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FACULTY CAREER FLEXIBILITY
Getting Beyond a Poverty of Imagination
Kathleen ChristensenCareer Development and Leadership Retreat
Chicago Collaboration for Women in STEMFebruary 22, 2013
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Kathleen Christensen
Problem Not NewNumbers Are
“I have frequently been questioned, especially by women, of how I could reconcile family life with a scientific career. Well, it has not been easy.”
Marie Curie (1867-1934, twice-Nobel Prize winner, only Nobel Prize winner to be mother of Nobel Prize winner)
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Changing NumbersPh.D. Workforce – 1973-2005
1% 1%2% 2% 2%
2%3%
3% 3% 3%3% 3% 4% 4% 3% 3% 3% 4% 4% 4% 4% 4% 5% 5% 5% 6% 6% 6% 6% 7% 7% 7%
2% 3%3% 3% 4%
4%4%
3% 3% 4% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 4% 4% 4%4% 4% 4% 4% 5% 5% 5%
3%
7%
5%3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
19
73
19
75
19
77
19
79
19
81
19
83
19
85
19
87
19
89
19
91
19
93
19
95
19
97
19
99
20
01
20
03
20
05
Women, White/Other Women, Asian Women, URM Men, URM Men, Asian Men, White/Other
Source: NSF, Survey of Earned Doctorates, taken from Webcaspar. Source: UCOP, “Long Range Planning Presentation,” before the University of California Board of Regents, September 2002
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Elongating Career Timelines(Mean Time-to-Events):U.S. Science & Social Science PhDs Who Achieve Tenure, 1985-1999*
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22.6
22.4
22.2
22.3
22.4
22.4
22.5
9.3
8.7
8.8
8.5
8.3
8.3
7.7
7.6
1.8
1.7
1.6
1.6
1.6
1.5
1.6
1.6
5.1
5.2
5.3
5.2
5
5
4.8
4.5
20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
1999
1997
1995
1993
1991
1989
1987
1985
Ye
ar
of
Su
rve
y*
Mean Age
Age at BA/BS Time to PhD Time to Ten. Track Job Time to Tenure
*Mean age calculations based on PhD Recipients given up to 14 years from PhD receipt to achieve tenure, e.g. 1999 includes SDR respondents who received their PhD from 1985-1987.
Source: NSF, SDR Sciences, 1973-1999. Note: Use of NSF Data does not imply the endorsement of research methods or conclusions contained in this report.
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Premise, Challenge, Obstacle
Premise: Ph.D. workforce has changed /Structure of career paths has not
Challenge: Do we fit this new workforce to old structure or transition old structure to better adapt to new workforce?
Obstacle: Poverty of Imagination
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Leaks in the Academic Pipeline for Women*
* Results are based on Survival Analysis of the Survey of Doctorate Recipients (a national biennial longitudinal data set funded by the National Science Foundation and others, 1979 to 1995). Percentages take into account disciplinary, age, ethnicity, PhD calendar year, time-to-PhD degree, and National Research Council academic reputation rankings of PhD program effects. For each event (PhD to TT job procurement, or Associate to Full Professor), data is limited to a maximum of 16 years. The waterline is an artistic rendering of the statistical effects of family and gender. Note: The use of NSF data does not imply NSF endorsement of research methods or conclusions contained in this paper.
PhDReceipt
GraduateSchoolEntry
AssistantProfessor(Tenure Track)
AssociateProfessor(Tenured)
FullProfessor(Tenured)
Leak!! Leak!! Leak!! Leak!!
Womenwith Babies28% less likely than women without babies to enter a tenure-track position
Women, Married 21% less likely than single women to enter a tenure-track position
Women27% less likely than men to become an Associate Professor
Women20% less likely than men to become a Full Professor within a maximum of 16 years
Remaining Women PhDs
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Family Status of Tenured Faculty Sciences, Social Sciences, and Humanities in the U.S.*
Married without
Children15%
Single without Children
11%
Single with Children**
4%
Married with
Children**70%
*PhDs from 1978-1984 Who Are Tenured 12 Years out from PhD.**Had a child in the household at any point post PhD to 12 years out.
