I don’t know.
Actually let me qualify that statement (as you would expect
from an academic). Except in one category with a limited data set, I don’t know
how to predict with a high probability whether a given candidate will be
successful, at least when it comes to hiring new assistant professors at
liberal arts colleges that emphasize both teaching and research. In the lingo,
these are often referred to as SLACs (Selective Liberal Arts Colleges). When I use the acronym, I will refer to the wider net of SLAC environments and not necessarily small prestigious liberal arts colleges.
Okay, okay. I thought I knew once, but now I’m not so sure. I naively
thought I would figure out the secret tried-and-true formula after being
involved in hiring many new faculty members over the years. Many years and hires later, I haven't figured it out. However I’ve been thinking
about this issue recently after reading several essays from Malcolm Gladwell’s What the Dog Saw. The book is a
collection of Gladwell’s articles from The New Yorker magazine. His pieces are
well written, engaging, and they make you pause and think.
The first essay, Most
Likely to Succeed, discusses the vagaries of picking quarterbacks from
college-level American football who could be successful in the professional
league (the NFL). This turns out to be a tricky proposition because the pace
and style of the game in the professional level can be quite different from the
college level, and therefore a successful college quarterback could do
miserably in the NFL (and there are many such examples). In his essay, Gladwell
links this issue to finding good teachers in schools. His argument: Potentially
the best way to find the best people is to put them in the actual job and see
how they perform. This requires having a much larger pool to start, keep the
good ones, and let go the weak ones.
The second essay, The
Talent Myth, discusses the dangers of the McKinsey and Enron philosophy of
“hiring top talent at all levels”. It’s not clear what counts as top-talent,
and often the prestige of the institution and degree program attended by the
candidate is used as a proxy. Gladwell describes this as the War for Talent and
that the strategy used is “differentiation and affirmation”. Essentially, pay
the top performers exorbitantly, and push out the lower performers. HOW one
decides how to differentiate is much more problematic, and Gladwell describes
how “you end up doing performance evaluations that aren’t based on performance”
at least in the McKinsey/Enron world. (Gladwell contrasts this approach by
comparing it to companies that do not employ a “star system” and does not rely
on the wunderkind.
The third essay, The
New-Boy Network, is subtitled “What do job interviews really tell us?” While
providing examples from the tech-hiring world, the essay is mainly about what
we have learned from psychology research. Specifically, it discusses how we
make unconscious snap judgments as to how capable someone is from as little as
two seconds of videotape that correlate well with a short meeting you might
expect in a job interview. Quoting one of the psychologists, Gladwell writes:
“The basis of the illusion is that we are somehow confident that we are getting
what is [really] there [from the interview].” Gladwell also narrates his
experience with a human resources consultant on “how to extract meaning from
face-to-face encounters”. Apparently, the only method that actually has some
success in predicting subsequent performance is a highly scripted process.
However, most employers choose not to use it. Gladwell dramatically explains why:
“We are looking for someone with whom we have certain chemistry… the unlimited
promise of a love affair. The structured interview, by contrast, seems to offer
only the dry logic and practicality of an arranged marriage.”
Let’s compare all of this to hiring college professors. Since my experience
is in a liberal arts college that emphasizes teaching and research, that will
be my benchmark. Being in the sciences also has its unique challenges when one
is in a SLAC environment. A candidate aspiring to land a tenure track position
in chemistry, in this very tough job market, needs at minimum to have a Ph.D.
in hand and some postdoctoral experience. One needs to be productive
research-wise measured in contributions to research publications and
presentations. Some teaching experience is needed, the more extensive the
better; and it helps if one is the instructor of record and not just a teaching
assistant. The tricky problem here is that if you’re teaching extensively as a
graduate student, this takes time away from your research. Many postdoctoral research advisers are also not supportive of their postdocs
moonlighting as teachers on the side.
