THE NEVADA SYSTEM OF HIGHER EDUCATION SYSTEM ADMINISTRATION DIVERSITY PLAN. August 3, 2010 NSHE System Administration Diversity Plan

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1 THE NEVADA SYSTEM OF HIGHER EDUCATION SYSTEM ADMINISTRATION DIVERSITY PLAN DIVERSITY PLAN August 3, 2010 NSHE System Administration Diversity Plan (CULTURAL DIVERSITY COMMITTEE 12/03/10) Ref. CD-2c, Page 1 of 9

2 CONTENTS LEADERSHIP COMMITMENT... 2 BASELINE... 3 GOALS EXPECTATIONS... 4 SEARCH RECRUITMENT HIRING... 5 RETENTION PROMOTION ACCOUNTABILITY... 6 RESOURCES... 7 APPENDIX A... 8 (CULTURAL DIVERSITY COMMITTEE 12/03/10) Ref. CD-2c, Page 2 of 9

3 LEADERSHIP COMMITMENT The executive leadership of the Nevada System of Higher Education (NSHE) including the Chancellor, Vice Chancellor of Administration and Legal Affairs, Vice Chancellor of Information Technology, Vice Chancellor of Academic and Student Affairs, Vice Chancellor of Finance, and Executive Vice Chancellor of Health Sciences are committed to strategically increasing diversity, and fostering a climate of inclusion within the System Administration and throughout its institutions. This plan is a formal response from NSHE System Administration to the charge from the Board of Regents Cultural Diversity Committee to develop a Faculty Diversity Plan. The Chancellor s Office conveyed the same request to the eight institutions including University of Nevada, Reno, University of Nevada, Las Vegas, Truckee Meadows Community College, Western Nevada College, Great Basin College, Desert Research Institute, and College of Southern Nevada. Over the last year, system-wide collaboration and research has occurred regarding innovative strategies for recruiting, hiring, promoting, and retaining diverse faculty. System Administration remains committed to discovering the best practices for increasing diversity within the organization, and recognizes the long term commitment required to make a meaningful impact. The System plan includes short and long term solutions. The Chancellor is accountable for implementing this plan through the Vice Chancellor for Administrative and Legal Affairs, the person responsible for adherence to the plan and the policy of equal opportunity and affirmative action. Execution of the plan will be a basis for evaluating effective work performance for System managers and supervisors. (CULTURAL DIVERSITY COMMITTEE 12/03/10) Ref. CD-2c, Page 3 of 9

4 BASELINE Where are we now as of August 1, 2010? The NSHE System Administration is comprised of the Chancellor s Office, Board of Regents Staff, The Experimental Program to Stimulate Competitive Research (EPSCoR), Nevada Industry Excellence (NVIE), System Computing Services, the University of Nevada Press, and the Health Sciences System (HSS). The goal for the System is to hire and retain an employee population that is representative of the State of Nevada. Baseline: System Administration is comprised of 195 full-time professionals and staff, including 39 minority employees (21%). 54% are male and 46% are female. System Administration does not employ any academic faculty. Employee Categories # of Employees Minorities % Executive Administrative/Managerial % Upper level Professionals % Other Professionals % Secretarial/Clerical % Technical/Paraprofessional % Total # % Employee Categories Male Female Executive Administrative/Managerial Upper level Professionals Other Professionals Secretarial/Clerical 9 23 Technical/Paraprofessional 22 6 Total # Total % 54% 46% (CULTURAL DIVERSITY COMMITTEE 12/03/10) Ref. CD-2c, Page 4 of 9

