On-Demand Webinar: Rebuilding Higher Education in 2022: Insights from the Interfolio Faculty Survey
On-Demand Webinar: Rebuilding Higher Education in 2022: Insights from the Interfolio Faculty Survey
Interfolio partnered with Hanover Research to survey the top concerns of faculty nationwide. Leading faculty affairs professionals joined Interfolio CEO Andrew Rosen to talk about the trends and insights, including:
How have faculty workloads changed in the last three years and where faculty would like to invest more time?
What are the perceived barriers to advancement and faculty’s confidence in their institutions’ process?
What role does student success play in faculty career growth?
What are faculty perceptions about their institutions’ delivery on their diversity, equity, and inclusion promises?
As you and your teams continue to look ahead to the year, you need a new strategic vision for your institution. The pandemic and a sweeping social push for equity have redefined modern requirements and expectations for excellence. You are setting a new path and rebuilding the future of the university—of which faculty are at the center.
Universities and colleagues looking to drive faculty impact for institutional success in 2022 will want you to have insights from this important conversation.
Andrew Rosen CEO Interfolio
Laura Robbins Associate Dean, Office of Faculty Information
Johns Hopkins University School of Medicine
Charlton Mcllwain Vice Provost for Faculty Engagement and Development,
New York University
Rob Nelson Executive Director for Academic Technology & Planning,
As you think ahead to 2022, how do your goals for faculty support and advancement relate to larger institutional goals? Do you have the digital systems in place for faculty to excel, with technology designed for them? Hear from experts in our recent webinar on why they made the transformation to purpose-built evaluation software.
Listen to the in-depth discussion on why now (or yesterday, really) is the time to invest wholeheartedly in both your faculty and institution with advanced digital systems to simplify the review, promotion, and tenure processes.
Featuring two academic affairs leaders:
Vice President for University Personnel
Cal Poly San Luis Obispo
Associate Provost for Academic Administration and Faculty Development and Research
First-hand experience and advice on adopting and implementing an institution-wide digital platform for faculty evaluations.
Why 300+ institutions have chosen to partner with us over other vendors or homegrown systems.
How the flexibility of Interfolio’s Review, Promotion & Tenure product can be adapted to meet your institution’s unique needs.
How are you currently managing the essential faculty advancement and workflow processes for promotion and tenure? Many institutions are relying on paper-based systems, piecemeal digital solutions, or a stopgap option such as SharePoint, Google Drive, or Box.
If this sounds familiar, watch our webinar, recorded in August 2021, to hear why you need to consider making a change now so that your institution can achieve its strategic goals and faculty excellence. Plus, our software is chosen by faculty members (and administrative staff) time and time again.
In this webinar we discuss the following:
How a system for transparent, equitable reviews demonstrates your investment and value of faculty
How Interfolio solves for your unique challenges with its 20 years of expertise working in higher education
What kinds of new information around faculty career development universities have gained by using Interfolio
Why an effective faculty evaluations technology has become a new requirement for modern universities of all sizes that consider diversity, equity, and inclusion initiatives paramount to their success
How Interfolio Professional Services can mitigate and alleviate change management challenges
Why should you partner with Interfolio?
Watch this recording to find out how Interfolio has helped administrators, deans, and faculty evaluation committees to save time, be more focused, and stay consistent in decisions. We’ll also explore why they chose Interfolio’s Review, Promotion & Tenure module instead of other vendors or a homegrown system.
Some Interfolio clients with the Review, Promotion, and Tenure module on campus include, among many others:
Carnegie Mellon University
University of Arizona
Johns Hopkins University
Texas A & M University-College Station
New York University
Tulane University of Louisiana
“One of the most important factors for success in transitioning from a paper-based RTP process to a digital format is supporting the culture change with a product that is intuitive and user-friendly for faculty candidates, committee members, administrators, and support staff. Because Interfolio is tailored to the needs of faculty and the RTP process and provides superior customer service, we will be able to manage that culture change more easily and realize the benefits of a digital RTP process.”
