Department of Surgery, The Wexner Medical Center at The Ohio State University Hospital, Columbus, OH 43210, USA.
J Am Coll Surg. 2013 May;216(5):944-53; discussion 953-4. doi: 10.1016/j.jamcollsurg.2012.12.052. Epub 2013 Mar 21.
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.
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).
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.
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.
我们旨在通过回顾 1996 年至 2011 年期间每 5 年的 3 个队列的学术外科医生保留率（因任何原因离开学术外科）来比较趋势。
通过查询美国医学院协会的 Faculty Administrative Management On-Line User System 数据库，我们获得了 1996 年 7 月 1 日（第 1 组）、2001 年 7 月 1 日（第 2 组）和 2006 年 7 月 1 日（第 3 组）我们学术医疗中心内所有终身/临床轨道全职 MD 教职员工的保留报告。保留情况在快照后跟踪了 5 年。将各个 5 年队列的离职率（观察频率）与所有 3 组的综合离职率（预期频率）进行比较。
总体而言，第 2 组（较低）和第 3 组（较高）的离职趋势明显与所有组的综合趋势不同。第 3 组的少数族裔和正教授或副教授人员促成了这一差异。与其他两组相比，第 3 组离开我们学术医疗中心的教职员工更有可能过渡到非学术实践。
尽管教职员工人数有所增加，但最后一个 5 年队列的离职率更高令人担忧。如果学术医疗中心希望争夺人才，那么持续的保留生命周期至关重要。保留计划应包括入职计划，以进行文化适应、监测职业满意度、正式指导年轻外科医生、保留学术夫妇和兼职劳动力、领导力和人才管理、离职面谈和有竞争力的财务方案。
