FACULTY PERFORMANCE REVIEW AND DEVELOPMENT:

Key Issues and ChallengesPenn State “Academic Leadership Forum”

February 12, 2015Presented by:Theodore H. (Terry) CurryAssociate Provost and Associate Vice President,Academic Human ResourcesProfessor, School of Human Resources and Labor Relations

AGENDA

• Faculty Performance Reviews -- An Overview• The critical importance of the review• Underlying Assumptions• Two review conference scenarios

• The Ideal Process• Legal/Regulatory Issues• A Review of Sample Letters• Process Options

“To say that the faculty are the University may be trite, but it is

nonetheless true. To me a university faculty member has always seemed to

be among the most blessed of mankind. He is permitted to spend his time in the search of knowledge and in

expounding the knowledge he possesses to the intellectual elite among the youth of the nation."

Walter H. JohnsThe History of the University of Alberta, 1908-1969

What can department chairs do to help their faculty perform at outstanding levels?

CURRY ASSUMPTIONS – REVIEWS AND MERIT PAY

Faculty are our most important resource.

Faculty independe

nce and self-

direction must be balanced with the

mission of the unit

and University.

Faculty should

participate in setting

and clarifying

expectations.

Faculty deserve feedback

.

CURRY’S ASSUMPTIONS -- Continued

Faculty should participate in the process of

evaluation and

development.

Faculty career development is

an ongoing event even

though writing the review is an annual process.

Expectations may change over the

faculty career. The annual and

extended reviews are part of a

larger picture of growth and

development.

CURRY’S ASSUMPTIONS -- Continued

“Merit” pay decisions require an effective

performance appraisal.

Equity is the issue in

compensation, internal and external, not just amount.

Merit pay discussions should be

separated from discussions

about performance and

development.

THE IDEAL PROCESS – The Prerequisites

THE IDEAL PROCESS

THE IDEAL PROCESS (Continued)

LEGAL ISSUES

Legal/regulatory issues are likely to arise in one of three contexts:• an adverse

personnel decision,

• a disciplinary action, or

• a defamation action

The Written Performance Review and Supporting Documents Should Provide Support That:The faculty member

received clear communications

concerning expectations

The expectations were reasonable, fair and consistent with

University guidelines

Where improvement is needed,

communications about it is clear

Consequences are included

where warranted

The unit’s process was fair and

consistent with its (and University)

policies

LEGAL ISSUES -- Continued

In some states, written performance reviews are accessible under

freedom of information acts and/or state

records access laws.The truth, supported by evidence, is the best defense. (But

don’t write anything you would be

embarrassed to see all over the internet.)Be objective where possible rather than

subjective in your choice of words. Include support.

YOUR ASSIGNMENT

• Review the sample performance reviews assigned to your group. • What are its strengths and weaknesses?• How could it be improved?• Where is it likely to be successfully used, e.g. large

departments, professional schools, etc.?• What developmental issues should be addressed in

the meeting with the faculty member?• Review the other sample reviews• Designate a spokesperson

PERFORMANCE REVIEW ISSUES FOR DISCUSSION• Timing the Review• Clarity of expectations, a few things to think about:

• Research/creative activities – publications (number, quality, time period counted), funding, peer review

• Teaching – evaluations, portfolios, observations• Service – unit, college, university, profession, impact

• The Review Process• Annual activity report?• Review committee?• Meeting with faculty member?• The written review?

• Joint appointments

PERFORMANCE REVIEW ISSUES FOR DISCUSSION

• Relationship of evaluation to reappointment, promotion, and tenure• Relationship to merit increases• Improving the quality of the performance feedback session

• Accomplishments• Areas in need of improvement• Developmental strategies• Reappointment, Promotion and Tenure