Faculty career flexibility; getting beyond a poverty of imagination

FACULTY CAREER FLEXIBILITY

Getting Beyond a Poverty of Imagination

Kathleen ChristensenCareer Development and Leadership Retreat

Chicago Collaboration for Women in STEMFebruary 22, 2013

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Kathleen Christensen

Problem Not NewNumbers Are

“I have frequently been questioned, especially by women, of how I could reconcile family life with a scientific career. Well, it has not been easy.”

Marie Curie (1867-1934, twice-Nobel Prize winner, only Nobel Prize winner to be mother of Nobel Prize winner)

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Changing NumbersPh.D. Workforce – 1973-2005

1% 1%2% 2% 2%

2%3%

3% 3% 3%3% 3% 4% 4% 3% 3% 3% 4% 4% 4% 4% 4% 5% 5% 5% 6% 6% 6% 6% 7% 7% 7%

2% 3%3% 3% 4%

4%4%

3% 3% 4% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 3% 4% 4% 4%4% 4% 4% 4% 5% 5% 5%

3%

7%

5%3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

19

73

19

75

19

77

19

79

19

81

19

83

19

85

19

87

19

89

19

91

19

93

19

95

19

97

19

99

20

01

20

03

20

05

Women, White/Other Women, Asian Women, URM Men, URM Men, Asian Men, White/Other

Source: NSF, Survey of Earned Doctorates, taken from Webcaspar. Source: UCOP, “Long Range Planning Presentation,” before the University of California Board of Regents, September 2002

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Elongating Career Timelines(Mean Time-to-Events):U.S. Science & Social Science PhDs Who Achieve Tenure, 1985-1999*

23

22.6

22.4

22.2

22.3

22.4

22.4

22.5

9.3

8.7

8.8

8.5

8.3

8.3

7.7

7.6

1.8

1.7

1.6

1.6

1.6

1.5

1.6

1.6

5.1

5.2

5.3

5.2

5

5

4.8

4.5

20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

1999

1997

1995

1993

1991

1989

1987

1985

Ye

ar

of

Su

rve

y*

Mean Age

Age at BA/BS Time to PhD Time to Ten. Track Job Time to Tenure

*Mean age calculations based on PhD Recipients given up to 14 years from PhD receipt to achieve tenure, e.g. 1999 includes SDR respondents who received their PhD from 1985-1987.

Source: NSF, SDR Sciences, 1973-1999. Note: Use of NSF Data does not imply the endorsement of research methods or conclusions contained in this report.

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Premise, Challenge, Obstacle

Premise: Ph.D. workforce has changed /Structure of career paths has not

Challenge: Do we fit this new workforce to old structure or transition old structure to better adapt to new workforce?

Obstacle: Poverty of Imagination

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Leaks in the Academic Pipeline for Women*

* Results are based on Survival Analysis of the Survey of Doctorate Recipients (a national biennial longitudinal data set funded by the National Science Foundation and others, 1979 to 1995). Percentages take into account disciplinary, age, ethnicity, PhD calendar year, time-to-PhD degree, and National Research Council academic reputation rankings of PhD program effects. For each event (PhD to TT job procurement, or Associate to Full Professor), data is limited to a maximum of 16 years. The waterline is an artistic rendering of the statistical effects of family and gender. Note: The use of NSF data does not imply NSF endorsement of research methods or conclusions contained in this paper.

PhDReceipt

GraduateSchoolEntry

AssistantProfessor(Tenure Track)

AssociateProfessor(Tenured)

FullProfessor(Tenured)

Leak!! Leak!! Leak!! Leak!!

Womenwith Babies28% less likely than women without babies to enter a tenure-track position

Women, Married 21% less likely than single women to enter a tenure-track position

Women27% less likely than men to become an Associate Professor

Women20% less likely than men to become a Full Professor within a maximum of 16 years

Remaining Women PhDs



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Family Status of Tenured Faculty Sciences, Social Sciences, and Humanities in the U.S.*

Married without

Children15%

Single without Children

11%

Single with Children**

4%

Married with

Children**70%

*PhDs from 1978-1984 Who Are Tenured 12 Years out from PhD.**Had a child in the household at any point post PhD to 12 years out.

