NEP 2020 , Part II, HIGHER EDUCATION, Motivated, Energized, and Capable Faculty

13. Motivated, Energized, and Capable Faculty

13.1. The most important factor in the success of higher education institutions is the quality and engagement of its faculty. Acknowledging the criticality of faculty in achieving the goals of higher education, various initiatives have been introduced in the past several years to systematize recruitment and career progression, and to ensure equitable representation from various groups in the hiring of faculty. Compensation levels of permanent faculty in public institutions have also been increased substantially. Various initiatives have also been taken towards providing faculty with professional development opportunities. However, despite these various improvements in the status of the academic profession, faculty motivation in terms of teaching, research, and service in HEIs remains far lower than the desired level. The various factors that lie behind low faculty motivation levels must be addressed to ensure that each faculty member is happy, enthusiastic, engaged, and motivated towards advancing her/his students, institution, and profession. To this end, the policy recommends the following initiatives to achieve the best, motivated, and capable faculty in HEIs.

13.2. As the most basic step, all HEIs will be equipped with the basic infrastructure and facilities, including clean drinking water, clean working toilets, blackboards, offices, teaching supplies, libraries, labs, and pleasant classroom spaces and campuses. Every classroom shall have access to the latest educational technology that enables better learning experiences.

13.3. Teaching duties also will not be excessive, and student-teacher ratios not too high, so that the activity of teaching remains pleasant and there is adequate time for interaction with students, conducting research, and other university activities. Faculty will be appointed to individual institutions and generally not be transferable across institutions so that they may feel truly invested in, connected to, and committed to their institution and community.

13.4. Faculty will be given the freedom to design their own curricular and pedagogical approaches within the approved framework, including textbook and reading material selections, assignments, and assessments. Empowering the faculty to conduct innovative teaching, research, and service as they see best will be a key motivator and enabler for them to do truly outstanding, creative work.

13.5. Excellence will be further incentivized through appropriate rewards, promotions, recognitions, and movement into institutional leadership. Meanwhile, faculty not delivering on basic norms will be held accountable.

13.6. In keeping with the vision of autonomous institutions empowered to drive excellence, HEIs will have clearly defined, independent, and transparent processes and criteria for faculty recruitment. Whereas the current recruitment process will be continued, a ‘tenure-track’ i.e., suitable probation period shall be put in place to further ensure excellence. There shall be a fast-track promotion system for recognizing high impact research and contribution. A system of multiple parameters for proper performance assessment, for the purposes of ‘tenure’ i.e., confirmed employment after probation, promotion, salary increases, recognitions, etc., including peer and student reviews, innovations in teaching and pedagogy, quality and impact of research, professional development activities, and other forms of service to the institution and the community, shall be developed by each HEI and clearly enunciated in it ’s Institutional Development Plan (IDP).

13.7. The presence of outstanding and enthusiastic institutional leaders that cultivate excellence and innovation is the need of the hour. Outstanding and effective institutional leadership is extremely important for the success of an institution and of its faculty. Excellent faculty with high academic and service credentials as well as demonstrated leadership and management skills will be identified early and trained through a ladder of leadership positions. Leadership positions shall not remain vacant, but rather an overlapping time period during transitions in leadership shall be the norm to ensure the smooth running of institutions. Institutional leaders will aim to create a culture of excellence that will motivate and incentivize outstanding and innovative teaching, research, institutional service, and community outreach from faculty members and all HEI leaders.

