Adjunct faculty are a cornerstone of higher education, serving as the primary instructors for foundational courses and gateway subjects that shape the academic journeys of countless students. They bring diverse perspectives and invaluable expertise from professional fields, often enriching classroom experiences with real-world applications and up-to-date industry knowledge (Caruth & Caruth, 2013; Zarrow, 2018). This blend of academic rigor and practical insight makes adjuncts indispensable to the mission of colleges and universities, particularly in meeting the evolving demands of students and the workforce.
Despite their critical contributions, adjunct faculty frequently contend with systemic inequities that compromise their ability to thrive professionally. Low pay, often below a living wage, is compounded by a lack of access to essential benefits such as health insurance and retirement plans (American Federation of Teachers [AFT], 2020). Moreover, the absence of job security and their exclusion from institutional decision-making processes marginalize adjuncts, leaving them undervalued and disconnected from the academic community (AFT, 2022). Additionally, resources to improve their effectiveness and communication and guidance on key program, department, college or university norms and policies are often lacking. These challenges not only diminish the professional satisfaction of adjuncts but also hinder the broader success of the institutions that rely so heavily on their labor.
Addressing these inequities is not only a moral imperative but also a strategic necessity. Institutions that invest in the well-being and professional development of adjunct faculty see tangible benefits, including improved student outcomes, greater faculty retention, and a stronger sense of institutional cohesion (Lyons, 2004; Gibson & O’Keefe, 2019). Conversely, neglecting the needs of adjuncts can lead to high turnover, lower morale, and diminished educational quality, ultimately compromising the institution’s mission.
This article offers a comprehensive guide for fostering equitable and sustainable academic environments that benefit both adjuncts and institutions. It outlines actionable strategies for addressing systemic challenges, highlights promising practices from leading institutions, and sets the stage for future discussions on how adjuncts and academic leaders can work collaboratively to achieve equity and excellence in higher education
Recognizing the Value of Adjunct Faculty
Adjunct faculty constitute nearly 50% of the academic workforce in higher education, making them an indispensable component of colleges and universities. They play a crucial role in delivering quality education, especially in community colleges and foundational courses that serve as stepping stones for students pursuing advanced degrees. As highlighted by Caruth and Caruth (2013) and AFT (2020), adjuncts’ flexibility allows institutions to adapt to shifting enrollment demands and provide education in diverse and specialized fields. Moreover, adjunct faculty often bring more recent and expansive real-world experience to their classrooms compared to full-time faculty. Their connections to current industry practices and professional networks enrich academic programs, giving students insights into the practical applications of theoretical knowledge. This contemporary expertise is especially valuable in fields like business, technology, and healthcare, where rapid advancements necessitate up-to-date knowledge (Caruth & Caruth, 2013; Zarrow, 2018).
Adjuncts also teach a significant proportion of high-demand gateway courses, ensuring that students gain essential skills and competencies needed to progress academically. These courses, often prerequisites for advanced study, are pivotal in shaping students’ academic trajectories. Adjuncts’ professional backgrounds not only enhance the quality of these courses but also make them more relatable and applicable for students (UNCC, 2015; Zitko & Schultz, 2020). This is particularly significant in promoting equitable access to higher education for underrepresented groups, as these foundational courses often serve as entry points for students who might otherwise face barriers to higher education.
Despite these critical contributions, adjunct faculty face systemic inequities that undermine their ability to thrive professionally. Many adjuncts earn less than $3,500 per course, with annual earnings often falling below $25,000, placing them at or near the poverty line (Flaherty, 2020; AFT, 2022). A significant number of adjuncts report relying on public assistance and struggle to access basic benefits like health insurance and retirement plans. Additionally, the lack of job security—with 75% of adjuncts lacking long-term contracts—fosters a precarious employment environment that hinders their professional stability (AFT, 2020; Caruth & Caruth, 2013). These inequities are compounded by limited institutional support, such as the absence of dedicated office spaces, inadequate access to teaching resources, and exclusion from professional development opportunities. These challenges not only affect adjuncts but also have a ripple effect on the quality of education provided to students.
