First posted a couple of years ago, it's that time of year again!
The subject of spousal hires is always a contentious issue. There are those who rankle at the thought (unfounded assumption in many cases) that an individual might get a coveted tt position simply because their spouse was desirable for an advertised position. IME, the spouse is often as or more qualified for a faculty position, but the sheer ratio of available positions to qualified people out there has meant either that their spouse found a job first or that their spouse landed an offer in a more desirable location. There are, of course, a hundred permutations of how this can work, but my point is that I have rarely seen an instance where the "trailing spouse" is inept or lacks the experience to get hired, but is anyway*.
Like it or not, the nature and rarity of tt jobs means that spousal hires are going to be an issue and there are numerous blogosphere electrons dedicated to the discussion of whether spousal hires are "fair". I am less interested in that question** and more interested in whether, from a university standpoint, spousal hires can and should be used to increase faculty retention?
I think this is particularly plausible for mid-tier universities, and here's why. Given the choice between two offers, a single position at a top-tier university and a position for both spouses at a mid-tier university with some potential, I would guess that a decent number of couples would chose the latter. From the university's perspective, they're getting at least one and possibly two highly competitive faculty members who are going to increase the university research profile. After a while, this is going to pay dividends.
Let's face it, long distance relationships or long commutes for one or both partners sucks. You're never going to get the most out of a faculty member if their home life is being made more difficult because their spouse is either un- or under-employed, or works in a distant place. By refusing a spousal hire, a university is basically getting less than full effort from someone they just hired AND upping the potential of that person leaving for a better situation that includes their spouse. I am not advocating for departments having spousal hires foisted upon them for the sake of the university***, but if done correctly and as a concerted effort, it might be a very effective strategy.
*I'm sure some readers will weigh in with anecdotes refuting this.
** For the record, my opinion is that barring a beach of ethical practices, candidates don't get to decide what is "fair" in the hiring process.
*** The university would obviously have to be willing to commit resources to this strategy and the ever-present issue of "space" would not be an easy one to solve. But for the creative administration, perhaps this could work.