Faculty Development and Faculty Development and Career AdvancementCareer Advancement

Lois J. Geist, M.D.Lois J. Geist, M.D.Associate Dean for Faculty Affairs and Associate Dean for Faculty Affairs and

DevelopmentDevelopment

GoalsGoals

• Understand the importance of faculty Understand the importance of faculty developmentdevelopment

• Learn about the faculty track structureLearn about the faculty track structure

• Learn about promotion policies and Learn about promotion policies and proceduresprocedures

Faculty DevelopmentFaculty Development

• The Successful Faculty member:The Successful Faculty member:– Understand academic values, norms and Understand academic values, norms and

expectationsexpectations– Manages his/her career strategicallyManages his/her career strategically– Maintains networks of productive colleaguesMaintains networks of productive colleagues

(Bland, Schmitz, Stritter, Henry, & Aluise, 1990;(Bland, Schmitz, Stritter, Henry, & Aluise, 1990;

Morzinski, Simpson, Bower, & Diehr, 1994)Morzinski, Simpson, Bower, & Diehr, 1994)

Faculty DevelopmentFaculty Development

• Successful Faculty members:Successful Faculty members:– Understand the characteristics of successful Understand the characteristics of successful

faculty in the College of Medicinefaculty in the College of Medicine– Get to know the benchmarks by which the Get to know the benchmarks by which the

College measures academic successCollege measures academic success– Create a career development plan to meet the Create a career development plan to meet the

benchmarksbenchmarks– Identify and work with a mentorIdentify and work with a mentor

MentorshipMentorship

• BenefitsBenefits– Greater career satisfactionGreater career satisfaction– Increased awareness of rigors and Increased awareness of rigors and

expectations for career advancementexpectations for career advancement– Increased networking opportunitiesIncreased networking opportunities– Increased skill and productivity in teaching, Increased skill and productivity in teaching,

patient care, and researchpatient care, and research– Increased ability to manage careerIncreased ability to manage career

Career ManagementCareer Management

• Learn about your institution Learn about your institution

• Become knowledgeable about your Become knowledgeable about your promotions processpromotions process

• Learn to negotiate for resources to include Learn to negotiate for resources to include professional development timeprofessional development time

• Understand your annual reviewUnderstand your annual review

• Develop a individualized development planDevelop a individualized development plan

Individual Development Individual Development ProgramsPrograms

• Designed to help you identify strategies for Designed to help you identify strategies for successsuccess

• Outlines your personal goals over timeOutlines your personal goals over time• Should be done in conjunction with mentor or Should be done in conjunction with mentor or

DEO/division headDEO/division head• Can help when writing personal statements, Can help when writing personal statements,

organizing for promotion, or making decisions organizing for promotion, or making decisions regarding career pathsregarding career paths

Personal Development PlanPersonal Development Plan

• Clarify and prioritize your valuesClarify and prioritize your values

• Identify your strengths and skillsIdentify your strengths and skills

• Develop a learning plan for skills neededDevelop a learning plan for skills needed

• Set specific 1,3, and 5 year goalsSet specific 1,3, and 5 year goals

• Involve others in the process - chair, Involve others in the process - chair, division director, mentor, peersdivision director, mentor, peers

You are hereYou are here

Faculty AppointmentFaculty Appointment

• Offer letter with expectations of both partiesOffer letter with expectations of both parties• RanksRanks

– Professor/Clinical Professor/Research Professor/Clinical Professor/Research ProfessorProfessor

– Associate Professor/Clinical Associate Associate Professor/Clinical Associate Professor/Research Associate ProfessorProfessor/Research Associate Professor

– Assistant Professor/Clinical Assistant Assistant Professor/Clinical Assistant Professor/Research Assistant ProfessorProfessor/Research Assistant Professor

– AssociateAssociate• Started your jobStarted your job

Associate Professor / tenureAssociate Professor / tenure

Clinical Track/Research TrackClinical Track/Research Track

Promotion is Promotion is notnot linked to the contract cycle linked to the contract cycle RT appointments based on available fundingRT appointments based on available funding

4 years4 years

1-3 years1-3 years 1-7 years1-7 years sequentialsequential

4 years4 years

Tenure TrackTenure Track

MD/PhD Clinical ScientistMD/PhD Clinical Scientist

Associate Professor / tenureAssociate Professor / tenure

3 years3 years 3 years3 years

PhD Basic ScientistPhD Basic Scientist

Annual Review ProcessAnnual Review Process• The Dean expects annual reviews for all facultyThe Dean expects annual reviews for all faculty• UI Guidelines: UI Guidelines: • All probationary faculty (regardless of track or rank)All probationary faculty (regardless of track or rank)

– Assistant Professors (CT) yearly for 9 years or until promoted; Assistant Professors (CT) yearly for 9 years or until promoted; TT yearly for the probationary period (8 years for MD or PhDs TT yearly for the probationary period (8 years for MD or PhDs doing clinical work; 6 years for PhD or MD scientists); RT yearly doing clinical work; 6 years for PhD or MD scientists); RT yearly

