This Handbook provides information about the University’s employment policies for faculty members. These policies complement the formal employment contract. Violations of these policies may have consequences for employment, including the possibility of dismissal. Refer to 4.4.D Action for Cause for more information. This Handbook also outlines the University’s tenure and personnel policies and regulations.
The University recognizes the importance of aligning faculty resources with student and faculty workload needs. To ensure instructional capacity meets this demand, the University follows a data-informed approach to faculty position requests. This process prioritizes efficient resource allocation and responsiveness to evolving program needs.
Decisions to add new faculty positions or to replace retiring or resigning faculty members are driven by data, aligned with strategic priorities, and communicated transparently.
- Periodic Review: Colleges and programs regularly review student credit hour production and faculty workload to ensure ongoing alignment. This review is conducted through the annual and periodic assessment process of the Institutional Effectiveness Cycle.
- Needs Assessment: When the assessment review reveals a need for replacement or additional faculty members, deans will make recommendations to The Office of Academic Affairs for a potential new hire. This recommendation must be supported by data on student credit hour production, enrollment trends, and program needs.
- Strategic Alignment: Proposed faculty hires are reviewed to ensure alignment with the University’s strategic goals and program-specific objectives.
- Transparency: The rationale for faculty hiring decisions will be clearly communicated to relevant stakeholders, including deans and faculty members.
- Budgetary Considerations: New faculty positions are contingent upon available budgetary resources. Financial feasibility will be assessed before moving forward with any hiring process.
The University is dedicated to recruiting and hiring excellent faculty who enhance the learning environment for all students. This commitment includes attracting a diverse pool of qualified candidates for all faculty positions while prioritizing applicants who demonstrate a commitment to student success and retention. The University adheres to fair employment practices throughout the hiring process and follows a clear and comprehensive search process to ensure diverse candidate pools and informed hiring decisions. This commitment to inclusivity, student success, and fair employment practices guides all faculty recruitment and hiring decisions.
All full-time faculty hires will be filled through national search processes. This ensures a broad and competitive candidate pool. In rare circumstances, exceptions to the national search requirement may be granted, such as:
- Promoting an exceptional long-term non-tenure track faculty member.
- Hiring a well-qualified “trailing partner” to support a key faculty recruit.
- Making full-time, fixed-term appointments when time limitations necessitate a quicker hiring process, following guidelines established by the dean and provost.
- Addressing other extraordinary situations as determined by the dean and provost in consultation with faculty.
Part-time faculty hiring typically prioritizes a more localized and targeted approach to efficiently meet immediate teaching needs. However, the University remains committed to attracting a diverse and qualified pool of candidates. Therefore, part-time faculty positions will generally be advertised and recruited through a variety of channels, including:
- University website and internal job boards.
- Relevant professional organizations and associations.
- Local and regional networks and advertising.
While national searches may not be the standard practice for part-time positions, exceptions may be made when:
- Filling a highly specialized role requiring a national search to identify candidates with specific expertise.
- Addressing a critical and immediate staffing need that cannot be met through local recruitment efforts.
- Hiring for part-time positions that support online programs and courses where faculty members can be located nationwide.
- Hiring for a part-time position that has the potential to convert to a full-time role in the future.
In all cases, part-time faculty hiring will adhere to principles of equal opportunity and fair employment practices. Deans, in consultation with The Office of Academic Affairs and relevant faculty, will determine the appropriate recruitment strategy for each part-time position based on the specific needs of the program, college, and the University.
To ensure academic excellence and the integrity of academic programs, all full-time and part-time faculty members must meet the criteria detailed in 3.3.B Academic Rank as well as the Principles of Accreditation of the Southern Association of Colleges and Schools, Commission on Colleges (SACSCOC) and any relevant programmatic accrediting bodies that govern specific disciplines.
1. Search Committee Formation
Recognizing the crucial role of search committees in full-time faculty recruitment, the University adheres to the following guidelines for their formation:
- Composition: Search committees should ideally consist of 3-5 faculty members, reflecting the of the University community and including representation from the hiring program and college. Consideration should also be given to including a student representative. A member from outside the college can also be considered.
- Appointment: The dean solicits nominations for committee members. The provost, in consultation with the dean, makes the final appointments.