Natalie Bersig, Director of Faculty Affairs / California State University, Long Beach
On-Demand Webinar: Managing Faculty Promotion and Tenure Online at Smaller Colleges and Universities
On-Demand Webinar: Managing Faculty Promotion and Tenure Online at Smaller Colleges and Universities
How are you currently managing the essential faculty advancement and workflow processes for promotion and tenure? Many institutions are relying on paper-based systems or a stopgap digital solution with SharePoint, Google Drive, or Box.
If this sounds familiar, watch our on-demand webinar to hear why you need to consider making a change now so that your institution can achieve its strategic goals and faculty excellence.
In this webinar recording we discuss the following:
Faculty are at the core of every initiative in higher education: They generate all the revenue, they are the largest component of cost in the form of academic payroll, they are ultimately responsible for student success, moving diversity and inclusion strategies forward, growing reputation and brand, but most notably influencing rank, and governance
How Interfolio solves for your unique challenges with its 20 years of expertise working in higher education
How Interfolio alleviates the administrative burden required to conduct faculty evaluation cases properly and equitably
What kinds of new information and transparency around faculty career development universities have gained by using Interfolio
Why an effective faculty evaluations technology has become a new requirement for modern universities of all sizes
Why should you choose Interfolio as a partner?
Watch this on-demand webinar to find out how Interfolio has helped administrators, deans, and faculty evaluation committees save time and collaborate efficiently at many of your peer institutions, some of which are listed below. We’ll also explore why they chose Interfolio’s Interfolio Review, Promotion, and Tenure (RPT) module over other solutions or homegrown systems.
Today over 400 higher education institutions, research funders, and academic organizations based in 15 countries—and over 700,000 active scholars on the job market—use Interfolio’s technology. We understand the big initiatives and can partner with your institutions and teams of all sizes.
Interfolio clients with at least Review, Promotion, and Tenure (RPT) on campus include:
Kentucky State University
Meharry Medical College
Elizabeth City State University
Jacksonville University (Florida)
California Institute of the Arts
“Institutions are presented with a lot of options for software. We did not find any other tool that is so faculty focused, and that has tools so well designed for an academic division, like Interfolio. It’s worked out better than we could have imagined to have a product designed with our needs in mind.”
Erin Walsh, Ph.D., Assistant Provost for Administration, Bryn Mawr College
Driving Faculty Affairs Success: Notes from the 2021 Interfolio Summit
Thank you, thank you, thank you to the nearly 1,000 registrants from academic and faculty affairs, technology, HR, and other university roles who made the 2021 Interfolio Summit, earlier this month, a uniquely valuable event.
Here, we’re going to share just a few of the things that made the two-day virtual conference so worth everyone’s time.
We’re going to focus on five recurring themes—feel free to hop down to what interests you the most:
1. An Academic/Faculty Affairs Community of Practice
The 2021 Interfolio Summit provided a unique venue for interaction to academic/faculty affairs professionals, as well as those in university technology and HR whose work touches faculty employment.
Whether in the form of the 20 prepared sessions, the lively chat throughout, the audience Q&A, or the “Meet the Speakers” breakout rooms, the Summit this year provided a space to talk about successfully supporting faculty in the modern university.
In “Maximizing Efficiency with Creative Uses of Interfolio Review, Promotion & Tenure,” Elizabeth City State University’s Dr. Farrah Ward, Provost and Vice Chancellor for Academic Affairs and Dr. Joy Smith, Dean of the School of Education and Business showed how they have extended their use of the platform beyond academic evaluations to include faculty credentialing.
With “Documenting Personnel Processes and Increasing User Adoption,” Arizona State University’s Chantel Powers, Academic Personnel Analyst and Katherine Sackman, Academic Personnel Specialist, gave a detailed walk-through of their model for ensuring that the very practical “nuts and bolts” of their procedures are as easy as possible to locate, maintain, and carry out.
