Tanna Neil, Levine Steven M, Broer P Niclas, Reavey Patrick L, Weichman Katie E, Roostaeian Jason, Andrews Brian T, Lerman Oren Z, Saadeh Pierre B, Levine Jamie P
North Shore-LIJ Health System, New York, USA.
J Craniofac Surg. 2013 Jul;24(4):1146-8. doi: 10.1097/SCS.0b013e3182860a45.
There is no more important decision an academic Plastic Surgery Department or Division can make than naming a chair or chief. Externally recruited leadership brings fresh perspectives and connections. Critics, however, argue that they lack the in-depth knowledge of the institution's culture and history that may be needed to succeed. The ability and skill of an internal candidate is already known and can increase the odds of that person's success in the leadership position. Finally, external recruitment can be a more costly process. Ultimately, the decision is really a litmus test for a Plastic Surgery program. The authors aim to evaluate factors influencing ascent in Plastic Surgery leadership, including training history, internal promotion, and external recruiting.
All Plastic Surgery residency programs accredited by the Accreditation Council for Graduate Medical Education were noted (n = 71). Academic departmental chairs or divisional chiefs of these residency programs were identified at the time of study design (October 1, 2011). For each chair or chief, gender, training history, and faculty appointment immediately prior to the current leadership position was recorded.
There were 71 academic chairs or chiefs of Plastic Surgery residency programs at the time of data collection. The majority (62%) had done fellowship training following Plastic Surgery residency. Fellowships included hand (43%), craniofacial (29%), microsurgery (18%), and other types (10%). The majority (73%) of leaders were internal hires (P < 0.01), having faculty appointments at their institutions prior to promotion. However, only a fraction (22%) of these internal hires had done Plastic Surgery residency or fellowship training at that institution (P < 0.01). External recruits consisted of 27% of all 71 academic hires (P < 0.01).
Many factors influence the decision to recruit leadership from internally or to hire an external candidate. These include the time to fill the position, program culture, candidate experience, and cost. These results support that the insider/outsider hire decision is ultimately one of duality. That dichotomy is achieved with an emphasis on internal promotion, but always with an eye towards the advantages of bringing in external talent as a valuable contribution to increase organizational success.
对于一个学术性整形外科科室或部门而言，没有比任命一位主任或负责人更重要的决定了。从外部招聘领导能带来新的观点和人脉。然而，批评者认为他们缺乏成功所需的对机构文化和历史的深入了解。内部候选人的能力和技能已经为人所知，这可能会增加其在领导岗位上取得成功的几率。最后，外部招聘可能是一个成本更高的过程。归根结底，这个决定实际上是对一个整形外科项目的试金石。作者旨在评估影响整形外科领导层晋升的因素，包括培训经历、内部晋升和外部招聘。
记录所有经毕业后医学教育认证委员会认证的整形外科住院医师培训项目（n = 71）。在研究设计时（2011年10月1日）确定这些住院医师培训项目的学术科室主任或部门负责人。记录每位主任或负责人的性别、培训经历以及在担任当前领导职位之前的教员任命情况。
在数据收集时，有71位整形外科住院医师培训项目的学术主任或负责人。大多数（62%）在完成整形外科住院医师培训后进行了专科培训。专科培训包括手部（43%）、颅面（29%）、显微外科（18%）和其他类型（10%）。大多数（73%）的领导是内部招聘（P < 0.01），在晋升之前在其机构担任教员。然而，这些内部招聘人员中只有一小部分（22%）在该机构完成了整形外科住院医师培训或专科培训（P < 0.01）。外部招聘人员占所有71位学术招聘人员的27%（P < 0.01）。
许多因素影响从内部招聘领导还是聘用外部候选人的决定。这些因素包括填补职位的时间、项目文化、候选人经验和成本。这些结果支持内部/外部招聘决定最终是一个二元选择。这种二分法通过强调内部晋升来实现，但始终要关注引入外部人才作为增加组织成功的宝贵贡献的优势。
