Loewen Julia, Salow Paul, Andreski Patricia, Brown David J, Singer Kanakadurga
Office of Faculty Affairs, Michigan Medicine, University of Michigan, Ann Arbor, Mich.
Office for Health Equity and Inclusion, Michigan Medicine, University of Michigan, Ann Arbor, Mich.
Am J Med Open. 2025 May 12;14:100102. doi: 10.1016/j.ajmo.2025.100102. eCollection 2025 Dec.
Faculty retention provides a competitive advantage in an academic medical center. Faculty surveys show that lack of career advancement and leadership opportunities are primary reasons faculty seek employment elsewhere. Leadership roles for faculty are frequently locally maintained and not available for institutional leaders to assess leadership opportunities and gaps, especially for women and race/ethnicity groups underrepresented in academic medicine. Offices of Faculty Affairs, Faculty Development and Health Equity & Inclusion launched a collaboration to frame and define the current state of faculty leadership at one institution. A desired faculty leadership philosophy, best practices, role descriptions, and overall title framework were developed and reviewed with department leaders. Departments identified all current faculty leaders using the title framework, and titles were entered as additional appointments into our human resource database at the faculty level. Baseline demographic analysis of faculty leadership appointments demonstrated a gender and race/ethnicity disparity between the population of faculty and those in leadership roles. With the expanded tracking, the number of faculty leadership roles increased approximately sevenfold. While gender and race/ethnicity gaps closed substantially, the data revealed differences in higher-level leadership roles with more equity in mid-level and emerging roles. Results enhanced awareness of the importance of tracking and evaluating leadership roles at all levels. Consequently, faculty leadership data were translated into real-time data visualizations. Tracking of who holds leadership positions increases accountability for initiatives designed to diversify leadership in an academic medical center, and demonstrates a commitment to diversity, equity, and inclusion.
在学术医疗中心，留住教职员工可提供竞争优势。教职员工调查显示，缺乏职业发展和领导机会是教职员工寻求到其他地方就业的主要原因。教职员工的领导角色通常由地方自行维持，机构领导无法评估领导机会和差距，尤其是在学术医学中代表性不足的女性和种族/族裔群体。教职员工事务办公室、教职员工发展办公室以及健康公平与包容办公室开展了一项合作，以界定和描述一所机构中教职员工领导力的现状。制定了理想的教职员工领导理念、最佳实践、角色描述和总体头衔框架，并与各部门负责人进行了审查。各部门使用该头衔框架确定了所有现任教职员工领导，并将这些头衔作为额外任命录入到我们教职员工层面的人力资源数据库中。对教职员工领导任命的基线人口统计分析表明，教职员工群体与担任领导角色的人员之间存在性别和种族/族裔差异。随着追踪范围的扩大，教职员工领导角色的数量增加了约七倍。虽然性别和种族/族裔差距大幅缩小，但数据显示，高层领导角色存在差异，而中层和新兴角色的公平性更高。结果提高了对各级领导角色追踪和评估重要性的认识。因此，教职员工领导数据被转化为实时数据可视化。追踪担任领导职位的人员可增强对旨在使学术医疗中心领导多元化的举措的问责，并表明对多样性、公平性和包容性的承诺。
