DIVERSITYIN HIGHER EDUCATION

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1 BEST PRACTICES FOR DIVERSITYIN HIGHER EDUCATION Associate Vice Chancellor for Diversity and Multicultural Affairs & Chief Diversity Officer

2 A critical element for any twenty-first century educational institution is a diverse and inclusive community. Carolina s Commitment to Diversity and Inclusion

3 FEMALE: 57.7% MALE: 42.3% FEMALE: 54.7% MALE: 45.3%

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9 Corporate Environments Clients External: Customers Internal: Vendors External Funding: Investors Key Stakeholders: Shareholders Outcomes: Profit, Innovation, and Increased Customer Base Results Oriented Business and Social Case for Diversity Collegiate Environments Clients Internal: Students External: Vendors, Corporations, The State, and Agencies External Funding: State and Federal Government, Donors and Grantors Key Stakeholders: Trustees and Governors Outcomes: Reputation, Global Leader Development and Intellectual Property Results Oriented Business, Educational and Social Case for Diversity

10 Why is diversity important? DIVERSITY AS MISSION DRIVEN

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14 EXPLORING DIVERSITY Infrastructure Talent Acquisition Education & Programs

15 The University supports intellectual freedom, promotes personal integrity and justice, and pursues values that foster enlightened leadership devoted to improving the conditions of human life in the state, the nation, and the world. INFRASTRUCTURE A Carolina Core Diversity Value INFRASTRUCTURE

16 Communications + Message Mission Statement and Diversity Statement Information Sharing with Organization Diversity and Inclusion Page Newsletters Senior Leadership Messaging

17 Organizational Structures Provost s Committee on Inclusive Excellence and Diversity Institutional Diversity and Inclusion Collaborative CDO Advisory Group Diversity Liaisons (in development) Campus-Identified Faculty, Staff, and Students Campus-Wide Faculty, Staff, and Students Campus Diversity Professionals Campus Diversity Contacts Reviewing Campus Landscape and Making Recommendations on Institutional Strategies Providing Updates on Diversity, Inclusion, and Campus Happenings and Sharing Projects and Programs Sharing Promising Practices and Identifying Opportunities for Intentional Communicating Diversity Updates, Policies, and Professional Development Opportunities and Collaboration UNC Diversity and Multicultural Points of Contact Affairs

18 Employee Resource Groups ERGs (Affinity Caucuses) Carolina Black Caucus Latina/o Caucus American Indian Caucus Governance Groups Faculty Governance Committee on Community and Diversity Employee Forum Student Government Multicultural Affairs and Diversity Outreach Celebration of Faculty Diversity, Achievement, and Success *present Affinity Caucuses Chancellor (CEO) Provost (CAO) Vice Chancellor (CHRO) Associate Vice Chancellor (CDO)

19 TALENT ACQUISITION The diversity of our faculty and staff brings strength to the university. Keeping that diversity objective in focus with each search gives us an opportunity to attract, hire and retain the talented faculty and staff we want and need to continue our legacy of academic and service excellence. Chancellor Carol Folt, Ph.D.

20 REACHING TALENT Recruitment Best Practices Identifying unique, exceptional talent Proactively seeking and reaching out to diverse candidates demonstrates interest and commitment Incorporating diversity and inclusion in advertisements Including language that women, minorities, veterans, and LGBTQ persons are encouraged to apply demonstrates that your organization is thoughtful Utilize and invest in pipelines and relationships to cultivate diverse talent Making direct connections with universities, diversity offices, and minority serving institutions early on can solidify relationships

21 SCREENING TALENT Selection Best Practices Incorporating a demonstrated appreciation for diversity in criteria Maintain communication with candidates Provide information for all candidates on traditional and diversity resources Consider adding diversityrelated supplemental questions and in scoring criteria where candidates provide examples of inclusivity Operating within your policy, be sure to remain in communication with applicants other organizations think they are outstanding candidates too To avoid questions related to EEO protected classes, consider providing a candidate package that has resources pertaining to the company, city, and culture

22 KEEPING TALENT Retention Best Practices Provide employees with opportunities for professional development and growth Connect new employees with a mentors and resources Develop a clear onboarding process

23 EDUCATION, EVENTS, AND PROGRAMS The University promotes intellectual growth and derives the educational benefits of diversity by creating opportunities for intense dialogue and rigorous analysis and by fostering mutually beneficial interactions among members of the community. A Carolina Diversity Core Value

24 Diversity Education and Experiences Training and Development *at all levels of the organization Resources *distributed to organization *virtually accessible Programs and Speakers Outreach and Service Awards and Recognition

25 MOVING TOWARD A MODEL OF INCLUSIVE EXCELLENCE

26 Diversity and Inclusion Diversity Broad and encompassing Inclusion Active, intentional, ongoing efforts to engage diversity to reap its educational benefits; inclusive of all segments of campus community Inclusive AND differentiated leverage compositional diversity reap educational benefits meet needs of differentiated segments authentically INCLUSIVE EXCELLENCE

27 FORMULA THE FOR INCLUSIVE EXCELLENCE INCLUSIVE EXCELLENCE Building your infrastructure Strengthening your organization Attracting and keeping top talent management Establishing a national reputation Attracting customers and investors Providing a world class experience + INCLUSION = Understanding differences within your organization Creating opportunities for learning and discovery Connecting in culturally authentic ways Assessing current practices that may be exclusive Embracing change and responding to the growing complexity of diversity EXCELLENCE

28 MODELS OF PRACTICE

29 There is no more fertile ground for innovation than a diversity of experience. And that diversity of experience arises from a difference of cultures, ethnicities, and life backgrounds. A successful scientific endeavor is one that attracts a diversity of experience, draws upon the breadth and depth of that experience, and cultivates those differences, acknowledging the creativity they spark. Professor Joseph M. DeSimone

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31 The STEM disciplines suffer from a lack of many of the best students who happen to come from diverse backgrounds, with women, minorities, and economically disadvantaged students greatly underrepresented in these disciplines. I wanted to address this gap at a crucial phase in the development in a student s life. Professor Amy Oldenburg on the Carolina ADMIRES Program

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33 WISH TO CONNECT WITH DMA /DMAUNC diversity.unc.edu EnrichingtheJourney