Community College Leaders’ Strategies to Recruit Quality Faculty (original) (raw)
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Business Ethics and Leadership, 2021
This qualitative descriptive study explored what community college administrators and faculty described as being effective recruitment and retention methods for faculty at community colleges in the Northeastern United States. This study answered two research questions: what recruitment methods do administrators and American faculty at community colleges describe as being effective in the recruitment of American faculty? Also, what retention methods do administrators and American faculty at community colleges describe as being effective in the retention of American faculty? The researcher applied critical race theory to form a framework for best practices in recruiting and retaining American faculty. Data were obtained by interviewing six American faculty and surveying seven community college administrators employed at Massachusetts community colleges who were selected using purposive sampling and community college online staff directories. Using MAXQDA data analysis software, the researcher-initiated data analysis using thematic analysis. Data were organized and analyzed to identify codes, categories, and themes. Data analysis resulted in six themes: hiring processes, faculty diversity, recruitment strategies, work environment, student and faculty relationships, and retention strategies. The findings of this study can benefit community college personnel by recommending recruitment and retention strategies to effectively recruit and retain American faculty. There was limited research and data available related to the recruitment and retention of African American male faculty at community colleges. The faculty and administrator participants of this study provided rich data on effective recruitment and retention methods for African American male faculty at community colleges. The critical race theory theoretical framework was summarized. Theoretical and practical implications emerged. Based on the data and new insights, implications for future research were discussed.
2010
Attracting highly qualified faculty is a matter of importance to metropolitan universities. Faculty hiring is a significant activity on any campus, but at many institutions facing declining resources, faculty hires now offer particularly precious opportunities to strengthen departments and reinforce areas of institutional priority. Although the results of faculty hiring processes have significant impacts on universities, many of the processes related to this activity have been the subject of relatively modest detailed examination. While this issue of Metropolitan Universities focuses on faculty hiring and success, it is not a comprehensive study of faculty hiring. The articles in this issue offer perspectives about how candidate and faculty expectations, along with institutional resources and processes, can impact the longterm success of those hired to teach on our campuses.
Faculty Recruitment and Retention: A Case Study of the Chair's Role
2001
This document states that many studies have identified faculty recruitment as a specific job responsibility of college department chairs. Because the recruitment process is time consuming and costly, the chair must also ensure that recruitment leads to retention. This paper closely examines what strategies academic chairs use to recruit and retain faculty. This study sent a survey questionnaire to department heads at a community college in the southeastern United States. The data were based on 21 returned surveys (from a total of 25 sent out), which asked 4 questions concerning recruitment and retention of faculty: (1) What is the process of faculty recruitment? (2) What are the current measures utilized to retain newly hired faculty members? (3) What are the perceived challenges related to faculty recruitment? and (4) What are the perceived challenges related to faculty retention? The questions provided opportunities for open-ended responses. Word of mouth, local newspaper ads, and professional journal advertisements ranked as the top three in the frequency of recruitment methods ranking. In the frequency of retention methods ranking, the top three methods used were on-campus faculty development, mentoring programs, and workload flexibility. The top three perceived challenges to faculty recruitment were fiscal restraints, qualified applicants, and program quality. Finally, the top three perceived challenges to retention were financial resources, faculty workload, and technology impact. (Contains 22 references.) (NB) Reproductions supplied by EDRS are the best that can be made from the original document.
Reshaping America's Community Colleges through New Faculty Hiring Practices
1986
In spring 1986, a study was conducted by Lakeland Community College (Ohio) to determine whether community colleges were anticipating a substantial faculty turnover, what minimum and desired qualifications were being used to fill full-time faculty positions, and the importance of selected educational and vocational experiences for technical and transfer faculty. From a random sample of 124 colleges, survey responses were returned by 54% (N=67). Study findings included the following: (1) nearly half of the respondents anticipated substantial faculty turnover, with one-fifth of the institutions indicating that they were expecting vacancies of at least 20%; (2) respondents indicated that they would not fully staff present faculty positions, with a typical college employing 72 full-time faculty expecting to lose eight faculty members and hire just over six in the next 4 years; (3) faculty attrition was evenly distributed across the curriculum, with replacement positions showing a slight ...
Faculty Diversity: Effective Strategies for the Recruitment and Retention of Faculty of Color
Trotter Review, 1998
Part of the Higher Education Administration Commons, and the Race and Ethnicity Commons This Article is brought to you for free and open access by the William Monroe Trotter Institute at ScholarWorks at UMass Boston. It has been accepted for inclusion in Trotter Review by an authorized administrator of ScholarWorks at UMass Boston. For more information, please contact
Examining An Alternative Approach to Hiring Tenure Track Faculty
2006
Hiring tenure track faculty is one of the most important decisions in higher education. Hiring outcomes shape faculty careers, the process is costly and time consuming and, ultimately, hiring significantly impacts the character of academic departments and institutions. Despite its central importance, hiring is often driven by past practices with little regard for empirical data concerning "successful" hiring. The hiring process at California State University Channel Islands, a startup campus with an alternative approach to faculty hiring, may offer useful contrasts to traditional practices. This paper examines several years of experience using our alternative approach and suggests avenues for additional research.
Human Resources Management models for Recruitment of Faculty Members: A Critical Review
Biosciences, Biotechnology Research Asia, 2016
Nowadays, the growth and development of organizations depend on real utilization of human resources, human resources is considered the organization's most important asset and their effective management is the key to the success of the organization. In higher educational system, faculty members are one of the main assets and the success of organizations is due to the desired efficiency of them. Effective search, and recruitment of faculty members are a critical matter for the university and should be managed in such a way that the right people are tenured as faculty members. In this study a critical review is used as an effective methodology for conceptual originality. Related words were selected and extensive and structured search of texts has been done. 250 articles and text were retrieved. Then purposive sampling was conducted in order to screen the texts and articles follow by three phases: (A) the preliminary phase or title screening base on that the title of texts should be related to the faculty members'recruit management. (B) The secondary phase was performed according to a summary and introduction of text study. (C) and in the tertiary screening phase: articles and texts were studied briefly and related articles were prioritized based on conceptual and textual richness,according to the research subject, and irrelevant articles were excluded from the study. Full and in-depth study of the most richness papers was begun. 50 articles were analyzed and synthesized and finally the study product was presented in the form of a model. The research findings showed that by using a13-step systematic process of selection and recruitment, having a proactive, capable and versatile recruitment committee, setting a description of the position based on merit and competency, using new and diverse applicant tracking methods, advertising based on competency , evaluating applicants with new Competency-based and value-based interviews methods and adopting competency-based recruitment model, can make the achievement and recruit of worthy and capable forces in the university possible.