Investing in adjunct faculty yields measurable benefits for institutions. Research indicates that equitable pay, access to professional development, and inclusion in governance improve faculty morale and retention, which in turn enhances student success rates (Lyons, 2004; Shine Stewart, 2016). Institutions that recognize and address the needs of adjunct faculty demonstrate a commitment to both ethical practices and strategic excellence. By fostering an environment where adjuncts feel valued and supported, colleges and universities can improve the overall quality of their academic offerings while promoting a more inclusive and equitable workplace (Gibson & O’Keefe, 2019). Supporting adjuncts is not merely a moral obligation; it is a critical strategy for achieving institutional goals and fostering academic success at all levels.
Key Areas for Improved Support
Compensation and Benefits
Transparent and equitable compensation remains a cornerstone for addressing systemic inequities faced by adjunct faculty. Institutions should adopt clear pay scales that reflect the expertise and workload of adjuncts. Transparent pay policies reduce disparities between adjunct and full-time faculty while reinforcing institutional integrity (Halcrow & Olson, 2008). Programs like Montgomery College’s use of CARES Act funding for stipends during the pandemic exemplify the commitment to fairness and recognition of adjunct contributions (UNCC, 2015). Moreover, providing benefits such as health insurance, retirement plans, and paid leave is essential for enhancing adjuncts’ professional stability and well-being (AFT, 2020; Shine Stewart, 2016). Recognizing adjunct excellence through performance-based bonuses, teaching awards, and professional development stipends fosters a sense of belonging and institutional appreciation (Bonaparte, 2022).
From the adjunct perspective, advocating for better compensation often requires collective efforts. Unionization and collective bargaining have proven effective in pushing for equitable pay and access to benefits (AFT, 2022). Adjuncts should also familiarize themselves with institutional pay scales and employment policies to negotiate effectively. Partnering with advocacy groups like the AFT empowers adjuncts to organize and advocate for systemic reforms (Flaherty, 2020). In addition, participating in regional adjunct networks can amplify their voices and facilitate knowledge sharing about best practices for advocacy.
Access to Resources
Access to institutional resources is vital for adjunct faculty to perform effectively and professionally. Many adjuncts report lacking dedicated office space, institutional email accounts, and access to technology, which hinders their ability to engage fully with their roles (AFT, 2020; Halcrow & Olson, 2008). Institutions can address this by creating adjunct resource centers equipped with workspace, computers, printers, and meeting areas for student consultations (McCullough, 2015). Rochester Institute of Technology’s efforts to provide institutional accounts and comprehensive IT support illustrate how equal access to resources enhances adjunct integration (Gibson & O’Keefe, 2019).
In addition to physical resources, institutions should promote adjuncts’ inclusion in department communications, granting them access to institutional updates, calendars, and professional development opportunities. Resource-sharing systems and collaborative tools, such as shared digital platforms for course materials, can further support adjuncts in bridging gaps caused by resource disparities.
For adjuncts, proactively requesting access to available facilities and tools—such as department-specific labs, libraries, or learning management systems—can mitigate challenges. Leveraging existing adjunct-specific facilities where available ensures they maximize institutional offerings to enhance their teaching and professional development (Shine Stewart, 2016).
Professional Development Opportunities
Ongoing professional development is critical for adjunct faculty to stay informed about pedagogical innovations, institutional policies, and advancements in their fields. Institutions should prioritize offering paid training programs that focus on teaching methods, instructional technology, and course design. Paid opportunities acknowledge adjuncts’ time and effort, reinforcing their value within the institution (Gibson & O’Keefe, 2019). Programs like UNC Charlotte’s professional learning communities exemplify how mentorship and collaboration enhance adjunct engagement and effectiveness (McCullough, 2015).
