Ghayur Muhammad N
Department of Medicine, McMaster University, St. Joseph's Hospital, Hamilton, Ontario, Canada.
J Postgrad Med. 2008 Apr-Jun;54(2):156-7. doi: 10.4103/0022-3859.40789.
Thousands of young researchers come from different parts of the world every year to take up postdoctoral (postdoc) research fellowship positions in the developed countries. In the US alone, there were 48,601 postdocs in the year 2005 working in different labs in the fields of science, health and engineering. Many pursue this option for lack of other alternatives. Expectedly, these individuals face a lot of difficulties in making this transition from being a student to becoming an employee of an institution. Many institutions are prepared to make this transition and period of stay easy for their fellows while others are not equipped at all. The presence of a postdoc office (established by an institution) or an association (formed by the fellows) can be of immense help to postdocs. Additionally, the availability of institutional professional development and leadership programs can also help to nurture and polish postdoc fellows into future faculty members and valuable members of the community at large. To name a few, these professional development programs can focus on communication and presentation skills, medical education, teaching and learning, bioethics and mentorship. There is an urgent need to address some or all of these issues so that better training environment and opportunities are available to this group of postdoc fellows.
每年都有成千上万来自世界各地的年轻研究人员前往发达国家担任博士后研究职位。仅在美国,2005年就有48601名博士后在科学、健康和工程领域的不同实验室工作。许多人因缺乏其他选择而选择这条路。不出所料,这些人在从学生转变为机构员工的过程中面临诸多困难。许多机构愿意为其博士后研究员提供便利,助其顺利过渡并适应工作,但也有一些机构毫无准备。设立博士后办公室(由机构设立)或协会(由博士后研究员组成)对博士后会有极大帮助。此外,机构提供的专业发展和领导力项目也有助于将博士后研究员培养并打磨成未来的教员以及整个社会的宝贵一员。仅举几例,这些专业发展项目可以聚焦于沟通和展示技巧、医学教育、教学与学习、生物伦理以及导师指导。迫切需要解决部分或所有这些问题,以便为这群博士后研究员提供更好的培训环境和机会。