Source: Marc Goulden, UCB, Survey of Doctorate Recipients. Sciences, 1979-1999, Humanities, 1979-1995

Single with

Children**11%

Married without

Children19%

Single without

Children26%

Married with

Children**44%

MenWomen

N=10,652 N=32,234

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Family Status of Tenured Faculty in the Sciences*

*PhDs from 1978-1984 Who Are Tenured 12 Years out from PhD in STEM, Bio. Sciences & Health Sc.**Had a child in the household at any point post PhD to 12 years out.

Source: Marc Goulden, UCB, Survey of Doctorate Recipients. Sciences, 1979-1999,

Married without Children

14%Single without

Children9%

Single with

Children**4%

Married with

Children**73%

Single with

Children**11%

Married without

Children15%

Single without Children

24%

Married with

Children**50%

MenWomen

N=4,157 N=19,767


Having Fewer Children Than They Wanted: UC Faculty, Ages 40-60

40%

24%

32%

64%

34%

20%

8%

13%

42%

22%

0% 10% 20% 30% 40% 50% 60% 70% 80%

All

3+

2

1

0

Num

ber o

f Chi

ldre

n

Percent who indicated "Yes, I had fewer children than I wanted."

Women Men

Men=424

Women=205

Men=239

Women=153

Men=514

Women=224

Men=236

Women=50

Men=1,413

Women=632

Source: Mason, Mary Ann, Angelica Stacy, and Marc Goulden. 2003. “The UC Faculty Work and Family Survey.” http://ucfamilyedge.berkeley.edu

http://ucfamilyedge.berkeley.edu/

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Fast Track Professionals* with Babies**

*Working 1 or more weekly hours.**Children, Ages 0 or 1 in Household.

Source: Census 2000, Pums 5% sample; Mason, Mary Ann, Angelica Stacy, and Marc Goulden 2003. “The UC Faculty Work and Family Survey.” http://ucfamilyedge.berkeley.edu



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Mean Weekly Hours Worked by Science and Social Science Tenure-Track Faculty* in the U.S. - 1999

30

35

40

45

50

55

60

30+ 32+ 34+ 36+ 38+ 40+ 42+ 44+ 46+ 48+ 50+ 52+ 54+ 56+ 58+ 60+ 62+ 64+ 66+ 68+ 70+

Age at Survey

Mea

n W

eekl

y H

ou

rs

*Pre- and Post-Tenure

Source: SDR Sciences, 1999

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Everybody is Very Busy (UC Faculty, ages 30-50)

51.2 55.6 59.8 59.1

14.6 11.910.6 10.6

35.520.3 8.1 8.6

0

10

20

30

40

50

60

70

80

90

100

110

Women withChildren

Men with Children Women withoutChildren

Men withoutChildren

To

tal H

ou

rs p

er

We

ek

Professional Housework Caregiving

Source: Mason, Mary Ann, Angelica Stacy, and Marc Goulden. 2003. “The UC Faculty Work and Family Survey.” http://ucfamilyedge.berkeley.edu


18%

33%

19%

19%

37%

14%

19%

32%

33%

34%

46%

51%

Women

Men

Source: Drago, R., Colbeck, C. (2004). “Family-Work Policies & Practices: Results from the Mapping Project”.

Fear of Bias Prevents Use of Policies and Impacts Families

“Missed children’s important events when they were young to appear committed to my job.”

“Did not ask for parental leave even though it would have helped me to take it.” [parents]

“Did not ask to stop the tenure clock for a new child even though it would have helped me to take it.” [parents]

“Did not bring children to the office during their school breaks because I worried that other faculty would be bothered.” [parents]

“Came back to work sooner than I would have liked after

new child to be taken seriously as an academic.”

