- This HEPI blog was kindly authored by Andrew Woon, Senior Lecturer in Strategic Management at Queen Mary University of London.
Promotion for academics, especially those on teaching and scholarship (T&S) pathways, is fraught with challenges. Unlike research output, which can be easily measured through journal rankings, citations, and research income, the impact of teaching and scholarship is harder to quantify, making progression criteria poorly defined across the higher education sector.
Current promotion practices present significant obstacles for T&S academics. The lack of transparency in promotion decisions leaves many uncertain and frustrated about their career progression. Inconsistencies in promotion criteria across departments and supervisors create confusion and unfairness fostering an environment of inequality and resentment.
Moreover, neglecting team dynamics in promotion decisions can result in premature promotions, which disrupt team cohesion and foster conflicts. The repercussions of these flawed promotion practices are severe as they contribute to high turnover rates, dissatisfaction, and frequent allegations of discrimination. These poor practices erode trust within teams, hinder effective collaboration, and create an uneven distribution of workload. Consequently, morale plummets, productivity declines, and the overall academic environment suffers.
Favouritism is another significant issue. Some individuals receive promotion opportunities based on personal connections rather than merit, which undermines trust and team morale. Therefore, enhancing access and participation to ensure equal opportunity and support is vital. Line managers and institutional leadership must commit to levelling the playing field to create an inclusive environment for all staff.
Furthermore, the expectation that applicants must exceed stated promotion criteria is particularly challenging for T&S academics, who are often required to demonstrate their impact across research, teaching, scholarship, and citizenship, despite focusing more heavily on teaching. As a result, this unrealistic expectation discourages many from seeking promotion.
Scholarship activities that significantly impact student learning and success are frequently undervalued. Hence, higher education institutions must recognise the significant contributions of T&S academics such as extracurricular activities and sharing good practices are often overlooked in promotion considerations.
The promotion process should be a collaborative journey involving career planning and mentorship. Nonetheless, inadequate feedback on performance from line managers leaves academics in the dark about their shortcomings and how to improve, stifling professional growth.
Unfortunately, many institutions fail to provide adequate mentorship and support, leaving staff feeling overwhelmed and lacking confidence. This lack of guidance, coupled with the fear of rejection, further discourages T&S academics from pursuing their career ambitions.
To dismantle the promotion glass ceiling for T&S academics, it is essential to establish clear, transparent promotion criteria, ensure equal access to opportunities, and provide comprehensive career support. This is particularly crucial for expatriates who may be less familiar with the UK higher education system.
The wider community such as associations and unions in higher education can also play a pivotal role by organising workshops, advocating for better promotion practices, collecting feedback, and proposing policy changes. For instance, implementing a national academic progression framework and a comprehensive promotion guide for all academic career pathways could provide substantial support for the development of academic careers.
Within the T&S community, we should come together to foster a deeper connection and collaboration among institutions. This platform will enable us to share resources and opportunities, such as external examining, publications, innovative pedagogical approaches, and mentoring junior colleagues to advance their careers.
Ultimately, effective promotion practices are crucial for sustaining enthusiasm and motivation among staff. The promotion application process should be competitive, rewarding, and inspiring. If the system disadvantages certain applicants, it does more harm than good. Reforming promotion practices to be fair, transparent, and supportive will benefit individuals and the entire academic community.