Determinants of Faculty Departure in an Academic Medical Center: A Time to Event Analysis

Brod, Heather; Lemeshow, Stanley; Binkley, Philip F.

doi:10.1016/j.amjmed.2016.12.011

Cited by 10 publications

(13 citation statements)

References 14 publications

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“…An increasing number of studies report that women and minority groups have higher attrition rates than majority groups . The findings of the present study build on this work by revealing why marginalized groups may seek employment elsewhere.…”

Section: Discussionsupporting

confidence: 73%

“…An increasing number of studies report that women and minority groups have higher attrition rates than majority groups. 30, [47][48][49][50][51][52][53][54][55][56][57][58][59][60][61] The findings of the present study build on this work by revealing why marginalized groups may seek employment elsewhere. Departments and divisions have their own unspoken rules, norms, policies, and leadership styles that can create different daily workplace cultures within an institution.…”

Section: Discussionmentioning

confidence: 57%

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Assessment of Perceptions of Professionalism Among Faculty, Trainees, Staff, and Students in a Large University-Based Health System

et al. 2020

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IMPORTANCE With a renewed focus on medical professionalism, an opportunity exists to better define its standards and application to meet the needs of an increasingly diverse workforce given the important association between interprofessional behavior and patient care. OBJECTIVE To examine the context of how professionalism is operationalized and perceived in diverse health care work and learning environments. DESIGN, SETTING, AND PARTICIPANTS A qualitative mixed-methods analysis of survey data collected from February to April 2015, was conducted followed by analysis of narrative data collected in June 2017. The setting was 2 health systems and 4 health professional and graduate schools. Participants were faculty, trainees, staff, and students (3506 survey respondents and 52 narratives) affiliated with the University of Pennsylvania and the University of Pennsylvania Health System. Data analysis was conducted in 2018 and 2019. EXPOSURES Independent variables included the following respondent characteristics: gender identity, sexual orientation, race/ethnicity, position, generational age group, length of employment at institution, disability status, belief system or religion, and primary site of work or study. MAIN OUTCOMES AND MEASURES Survey questions were used to assess participants' perception and experiences of professionalism in the workplace as measured by a 5-point Likert-type scale. RESULTS For the survey, there were 3506 respondents from a pool of 18 550 potential respondents (18.9% response rate). Of 3506 survey respondents, 2082 of 3231 (64.4%) were women, 331 of 3164 (10.5%) identified as gender or sexual minority groups, and 360 of 3178 (11.3%) were non-Hispanic Black individuals. In adjusted analyses, women compared with men (adjusted odds ratio [aOR], 1.8; 95% CI, 1.4-2.3) and Asian individuals (aOR, 2.0; 95% CI, 1.7-2.3) and Hispanic individuals (aOR, 2.0; 95% CI, 1.4-2.7) compared with non-Hispanic White individuals were more likely to value institutional professionalism. In addition, gender identity and sexual minority groups compared with heterosexual respondents (aOR, 1.5; 95% CI, 1.2-1.8) and non-Hispanic Black individuals compared with non-Hispanic White individuals (aOR, 1.3; 95% CI, 1.2-1.4) were statistically significantly more likely to consider changing jobs because of unprofessional behavior at work. The qualitative analysis of narratives revealed that marginalized populations (including but not limited to women, gender and sexual minority groups, racial/ethnic minority groups, those who identify as having a disability, and religious minority groups) reported (1) greater infringements on their professional boundaries, as well as increased scrutiny over their professional actions, and (2) a tension between inclusion vs assimilation.

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Section: Discussionsupporting

confidence: 73%

Section: Discussionmentioning

confidence: 57%

Assessment of Perceptions of Professionalism Among Faculty, Trainees, Staff, and Students in a Large University-Based Health System

et al. 2020

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“…surgeons comprise a substantial percentage of junior faculty, but their advancement to leadership roles occurs at a much lower rate and at a slower pace. 28 In addition to the mentorship network, AOSA will identify and connect established leaders in the surgical field (sponsors) with…”

Section: Individual Initiativesmentioning

confidence: 99%

“…11,27 Minority surgeons comprise a substantial percentage of junior faculty, but their advancement to leadership roles occurs at a much lower rate and at a slower pace. 28 In addition to the mentorship network, AOSA will identify and connect established leaders in the surgical field (sponsors) with LGBTQ protégés, providing them with external support for advocacy, visibility, promotion, and connections. Table 3 outlines the AOSA sponsorship initiatives.…”