“Did not ask for reduced teaching load when needed for family reasons, because of adverse career repercussions.”


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Kathleen Christensen 14

Changing Career Goals - UC PhD Students

Bus., Gov., Other32%

Other Academic

2%

Prof. (teach)

20%

Prof. (rsrch)*

45%

N=3710

N=3994 N=3936

N=3672

Prof. (rsrch)*

36%

Prof. (teach)

19%Other Acad.

3%


Prof. (rsrch)*

39%

Prof. (teach)

28%

Other Acad.

4%


Prof. (rsrch)*

27%

Prof. (teach)

27%Other Acad.

5%


Current Goal

Men

Women

Career Goal at Start of PhD

Source: Mason, Mary Ann and Marc Goulden. 2006. “UC Doctoral Student Career Life Survey.” http://ucfamilyedge.berkeley.edu/grad%20life%20survey.html

*Professor w. Research Emphasis


PhD Students Shifting Career Goal away from Professor with Research Emphasis

Source: Mason, Mary Ann and Marc Goulden. 2006. “UC Doctoral Student Career Life Survey.” http://ucfamilyedge.berkeley.edu/grad%20life%20survey.html

% Citing Factor As “Very Important*” in Career Goal Shift Total Men Women

1 Negative experience as PhD student 45% 44% 46%

2 Other life interests 42% 35% 48%

3 Professional activities too time consuming 41% 35% 45%

4 Issues related to children 36% 21% 46%

5 Geographic location Issues 35% 28% 40%

6 Feelings of isolation/alienation as PhD student 33% 31% 35%

7 Bad job market 30% 29% 30%

8 Career advancement issues 30% 34% 27%

9 Job security 29% 29% 29%

10 Spouse/partner issues or desire to marry 27% 22% 32%

11 Monetary compensation (e.g. salary, ben.) 27% 31% 23%

12 Other career interests 25% 23% 27%

Yellow shading indicates the group’s response is significantly higher than the other group’s response (P<.01).

N=956 to 1201 402 to 529 550 to 666*Not applicable is excluded from analysis.

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Challenge: Rethinking Career Paths

Faculty Career Flexibility: Structurally Realign the Academic

Career Path to Fit Work-Family Needs of

Increasingly Diverse Workforce While Meeting Needs of the

Institution

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Mechanics of Faculty Career Flexibility: Policies

1. Tenure Clock Extension2. Active Service Modified Duties3. Unpaid leave beyond 12 weeks of FMLA4. Reduced Appointment – Extraordinary circumstances5. Reduced Appointment – Ordinary circumstances6. Spouse/Partner Employment Assistance

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Frequency of Flexibility Policies:Doctoral –Extensive & Intensive Schools

79%

52%

28% 27% 25%20%

11% 12%15%

37% 38%

73%

63%

80%

0%0%5%6%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Tenure Clock Stop Unpaid Leave Modified Duties Reduced Appt-Extraordinary

Reduced Appt-Ordinary

Part-Time/JobShare

Formal Informal No Policy

Source: University of Michigan, Center for the Education of Women

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Principles of Career Flexibility

Arc of Career – Less rigid Less one-size-fits all More responsive to

acceleration/plateauing/deceleration Customized workload - systematically Support to stay on track

Normalized throughout academia: across ages; across genders; from top to bottom. Only way to avoid bias.

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Rigid vs Flexible Career Paths

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Lessons Learned from Sloan’s History on W-F in the Academy

1997 – Present: Research on career and family

formation for faculty members 2003 – Present

National conversation About issues/Facts

2005 – Present Sloan Faculty Career Flexibility

Awards Winners

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Alfred P. Sloan Awards for Faculty Career Flexibility

Recognize leadership and accelerate progress in career flexibility through multi-stage application process: Institutional Survey - benchmarking Faculty Survey - benchmarking Accelerator Grant applications

