Division of Hospital Medicine, Department of Medicine, Oregon Health & Science University, Portland, Oregon, USA.
J Hosp Med. 2011 Jan;6(1):5-9. doi: 10.1002/jhm.836.
Few data describe the structure, activities, and goals of academic hospital medicine groups.
We carried out a cross sectional email survey of academic hospitalist leaders. Our survey asked about group resources, services, recruitment and growth, as well as mentoring of faculty, future priorities, and general impressions of group stability.
A total of 57 of 142 (40%) potential hospitalist leaders responded to our email survey. Hospitalist groups were generally young (<5 years old). Hospitalist group leaders worried about adequate mentorship and burnout while placing a high priority on avoiding physician turnover. However, most groups also placed a high priority on expanding nonclinical activities (teaching, research, etc.). Leaders felt financially and philosophically unsupported, a sentiment which seemed to stem from being viewed primarily as a clinical rather than an academic service.
Academic hospital medicine groups have an acute need for mentoring and career development programs. These programs should target both individual hospitalists and their leaders while also helping to enhance scholarly work.
很少有数据描述学术医院医学团队的结构、活动和目标。
我们对学术医院医生的领导者进行了一项横断面电子邮件调查。我们的调查询问了小组的资源、服务、招聘和增长，以及对教师的指导、未来的优先事项以及对小组稳定性的总体印象。
在 142 名潜在医院医生领导者中，共有 57 名（40%）回复了我们的电子邮件调查。医院医生小组通常很年轻（<5 岁）。医院医生团队的领导者担心缺乏适当的指导和职业倦怠，同时高度重视避免医生流失。然而，大多数团队也高度重视扩大非临床活动（教学、研究等）。领导者感到在财务和理念上都得不到支持，这种情绪似乎源于他们主要被视为临床而非学术服务。
学术医院医学团队迫切需要指导和职业发展计划。这些计划应该针对个人医院医生及其领导者，同时也有助于加强学术工作。
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