Faculty Management– + Latam/ Emerg. Mkts with Doctoral training • Globalized Acad. Job Markets > More complex and heavier needs for Faculty Management Olavarrieta – Building

Sharing some experiences and learningSept 3, 2019

FacultyManagement

An overview of our school

• Founded in 1954• Highly connected to the Brazilian

business environment• Early accreditations• International networks

• 4000 students • 2500 undergraduate• 1500 graduate

• Broad range of programs• From undergraduate to PhD and

DBA

• 230 faculty members• 150 full time• 80 part-time

• 18 Applied research centers

Strategy

Faculty Development and Renewal

Financial Sustainability and Growth

Internationalization

Teaching and Learning Trends

Ethics, Social Responsibility

and Sustainability

World-class Research

Connection with Practice

Main challenges and actions related to faculty

Challenges• Renewal• Development and growth• Internationalization• Research• Teaching

Actions• Hiring system• Retirement plan• Reward system• Faculty evaluation and

promotion• Training and development

Hiring and retirement

• Continuous and centralized hiring process (190 applications since 2016)

• Activity in international events (AoM, EFMD)

• Internal opportunities and nationals.

• Retirement incentive plan (2015 – 2018)

• Senior professor

AGE 2015 2018

31-40 26 (10,2%) 44 (19,5%)

41-50 55 (21,6%) 60 (26,5%)

51-60 76 (29,8%) 75 (33,2%)

61-70 70 (27,5%) 38 (17,0%)

Over 70 28 (11,0%) 9 (4,0%)

Total 255 226

Merit-based reward system

• FGV Pesquisa and Research Committee• Importance of research for all faculty• ABS list• Two main faculty groups: PhD programs (50) and Professional Programs

(100)• Annual evaluation using a 4-year moving average for publications• Salary complements (monthly) at three levels: (R$ 6500; R$ 10,000; R$

15,000)• Financial prizes for publications (R$ 60,000 for ABS 4*)• Annual research budget (R$ 20,000)

Research output increased in quantity and quality• Total number of intellectual

contributions (2014 to 2018) –4740 (28% increase)

• Peer reviewed publications (2014 to 2018) – 1038 (65% increase)

• Percentage of participating faculty producing ICs – 95.6% (previous 80.3%)

0

50

100

150

200

250

300

A1 A2

FGV EAESP - Academic research articles - top journals

2009-2013 2014-2018

Faculty evaluation and promotion

• Self assessment document(2-page) (teaching, research, service)

• Faculty evaluation committee meetings (30 hrs; 2019/1) –constructive feedback

• Dimensions evaluated with four levels: insufficient; adequate; good; excellent

• Individual feedback meetings with the Dean (2019/2)

• 2 year cycle• Tenure track (100)

• Assistant A to D• Associate A to D• Full A to D

• Non- tenure track (60)• Levels I to III

• AACSB classification minimum requirements are a necessary condition for promotion

• Evaluations with at least 2 Good and 1 Adequate are eligible for promotion

Faculty evaluation and promotion

• Constructive feedback and career guidance

• Connection with faculty

• Early self initiated actions

0%

10%

20%

30%

40%

50%

60%

Teaching Research Service

Faculty Evaluation Summary

Excellent Good Adequate Insufficient

Other initiatives and ideas

• Teaching development (Harvard GloColl, ITP)• Faculty exchanges• Sabbatical leave• Visiting scholar program• Post doc• Methods School• Winter School

Olavarrieta – Building and Managing your Faculty Dreamteam

Building and Managing your Faculty Dreamteam:

Challenges and Ideas

Sergio Olavarrieta S., Ph.D.

Director Ph.D. Program, U. of ChilePresident of BALAS,

Business Association for Latin American Studies

Former Vice Dean, U. of Chile, School of BusinessFormer Dean, U. Diego Portales, School of Business

Quito, AMBA 2019



Summary1. Context and Trends in Latam Business Schools and

Faculty2. What Talent Management has to say?3. What HighEd Research tells us?4. Faculty Building and Managing 1015. Some examples from UDP and UCHILE6. The Future: The Challenge of Impact and Relevance


1. Context and Trends of LA Business Schools

Rising Competiton

Regulation and Low Funding

International, National

Accreditation and Rankings

Changing client motives

& needs- Massification

- Knowledge vs. Employability,

Suppliers & Faculty trends

Purpose & Impact

Financials


BSchool Faculty Trends• Professors = Superheroes?

