5.1 Introduction
To promote institutional excellence, LSUHSC-S supports a system of periodic performance assessment of all faculty members in order to evaluate effectiveness in areas recognized as essential to the institutional mission. These areas include activities such as teaching, research, clinical practice, administration, and public service. Although not all faculty members can be anticipated to have equal levels of commitment or are given equal responsibilities in each of these areas, performance in any area in which a faculty member has responsibility is expected at a high level. The evaluation process is designed not only to enhance the productivity of the individual faculty member by facilitating professional development, encouraging personal growth, and guiding the achievement of career goals but also to provide direction for administrative decision-making in the areas of reappointment, promotion, merit salary increases, and award of tenure. This review process provides a venue by which each faculty member may discuss and plan their goals, aspirations, and needs with the department chair (or equivalent), and relate them to the mission of the department, academic unit, and institution. Such a process ultimately benefits the individual, as well as the department, the school, and the institution through increased faculty productivity.
5.2 Faculty Evaluation Process
In accordance with LSU Permanent Memorandum 35, LSUHSC-S requires that all faculty members undergo annual evaluations to ensure that their academic performance is commensurate with their rank and status, and that they remain accountable for their academic performance to the university and the larger community. The evaluation process allows feedback and constructive criticism for faculty members with the intention of promoting individual achievement and facilitating activities essential to the mission of the institution, including education, research, patient care, and other forms of service. In addition, such evaluations provide faculty members with guidance on advancement, foster career development, and allow each faculty member to demonstrate their value to the department and the institution.
Each faculty member must maintain a current dossier. This dossier should contain the curriculum vitae and other documents that evidence scholarly activity, teaching effectiveness, and service. Because faculty members of LSUHSC-S perform a variety of functions, evaluation procedures are individualized. Each school within the health sciences center has developed review procedures to collect relevant data from various sources, including student ratings, peer assessments, administrator evaluations, and self-appraisals, with the weight assigned to each source varying appropriately by individual. Data from all sources of faculty evaluation are utilized by department chairs/program directors and promotion and tenure committees when making recommendations to the dean for any faculty member seeking promotion, tenure, or both.
Each department head/program director or designee is expected to meet with individual departmental/program faculty members at least once a year to provide constructive feedback on their performance. This feedback is essential for guiding professional development, aligning performance with institutional goals, and identifying areas for improvement, ultimately enhancing teaching, research, service, and career advancement.
School of Medicine. The annual evaluation process begins in July, with a reminder notification sent to all department chairs from Human Resource Management. The process must be completed within the departments by the end of October of the same year. Evaluation forms are retained in the department to which each faculty member belongs, and the signed, completed faculty evaluation conference form (LSUHSC-S Faculty Evaluation Form) or notification form (LSUHSC-S Gratis Faculty Evaluation Form) is then submitted to Human Resource Management.
All faculty members, except those holding a gratis faculty appointment, shall have an annual review by their department chair/direct supervisor using the LSUHSC-S Faculty Evaluation Form. The formal evaluation must include a statement of the criteria against which the performance of the faculty member will be assessed. These criteria must be made known to all concerned. Evaluation results for each faculty member are recorded on a faculty evaluation form and provide evidence of individual accomplishments in the areas of teaching, research/scholarship, academic advising, service, and administration (as applicable).
Prior to the formal evaluation process, the faculty member completes the self-evaluation sections of the form and submits this to the department chair or designee for review. The department chair or designee completes the department chair’s evaluation section and then convenes a meeting with the faculty member being evaluated. At this meeting, accomplishments are reviewed and recommendations for continued or new activities are made. A written summary of this evaluation should be given to the faculty member and a copy placed in the faculty member’s departmental file.
All gratis faculty members of any rank shall have an annual review by their department chair/direct supervisor using the LSUHSC-S Gratis Faculty Evaluation Form. The department chair shall review all available student and resident/fellow evaluations of the faculty member’s performance for the year and compose a summary evaluation. If applicable, the faculty member’s performance in the areas of research/scholarly work and service may also be addressed. The department chair shall communicate the findings of the annual evaluation to the gratis faculty member and retain a copy in the individual’s departmental file.
School of Graduate Studies. Faculty who teach in academic programs within the School of Graduate Studies hold faculty appointments in the School of Medicine and are evaluated according to the same schedule and methods outlined for the School of Medicine.
