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ADVANCE Faculty Recruitment Tutorial

After: Settling In

 

What

Why / Research Rationale

Assign at least two mentors to the new hire, from within & outside the department.

 

Offer work-life resources (such as realtors, community resources, etc.) to the new hire.

 

Support the new hire in processing all paperwork, including securing start-up funds, lab-space, equipment, and all Human Resources forms.

 

Ensure timely adherence to all negotiated items in the offer letter.

 

Maintain open communication with the new-hire's mentors to ensure that nothing falls through the cracks.

 

Provide support networks: Underrepresented groups, members of stigmatized groups, or women who are in positions of solo-status in their departments may feel more distinctive and less satisfied with their jobs. Indeed, the "spotlight" feeling may mediate job satisfaction (Niemann & Dovidio, 1998).

 

Retention: Mentoring can be an effective strategy in improving retention of underrepresented faculty (Girves, Zepeda, & Gwathmey, 2005). Furthermore, the benefits of mentoring are reciprocal and benefit the institution as well by cultivating a sense of institutional ownership and belonging in the mentee. (Schrodt, Cawyer, & Sanders, 2003).

 

Simple, often taken-for-granted, factors can contribute to the success of new faculty (ADVANCE focus groups, 2004):