– + Faculty differentiation and types

– + Latam/ Emerg. Mkts with Doctoral training

• Globalized Acad. Job Markets

> More complex and heavier needs for Faculty Management


US University Faculty Composition

Tenured and Tenure-Track

Part-time & Non-Tenure Track

(Adjuncts)

Full time Non Tenure Track


Faculty Dreamteam: What for?

• Covering teaching needs• Research & Knowledge creation• Rankings & Accreditations (AQ)• Prestige & Reputation• Applied research, consulting, and

use and translation of knowledge• Money, donations, networking

Purpose & Impact


2. What talent management has to say?

Strategy &Objectives

Identify Key Positions-Teaching-Research

-Pivotal/ MgmtRecruitment & Development (Make or Buy)Faculty

Needs

Develop High PoptentialTalent Pool

-Like to do research

Facilitate Alignment of Talented Individuals,

Positions and Strategy

Performance

MetricsDeploymentsTime


What Talent Management has to say?

• Alignment w/ Strategy, how do we identify positions key for ORG superior performance – Strategic Needs: Research Quality, vs Teaching

income, Reputations, Rankings– Pivotal Roles: Leadership, Teaching, Research,

Institution specific strategy

From Bradley 2016, Australians’ Universities Review



• Alignment w/ Performance, how do we identify, reward, promote talented individuals for a better Org. Performance– Targets important, but decentralized– Metrics important, but be careful !!

e.g.JIF • Differential use> Pay vs. Development• Differentiated metrics> top researchers

vs. Good researchers (teachers)• Mixed metrics>Peer review cannot be

substituted, Both Research Quality & Teaching Income (e.g. Students served) & Good Management, Societal Impact

Adapted from Bradley 2016, Australians’ Universities Review



• Alignment w/ Management, how do we embed talent management in day to day work– Performance = Ability x Motivation X

Opportunity– Both Leadership >

• Providing GOALS and VISION… and

– And Management> efficacy and efficiency– In House Development and Succession Plans

Individual Faculty

FacultyManager

Also anacademic

From Bradley 2016, Australians’ Universities Review


3. What Higher Ed Research Tell US? Faculty Challenges>

Source: Adapting by Design, USC Rossier, Kezar and Maxey 2015

1. The need for more full-time faculty;2. Ensuring some sort of scholarly component in all faculty

roles;3. Fostering greater collaboration among faculty;4. Allowing some differentiation of roles focused on teaching and

research, and,5. The need to maintain and restore professionalism to the

faculty role, 1. protecting academic freedom, 2. inclusion in shared governance, 3. equitable pay and4. opportunities for career advancement, and professional development.


Talent Management> Decentralized

Two insights>- Correlation between talent management and performance

- Department level more important than top down performance & targets- Best performing UK universities have decentralized Talent Mgmt.

From McCormack et al (2014), Herding Cats? Management and University Performance, The Economic Journal, 124 (578).


4. Faculty Building & Managing 101• Assess your Faculty Team• Identify Talent Needs • Buy, Make and Preserve Talent• Structure, Systems & LeadershipVoice, Responsibility, FlexibilityDecentralized talent mgmt. (Differentiated)