- Charge: The committee is responsible for identifying and recommending the most qualified candidate. This includes developing a job description, creating a screening process, advertising the position, reviewing applications, conducting interviews, and recommending finalists.
- Training: All committee members receive training on bias in hiring, legal considerations, and best practices in conducting effective searches.
2. Key Steps in the Search Process
- Approval: All faculty searches must be approved by the dean and provost.
- Search Committee Formation: Once a search is approved, the dean collaborates with faculty members to form a search committee as outlined above.
- Search Committee Responsibilities: The search committee plays a crucial role in the hiring process, with responsibilities including:
- Completing training.
- Developing a detailed job description as aligned with university standards. To ensure that new hires possess the necessary qualifications for the advertised rank, the job description must include the minimum requirements outlined in 3.3.B Academic Rank.
- Creating a screening process aligned with the job description and approved by the dean and The Office of Academic Affairs to ensure inclusive hiring practices that comply with all anti-discrimination laws.
- Conducting objective candidate evaluations using the screening process.
- Conducting virtual interviews with pre-approved questions that comply with EEOC guidelines that comply with all anti-discrimination laws.
- On-Campus Interviews: With approval from the dean and provost, the search committee invites finalists (ideally 2-3) for on-campus interviews. The University covers travel expenses for these candidates. During the campus visit, candidates will:
- Meet with college faculty, the search committee, the dean, human resources, the provost (or a representative), the director of inclusion and compliance (or a representative), students in the discipline (when possible), and other stakeholders as appropriate for the position.
- Present a seminar, teach a class, or deliver an appropriate presentation.
- Appointment and Offer: Faculty member appointments adhere to the University’s procedures. The provost and dean collaborate to make formal offers, and no appointment is finalized without the provost’s approval.
3. Search Committee Oversight
The college dean has authority to ensure that all University procedures are followed throughout the search process. This ensures consistency, fairness, and compliance with all applicable regulations.
Continued Availability of External Funds: If a faculty member’s position is funded mainly or entirely by sources outside of regular University funds, their appointment, renewal, or promotion is contingent upon the ongoing availability of those external funds. These appointments are not tenure-track and do not lead to tenure.
The details of each initial faculty appointment, including the responsibilities, salary, and starting date, will be clearly outlined in an initial offer letter. This letter serves as the formal agreement between the new faculty member and the University. A final copy of the signed offer letter will be provided by The Office of Academic Affairs to the faculty member, their dean, and Human Resources.
The Office of Academic Affairs aims to issue full-time faculty employment contracts by mid-to-late April, though they may be finalized later. These contracts typically do not include salary increases. Salary increases are determined later, usually in the fall semester once student enrollment figures and budget projections are finalized by the University’s Chief Financial Officer and the President. Faculty will be notified of any approved salary increases via University communication, which take effect after announced. Salary increases may be based on cost-of-living adjustments, annual performance evaluations, or a combination of both.
For full-time faculty who begin employment in the spring semester, The Office of Academic Affairs will issue contracts as soon as possible after onboarding (including background check) is complete.
Except in extenuating circumstances, The Office of Academic Affairs aims to issue part-time faculty employment contracts several weeks before the semester starts, though they may be finalized as late as the day before semester starts.
Contract issuance will be communicated to the faculty member via their University email address. It is the faculty member’s responsibility to check their University email regularly, including during the summer, to ensure they receive and sign their contract on time. The faculty member must electronically sign and submit their contract within 14 calendar days of notification. If the faculty member does not sign and submit their contract within this timeframe, the employment offer may be deemed declined and/or rescinded by the University.
Probationary Term Contracts: Tenure-track faculty members are initially hired on probationary-term contracts, typically for two years, with the expectation of employment for up to six years or beyond, if tenure is earned. These contracts align with the continuation review schedule, typically occurring at the end of the second, fourth, and sixth year of service. Upon a successful review, a new probationary-term contract will be issued; however, in the event of an unsuccessful review, the faculty member’s employment will automatically end on the date specified in their current contract, without any further notice of non-renewal. If a third or fifth-year review is required, contract lengths will be adjusted accordingly. Faculty members granted tenure receive a contract for continuous appointment beginning the following academic year, while those not granted tenure receive a terminal contract for the following academic year. In cases where a faculty member is hired with years of service granted toward tenure, the length of the initial probationary-term contract and subsequent review schedule will be adjusted accordingly.
