FACULTY EXCELLENCE ADVOCATE (FEA) ACADEMIC HUMAN RESOURCE CONSORTIUM September 30, 2010 Room 443 Administration Building ADAPP ‐ ADVANCE Office of the Provost Michigan State University 524 South Kedzie Hall East Lansing, MI ‐ 1032 Phone: 517 ‐ 353 ‐ 8818 (Administrative Office) Website: ‐ advance.msu.eduwww.adapp ‐ advance.msu.edu This work is supported by Grant Number 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. Introduction II. Reappointment, Promotion and Tenure III. College Alignment Framework IV. Fostering Alignment & Structure in the Colleges (examples) V. Next Steps VI. 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.

QualityInclusiveness Alignment Consistency Transparency Objectivity

Five Target Areas Faculty Recruiting & Selection Faculty Annual Performance Review Promotion, Reappointment, and Tenure Faculty Mentoring Women’s Leadership Development

 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 APPROACH THE ADAPP APPROACH

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 1. 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

5. Extending the probationary appointment:  Automatic if: o Leave of absense of semester or more o Parental leave  UCFT approval required in other cases, e.g. o Illness o Child birth/adoption o Limited access to research materials/lack of equipment o 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 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 Assessment Gaps 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 AHR data; I3 workforce availability; retention data; “toolkits” 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 assess if 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 needs Click to Edit College Alignment Worksheet

What the ADAPP Colleges are doing to foster alignment and structure… College of Social Science College of Natural Science College of Engineering

Next Steps Accountability Goals for December 2010 meeting Other Upcoming Events

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