And during “Stories from the Field: Managing Interfolio Long-Term,” Lauren Wolk, Senior Consultant, and Kelly Doolan, Project Manager, from the Interfolio Professional Services team announced the Interfolio Certification program, a newly formalized course by which academic professionals can demonstrate their full competency with the Interfolio Faculty Information System.
2. Progress on Faculty Diversity, Equity and Inclusion
Early in planning the Summit, Interfolio recognized that the issues of justice and equal opportunity continue to pose a pressing challenge throughout the US and global society—no less in higher education faculty affairs than anywhere else.
Right from the opening keynote address by Dr. Ebony O. McGee, Associate Professor of Diversity and STEM Education at Vanderbilt University’s Peabody College (“Beyond Recruiting: Retaining Underrepresented Minoritized Faculty & Graduate Students”) this year’s Summit included an explicit and searching focus on issues of faculty diversity, equity, and inclusion in modern higher education.
Our panel “Moving to Outcomes: Faculty Diversity, Equity, and Inclusion Initiatives” saw academic leaders from Stony Brook University, Dartmouth University, Colorado College, and the Consortium for Faculty Diversity discussing specific tactics they’ve used, as well as the outcomes.
The panel provided concrete recommendations for building lasting diversity, a truly inclusive environment, and an equitable work experience for scholars.
Among many topics not limited to diversity, equity, and inclusion, “HBCU Leaders in Conversation” offered a look into current challenges and successes of the US’s historically black colleges and universities. Attendees got to hear a lively discussion between Dr. Stashia Emanuel, Vice Provost for Academic Services at Kentucky State University, Dr. Patricia Williams-Lessane, Associate Vice President at Morgan State University, and Dr. James Palmer, Provost and Senior Vice President for Academic Affairs at Prairie View A&M University. The panel discussed specific outreach and faculty support approaches, current recruitment and retention efforts, and especially how the Interfolio Faculty Information System has directly enabled progress on their strategic plans.
In “Streamlining Insights with Reportable Diversity, Equity, and Inclusion Activities,” Bridget Mullaney, MD, PMP of the Facet Project Team in the Office of the Provost at Emory University shared a model Emory employs to successfully track faculty members’ DEI-relevant professional activities and enable both the scholar and the institution to tell that story.
3. Achieving Efficiency with Integrity in Faculty Affairs Personnel Processes
This year’s Summit continued to showcase how higher education institutions use Interfolio to make faculty affairs processes more efficient and best use faculty, staff, and administrator time. Equally clear, however, was the commitment to maintain excellence in the personnel decisions or data storytelling regardless of the level of convenience.
In a session on change management (more below), Molli J. Herth, M.Ed, Program Manager for Faculty Affairs and Development in the Office of the Provost at George Mason University mentioned that certain features had already reduced the administrative burden of managing hundreds of cases across different workflow stages and types.
In the panel “Achieving Strategic Goals with a Faculty Information System,” panelists Allysceaeioun D Britt, PhD, MPH of Meharry Medical College, Ed Collom, PhD of California State University-Fullerton, and Alyssa Kupka of DePaul University shared many ways that faculty affairs and administrative workflows at their universities are operating more successfully than ever before.
“Process should dictate the system, not the other way around,” said Dr. Britt. “And Interfolio was able to do that.”
Across this and other Summit panels, we heard how:
Total time to complete certain reviews had decreased
Faculty had been “given back” time that they could use to focus on excellent teaching, research, curriculum development, mentoring, community engagement, and other core academic activities
Professional staff at the university are able to be a greater support than ever to faculty, and are freed up for their own professional growth, by a centralized system really built for this work
Provost and other administrative offices have been given the space to revisit and reconsider inherited processes
(Last, but far from least!) Those who already had the faculty-friendly platform in place experienced relative ease of adjustment—and capacity to react—when the COVID-19 pandemic struck
4. Integrations: Faculty Affairs, Interfolio, and the University Technology Ecosystem
Another aspect of this year’s Summit was a focus on how the Interfolio platform, which often reflects the needs of a provost’s or faculty affairs office, can most productively interact with other systems at the institution.
