Ensuring that the applicant pool includes women and persons from underrepresented groups is a major responsibility of the search committee.

1. Tap into professional networks that you've developed.
2. Go over the ads for similar jobs that were posted for the past 4 months. Then call the search committee chair identified in the ads and ask about other candidates and finalists who might be good contenders for the position you currently have open.
3. Attend Job Fairs.
4. Contact colleges and universities with large minority enrollments.
5. Communicate with colleagues.

1. Establish a diverse search committee (3-6 members). Designate one member to be the affirmative action representative.
2. Determine departmental needs and applicant qualifications. Beware of position definitions that are very narrow.
3. Advertise in various publications where outreach to protected class groups will be effective. Do not put an absolute deadline for applications in ad.
4. Challenge faculty to maintain a roster of prominent protected class candidates in their disciplines.
5. Develop job-related questions to ask all candidates along with related evaluation criteria. Evaluate candidates in broad and comprehensive terms-examining accomplishments, potential for growth, diversity of perspective.
6. Guard against unconscious biases for instance, degrees from women's colleges, Southern universities, Scholarship on feminist or minority issues.
7. Be absolutely sure protected class candidates get similar treatment during on campus visits as all other candidates such as meeting with deans, receptions, seminar opportunities. They may also be invited to meet with specific groups with similar interests.
8. Be aware of questions you can't ask in an interview.
9. Consider using incentives other than high salaries to attract protected class candidates. Be aware that not all candidates will bargain as hard as others and that incentives such as early sabbatical, summer stipends, lab space and travel should not only be offered to those who bargain aggressively.
10. Consider filling a position with a temporary or visiting faculty if your search has not produced a candidate that fills your department and diversity needs.
11. Add additional language to the EEO statement to attract protected class groups. For example: Michigan Tech is an AA/EEO educator/employer and is committed to diversity. Women and members of minority groups are especially encouraged to apply.

From The Art of Hiring in American Colleges and Universities, edited by Ronald H. Stein and Stephen Joel Trachtenberg, there is an essay called, “Hiring Women and Minorities,” by Marian J. Swoboda. The author says that,”…the work environment is one of the most important factors in successful recruitment and retention of women and minorities.” She goes on to say, “Candidates are attracted to institutions with warm, supportive working environments.” Swobada says that women look for “…subjective qualities that indicate whether the school will advance or impede their careers.” The article highlights the following:

• Women look for signs of challenging yet equitable work assignments.
• Be positive. “…the committees should project excitement about the department, pride in its achievements, and optimism toward its challenges.” “Focus on attractive professional opportunities their school and department offer.”
• Candidates will be reluctant to bring up negative issues during the interview. The committee should refer to issues positively as well. Simply announcing that procedures are in place for dealing with possible problems sends the message that the environment is important. Swoboda explains, “Institutions with broad-based policies designed to avert problems in such sensitive areas as mentoring, service loads, family needs and complaint procedures—and which articulate these policies during the hiring process—will powerfully communicate to candidates their understanding of the particular challenges faced by women and minorities, and their commitment to an environment that will support and nurture a diverse faculty.”
• Go out and find the talent – network, call around, and develop relations.
• Target of Opportunity (TOP) programs work well. Can make an offer without waiting for an opening. Michigan Tech has a little experience with this.
• Visiting scholar programs. Michigan Tech has benefited from these programs in the past. Contact Chris Anderson or visit the website for more information.
• Grow your own and post doctoral fellows. They can be courted and mentored and/or hired as lecturers.
• To support faculty who make time and commit to diversify their departments, chairs can lighten the academic load, or offer travel grants, or give additional research to those who recruit and mentor more.
• Having involvement from the upper administration, like a meeting with the Provost, demonstrates a strong interest in the candidate.
• Beware of unconscious stereotyping or fears of lower standards. At times departments worry so much about lower standards that they inadvertently demand higher achievements from women and minorities. It may be hard to look neutrally at the candidate as a scholar. Also, a “good feeling” about a candidate might be because of too much similarity to those who are here already.

Books on hiring and interviewing are available from the lending library (admin.mtu.edu/aao/library.htm) in the Affirmative Programs Office.

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