Institutions should also create tailored development tracks for adjuncts teaching online or hybrid courses, addressing specific challenges such as fostering virtual student engagement and managing asynchronous learning environments (Gibson & O’Keefe, 2019). Providing stipends or grants for external training programs further signals an institutional commitment to adjunct growth.
Adjuncts, in turn, should actively seek out professional development opportunities, whether offered by their institutions or through external organizations. Engaging with faculty peers through workshops, seminars, and learning communities fosters both resource sharing and professional camaraderie (Lyons, 2004; Shine Stewart, 2016). Adjuncts can also participate in subject-specific conferences to network with experts and enhance their academic profiles.
Mentorship and Networking
Mentorship and networking initiatives are invaluable for integrating adjuncts into the academic community. Formal mentorship programs connect adjuncts with experienced faculty who can provide guidance on navigating institutional systems, improving teaching practices, and accessing professional opportunities (Zarrow, 2018). Rochester Institute of Technology’s mentorship programs for online adjuncts highlight the benefits of pairing new instructors with seasoned mentors to address unique challenges (Gibson & O’Keefe, 2019).
Networking events foster relationships between adjuncts, full-time faculty, and administrators, creating a sense of community and shared purpose. Institutions should regularly organize workshops, panel discussions, and social gatherings to facilitate these connections. Networking not only enhances adjuncts’ visibility but also opens avenues for collaboration on academic initiatives, research projects, and interdisciplinary teaching.
Adjuncts should actively seek mentors and participate in networking opportunities to integrate into the academic culture. Building relationships with full-time faculty and administrators strengthens their professional presence and increases access to institutional resources and decision-making processes (Zarrow, 2018). Establishing peer support groups with other adjuncts can also provide valuable insights and mutual encouragement.
Involvement in Governance
Adjunct faculty are often excluded from institutional governance, despite teaching a majority of courses in some departments. This exclusion marginalizes adjuncts and limits their ability to influence policies affecting their work. Institutions should actively include adjuncts in faculty meetings, departmental committees, and curriculum planning sessions, recognizing their perspectives as integral to institutional success (Flaherty, 2020). Montana State University’s efforts to integrate adjuncts into governance structures—including positions on faculty senate and curriculum committees—demonstrate how inclusion fosters a more equitable academic environment (Caruth & Caruth, 2013).
Formalizing roles for adjunct representatives within governance bodies ensures that their voices are consistently heard. Providing stipends for these roles further acknowledges the value of adjunct participation in decision-making processes. Institutions should also establish clear pathways for adjuncts to contribute to long-term strategic planning, aligning their contributions with institutional goals.
Adjuncts can advocate for governance roles by volunteering for committees, attending open faculty meetings, and engaging in institutional initiatives. Active participation in governance enables adjuncts to influence policies that directly impact their working conditions while building stronger connections with their departments (Zarrow, 2018).
Ethical Considerations: Addressing Systemic Inequities
The “gig economy” model of adjunct employment raises significant ethical concerns, including inequitable compensation, job insecurity, and marginalization. Institutions must adopt a values-driven approach that prioritizes equity, transparency, and respect for adjunct contributions (AFT, 2022; Shine Stewart, 2016). Ensuring fair pay, access to resources, and inclusion in governance are not merely administrative decisions but ethical imperatives that reflect institutional commitment to justice.
Equity in compensation and benefits must be central to institutional policies, addressing disparities between adjunct and full-time faculty. Transparency in employment terms, evaluation criteria, and advancement opportunities fosters trust and accountability. Additionally, cultivating a culture of respect and inclusion ensures that adjuncts feel valued as integral members of the academic community.
Institutions should regularly evaluate their practices to identify and rectify inequities in adjunct employment. By addressing these systemic issues, colleges and universities can create environments where adjuncts can thrive professionally, benefiting both faculty and students. Advocacy groups like AFT provide valuable frameworks and resources for institutions seeking to implement equitable practices (AFT, 2020; Gibson & O’Keefe, 2019).