• Once promoted (CT, RT)Once promoted (CT, RT)– Associate Professors every two yearsAssociate Professors every two years– Full Professors every five yearsFull Professors every five years– Does not necessarily occur with contract renewal cycleDoes not necessarily occur with contract renewal cycle

• Once tenured (regardless of rank)Once tenured (regardless of rank)– Yearly with full peer review every 5 yearsYearly with full peer review every 5 years

Purpose of Annual ReviewPurpose of Annual Review• Assess direction in appropriate core Assess direction in appropriate core

missions – teaching, missions – teaching, scholarship/professional productivity, scholarship/professional productivity, academic service and (where applicable) academic service and (where applicable) patient carepatient care

• Get feedback on progress to dateGet feedback on progress to date

• Have realistic conversations about career Have realistic conversations about career choiceschoices

• Plan for the future/goal settingPlan for the future/goal setting

Make Annual Review EffectiveMake Annual Review Effective• Always prepare a personal statement that Always prepare a personal statement that

includes accomplishments and goals in includes accomplishments and goals in core areascore areas

• Review your teaching fileReview your teaching file– Make sure all teaching evaluations are in your Make sure all teaching evaluations are in your

filefile– Review any peer evaluations of teachingReview any peer evaluations of teaching– Use your personal statement to address any Use your personal statement to address any

concerns raised in evaluationsconcerns raised in evaluations

Make Annual Review EffectiveMake Annual Review Effective

• Invite specific feedback Invite specific feedback – Is your plan for next year reasonable?Is your plan for next year reasonable?– Where should you improve?Where should you improve?– What resources do you need to be What resources do you need to be

successful?successful?– Are you “on track” for promotion?Are you “on track” for promotion?

• Take Take allall feedback seriously feedback seriously

ProcedureProcedure• You provide an updated C.V. + personal You provide an updated C.V. + personal

statementstatement• Chair prepares review, usually in consultation Chair prepares review, usually in consultation

with senior faculty (committee or all)with senior faculty (committee or all)• You meet with Chair to discussYou meet with Chair to discuss• You receive a written copy for response and You receive a written copy for response and

concurrence…concurrence…• … … the copy then goes “upstream” (dean’s office the copy then goes “upstream” (dean’s office

and Provost’s office)and Provost’s office)• Reviews are Reviews are notnot included in the promotion included in the promotion

review processreview process

PromotionPromotion

How is a promotion review How is a promotion review initiated?initiated?

• Required Required in the final probationary year of a in the final probationary year of a tenure track appointment (year 8 for tenure track appointment (year 8 for MD/PhD clinical scientists and year 6 for MD/PhD clinical scientists and year 6 for PhD basic scientists)PhD basic scientists)

• In all other cases:In all other cases:– The Department recommendsThe Department recommends OROR– The faculty member asks to be reviewedThe faculty member asks to be reviewed

Evaluation of TeachingEvaluation of TeachingCommon to TT/CT; Not required for RTCommon to TT/CT; Not required for RT

• Review of Teaching MaterialsReview of Teaching Materials– Course materials, Presentations, Lecture Course materials, Presentations, Lecture

handoutshandouts

• Quantity relative to peersQuantity relative to peers

• Quality relative to peersQuality relative to peers– Peer evaluationsPeer evaluations– Learner evaluationsLearner evaluations

Tenure Track PromotionTenure Track Promotion

• Teaching as discussedTeaching as discussed

• ScholarshipScholarship

• Academic service/citizenshipAcademic service/citizenship

• Clinical Service, where applicableClinical Service, where applicable

• For Associate Professor, evidence that For Associate Professor, evidence that Professor will be attainedProfessor will be attained

How is scholarship evaluated?How is scholarship evaluated?

Quality / ImpactQuality / Impact

FocusFocus

Independence/DirectingIndependence/Directing

Sustained ProductivitySustained Productivity

external reviews; journals; fundingexternal reviews; journals; funding

Moving problem forward; themesMoving problem forward; themes

Lack of gaps; funding; progressionLack of gaps; funding; progression

Authorship order; funding as PI; external viewsAuthorship order; funding as PI; external views

Academic ServiceAcademic Service

• Service to Department, College, or Service to Department, College, or UniversityUniversity – committees, mentoringcommittees, mentoring

• Service outside the UniversityService outside the University – editorial work, boards, discipline society editorial work, boards, discipline society

activities; grant reviewsactivities; grant reviews

• National, international serviceNational, international service

Cumulative TT Promotion Cumulative TT Promotion ExperienceExperience

Professor Professor

Unmistakable evidence of Unmistakable evidence of recognition by peers at the recognition by peers at the national national or international levelor international level

