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Role of Chairs and Deans During the Tenure-Track Process

Role of Chairs and Deans During the Tenure-Track Process. Theme = “ Onboarding faculty”. “un-bearding”?. Webster:. “in-breeding”?. Opposite = “off-boarding ”. Collins:. “induction and assimilation of new employee into company and organization”. NOT “ Waterboarding ”.

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Role of Chairs and Deans During the Tenure-Track Process

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  1. Role of Chairs and Deans During the Tenure-Track Process Theme = “Onboarding faculty” “un-bearding”? Webster: “in-breeding”? Opposite = “off-boarding ” Collins: “induction and assimilation of new employee into company and organization” NOT “Waterboarding”

  2. Preparing Faculty for Success Mentor Listen Guide } Collegiality Feedback: formal (annual) informal (keep records if appropriate) Laurier: 2 stage process Provisional: 2 years Candidacy: 3 years

  3. New Faculty Member: Orientation Available resources: - teaching support - access to Dean, Chair, peers Make clear what are the expectations - reinforce periodically Engage in life of department - seek their input

  4. Evaluation: } Make sure written feedback is detailed and explicit Teaching Scholarship Service

  5. Teaching: Case Study: “Fred” strong research profile committed teacher ……..but • poor scores • student comments Fred – • developing negative reputation, confrontational Chair, Dean, Peer mentoring (classroom) modified approach

  6. Scholarship: Parameters: productivity quality quantity graduate education (students)

  7. Scholarship: Case Study: “Dianne” strong pedigree struggled to get funding – lost confidence lack of peer-reviewed publications • working on “big one” Chair: Good teacher reduced load strategy to succeed - papers/grants - picking up more teaching again

  8. Service: Case Study: “Dave” position co-sponsored by outside agency difficulty in working relationship “Dave” felt squeezed • concerned about influence of third • party on career development • politics

  9. Service: clarify/reassure – nature of relationship • input into T & P – not determinative Chair – detailed records, written demonstrates Chair doing everything possible to resolve concerns

  10. Summary: • Make expectations clear without being prescriptive • Provide pro-active mentoring • Engage range of university services as needed • Document actions expected on both sides if there are issues to resolve • Avoid being adversarial • Provide clear, explicit feedback throughout performance evaluation and tenure processes

  11. Summary: Colleague who will contribute effectively for 30+ years

  12. Things to consider: Annual performance review – currently Dean only Need to ensure tenure decision consistent with performance reviews External referees for tenure - advisory not determinative

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