Teaching is a large component at a SLAC, but one also needs
to keep up a research program competitive enough to get external funding
(albeit at smaller dollar amounts than needed at a research university). At
top-flight institutions, one is actually discouraged from spending too much
time teaching as a graduate student. One is also usually plugged into a project
to produce results, which have to be of a certain quality and quantity to make
it into a top-flight journal. This allows the P.I. (primary investigator, or
one’s boss) to keep writing grants to support the laboratory research. More
publications and grants lead to a higher profile, academic fame and prizes. The
typical graduate student does not learn how to manage a lab, or time, in a way
that prepares him/her to be a liberal arts college professor. (Neither does the
typical postdoc for that matter.) There might be parallels between the
situation of scouting out successful postdocs (who were also successful
graduate students) to be SLAC faculty members, and scouting out top college
quarterbacks for the NFL. It’s difficult to predict success.
Liberal arts colleges are smaller institutions, and
therefore it is very costly (not just in monetary terms), to hire faculty who
prove unsuccessful and don’t make tenure. It’s a small tight-knit community,
and people are hired for their specific complementary teaching and research
contributions. (I've chosen to omit discussing service, the third leg of the academic's stool, in this article.) It’s very painful when someone comes and struggles
and then has to leave. Mentoring and pre-tenure reviews can be time-consuming,
and being in a smaller department means most people have a reasonable degree of
involvement in the process. There is also the nebulous process of finding “fit”
to the department and institutional culture. One often hears the claim that
this is a crucial part of the interview. After shortlisting all the candidates
who look great on paper, the phone/Skype interview, (and for those who “fit”
best) the subsequent on-campus interview, then lead to a final ranking of the
candidates and who might be offered a position.
The winnowing process inevitably involves some degree of
considering the candidates’ academic pedigrees (which institutions they went
to, and if they worked in the lab of someone famous or a rising star). There is
plenty of speculation about the potential trajectory of each candidate and what
“problems” might be encountered on the tenure track. We’d like to avoid the
problems of The Talent Myth, and I’d
like to think that institutional snobbery is not present, but it’s hard
to tell. It’s not always easy to differentiate the candidates appropriately.
My department’s phone interview process has a structured
component to it, although there is also some degree of flexibility that a
seasoned interviewee would know how to navigate well. The on-campus visits are
much more open-ended in the sense that the candidate has many individual
meetings with the faculty, all of whom have very different styles in
“interviewing” the candidate. They are highly unstructured and therefore we can
have very different impressions of the candidate (for good or ill). In my younger days, I used to
think that I could get a good feel about whether a candidate might do well long-term from
the in-person meetings, the research talk, and the one class that the candidate
teaches. I’m not so sure anymore.
We have had good success in hiring staff members who prep
our lab courses, partly because we have a skills test that involves what they
will be doing in their job. I think this strategy works well for a more
narrowly and clearly defined job description. On the other hand, our success in
hiring faculty who go on to receive tenure and be successful is a mixed bag. When
we hired faculty who were on the tenure track at other liberal arts colleges
AND had already shown success in both teaching and obtaining external grants,
they successfully earned tenure (and continue to do well). Perhaps that is not
surprising because they had already shown they can be successful in the
relevant environment. (Most of them had been on the tenure track for 3-5 years at a previous institution.) That is my one useful predictor with a limited data set.
When we hire fresh postdocs or those with experience at
different institutional types, some do great, but some do not. All had
potential and promise (or so we thought), but it’s not so easy to pick out
those who would go on to be successful, especially as the performance “bar”
continues to be raised. (SLACs are in a ratrace to increase their research
profile.) It seems easy in retrospect to point to the early warning signs and
struggles, and things that gave us pause when we interviewed the candidate. We
think we learn something from these “mistakes”, but how much we do learn is
debatable. I have a mental catalog of these, but I’m not sure how useful they
are overall. Each case seems unique and different from the others.
What I do know I’m going to do about all of this is learn a
bit more about structured interviewing and how to use it effectively.