FORMULA: Thought and Practice Leader

MarkPlus Inc ◽  
2021 ◽  
pp. 129-131
Keyword(s):  
2020 ◽  
Vol 144 (4) ◽  
pp. 420-426 ◽  
Author(s):  
David J. Gross ◽  
W. Stephen Black-Schaffer ◽  
Robert D. Hoffman ◽  
Donald S. Karcher ◽  
Edith Lopez Estrada ◽  
...  

Context.— Disagreement exists within the pathology community about the status of the job market for pathologists. Although many agree that jobs in pathology were harder to come by earlier this decade, recent evidence suggests improvement is occurring. Objective.— To assess the state of the job market for pathologists. Design.— We analyzed data from the 2018 College of American Pathologists Practice Leader Survey. This survey contains data from 253 practice leaders on practices' hiring (and retrenchments) in 2017, the skills and level of experience being sought, success in filling those positions, and expectations for hiring in the next 3 years. Results.— Among the surveyed practice leaders, 115 (45.5%) sought to hire at least 1 pathologist in 2017, and together tried to fill 246 full-time equivalent positions that year, of which 93.5 full-time equivalents (38%) were newly created. This hiring was not limited to larger, academic-based practices, but also occurred among smaller practices and practices based in nonacademic hospitals, independent laboratories, and other settings. Although some practices retrenched (60 full-time equivalents in 2017), the net increase was a healthy 187 full-time equivalents. Practices most frequently sought pathologists who had at least 2 years of experience, but the level of experience identified with the “optimal” candidate varied by desired areas of subspecialty expertise. Practice leaders also reported expected growth in hiring, with the number of positions they hope to fill in the next 3 years exceeding those vacated by retirement. Conclusions.— Our findings support the proposition that the demand for pathologists is strong, at least at the current time.


Author(s):  
Mardi Lowe-Heistad ◽  
Sandra Lowe

The Allied Health Evaluation Review: Practice and Education Infrastructure was a detailed review of the practice progress of twenty-seven allied health professions. The key objectives of the evaluation review were to determine each profession’s practice status, measured on a common set of parameters that could be compared to one another at a given point in time, and to identify what variables, if any, were correlated with the practice progress of a given profession. Practice benchmarks were established and tools were developed to measure the practice progress of each profession relative to the others at a given point in time. The tools included a practice leader survey, focus group questions, an education infrastructure questionnaire, a job description scoring tool, and an overall scoring guide. At the end of the review, each profession was evaluated on the same scoring criteria and placed on a six-point ordinal scale. Acceptable practice progress was set at or above four out of six. Only thirty-three percent of the professions had scores above the established threshold. Scatter plots were developed to determine which practice variables, if any, were positively correlated with the practice progress of the profession. Many variables were not significantly correlated with a profession’s composite score, including size of the profession, number of areas of practice, use of support personnel, regulatory status, and physician oversight. Two variables were positively correlated with practice progress: clinical linkages, and practice leadership and practice education infrastructure; both correlations were statistically significant. Due to the importance of these two variables, it is recommended that future development and investment should be targeted at establishing and strengthening clinical linkages (e.g., profession-specific practice councils) and practice leadership across a profession, as well as practice education infrastructure. Future research could validate the tools that were developed and determine if investment in the professions, as outlined, improves their overall practice performance.


2019 ◽  
Vol 43 (1) ◽  
pp. 90-102 ◽  
Author(s):  
Åste Renolen ◽  
Esther Hjälmhult ◽  
Sevald Høye ◽  
Lars Johan Danbolt ◽  
Marit Kirkevold

2001 ◽  
Vol 14 (4) ◽  
pp. 6-11 ◽  
Author(s):  
Mary Beth Bezzina ◽  
Linda B. Fischer ◽  
Leslie Harden ◽  
Karen Perkin ◽  
Danya Walker

2021 ◽  
Vol 51 (4) ◽  
pp. 179-181
Author(s):  
April Kapu ◽  
Marilyn Dubree

1997 ◽  
Vol 10 (4) ◽  
pp. 48-50 ◽  
Author(s):  
Jenny M. Young ◽  
Romilda Ang ◽  
Tracey Findlay

In restructuring from a departmental to a program management model, BC Rehab successfully developed the role of professional practice leader to address clinical standards of practice and other concerns related to individual disciplines. A review of the role of professional practice leader is presented. Practice leaders are in a unique position to promote interdisciplinary, client-focused service. Because practice leaders' mandates cross program boundaries, they are able to keep the broad scope and goals of rehabilitation in the forefront, offering a balance to the program-specific perspective. It is imperative for practice leaders to maintain connections to operational and clinical issues to avoid isolation.


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