Source: Marc Goulden, UCB, Survey of Doctorate Recipients. Sciences, 1979-1999, Humanities, 1979-1995
Single with
Children**11%
Married without
Children19%
Single without
Children26%
Married with
Children**44%
MenWomen
N=10,652 N=32,234
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Family Status of Tenured Faculty in the Sciences*
*PhDs from 1978-1984 Who Are Tenured 12 Years out from PhD in STEM, Bio. Sciences & Health Sc.**Had a child in the household at any point post PhD to 12 years out.
Source: Marc Goulden, UCB, Survey of Doctorate Recipients. Sciences, 1979-1999,
Married without Children
14%Single without
Children9%
Single with
Children**4%
Married with
Children**73%
Single with
Children**11%
Married without
Children15%
Single without Children
24%
Married with
Children**50%
MenWomen
N=4,157 N=19,767
Kathleen Christensen
Having Fewer Children Than They Wanted: UC Faculty, Ages 40-60
40%
24%
32%
64%
34%
20%
8%
13%
42%
22%
0% 10% 20% 30% 40% 50% 60% 70% 80%
All
3+
2
1
0
Num
ber o
f Chi
ldre
n
Percent who indicated "Yes, I had fewer children than I wanted."
Women Men
Men=424
Women=205
Men=239
Women=153
Men=514
Women=224
Men=236
Women=50
Men=1,413
Women=632
Source: Mason, Mary Ann, Angelica Stacy, and Marc Goulden. 2003. “The UC Faculty Work and Family Survey.” http://ucfamilyedge.berkeley.edu
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Fast Track Professionals* with Babies**
*Working 1 or more weekly hours.**Children, Ages 0 or 1 in Household.
Source: Census 2000, Pums 5% sample; Mason, Mary Ann, Angelica Stacy, and Marc Goulden 2003. “The UC Faculty Work and Family Survey.” http://ucfamilyedge.berkeley.edu
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Mean Weekly Hours Worked by Science and Social Science Tenure-Track Faculty* in the U.S. - 1999
30
35
40
45
50
55
60
30+ 32+ 34+ 36+ 38+ 40+ 42+ 44+ 46+ 48+ 50+ 52+ 54+ 56+ 58+ 60+ 62+ 64+ 66+ 68+ 70+
Age at Survey
Mea
n W
eekl
y H
ou
rs
*Pre- and Post-Tenure
Source: SDR Sciences, 1999
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Everybody is Very Busy (UC Faculty, ages 30-50)
51.2 55.6 59.8 59.1
14.6 11.910.6 10.6
35.520.3 8.1 8.6
0
10
20
30
40
50
60
70
80
90
100
110
Women withChildren
Men with Children Women withoutChildren
Men withoutChildren
To
tal H
ou
rs p
er
We
ek
Professional Housework Caregiving
Source: Mason, Mary Ann, Angelica Stacy, and Marc Goulden. 2003. “The UC Faculty Work and Family Survey.” http://ucfamilyedge.berkeley.edu
18%
33%
19%
19%
37%
14%
19%
32%
33%
34%
46%
51%
Women
Men
Source: Drago, R., Colbeck, C. (2004). “Family-Work Policies & Practices: Results from the Mapping Project”.
Fear of Bias Prevents Use of Policies and Impacts Families
“Missed children’s important events when they were young to appear committed to my job.”
“Did not ask for parental leave even though it would have helped me to take it.” [parents]
“Did not ask to stop the tenure clock for a new child even though it would have helped me to take it.” [parents]
“Did not bring children to the office during their school breaks because I worried that other faculty would be bothered.” [parents]
“Came back to work sooner than I would have liked after
new child to be taken seriously as an academic.”
“Did not ask for reduced teaching load when needed for family reasons, because of adverse career repercussions.”