Continuous Appointment Contracts: Tenured faculty members are awarded a contract for continuous appointment to the University. After receiving a contract for continuous appointment, a faculty member will not receive another contract. Any modifications to duties, such as reassigned time for administrative appointments, will be sent via email to the faculty member as a one-year addendum to the contract for continuous appointment. Tenure and a contract for continuous appointment at the University is not a protection against dismissal for cause or termination as defined in 4.4 Separation from the University.
Full-Time Renewable-Term Contracts: Renewable term contracts are offered to most full-time non-tenure-track faculty members and professional librarians at the University. These contracts provide employment for a specific period, typically one year, with the possibility, but not the right, of renewal. While these positions do not lead to tenure, the University highly values the contributions of its non-tenure-track faculty members and has a strong record of renewing contracts for those in good standing. However, it is important to understand that renewal is not guaranteed and depends on factors such as performance, continued need for the position, and available funding. The University aims to provide a supportive and stable environment for non-tenure-track faculty members, recognizing their important contributions to the academic community and striving to maintain a high rate of contract renewal for those faculty members on renewable-term contracts in good standing. Employment for faculty members on term contracts will automatically end on the date specified in their contract, without any further notice of non-renewal. In certain cases, multi-year contracts may be awarded for recognized excellence in the annual evaluation process.
Full-Time Fixed-Term Contracts: Fixed-term contracts offer employment for a specific period with a defined end date. These contracts are typically used for faculty members hired for a particular project, to fill a temporary need, or when a position is funded by a grant with a limited timeframe. While these positions do not lead to continued or renewed employment or tenure, they provide valuable contributions to the University. Faculty members on fixed-term contracts play a crucial role in supporting academic programs and enriching the learning experiences of students. Employment for faculty members on term contracts will automatically end on the date specified in their contract, without any further notice of non-renewal.
Part-Time Fixed-Term Contracts: These are for faculty members teaching part-time for a specific semester. These contracts automatically expire at the end of the teaching period, and renewal is at the University’s discretion. Multi-semester contracts may be awarded for recognized excellence in the annual evaluation process and long-term service to the University.
Terminal Contracts: This one-year contract is a final contract offered in specific circumstances for full-time faculty members, such as when a tenure-track faculty member is denied tenure. It provides a final year of employment but does not lead to continued employment at the University.
The nine-month academic year serves as the standard timeframe for workload expectations for most full-time faculty, typically beginning one week before the first day of fall semester classes and ending after commencement in May. This means a faculty member’s annual salary is a 9-month salary, reflecting the period when they are contractually obligated to fulfill workload responsibilities. The summer months offer valuable flexibility. Faculty members may focus on their Professional Pathway, seek external employment, or grant funding, or simply take a well-deserved break. University resources remain available to support faculty members who wish to utilize this time for activities that enhance their teaching, scholarship, and professional growth. Faculty members with expected summer teaching duties or administrative responsibilities may have a stipend for summer duties or have otherwise modified contracts. All professional librarians have full-time summer obligations.
Faculty members are expected to remain engaged with their University responsibilities between the fall and spring semesters. This includes regularly checking email, responding to student inquiries, and participating in University activities as needed.
During the academic year, full-time faculty members must obtain approval from both the provost and their dean before taking on any outside paid work. This includes consulting or temporary projects. Faculty members should be mindful that combined outside employment and internal overload generally should not exceed 0.2 FTE in an academic year, unless a rare exception is granted. Additionally, University resources (like equipment, facilities, staff, or finances) cannot be used for outside paid or volunteer work without explicit written approval from the provost, based on a recommendation from the college dean.
Faculty members can pursue outside employment activities during the summer months, if these activities do not interfere with their University responsibilities or create conflicts of interest.