English Link

• NatNational Education Policy 2020ional 
• NEP 2020 ,Part I. SCHOOL EDUCATION
• NEP 2020 ,Part I. Curriculum and Pedagogy in Schools: Learning Should be Holistic, Integrated, Enjoyable, and Engaging
• NEP 2020 ,Part I. Teachers
• NEP 2020 ,Part I, Equitable and Inclusive Education: Learning for All
• NEP 2020 ,Part I, Efficient Resourcing and Effective Governance through School Complexes/Clusters
• NEP 2020 ,Part I,  Standard-setting and Accreditation for School Education
• NEP 2020 , Part II, HIGHER EDUCATION
• NEP 2020 , Part II,  HIGHER EDUCATION, Institutional Restructuring and Consolidation
• NEP 2020 , Part II,  HIGHER EDUCATION, Towards a More Holistic and Multidisciplinary Education
• NEP 2020 , Part II,  HIGHER EDUCATION, Optimal Learning Environments and Support for Students
• NEP 2020 , Part II,  HIGHER EDUCATION, Motivated, Energized, and Capable Faculty
• NEP 2020 , Part II,  HIGHER EDUCATION, Equity and Inclusion in Higher Education
• NEP 2020 , Part II, HIGHER EDUCATION, Teacher Education
• NEP 2020 , Part II,  HIGHER EDUCATION, Reimagining Vocational Education
• NEP 2020 , Part II,  HIGHER EDUCATION,  Catalysing Quality Academic Research in All Fields through a new National Research Foundation
• NEP 2020 , Part II,  HIGHER EDUCATION, Transforming the Regulatory System of Higher Education
• NEP 2020 , Part II,  HIGHER EDUCATION,  Effective Governance and Leadership for Higher Education Institutions
• NEP 2020, Part III, OTHER KEY AREAS OF FOCUS
• NEP 2020, Part III, Adult Education and Lifelong Learning
• NEP 2020, Part III, Promotion of Indian Languages, Arts, and Culture 
• NEP 2020, Part III, Technology Use and Integration
• NEP 2020, Part III, Online and Digital Education: Ensuring Equitable Use of Technology
• NEP 2020, Part IV, MAKING IT HAPPEN

हिंदी लिंक

• NatNational Education Policy 2020ional  (राष्ट्रीय शिक्षा नीति 2020)
• एनईपी 2020, भाग I। स्कूल शिक्षा
• एनईपी 2020, भाग I। स्कूलों में पाठ्यचर्या और शिक्षाशास्त्र: सीखना समग्र, एकीकृत, आनंददायक और आकर्षक होना चाहिए
• एनईपी 2020, भाग I। शिक्षक
• एनईपी 2020, भाग I, समान और समावेशी शिक्षा: सभी के लिए सीखना
• एनईपी 2020, भाग I, स्कूल परिसरों / समूहों के माध्यम से कुशल संसाधन और प्रभावी शासन
• एनईपी 2020, भाग I, स्कूली शिक्षा के लिए मानक-सेटिंग और प्रत्यायन
• एनईपी 2020, भाग II, उच्च शिक्षा
• एनईपी 2020, भाग II, उच्च शिक्षा, संस्थागत पुनर्गठन और समेकन
• NEP 2020, भाग II, उच्च शिक्षा, एक अधिक समग्र और बहुविषयक शिक्षा की ओर
• एनईपी 2020, भाग II, उच्च शिक्षा, इष्टतम शिक्षण वातावरण और छात्रों के लिए समर्थन
• एनईपी 2020, भाग II, उच्च शिक्षा, प्रेरित, ऊर्जावान और सक्षम संकाय
• NEP 2020, भाग II, उच्च शिक्षा, समानता और उच्च शिक्षा में समावेश
• एनईपी 2020, भाग II, उच्च शिक्षा, शिक्षक शिक्षा
• एनईपी 2020, भाग II, उच्च शिक्षा, व्यावसायिक शिक्षा की पुनर्कल्पना
• एनईपी 2020, भाग II, उच्च शिक्षा, एक नए राष्ट्रीय अनुसंधान फाउंडेशन के माध्यम से सभी क्षेत्रों में गुणवत्तापूर्ण शैक्षणिक अनुसंधान को उत्प्रेरित करना
• NEP 2020, भाग II, उच्च शिक्षा, उच्च शिक्षा की नियामक प्रणाली को बदलना
• NEP 2020, भाग II, उच्च शिक्षा, उच्च शिक्षा संस्थानों के लिए प्रभावी शासन और नेतृत्व
• एनईपी 2020, भाग III, फोकस के अन्य प्रमुख क्षेत्र
• एनईपी 2020, भाग III, प्रौढ़ शिक्षा और आजीवन शिक्षा
• एनईपी 2020, भाग III, भारतीय भाषाओं, कला और संस्कृति को बढ़ावा देना
• एनईपी 2020, भाग III, प्रौद्योगिकी उपयोग और एकीकरण
• एनईपी 2020, भाग III, ऑनलाइन और डिजिटल शिक्षा: प्रौद्योगिकी का समान उपयोग सुनिश्चित करना
• एनईपी 2020, भाग IV, इसे संभव बनाना