Increase Staff Diversity

Present working group report on staff diversity

The working group on staff diversity will report to the president and provost by February 15, 2017.

Executive Vice President/Chief Human Resources Officer

The chair of the working group has identified data sources for regional labor markets, has prepared initial information for the working group, and is in the process of scheduling the meetings the group will need to complete its review and prepare its report. 


The working group on staff diversity presented their report to the Executive Committee on Inclusive Excellence by the February 15, 2017 deadline, and on February 20, 2017 the Executive Committe accepted the working group's recommended goal of increasing staff diversity to 12% by 2020. This is a four percentage point increase from our current staff profile, as reported to the Department of Labor.  The working group, composed of hiring officers and diversity supporters from across the campus, offered several strategies to aid in reaching that goal, which will be incorporated into our practices as feasible.

See a summary of the working group's strategies for recruitment and retention under the  'Documents' tab.


In their January 30, 2017 report to the Executive Committee on Inclusive Excellence, the working group on staff diversity made several recommendations with regards to recruitment and retention of underrepresented minorities at Dartmouth. These strategies are summarized below. Several of these strategies are currently being phased in to the Office of Human Resources programs of Talent Acquisition and Professional Development. A number of the stratgies below are being pursued in collaboration with the Office of Institutional Diversity and Equity and other campus partners. 

Recruitment Strategies

The working group identified three key strategies for attracting diverse candidates to Dartmouth: intentional recruitment, outreach and networking, and process improvements.

Intentional Recruitment

Talent Acquisition within the Office of Human Resources has begun to build external strategic partnerships and alliances with several of the major professional Black, Latinx, Native American, and other non-white affinity communities that are strong pipelines for recruiting candidates. The working group recommended building on these networks by establishing cross-functional/divisional teams to be organizational representatives or ambassadors at recruiting events; leveraging partner organization’s employment network offerings (i.e., career fairs, networking events, seminars, etc.); and participation in event on-site interview options when available. They further recommended exploring alumni networks and focusing recruitment efforts on positions that regularly interact with students. All of these approaches represent an intential diversity recruitment strategy.

Proactive diversity recruiting as a strategy to increase workforce diversity

The working group also recommended exploring several proactive diversity requiment activities, such as inviting diverse talent to visit the campus and experience Dartmouth, even before an opening occurs. They also suggested the creation of a two year on-ramp internship program or inclusive excellence fellowship, similar to the Presidential Fellows, for minority undergraduate students interested in working in higher education. Natural partners in these efforts include:


• Center for Professional Development

• Undergraduate Dean’s Office

• Career Services


• Student Employment Office

• Affiliated groups, including BADA, DAPAAA, DALA, DGALA, NAAAD

• Human Resources

• Faculty, staff, and volunteer base

Outreach and Networking

Engaging the help of Dartmouth employees who are responsible for hiring and therefore know the needs and qualifications of openings across campus is an important part of successful recruitment. To that end, HR is launching “Improving Hiring Outcomes” training to support hiring manager success and will look to divisional leadership to support attendance.

Using the same strategy, the working group recommends hosting events beyond job fairs to include regional professional conferences, lectures on recruitment matters, and any platform that physically brings more diverse professionals on site so that they can see what Dartmouth and the greater Upper Valley has to offer.

Process Improvement

Finally, the working group emphasized the need to accurately track our progress and improve our processes. As a first step, they recommend increasing the number of staff who self-report their demographic information, making this an on-going effort rather than annual effort, partnering with other outreach done by HR and IDE, and engaging division, school, and department leadership in spreading the message. Further, they propose streamlining searches, setting up a simple hiring scorecard to track progress and broadly engaging  upon.

The hiring process often takes too long resulting in the loss of quality candidates. Improvement can be realized by developing an agreement prior to the start of each search that defines roles, responsibilities, and timeline, and is agreed to by the participants in the process. This includes determining when it is necessary to have a search or interview committee current staff in promoting Dartmouth in general and specific positions through their personal as well as institutional social media channels. 

Retention Strategies

As with recruitment, the working group offered three  primary strategies for retention: creating a welcoming environment, education and training, and career development.

Creating a welcoming environment

The working group identified the Employee Resource Networks (ERNs) at Dartmouth as critical resources in retention. The ERNs are various affinity groups comprised of faculty, staff, families, and Upper Valley community members. The groups established on campus are the Black Caucus, Native American Council, Latinx Hispanic Council, LGBT network, International Employee Network, Veterans Network, Asian Pacific Islander Caucus (APIC), and EmpowHER. The ERNs mission is to contribute to the personal and social development of its members so they can thrive and be successful and engaged members of the Dartmouth community.

Among the uses of the ERNs, they can serve as an advisory board to inform the institution how to build better retention programs, improve retention rates, and reinforce a respectful and supportive work environment. Additionally, ERN members can offer insight into creatively providing resources or services important to multicultural groups (not currently offered) and can serve as a mechanism for ongoing dialogue between staff and the institution in creating an inclusive and welcoming community.

The working group recommends reaching out to newly hired staff of color from the very beginning. Organizing quarterly meet and greet opportunities for new hires connects them to the ERNs and gives them access to a welcoming support system. Mentoring programs also serve as a retention tool for diverse staff. An offshoot ERN program is the Experience Dartmouth (ED) pair program. The ED Program partners newly hired underrepresented faculty and staff with a member of the Dartmouth ERN community to facilitate a smoother transition to campus and the Upper Valley community.

Education and Training

Education and training on the topic of diversity and inclusion were identified as key components for the creation of  an emotionally intelligent community that both accepts and includes all members of society.  The working group recommends approaching the topic of diversity and inclusion as another “skill” and “experience” noted on job descriptions as either a key accountability or an expected skill for potential employees. For current employees, they recommend regular and ongoing training, presented in different ways to reach different learning styles. The working group recommended a multi-pronged approached, allowing for topical workshops (e.g. seminars), active engagement (e.g. self-selected allies who actively engage in activities in support of the community), and accountable action based events (e.g. mandatory implicit bias training for hiring managers) to truly permeate the culture. 

Examples of offerings included in a comprehensive program follow:

• Long term (multi-day/week) seminars on diversity/inclusion

• Allies training

• Provide professional development for managers on inclusivity

• Support release time for staff to participate in classes, committee work and campus events

• Topic-specific educational series (guest speakers, seminar series)

• Diversity liaison from each division/department

• Professional development funds set aside for diversity workshops

• “Special efforts” recruitment training

• General cultural sensitivity training for all staff

• Unconscious bias training for search committees

Career Development

Finally, the working group made recommendations regarding the creation of career paths and mentoring programs to assist minority employees in their career progression at Dartmouth. These were deemed a signficant retention tool, as well as being a means of assuring a more inclusive workforce at all levels of the institution.