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MENTORING WOMEN FACULTY IN STEM A MULTI-PRONGED APPROACH

机译:在茎上诠释妇女教师一种多管制方法

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Louisiana Tech University established a three-pronged mentoring program for women faculty in STEM departments three years ago in an effort to improve retention, as well as provide professional development and leadership training. Officially managed out of the dean's office, the program includes formal mentoring, which pairs women with senior mentors outside their department. Following best mentoring practices as suggested by research, the program has included initial training of both mentors and mentees, monthly e-newsletters and listserv notices, formal recognition of outstanding mentors, as well as external assessment, all of which have contributed to the program's success. Opening the formal mentoring aspect to all tenure-track faculty has assisted in garnering widespread support for the program and in firmly institutionalizing it. Monthly lunches for women faculty at the campus faculty club (supported by the dean's office) have provided additional mentoring opportunities to deliver professional development and leadership training, as well as coverage of topics such as lab management, worklife balance, and gender issues for women in STEM. Moreover, the networking opportunities afforded by the monthly lunches have contributed to a stronger sense of confidence and encouraged peer mentoring among women faculty who participate. The initial target group has expanded to include collaborators in other disciplines, faculty whose research focuses on gender and STEM, as well as colleagues from areas such as entrepreneurship and social science who face many of the same issues as women faculty in STEM. Lastly, hosting well-known external speakers for small, on-campus workshops focused on topics such as leadership, negotiation, climate, and diversity, has further elevated the status of both the mentoring program and of participation in the program, as well as delivered outstanding professional development training. This paper will review the program, including feedback from external assessment, and make recommendations on aspects of the program that are transportable to other campuses.
机译:路易斯安那理工大学在STEM部门,以提高保持努力设立了妇女教师三管齐下的指导方案,三年前,同时为客户提供专业发展和领导力培训。院长办公室的正式管理了,该计划包括正式的师徒,这对女性的外系高级导师。下面的最佳指导实践的研究的建议,该方案既包括导师和学员的初步训练,每月电子通讯和群发通知,优秀导师的正式认可,以及外部评估,所有这些都为项目的成功作出了贡献。打开正式的师徒方面都终身教授曾协助赢得了该计划,并坚定地制度化它广泛的支持。在校园教职员俱乐部(由院长办公室支持)女性教师每月的午餐提供了额外的辅导机会提供的主题,如实验室管理,工作与生活的平衡,以及女性在性别问题的专业发展和领导能力培训,以及覆盖干。此外,通过每月的午餐提供的交流机会已经来的信心和鼓励对妇女指导谁参与教师意识比较强做出了贡献。最初的目标群体已经扩大到包括如企业家精神和社会科学领域谁面临着许多相同的问题在STEM教师的女性在其他领域的合作者,教师的研究重点性别和茎,以及同事。最后,举办知名外置扬声器为小型,校园研讨会重点话题,如领导能力,谈判,气候和多样性,进一步提升双方的辅导计划,并参与该计划的执行情况,以及交付优秀的专业发展培训。本文将审查程序,包括从外部评估的反馈,以及那些以运输其他校园的程序方面提出建议。

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