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Academic plastic surgery: faculty recruitment and retention.

Jenny T Chen1, John A Girotto, W John Kitzmiller

  • 1Madison, Wis.; Rochester, N.Y.; Cincinnati, Ohio; Iowa City, Iowa; Temple, Texas; Seattle, Wash.; and Indianapolis, Ind. From the Division of Plastic and Reconstructive Surgery, University of Wisconsin School of Medicine and Public Health; Department of Plastic and Reconstructive Surgery, University of Rochester; Division of Plastic and Reconstructive Surgery, University of Cincinnati College of Medicine; Division of Plastic and Reconstructive Surgery, University of Iowa Carver College of Medicine; Division of Plastic and Reconstructive Surgery, Scott and White Healthcare; Division of Plastic and Reconstructive Surgery, University of Washington School of Medicine; and Division of Plastic and Reconstructive Surgery, Indiana University School of Medicine.

Plastic and Reconstructive Surgery
|February 28, 2014
PubMed
Summary

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Academic plastic surgery programs face faculty recruitment and retention challenges. Strategies like salary support, research time, and leadership roles are key for faculty success and program growth.

Area of Science:

  • Plastic Surgery
  • Academic Medicine
  • Faculty Development

Background:

  • Faculty quality is vital for academic plastic surgery programs.
  • Challenges in academic medicine impact faculty recruitment and retention.
  • Improving faculty recruitment and retention is crucial due to resource investment.

Purpose of the Study:

  • To survey academic plastic surgery programs on faculty issues over the past decade.
  • To evaluate faculty recruitment and retention strategies.
  • To define national trends and best practices for faculty management.

Main Methods:

  • Survey distributed to 83 academic plastic surgery programs in February 2012.
  • Addressed faculty-related issues over the preceding ten years.

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  • Evaluated specific recruitment and retention strategies.

    • Main Results:

    • Substantial growth in full-time faculty in academic plastic surgery programs over the last decade.
    • Recruitment strategies include salary support, moving expenses, and research funding.
    • Retention strategies involve increased compensation, leadership roles, and protected academic time.

    Conclusions:

    • Academic plastic surgery has experienced significant growth and change in the past decade.
    • Effective faculty recruitment and retention are essential for academic center success.
    • Diverse funding sources beyond professional fees are critical for sustaining academic missions.