In “Harnessing APIs to Streamline Faculty Hiring with Seamless Integrations,” Georgetown University’s Merced Ada, Rebecca Cpin, Christopher Davis, Emily Fitzgerald, and Charlie Leonhardt broke down how they built an integration between Interfolio Faculty Search for recruitment and their HR system, Workday.
For those focused on integrating with faculty evaluations, J. Reuben Wetherbee of the University of Pennsylvania gave a detailed presentation on three ways that he was able to leverage the Interfolio Review, Promotion & Tenure API to extend the reach (and the time-savings) of the module.
And in a panel focused on Interfolio Faculty Activity Reporting, speakers from Scripps Research Institute, Bowling Green State University, and the Columbia University School of Engineering and Applied Sciences shared how they’ve connected a wide variety of critical campus systems to exchange data with the Interfolio platform.
From faculty data originating in HR and ERP systems, to grants and other financial data, to courses, and even a projected IRB connection, the speakers at these different institutions stressed the value of bringing in data that another unit on campus has already vetted.
“The depth of reporting [available via Interfolio] has been really important as far as faculty academic career growth—because there’s a lot of support that we can give our faculty when we know more about what they’re doing, their productivity, and where we’re lacking in supporting them.”
Katrina Schreiber, Administrative Manager, Research & Academic Affairs, The Scripps Research Institute
5. Successful Change Management: Faculty Affairs Technology is for Real People
Finally, echoing a persistent theme central to the growth and expansion of Interfolio usage worldwide, nearly every client session shared to some extent how they had successfully managed the “human element” of adopting new faculty affairs technology. Namely, that a change in systems really means a change in what people do.
In “How to Successfully Lead Change Management and Faculty Adoption Initiatives,” New York University’s Mike McCaw and George Mason’s Molli J. Herth (mentioned above) generously shared the strategies their institutions had used to systematically bring all needed user groups onboard.
Other speakers from various institutions shared many successful faculty affairs change management choices throughout the Summit, such as:
Internal workflows of data validation and sign-off from deans, before piping it into the central Interfolio system (“Contemporary Uses of Interfolio Faculty Activity Reporting”)
Demonstrating security of system access to faculty members (“Achieving Strategic Goals with a Faculty Information System”)
In some cases, introducing the system with a hybrid model for a year before requiring it—in other cases, making it mandatory institution-wide from the jump (“HBCU Leaders in Conversation”)
A “train the trainer” model to distribute support for faculty members and others across campus units (“Documenting Personnel Processes and Increasing User Adoption”)
Next Year: August 2022 in Washington, DC!
We are thrilled—and grateful to every contributor and attendee—that the 2021 Summit turned out to be such a lively and welcome hub for faculty affairs dialogue and expertise.
We haven’t even gotten into all of the sessions here, such as those on the ethics of academic data management, the Interfolio product roadmap, the global social purpose of higher education, and others.
But mark your calendars! After two entirely virtual installments in 2020 and 2021, we are proud to announce the 2022 Interfolio Summit will take place in person, August 3-5, in downtown Washington, DC. We look forward to sharing next year what we’ve all learned in between—and to continuing the conversation every day.
Blog Post: Five Ways to Use Data to Improve Diversity in Academic Promotion, Tenure, and Annual Reviews
Data-driven Review, Promotion, and Tenure (RPT) processes are a powerful way to improve faculty diversity. That’s because collecting and analyzing diversity-related data at each step in the faculty career journey, as well as at the broader departmental and institutional level, allows measurement against established diversity, equity, and inclusion (DEI) goals and trend analysis.
The data will help uncover whether or not you are succeeding in retaining faculty who belong to underrepresented demographic groups, and can dictate how and when to change your strategy when you are falling short.
The following are five ways data can help illuminate faculty employment patterns as you continuously and proactively work on your RPT diversity strategy:
1. Collect data on your institution’s efforts to hire and retain faculty from underrepresented groups.
Knowing your track record in hiring and retaining underrepresented group members provides a baseline for measurement of success towards diversity goals. It also may unearth departments, schools, or colleges that are falling short of DEI aims and information on where to invest resources, training, and additional attention.
