faculty excellence advocate fea academic human resource consortium
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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 48824‐1032 Phone: 517‐353‐8818 (Administrative Office)

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faculty excellence advocate fea academic human resource consortium


September 30, 2010

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.

  • Introduction
  • Reappointment, Promotion and Tenure
  • College Alignment Framework
  • Fostering Alignment & Structure in the Colleges (examples)
  • Next Steps
  • Evaluation
introduction review about adapp advance
Introduction & ReviewAbout 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.
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
Introduction & ReviewGoals ofADAPP-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
Introduction & ReviewRole 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
Attainment of Tenure at MSU
the annual memorandum on appointment reappointment promotion and 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

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.

  • Yes, early tenure review is possible if requested.
  • An exceptional record of performance at MSU is normally expected.
“Early Tenure”
key policy issues

The norm – 4 year and 3 year probationary appointment

  • Associate Professors 2-4 year probationary appointment
  • Early tenure
  • Delays versus extensions of the tenure clock
Key Policy Issues

Extending the probationary appointment:

    • Automatic if:
      • Leave of absense of semester or more
      • Parental leave
    • UCFT approval required in other cases, e.g.
      • Illness
      • Child birth/adoption
      • Limited access to research materials/lack of equipment
      • Poor implementation of department procedures

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
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

AHR data; I3 workforce availability; retention data; “toolkits”

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

Projected hiring in given year; budget; start-up packages; offer letters

RPT inventory and W/E data; Review college/dept retention data for women & min.

University mentoring policy & expectation

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

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what the adapp colleges are doing to foster alignment and structure
What the ADAPP Colleges are doing to foster alignment and structure…

College of Social Science

College of Natural Science

College of Engineering

next steps
Next Steps
  • Accountability
  • Goals for December 2010 meeting
  • Other Upcoming Events