What to Avoid When Supporting Adjunct Faculty
Lack of Awareness and Training in Institutional Policies
Adjuncts frequently encounter difficulties when they are hired on short notice without adequate preparation or guidance. This lack of onboarding can lead to confusion about institutional policies, teaching expectations, and available resources, ultimately impacting their effectiveness in the classroom (UNCC, 2015). Structured onboarding programs are essential to bridge this gap. Institutions should provide comprehensive orientations that not only outline policies but also include practical information, such as procedures for student accommodations, grading standards, and classroom management strategies. Providing adjuncts with a centralized onboarding manual or digital resource hub can serve as a long-term reference, further empowering them to navigate institutional complexities with confidence.
Beyond initial onboarding, continuous support is crucial. Institutions can implement follow-up sessions during the semester to address ongoing questions and provide updates on policy changes. For example, offering periodic workshops that delve deeper into institutional systems—such as student retention software, academic integrity procedures, or diversity initiatives—can enhance adjuncts’ ability to align with institutional goals. The lack of this proactive approach risks alienating adjuncts and undermining their contributions.
Minimal or Nonexistent Onboarding
When institutions fail to provide clear guidelines on course expectations and available resources, adjuncts may struggle to establish a productive rhythm in their teaching. Gibson and O’Keefe (2019) emphasize that thorough onboarding programs that include peer mentorship opportunities can help adjuncts acclimate more effectively. Peer mentorship, in particular, serves as a dual-purpose solution: it provides adjuncts with a trusted colleague who can answer questions and fosters a sense of community. New adjuncts paired with experienced mentors can gain valuable insights into the institution’s culture, student demographics, and best practices for navigating challenges.
Institutions should also consider tailoring onboarding sessions to adjuncts teaching online or hybrid courses. Virtual teaching often involves unique demands, such as mastering learning management systems (LMS) or engaging students in asynchronous environments. Institutions like Rochester Institute of Technology have successfully implemented targeted programs for online adjuncts, addressing these specific challenges while building digital teaching competencies (Gibson & O’Keefe, 2019).
Inadequate Communication
A persistent issue for adjunct faculty is their exclusion from regular departmental communications, which leaves them disconnected from vital updates, deadlines, and opportunities for professional development (Flaherty, 2020). Effective communication strategies are foundational for fostering inclusion. Institutions must prioritize integrating adjuncts into the flow of information through multiple channels, such as email lists, newsletters, and department meetings. Creating a designated adjunct liaison within each department can further ensure adjuncts receive timely updates and have a point of contact for addressing concerns.
Regularly inviting adjuncts to participate in department meetings and faculty events helps to bridge the communication gap and builds rapport among full-time and adjunct faculty. Additionally, providing adjuncts with access to shared calendars, academic planning tools, and institutional databases enables them to stay informed and aligned with departmental objectives.
Marginalization in Campus Culture
Adjuncts often report feeling excluded from campus events, faculty recognition programs, and decision-making processes. This marginalization contributes to a sense of invisibility, which can demoralize adjuncts and impact their professional engagement (Lyons, 2004). Encouraging adjuncts’ participation in faculty events—such as welcome receptions, professional development workshops, and campus-wide celebrations—is an important step toward fostering a culture of inclusion.
Institutions must also actively recognize the achievements of adjunct faculty. Establishing awards specifically for adjuncts, such as “Adjunct Teacher of the Year” or “Innovative Adjunct Educator,” demonstrates institutional appreciation for their contributions. Highlighting adjunct accomplishments in newsletters, social media, or institutional publications further elevates their visibility and status within the academic community.
Moreover, creating spaces where adjuncts can share their experiences and collaborate with full-time faculty can significantly improve campus culture. This might include faculty lounges, interdisciplinary teaching forums, or adjunct-focused networking events. Programs like Montana State University’s inclusion of adjuncts in faculty senate and curriculum committees exemplify how integrating adjuncts into governance can enhance their sense of belonging and agency (Caruth & Caruth, 2013; Flaherty, 2020).
