Iain Young
Executive Vice-Dean, Faculty of Health Sciences
Medical Director, SEAMO
August 2012
Introduction
My personal experience at Queens:
 Faculty member
 Department Head
 Vice-Dean, FHS and Medical Director, SEAMO
In this session, you will be introduced to:
 The annual review process and its relationship to
Queen’s and SEAMO
 The reappointment/promotion/tenure application
processes
Purposes of the Annual Review
Provide an annual performance assessment that will:
 Recognize faculty contributions and achievement
 Enable monitoring of professional growth, professional
development and career planning
Provide an opportunity to adjust professional role
descriptions as appropriate to individual faculty
member’s circumstances
Report professional activity that is relevant to the
SEAMO Accountability Management System and the
determination of departmental funding
Basis for the Annual Review
 Annual report
 Completed on a standardized electronic form
 Covers calendar year
 Submission to Department Head required by-March
(may be earlier this year)
 Any other documents in Official File that are relevant
to the assessment and evaluation of performance in
teaching, research and service
Components of the Annual Report
 Teaching
 Research/scholarship/creative activity
 Service
 Internal administration
 Clinical service
 External (administrative, leadership, community
service)
Annual Review Process:
Overview
 Written review by Department Head, taking into account
the information provided on the Annual Report
 Faculty member meets with Head to discuss performance
and activity, objectives for the upcoming year, any potential
changes to role description and career planning
 Copies of the annual report and review are maintained in
the member’s Official File and the Dean’s office
Annual Review Process:
Relation to Compensation
 The annual review process is not linked to a Queen’s
merit allocation system that affects compensation
 Compensation is determined by departmental practice
plans that are established by departments within a
SEAMO framework
 Each department’s SEAMO funding is determined by
the clinical and academic activity of its members;
therefore, complete reporting of individual activity is
critically important
Career Progression at Queen’s
Professor
Associate Prof
Tenure
Variable timing
Assistant Prof
Renewal appt
3-year duration
Assistant Prof
Initial appt
3-year duration
Tenure & Promotion
Variable timing
Promotion, Reappointment and
Tenure Committees
 Elected departmental committees are the initial level of
review of applications for reappointment, promotion and
tenure
 PRT Committee makes recommendation to the
Department Head who makes a separate evaluation and
recommendation to the Dean who in turn makes a
recommendation to the Provost
 Applications for reappointment must follow established
timelines but application for promotion/tenure is at
discretion of candidate
 The process is governed by the Queen’s Senate document
Reappointment of Clinical Faculty
 The first reappointment is for three years.
 Subsequent applications for reappointment may be for
five years or more, depending on performance.
 If performance is not meeting expectations then
reappointment may be for less than three years.
Applications for Tenure by
Clinical Faculty
 Timing of application is at candidate’s discretion.
 Criteria for tenure are similar to those for promotion to
Associate Professor.
 The benefits:
 Sense of professional accomplishment and prestige
 Reputational benefit to the Department and University
 Obviates need for subsequent reappointment processes
 Potential financial benefit that is limited to that part
of income originating from Queen’s base budget
 The risk:
 Denial results in a one-year terminal appointment
Approaching Your Professional
Growth and Development
 “Process of assessing where you are in your work
life, deciding where you want to be and then
making the changes necessary to get there”
 A process of personal and professional growth is
most effective when it is actively managed
The Traditional Academic
Pyramid
Full
Professor
Associate
Professor
Assistant Professor
The Modern AHSC Paradigm
• Program
management
• Medical leadership
• Deanery
• Centre director
• Deanery
• External
leadership
• Program
leadership
• External
leadership
• Deanery
Clinical
Service
Teaching
Research
Admin
• Hospital
management
• Headship
• Deanery
• External roles
Mentors are Enablers of Growth
 Self-made successes are very rare
 A mentor provides experience, knowledge, views and
wisdom in order to encourage and facilitate an
individual’s growth and development
 Mentoring relationships vary in type and duration
depending on their purpose, eg:
 Informal long term source of advice and support
 Structured, short term coaching around establishing a
research program
Identifying Mentors
 The Department Head has an integral role in
identifying mentors
 Defining the purpose of the mentoring relationship is
the critical first step
 Match the assets of potential mentors to your needs
from the relationship
 The most effective mentoring relationships are
mutually beneficial