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UIC Deans, Heads, and Chairs Forum

UIC Deans, Heads, and Chairs Forum. August 18, 2014. Some General Advice. Negotiate packages holistically. Be prepared to face compression issues. Be prepared for pressure from different constituencies with different interests.

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UIC Deans, Heads, and Chairs Forum

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  1. UIC Deans, Heads, and Chairs Forum August 18, 2014

  2. Some General Advice • Negotiate packages holistically. • Be prepared to face compression issues. • Be prepared for pressure from different constituencies with different interests. • Sometimes you need to play chicken; don’t forget that the candidate probably wants to come here.

  3. Hiring with Tenure: General Reminders • Factor in the additional time it takes to hire with tenure. • Be mindful of the need for appropriate letters (some of these can be solicited after the fact, but this will impact timing).

  4. Hiring With Tenure: Complexities of Rank • Case 1: Professor X is coming up for tenure at a peer institution, and is expecting to be promoted, but wishes to move for personal or professional reasons. You are not sure that a hire with tenure will go through here, but are fairly confident that in a year or two more Professor X would be promoted here. • Case 2: Professor Y has the rank of Full Professor at a teaching institution, but barely enough research to be appointed with tenure here as Associate Professor. You are confident that Y’s research will take off quickly after the move.

  5. Partner Accommodation • You might find out about the partner very late in the process, but, especially with senior hires, you should anticipate that this might be part of the negotiations. • Case 1: Academic Partner • Variation A: The partner is a tenured professor in an area that falls within your unit but one in which you have no curricular needs or plans to build. • Variation B: The partner is a tenure-track professor in another college. • Case 2: Non-Academic Partner • Professor Z’s partner is a carpenter with a thriving business in her current location, but no contacts at all in the Chicago area.

  6. Tricky Situations • Case 1: You are negotiating with a candidate, or have offered her a position, when you find cause for some skepticism about the information she has provided about her academic or employment background or about her current salary. • Case 2: You are negotiating with a candidate, or have offered him a job, when you learn that allegations of sexual harassment or academic dishonesty have been made against him at his current institution. These allegations have not been proven, but they are being taken seriously and are currently under investigation.

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