2. Use your faculty information system to build out all official RPT processes and track all RPT activity.
By running all your RPT activity data and decisions through your faculty information system, you will build a more objective frame of reference for diversity-related goals. It will let you catalogue and automate the intended faculty evaluation processes—and log what happens during each step of each case. Bringing academic workflows into a central system is essential to understand diversity in your promotion patterns.
3. Collect and review qualitative data.
Data that can be tagged within a repository to use as part of a diversity-related audit includes qualitative data from faculty who leave (through exit interviews) and those who stay (through annual reviews). By conducting exit interviews and reviews, you can find out critical information about how minority faculty members are feeling and the challenges and issues they are facing. With this information, you can work to focus on how to correct problems related to the cultural climate that affect retention.
4. Analyze demographic data related to faculty diversity.
Comparing faculty diversity demographic data (e.g., race, sex, ethnicity, language spoken, sexual orientation) against that of both the student body and local and national populations will illustrate whether your institution’s faculty is representative of the communities they serve. Whether and how well faculty diversity parallels the internal and external institutional demographics have been tied to the recruitment and retention of diverse professors and students alike.
5. Analyze and evaluate salary data.
Since salary disparities negatively impact the retention of underrepresented demographic groups, clearly understanding faculty salary information by demographic provides the basis to create more equitable salary structures to aid in the hiring and retention of diverse faculty. Proactive actions to eradicate inequities and work towards parity will make your institution more desirable to attract and retain minority faculty members.
Southern California University of Health Sciences adopts Faculty Information System
Partnership with Interfolio will transform faculty career management, improving efficiency and collaboration
WHITTIER, CALIFORNIA — SEPTEMBER 16, 2020 — Southern California University of Health Sciences (SCU), a premier evidence-based integrative healthcare university, today announces its adoption of all four modules of Interfolio’s Faculty Information System. With this digital approach to its faculty processes, SCU deepens its commitment and support of the faculty experience while also improving efficiency for the university at large.
“Our faculty are the heart of what makes us successful, and we knew we could better support them while improving academic management processes,” states Dr. Jonathon Egan, Assistant Provost, Academic Administration at SCU. “The Faculty Information System solves our challenges with faculty appraisals, reporting, and data, while at the same time increasing trust and collaboration with faculty.”
With this platform, SCU is able to manage faculty members’ career pathways and create a centralized faculty roster noting location, rank, and skills, a task which previously required manual compilation by academic affairs staff.
Faculty appraisals, portfolio reviews, and faculty promotion will become fully digital—making a previous cumbersome process more efficient for both the faculty members and administrators. Additionally, SCU will streamline reporting for accreditation and compliance through Interfolio Faculty Activity Reporting. Last, faculty hiring will be facilitated through Faculty Search, to help SCU continue to attract the best possible faculty from the region, the nation, and around the world.
“With the adoption of all four modules, SCU is realizing the full advantages of faculty-centric and administratively-streamlined modern academic governance,” states Andrew Rosen, CEO of Interfolio. “Interfolio’s platform enables SCU to digitize difficult manual processes while better supporting and enhancing the user experience across the entire lifecycle of their faculty’s careers—further promoting what’s truly important to SCU: educating students as competent, caring, and successful integrative healthcare practitioners and professionals.”
ABOUT SOUTHERN CALIFORNIA UNIVERSITY OF HEALTH SCIENCES
Founded in 1911, Southern California University of Health Sciences’ (SCU) mission is to educate students to be competent, caring, and successful integrative healthcare practitioners and professionals. The University is committed to providing an academic community imbued with kindness, integrity, humor, and determination. SCU began as a single-purpose institution preparing chiropractors. Over time, the University added programs and evolved from a single-purpose professional school into a health sciences university with programs at the certificate, undergraduate, master, and doctoral level. The University has four core values inextricably linked to the vision of transforming and redefining health and healthcare education and, together, inform SCU’s approach to healthcare education. The values are: a commitment to integrative health, a commitment to evidence-based practice, a commitment to health equity, and a commitment to inclusivity.