5 Rounds administered by the American Council on Education (ACE): Round 1 – Research Universities (n=8) Round 2 – Large Master’s Universities (n=8) Round 3 - Liberal Arts Colleges (n=8) Round 4 – Medical Schools (with AAMC) (n=7) Round 5 - Retirement Transitions - across all categories

(n=15)

Benchmark all applicants - Disseminate best practices

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Lessons Learned About Faculty Career Flexibility

Institutional Change

Media/Conference

s

Funders

YouDepartment

s

University Leadershi

p

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University Leadership


University Leadershi

p

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University Leadership: Tone

Leadership from the top

Sets the tone and creates a sense of priority

U C Berkeley’s Bob Birgeneau commitment internally and externally

Encourages faculty and staff to take initiatives seriously U Washington conducted internal survey of career outcomes

for faculty, hired between 1995 and 2001, who requested tenure clock extensions

Ties initiatives to strategic plan and central mission

Santa Clara ties flexibility to Jesuit tradition of educating “the whole person;”

University of Baltimore president views flexibility as integral to recruitment of excellent faculty

Increases likelihood that culture is transformed and projects are sustained

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University Leadership: Central Funding and Benchmarking

Central funding for policies

Removes departmental burden when faculty use policies,

UC Davis expanded to all 10 UC campuses its model of central funding of leaves or ASMD.

central funding model for ASMD and Leaves extended to UC System

Increases incentives for faculty to use policies

Lehigh $6000 Sloan Research Grants

Benchmarking to Peer Institutions

Creates transparency of where institution ranks:

• University of Baltimore - benchmarked itself against 12 other universities re tenure clock extension

• Chronicle of Higher Educ.- Great Place to Work (Canisius College & Duke University among winners)

• Higher Education Research Institute (HERI)

• Collaborative on Academic Careers in Higher Education (COACHE)

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Business Case

Formal cost-benefit analyses Iowa State University – CBA = $304,000

Cost of retention (79k – salary, flexible career administration) versus cost of replacement ($383k – advertising, search committee, interviews, lab start ups (STEM)

UC Berkeley and Davis –Tracking costs to university of replacement instruction for faculty on child bearing leaves or ASMD

Systematic assessment of policy use on career outcomes University of Washington assessed career outcomes for

faculty, hired between 1995 and 2001, who requested tenure clock extensions


Prepare for the Unexpected

Budget cuts, turnover in leadership tests business continuity on all counts, including flexiblity policies & programs Several Sloan winners had significant leadership changes

and continued to meet goals set in accelerator plans Lehigh University, Simmons College and University of

Baltimore had new presidents or provosts University of Baltimore president met with all new hires

and recommitted to flexibility as integral to recruitment and institutional reputation.

Lehigh University new president recommitted to initiative – Sloan grants

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Departmental Training


Departments


Training: Chairs, Promotion & Tenure Review Committees

Targeting new department chairs

San Jose State – Office of Faculty Affairs’ training

UC Davis – mandatory 2 day training session and family-friendly advisor/mentor program

UC Berkeley – comprehensive online training

Targeting promotion and tenure review committees

U Florida - Mandatory online certification on how to assess gaps in candidate’s resume

UC Davis – Shares, across 10 UC campuses, prototypical internal & external review letters, ensuring reviewers “evaluate without prejudice”

Direct Reviewers to scholarship record in time since hire, minus extensions

Provide example letters

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Efforts Pay Off: UC Berkeley

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You


You

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Seemingly Intractable Problems Trinity of Responsibilities: Teaching, Research and Service

Labs run 24/7

Micro Inequities: “subtle ways in which individuals are "singled out, or overlooked, ignored, or otherwise discounted" based on an unchangeable characteristic such as race or gender. A microinequity generally takes the form of a gesture, different kind of language, treatment, or even tone of voice. The cumulative effect of microinequities can impair a person's performance in the workplace.”

Solutions?? We need to talk

Virtual work: lab notes, department meetings, tenure and promotion meetings? What can be done away from the lab? Won’t solve child care, will reclaim some time.