5 GOALS EXPECTATIONS Where do we need to go? Leadership Representation The NSHE SA conducted an Affirmative Action analysis for January 1, 2009-December 31, 2009 revealed underutilization in the Executive Administrative/Managerial category related to workforce availability. Significant hires were made in the last year consistent with increasing diversity in this category. Effective August 1, 2010 a new analysis was conducted for this category and the employee percentages increased from 11% to 17% as a result of recent hires of minorities in Executive/Managerial professional positions (director level and above). Minority Employee % 12/31/09 Minority Employee % 8/1/2010 Employee Categories *Workforce Availability % Executive Administrative/Managerial 11% 18% 17% Upper level Professionals 17% 17% 16% Other Professionals 26% 16% 26% Secretarial/Clerical 15% 16% 16% Technical/Paraprofessional 31% 16% 32% *Availability percentage is defined as workforce availability in specific geographic regions The semi-annual analysis underscores the importance of reevaluating the status of minorities on a regular basis to ensure goals are met or exceeded. The status needs to be communicated systematically, and hiring managers need to be informed of areas that may be underutilized. Climate The NSHE-SA is working with Faculty Senate to develop a survey to better understand what the climate or environment is like for all employees, and will use the survey as an opportunity to obtain information for minority employees. We are a small organization with a high retention rate, and an open door policy for professionals and staff to voice issues and concerns. Formal grievances can be filed with the Human Resources Office. The grievance process is rarely employed, so it is difficult to evaluate the effectiveness. We will further evaluate the effectiveness of existing support structures and systems for all employees. Support for our new employees begins with an orientation that includes information on policies, procedures, and support services. Human Resources will follow-up within the first quarter and after the first year of employment to monitor the transition for new employees and to obtain feedback for process improvements. Expectations System Administration is committed to equal opportunity and affirmative action in recruitment of its employees, and will aggressively adhere to the Board of Regents equal opportunity and affirmative action policy (APPENDIX A). The following is an outline of the NSHE-SA requirements and commitment for increasing diversity through retention, promotion, and accountability. (CULTURAL DIVERSITY COMMITTEE 12/03/10) Ref. CD-2c, Page 5 of 9

6 SEARCH RECRUITMENT HIRING Highlights of requirements and commitments to System recruitment and hiring practices: 1. The goal of the System Administration is move from a passive approach of recruitment towards an active one. Recruitment begins with the approval of Human Resources of the position description, request to fill, and a position announcement. Future reviews of these first steps will include actionoriented measures to ensure the language is supportive of a diverse applicant pool. The System is experimenting with flexible application deadlines (open until filled) as a new strategy to increase diversity where applicant pools are deficient. 2. For a number of years Human Resources has required the advertisement of an open position to be posted in a variety of targeted sources, publications, website, and professional organizations and will continue to enforce these requirements. To expand the applicant pool, wherever feasible position locations will be advertised as located in Las Vegas or Reno. 3. Search committees will be approved by Human Resources and must be diverse. The appointing authority will submit a recruitment plan to enhance the diversity of the pool. The plan should include a strategy to recruit highly qualify candidates via mail, , phone, or in-person. Human Resources provides contact information for organizations such as Hispanic-Serving Institutions and Historically Black Colleges and Universities. 4. Human Resources will establish a database of diverse applicants that apply to NSHE and encourage qualified applicants to apply for available openings. 5. Human Resources will inform search committees of the System affirmative action placement goals and provide outreach assistance. Human Resources will continue to provide consistent instructions to search committees. Human Resources will review and approve the applicant pool, candidates selected for interviews, and offer letters. 6. System Administration will utilize succession planning and temporary appointments as opportunities to increase diversity from within the organization. 7. Internal reporting will be required on a scheduled basis as to the degree which equal employment opportunity and organizational objectives are attained. Reports will be reviewed with all management levels. 8. The System will continue to carefully select and counsel all personnel involved in the recruiting, screening, selection, promotion, disciplinary, and related processes to eliminate bias in all personnel actions. 9. New Hires a. All new hires receive an orientation, and will receive information about connecting to community organizations and services. b. Human Resources will follow-up within the first quarter and after the first year of employment to ensure a smooth transition for new employees. c. Feedback on the hiring, orientation, and follow-up processes will be requested from each new employee. Recommendations for improvements will be evaluated and considered for future hires. (CULTURAL DIVERSITY COMMITTEE 12/03/10) Ref. CD-2c, Page 6 of 9

