Date of Conferral

2019

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Carol-Anne Faint

Abstract

Human resource (HR) directors at academic institutions work to fill vacant teaching positions with skilled educators in colleges and universities. Unemployment in the United States declined to 5% in December 2015, creating placement issues for HR directors. The purpose of this multiple case study was to explore strategies that community college HR directors used to recruit qualified faculty for teaching positions to increase institutional performance. The targeted population for the study included 5 HR directors from community colleges in northern Texas. To meet the criteria for inclusion in the study, candidates had to be employed as an HR director at a community college in Northern Texas, be knowledgeable about hiring high performing faculty, and have at least 3 years of experience in this role. Data were collected from interviews with HR directors and from institution websites and social media pages regarding hiring and recruitment. Data analysis was guided by Yin’s 5 steps of data analysis, which included data collection, dissembling, reassembling, interpreting, and reporting. The 5 themes that emerged from data analysis include: apply an action-oriented approach, recognizing the skill gap variance, using active recruitment strategies, identifying required competencies, and competing for subject matter experts with other industries. The application of the findings from this study might contribute to positive social change by creating equity in hiring qualified candidates to fulfill institutional needs, benefitting skilled applicants who were previously overlooked, and supporting institutions’ long-term strategic plans. The benefit to student education quality and improved skill offerings may lead to skill development of workers entering the workforce, thus improving both quality of service and the strength and stability of the workforce.

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