• Monday, May 28, 2012

Previous

Next

Convincing the Partner

January 20, 2012, 3:17 pm

I have written before about how hard it is for my institution to help prospective faculty members find suitable employment for their spouses or partners. We share this challenge with many small private colleges and universities in small towns and rural areas, and I have had many conversations with my fellow chief academic officers at comparable institutions about how to find or create viable options for partnered candidates who we have invited to join our faculty.

Though our possibilities in the spousal-employment area are limited, there is one thing we can do to show partners and spouses the life they might have were they to come to Storm Lake. This year, we have started to invite the selected candidate and his or her spouse or partner back to campus for a short visit to explore the town and get a taste of what life is like here.

Doing this has increased our search expenses somewhat, but after doing the math, I think it’s been worth it. This year, so far, we’ve probably spent an additional $5,000 or so bringing candidates and partners back to campus, which in the grand scheme of our overall budget isn’t much. And doing the calculations on the sunk cost of a failed search makes it look like an even better deal: re-advertising a job and bringing in a second set of candidates for even a single search would cost considerably more.

While my first priority in hiring is to get the person in the pool who looks most likely to do the job best, my second priority is to get a new colleague who’s happy to be here. Life in a small Midwestern town doesn’t suit everyone, and given the obstacles we face to helping spouses and partners secure solid employment, the happiness stakes rise even higher.

So far, bringing in spouses and partners has worked well. My colleagues and I have the impression that the candidates and spouses in question have gained enthusiasm for being here, and in a couple of cases have already made housing arrangements, which gives them a substantial head start. I believe, too, that inviting the candidate and his or her partner back demonstrates our interest in faculty having a happy life at the university, and shows that we will support them personally and professionally.

Bringing in partners is a down payment on satisfied new faculty. If the couple can imagine their life here, and make an informed decision to come, they’ll probably get a better start. Conversely, if the partner really can’t picture living here, it’s certainly better to find that out now rather than later.

This entry was posted in Faculty Hiring, Work and Life. Bookmark the permalink.

  • Print
  • Comment
  • profmary

    This worked for me when I was interviewing for a faculty position in San Diego.  Knowing that I was coming from NY for the interview, the department chair told me to try to bring my spouse and stay as long as I could.  It worked in that instance.  My husband was convinced that it was the place for us to be, and I accepted the position.

  • uwstaff

    An excellent practice.  I do wonder, though, if there are any institutions that not only do this for faculty candidates, but for professional staff as well.  Probably not.

  • david_evans

    UW, depends on how you define “professional staff.”  Most of ours are from around here anyway, which makes it a moot point, but for at least mid-level professional staff, I think we’d do it if there was a compelling reason.  Certainly we’ve done it for deans and VPs, who have staff status here.

  • v8573254

    When corporations moved execs around frequently, the spouse/partner visit was almost routine. You have made a good decision, I think.

  • uwstaff

    “Most of ours are from around here anyway.”  

    That speaks volumes.  Not a criticism, exactly, but I think it says something about how non-teaching staff are valued.

  • david_evans

    Well, but for a few exceptions in admissions and student affairs, where the expectation is that entry-level folks will only do a few years and then move on to another institution (and thence where location is not so crucial), it’s extremely difficult to get entry-level professional staff to move to rural Iowa, particularly because of the spousal/partner employment issues I’ve already mentioned.  It’s also very difficult to get non-local staff in other professional areas (such as IT) for similar reasons, at whatever level.

    It’s not until we get to mid-upper-level professional staff, people whose salaries are in the range of associate professors, that the attractiveness of our positions overcomes the challenge of our location for many potential hires.  It has nothing whatever to do with how we value non-teaching staff (by the way, I have about as many non-teaching staff reporting to me as I do faculty, maybe even more, and I work with them a LOT), but with the realities of hiring skilled people at relatively low salaries in a remote area with few spousal opportunities.

    A large percentage of our professional staff are absolutely golden, and believe me, those of us in academic affairs know this very well indeed.

  • newcityinc

    My company, new city, INC does this in the Boston area for companies and universities. We work with companies to help close the deal by showing recruits what their lives could be like if they moved here. We also do relocation assistance once they decide to move by helping with logistics but also making people feel embedded and connected to a community. We smooth the way for them by utilizing our resources to support and help them connect. 

    Having the family be happy and ready to uproot from their family and friends to a new life is a valuable part of the recruitment and relocation process. This article was spot on!

  • The Chronicle of Higher Education
  • 1255 Twenty-Third St, N.W.
  • Washington, D.C. 20037