Summarizes six evidence-based recommendations to manage a behavioral-based interview process that promotes inclusion and challenges unconscious biases throughout the hiring process.

Discusses the value in examining personality during the selection process as a means of improving diversity, equity and inclusion.

Harvard Business Review article on gender and racial diversity in hiring pools.

In this article from Times Higher Education, Pardis Mahdavi and Scott Brooks explain what to avoid and what to include in diversity statements for job applications and teaching online.

The sample rubric linked above “is a template for search committees to use for assessing candidate contributions to diversity, equity, inclusion, and belonging (DEIB). It is a guide, and can be adapted to specific searches as appropriate given departmental or disciplinary expertise.

This outline discusses both the legal parameters of current employment law and best legal and practical strategies for diversifying. Section I discusses the benefits of diversifying, lest we lose sight of the legal and policy benefits of doing so. Sections II and III are summaries of affirmative action law generally, and law post-Michigan, respectively. Section IV gives best practices to recruit and retain a diverse faculty, from both a legal safety and policy standpoint. Section V discusses legal issues in specific targeted hiring programs and policies. Finally, Section VI Provides additional resources.

Comprehensive and state of the art guide for recruiting and hiring diverse faculty. This detailed manual covers everything from forming a search committee to getting the candidate to accept an offer.

This book provides advice, training, and a step-by-step guide for conducting a rigorous, thorough search…This guide covers the complete cycle of hiring, starting with defining the position and forming and briefing the committee, through cultivating a rich and diverse pool of candidates and screening and evaluating candidates, to making the selection, successfully completing the search successfully, and welcoming colleagues to campus…This volume includes over 30 templates that are designed to be copied and used as training handouts or as handy reference and resource materials that provide guidance at various stages of the search process.

Includes tools with best practices for promoting diversity.

The Higher Education Recruitment Consortium (HERC) offers several resources related to diversity recruitment

In this Brief, we focus on interventions that increase diversity in recruiting and hiring new faculty. We address both efforts to diversify the pool of applicants and to ensure fairness in evaluating applicants’ credentials and identify efforts to meet highly ranked candidates’ needs and attract them to accept a job offer if made.

In this document, the Committee on Affirmative Action and Diversity at the University of California, Santa Cruz offers job candidates a brief explanation of what a diversity statement is, explains what it means for something to be a “contribution to diversity,” and gives several examples of contributions to diversity.

This fact sheet is a good resource to help hiring managers in the area of environmental sustainability diversify the pool of job candidates, hire from that diverse pool of candidates, and retain employees of color. Much of the advice in this fact sheet is applicable to hiring faculty and staff at colleges and universities.

Provides guidance related to lawful and unlawful pre-employment inquiries to ensure that questions asked of applicants comply with federal and state law.

This quick reference guide is loaded full of impactful advice for bias-free hiring. It reviews common biases that manifest in hiring, approaches for mitigating biases, and more general tactics for bias-free hiring.

Includes links to many tools and resources related to diversity, equity, and inclusion (e.g., best practices in faculty mentoring, retaining faculty)

In this Inside Higher Ed article, Colleen Flaherty writes about Indiana University-Purdue University Indianapolis's approval of tenure and promotion options based on faculty’s diversity, equity, and inclusion work.

This 5-page white paper lists and explains some of the challenges to adding diversity, equity, and inclusion criteria to the evaluation of faculty for promotion and tenure. It also lists some of the challenges of adding those criteria to other forms of evaluating faculty at colleges and universities. It offers recommendations for implementing criteria for diversity, equity, and inclusion that have been added to the tenure and promotion process.

In this Brief, we focus on interventions that address institutional processes and procedures for faculty advancement through promotion and tenure (P&T). Because candidates’ understanding of and attitudes about these evaluative processes are as important as those of the evaluators, we include interventions that inform and advise faculty as they go through these processes.

Darryl Yong (Harvey Mudd College) has created a spreadsheet on diversity, equity, and inclusivity criteria for college and university faculty reappointment and promotion that he updates on a regular basis. As of July 7, 2022, the spreadsheet lists over 10 institutions with DEI-criteria for tenure and promotion and provides links to the relevant tenure and promotion documents for most of those institutions. The institutions listed include Indiana University–Purdue University Indianapolis (IUPUI), Harvey Mudd College, Pomona College, University of Oregon, and Bowdoin College.

Covers many themes, but a key focus is on “providing a fair and full evaluation”

Many ADVANCE IT projects in Rounds 1 and 2 offered professional development in the form of workshops or trainings to improve faculty members’ ability to effectively and efficiently perform their jobs and to manage the multiple demands on them. In this Brief, we distinguish these performance-focused offerings from other interventions that may also share the goal of supporting faculty growth as professionals: coaching and mentoring programs that offer individualized guidance or advice, networking events, lectures and presentations, and individualized funding to faculty members to support their scholarly and creative work (see Briefs 2 and 3).

Mentoring has been a popular strategy in many types of organizations to promote successful career advancement, especially for those in underrepresented groups. Interest in mentoring is also evident among ADVANCE institutions, with the great majority of institutions in Rounds 1 and 2 offering some form of mentoring, coaching, or networking. In this Brief we focus on the range of ways in which mentoring and networking programs have been conceptualized and organized, with emphasis on the ways in which mentoring fosters relationships that help faculty receive career-related advice and generate ideas for addressing problems.

More than half of the ADVANCE IT projects in Rounds 1 and 2 included some form of development activities for institutional leaders—or potential institutional leaders. This Brief outlines various approaches to leadership development, pointing out the wide array of audiences, types of programs, and topics addressed within leadership development efforts.

Academic Impressions offers a wide array of virtual training related to professional and leadership development for faculty, staff, and administrators in higher education. Paid membership is required.

This website hosts several videos to help faculty learn how they can make their departments more diverse. These videos also show how faculty and their departments can engage in inclusive and equitable practices. Of particular importance are these two videos: Inclusive Departmental Practices and Creating and Maintaining a Diverse Department.

The article discusses six steps for evaluating and improving pay equity in organizations.