University Business - January 2012 - (Page 16)

HUMAN RESOURCES basis. But I’ve seen some growth in multiyear appointments.” Mix ‘n Match Not every institution supports nontenure faculty tracks. But some of them make similar accommodations for research scientists. Vanderbilt University (Tenn.) is a good example. It offers positions that help expand the number of its research projects without swelling the ranks of its teaching faculty, explains Dennis Hall, vice provost for research and dean of the graduate school. He points to two research institutes within the school of engineering that employ research scientists and engineers as either research assistant or associate professors. They conduct their own research and supervise students’ research, and salaries are supported by external grants. For many people, nontenure faculty tracks haven’t been an appealing path, says Hall. “It’s used on an ad hoc or as needed basis.” The University of Michigan started making such appointments as far back as the 1960s. Initially, each school or college proposed and observed its own guidelines for its nontenure research scientist track. Then in 2003, a nontenure research professor track was added, says Curt Smitka, director of administration and finance for the office of vice president of research. But by 2007, he says, an overhaul was needed. “There was some dissatisfaction across the campus on how they were working and being managed,” he says. “We recalibrated what it meant to be in the research scientist track and research professor track. We built in that the schools and colleges do a three-year review, just like they do for the tenure track, so they can provide guidance if they’re not making progress or conducting enough additional mentoring.” Currently, 14 out of the university’s 19 colleges on the main campus support a nontenure research track. A mentoring guideline was also developed and distributed to all new faculty. Likewise, those in the research professor 16 | January 2012 track must meet the same academic standards as those who are tenured. So far, so good. There haven’t been many grumblings, he says. With more than 1,000 people in these tracks, Smitka says there aren’t any plans to create new tracks, just to monitor and tweak the existing ones. Nontenure faculty tracks have changed school culture and attitudes. changing cliMate For the past decade, Washington University in St. louis supported a research faculty track for its school of medicine. About six years ago, it added a research professorship track to attract people outside the field of medicine. What’s unusual about this professorship track is that the university is obligated to give participants a year’s notice if things aren’t working out or their position is going to be discontinued, says Ann Prenatt, vice chancellor for HR. She says people get involved in this track because the rigors of the tenure probationary process can be really daunting. She believes there may have been some individuals who started down the tenure track but later chose this professorship track as an alternative. “[The track] has allowed us to sell positions in a variety of ways and get research that needs to be done,” Prenatt says. “The whole tenure process, while many thrive on it and are driven to have broader roles and responsibilities, is not for everyone. This track is really a way to be able to take advantage of individuals who have a lot of skills but want to focus a little more narrowly than is required by a tenure track.” Whether such tracks are effective recruiting tools, no one really knows. But they have changed school culture and attitudes. Consider the University of Missouri System. For years, it supported several nontenure faculty tracks that included a teaching, research, clinical, and professional practice, plus an extension track, says Steve Graham, senior associate vice president of academic affairs. About six years ago, system leaders noticed discrepancies about how people in these tracks were treated and a lack of clarity about their rights and responsibilities. Through open forums, officials developed guidelines stating opportunities for advancement, rights, and responsibilities, and included these individuals as eligible candidates for prestigious university awards. However, not every college or unit on its campuses adopted the same guidelines. Each determined its own qualifications for such tracks, such as defining its own hiring and promotion criteria. Despite the lack of consistency, the changes underscored a cultural shift occurring in higher education. “It shows how the culture was being reshaped by implementing these kinds of systemwide policies,” Graham says. “In the past, awards were only held for tenure track faculty. A number of these [nontenure track] individuals were doing very valuable work, but in a haphazard way. They didn’t get the respect they duly deserved.” The catalyst behind the university choosing to change its culture was to provide these individuals with opportunities for recognition and promotion, and for developing long-term relationships in the same way that tenured faculty can, adds Ken Dean, deputy provost at the university’s Columbia, Mo., campus. He says some colleges now grant them full voting rights—except when hiring or promoting tenured track faculty— enabling them to participate in most aspects of the department’s life. For now, Dean believes the institution has enough tracks. “Our tent is big enough to fit almost anyone,” he says.That’s a good policy for any university to establish, considering the significant contributions that come from nontenure track positions. What about your school? Is there room for such skilled professionals who can help pave new directions and boost the institution’s status? universitybusiness.com http://www.universitybusiness.com

Table of Contents for the Digital Edition of University Business - January 2012

University Business - January 2012
Contents
Editor's Note
College Index
Ad Index
Behind the News
Human Resources
Campus CFo
Getting Carded
Choosing telepresence
boosting the bottom line
Printer Purchase Pointers
Money Matters
Viewpoint
End Note

University Business - January 2012

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