Sustained productivity over timeSustained productivity over time

Appropriate teaching activitiesAppropriate teaching activities

Professor PromotionProfessor Promotion

Clinical Track PromotionClinical Track Promotion

• Teaching – as previously notedTeaching – as previously noted

• Clinical Service – participation in the Clinical Service – participation in the clinical programs of departmentclinical programs of department

• Academic Service – committee workAcademic Service – committee work

• Professional ProductivityProfessional Productivity

ExpectationsExpectations

Direct clinical careDirect clinical care Teaching in that contextTeaching in that context

M3

Professional ProductivityProfessional Productivity• Activities outside the Activities outside the

clinical setting that clinical setting that are are IN ADDITIONIN ADDITION to to routine activities and routine activities and demonstrate demonstrate CREATIVITYCREATIVITY

• Can be in the Can be in the realms of education, realms of education, clinical activity or clinical activity or serviceservice

Professional ProductivityProfessional Productivity(education)(education)

• CME and/or Curriculum development CME and/or Curriculum development • Student, resident, or fellow advising and Student, resident, or fellow advising and

counseling counseling • Serving as a member/leader of education, Serving as a member/leader of education,

curriculum, or admissions committees curriculum, or admissions committees • Organization of a new teaching program Organization of a new teaching program • Development of better teaching techniques Development of better teaching techniques • Development of teaching materials for any Development of teaching materials for any

medium, including web basedmedium, including web based

Professional ProductivityProfessional Productivity(clinical)(clinical)

• Contributions in the clinical setting Contributions in the clinical setting beyondbeyond the provision of direct patient the provision of direct patient carecare– Develop a new clinical serviceDevelop a new clinical service– Develop a new method of care deliveryDevelop a new method of care delivery– Develop new procedures for a given areaDevelop new procedures for a given area

Professional ProductivityProfessional Productivity(service)(service)

• Academic Service to Department, College, Academic Service to Department, College, or Universityor University – leading committees, mentoringleading committees, mentoring

• Academic Service outside the UniversityAcademic Service outside the University – editorial work, boards, discipline society editorial work, boards, discipline society

activities on a local, regional or national levelactivities on a local, regional or national level

• Service to the communityService to the community– Director of local boards that impact health Director of local boards that impact health

carecare

Professional ProductivityProfessional Productivity

• Written scholarship satisfies this requirement, Written scholarship satisfies this requirement, but it but it is not required for promotion (University is not required for promotion (University Guidelines)Guidelines) in this track. The expectation of in this track. The expectation of the Dean is that all faculty publishthe Dean is that all faculty publish

• Written scholarship could includeWritten scholarship could include– high quality review articleshigh quality review articles– case reports, clinical commentaries case reports, clinical commentaries – text book chapterstext book chapters– policy documents (for institution, discipline, state policy documents (for institution, discipline, state

government, etc).government, etc).

Cumulative CT Promotion Cumulative CT Promotion ExperienceExperience

Clinical ProfessorClinical Professor

• Activities outside the institution that can be Activities outside the institution that can be highlighted – can be regional or nationalhighlighted – can be regional or national

• May be accomplished through activities in May be accomplished through activities in specialty societiesspecialty societies

Professor PromotionProfessor Promotion

Research TrackResearch Track• Non tenure track appointmentNon tenure track appointment

• Appointment made for the length of Appointment made for the length of funding availablefunding available

• Incremental/independent funding Incremental/independent funding expectations with higher rankexpectations with higher rank

• No teaching expectationsNo teaching expectations

• Possible to move to the tenure trackPossible to move to the tenure track

Ongoing Career DevelopmentOngoing Career Development• Review your personal development plan Review your personal development plan

and update progress, alter goals as and update progress, alter goals as neededneeded

• Develop strong mentoring relationshipsDevelop strong mentoring relationships• Support the missions of the CollegeSupport the missions of the College

– Teaching, service, research/professional Teaching, service, research/professional productivityproductivity

• Prepare for promotionPrepare for promotion– Timing depends on track to some degreeTiming depends on track to some degree– Putting the pieces togetherPutting the pieces together

Ongoing Career DevelopmentOngoing Career Development

• This is a personal journeyThis is a personal journey– Starts with appointmentStarts with appointment– Continues with annual reviewsContinues with annual reviews– Culminates in first promotionCulminates in first promotion– Continues into next phaseContinues into next phase– Requires nurturing and attentionRequires nurturing and attention– Allows for adjustments based on personal Allows for adjustments based on personal

circumstancescircumstances

How to get help…How to get help…• Your departmentYour department

– Department ChairDepartment Chair– Division directorDivision director– Promotions committee memberPromotions committee member– Other senior or recently promoted facultyOther senior or recently promoted faculty

• Office of Faculty Affairs and DevelopmentOffice of Faculty Affairs and Development– Periodic workshopsPeriodic workshops– Personal consultationPersonal consultation

• Refer to the College Policies and ProceduresRefer to the College Policies and Procedures– http://www.medicine.uiowa.edu/facultyaffairs/http://www.medicine.uiowa.edu/facultyaffairs/