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The American Library Association has worked for decades to increase its diversity of individuals from underrepresented groups; however, existing diversity programs in the United States yield just enough new library and information science professionals to replace those retiring or leaving the profession prematurely.

This paper involved performing a review of the literature to assess recruitment and retention strategies of individuals from underrepresented groups within the LIS profession.

This article examines the problems with existing diversity initiatives within the profession and suggests how the field can recruit both students and employees from underrepresented groups. This article offers new ways to recruit students and employees (e.g. how to create job postings and interview questions) and speaks about strategies for retaining LIS students and employees from underrepresented groups (e.g. formal and informal mentoring networks). Finally, this article offers some suggestions to create a more inclusive environment for LIS students and professionals alike.

This paper offers practical suggestions to increase representation of individuals from underrepresented groups that LIS programs and libraries alike can implement. Suggestions for how to create an inclusive work environment are also presented.

In this study, students’ perceptions of the effective practices of their research mentors were examined. The research mentors implemented the practices informed by the Center for the Improvement of Mentored Experiences in Research (CIMER) mentorship competencies to mentor underrepresented students in engineering education research in a virtual environment.

This research experience for undergraduates (REU) program, situated in the United States of America, consisted of undergraduate students (i.e. mentees), graduate students and faculty mentors who all had at least one underrepresented identity in engineering (i.e. Black, Latiné/x, and/or women). Using qualitative methods, we used data from reflection surveys and follow-up interviews with REU mentees to understand the outcomes of the mentorship strategies employed by the mentors in the program. The data were analyzed thematically using CIMER model constructs and social capital theory as guiding frameworks.

The results indicated the identified strategies students perceived as the most impactful for mentorship throughout the program. Students in the REU gained knowledge on how to activate social capital in mentorship relationships and how to better mentor others.

The findings provide insight on how to operationalize the CIMER mentorship competencies to skillfully mentor underrepresented students in engineering. Given the size of the REU and the nature of qualitative research, the sample size was limited.

The results help inform mentorship practices for underrepresented individuals in engineering education and the workforce. Further, they add to the practical knowledge of implementing CIMER best practices virtually, at a time when the world has transitioned to more hybrid and virtual working and learning environments.

This study identifies impactful strategies for operationalizing mentorship strategies informed by theory- and evidence-based CIMER mentorship competencies. In addition, this study extends knowledge about how to implement mentoring best practices and engage mentorship in a virtual environment.

The purpose of this study is to address a practical question and problem: what can explain the small number of underrepresented racial and ethnic practitioners in the public relations industry? By placing race at the center of this study via critical race theory, the authors sought to answer the previously mentioned practical question. The authors focused on the undergraduate environment as a pipeline to the profession. The goal was to determine whether issues of race in the undergraduate public relations environment played a role in students’ ability to succeed in their public relations coursework and in their ability to secure internships, network with professionals, etc.

The authors interviewed 22 practitioners with five or fewer years of industry experience. The authors used email interviews to gather data from young professionals. Although email interviews are impersonal in nature, because of a lack of the use of social cues and non-verbal communication (Hunt & McHale, 2007), email interviews are more cost-effective, expand the range of participants that one could interview, and this method allows participants to reflect longer on their answers, which could result in more detail – whereby participants might share information they would not normally share face-to-face.

The findings reveal that half of the Latina, African American and Asian American participants noted that being underrepresented was not necessarily a hindrance to their academic success; rather, being underrepresented was uncomfortable for them at times, as they believed they had to prove themselves more than whites. Additional findings reveal that in terms of developing social skills for the profession, participants did not experience negative or positive effects of race. Findings are used to gain insight into how to increase diversity in the profession and to gauge the extent to which racial identity plays a role in public relations students’ collegiate development.

This study asks racially and ethnically underrepresented applied communication students to reflect on their experiences as undergraduates as a means of refining the undergraduate educational experience to make that experience more attractive for and conducive to academic success for current and future underrepresented applied communication undergraduate students. It's a first of its kind in that regard.

The purpose of this study is to explore the developmental networks of graduate students of color participating in PROMISE, Maryland’s Alliance for Graduate Education and the Professoriate program, a National Science Foundation (NSF)-funded graduate retention and support program. The authors specifically examine how underrepresented minority students gain access to needed supports through building individual mentoring relationships and broader networks of support.

