- Have documentation that describes annual evaluations and the promotion/tenure process. Ensure all applicable policies and guidelines for staff promotion and faculty promotion and tenure processes are followed.
- Have regular points of feedback, meetings, or discussion for junior faculty and early career staff with individuals that oversee the promotion/tenure process, for example the chair of the department, a supervisor or the chair of the promotion and tenure committee.
- Have a mechanism to balance the required service of women and minorities on search committees by explicitly relieving them from other service.
- Have a mechanism that balances service across faculty members to avoid the service-empathy trap of overloading conscientious faculty. At the same time, aim to include underrepresented faculty in key, powerful committees.
- Have a reward structure, for example through annual evaluations, that recognizes and values the act of providing mentoring to other faculty or staff.
- Have regular exit interviews when faculty or staff depart the university. This can provide insight as to why faculty or staff are departing, which can be especially critical for departing underrepresented faculty and staff. We need to learn from our mistakes.
- Provide the link to the HR resource page.
- Be aware of and review college, department and university policies and/or checklists for new faculty and staff employee orientation.