Faculty Resources

Faculty Activity System

Consulting Policy

  • Private Outside Employment

    "Private outside employment" refers to both private consulting activities and other remunerative outside activities of faculty members. "Consulting activity" is defined as professional work performed outside University auspices that is substantively related to a faculty member's area of expertise and duties at the University. "Outside activities" refers to employment or business activities (other than personal and private financial transactions) designed to enhance the income or wealth of the faculty member but not directly related to his/her area of expertise as a faculty member. Professional employment by the University clearly presumes a commitment of time and effort considerably beyond simply fulfilling such scheduled duties as meeting classes. Excessive involvement in private, outside employment of any kind must by definition have detrimental effects upon the performance of professional duties. Such lowered performance levels, by necessity, affect decisions regarding tenure, promotion and salary.

    1. Consulting activities can contribute to the professional development and stature of the faculty member, and thus may benefit the University as well as the faculty member, so long as such activities are kept within reasonable bounds. Therefore, the University encourages consulting activities, provided that they present no conflicts of interest and do not diminish the quantity and quality of professional services rendered to the University as part of the faculty member's normal duties and responsibilities. The primary safeguard is the requirement that the faculty member secure advance approval for consulting activities from the department chair, school director and dean. Department chairs, school directors and deans shall evaluate the merits of each request to consult to ensure that the activity is beneficial to the University in that no conflicts of interest exist, no conflict with University duties or responsibilities is present and the total amount of consulting by the faculty member is not excessive. Guidelines developed by the dean of each college for use in this evaluation shall be provided to the faculty after review by the Provost or designee to ensure consistency with this policy.

    2. Outside activities are not viewed as beneficial to the University and are not encouraged. If engaged in, they must pose no conflict of interest or result in any lessened contribution by the faculty member to the University. The outside activities of part-time as well as full-time faculty members must not in any way impinge upon the duties and responsibilities of the faculty member to the University.

    3. Use of University facilities and equipment is not permitted for outside activities in any instance, and shall only be used in the furtherance of consulting activities when: a) such facilities and equipment are not available commercially; and, b) approval in advance has been secured from the Assistant to the President.

    4. Reporting requirements for any proposed consulting that is to occur during the faculty member's period of employment must have written preapproval. Faculty on nine-month appointments need not complete this form for consulting that is to occur during the period in which they are not employed by the University. Faculty are not required to secure advance approval for outside activities, but should be prepared to disclose the nature and extent of such activities to their department chair, school director and dean if a possibility of conflict tof interest or impingement upon the proper performance of duties arises.

Student Assessment of Instructors

Governance

Tenure, Promotion, and Reappointment Information

Dual Career Faculty Hiring Procedures at Clemson University

  • Overview, Definitions and Scope

    Dual career families are common among faculty. This presents both challenges and opportunities. Universities with clearly articulated dual career hiring programs can overcome the challenges and become highly competitive for attracting talented individuals. The purpose of this document is to enhance dual career hiring success in those cases where both individuals being hired are seeking faculty positions within the University. It includes guiding principles, a plan for resource flow that can enable dual career hires and recommended procedures for the vetting of candidates. It was developed by Clemson administrators and faculty with guidance from models of dual career hiring practices at peer institutions.

    Faculty = all regular and special ranks including tenured and non-tenured appointments.  

    Initial faculty recruit = an individual being recruited for a regular or special rank faculty position.

    Dual faculty recruit = an individual who has knowledge, skills and/or abilities that can satisfy additional needs at the university, and who is a partner or spouse of an “initial faculty recruit."

    Asking and receiving department = the asking department is hiring the initial faculty recruit; the receiving department is being asked to consider a dual faculty recruit. Asking and receiving units can be one and the same, or different departments in the same college or different college.    

  • Guiding Principles
    • A culture of accommodating dual career hiring for faculty, as much as is reasonably possible, should be established and supported.
    • Priority will be given to dual career hires requested as part of initial faculty recruitment. However, faculty can request dual career accommodation for a spouse or partner at any time. For current faculty members, a number of factors can be considered in a dual career accommodation decision including: current faculty member’s performance, retention concerns, the educational and/or employment status of the spouse/partner and the financial resources available.  
    • Rapid decision making is important; delays in evaluation and decision making run the risk of losing viable candidates to other universities.
    • The credentials of dual career faculty MUST be sufficient and appropriate for the appointment being considered. There must be honest assessment of the candidates without undue pressure that may lead to a poor decision.    
    • Numerous dual hires in a department might hamper strategic planning and long-term success; therefore receiving departments and/or colleges are free to decline the hire if they believe the candidate is unqualified, or if the department’s ability to deliver on its mission would be jeopardized by a particular hire. Equally, however, receiving departments should be willing to relax fit somewhat to make an accommodation so long as the candidate is qualified and the strategic plan of the department is not hampered.   
    • The standard for a dual career hire should be a full-time, permanent position. Exceptions to this arrangement require approval of the asking and receiving deans and the Provost.
    • A time limited resource sharing model will be available to help receiving departments deal with the financial strain of an unexpected faculty hire.
    • The university’s hiring processes will support these guiding principles. All normal HR processes must be followed, but HR will expedite processing of dual career hiring upon request.
  • Procedure for Dual Career Faculty Hiring

    (Note: In all steps below, close coordination among deans, department chairs, HR, and the provost’s office is expected.)

    1. After a faculty candidate reveals a dual career need, the chair of the asking department should obtain the spouse/partner’s resume. The chair, in coordination with his/her dean, will determine where the most likely opportunities are for employment.      
    2. If the best fit appears to be in a non-faculty position or outside of Clemson, then the chair can refer the spouse to Clemson’s HR department for assistance. If the best fit appears to be within the University in a faculty position, the chair should follow the steps 3 through 9 below.
    3. The chair should consult with the dean of the asking department’s college to discuss a strategy for finding an appropriate position, title, rank and home department.
    4. If the dean of the asking department concurs with the chair’s request, s/he contacts the dean of the receiving department’s college to pave the way for chairs of the two departments to share the resume, and if appropriate, initiate a faculty review of the dual career faculty’s credentials.
    5. If the receiving department is willing to consider a dual career recruit, then the college of the asking department should notify the provost’s office and the office of human resources that a potential dual career hire is being considered.
    6. The chair of the receiving department should confirm availability of funds to support a dual career hire (see below).
    7. The chair of the receiving department should invite the candidate to campus for an interview. The interview and decision making process should follow the receiving department’s standard interview practices and protocols for targeted hires.
    8. If the department supports the hire, the chair should request approval of the position and the candidate from the receiving dean, the asking dean and the provost. This can be done via email. 
    9. Once all approvals are received, the receiving department and the department’s HR partner should follow standard procedures for targeted hires. 
  • Financial Support for Dual Career Hires
    1. To facilitate dual career hires, the receiving department will be eligible for a three-year cost sharing model whereby one-third of the salary of the dual career hire is paid by the asking department (or the asking department’s college), one-third by the receiving department (or its college) and one-third by the provost. This model is subject to availability of funds and approval by the deans of the two colleges and provost. Startup investments (if any are required) are expected to follow the model used for standard targeted faculty hires. 
    2. After three years, the receiving department must assume the full cost of the faculty hire (if the position is permanent). The receiving department is expected to find funds to continue the position as appropriate. This could mean that an existing or subsequently open position will have to be used to support the dual career hire.
    3. Due to unique circumstances that often arise during dual career situations, many hires can’t fit into a 1/3: 1/3: 1/3 cost share model; in these cases, other arrangements can be negotiated by the deans and provost.