Ensuring that faculty resources are most effectively applied across the colleges and departments of the university is a very important responsibility of the Provost/VPAA. These decisions can have a big impact on a department and are therefore very closely watched, and politically very sensitive.
Building a World-class faculty requires that the institution hire the best faculty that it can, grow the knowledge, skills and effectiveness of existing faculty, retain the best and eliminate poor performers who are unwilling to grow. By studying this article and its linked resources,
Building a World-class faculty requires that the institution hire the best faculty that it can, grow the knowledge, skills and effectiveness of existing faculty, retain the best and eliminate poor performers who are unwilling to grow. By studying this article and its linked resources, and by using the associated shared files, you will be able to:
• Implement a process to build consensus on campus about the role faculty should play at the institution.
• Design a rubric to aid faculty search committees in selecting the best candidate for the institution’s needs.
• Develop a set of interview questions to elucidate a faculty candidate’s overall and research fit.
• Develop a set of questions that yields useful feedback from candidate’s references.
• Design a process to keep track of existing faculty lines across departments and colleges.
• Develop a process for predicting open lines 18 months in advance of hiring so that departments can start the recruiting cycle early.
• Develop policy which encourages retiring and resigning faculty to provide many months’ notice of their planned departure.
• Evaluate and increase the efficiency and effectiveness of the faculty search process so that offers can be made ahead of the competition.
• Modify the recruiting process to increase applications in general and minority candidates in particular.
• Appraise the appropriate rank(s) at which to hire new faculty.
• Construct hiring guidelines that define credential requirements, teaching expectations, workload distribution, tenure considerations, etc.
• Formulate policy and appropriate strategies for spousal hires.
• Formulate policy that enables the institution to offer a tenured position but ensure the faculty member is first a good fit for the department.
• Explain the strengths and weaknesses of publishing salary expectations.
• Develop an effective process for setting salary so the institution is competitive within its marketplace.
• Develop a process to ensure that all hiring conditions are clearly communicated to Human Resources and documented in the hiring contract.
• Develop a plan to help new faculty succeed at grant writing.
• Implement an effective mentor matching process for new faculty.
• Develop a plan to retain faculty by providing growth and leadership opportunities.
• Evaluate the tenure and promotion workflow process.
• Implement an effective annual faculty review process within departments.
• Describe the potential use of a faculty merit raises to support strategic plans, even when merit raises are not available every year.
• Implement a campus climate survey to identify and address issues that could affect faculty retention.
• Describe the advantages and disadvantages of countering job offers received by current faculty.
A process flow diagrammatic representation in editable Microsoft Visio format of the steps and reviewing entities involved in the tenure award process.
Strategically Managing Allocation of Faculty Lines and Types Across Departments and Colleges – A Risk Based Model
Ensuring that faculty resources are most effectively applied across the colleges and departments of the university is a very important responsibility of the Provost/VPAA. These decisions can have a big impact on a department and are therefore very closely watched, and politically very sensitive. By studying this article and its linked resources, and by using the associated shared files, you will be able to:
• Explain how and why the available budget for hiring faculty positions can vary throughout and between years.
• Explain the impact of having a high number of adjuncts, or many faculty working overloads, can have on a department and how measuring this can help determine changing the number of full-time positions is justified.
• Explain how departmental course scheduling efficiency can be measured and factors that affect this measure, including how course caps are set.
• Make a case to automatic fund and schedule additional sections of courses experiencing student demand, in efficiently scheduled departments.
• Determine the breakeven enrollment number for courses beyond which it is profitable for an additional section to run.
• Develop a free market-based model for faculty hiring in which adjuncts/overloads initially absorb demand and are then converted to full-time positions.
• Develop a growth-rate based assignment of faculty appointment types within departments to manage risk.
• Develop guidelines for the appointment rank of new faculty based on strategically targeted distributions.
• Explain how accreditation standards may affect faculty hiring.
• Develop a spreadsheet-based model for predicting and prioritizing allocation of new and vacant faculty lines to departments across the university.
• Explain the constraints and the factors which must be considered when making faculty line allocation decisions.
• Develop a plan and a transparent process for making decisions on line allocation that is based on data but balanced by considerations of human impact.