and 43 percent reported using only one strategy (see Finding 3-7). Significant change in the applicant pool will not come from such minimal efforts.
Involve current female faculty in faculty searches, with appropriate release time. The proportion of women on the search committee and whether a woman chaired the committee were both significantly and positively associated with the proportion of women in the applicant pool (see Finding 3-8). Such engagement may signal to prospective hires that the institutional climate is supportive and inclusive.
Investigate why female faculty, compared to their male counterparts, appear to continue to experience some sense of isolation in subtle and intangible ways. Finding 4-7, for example, reports that female faculty are less likely to engage with other faculty in conversations about research or salary. Creating informal opportunities for faculty to engage within a department or across an institution might help to address this issue.
Explore gender differences in the obligations outside of professional responsibilities (particularly family-related obligations) and how these differences may affect the professional outcomes of their faculty. Our findings focused only on the climate within academic institutions, but factors outside the institutional environment may be equally important. (Findings 4-6 through 4-8).
Initiate mentoring programs for all newly hired faculty, especially at the assistant professor level. As described in Finding 4-12, the mentoring of female faculty had a striking impact on their ability to secure grant funding. Institutional mentoring programs could help to ensure that female faculty acquire grant funding, which in turn should have a positive effect on their promotion rates.
Make tenure and promotion procedures as transparent as possible and ensure that policies are routinely and effectively communicated to all faculty. While 81 percent of male faculty know their institution’s policies on promotion, only 75 percent of female faculty do (see Finding 5-5). Departments in particular need to review their communication strategies, as only 49 percent of all faculty surveyed reported that their department had written procedures. And only 78 percent of departments reported that they had written tenure and promotion policies.
Monitor and evaluate stop-the-tenure-clock policies and their impact on faculty retention and advancement. Where such policies are not already in place, adopt them and ensure effective dissemination to faculty members. Only 78 percent of assistant professors reported that their department or university