Value, Support, and Advancement: An Organization’s Role in Faculty Career Intentions in Academic Medicine

Sancheznieto, Fátima; Byars‐Winston, Angela

doi:10.2147/jhl.s334838

Cited by 7 publications

(5 citation statements)

References 15 publications

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“… 9 , 58 , 59 Accordingly, our result points to the cumulative experience of workplace belonging across multiple dimensions, including interpersonal relationships and comfort with organizational culture and policies, as a key factor affecting retention of women in their institutions. This finding is consistent with the growing body of literature demonstrating that the perceptions of healthcare professionals about their workplace – such as engagement, 60 , 61 trust, 62 and organizational factors 13 , 63–65 - relate to retention. As workplace belonging can be understood as emerging from felt experiences of diversity, equity and inclusion (DEI) in the organization, our finding suggests that organizational DEI efforts may lead to a sense of belonging, which in turn may improve retention of women healthcare professionals.…”

Section: Discussionsupporting

confidence: 91%

Workplace Belonging of Women Healthcare Professionals Relates to Likelihood of Leaving

Schaechter,

Goldstein,

Zafonte

et al. 2023

JHL

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Purpose There is a high rate of attrition of professionals from healthcare institutions, which threatens the economic viability of these institutions and the quality of care they provide to patients. Women professionals face particular challenges that may lower their sense of belonging in the healthcare workplace. We sought to test the hypothesis that workplace belonging of women healthcare professionals relates to the likelihood that they expect to leave their institution. Methods Participants of a continuing education course on women’s leadership skills in health care completed a survey about their experiences of belonging in workplace and their likelihood of leaving that institution within the next 2 years. An association between workplace belonging (measured by the cumulative number of belonging factors experienced, scale 0–10) and likelihood of leaving (measured on a 5-point Likert scale) was evaluated using ordinal logistic regression. The relative importance of workplace belonging factors in predicting the likelihood of leaving was assessed using dominance analysis. Results Ninety-nine percent of survey participants were women, and 63% were clinicians. Sixty-one percent of participants reported at least a slight likelihood of leaving their healthcare institution within the next 2 years. Greater workplace belonging was found to be associated with a significant reduction in the reported likelihood of leaving their institution after accounting for the number of years having worked in their current institution, underrepresented minority status, and the interaction between the latter two covariates. The workplace belonging factor found to be most important in predicting the likelihood of leaving was the belief that there was an opportunity to thrive professionally in the institution. Belonging factors involving feeling able to freely share thoughts and opinions were also found to be of relatively high importance in predicting the likelihood of leaving. Conclusion Greater workplace belonging was found to relate significantly to a reduced likelihood of leaving their institution within the next 2 years. Our findings suggest that leaders of healthcare organizations might reduce attrition of women by fostering workplace belonging with particular attention to empowering professional thriving and creating a culture that values open communication.

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Section: Discussionsupporting

confidence: 91%

Workplace Belonging of Women Healthcare Professionals Relates to Likelihood of Leaving

Schaechter,

Goldstein,

Zafonte

et al. 2023

JHL

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“… 34 We found that alignment of institutional and individual values are important in faculty retention, a finding that is supported by other studies examining faculty retention. 35 The worklife area of community was also significantly associated with decreased intention to leave. Organizations that concentrate on improving collegiality, enhancing peer support, and fostering inclusion may be able to improve both faculty engagement and decrease intention to leave.…”

Section: Discussionmentioning

confidence: 97%

Pediatric Faculty Engagement and Associated Areas of Worklife After a COVID19 Surge

