Professorial Appointments Policy

56 Pages·2011·2.17 MB·English

Professorial Appointments Policy
university policy papers
University Policy Papers
Disclaimer: This translation is provided for information purposes only. In the event of a difference of
interpretation, the original Dutch version of this document is binding.
University of Amsterdam Professorial Appointments Policy
Contents
1 Preamble
1.1 Motivation and basic principles 4
2 Staffing policy with regard to professorial appointments
2.1 Career prospects within the University of Amsterdam 6
2.2 Professorial appointments procedure 9
2.3 Promotion from Professor 2 to Professor 1 10
2.4 Sustainable quality control 11
3 Types of appointments
3.1 Chair types 12
3.2 Full professor 13
3.3 Professor by special appointment 13
3.4 University Professor 17
3.5 Endowed chair 18
3.6 Rotating chair 19
4 Emeritus professor, zero-time appointment
and hospitality agreement 20
Appendix 1
Professorial body at the University of Amsterdam:
national comparison 22
Appendix 2
Job profile: professor 24
Appendix 3
Procedures 34
Appendix 4
Checklist for appointment proposals submitted to
the Executive Board of the University 44
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1 Preamble
1.1 Motivation and basic principles
In 2006, the paper ‘Policy regarding professors at the University of
Amsterdam’ (Beleid ten aanzien van hoogleraren aan de Universiteit van
Amsterdam), comprising an overview of developments within the professorial
body and the professorial appointments policies of the different faculties,
was enacted. During the past few years, the policy has been further developed
by the faculties in accordance with the 2006 memorandum. By describing
the basic principles and central themes of the professorial appointments
policy of the University of Amsterdam, the present policy paper seeks to
identify the common ground between the different faculty regulations.
The basic premise for this policy paper is that staffing policy, including the
recruitment and career development of academic staff, is a crucial factor in
the success of any academic institution. But the fact that staff – both
academic and non-academic – constitutes the basic capital of a university
must be more than just an administrative truism. In this context, professors,
as the pillars of academic teaching and research, deserve special attention.
A number of developments over the past few years have made it necessary
to update the University’s professorial appointments policy for the coming
five years. The retirement of a large number of professors during that period
will give rise to many staff changes. From an economic point of view, a clear
reference framework for professorial appointments is also essential. The
University Job Classification (UFO) system of the VSNU (Association of
Universities in the Netherlands), including a job description for professors,
was implemented, an internal procedure was adopted for Professor 2 to
Professor 1 promotions, and external interest in endowed chairs has
increased. A number of innovations proposed in this paper will help to
create a professorial appointments policy that will be able to respond
effectively to these recent internal and external developments, including
the 2007-2010 Strategic Plan ‘Learning to Excel’.
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University of Amsterdam Professorial Appointments Policy
Chapter 2 discusses professorial appointments within the context of the
University of Amsterdam’s staffing policy. Chapter 3 examines in succession
the various types of professorial appointments at the University of Amsterdam,
as well as the similarities and differences between them. Lastly, Chapter 4
explores the relationship between the University of Amsterdam and those
professors who have retired or left the University for appointments elsewhere,
but with whom the University of Amsterdam wishes to maintain close ties.
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2 Staffing policy with regard to
professorial appointments
2.1 career prospects within the university of amsterdam

