network-based mentoring programs to support faculty … · 2020. 8. 17. · network-based mentoring...
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Network-Based Mentoring Programs to Support Faculty Connections:
A Fresh Approach for Academic Leaders
Advance RIT | March 2, 2017
Mary Deane Sorcinelli Senior Research Fellow, Institute for Teaching Excellence and Faculty Development
University of Massachusetts Amherst Co-PI , Undergraduate STEM Education Initiative
American Association of Universities (AAU) [email protected]
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Session Goals
Identify the mentoring needs of faculty;
Distinguish between traditional and new models of mentoring;
Describe how network-based mentoring can be operationalized;
Assess the impact of network-based mentoring;
Follow-up resources on network-based mentoring
Strategic Question: “What mentoring model will be most effective and appropriate for my department/college goals and context?”
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For Early-Career Faculty
Getting started/getting oriented
Increasing teaching, research, service skills
Navigating the tenure track
Creating work/life balance
Developing professional networks
For Mid-Career/Senior Faculty
Choosing among “forks in the road”
Keeping up, learning new skills, “service, service, service”
Navigating promotion to full/ leadership, retirement
Sustaining work/life balance
Building new networks, resources
Potential Roadblocks/ Priority Mentoring Areas
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The Early Career Challenge “The hardest thing is to do
a good job with a career that could consume all available time, pay attention to a partner and children, publish or perish, teach well, lead an examined life, and keep out of debt.”
- Early career faculty member at UMass
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Top Ten Roadblocks for an Early Career Investigator
10) Getting a grant
9) Getting a grant
8) Getting a grant
7) Getting a grant
6) Getting a grant
5) Getting a grant
4) Getting a grant
3) Getting a grant
2) Getting a grant
1) Getting a grant
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The Mid-Career Challenge
Public Intellectual Master-Teacher
Administration Disciplinary Super-Star
Institutional Change Agent
From Rockequemore (2012)
Pre-Tenure
Full Professor
TENURE
Investing Energy Elsewhere
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Mentoring is key to addressing these “roadblocks.” It has been proven to be one of the common characteristics of a successful academic career, particularly for women and faculty of color.
Outcomes accruing include:
Improved socialization to department, college, university
More effective teaching
Stronger record of scholarly productivity
Increased rates of retention/tenure/promotion
Sense of community and belonging (Bland et.al., 2009; Johnson, 2007)
Why Is Mentoring Important?
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Early Career Faculty
Senior Faculty
Traditional Mentoring
Traditionally, mentoring in academia has taken the form of a one-on-one, hierarchal relationship in which a senior faculty member takes a junior faculty member “under his/her wing.”
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Mutual Mentoring
Mutual Mentoring is a network-based model of support that encourages the development of a wide variety of mentoring partnerships to address specific areas
of knowledge and expertise.
Early Career Faculty
Administrators
Senior Faculty Near Peers
Grad Students
External Mentor
Writing Coach
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Mutual Mentoring is a hybrid of traditional mentoring & professional networking that encourages:
Focus on self-identified goals, rather than “one-size-fits-all”
Network of multiple, diverse mentors
Variety of mentoring approaches
Proactive, empowering approach to mentoring
Opportunities to be mentored and mentor others
In sum, mentoring that’s faculty-driven, functional, and flexible
How Is Mutual Mentoring Different?
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Quick Poll
In your department/college, what does mentoring look like?
A. Traditional mentoring program: one-on-one senior/new faculty
B. Mutual Mentoring: E.g. mentoring committee, peer network
C. No formal program, mentoring largely informal
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Why Formal Mentoring?
If you have a formal mentoring program in your department/school, what are some of the benefits and/or challenges that you’ve encountered as a participant or administrator?
If you don’t have a formal mentoring program, what obstacles or impasses have prevented you from offering one, or prevented others from supporting the development of one?
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How to Build a Network of Mentors Team Grants and Micro-Grants
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Anthropology Mentoring Before
Departmental Mentoring
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Internal Mentoring Partners External Mentoring Partners
Anthropology: Equitable access to info and resources in department, to external networks; build community
Five Colleges
Peers
Alumnae/i
Senior Faculty
Dept. Chair
External Mentor
Departmental Team
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Internal Mentoring Partners
STEM Women
Large Group
Small Group
External Mentoring Partners
Author: “Every Other Thursday” External Mentor
Life Sciences Women: Address isolation; exchange best practices in full range of work and life; sponsorship
STEM Interdisciplinary Team
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Internal Mentoring Partners
Peers
Chair/Dean/Provost
Women at “Full”
External Mentoring Partners
Time Mgt. Coach External Scholar
Affinity Team
Mid-Career Women: Understand midcareer challenges; gather data on promotion to full; personal, institutional action
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?
