Iain Young Executive Vice-Dean, Faculty of Health Sciences Medical Director, SEAMO August 2012

1. Your Career at Queen’s:Annual Review, Reappointment and Promotion Processes for Clinical GFT Faculty Iain Young Executive Vice-Dean, Faculty of Health Sciences Medical Director, SEAMO August 2012

2. Introduction • My personal experience at Queens: • Faculty member • Department Head • Vice-Dean, FHS and Medical Director, SEAMO • In this session, you will be introduced to: • The annual review process and its relationship to Queen’s and SEAMO • The reappointment/promotion/tenure application processes

3. Purposes of the Annual Review • Provide an annual performance assessment that will: • Recognize faculty contributions and achievement • Enable monitoring of professional growth, professional development and career planning • Provide an opportunity to adjust professional role descriptions as appropriate to individual faculty member’s circumstances • Report professional activity that is relevant to the SEAMO Accountability Management System and the determination of departmental funding

4. Basis for the Annual Review • Annual report • Completed on a standardized electronic form • Covers calendar year • Submission to Department Head required by-March (may be earlier this year) • Any other documents in Official File that are relevant to the assessment and evaluation of performance in teaching, research and service

5. Components of the Annual Report • Teaching • Research/scholarship/creative activity • Service • Internal administration • Clinical service • External (administrative, leadership, community service)

6. Annual Review Process:Overview • Written review by Department Head, taking into account the information provided on the Annual Report • Faculty member meets with Head to discuss performance and activity, objectives for the upcoming year, any potential changes to role description and career planning • Copies of the annual report and review are maintained in the member’s Official File and the Dean’s office

7. Annual Review Process:Relation to Compensation • The annual review process is not linked to a Queen’s merit allocation system that affects compensation • Compensation is determined by departmental practice plans that are established by departments within a SEAMO framework • Each department’s SEAMO funding is determined by the clinical and academic activity of its members; therefore, complete reporting of individual activity is critically important

8. Career Progression at Queen’s Professor Variable timing Associate Prof Tenure Variable timing Assistant Prof Renewal appt 3-year duration Assistant Prof Initial appt 3-year duration Tenure & Promotion

9. Promotion, Reappointment and Tenure Committees • Elected departmental committees are the initial level of review of applications for reappointment, promotion and tenure • PRT Committee makes recommendation to the Department Head who makes a separate evaluation and recommendation to the Dean who in turn makes a recommendation to the Provost • Applications for reappointment must follow established timelines but application for promotion/tenure is at discretion of candidate • The process is governed by the Queen’s Senate document

10. Reappointment of Clinical Faculty • The first reappointment is for three years. • Subsequent applications for reappointment may be for five years or more, depending on performance. • If performance is not meeting expectations then reappointment may be for less than three years.

11. Applications for Tenure by Clinical Faculty • Timing of application is at candidate’s discretion. • Criteria for tenure are similar to those for promotion to Associate Professor. • The benefits: • Sense of professional accomplishment and prestige • Reputational benefit to the Department and University • Obviates need for subsequent reappointment processes • Potential financial benefit that is limited to that part of income originating from Queen’s base budget • The risk: • Denial results in a one-year terminal appointment

12. Approaching Your Professional Growth and Development • “Process of assessing where you are in your work life, deciding where you want to be and then making the changes necessary to get there” • A process of personal and professional growth is most effective when it is actively managed

13. The Traditional Academic Pyramid

14. The Modern AHSC Paradigm

15. Mentors are Enablers of Growth • Self-made successes are very rare • A mentor provides experience, knowledge, views and wisdom in order to encourage and facilitate an individual’s growth and development • Mentoring relationships vary in type and duration depending on their purpose, eg: • Informal long term source of advice and support • Structured, short term coaching around establishing a research program

16. Identifying Mentors • The Department Head has an integral role in identifying mentors • Defining the purpose of the mentoring relationship is the critical first step • Match the assets of potential mentors to your needs from the relationship • The most effective mentoring relationships are mutually beneficial