School of Allied Health Professions. A standard school-wide document is used to compile faculty evaluations, which are administered each July. A mid-year follow-up visit, typically scheduled six months later, ensures that the faculty member’s yearly goals and objectives are being addressed. Once the faculty member and supervisor agree on the initial goals and objectives and review the past year’s performance, the evaluation document is signed by all parties, and a mid-year meeting date is set. Copies of this document are then forwarded to the school’s Associate Dean of Academic Affairs for further evaluation, processed with the dean’s signature, and filed. Signed copies are submitted to Human Resource Management.
[LSU. (6/15/2021). Permanent Memorandum 35: Review of Faculty Ranks.]
5.3 Evaluation of Faculty and Non-Academic Employees in Senior Administrative Roles
Faculty members and non-academic employees holding senior administrative appointments, such as deans, vice chancellors, associate deans, and other executive leadership roles, are subject to regular evaluations to ensure the effectiveness of their leadership and administrative responsibilities, as well as their academic responsibilities, if applicable. These evaluations are conducted annually and aim to assess the performance, contributions, and overall impact of individuals in senior administrative positions, with appropriate weighting given to the various roles they may hold. The evaluation process is designed to identify strengths, areas for growth, and alignment with the strategic goals and mission of LSUHSC-S.
These types of evaluations are governed by several policies:
- LSU Permanent Memorandum 35: Review of Faculty Ranks - All faculty members undergo at least yearly evaluations to ensure academic performance is commensurate with rank and status and that they remain accountable for their academic performance to the university and the larger community. The performance evaluations address professional competency in all the faculty member’s roles, including the administrative role.
- LSUHSC-S Administrative Directive 2.4.3: Performance Evaluation System and Louisiana State Civil Service Policy 10.1 - The institution annually evaluates non-faculty employees, including administrative and academic officers without faculty appointments, based upon standard expectations, mandatory requirements, and objectives specified in each individual’s performance plan.
- LSU Permanent Memorandum 75: Guidelines for Evaluation of Chancellors or Equivalent - The Chancellor is evaluated every year by the President of LSU with input from faculty and other constituents as appropriate.
5.4 Activities to be Evaluated
Faculty members are evaluated based on established criteria and expectations in teaching, research and scholarship, service, and/or administration. For specific evaluation requirements and guidance, faculty members are encouraged to contact Human Resource Management or their department head.
Teaching. LSUHSC-S recognizes that effective teaching is a primary responsibility of most faculty members. An evaluation of teaching includes, but is not limited to, the following:
- Scope of teaching responsibility
- Command of subject areas
- Communication skills
- Awards and honors
- Ability to plan, design, and implement academic courses
- Ability to evaluate students fairly and without prejudice
- Ability to mentor students and trainees at all levels
Research and Scholarship. LSUHSC-S recognizes the importance of research and scholarship not only to the general advancement of the health sciences but also to the faculty member performing the work. Evidence of scholarly effort includes, but is not limited to, the following:
- Refereed and non-refereed publications
- Participation and leadership roles at local and national meetings, conventions, and symposia
- Presentations at local and national meetings, conventions, and symposia
- Application for and award of grants and contracts
- Lectures and symposia
- Honors and awards
- Referral and consultation roles
- Service as an editor or editorial board member of a professional journal
Service. LSUHSC-S expects its faculty to be involved in service to the school and institution, professional organizations, and community groups of interest to faculty. Such service includes, but is not limited to, the following:
- Committees, meetings, and other formal or informal sessions at the departmental, school, institutional, and/or affiliated hospital levels
- Leadership roles within the institution
- Participation and leadership roles in professional organizations locally, regionally, and nationally
- Participation and leadership in community organizations
- Patient care
- Service as a member of peer review panels
- Awards and honors
- Referral and consultation roles
Administration. Evidence of effective administration includes, but is not limited to, the following:
- Administrative management
- Executive judgment
- Delegation of authority and responsibility
- Provision of academic leadership
- Planning ability
- Encouragement of faculty research and/or improvement of teaching skills and programs
- Communication of ideas
- Conflict resolution
- Availability and responsiveness to faculty
- Objectivity, honesty, and fairness
- Academic performance in the areas of teaching, research/scholarship, and service
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