Conceived by academics for academics, Interfolio is an education technology company headquartered in Washington, DC, USA and in Cambridge, England, UK. Founded in 1999, Interfolio operates the acclaimed Faculty Information System for colleges and universities, the Researchfish impact assessment platform for funders and research organizations, and the widely used Dossier service for individual scholars. Over 300 clients based in 15 countries choose Interfolio’s technology for hiring and recruitment, academic appointments and timelines, activity data reporting, faculty reviews and promotions, and research impact analysis. Interfolio provides scholar-first products for the full academic lifecycle—from job seeking to professional accomplishments, committee service, funding award compliance, career growth and advancement, administrative leadership, and beyond. For more information about Interfolio, please contact firstname.lastname@example.org.
Online Faculty Evaluation System Improves Review Process for Administrators, Faculty, and Committees Alike
It may be impossible to eliminate all stress from faculty annual and tenure reviews, but that doesn’t mean the review process should be an ordeal.
In fact, when you have the right online system for conducting faculty reviews, the evaluation process can be a pleasure for all parties concerned: faculty, committees, and administrators.
During a recent Interfolio webinar, we heard from guests who shared just how much of a difference the right faculty evaluation platform makes.
From Pained Expressions to Pleasant Convenience
At the University of North Carolina (UNC) Pembroke, the only research their scholars dreaded was reviewing the massive binders for tenure and promotion review.
“The binders were stored in a coffee room down the hall from me, and faculty would have to come up during business hours Monday through Friday and sit in this tiny little room outside my office and pore over these huge binders,” explained Scott Billingsley, the Associate Provost and Associate Vice Chancellor for Academic Affairs at UNC Pembroke.
“I could just see the pain on their faces every time I walked through there,” he said.
In response to damages to paper records caused by a hurricane, UNC Pembroke switched in 2019 to using the online Interfolio Review, Promotion & Tenure module for annual reviews, promotions, tenure review, post-tenure review, and faculty awards.
Since then, faculty members, committee members, and administrators have been able to work on reviews anytime and anywhere with an Internet connection, including at home.
“Being able to connect to the review platform anywhere there’s Internet is great for everybody, especially all the reviewers on a committee,” said Aaron Vandermeer, the Interfolio Administrator for UNC Pembroke.
Thanks to the platform, Scott added, committee work is much more efficient and more productive, with committee members able to carry out review tasks from home.
The convenience of an online platform has also made for a lighter load and easier review process at East Stroudsburg University, which also adopted the Interfolio module in 2019.
“Historically, we would put together physical review binders that were extremely thick and hard to handle—we’re talking hundreds of files,” said William Bajor, Director of Graduate and Extended Studies at East Stroudsburg.
“Now, with Interfolio, we have digital portfolios that are a breeze. Faculty members can submit what they like, and uploading portfolio files is as easy as sending an email with an attachment. While reviewing files is as easy as reading your email,” William explained.
An Online Faculty Evaluation System Enables a Calmer Pace and Clarity
The switch to Interfolio’s online module also helped UNC Pembroke go from an aggressive review timeline to a leisurely paced review cycle.
“We had an impossible timeline, which didn’t provide all the different reviewing bodies enough time to read the portfolios,” Aaron explained. “Now, with Interfolio, our department chairs and peer evaluation committees can evaluate portfolios at the same time as one another, saving us four weeks in our timeline. So, it really helped space things out and give people more time and flexibility.”
Likewise, at East Stroudsburg University, their use of Interfolio’s Review, Promotion & Tenure module for all faculty reviews has made for a “less stressful review experience,” said Rob Smith, Associate Vice President, Institutional Effectiveness, Planning, and Assessment.
The module has especially helped East Stroudsburg achieve their goal of clearly communicating to faculty the steps and requirements of the review process.