Section: Promoting Inclusion and Equity - The Plan For Achieving Our ...mentioning

confidence: 99%

Enhancing Diversity in Surgery: Association of Out Surgeons and Allies, a New Society to Support and Promote Lesbian, Gay, Bisexual, Transgender, and Queer Surgeons

John

Goulet

2022

The American Surgeon

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Background Prejudice towards Lesbian, Gay, Bisexual, Transgender, and Queer (LGBTQ) people continues to decline. Despite this, LGBTQ surgeons still experience discrimination from colleagues, staff, and patients at an alarming rate. The Association of Out Surgeons and Allies (AOSA) was established to address this issue by fostering a more equitable and inclusive surgical environment. AOSA AOSA is a national surgical organization of LGBTQ students, trainees, faculty, and allies committed to enhancing equity in surgery through education, outreach, mentorship, and sponsorship. AOSA works in collaboration with national efforts and institutional initiatives to promote the inclusion and acceptance of LGBTQ surgeons. Future Directions Achieving these goals will require a community effort of LGBTQ surgeons and allies in addition to the support of prominent academic institutions and national surgical organizations. Conclusion Lesbian, Gay, Bisexual, Transgender, and Queer surgeons continue to face workplace discrimination. This new surgical society will help foster a supportive environment through visibility, mentorship, education, and community.

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“…For organizations faculty turnover is also costly, estimated at $400K [ 5 ] or twice the annual salary [ 6 ] of the departed faculty member. Faculty attrition is disproportionately high in several faculty groups including early career, non-white, female and clinical faculty [ 5 , 7 – 11 ] which is problematic at a time when we need to diversify our workforce.…”

Section: Introductionmentioning

confidence: 99%

The impact of a faculty development program, the Leadership in Academic Medicine Program (LAMP), on self-efficacy, academic promotion and institutional retention

et al. 2021

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Background Academic medical centers invest considerably in faculty development efforts to support the career success and promotion of their faculty, and to minimize faculty attrition. This study evaluated the impact of a faculty development program called the Leadership in Academic Medicine Program (LAMP) on participants’ (1) self-ratings of efficacy, (2) promotion in academic rank, and (3) institutional retention. Method Participants from the 2013–2020 LAMP cohorts were surveyed pre and post program to assess their level of agreement with statements that spanned domains of self-awareness, self-efficacy, satisfaction with work and work environment. Pre and post responses were compared using McNemar’s tests. Changes in scores across gender were compared using Wilcoxon Rank Sum/Mann-Whitney tests. LAMP participants were matched to nonparticipant controls by gender, rank, department, and time of hire to compare promotions in academic rank and departures from the organization. Kaplan Meier curves and Cox proportional hazards models were used to examine differences. Results There were significant improvements in almost all self-ratings on program surveys (p < 0.05). Greatest improvements were seen in “understand the promotions process” (36% vs. 94%), “comfortable negotiating” (35% vs. 74%), and “time management” (55% vs. 92%). There were no statistically significant differences in improvements by gender, however women faculty rated themselves lower on all pre-program items compared to men. There was significant difference found in time-to-next promotion (p = 0.003) between LAMP participants and controls. Kaplan-Meier analysis demonstrated that LAMP faculty achieved next promotion more often and faster than controls. Cox-proportional-hazards analyses found that LAMP faculty were 61% more likely to be promoted than controls (hazard ratio [HR] 1.61, 95% confidence interval [CI] 1.16–2.23, p-value = 0.004). There was significant difference found in time-to-departure (p < 0.0001) with LAMP faculty retained more often and for longer periods. LAMP faculty were 77% less likely to leave compared to controls (HR 0.23, 95% CI 0.16–0.34, p < 0.0001). Conclusions LAMP is an effective faculty development program as measured subjectively by participant self-ratings and objectively through comparative improvements in academic promotions and institutional retention.

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Determinants of Faculty Departure in an Academic Medical Center: A Time to Event Analysis

Cited by 10 publications

References 14 publications

Assessment of Perceptions of Professionalism Among Faculty, Trainees, Staff, and Students in a Large University-Based Health System

Assessment of Perceptions of Professionalism Among Faculty, Trainees, Staff, and Students in a Large University-Based Health System

Enhancing Diversity in Surgery: Association of Out Surgeons and Allies, a New Society to Support and Promote Lesbian, Gay, Bisexual, Transgender, and Queer Surgeons

The impact of a faculty development program, the Leadership in Academic Medicine Program (LAMP), on self-efficacy, academic promotion and institutional retention

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