Transcript Slide 1

FACULTY EXCELLENCE
ADVOCATE (FEA)
ACADEMIC HUMAN
RESOURCE CONSORTIUM
September 30, 2010
ADAPP‐ADVANCE
Room 443 Administration Building
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.
Agenda
I.
II.
III.
IV.
V.
VI.
Introduction
Reappointment, Promotion and
Tenure
College Alignment Framework
Fostering Alignment & Structure
in the Colleges (examples)
Next Steps
Evaluation
Introduction & Review
About ADAPP-ADVANCE

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.
Quality
Inclusiveness
Alignment
Consistency
Objectivity
Transparency
Five Target
Areas
Faculty
Recruiting &
Selection
Faculty Annual
Performance
Review
Faculty
Mentoring
Promotion,
Reappointment,
and Tenure
Women’s
Leadership
Development
THE ADAPP APPROACH

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).
Introduction & Review
Goals of ADAPP-ADVANCE

Project 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 & Review
Role 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 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
on “Appointment,
Reappointment,
Promotion 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”
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 Issues
The norm – 4 year and 3 year
probationary appointment
2. Associate Professors 2-4 year
probationary appointment
3. Early tenure
4. Delays versus extensions of the tenure
clock
1.
5.
Extending the probationary
appointment:
 Automatic if:
o
o
Leave of absense of semester or more
Parental leave
 UCFT approval required in other cases, e.g.
o
o
o
o
Illness
Child birth/adoption
Limited access to research materials/lack of
equipment
Poor implementation of department procedures
6.
Additional issues to consider
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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 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.
College Alignment Worksheet
Needs Assessment
Goals
UniversityCollected
Data
CollegeCollected
Data
Gaps
Analysis
Enhance and
increase the quality
and diversity of
faculty recruited and
appointed into the
college
AHR data; I3
workforce
availability;
retention data;
“toolkits”
Increase the
retention of all
faculty, including
women and faculty
of color within the
college
University
mentoring policy
& expectation
RPT inventory and
W/E data; Review
college/dept
retention data for
women & min.
Uneven
mentoring
efforts by depts
Increase
advancement of
women/diverse
faculty within the
college
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Improve the work
environment
(climate) for all
faculty, including
women and faculty
of color within the
college
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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.
Action Steps (GoalSetting and
Implementation)
Consult w/chairs on programmatic
priorities where hiring projected; consult
w/AHR/I3 on hiring strategies, resources;
Review W/E results to assess
if dept. climate/culture concerns
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 needs
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What the ADAPP Colleges are doing to
foster alignment and structure…
College of Social Science
 College of Natural Science
 College of Engineering
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Next Steps
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Accountability
Goals for December 2010 meeting
Other Upcoming Events
Please complete meeting
evaluation