A review of trends in attrition rates for surgical faculty : a case for a sustainable retention strategy to cope with demographic and economic realities
Copyright © 2013 American College of Surgeons. Published by Elsevier Inc. All rights reserved..
BACKGROUND: Our aim was to compare trends in retention of academic surgeons by reviewing surgical faculty attrition rates (leaving academic surgery for any reason) of 3 cohorts at 5-year intervals between 1996 and 2011.
STUDY DESIGN: The Association of American Medical Colleges' Faculty Administrative Management On-Line User System database was queried for a retention report of all tenure/clinical track full-time MD faculty within our academic medical center on July 1, 1996 (group 1), July 1, 2001 (group 2), and July 1, 2006 (group 3). Retention was tracked for 5 years post snapshot. The individual 5-year cohort attrition rates (observed frequencies) were compared with combined attrition rates for all 3 groups (expected frequencies).
RESULTS: Overall, attrition trends for groups 2 (lower) and 3 (higher) were significantly different than the trends for all groups combined. Minorities and professors at the full or associate rank in group 3 contributed to this difference. Faculty in group 3 leaving our academic medical center were significantly more likely to transition into nonacademic practice compared with the other 2 groups.
CONCLUSIONS: Greater attrition in the last 5-year cohort, despite the increase in faculty positions, is worrisome. A continuous retention life cycle is critical if academic medical centers hope to compete for talent. Retention planning should include on-boarding programs for enculturation, monitoring of professional satisfaction, formalized mentoring of younger surgeons, retaining academic couples and a part-time workforce, leadership and talent management, exit interviews, and competitive financial packages.
| Errataetall: |
CommentIn: J Am Coll Surg. 2013 Sep;217(3):560. - PMID 23969117 |
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| Medienart: |
E-Artikel |
| Erscheinungsjahr: |
2013 |
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| Erschienen: |
2013 |
| Enthalten in: |
Zur Gesamtaufnahme - volume:216 |
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| Enthalten in: |
Journal of the American College of Surgeons - 216(2013), 5 vom: 04. Mai, Seite 944-53; discussion 953-4 |
| Sprache: |
Englisch |
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| Beteiligte Personen: |
Satiani, Bhagwan [VerfasserIn] |
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| Anmerkungen: |
Date Completed 17.06.2013 Date Revised 10.12.2019 published: Print-Electronic CommentIn: J Am Coll Surg. 2013 Sep;217(3):560. - PMID 23969117 Citation Status MEDLINE |
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| doi: |
10.1016/j.jamcollsurg.2012.12.052 |
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| funding: |
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| Förderinstitution / Projekttitel: |
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NLM226069869 |
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| 500 | |a CommentIn: J Am Coll Surg. 2013 Sep;217(3):560. - PMID 23969117 | ||
| 500 | |a Citation Status MEDLINE | ||
| 520 | |a Copyright © 2013 American College of Surgeons. Published by Elsevier Inc. All rights reserved. | ||
| 520 | |a BACKGROUND: Our aim was to compare trends in retention of academic surgeons by reviewing surgical faculty attrition rates (leaving academic surgery for any reason) of 3 cohorts at 5-year intervals between 1996 and 2011 | ||
| 520 | |a STUDY DESIGN: The Association of American Medical Colleges' Faculty Administrative Management On-Line User System database was queried for a retention report of all tenure/clinical track full-time MD faculty within our academic medical center on July 1, 1996 (group 1), July 1, 2001 (group 2), and July 1, 2006 (group 3). Retention was tracked for 5 years post snapshot. The individual 5-year cohort attrition rates (observed frequencies) were compared with combined attrition rates for all 3 groups (expected frequencies) | ||
| 520 | |a RESULTS: Overall, attrition trends for groups 2 (lower) and 3 (higher) were significantly different than the trends for all groups combined. Minorities and professors at the full or associate rank in group 3 contributed to this difference. Faculty in group 3 leaving our academic medical center were significantly more likely to transition into nonacademic practice compared with the other 2 groups | ||
| 520 | |a CONCLUSIONS: Greater attrition in the last 5-year cohort, despite the increase in faculty positions, is worrisome. A continuous retention life cycle is critical if academic medical centers hope to compete for talent. Retention planning should include on-boarding programs for enculturation, monitoring of professional satisfaction, formalized mentoring of younger surgeons, retaining academic couples and a part-time workforce, leadership and talent management, exit interviews, and competitive financial packages | ||
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| 700 | 1 | |a Ellison, E Christopher |e verfasserin |4 aut | |
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