In today's competitive landscape, faculty retention is a pressing concern for land-grant institutions. To address this challenge and create a supportive work environment that encourages faculty members to stay, land-grant institutions should consider implementing some of the following strategies (a list compiled in haste and I fully admit incomplete by any standard) [1]-[4]:?
- Developing a Solid Mentorship Program: Formal mentorship programs can pair new faculty members with experienced mentors to help them navigate the unique challenges of academia and contribute to their success and satisfaction in their roles.
- Providing Competitive Compensation and Benefits: Offering competitive salaries, comprehensive (and meaningful) health insurance, retirement plans, and other benefits can demonstrate a commitment to faculty members' well-being and financial security, making the institution more attractive to them.
- Offering Professional Development Opportunities: Funding and resources for faculty members to attend conferences and workshops and pursue additional training can enhance their skills, knowledge, and professional growth.
- Pat on the Back with Substance Policies: Readjust overhead/indirect cost returns so that the unit/investigator receives more dollars returned. Readjust tuition revenue return so that the unit/instructor receives more dollars returned. The former promotes excellence in research, and the latter promotes excellence in pedagogy.?
- Promoting Work-life Balance: Policies that support flexible working hours, family-friendly initiatives, and time off for personal and family needs can significantly contribute to faculty satisfaction and retention.
- Establishing a Culture of Collaboration and Teamwork: Encouraging interdisciplinary collaborations and fostering a supportive work environment where faculty members can collaborate on research projects, teaching initiatives, and community service can enhance job satisfaction and foster a sense of belonging.
- Leadership Opportunities: Providing ample opportunities for faculty to engage in leadership roles and decision-making processes can increase their sense of ownership and commitment to the institution.
- Investing in Research Infrastructure: Providing state-of-the-art research facilities, laboratories, equipment, and resources can attract and retain faculty members dedicated to advancing their research and scholarly activities.
- Implementing a Robust Faculty Evaluation and Recognition System: Establishing a fair and transparent system for evaluating faculty performance and recognizing their achievements can motivate and incentivize faculty members to excel in their roles and contribute to the institution's mission.
- Creating a Supportive and Inclusive Work Environment: Emphasizing diversity, equity, inclusion, and justice within the department/college/institution can promote a more inclusive and supportive work environment, contributing to faculty retention.
As a Department Head, many of the abovementioned strategies are beyond my purview or control; however, I am cognizant that they must be addressed fully - perhaps in another role.?
[1] L. C. Ehrich, B. Hansford and L. Tennent. "Formal Mentoring Programs in Education and Other Professions: A Review of the Literature". Educational Administration Quarterly. vol. 40. no. 4. pp. 518-540. Oct. 2004.
[2] J. A. Whittaker, B. L. Montgomery and V. G. M. Acosta. "Retention of Underrepresented Minority Faculty: Strategic Initiatives for Institutional Value Proposition Based on Perspectives from a Range of Academic Institutions.". Journal of Undergraduate Neuroscience Education. vol. 13. no. 3. pp. A136-45. Jul. 2015.
[3] K. M. Boyden. "Development of New Faculty in Higher Education". Journal of Professional Nursing. vol. 16. no. 2. pp. 104-111. Mar. 2000.
[4] A. K. Hund, A. C. Churchill, A. M. Faist, C. A. Havrilla, S. M. L. Stowell, H. F. McCreery, J. Ng, C. A. Pinzone, and E. S. C. Scordato. "Transforming Mentorship in STEM by Training Scientists to be Better Leaders". Ecology and Evolution. vol. 8. no. 20. pp. 9962-9974. Oct. 2018.?
Former Professor and Associate Dean of Engineering
1 年I think this is a vitally important issue, but I have not noticed much of a concern about it by administrators.
Associate Professor of Electrical & Computer Engineering
1 年I agree with every word
Associate Professor | Director of Applied AI Research Center at Purdue University
1 年I really like this! I can feel how much you care about your faculty. They are lucky to have you as the head of the department.