Limiting university service at transition times

Setting up a departmental lab tech temp service so costs distributed

Making micro inequities anonymously public and instituting mandatory training at school or department level

Making systemic micro affirmations privately and in public

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Media/Conferences = Ambient Environment


Media/Conference

s


Internal Media and Communications:To ensure acceptance and transparency

UC Berkeley online newsletter UC Families, part of the Berkeley Parents

Network, with interactive blog and links to policies and program

Family Friendly Edge – online & most comprehensive in nation re flexibility

UC Davis – daylong workshops and brown bags for new faculty

Duke University – award-winning Duke Advantage

Lehigh University – Balancing Work & Life, online and hard copies, mailed to all faculty

U Washington’s Balance @UW postcard outlining “8 by ‘08” and mailed to all faculty

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External Communications

Legitimizes to broader environment Special issues Books Conferences in higher education

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Funders: Private Philanthropy & Federal Agencies


Funders

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Funders: Purpose and Function

Not just funding

Can raise awareness, can support research to identify and legitimize problems

Can convene key players

Can set tone, establish a standard for practices, and provide resources for solutions

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Best Practices To Date Leadership from the top Central funding for policies Policy training for deans, department chairs, search

committees, P&T committees Aspects of work-life culture are in performance

reviews of chairs, deans, etc. Brochures/web pages communicate throughout the

university Flexibility practices span age, gender, and stage in

career Policy use is monitored internally and externally Institutional practices track federal agency practices

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Next Steps

Look to private sector for ideas

Normalize flexibilityThink out of the box

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Mass Career Customization - Deloitte

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MCC Over Time

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Normalize

Create culture of inclusiveness so that flexibility is normal, not deviant

Automatic extension of tenure clock

University of Chicago, Duke, Princeton

Extend availability of leave policies to men and upon adoption

U Washington’s pilot program for this population

Extend availability of part-time to retiring faculty

U Baltimore in its Balance that Works@UB

Extend availability of transitional part-time to faculty with family responsibilities

UC Berkeley

Ensure no abuse of leave policies involving their use for research purposes

UC Berkeley’s MOU

Rethink promotion packaging (Letters, bundling of candidates)

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Think Outside the Box – All of Us Career Paths

Ten year research contracts convertible to tenure line/tenure

Hiring older Ph.D.s onto tenure lines Creating effective re-entry paths, e.g.

McKinsey Lab Practices

Rotating responsibilities Virtual

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In Closing

The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable (WO)man."

George Bernard Shaw

Award Winning Institutions

Doctoral/Research Universities

Master’s Institutions

Baccalaureate A&S

$250,000 Duke University

Lehigh UniversityUC Berkeley & Davis

University of FLUniversity of WA

$25,000Univ of WI-Madison

Iowa State University

$200,000Boise State UnivCanisius CollegeSanta Clara Univ

San José State UnivSimmons CollegeUniv of Baltimore

$25,000Benedictine Univ

Plymouth State Univ

$200,000Albright CollegeBowdoin College

Middlebury CollegeMount Holyoke College

Oberlin CollegeWashington & Lee Univ

$25,000 Dickinson College

Smith College


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Award Winning Institutions

Medical Schools$250,000

Boston University School of Medicine

Indiana University School of Medicine

Stanford University School of Medicine

University of Massachusetts Medical School

Washington University School of Medicine in St. Louis

$25,000

University of California, Davis School of Medicine

State University of New York Upstate Medical University

Retirement Transitions Award Winners

Baccalaureate A&S

Master’s Institutions

Doctoral/ResearchUniversities

$100,000Albright College

Carleton College Mount Holyoke College

Skidmore CollegeWellesley College

$100,000Bentley University

San Jose State University

University of BaltimoreXavier University

$100,000George Mason University

Georgia Institute of Technology

Princeton University University of California,

DavisUniversity of Southern

CaliforniaUniversity of Washington


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Faculty career flexibility; getting beyond a poverty of imagination

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