shorter- More references to personal life- More references to personal life- More doubt raisers (hedges, faint praise, - More doubt raisers (hedges, faint praise, irrelevancies)irrelevancies)““ItIt’’s amazing how much shes amazing how much she’’s accomplished.s accomplished.””““It appears her health is stable.It appears her health is stable.””““She is close to my wife.She is close to my wife.””
Trix & Psenka (2003) Trix & Psenka (2003) Discourse and Society, Vol.14(2): 191-220Discourse and Society, Vol.14(2): 191-220
22
Diversity on Search Diversity on Search CommitteesCommittees
When a group lacks critical mass, When a group lacks critical mass, reliance on schemas is greaterreliance on schemas is greater
Valian (1998) Valian (1998) Why So Slow? The Advancement of Women, Why So Slow? The Advancement of Women, Cambridge: MIT Cambridge: MIT Press, p.280Press, p.280
23
ReviewingReviewing Diversity in the Diversity in the Short ListShort List
If department is underrepresented for If department is underrepresented for minorities and/or women, complete the minorities and/or women, complete the Short Short List Approval FormList Approval Form and return to AAO prior and return to AAO prior to inviting candidates for interviewsto inviting candidates for interviews
Short List Short List (with affirmative action data)(with affirmative action data) will will be returned to chair with copies to the be returned to chair with copies to the department head and deandepartment head and dean
When department is underrepresented, When department is underrepresented, affirmative action data may be used to break affirmative action data may be used to break a tiea tie between candidates that are ostensibly between candidates that are ostensibly equally well qualifiedequally well qualified
24
Preparing for Campus Preparing for Campus VisitsVisits
When arranging interviews, explore the candidateWhen arranging interviews, explore the candidate’’s s possible need for reasonable accommodation for a possible need for reasonable accommodation for a disability. disability. Ask (only): Ask (only): ““Will you need any special Will you need any special accommodations for your interview?accommodations for your interview?””
Whether or not the candidate requests an Whether or not the candidate requests an accommodation, ensure that interviews, accommodation, ensure that interviews, presentations, lodging and dining arrangements are presentations, lodging and dining arrangements are mobility accessiblemobility accessible
Maintain a physical environment that demonstrates Maintain a physical environment that demonstrates that Penn State values diversity and inclusivenessthat Penn State values diversity and inclusiveness
25
Interviewing Finalists Interviewing Finalists Be careful not to ask inappropriate questions Be careful not to ask inappropriate questions
regarding marital status, age, religion, race, regarding marital status, age, religion, race, ethnicity, disability, ethnicity, disability, etc.etc.
Be prepared to respond to inquires regarding Be prepared to respond to inquires regarding delicate issues. For example:delicate issues. For example: Do not ask questions regarding a disability, but be willing Do not ask questions regarding a disability, but be willing
to respond to accommodation inquiries by informing to respond to accommodation inquiries by informing candidates that Penn State is committed to compliance candidates that Penn State is committed to compliance with the ADAwith the ADA
Afford underrepresented candidates the Afford underrepresented candidates the opportunity to meet privately with others who opportunity to meet privately with others who can provide relevant information and can provide relevant information and personal experiencepersonal experience
26
Determining Determining ““Best Best QualifiedQualified””
Federal regulations governing equal opportunity Federal regulations governing equal opportunity andand affirmative action stipulate that an employer should hire affirmative action stipulate that an employer should hire ““the best qualifiedthe best qualified”” candidate candidate
Legally,Legally, the best qualified candidate must: the best qualified candidate must: Meet Meet minimum qualificationsminimum qualifications Fit the Fit the substantive parameterssubstantive parameters of the position announcement, of the position announcement,
including rank, area of teaching and research concentrationincluding rank, area of teaching and research concentration
Beyond minimum requirements, Beyond minimum requirements, ““best qualifiedbest qualified”” is an open is an open textured concept affording professionals significant textured concept affording professionals significant latitudelatitude
Excellence in teaching, research and service are the Excellence in teaching, research and service are the UniversityUniversity’’s top priorities: s top priorities: ““excellenceexcellence”” must be must be understood in the context of an array of core values that understood in the context of an array of core values that define Penn Statedefine Penn State
27
Documenting the SearchDocumenting the Search Record Record various iterationsvarious iterations of of
the position advertisement the position advertisement and the rationale behind and the rationale behind the final versionthe final version