Summer teaching is separate from the standard timeframe for workload expectations for part-time and most full-time faculty. In these cases, faculty will receive separate contracts for summer teaching. These contracts generally do not include benefits unless covered by external funding sources. Summer teaching opportunities are contingent upon student enrollment and faculty availability. Faculty members whose contracts are not renewed or who have retired may be ineligible for summer teaching positions after their last academic year of employment. While the University aims to distribute summer teaching assignments fairly among interested faculty, with the goal of offering at least one term of employment to those who wish to teach, summer employment is not guaranteed. Due to the condensed nature of summer courses, faculty teaching loads are capped at 6 credit hours per term.
The University values and supports a diverse faculty committed to teaching excellence, scholarship, and service. This section outlines faculty categories, ranks, and related policies.
Full-Time Faculty Appointments
- Tenured Appointments: Continuous Appointment Contracts.
- Academic tenure represents a mutual commitment between the University and a faculty member, providing eligible faculty members with continuous employment until retirement, death, resignation, demotion, dismissal for cause, or termination.
- Tenure-Track Appointments: Probationary Term Contracts.
- Tenure-track appointments provide a pathway to potential tenure. Successful reviews during the probationary period and a successful tenure review lead to a tenured appointment. Unsuccessful reviews lead to non-renewal and a terminal contract for the following academic year.
- Non-Tenure-Track Appointments: Renewable-Term or Fixed-Term Contracts.
- Non-tenure-track faculty members are not eligible for tenure.
- Non-tenure-track faculty members are typically appointed on one-year, renewable-term contracts. However, to recognize and reward excellent performance, multi-year renewable-term contracts may be awarded based on the annual evaluation process. In limited circumstances, such as for temporary needs, fixed-term contracts may be used.
- Eligible non-tenure-track faculty members are encouraged to consider applying to any open tenure-track position, and in exceptional circumstances, non-tenure-track faculty members may be converted directly to tenure-track positions.
- Professional Librarian Appointments: Renewable-Term Contracts.
- Professional librarians are not eligible for tenure.
- The standard professional librarian appointment is for one year. However, multi-year contracts may be awarded for recognized excellence in the annual evaluation process.
Part-Time Faculty Appointments
- Part-Time, Non-Tenure-Track Appointment: Fixed-Term Contracts.
- Part-time faculty members are not eligible for tenure and receive no employment benefits.
- The standard part-time non-tenure-track appointment is one semester. However, multi-semester contracts may be awarded for recognized excellence in the annual evaluation process and long-term service to the University.
- Part-time, non-tenure-track faculty members are encouraged to consider applying for any open full-time positions.
- While part-time faculty members hold a valued position within the University, their appointments do not confer the same rights as full-time faculty member as outlined in the Faculty Constitution and Bylaws, including, without limitation, membership, and voting privileges as part of the Faculty Assembly.
Academic rank is primarily determined by factors such as academic preparation, experience, teaching excellence, student mentoring, professional service, and scholarship. While recognizing that individual circumstances may warrant consideration for a higher or different rank based on qualifications or achievements, the University’s ability to grant advancement is subject to budgetary constraints and the availability of positions at the appropriate rank.
This section outlines the different full-time faculty ranks at the University, the workload distribution for each rank, and the minimum qualifications.
Tenured Ranks
- Associate Professor and Professor: 80% teaching, 20% Professional Pathway. Requires a terminal degree from an accredited institution.
Tenure-Track Ranks
- Assistant Professor and Associate Professor: 80% teaching, 20% Professional Pathway. Requires a terminal degree from an accredited institution.
Non-Tenure-Track Ranks
- Teaching Assistant Professor, Teaching Associate Professor, and Teaching Professor: 80% teaching, 20% Professional Pathway. Requires a minimum of an earned master’s degree from an accredited institution, or equivalent.
- Upon agreement with the dean and provost, non-tenure-track faculty may increase their teaching load to 27 hours, eliminating all service and scholarship obligations and leaving only teaching and professional development. 90% teaching, 10% professional development.
- Visiting Faculty: Requires a minimum of an earned master’s degree from an accredited institution, or equivalent. Other minimum qualifications vary depending on the nature of the appointment and the needs of the University.
Professional Librarian Ranks
- Instructor Librarian, Assistant Librarian, Associate Librarian, Senior Librarian: Requires a master’s degree in library science. Other minimum qualifications vary depending on rank.