Uong,

Cabana,

Serwint

et al. 2023

JHL

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Purpose Healthcare organizations strive to increase physician engagement and decrease attrition. However, little is known about which specific worklife areas may be targeted to improve physician engagement or retention, especially after stressful events such as a COVID19 surge. Our objective was to identify demographic characteristics and worklife areas most associated with increased physician engagement and decreased intent to leave in pediatric faculty. Patients and Methods In September 2020, we conducted a cross-sectional survey of faculty at an academic, tertiary-care children’s hospital. A convenience and voluntary sampling approach was used. The survey included demographics, Maslach Burnout Index-Human Services Survey (MBI-HSS) and the Areas of Worklife Survey (AWS). The MBI-HSS was used to measure faculty engagement. The AWS measures satisfaction with six worklife areas (workload, control, reward, fairness, community, values). We used bivariate analyses to examine relationships between worklife areas and engagement and between worklife areas and intent to leave. We included multivariate logistic regression models to examine worklife areas most associated with increased work engagement and decreased intent to leave. Results Our response rate was 41% (113/274 participants). In bivariate analysis, engaged faculty reported higher satisfaction in all worklife areas. In multivariate analyses, positive perceptions of workload (odds ratio (OR) 2.83; 95% confidence interval (CI), 1.2–6.9), control (OR, 3.24; 95% CI 1.4–7.3), and community (OR, 6.07; 95% CI 1.9–18.7) were associated with engagement. Positive perceptions of values (OR, 0.07; 95% CI 0.02–0.32) and community (OR, 0.19; 95% CI 0.05–0.78) were negatively associated with intent to leave. Conclusion We found that positive perceptions of workload, control, and community were most associated with engagement. Alignment of values and increased sense of community were associated with decreased intent to leave. Our findings suggest specific worklife areas may be targeted to increase faculty engagement and retention.

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“…The goal of utilizing this approach was to gain deeper insight into participant experiences with the training rather than develop a new theoretical framework. A similar approach to simple, short-answer response coding has been used previously by the authors [ 32 , 33 ]. For the first round of iterative coding, FS employed open coding followed by code consolidation [ 34 ].…”

Section: Methodsmentioning

confidence: 99%

“…A similar approach to simple, short-answer response coding has been used previously by the authors [32,33]. For the first round of iterative coding, FS employed open coding followed by code consolidation [34].…”

Section: Qualitative Analysismentioning

confidence: 99%

Mentoring up for early career investigators: Empowering mentees to proactively engage in their mentoring relationships

Sancheznieto,

Asquith,

Baez Bermejo

et al. 2024

J. Clin. Trans. Sci.

Self Cite

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Introduction: Effective mentorship is recognized as critical for the professional development of clinical and translational investigators. Evidence-based mentorship training prompted the development of training for mentees at early career stages who are navigating both mentor and mentee roles. The curriculum titled, Mentoring Up for Early Career Investigators, recognizes the importance of building mentee self-efficacy across proactive mentorship skills and competencies. Methods: Mentoring Up for Early Career Investigators curriculum is based on the research mentor training approach in Entering Mentoring. Pilot implementations of Mentoring Up at the University of Wisconsin-Madison and University of Pennsylvania had positive training outcomes for KL2 Scholars. Subsequently, Mentoring Up was implemented and evaluated at several other institutions. For 26 implementations longer than 4 hours, data were collected on trainee demographics, satisfaction with training, skill gains across mentorship competencies, and the intent to change mentoring behaviors following training. Results: 88% of participants rated the mentee training as valuable. Significant skill gains were reported across all mentorship competencies following training. 77% reported specific plans to change or augment their mentoring behaviors because of the training. The majority aligned with mentorship skill competencies (aligning expectations, effective communications) or mentoring up strategies (voicing needs, setting boundaries, communicating proactively). Conclusion: Mentoring Uptraining is effective in advancing mentee skills and promoting strategies to be more proactive in getting their mentoring needs met. Mentoring Up offers an expansion to the suite of mentorship education and resources to support the career advancement of all in the translational science workforce.

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Value, Support, and Advancement: An Organization’s Role in Faculty Career Intentions in Academic Medicine

Cited by 7 publications

References 15 publications

Workplace Belonging of Women Healthcare Professionals Relates to Likelihood of Leaving

Workplace Belonging of Women Healthcare Professionals Relates to Likelihood of Leaving

Pediatric Faculty Engagement and Associated Areas of Worklife After a COVID19 Surge

Mentoring up for early career investigators: Empowering mentees to proactively engage in their mentoring relationships

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