7 RETENTION PROMOTION Retention: System Administration has a very high retention rate with the reason for leaving usually retirement. On the other hand, the System is tasked with effective management of an aging workforce, and will implement succession planning initiatives over the next several years. Succession planning will create opportunities for promoting from within, and enhancing diversity in a variety of employment categories. System Administration did not have any terminations (Notice of Nonreappointment or Chapter 6 dismissals) of minorities in fiscal year Promotion: Recruiting highly qualified diverse applicants to apply for open positions is a system-wide challenge in hiring diverse faculty and staff. The System will examine the feasibility of providing opportunities for advancement from within. In-line progressions identify the positions through which an employee can move to the top of the line. The System will work to identify opportunities for advancement within lines of progression. System Administration encourages educational opportunities for professionals so they may qualify for advancement opportunities. NSHE provides tuition assistance for faculty and staff to and supports the opportunity to obtain advanced degrees. ACCOUNTABILITY System Administration is committed to an aggressive, action-oriented diversity plan for the recruitment, hiring, promotion, and retention of diverse faculty and will develop appropriate accountability measures. The Chancellor is accountable for implementing this plan through the Vice Chancellor for Administrative and Legal Affairs, the person responsible for adherence to the plan and the policy of equal opportunity and affirmative action. Execution of the plan will be a basis for evaluating effective work performance for System managers and supervisors. An annual Affirmative Action Plan and analysis will be conducted. Internal reporting will be required on a scheduled basis as to determine the degree of which equal employment opportunity and organizational objectives are attained. Reports will reviewed with all management levels. New hire feedback will be compiled and evaluated annually. A climate survey will be conducted and evaluated this year. (CULTURAL DIVERSITY COMMITTEE 12/03/10) Ref. CD-2c, Page 7 of 9

8 RESOURCES Clowney, C. (2005, October) Best practices in recruiting and retaining a diverse faculty. Clowney and Associates: Web Conference. American Council on Education (ACE) Minorities in Higher Education Twenty-Second Annual Status Report: 2007 Supplement. Website: Affirmative Action Office. (n.d.). Guidelines for recruiting a diverse workforce. Penn State University. Website: Office of Human Resources. (n.d.). Guide to managing human resources. Retrieved from University of California, Berkeley Website: hrweb.berkeyley.edu/guide/diversity.htm Gilreath, C. (2007, May) How to Write an Affirmative Action Plan. University of Tennessee Health Science Center: Web Conference. DiversityInc. Diversity training. DiversityInc Webinar. Alger, J. How to Recruit and Promote Minority Faculty: Start by Playing Fair. Retrieved on June 30, 2010, from the American Association of University Professors (AAUP) Webstie: Ingle, G. (2010, July) How Not to Diversify the Campus Workforce. Retrieved on July 8, 2010, from the Multicultural Advantage Website: (CULTURAL DIVERSITY COMMITTEE 12/03/10) Ref. CD-2c, Page 8 of 9

9 APPENDIX A Nevada System of Higher Education General Policy of the Board of Regents on Equal Employment Opportunity TITLE 4-Chapter 8, Section 3 General Policy of the Board of Regents on Equal Employment Opportunity It is hereby resolved that the reaffirmed policy of the Nevada System of Higher Education shall be to promote equal opportunity of employment or reemployment for members of minority groups, women (including women with pregnancy related conditions), persons with disabilities (including veterans with service-connected disabilities), persons with military status or military obligations, and members of other protected classes in all positions. Consistent with statutory and legal requirements, any affirmative action necessary to address deficiencies shall include, but not be limited to, active recruitment among minority groups, women, persons with disabilities (including veterans with service connected disabilities), persons with military status or military obligations, and other protected classes and the creation of programs designed to lead to their qualification for both academic and classified positions. This affirmative action is not discrimination in reverse; rather, it is a program designed to expand the group of qualified people from whose ranks appointments can be made. Further, affirmative action requires that the rank and salary of minorities, women, persons with disabilities (including veterans with service-connected disabilities), persons with military obligations or military status, and other protected classes presently employed by the Nevada System of Higher Education be evaluated annually in order to insure that rank and salary determinations are made in an equitable manner. (B/R 12/09) (CULTURAL DIVERSITY COMMITTEE 12/03/10) Ref. CD-2c, Page 9 of 9