Tenured, Tenure-Track, and Teaching Professor Ranks
Assistant Professor/Teaching Assistant Professor:
- Assistant Professor: Earned doctorate or terminal degree from an accredited institution.
- Teaching Assistant Professor: Minimum of an earned master’s degree from an accredited institution, or equivalent.
- Evidence of teaching excellence.
- Demonstrated commitment to Lenoir-Rhyne’s Teacher-Scholar Model.
- Demonstrated commitment to fostering an inclusive and equitable learning environment that supports the success of all students.
- Demonstrated initiative for professional development.
- Ability to engage with the campus community and contribute to University service and governance.
Associate Professor/Teaching Associate Professor:
- Associate Professor: Earned doctorate or terminal degree from an accredited institution.
- Teaching Associate Professor: Minimum of an earned master’s degree from an accredited institution, or equivalent.
- Minimum of six years of successful full-time faculty experience.
- Evidence of teaching excellence and continuous improvement in teaching.
- Evidence of continuous commitment to Lenoir-Rhyne’s Teacher-Scholar Model.
- Evidence of fostering an inclusive and equitable learning environment that supports the success of all students.
- Evidence of sustained engagement for professional development.
- Evidence of engagement with the campus community and contribution to University service and governance.
- Evidence of impactful outcomes resulting from activities in the Professional Pathway.
Professor/Teaching Professor:
- Professor: Represents the highest level of faculty achievement. Requires more than just years of service. Earned doctorate or terminal degree from an accredited institution.
- Teaching Professor: Represents the highest level of faculty achievement. Requires more than just years of service. Minimum of an earned master’s degree from an accredited institution, or equivalent.
- Minimum of twelve years of successful full-time faculty experience.
- Evidence of teaching excellence and continuous improvement in teaching.
- Evidence of excellence in meeting Lenoir-Rhyne’s Teacher-Scholar Model.
- Evidence of excellence in fostering an inclusive and equitable learning environment that supports the success of all students.
- Evidence of sustained engagement for professional development.
- Demonstrated excellence in engaging with the campus community, contributing to University service and governance, and providing leadership to the program, college, or University. This includes actively participating in committees, initiatives, and decision-making processes that support the University’s mission and goals.
- Evidence of impactful outcomes resulting from activities in the chosen Professional Pathway.
Visiting Faculty Rank
Visiting Faculty:
- Minimum of an earned master’s degree from an accredited institution, or equivalent.
- Demonstrated expertise in the area they will be teaching or contributing to.
- Ability to effectively teach or contribute to the University for the duration of the fixed-term contract.
Professional Librarian Ranks
Instructor Librarian:
- Earned master’s degree in library science from an accredited institution.
- The Instructor Librarian rank is an entry-level position. It is suitable for those who have the required master’s in library science degree but may be developing other skills or experience needed for higher-level positions.
- Instructor Librarians are expected to demonstrate growth in their job duties, participate in professional development activities, contribute to the University through service, and show they can work effectively with students and faculty.
- An Instructor Librarian may be eligible for promotion to Assistant Librarian after three years of service at the University. To be eligible, they must demonstrate that they have met the qualifications for Assistant Librarian through their performance, as shown in their annual evaluations.
Assistant Librarian:
- Earned master’s degree in library science from an accredited institution.
- One of the following:
- A second master’s degree in any subject area.
- Further studies in librarianship.
- Three years of successful experience as an Instructor Librarian (at Lenoir-Rhyne University or another institution).
- In addition to the above, candidates must show they have taken on greater responsibilities and achieved more in these areas than an Instructor Librarian.
Associate Librarian:
- A master’s in library science degree from an accredited institution.
- One of the following:
- A second master’s degree in any subject and at least six years of successful library experience at Lenoir-Rhyne.
- At least ten years of successful library experience at Lenoir-Rhyne, including at least five years as an Assistant Librarian (or equivalent experience at another institution).
- In addition, candidates must demonstrate:
- Outstanding performance: Consistently excellent work in their core job duties, professional development, and service to both the University and the wider library profession.
- Continued growth: Ongoing professional development and advancement beyond the expectations for lower ranks.
Senior Librarian:
- A master’s in library science degree from an accredited institution.
- One of the following:
- A second master’s degree in any subject and at least ten years of successful library experience at Lenoir-Rhyne.