Finally, it is essential for institutional leaders to model inclusive behaviors. Acknowledging adjunct contributions publicly during convocation ceremonies, annual reports, or strategic planning discussions reinforces their value and signals a commitment to equity. Leadership engagement is critical for setting the tone and ensuring that inclusivity extends across all levels of the institution.
Promising Practices and Case Studies
Montgomery College: Resource Centers and Professional Development
Montgomery College has established itself as a leader in adjunct support by creating resource centers specifically tailored to the needs of adjunct faculty. These centers are equipped with essential tools such as computers, printers, and private spaces for student consultations, ensuring adjuncts have a professional environment in which to prepare and conduct their work (UNCC, 2015). Additionally, Montgomery College utilized CARES Act funding during the pandemic to offer stipends for adjuncts who participated in professional development programs focused on transitioning to online teaching. These programs not only enhanced adjuncts’ technical skills but also improved their confidence in navigating digital platforms—a skillset that remains invaluable post-pandemic (Bonaparte, 2022).
The college’s ongoing investment in adjunct professional growth is evident through regular workshops and training sessions. These initiatives provide adjuncts with opportunities to stay current with pedagogical trends and institutional policies, reinforcing their value within the academic community. Montgomery College’s approach exemplifies how thoughtful resource allocation can address systemic inequities and foster an environment where adjuncts feel supported and empowered.
UNC Charlotte: Learning Communities and Mentorship
UNC Charlotte has implemented innovative learning communities designed to integrate adjunct faculty into the broader academic culture. These learning communities serve as collaborative spaces where adjuncts and full-time faculty share best practices, discuss pedagogical strategies, and develop meaningful professional relationships (UNCC, 2015). By creating opportunities for mentorship, the program reduces the isolation often experienced by adjuncts and enhances their engagement with institutional goals.
One notable feature of UNC Charlotte’s program is its emphasis on context-specific training. Adjuncts are provided with tailored guidance on navigating institutional policies, handling classroom management challenges, and accommodating diverse student needs. This targeted support enables adjuncts to address real-world teaching scenarios effectively, improving both their job satisfaction and student outcomes. Furthermore, the program’s scalability makes it a model for other institutions seeking to foster collaboration and mentorship among faculty.
American Federation of Teachers (AFT): Advocacy and Collective Bargaining
The American Federation of Teachers (AFT) has been instrumental in advocating for systemic changes to improve adjunct working conditions. Through collective bargaining and political activism, the AFT has successfully pushed for increased funding for adjunct pay, expanded access to health insurance, and greater job security (AFT, 2022). Legislative initiatives led by the AFT have also inspired broader national discussions about equity in higher education employment practices.
The AFT’s Adjunct Faculty Quality of Work/Life Report (2020) highlighted critical issues such as poverty-level wages, lack of benefits, and job instability faced by adjuncts. By using data-driven advocacy, the organization has encouraged institutions to adopt more inclusive policies and practices. For example, the AFT has supported adjunct unions in negotiating fair pay scales and access to professional development funds, illustrating the power of collective action in driving systemic reform (Zitko & Schultz, 2020).
Rochester Institute of Technology (RIT): Mentorship and Online Support
Rochester Institute of Technology (RIT) has developed a mentorship program specifically designed for adjunct faculty teaching online courses. Recognizing the unique challenges associated with virtual education, RIT pairs new online adjuncts with experienced faculty mentors who provide guidance on course design, instructional technology, and fostering student engagement in digital environments (Gibson & O’Keefe, 2019). This personalized support ensures that adjuncts feel equipped to succeed in the increasingly digital landscape of higher education.
