We all are familiar with the stereotype of the professional adjunct: a harried and underpaid soul cobbling together a marginal income by racing from campus to campus, teaching a class here and a couple of classes there, using their car as a mobile office, and hoping for the day that someone offers them a “real” tenure-track job on a single campus.
HIGHER ED TEACHING STRATEGIES FROM MAGNA PUBLICATIONS
hiring adjunct faculty
Editor’s Note: In yesterday’s article, the authors introduced steps for overcoming some of the administrative challenges when working with part-time faculty. Here, in part two of the article, they outline strategies for overcoming some of the pedagogical challenges.
Part-time faculty make essential contributions to our programs. Their part-time status often limits their contact with other faculty and their knowledge about the program in which they are teaching. Program coordinators and directors often provide the only contact between the two, and so play a critical but challenging leadership role. However, coordinators may also tend to work in isolation from one another and may lack opportunities to share experiences and learn from one another.
Adjunct faculty make up approximately half of all instructional faculty in degree-granting institutions (National Center for Education Statistics, 2008). Some teach online and some in a traditional classroom-based setting. Some work at private colleges, others for large public universities, and still others at community colleges. Adjuncts represent a diverse group professionals with a wide variety of backgrounds, but they do have at least one thing in common: they’re under increased scrutiny to demonstrate their effectiveness.
Hiring, promotion, and tenure activities are full of risk and potential landmines. Poor hiring decisions are not only costly, but the hiring process itself opens the institution up to litigation if everyone on the hiring committee is not trained properly.