A professorial appointments policy plays a crucial role in the development
of academic teaching and research. Talented professors are the bedrock of
academia; they inspire students, teachers and researchers of all ages with
their innovative ideas on teaching and research. In the past, the recruitment
of candidates for senior positions within the academic body adhered strictly
to a ‘faculty chair plan’. Over time, however, the role of this plan has changed
such that the premise on which it was founded is no longer iron-clad.
Professorial appointments on the basis of vacancies noted in the chair plan
are becoming increasingly uncommon. Today, an appointment proposal can
arise just as easily as a result of the availability of a distinguished candidate
(who may or may not have already been granted a professorial appointment
elsewhere in the Netherlands or abroad). This policy may lead to a position
being deliberately kept vacant if a candidate of sufficient merit is not
immediately available. In fact, in this job category, ‘vacancy’ as a concept is
gradually beginning to lose its meaning. The faculties strive to be constantly
alert to the availability of excellent candidates. They are also responsible for
creating the necessary financial leeway, for ensuring that all the requisite
duties are performed and for maintaining the desired balance between
professors and persons holding other academic positions.
In view of the need to achieve a responsible and effective partnership
between the Executive Board of the University and the faculties, strategic
staff planning is of crucial importance. Such strategic planning makes it
possible to quickly assess the extent to which new appointment proposals
are in line with the faculty’s staffing policy and available financial leeway,
but also with the University’s overall academic mission. In all cases, this
strategic staffing policy includes an updated overview of all chairs within
the faculty, an indication of the chairs that are expected to become vacant
within five years and the faculty’s intentions with respect to these future
professorial vacancies. The Rector Magnificus and the dean regularly
discuss the faculty’s planned recruitment activities.
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University of Amsterdam Professorial Appointments Policy
In comparison with other universities in the Netherlands, the University of
Amsterdam’s score with respect to the number of employed professors is
1) www.vsnu.nl average.1 An important question regarding the University of Amsterdam’s
professorial appointments policy is whether it is desirable for academics to
move up the academic career ladder – from the rank of student to PhD
student to professor – at the same university without interruption. This was
once regular practice; indeed, there are currently several members of the
academic staff whose highly successful careers have evolved exclusively
within the University of Amsterdam. However, bearing in mind the
University’s international reputation, the question arises whether such a
career path remains desirable today. The input of ideas from elsewhere as
well as the need to avoid even the slightest semblance of academic
inbreeding are now more critical than ever if an institution of higher
education is to establish and maintain an international reputation.
One of the cornerstones of the University of Amsterdam’s professorial
appointments policy is the great importance attached to mobility. Academic
careers that evolve exclusively within the University of Amsterdam are
expected to become a thing of the past. At the same time, various faculties
still find it very difficult to allow highly talented young scholars to leave for
posts at other universities. It is, nevertheless, essential that a clear and
consistent line be drawn in this matter. Throughout the University, the
starting point should be that a permanent appointment as lecturer, senior
lecturer or professor is not possible unless the candidate has been employed
at another university or academic institution, preferably abroad, for at least
three years after having received his/her Master’s degree. Exceptions are
possible depending on circumstances in the labour market, but to protect
this general policy line from opportunism, these exceptions must be sharply
and explicitly defined. In such an interrupted career line, faculties may of
course decide for themselves where the ‘break’ should occur. For example, a
faculty can decide that its own PhD students may not be appointed to
permanent positions until they have worked elsewhere for a period of four
years. Another option would be to offer outstanding PhD students
temporary postdoc positions on the clear understanding that progression to
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a higher academic position is excluded (though a return to the University of
Amsterdam would of course remain an option after the candidate has
fulfilled a term of at least three years at another academic institution).
To attract highly qualified academic staff, it is essential that the faculties
provide an explicit description of the career prospects available in principle.
Academic staff occupying a lower rank than that of professor are entitled to
know to what extent their academic ambitions within the University of
Amsterdam can be fulfilled. Of course not every lecturer may wish or be
able to achieve the ultimate position of professor. This will depend not only
on the faculty’s staffing policy but also on the personal academic development
of the staff member concerned. The annual consultations (jaargesprekken)
and/or assessment interviews (beoordelingsgesprekken) should establish
whether the expectations of the staff member and faculty management
continue to correspond closely enough. These consultations and interviews
thus play an essential role in the development phase of academic careers at
the University of Amsterdam. The criteria and procedures for appointments
to more senior academic posts must be clear for all parties involved. The
basic criteria for appointments to the higher ranks are described in the
University Job Classification (UFO) system. It is up to the faculties to
define these criteria more concretely.
It is crucial for the international reputation of the University of Amsterdam
that its own talented staff also pursue their academic careers at other
universities, both in the Netherlands and abroad. A university that does not
‘supply’ staff to top institutions at the international level will itself never be
able to claim the reputation associated with a top institution. The Executive
Board of the University is aware that a consistent implementation of this
policy will require adjustments in the existing policies of some faculties. The
Executive Board will therefore negotiate agreements with the individual
faculties about the specific moment of implementation, on the understanding
that all faculties will have adopted a modified policy by the end of 2010.
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University of Amsterdam Professorial Appointments Policy
In this context, the position of women academics deserves special attention.
Generally speaking, women have shown an avid interest in many academic
disciplines in which the University of Amsterdam is active, while on the
supply side there is a notable scarcity of jobs available in these disciplines.
This gives rise to the need to create optimal conditions so that women will
be inspired to choose an academic career, and to nurture female talent with
great care. Special attention must be paid to the role played by labour
market conditions, including the availability of qualified women candidates.
2.2 professorial appointments procedure
Professorial appointments must be approved by the Executive Board of the
University. Substantiated appointment proposals from individual faculties are
submitted by the dean to the Executive Board. This procedure applies both to
candidates from outside the University and to internal promotions within the
University. A meticulous appointments procedure is, after all, essential,
irrespective of whether a (known) internal or external candidate is involved.
Furthermore, a system that allows the post of senior lecturer at the
University of Amsterdam to be combined with a part-time professorial
appointment within the same organisational unit (i.e. the same faculty) is
undesirable from the point of view of a meticulous staffing policy.
Professors are, after all, expected to fulfil their duties in full and to function
at the corresponding level. For this reason, such combinations will no
longer be possible at the University of Amsterdam. Acting on the dean’s
proposal, the Executive Board will make a provisional appointment decision.
This will be followed by an interview with the professor, after which a final
decision will be made.
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2.3 promotion from professor 2 to professor 1
Classification criteria have been formulated in the University Job Classification
(UFO) system for the positions of Professor 2 and Professor 1. Individual
faculties can expound in greater detail on these criteria. Upon nomination
by the dean, a promotion from Professor 2 to Professor 1 requires the
approval of the Executive Board of the University.
Within the framework of a well-balanced faculty and university staffing
policy, it is desirable that a dean seek the opinion of others regarding
nominations for promotion to Professor 1. Due care and continuity are
preconditions in this procedure. Nominations for promotion can be
presented to the deans by department heads as well as by the candidates
themselves. To ensure that standards correspond to those set by respected
national and international institutions of higher academic education, a
meticulous procedure is followed in which the deans are assisted by a
faculty Review Panel, no less than three members of which hold the
position of Professor 1.
A promotion from Professor 2 to Professor 1 should not be subject to
labour market considerations as such. Scarcity of suitable staff may,
however, play a role in determining remuneration, which may take the
form of a labour market allowance.
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