Abstract
This case study examines the hiring processes, communication, and decision-making of academic administrators. It will address the importance of national searches, university culture, and transparency in selections. It is designed for readers to reflect on how selection processes can affect staff, trust in policies and process, and the ability to lead.
Keywords: academic leaders, executive searches, transparency, ethics, trust, qualifications
Primary Characters
Dr. Barbara Stead (she/her/hers) is Department Chair for the Department of Finance within the College of Business. She has held this position for seven years and was part of the hiring process for the previous dean. She is a white female in the midst of her professional career with aspirations for future advancement either at her current university or elsewhere.
Dr. Regina Nelms (she/her/hers) is Professor of Economics within the College of Business. She leads the college with significant research grants. Dr. Nelms has been at this university for ten years. She arrived at university under the previous dean who invested heavily in research. She has several NSF grants and closely with governmental agencies on high priority projects. This is the last place that she will work as she is close to retirement.
Angela Warren (she/her/hers) is the Director of Operations for the Dean of College of Business. Ms. Warren’s position focuses on logistics and ensuring that the college operates smoothly. Her role involves developing processes of communication between the dean’s office and the departments as well as the building operations. She is a young employee who has been in her position for four years. She is interested in advancement and wants to be recognized for her commitment to her job and her attention to detail.
Dr. Beatrice Thomas (she/her/hers) is the School of Business Senior Associate Dean of Undergraduate Programs and Professor of Economics at a research one university in the southwest. She has held this position for four years. She is a Black female and an external candidate for the Dean of College of Business.
Dr. Carol Meadows (she/her/hers) is an Assistant Dean of Academics and Research for College of Business and Associate Professor of Finance. Dr. Meadows works at a research one university in the south and has held this position for five years. She is a white female and an external candidate for the Dean of College of Business position.
Dr. Brad Smith (he/him/his) is Director of the Center on Marketing within the College of Business. He has been director for three years. The center was founded by donors who were cornerstone to the establishment of the College of Business. Dr. Smith is a white male in his early forties. He is the internal candidate, and he has a close relationship with the university president and the cornerstone donors.
Context
A large research one university in the Pacific Northwest conducted a national search to fill the position of Dean of the College of Business. This position serves on the provost’s leadership team and leads the College of Business. The College of Business is the most financially strong college at the university and often acts independently. It has a large physical footprint at the university and has a strong alumni presence.
This position is to steer the college of business through vision, strategy, and financial decisions. The dean’s role involves promotion and tenure of faculty, academic programming for the college, and resource allocation. Additionally, the dean must be able to engage in fundraising, work with university leadership and industry partners, and engage with faculty. The dean is responsible for the success of the academic programs as well as the experiential programs including global engagement, the career center, marketing, packaging, and community programs.
The university hired a nationally recognized executive search firm to lead the confidential search process. Additionally, a search committee was formed on campus led by the Director of Operations for Business School, Angela Warren. While staff across the university were aware of the posting for the Dean of the College of Business, few details were shared. Other than the chair, the members of the search committee were not made public.
Once the search and process were shared across the university, employees within the College of Business began to talk amongst themselves about the lack of transparency with this search. They complained that the search committee members were not known. As the process progressed, there was no transparency about applicants, the screening committee criteria, and a timeline for the process.
Approximately three weeks after the closing date, three candidates were invited to campus. Two of the candidates were external selections. Both currently held Associate or Assistant Dean positions. Both external candidates were female and one woman self-identified as Black. The remaining candidate was a white male currently employed at the institution serving as a director of a business school program. He has a relationship with the President, the business school donors, and the university’s leadership team.
Concerns from the College of Business staff (Dr. Barbara Stead and Dr. Regina Nelms) were:
- the internal candidate was preselected
- from the onset the search was ceremonial and just an exercise to fulfill hiring practices
- the external candidates were more ably qualified and had positions that prepared them for the position.
- the internal candidate is not professionally qualified or ready for the position
- his selection is due to favoritism at the university.
They claim to represent voices of colleagues and others who are afraid to speak. Each spoke to individuals within the university with the promise of confidentiality. Both spoke with officers of the Women and Gender Commission. Dr. Stead spoke with the Title IX officer and Dr. Nelms reached out to the University Ombuds.
These employees are afraid to speak publicly because the new hire will be their boss, but they are very frustrated by the search process. Barbara and Regina believe that the university works in a bubble, is resistant to change, and chooses its own people. They don’t believe they can do anything but want to know how and why a man with seemingly lesser qualifications would be chosen over well-qualified women.
Discussion Questions
- In what ways are Barbara and Regina’s concerns legitimate? Of all the things they would like to know, what can university realistically and ethically provide?
- How can their concerns be addressed?
- What role can the university commissions play?
- What are ethical and legal/policy considerations related to the selection process?
- What are the implications of hiring the internal candidate when the staff is already disgruntled and resistant?
- What options does the university have for coping with the tensions? What
are some strategies for moving forward? - How can the university avoid this lack of trust and dissension in the future?
Biography
Marjorie Campbell (she/her/hers) is the Director of Inclusive Excellence and Technology Initiatives for Clemson’s Computing and Information Technology (CCIT). The Technology Support Program that she founded in 1998 with colleagues has evolved into a CCIT staple with dedicated employees assigned to support technology. Marjorie holds a B.A. degree from Converse College and a M.S. degree from the University of South Carolina. She is currently enrolled in Clemson’s Educational Leadership Ph.D. program. Her research interests focus on women’s leadership, neurodiversity, and how to rethink assumptions and address inequities.