- At least fifteen years of successful library experience at Lenoir-Rhyne, including at least ten years as an Associate Librarian (or equivalent experience at another institution).
- In addition, candidates must demonstrate:
- Excellent performance: Consistently high-quality work in their core job duties, professional development, and service to the University and the regional and national library community.
- Continued growth: Ongoing commitment to professional development and advancement.
In general, part-time faculty members teach no more than 9 hours (with 6 students or more) per 15-week semester (or equivalent) based on Internal Revenue Service (IRS) guidance that states 2.25 hours should be credited per week for each hour of course work. This equates to 22.5 hours per week of work associated with teaching and allows for up to five hours per week of other required work associated with office hours, professional development, student meetings, faculty meetings, etc. In some unique cases, part-time faculty members might teach up to 11 hours (with 6 students or more) per 15-week semester with the understanding that the only work expected outside of teaching duties would be meeting and communicating with students related to the courses. Part-time faculty members who teach 10 credit hours (with 6 students or more) per 15-week semester (or equivalent) would have their duties outside of teaching and meeting with students modified as appropriate.
Instructor, Minimum Qualifications:
- Eighteen (18) hours of graduate coursework, from an accredited institution, in the relevant discipline or equivalent.
- Evidence of potential for teaching excellence.
- Demonstrated commitment to fostering an inclusive and equitable learning environment that supports the success of all students.
Senior Instructor, Minimum Qualifications:
- Earned master’s degree from an accredited institution with 18 graduate credits in the relevant field of teaching or equivalent.
- Minimum of 36 hours of successful experience as a faculty member.
- Evidence of teaching excellence and continuous improvement in teaching.
- Evidence of fostering an inclusive and equitable learning environment that supports the success of all students.
- Evidence of sustained engagement for professional development.
Clinical Instructor, Minimum Qualifications:
- Master’s degree from an accredited institution with 18 graduate credits in the relevant field of practice or equivalent. In most cases, a master’s degree is required. However, alternative qualifications may be considered if they meet the standards set by the accrediting body, with proper justification.
- Hold appropriate licensure and/or certifications.
- Evidence of proven ability and qualifications in clinical or professional practice.
- Evidence of potential for teaching excellence.
- Demonstrated commitment to fostering an inclusive and equitable learning environment that supports the success of all students.
Senior Clinical Instructor, Minimum Qualifications:
- Master’s degree from an accredited institution with 18 graduate credits in the relevant field of practice or equivalent. In most cases, a master’s degree is required. However, alternative qualifications may be considered if they meet the standards set by the accrediting body, with proper justification.
- Hold appropriate licensure and/or certifications.
- Evidence of proven ability and qualifications in clinical or professional practice.
- Evidence of teaching excellence and continuous improvement in teaching.
- Evidence of fostering an inclusive and equitable learning environment that supports the success of all students.
- Evidence of sustained engagement for professional development.
3.3.B.3 Faculty Members Who Teach Graduate Courses
Faculty members who teach graduate courses at the University play a crucial role in delivering high-quality graduate education. To ensure excellence in graduate instruction, the following qualifications and standards apply. Faculty members who teach graduate courses must possess a terminal degree or demonstrate exceptional expertise in their field. Exceptional expertise may be considered in cases where individuals have extensive professional experience, significant publications, or other recognized achievements that clearly demonstrate advanced knowledge and skills in their discipline.
In addition to a terminal degree or exceptional expertise, faculty members who teach graduate courses must have pursued formal advanced study (beyond the master’s level) or demonstrated competence through independent scholarly activities in each field in which they teach graduate courses. This ensures that faculty members who teach graduate courses possess deep knowledge and a strong foundation for graduate-level instruction.
In exceptional cases, a graduate program may seek to utilize an instructor with a non-terminal degree to teach a graduate-level course. This may be appropriate when a highly qualified individual possesses significant practical experience or specialized knowledge directly relevant to the course content. To obtain approval for a non-terminal degree instructor to teach a graduate course, the dean must provide justification during the The Office of Academic Affairs hiring process. The SACSCOC liaison and the provost will review the request and make a final determination on whether to approve the non-terminal degree instructor for the graduate course.