Additionally, RIT offers targeted professional development sessions that focus on best practices for virtual instruction, such as creating interactive online discussions and managing asynchronous coursework. These sessions not only enhance adjuncts’ technical competencies but also reinforce their role as integral members of the academic community. RIT’s comprehensive approach to adjunct mentorship and training underscores the importance of institution-specific strategies in addressing adjunct needs.
Montana State University: Faculty Inclusion
Montana State University has demonstrated a strong commitment to integrating adjunct faculty into institutional governance and decision-making processes. By including adjuncts in faculty senate meetings, curriculum committees, and strategic planning initiatives, the university ensures that their perspectives are represented in key decisions (Caruth & Caruth, 2013; Flaherty, 2020). This inclusion fosters a sense of belonging among adjuncts and reinforces their role as valued contributors to the academic mission.
Montana State also recognizes adjunct excellence through awards such as “Adjunct Teacher of the Year,” which publicly acknowledges their contributions to student success and institutional goals. These efforts highlight the importance of creating formal pathways for adjunct recognition and participation, setting a benchmark for other institutions seeking to promote equity and inclusion.
Key Takeaways from Promising Practices
- Dedicated Resources Matter: Providing adjuncts with access to resource centers equipped with professional tools and spaces enables them to perform their roles effectively and with dignity. Institutions like Montgomery College demonstrate how targeted investments in physical resources can enhance adjuncts’ professional environments and overall job satisfaction.
- Professional Development Pays Off: Offering paid training opportunities not only enhances adjuncts’ teaching skills but also signals institutional respect for their time and expertise. Programs at Montgomery College and RIT illustrate the benefits of equipping adjuncts with tools to succeed in both traditional and virtual classrooms.
- Inclusion Fosters Equity: Integrating adjuncts into governance and decision-making processes, as seen at Montana State University, builds a sense of shared purpose and equity within the academic community. Recognizing adjunct achievements through awards and public acknowledgments further reinforces their value.
- Advocacy Drives Change: Union efforts, such as those led by the AFT, demonstrate the power of collective action in addressing structural inequities. Institutions can leverage these advocacy models to adopt more inclusive policies and practices that benefit adjuncts and the institution as a whole.
These promising practices and case studies illustrate that with intentional effort and thoughtful resource allocation, institutions can transform the adjunct experience, fostering an equitable and supportive academic environment for all faculty.
Final Thoughts
Adjunct faculty are integral to the success and sustainability of higher education. They are often the primary educators for foundational courses and gateway subjects that shape students’ academic trajectories, making their contributions indispensable to institutional missions. However, the persistent inequities faced by adjuncts—from inadequate compensation to limited inclusion in governance—not only harm individual faculty members but also hinder institutional effectiveness and student outcomes.
Addressing these inequities is both an ethical imperative and a strategic necessity. Ethical institutions recognize the humanity and professionalism of adjunct faculty by prioritizing equitable treatment, offering meaningful support, and creating pathways for professional growth. From a strategic perspective, investing in adjuncts’ professional and personal well-being leads to measurable benefits, including higher faculty retention, improved student success rates, and a more cohesive academic community.
Collaboration between institutions and adjuncts is essential to building an academic environment rooted in equity and excellence. Institutions must take proactive steps to address systemic barriers, such as adopting transparent pay scales, providing access to resources, and including adjuncts in governance. Simultaneously, adjuncts can strengthen their roles by advocating for better conditions, participating in professional development, and engaging with their peers to build supportive networks.
While this discussion has highlighted broad strategies for institutional reform, there is much more to explore. Future installments in this series will delve deeper into practical advice for adjunct faculty, from navigating contract negotiations to leveraging professional development opportunities. Additionally, upcoming discussions will provide institutions with actionable recommendations for integrating adjunct faculty more fully into the academic community, ensuring that they are not just participants but partners in shaping the future of higher education.
By working together, adjuncts and institutions can create a higher education landscape that values equity, celebrates excellence, and empowers all faculty members to thrive. This shared commitment is not only vital for individual success but also for the long-term strength and integrity of the academic enterprise.
References
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