Individual Mentoring Before Micro-Grants
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Individual Mutual Mentoring
Art & Art History: Enhance skills as a teacher and artist.
Dept. Colleagues
External Mentor
Mentoring on creative activity with junior/senior colleagues
Brought internationally-acclaimed artist to campus for one-on-one mentoring to foster two sides of career
Mentoring on teaching practices/studio critiques with students
Students
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Individual Mutual Mentoring
Biology: Learn new research skills and mentor students.
Visited lab of senior colleague for one-on-one mentoring in techniques for field study
Small group mentoring of undergraduate and grad students back in department
External Mentor Students
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Classics & English: Building support/accountability for writing
Peer mentoring partnership met twice monthly to work on own manuscripts
External mentoring of pair by editor/writing coach
Editor/Writing Coach Peer
Individual Mutual Mentoring
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Assistant professors with “multiple mentors” have significantly higher levels of career success than those with a single or no mentor (Van Eck Peluchette & Jeanquart, 2000).
“Mentoring constellations” are positively associated with career satisfaction. Individuals with more mentoring constellations seem to gather greater career benefits than those with just one mentor (Van Emmerik, 2004).
A “networking model” of mentoring may be more inclusive of women and minorities than the “grooming model” of traditional mentoring. Combining both models in mentoring programs can take advantage of the strengths of each (Girves, Lepeda, Gwathmey, 2005).
Does Mutual Mentoring Work?
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Who elected to participate?
142 innovative networks
69 Team and 73 Micro Grants
518 unique faculty members
40% of all full-time faculty
All 8 colleges and 50 departments
Study of Model, Research & Practice 2007-2014
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Team Grants: Relationships Will Continue
71%
87%
95% 94% 92% 96%
0%
20%
40%
60%
80%
100%
120%
2006-07 2007-08 2008-09 2009-10 2011-12 2012-13
Likelihood of Mellon-Funded MentoringRelationships to Continue
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Team Grants: Excellent/Very Good Experience
68%
71% 74%
79% 80% 84%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2006-07 2007-08 2008-09 2009-10 2011-12 2012-13
Mellon Team ParticipantsWho Rated TheirExperience "Excellent" or"Very Good"
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Micro Grants: Relationships Will Continue
0%
92%
100%
92%
100%
100%
0%
20%
40%
60%
80%
100%
120%
2006-07* 2007-08 2008-09 2009-10 2011-12 2012-13
Likelihood of Mellon-Funded MentoringRelationships to Continue
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Micro Grants: Excellent/Very Good Experience
0%
77%
92%
100% 100%
92%
0%
20%
40%
60%
80%
100%
120%
2006-07 2007-08 2008-09 2009-10 2011-12 2012-13
Mellon Micro GrantRecipients Who RatedTheir Experience"Excellent" or "Very Good"
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Female Faculty
55%
45%
Female UMass Faculty Who Have Participated (267)
Female UMass Faculty Who Not Have Participated (221)
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Faculty of Color
59%
41%
UMass Faculty of Color Who Have Participated (146)
UMass Faculty of Color Who Not Have Participated (100)
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“Faculty members who participated in the initiative were more likely to regard mentoring as a career-enhancing activity; develop mutually beneficial mentoring relationships; and report higher work productivity and work satisfaction than non-participating peers (Yun, Baldi & Sorcinelli, 2016). “
Our Findings Indicate…
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Open to all faculty vs. targeted groups
Expands vs. diminishes “traditional” mentoring model
Customized/faculty-driven projects vs. generic/imposed from above
Invests in faculty through GRANTS! With PIs! With guided, streamlined proposal process, “mapping” goals & networks
Lowers the barrier for collaboration
Makes mentoring intentional, purposeful, empowering
Why Mentoring Works
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Start with the premise that faculty members have a variety of needs, and YOU don’t personally have to meet each need.
The most effective mentoring you can do is to help your faculty identify THEIR needs and how to get them met with on-and-off campus resources.
Start by assessing needs (focus groups, discussion). What skills do you need to develop? What support systems do you need to be successful?
Key to implementing the Mutual Mentoring model is to give faculty a sense of autonomy and agency to develop their own context-sensitive mentoring relationships and activities, within a programmatic structure that promises equitable access to resources and support.
- Sorcinelli, Yun & Baldi, 2016
For Academic Leaders
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Take-Aways?
What did you learn?
What questions do you have?