SEAHO Report - Winter 2013 - (Page 29)

SEAHO FEATURE Hiring Practices and Staff Supervision: Integrating Multicultural Competency to Foster an Inclusive Work Environment By Taris G. Mullins Community Director Matt S. Knickman Community Director University of North Carolina at Chapel Hill Introduction and Background Cultivating inclusive and diverse institutions of higher education has been an espoused goal seen across colleges and universities for years. The Supreme Court decisions addressing Gratz v. Bollinger and Grutter v. Bollinger (2003) resulted with institutions critically examining their recruitment, admissions, and recruitment practices to determine their degree of inclusivity. The cases, addressing affirmative action in admissions processes, forced universities to examine their institutional composition and practices that supported the needs of diverse populations while fostering greater learning and excellence of education for all. Initially this inquiry centered on the students, faculty, and staff institutions sought to recruit and retain, however as time passed it became increasingly evident that relying exclusively on a numerically diverse campus population failed to foster an inclusive culture. Moreover the shift away from quantitative diversity and instead towards inclusive campuses was furthered through the American Association of Colleges and Universities (AAC&U) postulating the idea of inclusive excellence (Milem, J.F., Chang, M.J., & Antonio, A.L., 2005). Inclusive Excellence provided a multifaceted approach to diversity on the American college campus. Through four focus areas, the AAC&U laid an effective framework for shifting a campus culture. The first element addressed the cognitive and social development of the individual student and recognizing each person was at a different stage in respect to their understanding and capacity to embrace ideals of diversity. It moves forward to encourage institutions to consider “purposeful development and utilization of organizational resources” to meet the aim of goal one. Then in a step-wise fashion the elements build on these first two to recognize the differences individuals SEAHO Report Winter 2013 may have and how this composition may impact the overall community that must be encouraged to engage in the diversity dialogue. The AAC&U found that through careful consideration and implementation these elements – when met successfully – would allow an institution to tailor their inclusive practices for their needs in an intentional manner. In 2009 the Multicultural Competency Committee (MCC) of the Department of Housing and Residential Education (DHRE) at the University of North Carolina at Chapel Hill was formed to advance the institutional commitment to an inclusive environment for all. The focus of the MCC was to educate campus residence life staff with the necessary awareness, knowledge, and skills (Pedersen, 1988) to promote a culture of inclusion and multiculturalism. The specific charged was to “cultivate a culture of trust, growth, and open communication, where community members advocate for multiculturalism in our daily practices.” This multicultural competency prerogative is congruent with many campus residential communities throughout North Carolina and nationally. Most specific to the MCC is a commitment to integrate multicultural competence in all aspects of the student and professional experience within DHRE to support campus inclusion. In an on-going fashion this goal is accomplished as the MCC serves in a consultant role for other departmental committees. In this central position the MCC provides feedback and ideas from an integrative multicultural perspective. With its motto of “ReThink Your Role” student staff and professionals are continually challenged to look at all components of the residential experience from a multicultural lens. On a regular basis the DHRE professional staff members (including Community Directors, Business Services, Facilities Management, Moving Operations personnel, and other functional areas) gather to engage in continued 29

Table of Contents for the Digital Edition of SEAHO Report - Winter 2013

SEAHO Report - Winter 2013
Contents
SEAHO President
SEAHO “Editor”
SEAHO News
Officer Elections
RELI – 10th Annual Institute
SEAHO 2013 Conference Schedule
Bridging Academic & Student Life Missions: Faculty- Inclusive Community Building in Residence Halls
Are We Ready?
Staff Development Tactics
Sustaining Sustainability: How Housing and Residence Life Can Impact the Sustainability Movement
Starting something that Matters—James Madison University partners with TOMS Shoes
Putting Professional Competencies into Practice
Ten Tips to Revolutionize Your Work Using Your iPad
Advising 101
Hiring Practices and Staff Supervision: Integrating Multicultural Competency to Foster an Inclusive Work Environment
Shifting Sands: Technology and the Shifting Landscape of Residence Hall Student Leadership
Best Practices: Student Athlete Population in Housing
Student Affairs Around the Region
Alabama Updates
Florida Updates
Kentucky Updates
Mississippi Updates
North Carolina Updates
Tennessee Updates
Virginia Updates

SEAHO Report - Winter 2013