Kathleen Christensen
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Changing Career Goals - UC PhD Students
Bus., Gov., Other32%
Other Academic
2%
Prof. (teach)
20%
Prof. (rsrch)*
45%
N=3710
N=3994 N=3936
N=3672
Prof. (rsrch)*
36%
Prof. (teach)
19%Other Acad.
3%
Bus., Gov., Other42%
Prof. (rsrch)*
39%
Prof. (teach)
28%
Other Acad.
4%
Bus., Gov., Other29%
Prof. (rsrch)*
27%
Prof. (teach)
27%Other Acad.
5%
Bus., Gov., Other41%
Current Goal
Men
Women
Career Goal at Start of PhD
Source: Mason, Mary Ann and Marc Goulden. 2006. “UC Doctoral Student Career Life Survey.” http://ucfamilyedge.berkeley.edu/grad%20life%20survey.html
*Professor w. Research Emphasis
Kathleen Christensen 15
PhD Students Shifting Career Goal away from Professor with Research Emphasis
Source: Mason, Mary Ann and Marc Goulden. 2006. “UC Doctoral Student Career Life Survey.” http://ucfamilyedge.berkeley.edu/grad%20life%20survey.html
% Citing Factor As “Very Important*” in Career Goal Shift Total Men Women
1 Negative experience as PhD student 45% 44% 46%
2 Other life interests 42% 35% 48%
3 Professional activities too time consuming 41% 35% 45%
4 Issues related to children 36% 21% 46%
5 Geographic location Issues 35% 28% 40%
6 Feelings of isolation/alienation as PhD student 33% 31% 35%
7 Bad job market 30% 29% 30%
8 Career advancement issues 30% 34% 27%
9 Job security 29% 29% 29%
10 Spouse/partner issues or desire to marry 27% 22% 32%
11 Monetary compensation (e.g. salary, ben.) 27% 31% 23%
12 Other career interests 25% 23% 27%
Yellow shading indicates the group’s response is significantly higher than the other group’s response (P<.01).
N=956 to 1201 402 to 529 550 to 666*Not applicable is excluded from analysis.
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Challenge: Rethinking Career Paths
Faculty Career Flexibility: Structurally Realign the Academic
Career Path to Fit Work-Family Needs of
Increasingly Diverse Workforce While Meeting Needs of the
Institution
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Mechanics of Faculty Career Flexibility: Policies
1. Tenure Clock Extension2. Active Service Modified Duties3. Unpaid leave beyond 12 weeks of FMLA4. Reduced Appointment – Extraordinary circumstances5. Reduced Appointment – Ordinary circumstances6. Spouse/Partner Employment Assistance
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Frequency of Flexibility Policies:Doctoral –Extensive & Intensive Schools
79%
52%
28% 27% 25%20%
11% 12%15%
37% 38%
73%
63%
80%
0%0%5%6%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Tenure Clock Stop Unpaid Leave Modified Duties Reduced Appt-Extraordinary
Reduced Appt-Ordinary
Part-Time/JobShare
Formal Informal No Policy
Source: University of Michigan, Center for the Education of Women
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Principles of Career Flexibility
Arc of Career – Less rigid Less one-size-fits all More responsive to
acceleration/plateauing/deceleration Customized workload - systematically Support to stay on track
Normalized throughout academia: across ages; across genders; from top to bottom. Only way to avoid bias.