The authors rely on a case study approach to explore developmental networks and support accessed by students participating in the PROMISE program. A total of 16 students of color in STEM fields from three institutions in the University of Maryland System have participated.

Study findings reveal that scientists from underrepresented backgrounds construct and draw from diverse developmental networks that include individuals from within and outside of the academic community. Key relationships include advisors; faculty with whom they share identities, peers in and outside of their programs; and administrators. Developers play distinct roles within the networks including shaping students’ emerging professional identities as scientists and providing psychosocial support. Student agency and initiative as well as faculty engagement and programs like PROMISE further enhanced student access to mentorship.

This study offers unique insights into the nature, cultivation and resources gained from the relationships that make up the developmental networks of science graduate students from underrepresented backgrounds.

Traditional notions of mentoring and support, particularly in graduate education, highlight the role and importance of the student’s advisor in their growth and development. This study is unique in its focus on the multiple relationships students of color in science form. This study offers specific insight into the nature, construction and resources gained from developmental networks formed by a group of underrepresented minority students in STEM graduate education.

This chapter explores the parallels between the recruitment and retention of students from marginalized backgrounds, and efforts with similarly identifying faculty and student affairs administrators. Higher education institutions target specific student populations to increase access, thus leading to an increase of students of color, low-income students, and first-generation students on college campuses (Chen & Nunnery, 2019). This welcome development proves inadequate on its own, as the critical support structures necessary for student success are not in place. Students' lived experiences are not attended to in a manner that fosters thriving (Jack, 2019; Nunn, 2021).

Research underscores the significant positive impact on marginalized students of having faculty and student-facing administrators from similar backgrounds on their campus (Braxton et al., 2014; Kuh, Kinzie, Buckley, Bridges, & Hayek, 2007). The intentional recruiting of these college personnel provides a vital means of attending to the needs of underrepresented students. Yet, the student experience is not instructive for the work with underrepresented college employees. The lived experiences of the faculty and administrators from marginalized identities are not being addressed either, similar to that of underrepresented students (Orelus, 2020). When these college personnel leave institutions unexpectedly or stay but are not thriving, this impacts students, colleagues and the college as a whole. In many respects, institutions are replicating inequities they commit to substantively dismantle, limiting the racial justice work they promised, and effectively thwarting their own Diversity, Equity, and Inclusion (DEI) efforts.

Using an autoethnographic approach, this chapter will explore these parallel issues, and propose recommendations for future research and institutional policy and practice for retention of underrepresented faculty and student-facing administrators.

Louisiana State University (LSU)’s Office of Strategic Initiatives (OSI) is an award-winning office devoted to developing effective, educational approaches that incorporate guidance and exploration, increase students’ academic standing, and support measures to improve the institution’s diversity, predominantly in science, technology, engineering, and mathematics (STEM) departments. Through the incorporation of three main factors, Mentoring, Education, and Research, OSI has developed a holistic development model that offers students strategies to overcome those factors that affect their persistence in STEM. OSI houses several programs with a diverse population of students ranging from the high school to doctoral levels. Although varied in student population, these programs unite under the holistic development model to provide support and opportunities to students at each critical educational juncture. OSI’s holistic approach has successfully supported over 135 high school, 560 undergraduate, and 100 graduate students. Of the 560 undergraduate students served, 51% were underrepresented minorities and 55% were women. The undergraduate initiatives have garnered 445 bachelor’s degrees, with 395 degrees from STEM disciplines, and an impressive overall graduation rate ranging from 64% to 84%. Through all of the remarkable work performed in OSI, the greatest accomplishment has been the capacity to offer students from mixed backgrounds tools and strategies to thrive at any point in their academic career.

Amidst continued calls for the democratization of access to higher education for historically underrepresented populations alongside the first global health crisis in a century lies the opportunity to address persistent societal needs: increasing access for underrepresented minority students to educational pathways that lead to careers in lucrative fields of science, technology, engineering and math (STEM).

Student participants enrolled in the biotechnology pathway Associates, Bachelors and Masters programs share programmatic experience in an accelerated biotechnology program through a bi-annual survey grounded in the central tenets of social-cognitive career theory aimed at understanding requisite academic, social and financial support for student success.

