CHICAGO, Nov. 29, 2018 /PRNewswire-PRWeb/ -- The Chartis Group today released a white paper, "Building Successful Triple-Threat Teams in Academic Health Systems." Individual faculty members are no longer expected to be a "triple threat," making significant research, education and clinical contributions. Most academic health systems (AHSs) now recruit faculty that play more targeted roles intended to make the department, division or program collectively a "triple threat". This paper discusses the limitations of traditional faculty reward systems and identifies emerging models to recognize faculty contributions.
Academic systems risk significant faculty dissatisfaction and turnover if they do not recognize the changing nature of the faculty complement they are hiring today and for the future. This dynamic is amplified by increasing levels of physician burnout, a "hidden epidemic" that is increasingly top-of-mind for many health systems.
Steve Levin, a Director with The Chartis Group and co-author of the paper commented, "Our interviews with AHS leaders suggest that many institutions are actively grappling with the best options to manage and support their changing faculty workforce. It is essential that organizations understand and address the needs of all faculty members if they are to build and maintain an engaged, satisfied and productive professional workforce."
Some AHSs are applying structural approaches to more effectively engage and recognize their clinically-oriented faculty. Some of these approaches are being pursued by modifying the more traditional, university-informed frame around faculty promotion and tenure, while other models are taking these issues outside of that setting to allow for more flexibility. Below are four emerging models:
1. Create alternative, non-faculty, organizational models to accommodate physicians whose primary role is patient care. 2. Create different titles that distinguish between academic contribution and clinical contribution. 3. Broaden the definition of academic contribution to reflect greater diversity in the roles and contributions made by individual faculty members. 4. Tie compensation primarily to individual contribution and secondarily to academic rank.
Academic health system leaders need to recognize the shifting nature of their faculty workforce and the tension that changing roles can create. Ignoring the problem risks making things worse even though the solutions require change.
About The Chartis Group The Chartis Group (Chartis) provides comprehensive advisory services and analytics to the healthcare industry. With an unparalleled depth of expertise in strategic planning, performance excellence, informatics and technology, and health analytics, Chartis helps leading academic medical centers, integrated delivery networks, children's hospitals and healthcare service organizations achieve transformative results. Chartis has offices in Atlanta, Boston, Chicago, New York, Minneapolis, Portland and San Francisco. For more information, visit http://www.chartis.com.
Contact: Jim Brown National Marketing Director The Chartis Group [email protected] +1 312 932 3051
SOURCE The Chartis Group
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Academic systems risk significant faculty dissatisfaction and turnover if they do not recognize the changing nature of the faculty complement they are hiring today and for the future. This dynamic is amplified by increasing levels of physician burnout, a "hidden epidemic" that is increasingly top-of-mind for many health systems.
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Steve Levin, a Director with The Chartis Group and co-author of the paper commented, "Our interviews with AHS leaders suggest that many institutions are actively grappling with the best options to manage and support their changing faculty workforce. It is essential that organizations understand and address the needs of all faculty members if they are to build and maintain an engaged, satisfied and productive professional workforce."
Some AHSs are applying structural approaches to more effectively engage and recognize their clinically-oriented faculty. Some of these approaches are being pursued by modifying the more traditional, university-informed frame around faculty promotion and tenure, while other models are taking these issues outside of that setting to allow for more flexibility. Below are four emerging models:
1. Create alternative, non-faculty, organizational models to accommodate physicians whose primary role is patient care. 2. Create different titles that distinguish between academic contribution and clinical contribution. 3. Broaden the definition of academic contribution to reflect greater diversity in the roles and contributions made by individual faculty members. 4. Tie compensation primarily to individual contribution and secondarily to academic rank.
Academic health system leaders need to recognize the shifting nature of their faculty workforce and the tension that changing roles can create. Ignoring the problem risks making things worse even though the solutions require change.
About The Chartis Group The Chartis Group (Chartis) provides comprehensive advisory services and analytics to the healthcare industry. With an unparalleled depth of expertise in strategic planning, performance excellence, informatics and technology, and health analytics, Chartis helps leading academic medical centers, integrated delivery networks, children's hospitals and healthcare service organizations achieve transformative results. Chartis has offices in Atlanta, Boston, Chicago, New York, Minneapolis, Portland and San Francisco. For more information, visit http://www.chartis.com.
Contact: Jim Brown National Marketing Director The Chartis Group [email protected] +1 312 932 3051
SOURCE The Chartis Group