As William Bajor explained, “The module is a reliable central hub that faculty can access to understand what’s needed for annual renewals, five-year reviews, applications for promotion and tenure, etc.”
This clarity is critical, William said, because “if faculty don’t know how they’re going to be assessed and valued, you run the risk of great talent leaving the institution.”
An Online Faculty Evaluation System is Easy to Administer and Enables Consistency
Interfolio has made reviews easier not only for faculty members and committees but also the administrators who oversee reviews on the Interfolio platform.
For both UNC Pembroke and East Stroudsburg University, launching and operating their new online approach proved straightforward.
“Once you get your review workflows established, administering the module is not much work, requiring only a quarter to a half of a full-time employee’s time,” said Aaron.
East Stroudsburg has had a similar experience: “You don’t need many individuals to launch the new system and get it working well,” William said.
Administrators can also make changes to the platform across any connected device. This feature came in handy for Rob Smith at East Stroudsburg when he was able to quickly fix an issue by accessing the platform via his phone.
In addition to the platform’s ease of use and convenience, the administrators appreciate how it has standardized review processes across various colleges and departments at their institutions.
“We have much greater consistency now across four different colleges within our university,” Aaron at UNC Pembroke explained.
For East Stroudsburg as well, Interfolio has “brought a very nice standardization to the campus that we did not have before,” Rob Smith said.
This standardization will enable both institutions to collect data that will help inform faculty development.
“As we collect more data with each year, we’re going to have a much better understanding of ways to help develop faculty members,” Aaron said.
Ready to Reduce the Stress of Reviews?
If you’re interested in helping your faculty, committee members, and administrators enjoy a more convenient, calm, clear, and consistent review experience, please contact us, and we can give you a demonstration of the Interfolio platform.
A Timeline and Tips for Managing the Change to New Faculty Technology Platforms
If you’re thinking of switching to a digital platform for managing faculty journeys and/or review, promotion, and tenure processes at your institution, the time to act is now.
With the next semester always just around the corner, institutions can benefit from making their academic technology decisions sooner rather than later. Many institutions’ main faculty review cycles begin in the fall, so it is wise to plan ahead now to have faculty comfortable with a new platform well before the deadlines.
Of course, institutions could instead decide, halfway into the year, to introduce a major new platform and then scramble to implement it in a short amount of time. Sound familiar?
But we’re guessing that, after the recent year(s), most institutions would welcome a more deliberate and less frenetic roll-out of new technology.
So, as all of us look forward to future semesters, here are some tips and a timeline for implementing Interfolio’s Faculty Lifecycle and/or Review, Promotion & Tenure modules:
1. Follow a structured implementation process
Institutions should follow these four steps in implementing new platforms:
Plan how to manage the change to the new platform.
Inform stakeholders of the planned changes and the advantages of the new platform, obtaining their buy-in.
Train the trainers, who then train members of their department or school.
Deploy the technology platform and establish a group to support faculty and administrators and to maximize the platform’s value and uses.
Each of these four steps, of course, involves additional considerations that the webinar covered in detail. But Interfolio Project Manager Josh Gianitsis emphasized one particular strategy for Step 2 that is critical if your institution is to have a successful roll-out:
2. Introduce stakeholders to the change early on
The most important step in managing the change to new faculty technology, Josh explained, is introducing the various stakeholders to the planned change at the outset of implementing the change.
In doing so, the institution should explain how the new system will work and the positive impact it will have. Helping faculty and other stakeholders envision this positive future state will make it easier for them to accept the challenges of learning a new system.
3. Focus on winning over change agents and pragmatists
In any given population that is facing change, 20 percent of the people will embrace change (these are the change agents), 50 percent are pragmatists who will adopt a wait-and-see stance, and 30 percent will resist change.
“You want to target a lot of your communication and efforts on the change agents and pragmatists,” Josh advised. “Because at the end of that, you’re going to have 70% of your stakeholder population happy with the change. And that 70% voice can really break down the resistance of the last 30%, helping push that group to engage with the system and the new process.”