This policy clarifies the relationship between administrative positions and faculty status, particularly concerning tenure and rank.
Faculty members with existing faculty appointments who assume administrative positions at the University retain their current academic rank and tenure status within their academic college, although tenure is not granted for the administrative position itself. Should an individual leave their administrative role, other than dismissal for cause, they retain the right to return to a full-time faculty position with their previously held tenure and rank.
External candidates for administrative positions will generally be considered for faculty rank only if they meet the qualifications for a full-time faculty appointment within an academic college at the University. The president, provost, and academic deans are required to meet the qualifications for a tenured faculty appointment. Faculty status is not a requirement for all administrative positions. External candidates will undergo a review process that includes evaluation by the provost, relevant faculty in the appropriate college and/or the Promotion and Tenure Committee, and the president of the University. If successful in the review process, the external candidate may be hired with tenure and academic rank within the appropriate college. This tenure applies to the faculty position within the college, not the administrative role.
The University allows faculty members to hold joint appointments, enabling them to contribute their expertise and service to multiple academic units. This policy outlines the guidelines and considerations for joint appointments. A joint appointment occurs when a faculty member’s contractual duties involve serving in two or more distinct academic colleges, schools, or programs.
Primary and Secondary Appointments
The faculty member’s contract will clearly designate a primary and secondary (or tertiary, etc.) appointment. This designation, approved by the provost, clarifies the faculty member’s responsibilities and reporting structure.
Primary Appointment Responsibilities: The unit to which the faculty member is primarily appointed holds the following responsibilities:
- Evaluation: Conducts the faculty member’s primary annual and formal evaluations.
- Mentoring: Provides primary mentoring and support for the faculty member’s professional development.
- Workload Allocation: Assigns the majority of the faculty member’s workload and responsibilities.
- Consultation with Secondary Appointment Units: While the primary unit leads the evaluation process, it will consult with any secondary (and tertiary, etc.) appointment unit(s) to gather input and ensure a comprehensive assessment of the faculty member’s contributions across all areas of appointment.
Faculty Committee Representation
To avoid conflicts of interest and ensure balanced representation, faculty members with joint appointments may not represent both (or all) of their academic units on the same faculty committee.
The University is committed to fostering a workplace characterized by fairness, impartiality, and professionalism. This section addresses both familial relationships (nepotism) and consensual personal relationships between employees that may create actual or perceived conflicts of interest. The University aims to prevent favoritism, ensure objectivity in all employment decisions, and promote a professional and equitable work environment for all.
This commitment is upheld by mitigating conflicts of interest and preventing situations where personal relationships could compromise professional judgment. It promotes fairness and inclusivity by endeavoring to ensure that all employment decisions are impartial. Furthermore, the University seeks to promote a professional environment where all employees are treated with respect and dignity and have equal opportunities for advancement. These practices align with the highest standards in higher education regarding nepotism and conflict of interest management.
For the purposes of this section, “family member” is broadly defined to include individuals related by blood, marriage, or legal affiliation. This includes spouses/domestic partners, parents/children, grandparents/grandchildren, siblings, aunts/uncles/nieces/nephews, in-laws, step-relatives, and other individuals residing in the same household. A “personal relationship” refers to a romantic or intimate relationship, or a close personal friendship that could create an actual or perceived conflict of interest.
The following practices are strictly prohibited absent an approved Conflict Management Plan (CMP):
- No faculty member may directly or indirectly supervise, or participate in employment decisions affecting, a family member or an individual with whom they have a personal relationship. This includes, but is not limited to, situations where one individual has the authority to: direct the work of another; conduct performance evaluations; make decisions regarding hiring, promotion, discipline, or termination; or influence work assignments, leave requests, or other employment-related matters.
- Faculty members may not participate in the formal performance evaluation process of a family member or someone with whom they have a personal relationship. This includes providing input, reviewing evaluations, or making recommendations for performance-based compensation or promotion.
- Faculty members are prohibited from influencing or participating in any employment decisions that directly affect a family member or an individual with whom they have a personal relationship.
Any faculty member involved in a familial or personal relationship that falls under this policy has an affirmative obligation to disclose the relationship to their supervisor or another appropriate University official.
