Overcoing the Pipeline Myth: Department Chairs as Tranfformative Diversity Leaders March 18

Overcoming the Pipeline Myth: Department Chairs as Transformative Diversity Leaders

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For at least three decades, the myth of a lack of diversity in the faculty pipeline has lingered in academic circles. And surprisingly, the role of the department chair in building a diverse faculty has received little attention in most chair handbooks and resources. Yet arguably, the department chair occupies the most pivotal position in colleges and universities in building inclusive and diverse learning environments. Strategically positioned between the faculty and the administration, chairs are responsible for the coordination of major academic decisions that include appointments, tenure and promotion, curricular changes, pedagogical approaches, and student learning outcomes. Our new book, The Department Chair as Transformative Diversity Leader (Stylus, 2015), is the first research-based resource on the chair’s role in diversity transformation. Drawing on a substantial survey and interview sample of department chairs from across the nation, we found that strategies for hiring a diverse faculty to address the underrepresentation of women and minorities are at the forefront of department chairs’ minds.


Approaches to Building and Sustaining a Diverse Adjunct Workforce March 18

Approaches to Building and Sustaining a Diverse Adjunct Workforce

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With nontenure-track faculty now comprising 70 percent of the faculty workforce, academic leaders face daunting challenges in creating proactive workplace strategies that address this new reality. Even though more than a quarter of nontenure-track faculty are now in full-time nontenure-track appointments, the majority still teach part time. Despite the urgency of addressing this dramatic shift in the faculty workforce, as we point out in Creating a Tipping Point: Strategic Human Resources in Higher Education (Jossey-Bass, 2013), higher education has been comparatively slow to realize the potential of human resources (HR) in developing strategic talent practices. By contrast, in the private sector, a twenty-year research study (Ulrich et. al., 2008) with 40,000 respondents in 441 companies found that when HR professionals develop high-performance work systems, these practices affect 20 percent of business results. Such practices, however, need to be integrated and systematic to produce these outcomes.