For other best practices relating to communicating with different stakeholders, including the key questions you should be prepared to answer, you can listen to the webinar here.
4. Approach training as an ongoing process
Although there is an initial phase of training for all new users of a platform, institutions should develop a program for ongoing training.
“Training is not a one and done,” Josh said. “You always want to think about who you need to train, how to train that specific group, and when you need to train them.”
For example, new staff that come on board after the technology has been implemented will have to be trained on the platform. Likewise, when the platform adds a new feature, it would be beneficial to provide additional training to the community of users.
In addition to the training support your institution offers, Interfolio provides a number of resources to support and train end users, including help desk support, on-demand videos and training webinars, and Interfolio University.
5. Create a governance team to maximize the value of your investment
Even after you’ve successfully implemented new platforms, you should establish a governance committee that reviews feedback on the technology, addresses any usability or training issues, and explores potential new uses of the platform.
Committee members could include staff from faculty affairs, a software administrator, and representatives from different schools or departments. The governance committee could also evaluate new product features and coordinate with Interfolio on product updates.
A timeline for implementing Interfolio Lifecycle Management and Review, Promotion & Tenure
If institutions begin in January, they can successfully manage the implementation of at least two Interfolio modules during the Spring and Fall semesters.
If you’re interested in planning ahead and setting your institution up for a successful, carefully choreographed platform roll-out this year, contact us so we can begin planning and collaborating.
Full-time faculty members are consistently evaluated based on the progress they’ve made in their own professional development, as well as their performance as an instructor at a higher education institution. Faculty reviews and evaluations involve looking closely at different information surrounding individual educators, including:
Quality of teaching
Usefulness as an academic adviser
Professional service and academic productivity, including publication of academic papers and books
University and community service
Faculty evaluation is a critical component in maintaining accreditation and preparing for tenure evaluations. Accredited universities must ensure they are employing high-quality educators and that they are supporting equitable and efficient hiring and tenure review processes. As there are multiple parties involved in the faculty evaluation process, it is crucial to have evaluation systems that are accessible to all stakeholders. Many colleges and universities would argue that an online faculty evaluation system is the best, most accurate way to approach faculty reviews.
Stakeholders in faculty evaluation
A number of professionals are involved in faculty review. The following individuals play a significant role in the faculty evaluation process:
Faculty members: As the ones being evaluated, faculty members are involved in each step of the evaluation process, either directly or indirectly.
Department chairs: At the beginning of the faculty evaluation process, department chairs will review semester summaries of each educator’s teaching evaluations.
Dean of the college: After the department chair has given their evaluation of each faculty member’s performance, they will send this information to the dean of the university for review.
Administrators: An individual on the staff, typically a member of the Office of Academic Affairs, receives the results of the faculty evaluation from the dean. They will review this information and ensure that it is stored in a secure environment.
Most universities require department chairs to have at least one evaluation interview with each non-tenured faculty member in their department. This interview is comprised of discussions on teaching effectiveness, course syllabi, professional and academic development, and overall citizenship to the department and university as a whole. After this meeting, department chairs will send the results to the school’s dean, who will review the materials, then to an administrator who is in charge of making sure this information goes to the right place.
Transform evaluation with Interfolio’s Faculty Activity Reporting
While some universities have succeeded without technological resources designed to centralize and streamline the faculty evaluation process, the increase in data and proliferation in campus technology systems has made it necessary for colleges and universities to integrate digital processes in the faculty evaluation and activity reporting processes.
Interfolio’s Review, Promotion and Tenure software is a comprehensive online platform that strives to improve faculty reporting and evaluation. It allows higher education institutions of all sizes to make their activity and evaluation information available to users operating on any type of device and in any location. In addition, Interfolio’s Review, Promotion and Tenure allows universities to develop reports on faculty data in customizable formats that can be used in different contexts, such as in gaining and maintaining accreditation.
Privacy & Cookies Policy
Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.
Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. It is mandatory to procure user consent prior to running these cookies on your website.