For new junior faculty members, the specter of the tenure process -- which can decide the fate of an academic career -- looms large in their professional minds.

A new-faculty workshop held Monday at the Buehler Alumni and Visitors Center included a panel session on "what works and doesn't work" in achieving tenure. Approximately 100 new faculty members about to begin their first year at UC Davis attended.

The good news?

"It's much easier to get tenure in the UC system than a grant from the National Institutes of Health," said panelist Ted Powers -- an associate professor of molecular and cellular biology -- drawing chuckles from the crowd.

In the 2001-02 academic year, the most recent year for which figures were available, 95.5 percent of the tenure requests at Davis were approved. Tenure is the UC's guarantee of continued employment and is granted with promotion from assistant professor to associate professor. The department and the dean, among others, conduct the tenure review.

A final decision on whether tenure is to be granted must be made by the end of the seventh year of service. Those who do not receive tenure are given a final year notice, during which they may pursue an appeal of the decision.

Powers and the others discussed what new faculty members should keep in mind and how they can prepare their bid for tenure.

Know your people

Powers noted that tenure depends on the accomplishments of a faculty member in research, teaching and service. And each department or even division will view these areas differently, "so figure out what your departments wants" in the way of research, teaching and service, Powers said. Initially, he said, the entire process seems daunting. "The idea of running a lab, teaching and, at the same time, applying for grants is the most difficult part of the process."

He urged newer faculty members to "take advice from their colleagues on how to handle the teaching load."

Above all, Powers said, find a mentor among your colleagues, somebody who has been through tenure and understands the specific department. Also, one can learn much about their tenure prospects by examining their merit and promotion evaluations. A merit review is an evaluation of a faculty member's record of teaching, research or creative activity, and service.

Knowing people in your field is another key element of career success, he said. "The more people you know the better."

Powers cautioned that surprises await those beginning the tenure track. "Always maintain a sense of calm," because issues arise, he said.

Michael Hill, a panelist and associate professor in mechanical and aeronautical engineering, described the tenure process as "very demanding and yet very rewarding."

Taking a long view

Hill explained that this is an "opportunity to completely define what your career is going to be from the moment you first step foot on campus."

Even beyond the vocational aspects, it's a chance to "design your joy" and make the "choices to satisfy you for the rest of your life," he added.

While he was seeking tenure, Hill focused much of his energies early on to being the "best teacher" possible. He advocates paying serious attention to teaching, as it will help one attract the finest graduate students.

"Graduate students make or break you in this field," Hill said. "They are your soldiers; they are your children."

Finally, Hill said it's critical to "put your family first." Powers agreed, saying his biggest mistake was "not spending enough time with his family."

Culture matters

Rachael Goodhue, a panelist and associate professor in agricultural economics, stressed the importance of "culture" -- from the department level to the systemwide level -- in navigating tenure. "Don't forget the culture of campus and of the entire UC system," Goodhue said. In other words, she explained, many resources and people exist to help people. "They want you to succeed."

Goodhue, who counts on feedback from five mentors, said, "We're lucky in terms of the UC system in the role that faculty can play in governing the system."

She also advised newcomers to understand the merit and promotions process, and apply that knowledge to the tenure process.

On the role of service, Goodhue said that one frequent question is whether new faculty should participate in many activities that each demand little time commitments, or focus a significant amount of time on one or two activities. It's up to the individual, she said, but her choice was to tunnel deep into one endeavor.

And when somebody approaches about a commitment, she said, "Never say 'yes,' immediately. Talk to your mentor."

Gabriella Montinola, a panelist and associate professor in political science, likewise touted the benefits of having a good mentor. "Sometimes junior faculty are reluctant to approach senior faculty about mentoring. But they, too, once went through the tenure process."

She suggested asking senior faculty colleagues to read grant papers before they are sent out. "It's amazing how one or two comments will improve your grant application."

On teaching, Montinola said it helps to realistically balance these duties with research activities. She also noted the importance of publishing research papers, recommending that new faculty study which journals are most appropriate and make allowances for long review processes.

Montinola said, "The paper review process itself takes at least six months, and sometimes it will take a year or so for the paper to be published."

Planning for research topics should begin almost immediately after a new professor is hired. "The tenure clock starts ticking."