The pathway program described in this paper emerged to address the need to support underrepresented students in degree attainment and taking on roles in the growing field of biotechnology through a novel, multi-degree, multi-institutional pathway to STEM degree attainment and career success.

This work has advanced understanding about how to effectively align higher education institutions with each other and with evolving STEM labor market demands while documenting the impact of essential academic, career and social supports recognized in the literature as high impact practices in broadening participation and increasing retention of underrepresented minority students in lucrative STEM careers.

Pathway programs which best support student success include robust mentoring, experiential learning and robust student scholarship support, part of the design of this unique pathway program. The authors share how this program utilizes high impact practices to provide low-income, underrepresented minority students with supportive, accelerated biotechnology degrees in preparation for success in the job market. What's more, of all our BS-level graduates thus far, 100% are employed and 93% within the biotechnology field. For many, the opportunity to raise their family out of poverty via a stable, high paying job is directly tied to their successes within this program.

Diversity is a somewhat amorphous concept; however, it is crucial to our growth as a nation, especially the growth and personal development of college and university students. Most college and university campuses are diverse societies, composed of individuals of many ethnicities, religions, ages, sexual identities, and physical abilities. It is not hard to see the diversity on a campus; people of different backgrounds and cultures comprise the vast majority of the campus population. The University Diversity and Inclusion Office commonly has a vice president, an associate provost, or chief diversity officer for diversity who serves as the senior administrative head. This leader has the responsibility to provide educational activities and programs systematically.

This chapter discusses the role that the University Diversity and Inclusion Office plays in educating the campus about global diversity awareness and inclusivity excellence. The chapter outlines a systematic and flexible approach to addressing the demographic shift that is occurring on college and university campuses and how best to deal with campus bias incidents. The components of the University Diversity and Inclusion Office strategic direction are examined with particular attention focused on the role of the office, its leadership, and the mission of the institution. A section on proposed successful campus-wide diversity initiatives is included as examples of an essential endeavor that enhances campus diversity. This organizational structure has won a national (HEED) Higher Education Excellent in Diversity Award.

While academia continuously probes and advocates for a definition of a comprehensive, inclusive ideal, diversity, multiculturalism, and equity are bridging ties elements that must be considered. Currently, liberal arts colleges have the unique opportunity to shape equitable environments for all their members and become role models for other higher educational institutions. If there is an institutional commitment, and people are willing to work for a common goal, small colleges can undoubtedly offer the appropriate academic conditions where all faculty, staff, and students can achieve their highest personal and professional potentials.

This chapter discusses the role of chief diversity officer (CDO) on liberal arts campuses and how the CDO should take the lead as equity advocator and conveyor and help set the desired dialogue conditions. Among the topics examined is the institutional inclusion process which includes innovative and supportive new ideas and programs for equity among all members of the academic community. Also the hiring of underrepresented faculty members is crucial and can support the growth of enrollment and retention of diverse groups of students. Diversity and inclusion create common goals, and liberal arts colleges should rapidly move to allow the best hiring practices during the recruitment of new faculty members. Equitable learning conditions for all are as crucial as the creation of faculty evaluation systems that promote equitable opportunities. Liberal arts colleges have a historic opportunity to lead the way and become exemplary role models in practicing diversity and inclusion on campus.

This chapter describes the Initiative for Maximizing Student Diversity (IMSD), a National Institutes of Health-funded research training program at North Carolina State University (NCSU). IMSD is designed to increase the number and success of student Scholars from groups underrepresented in the biomedical and behavioral sciences. The NCSU-IMSD program provides financial support for both undergraduate and graduate students and utilizes a holistic approach that engages students in both academic and nonacademic professional development activities. Undergraduate IMSD Scholars are placed in research labs with faculty and graduate mentors during the entire academic year as well as the summer, and seeks to create a sense of community across cohorts. Unlike similar programs at other research-extensive universities, NCSU-IMSD is housed in the graduate school and serves students across multiple departments and colleges. This location provides greater opportunities for interdisciplinary interaction between student Scholars and is a model that enhances institutional commitments to diversity in the research sciences. This chapter describes these key program dimensions and provides guidelines for doctoral institutions seeking to enhance the experiences of underrepresented undergraduate and graduate students in the biomedical and behavioral sciences.