Central-level faculty affairs leaders, such as VPs of Faculty Affairs/Faculty Development, and unit-level academic leaders such as Deans, Chairs, and others who have responsibility for faculty oversight will benefit from this training.

September 28, 2022

12:00 – 2:00 p.m. ET

Part 1: Reframing the Work

Performance management is a practice long used in the human resources sector, but it is greatly underutilized by Chairs, Deans, and other administrators with responsibility for supervising faculty. In this segment of the training, we propose a shift in focus from perfunctory annual evaluations to a culture that holds faculty accountable for their conduct throughout the year. We will begin by focusing on how a shift in mindset to performance management can help faculty affairs leaders claim the authority necessary to promptly address faculty conduct concerns before they escalate.

Part 2: Consistent Policies & Practices

In order to address faculty conduct concerns as soon as they arise, faculty affairs leaders need consistent policies and practices. During this part of the training, we will demonstrate how faculty affairs leaders can address conduct and collegiality concerns within the evaluation of teaching, research, and service—both during the annual review process and as part of the promotion and tenure process.

Part 3: Finding Support

Faculty affairs leaders, particularly those in middle-management roles such as Chairs and Associate or Vice Deans, need visible support from the top down (Deans, Vice Deans, Provosts, etc.), across the institution (HR, Counsel, etc.) and among the faculty (Faculty Senate, department colleagues). During the final part of this training, we will focus on identifying the partners you need in order to ensure the success of consistent policies and practices around faculty accountability and how to make these partnerships successful.