There are many reasons for wishing to increase the diversity of your faculty. They include improving recruitment and retention, raising student engagement, increasing innovation, building stronger communities and helping to prepare tomorrow’s leaders and citizens.
As an academic leader, each decision you make has the potential to have a lasting impact within your unit and beyond. Competing viewpoints, priorities and strong personalities contribute to the difficulty many leaders have with making decisions.
Controversies surrounding promotion and tenure can lead to legal trouble for departments and institutions. It’s up to academic leaders to guard against possible pitfalls by adopting, disseminating, and implementing equitable policies.
As institutions increase their reliance on part-time and non-tenure-track faculty, the issues of equity and instructional quality take on more importance. One way to address these issues is to integrate non-tenure-track faculty into the culture of the department and institution. In this article, we highlight how the composition program in the English department at Appalachian State University is making this cultural change.
Much attention has been given to the “difficult” or “disruptive” student, and rightly so. However, colleges and universities aren’t just institutions of learning, they’re workplaces as well. And like any workplace, there are colleagues who are a joy to work with, and there are colleagues who can poison an entire department.
The stakes are high when hiring a new faculty member who can teach, publish, and serve your institution. Since most vitae make the candidates sound wonderful, is there a way to ensure that the strongest candidates get hired? Long used in the business world, behavior-based interviewing (BBI) aids in the selection of new faculty who can perform their tasks.
Any process that involves the hiring of a new member of the faculty or staff has to be taken very seriously. Yet when a search involves an incumbent (i.e., someone who currently occupies the position for which you are searching and who will be replaced by the person you hire) or an internal candidate (i.e., an applicant who is already employed by the institution, but in a different capacity), the complexity of the process increases exponentially. For this reason, there are several guidelines that should always be followed.
The literature has made us aware of the importance of a student’s connection with a faculty member, advisor, or other significant adult and its impact on academic success and retention of students. For first-generation students, this can be especially critical, as they require assistance not only in what to take and why, but also how to understand and negotiate this new and overwhelming environment. Universities employ a variety of methods and people to attempt to ensure that this connection be established and maintained. Advisors often fulfill this role for students in their first year in higher education.
The transition to a new academic leadership position is full of complexities, unwritten rules, and new challenges. Whether the new provost, dean, or chair is new to the institution or has years of institutional knowledge, a simple orientation is not enough to get him or her off to a successful start, says Anne Massaro, project manager and organizational development consultant at The Ohio State University.
As a department head, I initiate or respond to seemingly endless phone calls, emails, and letters to and from almost every corner of the campus, the community, state agencies, etc. Our department’s office coordinator is swamped by similar interactions. Our faculty members, while working mostly with students, also interact with many others each day. We must all be well-versed in the “who does what” and “how things get done” on our campus and beyond.