FACULTY EXCELLENCE FACULTY EXCELLENCE ADVOCATE (FEA) ACADEMIC ADVOCATE (FEA) ACADEMIC HUMAN RESOURCE HUMAN RESOURCE CONSORTIUM CONSORTIUM September 30, 2010 Room 443 Administration Building ADAPP‐ADVANCE Office of the Provost Michigan State University 524 South Kedzie Hall East Lansing, MI 48824‐1032 Phone: 517‐353‐8818 (Administrative Office) Website: www.adapp‐advance.msu.edu This work is supported by Grant Number 0811205 from the National Science Foundation. Support for this work is gratefully acknowledged. Any opinions, findings, and conclusions or recommendations expressed are those of the author(s) and do not necessarily the views of the National Science Foundation.
ACADEMIC HUMAN ACADEMIC HUMAN RESOURCE CONSORTIUMRESOURCE CONSORTIUM
September 30, 2010
Room 443 Administration BuildingADAPP‐ADVANCEOffice of the ProvostMichigan State University524 South Kedzie HallEast Lansing, MI 48824‐1032Phone: 517‐353‐8818 (Administrative Office)
Website: www.adapp‐advance.msu.edu
This work is supported by Grant Number 0811205 from the National Science Foundation. Support for this work is gratefully acknowledged. Any opinions, findings, and conclusions or recommendations expressed are those of the author(s) and do not necessarily the views of the National Science Foundation.
AgendaAgenda
I. IntroductionII. Reappointment, Promotion and
TenureIII. College Alignment FrameworkIV. Fostering Alignment & Structure
in the Colleges (examples)V. Next StepsVI. Evaluation
Advancing Diversity through the Alignment of Policies and Practices (ADAPP) is an Institutional Transformation Initiative funded by the National Science Foundation (NSF) ADVANCE Program
Specific Objectives:◦ Increase the number of women faculty and faculty of color recruited,
retained, and promoted: Grant Objective: Within the Colleges of Eng, NatSci, and SocSci University/Institutionalization Objective: Throughout the University,
especially in places in which they are underutilized.◦ Improve the work environment (climate)
Grant Objective: Within these Colleges University/Institutionalization Objective: For all MSU faculty, especially
women and faculty of color.
Approach supported by theory and a large body of research demonstrating that increasing the structure and alignment of policies and practices will promote a high quality and inclusive workforce (Arthur and Doverspike, 2005; Ericksen & Dyer, 2005; Evans, Puckik, & Barsoux, 2002; Gratton & Truss, 2003).
THE ADAPP APPROACHTHE ADAPP APPROACH
Introduction & ReviewIntroduction & ReviewGoals ofGoals of ADAPP-ADVANCEADAPP-ADVANCEProject Methods
◦ Implement strategies that align college goals for quality and diversity with evaluation criteria and faculty recruitment and advancement practices
◦ Establish an electronic human resource information system for faculty employment portfolios
◦ Faculty Excellence Advocates to work in colleges and with AHR and ADAPP team to implement project goals.
◦ Support development of mentoring programs◦ Provide workshops that advance project objectives.◦ Maintain a strong evaluation component to measure
project impact on practices and climate.
Introduction & ReviewIntroduction & ReviewRole of FEA-AHR ConsortiumRole of FEA-AHR Consortium
A forum for FEA’s, project team members, and Academic Human Resources to ◦Share best practices◦Learn about AHR policies, practices, and resources◦Leverage project resources to support college
initiatives◦Leverage the full array of MSU resources to
support college initiatives
Attainment of Tenure at MSUAttainment of Tenure at MSU
MSU hires outstanding people and has strong expectations
MSU provides significant support because we want you to succeed
Our track record over the last 20 years:• 70% of cohort attained tenure• At final review stage, 90% receive tenure
The Annual Memorandum The Annual Memorandum on “Appointment, on “Appointment,
Reappointment, Reappointment, Promotion and TenurePromotion and Tenure””
Some selected quotes
At MSU, faculty are expected to be both active scholars and student-focused, demonstrating substantial scholarship and ability to promote learning through our on-campus and off-campus education and research programs.
MSU must improve continuously. To do so requires that academic personnel decisions must result in a progressively stronger faculty – a faculty who meets continuously higher standards that assures enhanced quality within a national and international context … Individual personnel actions recommending tenure should result in the improvement of academic unit quality.
Assessment of faculty performance should recognize the importance of both teaching and research and their extension beyond the borders of the campus as part of the outreach dimension.
The achievement and performance level required must be competitive with faculties of leading research-intensive, land-grant universities of international scope. (comparison is important)
““Early Tenure”Early Tenure”
1.Do we consider previous university work in the tenure review process? Yes, although normally 2-3 years of work at MSU is required before a tenure review.
2.Yes, early tenure review is possible if requested.
3.An exceptional record of performance at MSU is normally expected.
Key Policy IssuesKey Policy Issues1. The norm – 4 year and 3 year
probationary appointment2. Associate Professors 2-4 year
probationary appointment3. Early tenure4. Delays versus extensions of the tenure
clock
5. Extending the probationary appointment:
Automatic if:o Leave of absense of semester or moreo Parental leave
UCFT approval required in other cases, e.g.o Illnesso Child birth/adoptiono Limited access to research materials/lack of
equipmento Poor implementation of department procedures
6. Additional issues to consider Get copies of standards, procedures, etc. Joint appointments Share examples of successful portfolios Conferring with peer advisory committee
before a recommendation is forwarded Evidence is the key Evidence of individual accomplishments
Increasing Structure and AlignmentIncreasing Structure and Alignment
When conducting scholarly research most faculty fully appreciate the importance of adopting a systematic, scientific approach to ensure that their results, and the conclusions they draw based on them, are not influenced by random factors or systematic biases.
However, it is not uncommon for faculty to fail to recognize the importance of following such an approach when implementing administrative activities (e.g. search and hiring), and as a result, the process is done in a “loose” or unscientific way.
Increasing the structure of academic human resources processes focuses decision makers on relevant information and helps control biases and other influence that may affect the validity of assessments, whether in hiring, promotion recommendations or other areas; aligning AHR process with MSU’s values increases the likelihood of building and retaining a high quality and diverse faculty.
Goals
Needs AssessmentGaps
Analysis
Action Steps (Goal-Setting and
Implementation)University-Collected
Data
College-Collected
Data
Enhance and increase the quality and diversity of faculty recruited and appointed into the college
Increase the retention of all faculty, including women and faculty of color within the college
Increase advancement of women/diverse faculty within the college
Improve the work environment (climate) for all faculty, including women and faculty of color within the college
Projected hiring in given year; budget; start-up packages; offer letters
Decline in rep. of women/minority TS fac over 5 yrs in dept. & college where hiring.
Consult w/chairs on programmatic priorities where hiring projected; consult w/AHR/I3 on hiring strategies, resources; Review W/E results to assessif dept. climate/culture concerns
University mentoring policy & expectation
RPT inventory and W/E data; Review college/dept retention data for women & min.
Uneven mentoring efforts by depts
Data for depts with structured mentoring programs reflects a higher level of faculty satisfaction and tenure/promotion for fac overall –work with dept to implement mentoring programs tailored to needsClick to Edit Click to Edit Click to Edit Click to Edit
Click to Edit Click to Edit Click to Edit Click to Edit
College Alignment Worksheet
What the ADAPP Colleges are doing What the ADAPP Colleges are doing to foster alignment and structure…to foster alignment and structure…
College of Social ScienceCollege of Natural ScienceCollege of Engineering
Next StepsNext Steps
AccountabilityGoals for December 2010 meetingOther Upcoming Events