- The individual with greater supervisory authority bears the primary responsibility for disclosure. However, both parties should disclose to an appropriate University official.
- Disclosure must be made before engaging in any activity that could pose a conflict of interest or promptly upon discovery of a potential conflict.
Conflict Management Plans (CMPs)
Disclosed relationships will be subject to a CMP, developed, and implemented to mitigate conflicts of interest. The CMP will be devised in consultation with relevant administrators, such as the dean or provost. The CMP must be approved by the dean and the provost. At a minimum, CMPs must address:
- Reporting relationships: Modifying reporting structures to remove direct or indirect supervisory relationships.
- Supervision and evaluation: Establishing alternative procedures for supervision and performance evaluation.
- Decision-making: Defining alternative processes for employment decisions to promote objectivity and avoid conflicts of interest.
- Financial oversight: Implementing a review and approval process for expenditures to prevent favoritism or the appearance of favoritism.
CMPs will be reviewed and revised as needed, especially when there are changes in reporting relationships, job responsibilities, or other relevant factors. If a dean is in a familial or personal relationship with a faculty member under their supervision, the provost will designate an alternate supervisor. This designated individual will then assume all supervisory responsibilities, including those outlined in the Conflict Management Process (CMP).
Consequences of Non-Compliance
The University may take disciplinary action, up to and including dismissal for cause, against any employee found to have violated this policy or an approved Conflict Management Plan.
The personnel file will consist of necessary permanent records relating to a faculty member’s employment at Lenoir-Rhyne, including, but not limited to, appointment letters, salary information, curriculum vitae, annual vitae updates, application material, peer evaluations, dean evaluations, current data forms, professional improvement goals, and pertinent information submitted by the faculty member. Medical information, if any, will be kept in a file separate from all other personnel information.
Upon request made to the provost, faculty members will have access to any information in their personnel file not considered confidential. Such access gives faculty members a chance to check on the completeness of information and update it when appropriate. Confidential information will be available to those who must use it for decision making in the evaluation process.
The personnel file will be maintained in accordance with the University’s records retentions policies as they may exist from time to time.
Professor Emeritus is an honorary title conferred upon retired faculty members who have provided distinguished service to the University. It is a way to recognize significant contributions to the University and to maintain a faculty member’s connection to the University community.
Nomination Process
- Initiation: Any current member of the faculty may nominate a retired faculty member to the faculty member’s dean who, in turn, can submit a nomination to the provost.
- Review and Approval: The nomination is then reviewed by the provost, president, Board of Trustees Committee on Instruction and Student Life, and finally the full Board of Trustees.
- Timeline: Nominations must be submitted within two years of the faculty member’s effective retirement date.
Eligibility Criteria
To be eligible for emeritus status, faculty members must meet the following criteria:
- Distinguished Service: Demonstrated exceptional service to the University.
- Full Retirement: Fully retired from full-time teaching at Lenoir-Rhyne. Occasional part-time teaching after retirement is permitted.
- Years of Service: Completed at least 15 consecutive years of service on the faculty at the University immediately prior to retirement.
- Minimum Rank: Held the rank of assistant professor or higher at the time of retirement.
- No Prior Emeritus Status: Not hold emeritus status at another institution of higher learning.
Rights and Privileges
Faculty members with emeritus status enjoy the following rights and privileges:
- Participation in academic processions.
- Attendance at athletic events and other University functions at the same entry rate as all faculty.
- Use of University Libraries
- While emeritus faculty members can participate in University activities, they do not have voting rights in faculty governance matters.
- Faculty members with emeritus status are not considered employees of the University. Therefore, they do not receive employee benefits.
Revocation of Emeritus Status
Emeritus status is granted for life unless the recipient:
- Requests revocation: The individual may voluntarily relinquish their emeritus status.
- Engages in serious misconduct: This includes actions that violate the law, University policies, or significantly harm the University’s reputation.
- Procedure for revocation: A member of the University community may petition the provost to revoke an individual’s emeritus status. If, after investigation, the provost agrees with the petition, the provost will submit a petition to the Board of Trustees, who will make a final decision regarding the revocation. However, it is important to note that emeritus status cannot be revoked for actions protected by academic freedom or for reasons that constitute unlawful discrimination.
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