Research & Scholarship: ECM to LIFT Adaptation (2019)Climate: Advocates and Alies Adaptation (2018), Department

Enhancement Program Adaptation (2019)Partner Engagement: Institutionalize dual career hire and community

engagement pilots (2018)AMP-UP: Inclusive and broad engagement in continuous improvement. Over70individuals(56%women)areAMP-UPvolunteerssplitevenlybetweenfaculty(38%),staff(35%),andadministrators(27%).

2008 – 2012PAID ADVANCE Grant• PeopleAdmin • Standardized ads, websites• STRIDE workshops• Mentoring plans• Cluster hires• Travel dependent care

allowances

2014 – 2017ADVANCE Preparation• 7 Kaizens on career paths• 5 data task forces• 3 campus report-outs• Mini retention study• Advanced Matrix Process for University Programs

(AMP-UP) set-up and training

2008 à 2012 2013 2014 2015 2016 2017 2018 à 2021 on…

Adaptation Planned Activities (2018 – 2021)

Total=42.1x+5241

Female=24.3x+812

Male=17.8x+4429

Minority=8.7x+250

10002000300040005000600070008000

1965 1975 1985 1995 2005 2015 2025 2035 2045

Num

bero

fStude

nts

FemaleGrowthforPortrait 2045 =66.5t

MinorityGrowth=24.8t

At present growth rates, our faculty population will be 50% women in 108 years

TIMELINE OF ADVANCE EFFORTS (NSF FUNDED AND OTHER) TO DIVERSIFY THE FACULTY AND DEVELOP AN INCLUSIVE CULTURE

Total=3.76x+256

Female=2.6x+43

Male=1.16x+213

0

50

100

150

200

250

300

350

2006 2011 2016 2021 2026 2031 2036 2041

Num

bero

fFaculty

FemaleGrowthforPortrait 2045 =3.2t

MinorityGrowth=1.8t

Faculty

Portrait 2045 with 40% women and >14% minority faculty is doable if we increase by over 3 women and 2 underrepresented minority faculty per year.

Portrait 2045 sets a goal to

attain 40%

women by 2045

Mini-Retention Study (2015)PRIMARY REASONS FOR LEAVING

• Experiences of sexism in the workplace. Seven of the eight participants felt that Michigan Tech was a hostile environment for women, reporting that they experienced sexism regularly. • Dual career challenges. Six of the eight participants experienced dual career support challenges during their time at Michigan Tech, and those who knew about the

existence of a dual career coordinator did not feel that their support led to meaningful employment. Also, a total of five participants found it difficult to secure childcare coverage with two working parents and wished childcare benefits were more easily accessible. • Lack of research support. Five participants felt like they did not get the support or resources for their research they needed to progress. Many found it difficult to find

research partners or collaborators at Michigan Tech and this limited their research scope, quality, and capacity. • Not feeling a sense of belonging. Five participants felt like they didn’t belong or felt isolated at Michigan Tech. • Assistant professor tenure-track pressures. Four of the six assistant professors left Michigan Tech in large part due to the pressures associated with the tenure-track

process, feeling that the work life balance was not honored or valued. • Lack of internal mobility. Three participants expressed frustration about a lack of opportunity for growth in leadership and internal mobility.

SECONDARY REASONS FOR LEAVING

• Lack of clarity in the interview process. Five participants felt that the information given to them during their interview process did not accurately reflect their jobs at Michigan Tech or their experience in Houghton. • Dissatisfaction with Houghton. The remote nature of Houghton was challenging for five of the participants, as travel, shopping, and access to diverse food and cultural

events were not easily accessible, but this was not seen as a primary reason for leaving.

2012 – 2014Implicit Bias TrainingAddition of Family-Friendly Policies• Diversity literacy workshops• Maternity leave• Tenure extension• Dual-career hire fund pool• Lactation rooms

SEE OTHER POSTERS FOR IMPROVEMENTS ALREADY COMPLETE OR ONGOING.

Join Us! Contact Anita Quinn, aquinn@mtu.eduEngage your colleagues in conversations about these issues. Learn more online at mtu.edu/advance

AMP-UP Pilot 2016-present

2015 - PRESENTPiloted Early Career Management Committees• New Faculty• Department Chair• Internal Advocate• External Advocate• Meet once per month for one year

11 1 1 1 1 1

2

11

11

11

4

1

1

1

4

2

1

1 1

1

2

1

13

3

1

21

1

2

0

5

10

15

F F F F F F F F F F

06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16

Coun

t of F

acul

ty

Gender&AcademicYearofExit

Female Faculty, Non-Terminal Year, Attrition by Duration and Academic Year of Exit

Retirements excluded (labels show totals per category)

15+

7-15

6

5

4

3

2

1

0

Duration(years)

1 11 3

2 2

1

2

1

1

22

12

1

12

1

3

1 1

2

1

1

2

1

2

2

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1

21

1

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2

1

1

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1

12

3

1

14

1

2

1

3

1

1

3

2

1

2

2

0

5

10

15

M M M M M M M M M M M M

05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17

Coun

t of F

acul

ty

Gender & Academic Year of Exit

Male Faculty, Non-Terminal Year, Attrition by Duration and Academic Year of Exit

Retirements excluded (labels show totals per category)

15+

7-15

7

6

5

4

3

2

1

0

Duration(years)

PAID Grant resulted in increasing Female Assistant Professors, but they weren’t retained at the Associate or Full Professor level.

Focus on Retention

Po

rtra

it 2

04

5

3%

6% 6%

7%

3%5%

14%

5%

8%

1%

% attrition of total female faculty at MTU during fall semester

% attrition of total male faculty at MTU during fall semester

3%

4%

2%

4%

2% 2%

5%

2%

4%

1%

3%

4%

85%

90%

95%

100%

105%

2008 2009 2010 2011 2012 2013 2014 2015 2016

Tenured/Tenure-TrackSTEMFaculty*FemaleAverageSalaryas%ofMaleAverageSalary

*DoesnotincludeSocialSciencesorCognitiveandLearningSciencesfaculty.

AssociateProfessor

Professor

AssistantProfessor

Students