With nontenure-track faculty now comprising 70 percent of the faculty workforce, academic leaders face daunting challenges in creating proactive workplace strategies that address this new reality. Even though more than a quarter of nontenure-track faculty are now in full-time nontenure-track appointments, the majority still teach part time. Despite the urgency of addressing this dramatic shift in the faculty workforce, as we point out in Creating a Tipping Point: Strategic Human Resources in Higher Education (Jossey-Bass, 2013), higher education has been comparatively slow to realize the potential of human resources (HR) in developing strategic talent practices. By contrast, in the private sector, a twenty-year research study (Ulrich et. al., 2008) with 40,000 respondents in 441 companies found that when HR professionals develop high-performance work systems, these practices affect 20 percent of business results. Such practices, however, need to be integrated and systematic to produce these outcomes.