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Rigid vs Flexible Career Paths
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Lessons Learned from Sloan’s History on W-F in the Academy
1997 – Present: Research on career and family
formation for faculty members 2003 – Present
National conversation About issues/Facts
2005 – Present Sloan Faculty Career Flexibility
Awards Winners
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Alfred P. Sloan Awards for Faculty Career Flexibility
Recognize leadership and accelerate progress in career flexibility through multi-stage application process: Institutional Survey - benchmarking Faculty Survey - benchmarking Accelerator Grant applications
5 Rounds administered by the American Council on Education (ACE): Round 1 – Research Universities (n=8) Round 2 – Large Master’s Universities (n=8) Round 3 - Liberal Arts Colleges (n=8) Round 4 – Medical Schools (with AAMC) (n=7) Round 5 - Retirement Transitions - across all categories
(n=15)
Benchmark all applicants - Disseminate best practices
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Lessons Learned About Faculty Career Flexibility
Institutional Change
Media/Conference
s
Funders
YouDepartment
s
University Leadershi
p
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University Leadership
Institutional Change
University Leadershi
p
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University Leadership: Tone
Leadership from the top
Sets the tone and creates a sense of priority
U C Berkeley’s Bob Birgeneau commitment internally and externally
Encourages faculty and staff to take initiatives seriously U Washington conducted internal survey of career outcomes
for faculty, hired between 1995 and 2001, who requested tenure clock extensions
Ties initiatives to strategic plan and central mission
Santa Clara ties flexibility to Jesuit tradition of educating “the whole person;”
University of Baltimore president views flexibility as integral to recruitment of excellent faculty
Increases likelihood that culture is transformed and projects are sustained
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University Leadership: Central Funding and Benchmarking
Central funding for policies
Removes departmental burden when faculty use policies,
UC Davis expanded to all 10 UC campuses its model of central funding of leaves or ASMD.
central funding model for ASMD and Leaves extended to UC System
Increases incentives for faculty to use policies
Lehigh $6000 Sloan Research Grants
Benchmarking to Peer Institutions
Creates transparency of where institution ranks:
• University of Baltimore - benchmarked itself against 12 other universities re tenure clock extension
• Chronicle of Higher Educ.- Great Place to Work (Canisius College & Duke University among winners)
• Higher Education Research Institute (HERI)
• Collaborative on Academic Careers in Higher Education (COACHE)
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Business Case
Formal cost-benefit analyses Iowa State University – CBA = $304,000
Cost of retention (79k – salary, flexible career administration) versus cost of replacement ($383k – advertising, search committee, interviews, lab start ups (STEM)
UC Berkeley and Davis –Tracking costs to university of replacement instruction for faculty on child bearing leaves or ASMD
Systematic assessment of policy use on career outcomes University of Washington assessed career outcomes for
faculty, hired between 1995 and 2001, who requested tenure clock extensions
Kathleen Christensen
Prepare for the Unexpected
Budget cuts, turnover in leadership tests business continuity on all counts, including flexiblity policies & programs Several Sloan winners had significant leadership changes
and continued to meet goals set in accelerator plans Lehigh University, Simmons College and University of
Baltimore had new presidents or provosts University of Baltimore president met with all new hires
and recommitted to flexibility as integral to recruitment and institutional reputation.
Lehigh University new president recommitted to initiative – Sloan grants
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Departmental Training
Institutional Change
Departments
Kathleen Christensen
Training: Chairs, Promotion & Tenure Review Committees
Targeting new department chairs
San Jose State – Office of Faculty Affairs’ training
UC Davis – mandatory 2 day training session and family-friendly advisor/mentor program
UC Berkeley – comprehensive online training
Targeting promotion and tenure review committees
U Florida - Mandatory online certification on how to assess gaps in candidate’s resume
UC Davis – Shares, across 10 UC campuses, prototypical internal & external review letters, ensuring reviewers “evaluate without prejudice”
Direct Reviewers to scholarship record in time since hire, minus extensions
Provide example letters
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Efforts Pay Off: UC Berkeley
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You
Institutional Change
You
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Seemingly Intractable Problems Trinity of Responsibilities: Teaching, Research and Service
Labs run 24/7
Micro Inequities: “subtle ways in which individuals are "singled out, or overlooked, ignored, or otherwise discounted" based on an unchangeable characteristic such as race or gender. A microinequity generally takes the form of a gesture, different kind of language, treatment, or even tone of voice. The cumulative effect of microinequities can impair a person's performance in the workplace.”
Solutions?? We need to talk
Virtual work: lab notes, department meetings, tenure and promotion meetings? What can be done away from the lab? Won’t solve child care, will reclaim some time.