• Train/Develop the manager


Assess your Faculty TeamFaculty Types

• Simple typology>– Tenure Faculty– Non-Tenure Faculty

• A more complex typology

Tenure Non-Tenure Permanent

Non-Tenure Contract

ResearchHybridTeaching/ Service

Main Tasks

Type of contract


Different Faculty Team Configurations

Latam Research Oriented BS


Non-Tenure Contract

Research +++ ++

Hybrid +++++ +++

Teaching/ Service + +++ +++++

Main Tasks

Type of contract


Non-Tenure Contract

Research +

Hybrid + +

Teaching/ Service +++ ++ +++++

Main Tasks

Type of contract


Non-Tenure Contract

Research +++++ + +

Hybrid +++ +++ ++

Teaching/ Service + +++ ++

Main Tasks

Type of contract

Latam Teaching Oriented BS

US Research Oriented BS

FOCUS of BS TMT Top Mgmt Team


Different Logics & Conflict

Latam Research Oriented BS


Non-Tenure Contract

Research +++ +

Hybrid +++++ +++


Type of contract


Non-Tenure Contract

Research +

Hybrid + +

Teaching/ Service +++ ++ +++++

Main Tasks

Type of contract

Latam Teaching Oriented BS

US/ Europe Research 2 Oriented BS

Teaching logic

Balanced Impact strategiclogic

Balanced logic

Research logic

Teaching logic


Non-Tenure Contract

Research +++ ++

Hybrid +++++ +++


Main Tasks

CONFLICT


Faculty Needs• Strategy and Societal Needs• Team Configuration for the Future

– Tracks and Roles• Teaching vs Research vs Outreach• Tenured vs Nontenured and Adjuncts

– Skills and traits• Topics… @digital… @nalytics• Human and Team skills• Ages and demographics

• Management, Pivotal Roles and Succession


The Strategy• Global vs Local vs. LA Relevance• Quality for Research World or for Teaching and

Business Practice• Schools may choose different paths or strategies

Teaching & BusinessPractice

Research World

GlobalRelevance

LocalRelevance

MIT

Harvard

LA / Emerging Nations

Relevance

TeachingLA BS

LA BS Leader inthe region



Research FrontierIn LA 2030

1980


The Strategy• Global vs Local vs. LA Relevance• Quality for Research World or for Teaching and

Business Practice• Schools may choose different paths or strategies

Teaching & BusinessPractice

Research World

GlobalRelevance

LocalRelevance

MIT

Harvard

LA / Emerging Nations

Relevance

TeachingLA BS




Research FrontierIn LA 2030

1980 FEN UCHILE2010

2010


Team Configuration• Football approach:

– goalkeeper, backs, midfielder, and striker are needed (not just strikers)

– Mix of young and experienced (at least one experienced)

– Collaboration and team work

• Integration of – Research, Mixed and

Teaching faculty– Tenure, Nontenured and

Adjuncts


Buy , Make and Preserve• Make and Buy to manage risk

– Train and develop– Hire in the market

• Adapt to the Uncertainty in talent demand (training)– Providing short term targeted development programs to faculty

• Improve Return on Investment in Developing Employees– Providing stretch assignments to capable volunteers– Options visitings, flexible appointments– Keep contact w/ former employees

• Preserve the Investment by balancing Employee-Employer Interests (Economic and Empotional Lock ins)

– Sharing decisions, program involvement


Team Configuration

-55

1990

Phase 1Make Ph.Ds

Phase 2Critical Mass

BUY

Average Annual Investment:USD 2,5 millions


Structure, Systems, Leadership for Alignment

• Structure– Pivotal, Coordination, Champions roles

• Systems– Multiple differentiated metrics– Incentives for performance and

collaboration!– Promotion, Tenure and Non Tenure

• Leaderships and Vision– Common vision– Voice and responsibility (professionalism)– Decentralized talent management


Main ActionsPositions :

– Research oriented, GOAL 70 to 90 Full time prof, 75% PhDsBuy or Make: Both

– Phase 1> Young instructors sent to Ph.D program,s– Phase 2> BUY mostly– Funding Stabilization (Strategic Goal)

• Growth, diversification, Heavier teaching needs• Regulatory Shock Gratuidad (Free Higher Ed)

Incentive Systems and Metrics– Publication bonuses– Awards, Research funds– WoS based metrics

• BUT…For both Incentives and Tenure,

– Higher barriers for Tenure and promotion • BUT not clear and not Differentiated, Metric based, Peer review less considered

– Teaching less considered, Funding less considered • Some conflict, some disengagement


Some Results….But more challenges too…


Final Thoughts

• Diverse Roles and Faculty Types

• Look for, Build and Retain Talent

• More Management is required– Metrics is not mgmt

• Train the manager


THANKS

YOUR FACULTY DREAMTEAM

Documents

Faculty Management– + Latam/ Emerg. Mkts with Doctoral training • Globalized Acad. Job Markets > More complex and heavier needs for Faculty Management Olavarrieta – Building