What can we do when a potential new hire asks for a
spousal/significant other/domestic partner accommodation in another department?
(from the discussion at the November 4 First Tuesday Breakfast Roundtable)
Strategies that increase our chances of success in these situations:
- Convey a sense that we care and are trying to help. We do this by helping people identify opportunities on campus and in the community.
- May have to start with a part-time appointment for the other person and work toward making the position full time by putting more money and tenths on the position over a number of years.
- By having those with grants have their grant pay part of their salary we can free up money to use for hiring other people.
- Within the same department have a couple share 1.6 positions and allow both to work toward earning tenure.
- Deans, Provost, and Department Heads work together to create a package. This might include one Dean transferring money to another college to help with the hiring of the other person. Provost may also provide some funds.
- Make the second hire if there is an anticipated retirement in a few years. This requires "bridging" funds be available until the retirement occurs. Those funds may come from a Dean and/or the Provost.
Things we should consider doing that we are not doing now:
- Advertise that we have an office that helps with dual career situations.
- Advertise that we encourage dual career couples to apply.
- Have a department head in a third department help with the negotiations.
- Create a central pool for bridging funds or for dual career hires. Perhaps commit tuition money designated for teaching enhancement for this purpose. The major problem is how to keep this fund replenished. Although it is not clear how much money is needed, any money here would be useful.
- Where appropriate, provide support for other person to retool or become more skilled.
Problems we need to be aware of in this area:
- The other person may not be that strong or desirable as a candidate.
- Exploiting the situation by not allowing the other person grow professionally or blatantly underpaying that person. This makes people unhappy.
- Sometimes we cannot accommodate the situation because the need for the other person's skills may not exist at the time.