Limiting university service at transition times
Setting up a departmental lab tech temp service so costs distributed
Making micro inequities anonymously public and instituting mandatory training at school or department level
Making systemic micro affirmations privately and in public
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Media/Conferences = Ambient Environment
Institutional Change
Media/Conference
s
Kathleen Christensen
Internal Media and Communications:To ensure acceptance and transparency
UC Berkeley online newsletter UC Families, part of the Berkeley Parents
Network, with interactive blog and links to policies and program
Family Friendly Edge – online & most comprehensive in nation re flexibility
UC Davis – daylong workshops and brown bags for new faculty
Duke University – award-winning Duke Advantage
Lehigh University – Balancing Work & Life, online and hard copies, mailed to all faculty
U Washington’s Balance @UW postcard outlining “8 by ‘08” and mailed to all faculty
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External Communications
Legitimizes to broader environment Special issues Books Conferences in higher education
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Funders: Private Philanthropy & Federal Agencies
Institutional Change
Funders
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Funders: Purpose and Function
Not just funding
Can raise awareness, can support research to identify and legitimize problems
Can convene key players
Can set tone, establish a standard for practices, and provide resources for solutions
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Best Practices To Date Leadership from the top Central funding for policies Policy training for deans, department chairs, search
committees, P&T committees Aspects of work-life culture are in performance
reviews of chairs, deans, etc. Brochures/web pages communicate throughout the
university Flexibility practices span age, gender, and stage in
career Policy use is monitored internally and externally Institutional practices track federal agency practices
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Next Steps
Look to private sector for ideas
Normalize flexibilityThink out of the box
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Mass Career Customization - Deloitte
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MCC Over Time
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Normalize
Create culture of inclusiveness so that flexibility is normal, not deviant
Automatic extension of tenure clock
University of Chicago, Duke, Princeton
Extend availability of leave policies to men and upon adoption
U Washington’s pilot program for this population
Extend availability of part-time to retiring faculty
U Baltimore in its Balance that Works@UB
Extend availability of transitional part-time to faculty with family responsibilities
UC Berkeley
Ensure no abuse of leave policies involving their use for research purposes
UC Berkeley’s MOU
Rethink promotion packaging (Letters, bundling of candidates)
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Kathleen Christensen
Think Outside the Box – All of Us Career Paths
Ten year research contracts convertible to tenure line/tenure
Hiring older Ph.D.s onto tenure lines Creating effective re-entry paths, e.g.
McKinsey Lab Practices
Rotating responsibilities Virtual
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Kathleen Christensen
In Closing
The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable (WO)man."
George Bernard Shaw
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Award Winning Institutions
Doctoral/Research Universities
Master’s Institutions
Baccalaureate A&S
$250,000 Duke University
Lehigh UniversityUC Berkeley & Davis
University of FLUniversity of WA
$25,000Univ of WI-Madison
Iowa State University
$200,000Boise State UnivCanisius CollegeSanta Clara Univ
San José State UnivSimmons CollegeUniv of Baltimore
$25,000Benedictine Univ
Plymouth State Univ
$200,000Albright CollegeBowdoin College
Middlebury CollegeMount Holyoke College
Oberlin CollegeWashington & Lee Univ
$25,000 Dickinson College
Smith College
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Award Winning Institutions
Medical Schools$250,000
Boston University School of Medicine
Indiana University School of Medicine
Stanford University School of Medicine
University of Massachusetts Medical School
Washington University School of Medicine in St. Louis
$25,000
University of California, Davis School of Medicine
State University of New York Upstate Medical University
Retirement Transitions Award Winners
Baccalaureate A&S
Master’s Institutions
Doctoral/ResearchUniversities
$100,000Albright College
Carleton College Mount Holyoke College
Skidmore CollegeWellesley College
$100,000Bentley University
San Jose State University
University of BaltimoreXavier University
$100,000George Mason University
Georgia Institute of Technology
Princeton University University of California,
DavisUniversity of Southern
CaliforniaUniversity of Washington
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