Maintain files for Maintain files for allall individuals who indicated individuals who indicated an interestan interest (even (even candidates with incomplete candidates with incomplete files are legally considered files are legally considered ““applicantsapplicants””))
Document the criteria usedDocument the criteria used to screen applicants beyond to screen applicants beyond minimum qualificationsminimum qualifications
Document anyDocument any additional additional criteriacriteria used to select the used to select the short list and the list of short list and the list of finalistsfinalists
Maintain the Maintain the list of core list of core questionsquestions utilized during utilized during the interviewthe interview
Provide a brief Provide a brief explanation for explanation for elimination of individual elimination of individual candidates selected for candidates selected for the short list but not the short list but not offered interviewsoffered interviews
Offer specific reasons for Offer specific reasons for selection of the selection of the successful candidate and successful candidate and others interviewed but others interviewed but not selectednot selected
Maintain records for at Maintain records for at least least three yearsthree years
28
The Administrative The Administrative ProcessProcess
Notify the Affirmative Action Office – Notify the Affirmative Action Office – Form A
AAO provides AAO provides availability estimatesavailability estimates – – Form B
Chair provides recruitment plan and proposed Chair provides recruitment plan and proposed advertisement – advertisement – Form B
Receipt of application materialsReceipt of application materials
Refer applicants to AAO website to submit Refer applicants to AAO website to submit AA Data Card
Review the composition of the Review the composition of the Short List
Document the search – Document the search – Form C
29
FORM AFORM A
30
FORM BFORM B
31
SHORT LIST APPROVAL SHORT LIST APPROVAL FORMFORM
32
FORM CFORM C
33
After the Search: Retention After the Search: Retention StrategiesStrategies
Provide assistance to Provide assistance to secure a smooth transition secure a smooth transition in the new positionin the new position
Campus TourCampus Tour
Community ResourcesCommunity Resources
Promote collegiality by Promote collegiality by developing activities developing activities which facilitate which facilitate interactioninteraction
Between group Between group collaboration/networkingcollaboration/networking
Within group Within group collaboration/networkingcollaboration/networking
Plan for change in the Plan for change in the departmentdepartment’’s culture and s culture and practices:practices:
Recognize different Recognize different styles of working and styles of working and interactinginteracting
Address collegial issues Address collegial issues when they arise:when they arise:
Develop clear Develop clear strategies/guidelines for dealing strategies/guidelines for dealing with conflictwith conflict
Address the Address the ““colorcolor”” or or ““gendergender”” blind notion blind notion
34
After the Search: Retention After the Search: Retention StrategiesStrategies
Recognize issues that are Recognize issues that are unique to minority unique to minority faculty members:faculty members: Representing the Representing the
““groupgroup”” ““ShelvingShelving””
themselvesthemselves Balancing Balancing
internal/external internal/external community servicecommunity service
Guard against Guard against excessive excessive community servicecommunity service
Mentoring: a key strategyMentoring: a key strategy
A Reciprocal Process: A Reciprocal Process: Impacts Impacts RecruitmentRecruitment and and RetentionRetention
Reduces the isolation and Reduces the isolation and alienation of being alienation of being ““the the firstfirst”” or or ““one of a fewone of a few”” within a departmentwithin a department
Sends a strong message Sends a strong message of departmental of departmental commitment to promoting commitment to promoting diversity and inclusiondiversity and inclusion
35
Effective MentoringEffective Mentoring Mutual Respect & TrustMutual Respect & Trust Commitment to overall Commitment to overall
goalsgoals Willingness to learn Willingness to learn
about self and others:about self and others: StrengthsStrengths
ChallengesChallenges
Willingness to share Willingness to share power and privilegepower and privilege
Do not assume that Do not assume that mentoring is more mentoring is more beneficial when mentor beneficial when mentor and protégé are of the and protégé are of the same gender, same gender, race/ethnicity, discipline, race/ethnicity, discipline, or share similar or share similar professional interests:professional interests:
AAcknowledge the cknowledge the differences/similaritiesdifferences/similarities
BBecome comfortable ecome comfortable asking questionsasking questions
CCreate safe spaces for reate safe spaces for learning to occurlearning to occur
36
A Final WordA Final Word
The process of recruiting and The process of recruiting and retaining a diverse faculty retaining a diverse faculty population requires that we be population requires that we be open to and prepared for the open to and prepared for the challenges that come with challenges that come with accomplishing our goals. accomplishing our goals.